HR Standards 2013

HUMAN RESOURCE
STANDARDS 2013
For internal use only.

All rights reserved. © Copyright Toyota Kirloskar Motor Pvt. Ltd., 2013. TOYOTA KIRLOSKAR MOTOR
All rights reserved. © Copyright Toyota Kirloskar Motor Pvt. Ltd., 2013
For Internal Use Only
This document does not provide you with any legal rights to any intellectual property. This book may not be reproduced, in whole or
in part, in any form or by any means electronic or mechanical, including photocopying, recording, or by any information storage and
retrieval system now known or hereafter invented, without written permission from the Toyota Kirloskar Motor Pvt. Ltd., 2013
The contents in this document are subject to change or, may change without notice.
DISCLAIMER
The Dealer HR Standards Manual is developed and proposed by Toyota Kirloskar Motor Pvt.
Ltd. for Dealerships. The policies mentioned in the manual are broad guidelines to develop
individual dealer HR Policies. However Dealership Management has the right to amend the
proposed guidelines / policies applicable for their Organization.
The Dealership Management has to ensure that basic legal compliance are adhered to while
developing individual HR Policies for their organization.
The Dealer HR Standards Manual / Guidelines is not an express or implied contract. Toyota
Kirloskar Motor Pvt. Ltd. reserves the right to change or revoke any of its provisions, with or
without notice, at any time
Section A
HR Organization Structure and Roles & Responsibility 5
HR Organization Structure – An Introduction ................................................. 7
¡
Proposed HR Organization Structure ........................................................... 9
¡
HR Roles and Responsibilities Dossier ......................................................... 11
TABLE OF CONTENTS
Section B
HR Policy Manual 43
Scope of the HR Policy Manual ............................................................................. 45
Part A – HR Sub Systems Policies 47
¡
Manpower Planning Policy ........................................................ 48
¡
Recruitment and Selection Policy ........................................... 52
¡
Performance Appraisal Policy .................................................... 67
¡
Training and Development Policy ............................................ 82
Part B – HR Administrative Policies 93
¡
Joining and Induction Policy .................................................... 95
¡
Probation and Confirmation ...................................................... 100
¡
Leave and Holiday Policy .............................................. .............. 105
¡
Employee Separation Policy ...................................................... 111
¡
Identity Card .................................................................................... 122
¡
Travel Policy ..................................................................................... 124
¡
Transfer Policy ................................................................................. 135
¡
Mobile Policy ................................................................................... 139
¡
Employee Engagement Policy .................................................. 140
Part C – HR Compliance Policies 145
¡
Grievance Redressal ...................................................................... 147
¡
Confidential Information Policy ............................................... 151
¡
Sexual Harassment Policy ........................................................... 153
¡
Dealership Asset and Security .................................................. 156
¡
Employee Welfare and Safety .................................................... 158
¡
Internet and Email Usage ........................................................... 160
¡
Employee Record ........................................................................... 163
Section C
Compensation and Benefits 165
¡
Compensation Management .......................................................................... 168
¡
Compensation Matrix ....................................................................................... 170
TABLE OF CONTENTS
Section D
Employee Information Handbook 171
Section E
Implementation Guide 181
¡
Importance of Policy Implementation.......................................................... 183
¡
Steps in Implementation .................................................................................. 184
¡
Self declaration...................................................................................................... 189
HR Organization Structure
SECTION - A
and Roles & Responsibility

HR Organization Structure – An Introduction
Proposed Organization Structure
HR Roles and Responsibilities Dossier

HR Organization Structure – An Introduction
Organization structure is an important foundation stone that determines the organization’s
achievement of its goals. An appropriate organization structure will help clarify the focus areas of the
organization, delineates the core business activities of the organization from the non-core areas and
organize functions & activities that enables achievement of the organizational goals.
Organization structure is essentially giving a shape to organizational task which will lead to
achievement of organizational growth. Necessarily, an organization structure should be based on the
future growth plan of the organization. Typically, an organization is structured based on the following
dimensions, aimed at meeting its future growth plans:
Specialization: Division of the organizational task at the lower levels
¦
Integration of the organizational task at intermediate and higher levels

¦
Span of control
¦
Centralization of certain organizational tasks

¦
Specialization
High Low
Integration
Homogeneous Heterogeneous
Span of Control
Few Many
Centralization
High Low
Division of task: This is the process of dividing work into relatively specialized jobs to achieve
advantages of specialization in following areas:
Personal specialties: Sales & Marketing, Service, Finance, CR & U-Trust
¦
Natural sequence of work:

¦ dividing work in Functional Departments (horizontal specialization)
Specialization: For organizations in a mature market with specialized products and services, it is
imperative to have a specialized structure. A generalist structure, over time, will lead to lower levels of
efficiency and consequently erosion of value to customers. On the other hand, for commodity
products or services, a generalist structure would be appropriate.

HR Organization
Integration: All the divided tasks need to be integrated at a higher level in order to ensure effectiveness
of task completion. The integration of tasks should be such that there is appropriate direction and
leadership for successful completion of the divided tasks.
Span of Control: This is one of the key determinants of integration of divided tasks. Empirical evidence
suggests that the most appropriate span of control for an integrator / manager is 8. This will ensure
providing appropriate direction, leadership, review and control, effectively.
Centralization: In any organization, there are certain tasks that are common, which are shared by a
large number of employees. Also, certain tasks, where the volume of work is low are typically
centralized.
De-centralization: This is the process of distributing work to a wider body of employees based on
optimal utilization of resources as well as the capability of employees to take decisions to fulfill their
role requirements.
The following sections discuss the proposed HR organization structure for dealerships - for Head Office
and Outlet.
8 HR Standards - 2013
Head Office HR Structure
DP
(Dealer Principal)
Head HR
Talent Acquisition Talent management HR Operations & Compensation &

L & D Specialist Compliance Benefits
Specialist Spealist Specialist
Specialist
Outlet (S) HR
Manager
Note - The above structure indicates only the roles and not employee numbers
About the structure:

Five specialist areas have been proposed namely - acquisition, talent management, learning and
¦
development, HR operations and compliance compensation and benefits.
The required
¦ focus on every HR activity can be brought about through the Specialist structure.
. The main work of the Specialists would be to strategize various interventions, establish policies,
¦
processes, formats and implementation at the Head office and Outlets.
These Specialists
¦ have been supported by few team members down the line, keeping in view
the quantum of work involved at dealership
This gives
¦ more autonomy and authority to the role holders for their area of work, thereby
fostering empowerment.
Due to
¦ the clear cut demarcation of activities, other employees have greater clarity with
regards to approaching the right person based on their requirements.
The positions
¦ chalked out above are responsible for their respective functions for the entire
dealership including the outlets. For example, the talent acquisition Specialist shall be
responsible for all talent acquisition activities for all the outlets of the dealership.
Every outlet
¦ would further have team members in HR department to implement the initiatives
conceptualized by the Specialists.

Head Office HR Structure: Example - Combining The Role
DP
(Dealer Principal)
Head of HR for the

Dealership
Talent Acquisition Talent Management HR Operations,

Compliance &
Specialist and L & D Specialist Compensation Specialist
Note - The above structure indicates only the roles and not employee numbers
About the structure:

Similar roles are clubbed under one role.
¦
Since there
¦ are fewer employees, one Specialist for each of the combined roles can manage
the quantum of work in the dealership.
Outlet(s) HR Structure
HR Operations &
Compliance Specialist
Outlet (S) HR
Manager/Asst. Manager
Outlet (S) HR Executive
HR Head Count Budget
Head Office Outlet (s)

Staff Managers /
Specialists Executives Executives
Asst. Managers
Up to 200 1–3 0 0 1
201 to 500 2–3 1–2 1 1–2
501 to 1000 2–4 2–3 1 2–5
1000 to 1700 4–5 2–3 1 4–7
Roles & Responsibilities Dossier
This section documents the Roles & Responsibilities of the 8 positions derived from the proposed
organization structure for Toyota Dealership. Each role is detailed out capturing the following aspects:-
Job Identification
¦ Key Interactions
¦
Organizational Context
¦ Key Result Areas
¦
Role Objective
¦ Minimum Requirement
¦
Detailed Duties & Responsibilities

¦
Job Identification
Head HR
Job Holder Name: Dealer Principal
Function: Human Resources
Reporting to: Dealer Principal Head HR
Role Objective
To be the strategic partner in the growth of the organization by managing and developing the human
resources in the organization.
Duties And Responsibilities

Key Responsibilities
HR
Operations
Learning Compensation
and and
Development Benefits
Head HR
Talent Talent
Management Acquisition
Roles & Responsibilities Dossier 11

a. HR Planning
To create
¦ an HR annual plan along with the DP, aligned with the annual operating plan for the
dealership.
To contribute
¦ to the dealership’s corporate strategy by advising on the human resource
implications of strategy decision.
b. HR Policies and Procedures

To design various HR policies and procedures.
¦
To ensure proper implementation of various HR policies, procedures and systems.

¦
To ensure that all records and HR practices are in compliance with the labour regulations.
¦
To continually
¦ review the current personnel policies and update them as and when required.
c. HR Operations
To ensure that the employee records and documents are well maintained.
¦
To ensure
¦ smooth functioning of the PF and Gratuity and other benefits extended by the
organization like medical insurance.
To ensure
¦ smooth functioning of hygiene processes like opening of salary accounts and
deposit of salary on the last working day of the month.
To ensure full and final settlements.
¦
d. Talent Acquisition
To develop
¦ and oversee the implementation of the dealership’s talent acquisition (recruitment
and selection) strategy to ensure that staffing needs are met.
To ensure
¦ that sourcing is done in the most cost effective and timely manner through various
recruitment channels like job portals, recruitment consultants, referral programs, direct
applications through website, print advertisements.
To interview and shortlist candidates for senior positions.
¦
To evaluate
¦ the effectiveness of recruitment channels and to take necessary actions for
improvement.
To negotiate
¦ contracts with external advertising and recruitment consultants to secure the
most favourable terms.
e. Talent Management
To lead the implementation of a performance management system.
¦
To develop and implement the appraisal and increment policy.

¦
To facilitate the over-all appraisals conducted in the organization.

¦
To play
¦ an active role in the normalization and rationalization processes involved in the
appraisal process.
To design
¦ a mechanism to smoothly handle the grievances post the disbursal of the increment
letters to employees.
To ensure
¦ that more strategic initiatives like Assessment Centres, Development Centres and
Employee Engagement Surveys are carried out smoothly.
f. Learning and Development

To develop a training and development plan to support organization’s business plans by ensuring
¦
that the staff has the necessary skills to meet their objectives.
To develop and manage the budget for this activity.
¦
To undertake
¦ regular assessments of training needs and develop programmes to meet the
identified needs.
To develop
¦ and monitor the process for evaluation of all training and development initiatives.
g. Regional HR
To oversee all the HR functioning of all the outlets
¦
To direct and guide the outlets on numerous HR issues.

¦
h. Compensation and Benefits

To develop a pay philosophy for the organization.
¦
To carry
¦ out Compensation Benchmarking Survey with few important competitors to
understand the market reality and then align self to the market, preferably every year.
To constantly
¦ upgrade self with all the changes happening in the Income Tax norms and
taxability of various salary components.
i. Employee safety
To oversee
¦ safety measures implemented at the service centre (this includes the Body Paint
Workshop and the actual work space where the servicing and other similar activities are being
taken care of ) in order to ensure employee safety.
j. Employee engagement and retention

To develop and implement initiatives which will retain and motivate employees.
¦
To monitor
¦ designing of a yearly engagement calendar with good motivational activities
designed for every month.
To handle
¦ grievances, in cases that are referred by the HR Manager, such that the issue is
resolved within a specific time frame and the employee is also counselled on the same.
k. Team Development
To be responsible for the growth of team members.
¦
To provide manpower requirements to the HR team.

¦

To conduct appraisals of the team members.
¦
To provide on job training to the team members.

¦
To recommend the incentives for the team members to senior management.

¦
To provide necessary support to the team members.

¦
Key Interactions
Internal External
Government officials
¡
All Department Heads
¡
Consultants (for various purposes)
¡
Key Result Areas

Recruitment & Selection
¦
¡Recruitment effectiveness
Employee Turnover
¦
Training and Development

¦
¡Number of training programs conducted
¡Training effectiveness index
Safety at Workplace
¦
¡Number of workplace accidents
Employee engagement
¦
¡Employee satisfaction index
¡% of Reduction in absenteeism
Team Management
¦
¡Retention of team members
¡Number of promotions
Minimum Requirements
Level of Education Post Graduation with Human Resources (HR / PMIR / MLS) Specialization
Experience 5 to 10 years
Strategic perspective
¡ Networking skills
¡
Communication
¡ Understanding of human behaviour
¡
Competencies
Articulation
¡ Numerical ability
¡
Motivating employees
¡ Back end HR
¡ compliances
PMIR - Personal Management and Industrial Relations

MLS - Master in Labour Studies
Job Identification
Talent Acquisition Specialist
Job Holder Name: Head HR
Reporting to: Head of HR Talent Acquisition specialist
Role Objective
To strategize various talent attraction interventions through various talent pools and be instrumental
in acquiring the best talent available for the said roles from the market
a. Manpower Planning:
To design formats to capture the manpower plan for the upcoming year
¦
To arrive
¦ at the required manpower number in alignment with the business goals of the
organization
To execute Recruiting Plans by creating aggressive tools/methods for hiring
¦
To work with functional managers on recruitment plans

¦
To create job descriptions in order to facilitate faster hiring

¦
To prepare a recruiting and interviewing plan for each open position

¦
To conduct
¦ regular follow-up with managers to determine the effectiveness and
implementation of recruitment plans
b. Talent Attraction:
To develop
¦ a pool of prospective qualified candidates and enhance the in house database
To research and recommend new sources for active and passive candidate hiring
¦
To build networks to find qualified candidates

¦
To post openings in newspaper advertisements

¦
To work with professional recruitment organizations for open positions

¦
To utilize the Internet for recruitment such as social and professional networking sites
¦
To post positions on www.toyotadealersjob.com and appropriate Internet sources

¦
To network through Industry Contacts, Association Memberships, and Employees

¦
To float various referral schemes and offer attractive prizes for the same
¦
To brand
¦ the referral scheme in such a manner that it attracts maximum attention from the
employees
To aid public
¦ relations in establishing a recognizable “employer of choice” reputation for the
company, both internally and externally
To communicate
¦ with managers and employees regularly to establish rapport, gauge morale,
and source new candidate leads
To attend local professional meetings and membership development meetings
¦
To maintain regular contact with possible future candidates

¦
To negotiate contracts with external advertising and recruitment consultants to secure the
¦
most favourable terms
To spearhead Graduate, Diploma, ITI Colleges recruiting Initiatives
¦
To attend career fairs for recruiting and increasing company / brand recognition
¦
To develop working relationships within colleges to aid in recruiting

¦
To give
¦ presentations at colleges, attend student group meetings, and increase college
awareness about the company before and after career fairs
To promote www.toyotadealersjob.com portal within colleges close to the dealership
¦
c. Screening, Selection & Placement:

Ensure that
¦ screening & selection process is carried out as per the standard assessment
process.
To take interviews for top management and senior management positions
¦
To monitor the updation of all pertinent applications and interview data in the HRIS
¦
To monitor reference and background checks for potential employees

¦
To monitor writing and forwarding of rejection letters

¦
To monitor
¦ preparing and sending of offer packages along with the Compensation and
Benefits Specialist.
To ensure
¦ that candidates are informed about their first day curriculum in the company
including the necessary document submission.
d. Review & Analysis:

To regularly
¦ study the recruitment MIS and understand various trends like highest number of
positions closed through a particular medium etc.
To do the
¦ analysis of joining forms where the background of candidates is mentioned and
then matching the same with the Employees’ performance and recruiting from the same
organization or same Educational Institution or similar educational background.
To analyze the performance of various recruitment sources.
¦
To analyze the recruitment turnaround time.

¦
To analyze the recruitment cost on monthly basis.

¦
To analyze the offer rejection rate.

¦
e.Team Development:
¦

¦

¦

¦

¦

¦
Key Interactions
Internal External
Head of HR
¡ Newspapers
¡

¡ Advertising agencies
¡
All outlets
¡ Various professional bodies
¡
Recruitment Consultants
¡
Educational Institutes
¡
Key Result Areas

¦
Recruitment:
¡
» Number of hiring achieved versus targeted
» Average time taken to fill vacancies
» Average cost of recruitment
Selection:
¡
» % of employees leaving within six months
Team Management
¦
Retention of team members
¡
Number of promotions
¡
Graduation + Post Graduation with Human Resources (HR / PMIR /

Level of Education
MLS) Specialization
Experience 2 - 5 years
Achievement Oriented
¡ Creative
¡
Competencies Perseverance
¡ Assessment Skills
¡
Ability to advocate position and company brand

¡

Job Identification
Talent Management Specialist
Reporting to: Head of HR Talent Management speialist
Role Objective
To spearhead interventions that would manage, retain and develop talent and thereby increase the
engagement of employees with in the organization.

To implement talent development strategy
¦
To identify
¦ talent pool needs through various interventions such as assessment centers
To design
¦ & facilitate initiatives for talent development such as cross-functional exposure,
mentoring, seminars, etc.
To determine
¦ pool of successors for critical positions and integrate succession planning needs
with individual development plans
To facilitate employee development - planning & tracking
¦
To define and facilitate career paths to meet employee aspirations

¦
To support the talent review process

¦
To support competency-based, holistic feedback mechanisms

¦
To play a major role in cascading the organizational values to the employees

¦
To play a
¦ pivotal role by devising initiatives to bring in the desired transformation in the culture
of the organization
To carry out competency mapping for various roles, functions and organization wide
¦
To spearhead
¦ employee engagement survey every year based on organizational requirements
To carry
¦ out the Performance Management Cycle in a scientific manner by starting with an
Objective setting exercise to developing different appraisal forms for different departments till
finalization of the increments and promotions
To engage
¦ with various vendors / service providers for outsourcing activities and selecting the
best vendors
To plan
¦ an Engagement Calendar suitable to the region and the employees and ensure its
implementation across all outlets
Key Interactions
Internal External
¡Head of HR ¡Expert consultants for various areas like
¡All Department Heads Employee Engagement, Competency
¡All outlets Mapping, Assessment Centres etc
Key Result Areas

Talent Management
¦
¡Timely completion of the Performance appraisal process

¡Number of employees added to the leadership talent pool
¡Number of career paths chalked out for potential employees
¡Number of engagement activities designed and implemented in the year
¡Employee engagement index
Post Graduation with Human Resources (HR / PMIR / MLS)

Level of Education
Specialization
Planning Skills
¡ Articulation Skills
¡
Communication skills
¡ Report writing skills
¡
Competencies
Understanding of human behavior
¡
A well balanced mind set to carry out fair assessments

¡

Job Identification
Learning & Development Specialist Organizational Context
Reporting to: Head of HR Learning & Development Specialist
Role Objective
To design and implement various learning initiatives in order to enhance organizational capability and
create an environment of learning and growth
a.Training Need Identification/Analysis and budget

To coordinate with Sales, Service, U
¦ Trust for Training Management
To design a training need identification form and process
¦
To circulate the same and get it filled from employees

¦
To refer to the employee appraisal forms to understand employee training needs

¦
To analyze and identify the training needs based on these data points
¦
To design the training strategy

¦
To outline the required budget for the activities

¦
To get adequate budget sanctioned to carry out the various learning and development initiatives
¦
b. Training Calendar
To formulate a quarter wise, department wise schedule of training programs keeping in view the
¦
number of participants, mode of training, duration of training and the business cycle
To create a buy in from departmental heads in scheduling of the training programs
¦
To take a decision on various training modes / methods to be used for various training programs
¦
To partner with various Training organizations to design and deliver training programs
¦
c. Planning, Program Development and Anchoring

To plan for the required resources
¦
To send the brief for development of training material on the assigned topic to various resources
¦
identified
To monitor the resources for work progress/updates
¦
To allocate employees for various programs

¦
To flash mails to specific departments to invite participation

¦
To receive approval mails from the participants reporting senior
¦
To conduct work progress presentation before the final cut of the training program
¦
To anchor / facilitate training programs

¦
To facilitate programs organized by TKM

¦
d. Outsourcing of Training
To invite various training vendors for presenting their work and assess their capabilities
¦
To screen proposals and negotiate on the costing

¦
To finalize vendors by keeping in view the proposed cost and capability

¦
To provide the vendors with briefs of various training program topics as well as the medium like a
¦
classroom training or e learning or outbound etc
e. Monitoring and Reviewing

To monitor
¦ the allocated budget vis-à-vis the expenses incurred on various training activities
To monitor the date, venue, program co-ordination, invitation e-mails, confirmations,
¦ catering and
other training venue arrangements for making the training program a success
To monitor
¦ paperwork such as agreements, proposals, bill clearances, approvals from the
Functional Heads, mailing of program details to employees
To monitor the arrangements and facilities during training programs
¦
To review all the training content developed by internal or external sources and provide relevant
¦
feedback to fine tune the content to address any specific needs
f. Training Effectiveness Mapping

To design feedback forms for participants to fill up
¦
To meet employees for reviewing the effectiveness of the training programs

¦
To take charge of any action plans decided during the workshop and partner with the functional
¦
heads to drive the plans
To analyze and create presentations based on the effectiveness of the data and present the same to
¦
the Head HR and Dealer Principal
g. Development of Innovative ways of Training

To research
¦ on cost effective methodologies of implementing training programs like self-help
modules or getting the content developed by selected vendor(s) and having internal trainers
trained by the vendor(s) or developing e-learning modules or CD based learning modules
h.Team Development:
¦

¦

¦

¦

¦

¦
Key Interactions
Internal External
Head of HR
¡ Training vendors
¡

¡ E learning vendors
¡
All outlets
¡ Hotel / Banquet / Resort owners for
¡
conducting the training program
Printing agency for printing of training
¡
material
Key Result Areas

Training
¦
Training programs done in a specific year versus targeted for that year
¡
Number of employees covered by the training programs

¡
Cost saved by conducting the training internally

¡
Improvement in Training Effectiveness Index

¡
Error free and quality content disseminated through the training initiatives
¡
Graduation + Post Graduation with Human Resources (HR / PMIR / MLS

Level of Education
/ Psychology) Specialization
Planning
¡ Creativity
¡
Communication Skills
¡ Coordination
¡
Competencies
Articulation and branding
¡
Understanding of human behaviour

¡
Job Identification
HR Operations & Compliance Specialist

HR Operations & Compliance
Reporting to: Head of HR Specialist
Role Objective
To design and streamline various HR processes in order to have all the HR basics smoothly coordinated
and have a stronger cost saving for the organization.

To manage the various Statutory compliances for the organization such as
¦
Provident Fund
¡
Gratuity
¡
Superannuation
¡
ESIC
¡
To resolve
¦ various employee grievances with regards to their PF or Gratuity or Superannuation,
ESIC, any letters like the appointment letter, transfer letter and promotion letter
To manage all the matters pertaining to labor cases in the labor court
¦
To maintain all the required documentation and modules on HRIS

¦
To carry out all the formalities for on boarding of candidates like checking the documents, filing
¦ the
documents and checking the references
To maintain Personnel files as soft as well as hard copies
¦
To monitor
¦ and maintain the MIS and provide various analysis to management – like total
headcount of a month, male female employee ratio and attrition analysis
To be in
¦ charge of various letters to be given at the time of full and final settlements such as
Experience letter, Letter of Acceptance of Resignation and final pay cheque
To monitor
¦ all the activities of Full and final settlements like checking with Accounts for all cash
clearances / settlement of dues, checking with IT on any technology provided to the employee
To carry
¦ out monthly salary processing and release the salaries on the last working day of the
month
To monitor the attendance of employees by procuring attendance details from outlets
¦

Key Interactions
Internal External
Head of HR
¡ Labour court
¡

¡ Various government officials dealing with
¡
All regions and outlets

¡ PF, Gratuity etc.
Key Result Areas

HR Operations and Compliance
¦
¡Time / date adherence in all the activities like salary processing on a specific date of the month
or PF forms’ submission on a specific date
¡100 % maintenance of all records
¡Minimum errors in the activities
¡Facilitation for implementation of talent acquisition, management, learning & development
and compensation & benefits

Level of Education
MLS) Specialization
¡Analytical ability ¡Numerical ability

¡Detail orientation ¡Perseverance
Competencies
¡Ability to analyze trends and impact of decisions
¡Planning skills (Especially backward planning)
Job Identification
Compensation & Benefits Specialist

Compensation & Benefits
Reporting to: Head of HR Specialist
Role Objective
To design and package the compensation and benefits plan by constantly benchmarking with the
competition and inventing newer practices in this area to attract and retain employees.

To design and develop compensation policies and compensation philosophy of the organization
¦
To prepare the compensation and benefits budget

¦
To regularly monitor, report and adjust the budget

¦
To revamp the compensation structure to bring uniformity across organization

¦
To evaluate
¦ job positions for classification, status and salary requirements and create a internal
parity table / chart
To spearhead salary planning and bonus planning
¦
To introduce new benefits

¦
To analyze different components of the remuneration scheme in the organization

¦
To prepare reports about the internal equity and external competitiveness

¦
To design and develop different schemes of the variable remuneration such as incentive schemes
¦
for the Sales functions, bonus schemes for the Back Office and other functions
To invite
¦ various external compensation consulting companies for conducting compensation
bench marking survey and invite proposals
To identify
¦ critical positions to benchmark outside and give the same to the consultants
To co-create
¦ a list of companies to be benchmarked with and give the same to the consultants
To get the survey done and presented through the consultant to derive pivotal analysis from the
¦
same
To make
¦ amendments in Dealership compensation and benefits strategy keeping in view the
market analysis
To lead and
¦ manage compensation projects for the entire organization including the top most
position
To design
¦ policies to close gaps in the compensation of employees (introducing the internal
equity at affordable costs)
To train line managers in the complex usage of Compensation policies and processes
¦

To advice
¦ top managers in taking difficult decisions in the area of compensation, benefits and
motivation of employees
To represent
¦ the organization at different HR conferences for the Compensation and Benefits
piece
To manage
¦ the retirement benefits of all the employees such as pension, provident fund, profit
sharing, stock ownership plans
To be responsible for researching and analyzing healthcare plans, including medical, dental, vision
¦
and disability insurance
To research
¦ and design a comprehensive benefits package to meet the needs of a changing
workforce
To evaluate the cost impact and value of offering perks such as wellness programs, life and other
¦
care insurances, flexi basket option etc.
To provide advice to Business Managers on compensation issues i.e. promotion, merit review and
¦
salary adjustment
Key Interactions
Internal External
Head of HR
¡

¡ Compensation and Benefits Consultants
¡
All outlets
¡
Key Result Areas

Compensation and Benefits
¦
Number of benefits introduced

¡
Number of benefits implemented against targeted

¡
Percentage of improvement in the market position compared to previous year

¡

Level of Education
MLS) Specialization
Analytical ability
¡
Competencies Detail orientation
¡ Forecasting skills
¡
Risk Assessment & Strategic decision making ability

¡
Job Identification
Outlet HR Manager/Asst. Manager
Operation and compliance
Job Holder Name:
Specialist
Outlet HR Manager/ Asst.
Reporting to: Operation and compliance Specialist Manager
Role Objective
To oversee all the HR activities being implemented at the outlet level in order to ensure smooth
functioning of the same.
a. HR Operations
To monitor the attendance records of all the outlets
¦
To monitor the dispatch of monthly Salary slips to the HR coordinates of various outlets
¦
To solve various problems/queries raised on the salary, salary slips, days worked, etc.
¦
To coordinate
¦ various letters / notices like transfer / relocation / Identity proof / NOC /
Appointment letters / Termination letters / Warning letters, etc.
b. Recruitment
To research various recruitment consultants specific to outlet
¦
To negotiate
¦ and tie up with appropriate recruitment consultants and colleges for regular
campus recruitment
To implement
¦ the entire recruitment process and procedure to the team members and equip
them with the required documents for recruiting the right candidates for outlet level
vacancies/replacements
To interview candidates
¦
To procure
¦ all the Interview response forms and the final status of the candidates and preserve
a copy at outlets
To keep
¦ a track of the recruitment MIS for various numbers like candidates interviewed on a
particular date, offer letters released, offers accepted etc and draw out pertinent analysis
c. Policy Adherence
To guide on various policies and its meaning in daily operations
¦
To monitor the adherence of various policies at outlet level

¦
d. Joining Formalities and Induction

To ensure that the required documents are always available at the outlets
¦

To monitor the filling up of all joining forms and procuring them from the outlet for record purpose
¦
To conduct
¦ the Induction successfully
To ensure that the Induction feedback forms are received and stored
¦
e. Implementation of various initiatives and schemes

To implement
¦ various schemes like Employee referral scheme, employee engagement / fun
activities like Diwali Party, Christmas Party, Cricket Match, etc.
f. Performance Management - Appraisals

To monitor
¦ distribution of the appraisal forms and the methodology of carrying out the
performance appraisals
To procure the appraisal forms and the ratings given to all the employees
¦
To play an
¦ active role in the increments and promotions and such other decisions for the outlet
level employees
To send
¦ all the employees their appraisal letters along with increment letters and promotion /
transfer letters, etc.
To resolve any issues with regards to the appraisal process
¦
g. Legal and Statutory Compliance (applicable to State)

To have all the legal and statutory compliances adhered to as applicable to the outlet and the state
¦
h. Training
To get the
¦ training needs identified at the outlet and suggest training programs to be
implemented
To provide all the support and information required for training programs at outlets
¦
I. Team Development
¦

¦

¦

¦

¦

¦
Key Interactions
Internal External
HR Manager at the Corporate Office
¡ Government officials
¡
All HR Specialists at the Corporate Office
¡ Consultants (for various purposes)
¡
Key Result Areas
¦
Recruitment:
¡
Selection:
¡
» Employees leaving within six months
Employee Turnover
¦
Reduction in employee turnover
¡

¦
Number of training programs conducted in the assigned region
¡
Training effectiveness index
¡
Safety at Workplace
¦
Reduction in workplace accidents
¡
Employee engagement
¦
Employee satisfaction index
¡
Reduction in absenteeism
¡
Team Management
¦
Retention of team members
¡
Number of promotions
¡

Level of Education
MLS) Specialization
Communication skills
¡ Presentation skills
¡
Competencies
Coordination skills
¡ Multitasking skills
¡

Job Identification
Outlet HR Executive Organizational Context

Outlet HR Manager / Asst. HR
Job Holder Name: Manager
Reporting to: Outlet HR Manager / Asst. Manager Outlet HR Executive
Role Objective
To implement all the HR activities at the outlet level in order to ensure smooth functioning of the same.
a. HR Operations
To carry out the monthly pay roll processing
¦
To carry out exit interviews

¦
To carry out full and final settlements of exiting employees

¦
To carry out joining formalities for new recruits

¦
b. Recruitment and Selection

To review applicants to evaluate if they meet the position requirements
¦
To coordinate interview schedules with external recruitment consultants

¦
To conduct pre-screening interviews

¦
To maintain
¦ all pertinent applicant and interview data in the Human Resources Information
System (HRIS)
To assist in performing reference and / or background checks for potential employees
¦
To assist in preparing and forwarding rejection letters

¦
To assist in preparing and sending offer packages

¦
To procure
¦ all the Interview response forms and the final status of the candidates and preserve
a copy at outlet for record purpose
To maintain
¦ the recruitment MIS for various numbers like candidates interviewed on a
particular date, offer letters released, offers accepted etc and provide a detailed note on the
same every fortnight to the seniors.
c. Statutory Compliance
To implement all the statutory compliance activities as applicable in the state
¦
To execute handling of all legal aspects in an appropriate manner

¦
To liaise with various Government / external agencies / associates

¦
To manage all records and HR practices in compliance with Labor Regulations

¦
d. Performance Management System
To support the seniors to facilitate effective operations of the appraisal process
¦
To co-ordinate timely distribution and collection of filled Appraisal Forms

¦
To handle employee’s queries regarding the Appraisal Process

¦
To assist in compiling and tabulation of data

¦
e. HR Policy, Procedures and Administration

To ensure
¦ implementation of various HR policies, procedures and systems across the outlets
To provide
¦ required information to the HR head and / or to the staff with regard to personnel
policies
To monitor the attendance records of all the outlets
¦
To dispatch monthly Salary slips to the employees at the outlet

¦
To solve various problems / queries raised on the salary, salary slips, days worked, etc.
¦
To send
¦ various letters / notices like transfer / relocation / Identity proof / NOC / Appointment
letters / Termination letters / Warning letters, etc.
f .Joining Formalities and Induction

To get all the joining forms filled up for record purpose
¦
To get the Induction feedback forms filled and stored at the outlet for record purpose
¦
g. Implementation of various initiatives and schemes

To make all the arrangements as instructed for launching any new initiative that has been asked to
¦
be implemented from Corporate Office
To send
¦ information to employees on various schemes like Employee referral scheme, Various
employee engagement / fun activities such as Diwali Party, Christmas Party, Cricket Match
To engage
¦ informally with the employees and ensure that the various motivational events are a
success by way of participation
Key Interactions
Internal External
Outlet HR Manager / Asst HR Manager
¦ Government officials
¦
Employees
¦ Consultants (for various purposes)
¦
Key Result Areas

¦
¡100% maintenance of the recruitment MIS

Employee Turnover
¦
¡Number of full and final settlements conducted in a month
¡Time frame taken to churn out the full and final settlement
¦
¡Number of training programs coordinated
¡100% record maintenance of the training programs as well as the participant feedback
Level of Education Graduation, Diploma with Human Resources

Job Identification
Talent Acquisition Executive
Job Holder Name: Talent Acquisition Specialist

Talent Acquisition Executive
Reporting to: Talent Acquisition Specialist
Role Objective
To carry out activities for effective development of talent acquisition systems, policies, processes, and
practices and ensure the same is effectively implemented at outlet level.
a. Manpower Planning
To coordinate
¦ with the outlet HR for getting the current vs required manpower in each of the
department.
To do the analysis of the current manpower deployed to assess over / under staffing in each of the
¦
department.
Assist with all the necessary information that is required for the development of recruitment tools
¦
and methods.
To do research
¦ and work flow analysis on each of the unique roles in the organization for the
development of the job description.
Coordinate with the outlet HR for effective implementation of recruitment and interview plan.
¦
Assist in the evaluation of the recruitment system.

¦
b. Talent Attraction
To execute
¦ all the necessary activities for the creation of the talent pool. (Collaborate with
consultant, education institution, job portals, and administration of employee referral schemes
etc.).
To carry out the analysis to track effectiveness of the recruitment sources and candidate screening
¦
& selection process.
To coordinate with the advertising agencies for placing advertisements for mass hiring.
¦
To post positions on appropriate Internet sources.

¦
To network through Industry Contacts, Association Memberships, and Employees.

¦
Ensure fair administration of employee referral schemes.

¦
To execute
¦ all the activities pertaining to public relation programs with an aim to build positive
image of the company.
To maintain regular contact with possible future candidates.
¦

To plan campus recruitment activities.
¦
To attend career fairs for recruiting and increasing company / brand recognition.
¦
c. Screening, Selection & Placement

Coordinate with the outlet HR for administration of screening and selection
¦
Coordinate for scheduling interviews for top and senior management position
¦
Conduct interviews for middle and junior management positions

¦
To update all pertinent applicant and interview data in the HRIS

¦
To do reference and background checks for potential employees

¦
To monitor writing and forwarding of rejection letters

¦
To execute the offer management process.

¦
To ensure that candidates are informed about their first day curriculum in the company including
¦
the necessary document submission.
d. Review & Analysis

To maintain up-to-date recruitment tracker and records.
¦
To analyze the performance of various recruitment sources.

¦
To calculate recruitment turnaround time.

¦
To compute the recruitment cost, both direct and indirect.

¦
To analyze the offer rejection rate.

¦
Key Interactions
Internal External
Head of HR
¡ Newspapers
¡

¡ Advertising agents
¡
All regions and branches

¡
Recruitment Consultants
¡
Educational bodies
¡
Key Result Areas

¦
Recruitment:
¡
» Number of hiring achieved versus targeted
Selection:
¡
» % of employees leaving within six months
Level of Education Graduation + (HR / PMIR / MLS) Specialization

Achievement Oriented
¡ ¡Perseverance
Assessment Skills
¡ ¡Analytical Skills
Competencies
Attention to details
¡
Ability to advocate position and company brand

¡

Job Identification
Talent Management Executive
Job Holder Name: Talent Management Specialist

Talent Management Executive
Reporting to: Talent Management Specialist
Role Objective
To facilitate the interventions to manage, retain and develop talent and thereby increase the
engagement of employees with the organization.

To do research
¦ and collect information for the development of effective talent development
practice
To assist the reporting manager to identify talent pool needs through various interventions such as
¦
assessment centers, suggestion schemes, employee engagement study, employee engagement
activities.
To facilitate
¦ initiatives for talent development such as cross-functional exposure, mentoring,
seminars, knowledge sharing session etc.
Develop individual development plan for all the employees.
¦
Track and maintain the records of planned vs actual development of the employees.
¦
To define and facilitate career paths to meet employee aspirations.

¦
To carry out the activities for talent review process.

¦
To execute competency-based, holistic feedback mechanisms.

¦
To implement programs for cascading the organizational values to the employees.

¦
To carry out competency mapping for various roles, functions and organization wide.
¦
Support employee engagement survey every year based on organizational requirements.

¦
To administer
¦ the Performance Management Cycle in a scientific manner by starting with an
Objective setting exercise to develop different appraisal forms for different departments till
finalization of the increments and promotions.
Coordinate
¦ with outside consultant for implementation of the change/development initiatives.
To plan
¦ an Engagement Calendar suitable to the region and the employees and ensure its’
implementation across all regions and branches.
Key Interactions
Internal External
Head of HR
¡ Expert
¡ consultants for various areas like
¡ Employee Engagement, Competency
Outlet HR
¡ Mapping, Assessment Centres etc.
Key Result Areas
Talent Management
¦
Timely completion of the Performance appraisal process

¡
Number of employees added to the leadership talent pool

¡
Number of career paths chalked out for potential employees

¡
Number of engagement activities designed and implemented in the year

¡
Employee engagement index

¡
Number of escalation
¡

Planning Skills
¡ ¡Communication skills
Competencies Articulation Skills
¡ ¡Report writing skills
Understanding of human behaviour
¡
A well balanced mind set to carry out fair assessments

¡

Job Identification
Learning & Development Executive
Job Holder Name: Learning & Development Specialist

Learning & Development Executive
Reporting to: Learning & Development Specialist
Role Objective
To execute various activities for the implementation of learning & development initiatives in order to
enhance organizational capability and create an environment of learning and growth.
a. Training Need Identification/Analysis and budget

To execute training need identification process in coordination with the Outlet HR
¦
To capture the training needs from the appraisal form
¦
To do research
¦ and work flow analysis on each of the unique roles in the organization for the
development of the job description.
Categories the training needs in individual level, department level and organization level
¦
To get adequate budget sanctioned to carry out the various learning and development initiatives
¦
b. Training Calendar
To formulate a quarter wise, department wise schedule of training programs keeping in view the
¦
number of participants, mode of training, duration of training and the business cycle.
Coordinate with the department heads to finalize the training calendar
¦
To analyze the various training modes that can be used for imparting the training considering the
¦
cost, time and objectivity.
To identify and do evaluation of various training providers for finalization.
¦
c. Planning, Program Development and Anchoring

To plan for the required resources
¦
Coordinate for the development of all the training materials and aid
¦
To draft all the training related communication

¦
To conduct work progress presentation before the final cut of the training program
¦
To coordinate with TKM training team for all TKM initiated trainings
¦
d. Outsourcing of Training
To coordinate with the training vendors and obtain necessary information for doing the vendor
¦
evaluation.
To cost estimates and value proposition analysis for all the training programs.
¦
e. Monitoring and Reviewing
Collate all training cost related information for all the programs imparted
¦
Ensure that all the logistics arrangements are done as per the training budget
¦
To do all
¦ the paperwork such as agreements, proposals, bill clearances, approvals from the
Functional Heads, mailing of program details to employees.
To review all the training content developed by internal or external sources and provide relevant
¦
feedback to fine tune the content to address the specific need.
f. Training Effectiveness Mapping

To do program and trainer wise feedback analysis.
¦
To do training effectiveness evaluation in order to understand the impact of training on the skill set
¦
of the employees and job performance.
Monitor the progress of the post training action plans.
¦
To prepare monthly training effectiveness evaluation reports and presentations.

¦
g. Development of Innovative ways of Training

To research
¦ on cost effective methodologies of implementing training programs like self-help
modules or getting the content developed by selected vendor(s) and having internal trainers
trained by the vendor(s) or developing e-learning modules or CD based learning modules
Key Interactions
Internal External
Head of HR
¡ Training vendors
¡

¡ E learning vendors
¡
Outlet HR
¡ Hotel / Banquet / Resort owners for
¡
conducting the training program
Printing agency for printing of training
¡
material
Key Result Areas

Training
¦
Training programs done in a specific year versus targeted for that year
¡
Number of employees covered by the training programs

¡
Cost saved by conducting the training internally

¡
Improvement in Training Effectiveness Index

¡
Error free and quality content disseminated through the training initiatives
¡
Training Cost
¡


Creativity
¡ Communication skills
¡
Competencies Planning
¡ Articulation and branding
¡
Coordination
¡ Understanding of human behaviour
¡
Job Identification
Compensation & Benefits Executive Organizational Context
Job Holder Name: Compensation & Benefits Specialist

Compensation & Benefits Executive
Reporting to: Compensation & Benefits Specialist
Role Objective
To design and package the compensation and benefits plan by constantly benchmarking with the
competition and inventing newer practices in this area to attract and retain employees.

To collect
¦ information and do research for the development of compensation policies and
compensation philosophy of the organization.
To do salary and benefits cost analysis on month on month basis.
¦
To evaluate job positions for classification, status and salary requirements and create an internal
¦
parity table / chart
To implement fair and transparent incentive / bonus schemes.
¦
To do research for coming out with innovative monitory and non-monitory benefits schemes
¦
To periodically collect compensation and benefits data of competitor and comparator companies
¦
To invite
¦ various external compensation consulting companies for conducting compensation
benchmarking survey and invite proposals.
To get the survey done and presented through the consultant to derive pivotal analysis from the
¦
same.
To ensure
¦ that salaries are processed as per the company and legal rules and the schedule is
adhered to.
To ensure that incentives / bonus / increment is calculated in fair and transparent manner.
¦
To handle all compensation and benefits related employee grievances.

¦
To prepare all the necessary reports to facilitate the top management in making compensation and
¦
benefits related decision
To administer the retirement benefits of all the employees such as pension, provident fund, profit
¦
sharing, stock ownership plans
To be responsible for researching and analyzing healthcare plans, including medical, dental, vision
¦
and disability insurance
To evaluate the cost impact and value of offering perks such as wellness programs, life and other
¦
care insurances, flexi basket option etc.

Key Interactions
Internal External
Head of HR
¡

¡ Compensation and Benefits Consultants
¡
All regions and branches

¡
Key Result Areas

¦
Number of benefits introduced

¡
Number of benefits implemented against targeted

¡
Percentage of improvement in the market position compared to previous year

¡

Analytical ability
¡
Competencies Detail orientation
¡ Forecasting skills
¡
Risk Assessment & Strategic decision making ability

¡
SECTION - B
HR Policy Manual
Scope of the HR Policy Manual
Part A – HR Sub Systems Policies
Part B – HR Administrative Policies
Part C – HR Compliance Policies

Scope Of The Manual
This manual has been compiled for the use of Toyota Dealerships to know their policies and processes
which are people related. This also includes eligibility, benefits as well as procedures governing them.
This manual is the property of the dealership. The dealership management reserves the right to amend
or alter any clause as they deem fit. The decision regarding the interpretation of policies and their
implementation shall be bound by the decision of the dealership management.
This policy manual contains three parts:

Part A –
¦ HR Systems Policies: describes the policies specific to HR sub systems such Manpower
Planning, Performance Management etc.
Part B –
¦ HR Administrative Policies: gives the details of the procedures involved from the time
the employee joins the dealership till he/she resigns
Part C –
¦ HR Compliance Policies: details the basic practices in line with the Dealership’s
Philosophy
The responsibility of keeping this manual updated rests with the HR department. Periodically, audit
of the policies / procedures / practices could be undertaken by HR department in order to verify the
efficacy of the same.
Standard sample formats are enclosed for manpower planning / recruiting / leave application / travel
request and such others areas related to HR administration within the dealership.
HR Sub System Policies 45

Part A – HR Systems Policies
Manpower Planning
Recruitment and Selection Policy
Performance Appraisal Policy
Training and Development Policy

Manpower Planning Policy
Objective
This policy endeavors to define the methodology and processes to be adopted for ensuring
continuous talent availability at Dealership.
Scope
This policy applies to hiring across dealership and outlets across various functions in Sales &
Marketing, Service , Customer Relations, U Trust, etc.
Planning Process
¦
Type of Hiring
¦
Hiring Request Process

¦
Responsibility Matrix
¦
Planning Process
Quarterly planning
¦
¡Human Resource needs will be based on dealership’s business plans.

¡Departmental Heads along with the HR will prepare the Human Resource Requirement
Plan in the last quarter of each year or the following financial year. The inputs to the
planning process will include:
» The business targets for the next financial year.
» The current human resources count and profile.
» Any special skill needs based on new business prospects.
» The current attrition rate.
» Competency assessment
¡Each Departmental Head is responsible for charting the manpower forecasting for the
department, keeping into consideration various factors such as job outlet, duration,
distribution of skilled / unskilled workers, availability of basic amenities / facilities etc.
¡Such a chart is submitted to the Head office HR team through the outlet HR team who in turn
would identify sources of recruitment based on geographic location, time frame etc.
¡The manpower plan is then communicated to the respective HR representative in the
respective outlet. And the manpower sourcing decision will be made based on the
available resources across the dealership after discussing with Outlet Heads / Departmental
Heads. In the event of non-availability of resources from other outlets, sourcing from
external market is initiated.

Type of Hiring
Planned Hiring
¦
¡The hiring is planned based on the business plans.

¡The requisite numbers and the skill set for every function is precisely defined which will help in
turn to plan the sourcing techniques.
¡Planned hiring takes into account the people who will be moving laterally and or vertically
within the organization and hence the replacements required thereof.
¡Planned resources will be notified to operation team by HR based on the discussion and
action plan from Senior Management along with all the required details, once the planning
process is completed.
¡Planning review is carried out on a quarterly basis to make necessary and appropriate
changes with respect to numbers, skills, recruitment strategy etc.
Conditional Hiring
¦
¡All unplanned hiring arising due to business exigencies during the year and which are not
accounted for in the manpower plan requirements will be part of the conditional hiring.
¡All such recruitment has to be sanctioned by the Dealer Principal.
¡This would include the hiring for gaps being created due to exit of an existing employee
Hiring Request Process

The Manpower
¦ Requisition form (Annexure B.1) has to be duly filled by the Departmental
Head and submitted to the HR department well before time to be processed.
HR department
¦ has to ensure that a resource bank of resumes is always available to ensure
positions are closed within specified turnaround times. Following is the prescribed norm for
minimum number of resumes in the resource bank:
Designation Resume
Band
Available
A General Manager and Above 3
B HR Manager, Accounts Manager, Finance Manager, Sales Manager, Head CR, 5

Service Manager, Manager B&P, Parts Manager, Manager U Trust
C Team Leader, Sales Officer, Finance Officer, Accessories Officer, Asst. 10

Manager CR, Asst. Service Manager, Service Advisor, Store Keeper, Accounts
Assistant , Job Controller, Lobby in charge, Delivery Coordinator
D Technician ( Body & Paint, General ), Electrician, Painter, Driver, Helper, Washing 15
Boy, Office Boy
Processing Sanctioning Frequency
Type of hiring Requesting Authority Authority Authority of review
Planned activity stems out
of the business plan and Human
Planned Hiring DP Quarterly
involves HR, HODs, Senior Resources
Management and the DP.
Human As and when

Conditional Departmental Head DP
Resources need arises
Note: Though the frequency for conditional hiring is mentioned as ‘As need arises’, the requesting authority should
make sure that he/she tries to accommodate it in the planned hiring by proactively planning in anticipation of
projects in pipeline, new business prospects, change in role, influx of additional workload etc.

Annexure B.1 – Manpower Requisition Form
Position Profile
Vacancy Division / Position Title & No of Date HO / Reporting

Budgeted Department Proposed Level Vacancies Required Outlets Manager
Yes / No
Type of Vacancy
Permanent Temporary Others
Replacement / Additional Additional work
Leave Contract /
Separation / Transfer Request load
Replacement of Retainer
of (Attach Justification) (Attach Justification)
Type of Vacancy ORMAT

Brief Job Description LEF Key Result Area
P
SAM
L E
Candidate Profile SA MP
Age Any Specific Skills
Qualification Experience
Group (Attach Job Description)
Mandatory : No of Years :
Desirable : Desired Ind :
Requesting Div. / Dept. Approved by
(Name & Designation) ( CEO / Dealer Principal)

Date : Date :
To be filled by HR Department
Requisition Position Vacancy Candidate Name

Job Code Remarks
No No Filled Date & Joined Date
Recruitment And Selection Policy
Objective
The objective is to outline the process for unbiased recruitment and selection of employees at Toyota
Dealership.
Scope
This policy applies to hiring of employees and trainees in Toyota Dealership. The policy covers
following aspects:
Requisition Process
¦
Mode/Source of Recruitment
¦
Selection Process
¦
Salary Negotiation and Offer releasing process

¦
Communication to Applicants
¦
Recruitment database management

¦
Indicative Turnaround Times

¦
Process Flow Chart

¦
Requisition Process
Recruitment
¦ at all levels in the organisation will be initiated by the Department Head through
HR Department.
During
¦ the course of the year, the Department Head of user department(s) may identify
requirement of personnel arising out of:
Existing
¡ Replacement such as resignation, internal movement, immediate or deferred
promotions or
New
¡ Position(s) as per the business requirement along with Organization Structure and
estimated budget.
In either case, the Department Head should fill up a Manpower Requisition Form (Refer Annexure B.1)
and get it approved by the Dealer Principal. The Department Head should submit the same to the HR
department.
Mode / Sources of Recruitment for employees

HR department shall search for candidates from one or more of the following sources:
¦
Internal Recruitment
¡
Employee Referrals
¡
Job Portals (Preferably www.toyotadealersjob.com)

¡
Placement Agencies
¡
Newspaper advertisements
¡

¡Campus recruitment
¡TTEP & TSEF
Selection Process
Preliminary Screening
¦
HR department will carry out preliminary screening of all the CVs received. The same will be
¡
based on the Job Description received from the concerned department.
HR department
¡ post preliminary screening shall forward the shortlisted CVs to concerned
department head for technical screening.
The
¡ user department based on the technical specification will short list the most relevant
application and forward the same to HR department for further processing.
HR department
¡ will arrange for technical telephonic interviews with the technical team for
further shortlisting of the profiles.
The
¡ technical team post telephonic interviews will submit the shortlisted list to the HR
department for further processing.
For sales officer and service adviser,
¡ it is mandatory to conduct 16 PF Psychometric test (65%),
Analytical test (65%) and Technical test.
The
¡ HR department shall arrange for technical interview for the short listed candidates by
sending them an Interview Call Letter (Annexure B.2).
The
¡ short listed candidate(s) are required to fill the Personal Details Form (Annexure B.3)
as provided by the HR department on the day of interview.
Technical Screening
The technical
¦ interview is to be conducted by the Reporting Manager/Departmental Head.
The list
¦ of shortlisted candidates from technical interviews is shared with HR team for final
interview.
Panel Interview
For the short listed candidates, the interview will be carried out by members in the interview panel. The
interview panel for various levels of recruitment is as follows:
Grades Interview panel
Band A CEO / COO, Functional Department Head & HR Head

Band B CEO / COO, Functional Department Head & HR Head
Band C Functional Department Head and HR Representative / Outlet HR
Band D NA
Designation Details under each Band
Band Designation
A General Manager and Above

B HR Manager, Accounts Manager, Finance Manager, Sales Manager, Head CR, Service
Manager, Manager B&P, Parts Manager, Manager U Trust
C Team Leader, Sales Officer, Finance Officer, Accessories Officer, Asst. Manager CR, Asst.
Service Manager, Service Advisor, Store Keeper, Accounts Assistant , Job Controller, Lobby in
charge, Delivery Coordinator
D Technician ( Body & Paint, General ), Electrician, Painter, Driver, Helper, Washing Boy, Office
Boy
For Band
¦ A, final interview will be carried out for the shortlisted candidate by Dealer
Principal and in all other cases panel interview will be treated as final interview post which
HR will carry out negotiations.
In case
¦ of employees falling in Band D, the final interviews will be conducted by Departmental
Head and no panel interviews will be conducted, post departmental head interview HR will carry
out the negotiation and on boarding process.
Salary Negotiation and Offer releasing process

Salary negotiation will be conducted with the final shortlisted candidates by HR representative /
¦
Head and all the basic dealership policies shall be communicated to the candidate. The HR
representative / Head will use the CTC Form Sheet (Annexure B.4).
The HR head / representative will decide the proposed CTC for the selected candidate in the CTC
¦
Proposal Sheet (Annexure B.5) based on the existing level and grades within the dealership.
For all selected candidates, HR department will conduct at least two ‘Reference Checks’ and record
¦
the feedback in the Reference Check Form (Annexure B.6).
Legal background check / police verification is also conducted for junior level positions and the
¦
offer of employment is subject to receipt of satisfactory references and results.
On the successful completion of all pre-employment formalities, the HR department shall issue a
¦
formal Letter of Appointment (Annexure B.7) to the employee on his / her date of Joining and
candidate can be informed through mail or letter of Intent about his / her joining information with
the dealership.
Communication to Applicants
Unsuccessful Applicants
¦
The
¡ HR department shall inform all applicants (Annexure – B.8) who are not short-listed
directly.
In the event that a recruitment firm has referred a candidate, feedback will also be
¡ given to the
firm indicating reasons for the candidate not being short-listed.

Recruitment Database Management
The recruitment team has to maintain a Recruitment Tracker Sheet
¦ (Annexure B.9) which gives an
overview about the recruitment operations of the dealership.
All the
¦ relevant resumes / CV received during the recruitment process is to be sorted and
organized and kept either in hard or soft format for further usage. This will help the dealership to
create their own databank which can be used during future recruitment drives.
HR department can clean the resume database on annual basis wherein they can discard resumes
¦
which have not been used for a year.
HR should try and maintain soft copies of the CVs wherever possible as it will help save paper and
¦
also the same can be easily accessible for future use.
Indicative Turnaround Time
Designation TAT
Band
(In Days)
30 + 1 Month
A General Manager and Above for Joining
B HR Manager, Accounts Manager, Finance Manager, Sales Manager, Head CR, 20 + 1 Month
Service Manager, Manager B&P, Parts Manager, Manager U Trust for Joining
C Team Leader, Sales Officer, Finance Officer, Accessories Officer, Asst.

15 + 1 Month
Manager CR, Asst. Service Manager, Service Advisor, Store Keeper, Accounts for Joining
Assistant , Job Controller, Lobby in charge, Delivery Coordinator
D Technician (Body & Paint, General), Electrician, Painter, Driver, Helper, 7 + 15 Days
Washing Boy, Office Boy for Joining
Note For Turnaround time (TAT) calculation please refer to the Annexure B.9 Recruitment Tracker Sheet.
¡
Turnaround time (TAT) is the time / no. of days taken to receive the offer acceptance from the
¡
prospective candidate from the date of manpower requisition approved.
Process Flow Chart: Recruitment & Selection
Accountability
Start
HR receives duly approved the

Functional department head Manpower requisition form
HR finalizes the sources of

HR department recruitment and release the
information for the same
Information to be displayed to
HR receives the applications and employees in case of referrals and to
HR department goes through the resumes to other partners like consultants and
eliminate the first hand mismatches. vacancy posting in job portals and
advertisements
Forward the screened profiles for

HR department technical screening to the concerned
department.
Department conducts technical

Functional department
screening and forward the shortlisted
resumes to HR for scheduling interviews.
HR schedules the technical interviews of ¡

All required information to be
HR department
the shortlisted resumes taken in said formats by HR
¡
For SO & SA 16 PF Test Applicable
Schedule the Panel interviews for the

HR department
shortlisted candidates
In case of employees following in

Band D will have final interviews Selection committee to carry out Selection committee
post technical interview and same the Panel interviews
will be considered final interview
Dealer Principal Final interview by Dealer Principal for

Senior Management Position
Salary Negotiation with the shortlisted

HR department candidate and release the offer and
intimate the Date of joining
Stop

Annexure B.2 – Interview Call Letter
(To be Issued on Dealership letterhead)
Date : <DD/MM/YYYY>
To,
<Address line 1>
<Address line 2>
<City>
Dear <Candidate’s name>
Thank you for your application dated ________________ for the <Position name>. We have reviewed
your application and would like to invite you for an interview. The details of the interview are given
below
Date and Time of Interview:
Address:
ORMAT
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P
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Person to meet:
Designation:
L E
Department:
SA MP
We reimburse any travel and boarding and lodging expenses as per travel policy of the organization
Please do confirm your availability to attend the interview by <DD/MM/YYYY>.
We look forward to meeting with you.
Thanking you.
Signature of HR Department
Name: _________________
Designation: _____________
Annexure B.3 – Personal Details Form
(instructions : Please fill in the form in your Own handwriting & do not leave any sections incomplete)
Personnel Details
Position HO /
Full Name (in Block Letters) Qualification Affix your
Applied For Outlet Color
Passport
size
Photograph
Name & Telephone No. to Contact

Present Address Permanent Address (in case of Emergency)
Mobile :
E-mail :
Gender Date of Birth Place of Birth Marital Status Nationality Domicile State
Any Major Illness /Surgery with in

Height in Cms Weight in Kgs Physical Disability Blood
FORMGroup
A
(if Any)
E T last 3 years (if yes give details)
PL
SAM
L E
MP
Language Read Write Speak
SA
Family Details
Relation Name Age (Years) Occupation
Father
Mother
Spouse
Children
Sister
Brother
Academic Details (Start from last Qualification)
PG / Graduation / University / Month & Year Class & Grade Academic

Higher secondary Institute of Passing (with %) Achievements

Professional Details (Starting from Current Organization)
Period Reasons
Employer Name & City Designation Annual CTC Professional
From
<MM/YYYY>
To
<MM/YYYY>
No of Years Achievements for Leaving
Training Details
Training Duration
Organization / Trainers Nature of Training
From To
Breakup of Last Salary Drawn

Monthly Components Amount (Rs.) Annual Components Amount (Rs.)
Basic Salary LTA
HRA Bonus / Ex-gratia
Conveyance / Transport Medical Allowance
Medical Allowance E FORPFMAT
PL
SAM
Education Allowance Gratuity

Special Allowance
L E Super-Annuation
Any other Allowance – I
Any other Allowance - II
Monthly Gross Salary
SA MP Any other benefit
Incentives
Annual CTC
References
References (Not Relatives) References (Not Relatives) Relatives / Acquaintances working
Name : Name : Name :
Tel No: Tel No: Tel No:
E-mail : E-mail : E-mail :
How did you come to know about this opening / vacancy?
Have you ever been involved in any Criminal proceedings / court cases or been convicted of any offence
(If ‘YES’, Please give details)
I hereby declare that all the information mentioned above is true to the best of my knowledge & I
understand that any false information, misrepresentation or omission of facts called for in this application,
or other dealership records, may result in my immediate dismissal without any notice or pay lieu thereof,
even if subsequently employed.
Date:
Place: (Signature of the Applicant)
Annexure B.4 – CTC Form Sheet
(Last drawn from current organization)
Personnel Details
Full Name (in Block Letters) Qualification Age (years)
Current Organization Details
Organization Name Designation Years of Experience
CTC Details
Salary Heads Monthly (INR) Annual (INR)
Basic
DA ORMAT
LEF
HRA P
SAM
Conveyance
L E
Special Allowance
Gratuity SA MP
Employer’s contribution to Provident Fund
Total CTC
Gross Salary
Take Home Salary
List any other benefits / perks that are included

in the CTC
List any other benefits / perks that are outside CTC
(Signature of the Applicant)

Date:

Annexure B.5 – CTC Proposal Sheet
(Proposed by ABC Toyota)
Personnel Details
Full Name Proposed Proposed Designation
Div. / Dept. HO / Outlet
(in Block Letters) & Level
Current Organization Details
Current
Organization Name Current Designation Current Annual CTC
Div. / Dept.
CTC Details
Salary Heads Monthly (INR) Annual (INR)
1. Basic Pay
2. Dearness Allowance (DA)
3. House Rent Allowance (HRA) / Project Allowance
4. TA / Conveyance Allowance
5. Medical Allowance
6. LT Allowance
7. Incentive (If applicable)
A – Gross Salary (1+2+3+4+5+6+7)
8. Provident Fund (Employer's Contribution)
9. ESI (Employee’s Contribution)
10. Income Tax (If applicable)
B – Gross Deductions (8+9+10)
C – Net Payable (A-B)
D – Other Benefits
11. Mobile Reimbursement
12. PF (Employee’s Contribution)
13. ESI (Employee’s Contribution)
14. Gratuity
E – Total CTC (A+B+D)
(Proposed by HR Manager) (Approved by DP / CEO)

Date: Date:
Annexure B.6 – Reference Check Form
(Minimum two Reference Check)
Short listed Candidate

Short listed Joined Your Resigned Your
Reason for Leaving
Employee Name Organization Organization
Salary Details
Monthly Annual
Basic LTA
HRA Medical
Conveyance Others
Others
Total CTC
Total
Position held: _________________________________________________

¦
Do you consider the applicant?

¦
¡Reliable Yes / No
¡Trustworthy Yes / No
Relationship with superiors: ______________________________________

¦
Relationship with colleagues: _____________________________________
Would you like to rehire the candidate

¦ Yes / No
Any other information which may prove helpful to us:

¦
___________________________________________________________________________
___________________________________________________________________________
Signature : ________________________
Designation : ________________________
Date : ________________________
(Please affix seal)

Annexure B.7 – Letter of Appointment
(To be issued on Dealership Letterhead)
To, Date :
<Candidate Name> Offer Letter Code :
<Address Line 1>
Dear <Candidate’s name>,

Welcome to <ABC Toyota>,
Further to the recent interview we had with you, we are pleased to issue this Letter of Appointment. Please
report to <Reporting Manager’s Designation> on <Date of Joining>, at <Time on the Date of Joining> at <HO /
Outlet> having its Registered Office at <Address>
The basic terms and conditions of your employment are as set out in this Letter of Appointment. This document
incorporates the written particulars of employment with <ABC Toyota> (will be referred to as “Dealership”
hereafter) required to be given to you by statute.
Your Remuneration package will be <Annual CTC> which includes all statutory allowances. The detailed break-
up of the same is indicated in the Annexure 1 of this document.
Probation
¦
Your first six months of employment with the Dealership shall be considered as probation. After
E FORMAwill
completion of six months of service, your confirmation T depend on your performance, attendance,
P L
conduct, aptitude and general attitude towards the work. The Management reserves the right to extend
your period of probation up to three months in the event that your performance or conduct is not
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satisfactory.
L E
MP
Code of conduct
¦
You are expected to maintain and observe the code of conduct devised by the dealership in order to
Job Title and Work conditions

¦ SA
keep the professional dignity and image of the dealership.
You are employed as <Designation> reporting to <Reporting Manager’s name>, <Reporting Manager’s
designation>. You are expected to perform all duties which may be required of you in this role as
assigned by your reporting manager.
The dealership may, at its discretion, require you to perform additional or other duties, whether skilled or
unskilled, not within the scope of your normal duties and may at its discretion amend your Job
Description at any time.
The dealership reserves the right, if it reasonably requires, increasing, reducing and/or otherwise varying
or altering your hours or times of work.
Place of Work
¦
Your normal place of work will be <HO / Outlet> at < Address>. The dealership may, however, require you
to work at such other outlets when required. You may be required to travel in order to fulfill the duties of
your employment as per business needs.
Leave and Holidays
¦
You will be entitled to leave as per dealership policy. The list of Holidays shall be notified in the beginning
of the year by the HR department.
Termination
¦
The employment may be terminated either by you or, by the dealership, as under:
¡ On probation : While on probation, you may terminate the arrangement by giving 15days’ notice or pay in
lieu of the period of notice. The dealership may terminate the employment notice or pay in lieu of period of
notice.
On confirmation : As a confirmed employee, you may terminate the employment by giving one m o n t h’s
¡
notice period or salary in lieu thereof. The Management has the right to accept / decline the offer of salary
in lieu of the period of notice.
Termination of employment by the dealership will be guided by the Employee Exit Policy of the
Dealership. Gross salary will be used for computational purposes of notice period pay.
Dismissal
¦
The dealership reserves the right to dismiss the employee without giving notice on the grounds of
misconduct or behavior inconsistent with the fulfillment of the expressed or implied conditions of
service.
All employee benefits shall cease after the last day of service. Any amount due and owing under any staff
loan scheme, bond or otherwise payable by you to the dealership must be settled before the last day of
service. The dealership reserves the right to recover any outstanding sums from the balance of money
payable to you.
Conflict of Interest
¦
You shall not at any time during your employment, except with the expressed and special permission of
the dealership, engage directly in any other business or occupation whatever either as principal, agent,
servant, broker or otherwise, or engage in any activity to the detriment, whether direct or indirect, of
interest of dealership’s. You may, however acquire or hold shares in any public dealership with limited
liability.
Non- Competition
¦
E FORMAT
During your employment, you shall notLbe entitled to directly or indirectly, run, operate, control, be
P
employed by or provide any services to any competitor of the Dealership. You shall under no
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circumstances work for or operate a business competing against the Dealership, that is, any business,
L E
trade or occupation which is engaged in any infrastructure industry activity in India.
Confidential Information
¦
SA MP
Information obtained, developed or produced by ________________ and its employees, supplied by
outside consultants or vendors for the benefit of the dealership, or information about the dealership’s
clients is confidential. This information should not be disclosed to anyone outside the dealership
including friends, family, relatives, business or social acquaintances, customers, suppliers or others.
Unless an employee has specific authorization, he/she should not disclose this information to other
employees except on a "need to know" basis and with the agreement of the recipient to treat the
information as confidential. Kindly sign the Non-Disclosure Agreement.
Post-termination
¦
You shall not at any time during your employment or after the termination of your employment except
by the direction or with the prior approval of the Management, divulge either directly or indirectly to any
person or dealership, knowledge or information concerning the affairs or property of dealership or any
business, property, transactions or policies in which dealership may be or may have been concerned or
interested.
We welcome you to <ABC Toyota>, hope you have a long and fruitful association with us. Please confirm your
acceptance by signing below and return the copy to us.
Thanking you,
Yours faithfully,
For <Dealership Name>
Acceptance of Offer, <Candidate’s Name>, hereby confirm acceptance of the above-mentioned offer of employment on the
terms and conditions as specified above. I shall join services on the <Date>.
(Candidate Signature & Date)

Annexure B.8 – Letter for Not Short listed Candidates
Date : <DD/MM/YYYY>
To,
<Address line 1>
<Address line 2>
<City>
Dear <Candidate’s name>
We regret to inform you that you have not been qualified for the position of <designation> at our
dealership.
Please feel free to re-apply for the position after a period of 6 months.
Wishing you the very best.
Best regards,
ORMAT
LEF
Name: _________________ P
SAM
L E
SA MP
Annexure B.9 Recruitment Tracker Sheet
(B) (B-A) TAT TAT Total
Name No. of (A) Sources No. of TAT (target Final
S. Offer Actual (Gap in cost
of the Open Department Vacancy Open to be CV’s time in no. Closure
No. Accepted Time in no. no. of of
Position Positions Since used received of days Source
on of days of days) hiring
O RMAT
F
E
LP
SAM
L E
M P
SA
Note ¡
The report carries details of the recruitment activities per department for the dealership
¡
Turnaround time (TAT) taken to close a position is days taken to close the position from its opening date
Performance Appraisal Policy
Objective
The objective of the policy is to:
Build a performance culture
¦
Recognize and reward performance

¦
Align individual and organizational objectives for better engagement

¦
Enhance Accountability
¦
Employ as an effective measure for Talent management

¦
Scope
This policy applies to all the employees in Toyota Dealership. The policy covers following aspects:
Guidelines
¦
Principles
¦
Overview of Performance Management System

¦
Defining the Performance Management system

¦
Guidelines
The Performance
¦ Management cycle will be conducted on an annual basis. For annual
performance review financial year will be considered which is from April 1st to March 31st.
After the
¦ appraisal cycle is initiated, it should be completed in the next 90 days and the salary
enhancement will take effect from 1st of April for that year.
Employee
¦ who joins in the month of September will be considered for full appraisal where as
employees joining between October to December will be considered for appraisal on pro rata
basis.
Principles
The Performance
¦ Management System has been designed based on the philosophy that an
effective performance appraisal process is critical to the development of employees leading to
new standards in business excellence.
Design
¦ principles articulate the foundations of the performance management system. While
designing the system care has been taken that it best fits into the overall organization philosophy,
culture which is consistent with business goals.
The key design principles to be followed while designing this Performance Management System
¦
are:
¡Linkage with Organizational Objectives (Hoshin) : The system should establish a clear linkage
with organizational objectives through a goal / target setting mechanism. Organizational
targets / objectives need to be cascaded to individual targets and these should be set at the
beginning of the review process. This will ensure that responsibility and accountability for
individual’s performance are built into the system.
¡Transparency and Openness: The performance review system should be transparent. It
should include self-appraisal and a feedback mechanism to ensure involvement of the
employees in the process. Discussions should be held with the employees at various stages of
the process to make the system more open. Also the performance review should be
conducted every six months to ensure that employee receives timely feedback on
performance.
¡Linkage with other HR Systems: There should be clear linkage with variable pay, annual
compensation increments, promotions, training, rewards and other HR systems. This will help
build a performance oriented culture in the organization and motivate performers.
¡Linkage with Employee Development: The system should be used to capture data for
employee development and training needs. Moreover, the system should provide for
objective assessment of an individual’s potential for taking on higher roles and
responsibilities.
Overview of the Performance Management System

Performance Management is an on-going process of defining, measuring, improving and sustaining
performance. It translates an organization’s philosophy, mission, strategy, values and culture into
action areas and cascades them throughout the organization.
The Performance Management process attempts to systematize good practices to ensure the
alignment of employee goals to the overall organizational goals. Performance management consists
of three on- going processes that help ensure an objective appraisal system in the organization. They
are as depicted below:
Define Performance
Expectations
Performance
Measure & Management
Reward System
Ongoing Coaching

Defining Performance Expectations
Defining Performance Expectations is one of the most critical aspects of the performance
management system. Without a clear understanding of expectations it is difficult for employees to
know where to focus their efforts.
Expectations give direction and focus to a role, helping employees to understand what they need
to achieve and defining what success means in their role. They also help to define priorities and ensure
that, at an individual level, an employee’s contribution is focused on the organizational business
objectives.
Performance expectations are set through

Goal Setting: Setting specific, challenging goals that clarify precisely what is expected and hence
¦
lead to high levels of performance
Measures: Determine the extent to which goals can be qualitatively and quantitatively defined as
¦
well as objectively measured
Targets: They are the benchmarks against which the achievements on the goals are assessed.
¦
On-going Training and Feedback

A process of training and feedback facilitates performance and helps to focus on the strength and
improvement areas of employees. It also eliminates roadblock to successful performance. On-going
feedback helps build a rapport between superiors and subordinates which enhances performance.
Measure and Reward

Measures help in appraising employees against pre- set targets. A reward mechanism that is tied to
performance encourages performance. Providing sufficient amount of rewards, that employees value,
in a timely and fair manner motivates employees and must be seen as an end to any appraisal process.
Defining The Performance Management System
Elements of the Performance Management System

The proposed performance appraisal system will have the following seven main elements:
Performance Objectives (Linked with Hoshin)
¦
Agreement on Objectives
¦
Mid - Year Review

¦
Year End Review

¦
Bell Curve Distribution

¦
Feedback & Training

¦
Appraising Authorities
The Appraising Authorities are of two levels –
Appraiser
¦
Reviewer
¦
The Appraising authorities are expected to follow the time schedule while completing the annual
appraisal form:
Level Authority Relationship Role
Setting Performance Expectations,

Reporting Manager / Training & Development Planning,
Level 1 Appraiser
Team Leader / Supervisor Per formance Evaluation and
on-going Training & Feedback
Division / Department Heads Review remarks of the appraiser,

for all except for themselves. counter sign with reasons for
Level 2 Reviewer
For Division / Function Heads, agreement or disagreement with the
it would be the DP / CEO evaluation of the appraiser
Appraiser: The annual appraisal for each appraisee will be done by the immediate superior.
¦ While
completing the appraisal form, the appraiser will take into consideration the self-appraisal form
completed by the employee and the goals and targets achieved by the employee. The Appraiser
will also be responsible for on-going Training & Feedback including the annual performance
feedback.
Reviewer: The annual appraisal report for most of the employees will further be reviewed by their
¦
respective reviewers. The reviewer will be responsible for reviewing the performance targets and
appraisal ratings, discuss and moderate the same with the appraiser.
Quarterly Review
A quarterly review will be conducted at the end of each quarter.
¦
The quarterly review is a scheduled discussion between the employee and the supervisor to map
¦
the performance of the employee against the assigned KRAs / KPIs
Relevance of a quarterly review:
¦
The
¡ same will help in taking the corrective action and thus will enhance employee
performance It will ensure to establish performance culture with focus on assigned KRAs / KPIs
No salary increments will happen after quarterly reviews
¦
Mid - Year Review

A Mid-year Review is scheduled between August and September.
¦
The Mid-year
¦ Review is a scheduled discussion between the employee and the supervisor to
review the employee’s progress in meeting the set performance goals.

Relevance of a Mid - Year Review:
¦
¡One can re-visit goals that were set earlier and modify or make suitable corrections if required
as the certain goals may have lost their importance due to various external and internal factors
affecting the business.
¡Employees can receive timely feedback on performance, so that there are no surprises d u r i n g
the final review.
¡Both, the employee and the supervisor can use the opportunity to assess what additional
inputs or resources will be required for the successful achievement of set targets.
Year - End Appraisal

Self-Appraisal - An employee (appraisee) is expected to document his/her goals and targets and
¦
substantiate the results achieved by citing specific examples. The appraisee is expected to rate
their performance by awarding ratings to themselves for every objective that is applicable for
them (KRA’s / KPI’s). They should also provide a summary of their performance in a clear and a
concise manner and submit the same to the appraiser for evaluation. All this should be done with
in the timelines as specified by HR department.
Appraiser
¦ Review - The Reporting Manager (Appraiser) is expected to assess the employee’s
performance for the review period against the set goals. The Reporting Manager evaluates the
employee’s performance and awards a rating against all the objectives that are applicable to the
employee. The Reporting Manager also, provides a final overall rating for the performance.
The Business Head /Functional Head reviews remarks of the appraiser, counter signs with reasons
¦
for agreement or disagreement with the evaluation of the appraiser
Based on the organizational structure and the goals, we would follow a combination of the MBO
(Management by Objectives) option to set KRA’s / KPI’s and Bell curve (Forced Ranking) to distinguish
the performers from the non-performers and link them to HR systems accordingly.
Rating Scale for KRA’s / KPI’s
O 1 2 3 4
Performance Meets minimum Meets reasonable Constantly exceed

not acceptable. job requirements and realistic job requirements
but requires\ requirements and standards.
Requires continual above normal and sometimes
close supervision supervision and exceeds them.
and direction. direction.
Requires an Works somewhat Highly effective
Substantial and average degree independently, with only general
immediate of supervision with periodic guidance required.
improvement guidance and
required. supervision
required.
Not Meeting Somewhat Meeting Meeting Exceeding
Expectations Expectations Expectations Expectations
Setting Performance Objectives
Timeline: Mid-March to April 1st week
This is the first step in the performance management system where the performance expectations are
set. Setting performance expectations is one of the most critical parts of any performance
management system. Without a clear understanding of expectations it is difficult for employees to
know where to focus their efforts.
Expectations give direction and focus to a role, helping employees to understand what they need to
achieve and defining what success means in their role. They also help to define priorities and ensure
that, at an individual level, an employee’s contribution is focused on the organization business
objectives.
Performance Expectations
Key Result
¦ Areas: Performance Expectations are set through performance appraisal form (refer
Annexure B.10) Setting specific, challenging goals in the form of Key Result Areas that clarify
precisely what is expected and hence lead to high levels of performance. Further the Key Result
Areas need to be:
¡Vertically Aligned (cascaded from the organization / function / division goals)
¡Horizontally Aligned (recognize interdependencies across functions and individuals)
Key Performance
¦ Indicators: Determine the extent to which the Key Result Areas can be
qualitatively and quantitatively defined in the form of specific measures as well as objectively
measured through standard and accepted organization metrics. The performance indicators
need to be balanced in the form of:
¡Short Term & Long Term
¡Financial & Non-financial (Process, Customer & Capability)
¡Lead (drivers) & Lag (outcome)
¡Internal & External
Weightage:
¦ Key Result Areas are prioritized by defining weightages. Weightages signify the
degree of importance of the performance measure. Weightages are to be allocated depending on
the relevance / criticality of the Key Result Area along with the effort required to accomplish the
same. The impact of the strategic objectives should also be taken into consideration for assigning
weightages to the Key Result Areas.
Process for Setting Performance Objectives

Human Resources will initiate the performance objectives setting process at the beginning of the
¦
performance period. The process of initiation would include:
¡Preparing a list of employees for whom Performance Objectives need to be set
¡Ensuring that sufficient number of performance review forms are available for distribution
¡Completing the personal details in the form before distribution
For employees with a change of position, this process will be initiated as and when the position /
¦
role is changed.
The forms will be handed over or e-mailed to the employee by the Human Resource Department
¦
The concerned appraisee and appraiser will schedule a date and time for discussions to reach a
¦
common understanding of the performance.
During the discussions the appraisee and appraiser will mutually agree on the following:
¦
¡Performance objectives / Targets against each of the KRAs

¡Action plan to achieve the objectives
¡Training & Developmental Plan
The appraiser will ensure that the objectives set are in line with the organizational objectives and
¦
enough support is provided to the appraisee to achieve his / her performance objectives.
Training
¦ & Development Plan is completed in close consultation with the Human Resource
Department.
Once an agreement is reached, the appraisee and the appraiser will sign on the agreed objectives.
¦
Reviewer will review the agreed performance objectives of the training & development plan and
¦
provide inputs to strengthen them.
Two copies of the form will be kept (one for the appraiser and other for appraisee) and the original
¦
is sent to the Human Resource Department by 15thApril.
The forms will be filed in the personal file of the employee and used for Mid - Year and final year
¦
review process.
The Human Resource Department will analyse the training needs from the completed forms and
¦
formulate a suitable action plan to address training gaps identified.
Mid – Year Review

Timeline: 1stSeptember – 15thSeptember (refer Annexure B.10 & B.11)
The objective of the mid-year review is to:
Ensure relevance of the Performance Measures.
¦
Ensure that the appraisee continues to have meaningful targets for the remainder of the year.
¦
Ensure that the appraisee is on track against the original goals, and to recognize successes that
¦
have already been achieved.
Ensure remedial plans are discussed for areas of improvement.
¦
Process
The performance objectives must be reviewed at least once upon completion of six months from
¦
the date of formulation of objectives.
The Human
¦ Resource Department will initiate the Mid - Year Review Process by releasing the
individual performance appraisal forms for Mid - Year review
The mid-term assessment for target review will include a structured discussion including a status
¦
update, plan of action for remaining six months and resource requirements that need to be
committed by the appraiser. No rating will be given during Mid - Year review.
During
¦ the discussion the appraisee may raise concerns or highlight areas of discomfort to the
appraiser during the mid-term review process.
Mid - Year review discussion will need to be documented in the Performance Appraisal Form and
¦
sent back to the Human Resource Department.
Year End Appraisal

Timeline: 1st of March – 31st March (refer Annexure B.10 & B.11)
The objective of Year End Review is to assess and quantify the individual’s performance throughout the
year and provide inputs to other HR Systems (Rewards & Recognition, and Career Progression). It also
assesses the extent of implementation of the training & development plan and provides for an
opportunity to holistically discuss an individual’s performance.
The review should be an interactive process involving a discussion between the appraisee and the
appraiser. At the end of the review process, the appraisee and appraiser should reach an agreement on
performance rating and the training and development needs.
Process
The annual
¦ review process will be initiated by the HR Department by sending performance
appraisal forms to individual employees.
The appraiser and the appraisee will fix up a date and time for review discussions. The appraiser
¦
should understand the guidelines on pre-discussion, discussion and documentation and use this
to explain the Appraisal Form to the appraisee (this would be done only in the initial phases, when
people are still not familiar with the system).
The appraisee will complete the form and hand it over to the appraiser (within 5-7 days of getting
¦
the form from the appraiser). This will enable the appraiser to prepare himself for the discussions
with the appraisee.
During the review meeting the appraiser and the appraisee will focus on:
¦
¡Performance highlights in terms of achievements against defined performance objectives

and shortfalls in the performance
¡At the end of the discussions the appraiser and appraisee should arrive at an agreement on
performance rating on all the objectives and sign in agreement
¡After the discussions the appraiser will complete his / her section of the form and give a final
performance rating
The form
¦ will be sent by the appraiser to the reviewer for his / her comments. In case of
disagreement, the reviewer shall discuss ratings with appraiser. At the end of the discussion (if
any), reviewer shall sign on the last page of the form and hand it back to the appraiser. The
appraiser will ensure that changes if any are communicated to the appraisee.
The form will be sent by the appraiser to the HR Department for further action (latest) by 2nd week
¦
of March and will be filed in the personal file by the HR Department.

Once the
¦ above procedure is completed, the bell curve concept is implemented department
wise. Hence department head would plot the team members of his / her team into a normal
distribution curve based on the following guidelines:
¡10% of the team members who exceed expectations.
¡50% of the team members who meet expectations.
¡30% of the team who somewhat meet expectations.
¡10% of the team members who do not meet expectations.
The results
¦ of the report are linked to the HR systems pertaining to rewards and recognition
and an increment and career progression plan is devised.
The bottom
¦ 10% of the team members who do not meet expectations are not eligible for any
increment and can be put on performance improvement plan for 3 months wherein new goals
and KRA’s / KPI’s will be shared by the departmental head with the concerned employee. On
completion of the 3 months his / her performance will be reviewed by the reporting manager
and departmental head and decision will be taken on continuation of his / her services.
Employees
¦ who have performed extra ordinary during the year can be considered for
Promotions but the gradual movement to another role will completely depend on the p o s i t i o n
availability and business requirements. Also annual performance appraisal results will act as
guiding force for such decisions and employees who have outshined all will be considered for
promotions.
HR Department will carry out budgeting process for promotions. In this process no of positions
¦
open for promotions will be finalized. HR will work out the promotion criteria based on the
potential, performance and tenure with in the organization. Individuals potential / competency
will play the key roll for decision.
Increment
¦ percentage will be decided by the HR department in consultation with the Dealer
Principal and CEO. Increment percentage is driven by the business performance and
profitability of the dealership during the financial period.
HR will work on salary band concepts wherein proper salary bands are defined for each grade
¦
and during increment if any individual is moving into next salary band same has to be justified
with job enrichment
Device training programs and link to HR systems like increment, job rotation etc. based on
Considered for
No Increment promotion.
10% who do not 30% who somewhat 50 % who meet Top 10% who
Meet
Expectations meet expectations expectations exceed expectations
Bell curve Distribution with forced ranking
Time line: On-going
Training & Feedback is not a once-a-year event. It is a continuous process whereby feedback is given to
the employee during formal and informal discussions. However, it is important to have a formal
feedback session in the middle and at the end of the Appraisal cycle. The aim of this is to formally
communicate to the employee on his/her performance and the areas of improvement.
The formal feedback session should be conducted by the appraiser, at the end of the review process.
During the feedback discussion the appraiser should keep the following key rules of a good feedback
discussion in mind:
Describe, don’t judge: The feedback should be presented as a description of what has happened
¦
and should not be accompanied by a judgement.
Refer to
¦ specific behaviours: Relate all the feedback to specific items / data pertaining to
behaviour.
Select key issues: Select key issues and restrict to them.
¦
Be constructive: Focus on aspects of the appraisee’s performance that can be

¦ improved.
Provide positive feedback: Provide feedback on the things that the appraisee did well in addition
¦
to the areas for improvement.
Performance Review Discussion – It is very essential to close a performance appraisal with a
Performance Review Discussion. It is the Discussion between the individual and Reporting Officer on
the performance in terms of the plans made in the beginning of the year, achievements, the High and
the Low of performance, the standards expected, the limitations faced, problems encountered etc. It is
also an occasion to discuss aspirations, career goals, avenues in the organization to meet career goals,
support needed from the superior and the management for performance etc.

Process Flow Chart – Performance Appraisal Process
Accountability Start
Define time bound KRAs & KPIs from

Reporting Manager, HR
the Organizational goal for each role. Remarks
NO
Communicate and discuss
Reporting Manager, HR with the role holder and
come to an agreement ¡
Check on the performance of
the appraisee so far.
¡
Both, the employee and the
YES
supervisor can use the
opportunity to assess what
Schedule and conduct Mid - additional inputs or
Reporting Manager Year Review. Revisit goals and resources will be required
give feedback on performance.
for the successful
achievement of set targets.
Schedule for Year-end appraisal and ¡

Edit KRAs and KPIs if
HR Department circulate Appraisal form to all required and communicate
employees. to employee
Reporting manager (Appraiser) rates

Reporting Manager the employee’s performance for the
review period against the set goals.
The reporting manager forwards the

HOD form to the HOD (reviewer) for ¡
PRD is a discussion between
his/her review and final sign off. individual and reporting
officer to discuss the
performance, aspirations /
Overall performance rating is career goal.
Reporting Manager
calculated in terms of percentage.
¡
It can be used as a forum to
discuss support required
from the reporting officer /
Initiate a Performance review
Reporting Manager organization to perform the
Discussion (PRD)
role better.
Distribute the team member into a ¡

Head of department would
Reporting Manager
normal curve based on forced rating.
plot the team members
of his / her team into a
normal distribution curve
Identify rewards, career growth and based on the following
Reporting Manager, HR calculate performance bonus for
guidelines
the 90% of the performers.
¡
10% of the team members
who exceed expectations.
The document along with suggestions & ¡
30% of the team who
comments should be submitted to the somewhat meet
HR for their archive for further action
expectations
and to help maintain institutional
memory. ¡
who meet expectations
¡
END who do not meet
expectations
Annexure B.10 – Appraisal Form for Employees in Band A, B & C
Assessment Period from <DD/MM/YYYY> to <DD/MM/YYYY>
Employee Name Employee Date of Level / Division /

HO / Outlet
(In Block Letters) No Joining Grade Department
State specific goals / key job responsibilities handled and the status of the accomplishment during the
period and rate the performance in a rating scale of 1 – 4
S. Goals / Key job Target Self - (A) (B) (C) Weighted

No. responsibilities (To be Achieved Rating Apprai Weightage Weighted Average
filled by appraisee) ser Scores Score (Total C
Rating (A*B) / Total of A)
1.
2.
3.
ORMAT
LEF
4. P
SAM
5.
L E
Overall rating
SA MP
Midyear performance review with observations & Areas of Improvement suggested.
Appraisee Comments Appraiser Remarks Reviewer’s Remarks
Signature & Date Signature & Date Signature & Date
Year-end performance review and ratings
Appraisee Rating Appraiser Rating Reviewer’s Rating
Overall performance rating (to be filled by appraiser)

The final rating based on the midyear review and subsequent performance. The change in performance
levels compared to midyear review and final review is to be stated with observations and reasons

O 1 2 3 4

required.
Employee Development (appraisee to provide details on training and appraiser to furnish remarks)
Please specify the training and development activities (including new projects / job rotation / special
assignments etc.) undergone during the assessment period. (Appraiser to fill in remarks on effectiveness of
training program in the overall performance of the appraisee)
S. No Trainings attended Time Frame Appraiser’s Remarks
ORMAT
1.
LEF
P
SAM
2.
L E
MP
3.
Enhancement.
Recommendation
SA
Inputs : Training / Mentoring, Special Assignments, Reading, Job Rotation, Job Enrichment / Enlargement /
Increment Yes / No % of Increase Promotion Yes / No New Designation
Signature of
Signature of Appraiser Signature of Reveiwer
Department Head
Approved by
Signature of HR Head Signature of DP / CEO
Date :
Annexure B.11 – Appraisal Form for Employees in Band D
Assessment Period from <DD/MM/YYYY> to <DD/MM/YYYY>

HO / Outlet
Appraiser rating
Appraiser Remarks
No Assessment Parameters
/ Observations
Mid-year Final
Productivity (task completion with

1 expected quality by managing
resources effectively)
Quality of work (minimal rework and

2
errors in the assigned tasks)
Discipline (behaving in a professional

3 manner and following dealership
E FORMAT
policies and practices diligently) L
P
SAM
Responsibility (taking ownership for

4 the tasks assigned and also assumes
accountability for completion)
L E
5
Dependability (meeting commitments
and work standards all the times)
SA MP
Communication (able to understand
6 and also reciprocate to all levels within
and outside organization)
Attendance (displaying punctuality at
7 work and also managing leaves
professionally and in an informed way)
Collaboration (achieve the project
8 requirements by managing effective
interpersonal relations across functions)
Midyear performance review with observations & Areas of Improvement suggested.
Appraisee Comments Appraiser Remarks Reviewer’s Remarks

Year-end performance review and ratings
Appraisee Rating Appraiser Rating Reviewer’s Rating
Recommendation
Increment Yes / No % of Increase Promotion Yes / No New Designation
Signature of Signature of Signature of

Appraiser Reveiwer Department Head
Approved by
Signature of HR Head Signature of DP / CEO
Training And Development Policy
Objective
The objective of this policy is to develop a management process to identify training opportunities for
employees, thereby enhancing employee skills and ensuring systematic and effective training.
Scope
Internal Trainings
¦
External Trainings
¦
Evaluation and Feedback
¦
Training Effectiveness
¦
Incentive schemes for technical trainings
¦
Process Flow Chart
¦
Guidelines
Training shall be imparted to employees either through:
Internal Training
¦
External Training
¦
Internal Training
The Training cycle at dealership shall begin in the month of May of the calendar year. The various steps
in the Training cycle are illustrated below:
Identification of Training Needs
Training need is assessed based on the performance appraisal results of employees.

¦
Employees may identify Training needs through a self-assessment. Training needs for employees
¦
will be approved by their Reporting Manager.
The HR department shall send a Training Request to all employees via email. All employees must
complete the Training Request Form (Annexure B.12) and obtain approval of the same from the
Reporting Manager prior to sending it back to the HR department.
Assessment of Training Needs

The HR department shall collate the entire Training Requests from all departments. Based on training
need assessment recommended by Performance Management System in consultation with the
Reporting Managers, the Training calendar for the fiscal year will be prepared.
Types of Internal Trainings

Induction: Toyota
¦ certified trainers are the ones who should conduct these training. Induction
for a new joinee should be conducted within one week from his / her joining Toyota
certified trainer should conduct trainings as told by TKM training department. Training
conducted should be reported to TKM training department, so TKM can support in
improvising the quality.
Product Training: Product trainings to be conducted according to role of the individual and same
¦
can be guided by the TKM Training norms.
Basic Selling Skills Training: Dealership should arrange for basic skills trainings from time to time
¦
and as per TKM guidelines it is mandatory to organize minimum 4 basic skills trainings in a year.
Soft Skills
¦ Training: It is mandatory to arrange for two soft skills trainings in a year for the
improvement of dealer staff apart from the trainings those are conducted by the Toyota certified
trainer. Some of the soft skill training topics are :
Communication
¡ Listening
¡
Presentation
¡ Interpersonal
¡
Teamwork
¡ E-mail etiquettes
¡
Grooming
¡
On the
¦ Job Training: Dealership should organize regular skill based on the job trainings to
enhance the knowledge level of the employees. The trainings can be conducted by internal teams.
Preparation of Annual Training Calendar

The HR department prepares a Annual Training Calendar by fixing a date for each Training session
¦
as per suitability of the target audience. The Training session could be:
¡Conducted by the HR department or Reporting Manager; or
¡Conducted by an External Trainer
The HR department shall ensure the type of medium (in which the various training modules are to
¦
be delivered) is specified in the Training Calendar.
DP shall
¦ approve the Training Calendar before it is announced to all employees, after taking all
factors (such as Annual Training Budget and time constraints) into consideration.
The HR
¦ department shall coordinate the execution of the Training sessions as per the Annual
Training Calendar.
Design and Delivery of Training

The External/Internal Trainer shall prepare the Training Module(s) in the appropriate medium, i.e.
¦
slide shows, demonstrations, etc. in the following format:
Objectives: Indicating what the trainee will know or be able to do at the end of the training.
¡
Training:
¡
» Step by step instructions.
» The Trainer must clarify all queries and questions raised by the Trainee(s) by explaining the
relevant concept clearly.
» In the event that a Trainee is unable to complete the training satisfactorily, the Trainer must
inform the HR department of the same.
The Trainee must attend the required Training Session on the specified date and time as per the
¦
Annual Training Calendar.
In the event
¦ where a nominee / trainee cannot attend a particular course for one or the other
reason, such nominee / trainee should inform the department head in writing at least five working
days before the commencement of the course through his / her supervisor. Shorter notice through
the same procedure shall only apply in the event of unforeseen circumstances, such as illness,
death, unplanned leave, and likewise.
External Training
Post identifying the need to attend an External Training program, the employee completes the
¦
Training Request Form. The employee must forward the Training Request Form (Refer to Annexure
B.12) to his / her Reporting Manager.
The Reporting Manager assesses the training need of the employee based on various factors such
¦
as criticality, time availability, etc. and approves or rejects the same. In case of approval, the
Reporting Manager forwards the same to the HR department. The Reporting Manager provides
valid reason(s) for rejection of the training need as proposed by the employee.
The Trainee attends the External Training Session and submits a copy of the Completion certificate
¦
to the HR department for records.
Evaluation and Feedback

The HR department sends Training Feedback Forms (Annexure B.13) to the employees/trainees of all
the completed sessions as per the Training Calendar.
The employee
¦ completes the Training Feedback Form for the Training session(s) attended and
submits it to the HR Department.
The HR
¦ department then collates all the Training Feedback forms for all the sessions as per the
Annual Training Calendar.
The collated
¦ data is then analyzed and a feedback report should be prepared by the HR
department for each programme and shared with the Dealer Principal and Training team.
Training Effectiveness
Each training programme needs to be analyzed for its effectiveness to ensure training objectives are
achieved. Dealership can use these guidelines for analyzing the training effectiveness:
At the start of each training programme trainer will define the learning objectives which a trainee
¦
is expected to achieve at the end of each programme.
Based on the learning objectives trainer will draft a Training Effectiveness Form (Annexure B.14)
¦
which will be monitored with the trainees within 1 month of the training programme.
As a KPI
¦ for training effectiveness an average score can be decided which will be computed
through total scores achieved by trainees in the Training effectiveness.
Incentive schemes for Technical Trainings
Skill / Competition Based Incentives/Increments: In addition to annual increments can be

earned by Service Team Members
TSA Level -1
¡
Service Advisors
TSAP Level -2
¡
Toyota Technician Exam

¡
Toyota Pro Technician Exam
¡
General Technicians
Toyota Diagnostic Technician Exam
¡
Toyota Diagnostic Master Technician Exam
¡
Toyota Body Technician Exam

¡
Body Technicians Toyota Body Pro Technician Exam
¡
Toyota Body Master Technician Exam
¡
Toyota Paint Technician Exam

¡
Paint Technicians Toyota Paint Pro Technician Exam
¡
Toyota Paint Master Technician Exam
¡
Level -1
¡
Service Parts
Level -2
¡
Note : Incentives / Increments applicable as prescribed by TKM Customer Service Division
Process Flow Chart – Employee External Training
Identify the need for an

Employee
External training
Complete the Training Request Form

Employee (Annexure B.12) and forward to the
HR department
The Reporting Manager assess the

Reporting Manager and Assess the Training needs of the
training needs of employee based
Departmental Head and employee and approve or reject the
on factors such as criticality, Time
Dealer Principal request
availability etc.
Attends the training and submits a

Employee copy of the completion certificate to
the HR department for records
Sends the Training Feedback

HR department Form(Annexure B.13) to employees
who have finished training session
Completes the feedback from and

Employee sends it back to the HR department
for collation
END

Annexure B.12 – Training Request Form

HO / Outlet
Training Requirement Requestor’s Signature

Specific Period / Date
Module & Date
Training Requirement justification
Approved by
Team Leader / Division / Department DP / CEO

Supervisor Head HR Head
(Incase of External Training)
Date :
Annexure B.13 – Training Feedback Form
Note ¡
For this training to show up on your professional record, you will need to complete the form. Be sure
to fill in the completion statement at the bottom of the form.
Mention the training program that you completed _______________________
¡
Select the most appropriate response to the following questions:
¡
Great Good Some Very Not

To what extent did this training?
Extent Extent Extent Little at All
Accomplish its stated learning objectives?
Meet your expectations?
Teach you something you can use on your job?
Contain information appropriate to your needs?
Please rate the following aspects of the training.

¡
No
Opinion Excellent Good Adequate Fair Poor
ORM AT
EF
Openion
Training content PL
SAM
Organization of material
L E
Delivery method
Presentation of information SA MP
Duration of the session
Appropriateness of material covered
Overall rating
What other topics/subjects would you like to see offered in the future?
Training Completion Statement:
I completed the training listed above and can demonstrate the principles covered in the training.
Signature of Employee
Date:

Annexure B.14 – Training Effectiveness Evaluation Form
Note : The form is developed to understand the effectiveness of the training and the scoring for the same will
come out of the questionnaires to be monitored with the trainees post each training programme. The
questionnaires will have questions on the broad learning objectives which have been listed by the
Trainer once he develops the training programme.
Name of the Programme
Time Period
Total No. of Participants
S. No. Learning Objectives Average Scores
ORMAT
LEF
P
SAM
L E
SA
Signature: _________________________________
Name: ____________________________________
MP
Designation: _______________________________
Annexure B.15 – Individual Level Effectiveness Evaluation Plan
Training Evaluation Plan

Trainees should complete this form in consultation with their Reporting Manager after the training program.

HO / Outlet
Training Completion
Training Program Review Date Reporting Manager
Date:
¡Commitment by the participant in implementing whatever you have learnt during the course which you
have attended (Area / Field)
(Employee Signature)
Date:
E FORMAT
¡ PLprogram on the employee objectively and forward your
Please evaluate the benefits of the above
SAM
comments by the review date.
L E
S. No.
1
Action Item Resources Required
SA MP
Closure Date Comments by Supervisor
¡Conclusion: The training given is effective / to be retrained / any other comments.
Reporting Manager Signature
Date:
To HR Department for necessary action.
Received by HR on Date:

Annexure B.16 – Individual Level Training Effectiveness Evaluation

HO / Outlet
Training Completion
Training Program Review Date Reporting Manager
Date:
Please rate the following aspects of the training.

¡
Do you see a significant change in behavior of the individual post his/her attending the training program?
Please list instances.
E FORMAT
Has the knowledge/skills gained through L
the training program been applied to improve his / her work
efficiency? P
SAM
L E
SA MP
Has the program content and delivery met your training requirements for the individual? Please comment.
Would you recommend this program to others who require training on similar skills / domain / behavior?
Please comment.
(Evaluator Signature) (Manager Signature)

Date: Date:
Part B – HR
Administrative Policies
Joining & Induction Policy
Probation & Confirmation Policy
Leave & Holiday Policy
Employee Separation Policy
Identity Card
Travel Policy
Transfer Policy
Mobile Policy
Employee Engagement Policy

Joining And Induction Policy
Objective
The objective of this policy is to ensure smooth induction of a new employee into the organization and
assist him/her with the preliminary joining formalities. The purpose of Induction is to familiarize new
employees on Toyota way, functions, processes, people, culture, rules, norms and the mission and
vision of the organization.
Scope
Procedure
¦
List of documents to be handed over

¦
List of documents to be collected

¦
¦
Annexure
¦
Procedure
The orientation covers all new employees
¦
Usually orientation programme will be carried out in two phases

¦
¡General induction by HR department

¡Functional induction by the concerned department
¡Skill trainings wherever applicable as listed by TKM
The orientation programme covers the following aspects:
¦
General Induction by HR
Overview Working Hours Pay Policies & Personnel Policies Leave Benefits
Benefits Code of Conduct
Dealership Process of Employee Policies of Type of Leave
History Recording classification employment Leave without
Organization working hours Pay period administration pay
Chart Work Timings Payment Mode Working & Living Process of leave
Vision, Mission (Shift Timings) conditions approvals
Group Insurance
and Values Breaks Performance Leave
Policy
Quality Policy Recording of Appraisal policy encashment
ESIC & PF
Business Late comings Statutory Discipline & Total No of
Objectives compliances Grievance Leaves
Business Redressal
Performance Probation &
Confirmation
HR Administrative Policies 95
Departmental Orientation
About the Department

¦ Reporting relations
¦
Departmental Structure
¦ Role / job requirements
¦
Coordination activity with other departments

¦ Internal working systems
¦
Other technical / functional aspects pertaining job

¦
The HR department shall conduct an individual Induction program for the employee by educating
¦
him / her about the dealership, its services, its people, its policies and most importantly his / her
role.
On the day of the joining, the employee will be given a Letter of Appointment (Annexure B.7) with
¦
details of the salary, allowances and terms and conditions of service.
A “Joining Docket” shall be given to the new joinee containing:
¦
¡A Brochure or write up about the dealership

¡PF Nomination Form
¡PF Transfer Form
¡Personal Details Form in case the same is not filled during the recruitment process
(Annexure B.3)
¡Welcome letter
¡Organization chart
¡Employee handbook containing
» Place of working
» Safety / security instructions
» Working hours details
» Leave rules
» Dress code / uniform
» Discipline to be observed during office hours
» Business ethics and code of conduct
» Leaves and holidays
» Transfer and travel policy
The HR
¦ department will ensure that the new joinee is provided the following within 5 days of
joining:
¡Table / Chair / Telephone extension at his/her work area, wherever applicable
¡PC and email ID configuration if required for the job, wherever applicable.
¡Access Card and ID card
¡Business Cards if required for the job
¡Salary account in the designated bank
¡PF Account
¡Corporate SIM card / Handset (As per level of employee and the business need)
On the day of joining of the new employee, the HR Department will open a Personal File for the
¦
employee. This file will contain all pre-employment documents related to the employee such as:
¡CV of the candidate
¡Personal Details Form (Annexure B.3)
¡Manpower Requisition Form ( Annexure B.1)
¡Interview Assessment Sheet (Annexure B.17)
¡Reference Check Forms (Annexure B.6)
¡Duly signed Offer Letter
¡Duly signed Letter of Appointment ( Annexure B.7)
¡Copy of educational certificates(10th, 12th, Graduation & Post graduation)
¡Copy of certificate acquired on completion of professional courses
¡Six recent passport size Photographs
¡Proof of Date of Birth and Residence
¡Relieving letter from the previous employer
¡Address & Photo Identity Proof
The new employee shall be assigned a ‘Mentor’ who will help the employee settle down in the
¦
dealership and understand the culture and job requirements better. A Mentor can act as a means
to motivate and inspire a member. Also, he/she can impart necessary skills and knowledge needed
for the automobile industry.
Task Resposibility
Document collection from new joinee HR Representative
General Induction HR
Department Induction Department Head
Annexure B.17 – Interview Assessment Sheet
Test Score
Name Position HO / Outlet (If Applicable)
16 PF Scores __________
Analytical Score _______
Technical Score _______
Instruction
Please assign a weightage of 1 or 2 to the listed attributes, depending on relative importance to
¦
the job in question. Not more than six attributes may be given a weightage of 2. The rest get the
weightage of 1.
Score candidate against each attribute as: Superior (4), Good (3), Adequate (2), Not Displayed (1),
¦
and Unsatisfactory (0).
Weight Score Wt. Score

S.No Attributes Remarks
1 2 (1*2)
Personal Presentation (Self

ORMAT
EF
1
Confidence, Poise & bearing, Grooming)
PL
SAM
2 Qualification (Related, Additional)
L E
MP
Experience (Job Knowledge, Variety,
3
Achievements)
4
Communication Skills (Listening,
Communicating Ideas) SA
Initiative Innovativeness (Self-Starting,
5
Generating ideas to improve Processes /
Cost / Quality)
Planning & Organizing (Attention to
6
details, Analytical Ability)
Leadership Behavior (Interpersonal

7 style in guiding individuals/group to
accomplish task)
Decision Making (Fact Finding,
8 Judgment, Risk taking)
Behavioral Flexibility & Adaptability
9 (Modifying behavior to reach a goal)
Maturity & Interpersonal Skills
10 (Tact, Stress tolerance, Rapport building)
Value System (Strength & Convictions,
11 Sense of fair Play, Adherence to
principles)
Career Ambition & Self Development
12 (Desire to advance, Efforts for self-
development)
Interview Status
Earliest Joining
Not Selected Oh Hold Selected Date
(Signature) (Signature) (Signature)

Functional Division / Department Head of HR Dealer Principal / CEO
ORMAT
LEF
P
SAM
L E
SA MP
Probation And Confirmation
Objective
The objective of this policy is to help the organization to assess the new employee’s performance
potential and attitude. The Probation period is a training and “get acquainted” period and allows the
new employee to understand the dealership, its culture, its people and the work norms.
Scope
This policy applies to new employees joining Toyota Dealership.
Guidelines
Probation period for employees at Toyota dealership is 6 months.
¦
Employees on probation will be bound by the same set of rules, regulations and norms in matters
¦
of conduct, business standards and responsibilities as confirmed employees other than leave rules
and termination procedures
On successful
¦ completion of probation period, the employee shall receive a letter stating the
confirmation.
Dealership
¦ reserves the right to extend the probation period by not more than 3 months. The
employee will be notified in writing of the extension and the reason(s) for it.
Confirmation process will not lead to any salary revision.
¦
The employee is expected to serve a notice period in the event of deciding to voluntarily resign
¦
from the Dealership. The notice period for any employee is as follows
¡15 days during the probation period
¡1 month after being confirmed in the services of the organization
Procedures
The process of confirmation of an employee on probation will be initiated at least 15 days prior to
¦
the employee’s date of confirmation by the HR department.
The HR
¦ department will forward the Confirmation Appraisal Form (Annexure B.18) to the
employee on probation to complete the form and then sit with his/her Reporting Manager, who
will give feedback on the employee’s performance.
In the event
¦ that the probation period needs to be extended, explicit instructions shall be
provided by the Reporting Manager to the HR department for such extension. However, the
extension will not exceed a period of 3 months.
In case no extension is required, the HR department shall issue a Letter of Confirmation (Annexure
¦
B19) for the same.

Process Flowchart: Probation and Confirmation
HR Department Ensure the employee completes the

probation period of 6 months
HR Department Initiate the Process of Confirmation
The process must be initiated at

Complete the Confirmation Appraisal least 15 days prior to the
Employee employee’s date of confirmation
Form
Employee will receive feedback on

Reporting Manager the performance during the
probation period
NO
Has the employee’s
performance been Probation period needs to be
satisfactory during the extended
probation
Explicit instructions shall be

YES provided by the Reporting
Manager to the HR department
Letter of Confirmation will be issued to for such extension. However, the
HR Department extension will not exceed a
the employee
period of 3 months.
End

Annexure B.18 – Confirmation Appraisal Form
Probationary Period from <DD/MM/YYYY> to <DD/MM/YYYY>

HO / Outlet
State specific goals / key job responsibilities handled and the status of the accomplishment
by the new employee during the period and rate the performance in a rating scale of 1 – 4
S. Status of achievement of Score (1-4)

No Goals / Key job responsibilities Goals / Key job (To be filled by appraiser)
(To be filled by appraisee) responsibilities
(To be filled by appraiser)
3
ORMAT
4
LEF
P
SAM
L E
MP
Total A = Score =
Appraiser Feedback
S.
No
SA
Major strengths consistently displayed Areas requiring improvement

O 1 2 3 4

required.

Evaluate the new employee on the following factors
Factor Factors Definition Score (1-4)
Job knowledge Grasp of knowledge, technique and procedure in work and

related matters
Analytical ability Ability to size up the problem, collect and evaluate facts
and reach sound conclusions
Ability to learn new job quickly and willingness to work
Interest in work
together with others
Leadership Ability to inspire others
Ability to effectively convey information and ideas to

Communication
others; clarity in oral and written communications
Overall suitability Assessment of employee in relation to his/her position
Total B = Score =
ORM
E F (A+B)/2AT
Overall performance during the probation period
PL
SAM
Appraiser’s Recommendation
L E
MP
If No, should the probation
Whether employee should be confirmed
period extended to 3 months
Yes No SA Yes No
Signature of Signature of Signature of

Appraiser Reveiwer Head of Department
Approved by
Signature Head of HR Signature of DP / CEO
Date :

Annexure B.19 – Letter of Confirmation
Date : <DD/MM/YYYY>
To,
<Mr. / Ms. Employee Name>
<Address line 1>
<Address line 2>
<City>
Dear <Mr. / Ms. Employee Name>
Consequent to the review of your performance during <DD/MM/YYYY> to <DD/MM/YYYY> your probation
period, we have the pleasure in informing you that, you are confirmed as <Designation> with effect from
<DD/MM/YYYY>
All the other terms and conditions as detailed in your appointment letter remain unchanged.
RM
FOwish
We look forward to your valuable contributions and you
Aall the very best for a rewarding career with the
T
E
organization. PL
SAM
E
Please sign the duplicate copy of this letter and submit it to the HR department as a token of acceptance of the
L
MP
same.
Best regards,
SA
Name: _________________

Leave And Holiday Policy
Objective
The objective of this policy is to inform all employees about rules regarding types of leave and holidays
as per statutory obligations.
Scope
Guidelines
¦
Type of Leaves
¦
Process of applying Leave

¦
Process flow chart

¦
Annexure
¦
Guidelines
Calendar year would be used for calculation and eligibility of leaves.
¦
The HR
¦ department will keep track of the leaves availed by each employee. Respective outlet
offices would maintain and provide inputs to HR on the employee leave record.
Employees
¦ are not to consider leave as a privilege for entitlement as sanctioning of leave is
mandatory.
Leave may be taken by an employee after the due approval of his/her manager and mentioning
¦
the purpose of the leave, such that it does not affect his / her day-to-day work.
In case of an emergency where leave is availed without prior sanction, such leave will have to be
¦
regularized on the day the employee resumes work. Failure to do so will be considered as a breach
of discipline and the leave will be treated as Loss of Pay (LOP).
Regarding
¦ unscheduled absence from work, when the employee does not inform his / her
manager HR within the first hour of the respective shift– timing (if any) will be considered as an
unauthorized leave, until the same is regularized on the day of resuming work.
Reporting manager reserves the right to approve or reject the leave request based on the project
¦
requirements or business exigencies.
Type of Leave that can be availed by employees at Toyota Dealership are as follows:
¦
Type of leave Corporate & Outlet Accumulation Encashment

Limits
Holidays 10 days (5 compulsory and 5
festival Holiday as per state rule) No No
Sick Leave 12 days No No

Privilege Leave / Earned Leave / 1 day for every 20 days Max 30 days
of work performed Yes
Casual Leave
Maternity Leave As per Maternity Act No No
Note : Above mentioned leaves are the minimum requirement as per the Shops & Establishment Act, and may vary as
per the state

Casual Leave
Employees working in the corporate and outlet offices are eligible for CL.
¦
An employee shall be eligible for Casual leave only after confirmation.

¦
Casual Leave will be credited after confirmation from the date of joining on a pro-rata basis for the
¦
year.
Any Casual leave not availed shall lapse at the end of the calendar year.
¦
Casual Leave cannot be combined with Sick or Privileged Leave.

¦
Employees are allowed to take a maximum of 3 days of Casual Leave at a time.

¦
Any public
¦ holidays or weekly offs coming in between the period of casual leave will not be
counted as casual leave. However total absence shall not exceed 4 days.
In case
¦ of an employee resigning from the Dealership having utilized more than the pro-rata
entitlement, the difference will be recovered at the time of final settlement or will get adjusted
against the privileged leave.
Sick Leave
Sick Leave will be credited on a pro-rata basis on joining the Dealership. While crediting pro-rata
¦
leave, part of month will be ignored.
Employees
¦ taking Sick Leave for 2 or more days should present a medical certificate to the HR
department.
Sick Leave cannot be availed for ½ day.
¦
Sick Leave cannot be combined with Casual Leave but can be combined with Privileged Leave.
¦
Any public holidays or weekly offs coming in between the period of sick leave will be counted as
¦
sick leave.
In case
¦ of an employee resigning from the Dealership having utilized more than the pro-rata
entitlement, the difference will be recovered at the time of final settlement or will get adjusted
against the privileged leave.
Privileged Leave
An employee
¦ shall be eligible for Privileged leave only after confirmation of service in but shall
be credited retrospectively from the date of joining.
The entire entitlement shall be credited in the beginning every year.
¦
Accumulation of Privileged leave up to 30 days is permitted.

¦
Privileged
¦ leave cannot be combined with Casual leave but can be combined with Sick leave /
maternity Leave.
Any public
¦ holidays or weekly offs coming in between the period of privileged leave will be
counted as privileged leave.

Encashment
¦ of Privileged leave will be allowed for those who have completed 2 years of
service upto a maximum of 30 days or 50% of PL at credit whichever is lower once a year. For
encashment purposes, only Basic and DA shall be considered. However, those resigning/retiring
are eligible for encashment standing in their credit during exit.
Maternity Leave
Every woman employee shall be eligible to avail a period
¦ of 90 days as Maternity Leave for first
2 confinements.
Application
¦ for maternity leave, supported by a certificate issued by the attending doctor,
should be submitted prior to availing the leave.
In case
¦ of miscarriage (medical termination of pregnancy) there will be entitlement to leave
with wages for a period of 6 weeks immediately following the day of miscarriage or medical
termination of pregnancy on production of the medical reports.
National and Festival Holidays

The employees
¦ are entitled for 10 days of holidays in a year, following the calendar year
inclusive of National Holidays and Festival Holidays
The festival
¦ paid holidays are chosen out of the list of 52 festivals specified in National and
Festival Holidays Act. Holidays may differ based on place of posting.
Subject
¦ to the foregoing guidelines, HR head in consultation with Dealer Principal will declare
holidays.
The list
¦ of holidays in respect of the ensuing calendar year shall be finalized and notified
during the month of December in the previous calendar year. HR team will decide the list
keeping in mind the sentiments of all the employees.
It may
¦ be required that, employees may have to work on holidays to meet business / work
continuity / exigency. However, employees working on those occasions might be relieved some
other day as a compensatory off.
Compensatory Off
Employees in Middle and Junior Level will only be eligible for compensatory offs.
¦
Eligible
¦ members must obtain prior approval from the immediate Reporting Authority before
availing the Compensatory Off and it should be communicated to the respective Outlet Hr’s.
Members
¦ can avail Comp Off for the full day working on Weekly/ holiday. This needs to be
availed within 30 days.
If the working
¦ hours of a member are less than eight hours, it will not be considered as
Compensatory Off.
Leave during Probation

During probation employees will be only eligible for 1 leave per month and same has to be availed
¦
with prior approval from Reporting Manager.
Procedures
Leave must
¦ be planned and intimated in advance, at-least 3 days prior (except during
emergencies), such that it does not affect the day-to-day work.
In case
¦ of any emergency, the employee should inform the Reporting Manager as soon as
possible.
All employees
¦ should necessarily take prior approval by filling Employee Leave Request Card
(Annexure B.20) and get the approval of the Reporting Manager before going on leave.
Any leave
¦ taken without prior approval would be treated as Leave without Pay (LWP). It will be
treated as unauthorized absence if leave taken is not subsequently approved by the Reporting
Manager. An employee is said to be on absence without leave if he/she avails leave without
prior intimation, though he/she may have leave to his/her credit.
Any unauthorized leave which is treated as Leave without pay will also have effect on incentive
¦
distribution.

Process Flow Chart: Leave and Holiday Policy
Fill a Leave Request Form

Employee (Annexure 4.1) and submit to
Reporting Manager Leave must be planned and
intimated in advance (except
during exigencies), such that it
does not affect the day-to-day
work
YES
Has the leave been
approved by the Employee can avail the leave
Reporting Manager?
NO
Leave taken will be treated as

Reporting Manager unauthorized absence and
without pay
End
A member is said to be on absence

without leave if he / she avails
leave without prior intimation,
though he/she may have leave to
his/her credit

Annexure B.20 – Employee Leave Request Card
(Dealership Name ABC Toyota Location, City)
<DD/MM/YYYY to <DD/MM/YYYY>

HO / Outlet
No. of Total No No of Leaves Availed No of Leaves Carry

No. of CL No. of SL
PL / EL of Leaves Applicable in Current Year forwarded
Leave Request Type of Sanctioned by

Reason
S. Leave Balance
(PL / EL, for
No From Total No. Reporting Head of HR Leave
To Date CL, SL) Leave
Date of days Manager Dept. Dept.
ORMAT
LEF
P
SAM
L E
SA MP
Leave Policy
¡Each Employee is entitled to 2 leaves per month as per approval from their reporting heads.
¡Leave should be taken with 3 days prior notice.
¡Authorization should be taken from immediate superior and the department heads failing
which will lead to getting marked absent.
¡Doctor's certificate has to be submitted in case of leaves taken due to sickness.
¡Leave encashment is subject to a maximum of 24 per year.

Objective
The objective of this policy at Toyota Dealership is to ensure that:
The procedure leading to separation of employees is fair, legal and unbiased.
¦
The resignation
¦ procedure is amicable and is legally correct to protect the interests of the
employee and the organization.
Scope
This policy will be applicable to those employees who separate voluntarily or involuntarily from Toyota
Dealership. The policy covers following aspects:
Guidelines
¦
Full and Final Settlement

¦
Notice Period
¦
Voluntary Separation
¦
Involuntary Separation
¦
Process Flow Chart

¦
Annexure
¦
Guidelines
Employee may separate from the services of Toyota Dealership either voluntarily or involuntarily.
¦
Voluntary separation by an employee is termination of employment by his / her own choice and it
¦
may be due to one of the following reasons:
¡Resignation due to reasons such as career advancement, personal obligations, higher studies,
relocation, work-related dissatisfaction, medical problems, etc.
¡Normal retirement at 60 years of age (However due to business exigencies, the retirement age
can be extended at the discretion of the management)
Involuntary separation may be due to various reasons, including:
¦
¡Manpower reduction
¡Background check failure
¡Non-performance
¡Excessive unexcused absence
¡Abandonment of work
¡Completion of employment contract
¡Death of the employee
¡Violation of dealership policies and serious misconduct

At the
¦ time of exit, every employee will have to surrender the dealership’s assets that were
previously under his / her use / control.
The employee
¦ will also have to formally hand over his/her current responsibilities to his / her
successor in the organization.
Monthly gross pay will be used for treating notice period pay.
¦
Full and Final (FnF) Settlement

A separated employee is eligible for the following payments as a part of full and final settlement –
¦
¡Salary till last working day

¡If he / she is a member of the Provident Fund, membership will continue till the end of the
notice period. The amount will be paid out as soon as possible in accordance with the
Provident Fund Rules. The HR department will facilitate the transfer / withdrawal of PF account
of the disengaged employee by handing over the respective form to the employee together
with the full and final settlement documents, namely, the Form 16, the relieving letter and the
final pay cheque.
¡The balance of privileged leave outstanding at the end of the notice period will be encashed at
the basic + DA monthly rate of pay, as soon as practicable.
¡Any unreturned assets of the dealership in possession with the employee will be evaluated
and the amount adjusted from the settlement amount.
¡All other outstanding amounts, e.g. salary advance, travel advance, payment in lieu of notice
period, additional payments to the Receiver of Revenue, etc. are required to be settled in full
by the end of the notice period.
Notice Period
During Probation After Probation
15 days 1 month
In the case
¦ when an employee does not serve his / her notice period, the pay for the balance /
shortfall of the notice period will be deducted from the Full and Final Settlement amount.
In the case when the Dealership does not want the employee to serve his / her notice period, the
¦
notice period pay will be paid to the employee.
If the FnF
¦ process falls in between the Payroll Cycle, the Payroll cycle holds precedence in all
circumstances. In such cases, the FnF will be processed after cessation of the Payroll cycle for the
month.
The employee
¦ is responsible for settlement of travel expenses incurred by him during his / her
term of employment.
The management
¦ reserves the right to recover the following from a separated employee.
¡Taxes applicable to the employee as per the prevalent rules (Income tax, Professional tax etc.)
¡Short notice pay

¡Any other amount paid by the dealership and is due to be recovered from the employee (Loan,
salary / travel advance, etc.)
The HR
¦ department or the management is not responsible for the time taken by the Regional
Provident Fund Office for the withdrawal / transfer of the Provident Fund Account of the separated
employee.
Voluntary Separation
Employees who wish to separate voluntarily from the services of the dealership are required to
¦
serve the requisite notice period as per the terms in the policy or any amendments made
thereafter. If an employee wants to terminate services before completion of the notice period,
then he / she has to pay the notice period pay. If the dealership does not require the employee to
serve the dealership during the notice period, then the dealership will pay the employee the
notice period pay. The notice period will be part of the Full and Final Settlement of the employee.
An employee
¦ of Toyota Dealership will retire on the 60th birthday (Birthday as stated by the
employee in his / her Personnel Information Form) even if the same falls on a weekly off or a paid
holiday. (However due to business exigencies, the retirement age can be extended at the
discretion of the dealer management)
Usually
¦ no notice period will be required in the case of retiring employees. However the HR
department may intimate the concerned employee one month in advance in writing mentioning
the final date of working.
All employees
¦ who voluntarily separate from the services will be given the opportunity to
participate in an Exit Interview. The employee’s Reporting Manager will not be involved in the Exit
Interview.
The HR department shall conduct an Exit Interview with all the employees leaving the dealership.
¦
(Refer Annexure B.21 – Exit Interview Form)
An analysis
¦ of the Exit Interviews shall be conducted on a quarterly basis. The results of such
analysis shall be used to correct the relevant areas in the organization. For analysis HR should
maintain an Exit Tracker Sheet (Refer to Annexure B.22 )
Process
In the event
¦ that an employee wishes to resign from the services of the dealership (whether
confirmed or under probation), he / she should submit his / her intent in writing mentioning the
reason of his / her decision to his / her Reporting Manager. His / her Reporting Manager will then
examine the application and discuss the same with Departmental Head within 3 days from the
date of application and submit the same to the HR department. The HR department, after
consultation with the Reporting Manager, shall determine the date of resignation of the
application and will advance the date of receipt of resignation application by a maximum of 3
days.
If an employee resigns in advance, his / her notice period pay will be deducted from the Full and
¦
Final Settlement.

In cases
¦ where the employee is suffering from some serious disease and he / she furnishes a
medical certificate issued by his / her doctor; his/her notice period pay may be not deducted.
The Reporting Manager will make recommendations to the HR department for acceptance of the
¦
resignation and advice the relieving date without which nothing will be further processed by the
organization.
A checklist of documents to be submitted by an employee leaving dealership is provided in No
¦
objection certificate (Annexure B.23)
Involuntary Separation
An employee can be terminated through a written communication, due to gross misconduct on
¦
grounds of:
Misappropriation of funds
¡
On moral grounds
¡
Continued non-performance on repeated counseling

¡
The Final Settlement would be made to the employee within reasonable time from the issue of the
Termination letter.
In case of extended leave by the employee without any notification to the employer, the contract
¦
of employment between Toyota Dealership and the employee is deemed to have terminated on
the last day on which the employee worked for Toyota Dealership. The equivalent payment in lieu
of notice shall be wiped off his / her final entitlement.
In case of the employee in his / her probation period a notice period of 15 days would be given by
¦
Toyota Dealership. In lieu of the notice period an equivalent payment for the notice period would
be made.
Legal proceedings
¦ can be initiated against employees who violate any legal or contractual
agreements / obligations with the dealership.
In case
¦ of death of employees, a family member should notify the HR department as soon as
possible and send a certified death certificate to the dealership. All dues will be settled at the
earliest in favor of the nominees after ascertaining their identity.
In the case when the dealership does not want the employee to serve his / her notice period, the
¦
notice period pay will be paid to the employee.

Process Flow Chart: Voluntary Separation
Employee wish to resign from

Employee
the service
Employee submits his/her

resignation letter mentioning the
Employee
reason of decision to his/her
Reporting Manager
Examine the application within 3

Reporting Manager days and submit to HR
department
Reporting Manager will make

Determine the date of resignation
recommendations to the HR
of the application and will
HR Department department for acceptance of the
advance the date of receipt of
resignation and advice the
resignation in 3 days max
relieving date
Conducts Exit interview using the

HR Department
Exit Interview Form (Annexure B.21)
NO
Does Employee
resign in advance, as
per the terms of
YES
HR Department Full Pay will be given till his last day of NO

service An Exit check list
of documents to
be submitted by
Notice Salary will be
an employee
deducted as per the
leaving Toyota
terms of employment
Dealership
End (Annexure B.21& 22)

Process Flow Chart: Involuntary Separation
Start
NO
NO Is Employee terminated, due
Has the employee
to gross misconduct on The employee has passed
failed to report to
ground of appropriation of away
work after extended
funds, on moral grounds,
leave?
continued non-
YES A family member should notify

the HR department and send the
YES death certificate to the dealership
The HR department will end
the term of employment for
the employee
Legal proceedings can be initiated All dues will be settled at the
against the employee by HR /Admin earliest in favor of nominees by
department the HR department
Equivalent payment in lieu of
notice shall be wiped off from
his / her final entitlement
The Final settlement would be made to
the employee within reasonable time
from the issue of Termination letter
End
An employee who fails to report the
reason for his/ her absence without leave
from duty for at least three consecutive
calendar work days, unless physically
prevented from doing so, is deemed to
have left the employment of Toyota
Dealership.

Annexure B.21 – Exit Interview Form
(Strictly Confidential)
Employee Name Employee Date of Date of Division /

HO / Outlet
(In Block Letters) No Joining Separation Department
¡What factor(s) contributed to your decision to leave the dealership?

(Tick R
all that apply)
Family Circumstances £Job Dissatisfaction £

Health Reasons £Working Conditions £
Salary £Relocation £
Team Leader / Superior £Higher Studies £
Growth Opportunities £Any other _________________________
¡Would you consider rejoining the organization in future? Yes No Unsure
E FORMAT
PL
¡Would you like to refer your friends to work for the organization? Yes No Unsure
SAM
P L E
Were your professional expectations met in the organization? Yes No Unsure
SA M
If no, why? ______________________________________________________________________________
¡What was the most meaningful aspect of your employment?
¡What was the least meaningful aspect of your employment?
¡Kindly share your feedback on your immediate supervisor?
¡Do you have suggestions or comments that would make dealership, a better place to work?
¡Before your decision to leave the organization, did you explore any other opportunity internally or discuss
your decisions with your Reporting Manager?
Yes No
If Yes, which options were explored?
¡If you have accepted other employment, what does your new job employment offer in terms of role and
salary?

¡
Please rate the following items as they relate to your team
Excellent Average Needs Improvement
Communication within your team
Communication between teams
Employee Morale / Motivation level
Resources Provided
¡
Please rate the following items as they relate to your Reporting Manager
Excellent Average Needs Improvement
Handles complaints / problems / issues
Gives feedback to employees

on their performance and
provides developmental inputs
Receptive to and implements
suggestions
E FORMAT
PL information?
Can Human Resources contact you for additional
Yes No
SAM
L E
Home Phone ____________________ Mobile Phone ___________________
Email Address ___________________

SA MP
Signature _______________________ Date _______________________

Annexure B.22 – Exit Tracker Sheet
No. of Opening Closing

S. Exiting Attrition
Month New employee employee Total Reasons
No. Employees %
Joinees Balance Balance
ORMAT
LEF
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SAM
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SA MP

Annexure B.23 – No Objection Certificate

HO / Outlet
Notice period HOD's comments (if any) &

Date of Resignation Date of Relieving
to be served Signature
Amount Amount Name &

Department Description Remarks
payable recoverable Signature
Accounts Loans / Advances others
Mobile & SIM

Data card for Laptop with
accessories
HR/
Administration Mobile Payment details
ORMAT
Travel Desk LEF
P
SAM
Books / CD
L E
MP
Laptop / Desktop
SA
De-activate/
IT & Systems Delete E-mail address
Deactivate login ID in all
Applications (eg. CTDMS)
Company Vehicle
Mediclaim ID card
Employee ID / Access card
LOP
Relocation expenses &

Notice period pay to earlier
Human company (employee need
resources to refund the amount paid
by company, if he / she
leaves dealership within
one year)
Privilege Leave balance
Medical Reimbursement
LTA
Loan amount (All)

Amount Amount Name &
Department Description Remarks
payable recoverable Signature
Festival bonus
Mobile handset value
Corporate credit card with

Human individual liability
resources (outstanding needs to be
adjusted from final
payment). Employee has to
surrender the corporate
credit card to HR
Any other dues
Exit interview completed? Yes No
Signature of Employee Head of Department Head of HR Department
ORMAT
LEF
P
SAM
L E
MP
Date:
SA

Identity Card
Objective
The objectives of this policy are:
To detail guidelines for issuance of Identity card to all employees.
¦
To project a disciplined work culture of the organization to the outside world

¦
Scope
This policy applies to all employees of Toyota Dealership.
Guidelines
The Identity
¦ Card comprises of a Photo ID of the employee enclosed with employee details.
All employees must wear their Identity Cards within the premises, at all times.
¦
Borrowing
¦ another employee’s Identity card to gain access to the dealership or area within the
dealership is not permitted at any time.
Tailgating into the office is not permitted.
¦
Entry to restricted areas such as the Server Room and UPS Room is not permitted, unless approval
¦
is obtained from the Management. Only approved personnel are permitted to enter the above
restricted areas. Security Supervisors are allowed to enter the restricted areas only in the case of an
emergency situation with prior approval from the Admin personnel.
Only one card at a time will be issued per person. The Identity Card is not transferable.
¦
Misplaced cards, if found, must be given to HR department.

¦
On failure
¦ of the Access Card system, under undue circumstances, the provided Temporary
Attendance Register should be signed by all persons entering and exiting Toyota Dealership
premises.
Lost or Damaged Identity Cards

Any case of damaged, lost, stolen or missing Identity cards should be reported to HR department
¦
immediately via email after informing the Reporting Senior. He / she must request for of Access
card.
On receiving such request HR department should deactivate the card immediately.
¦
A new Access card shall be issued only after the concerned person pays a fine.
¦
He/she who has lost his / her Identity Card should sign in the Temporary Attendance Register on a
¦
daily basis until he / she is issued a new Identity card.

Forgotten Cards
In case a employee forgets to bring his / her Identity card on any particular day, he / she must sign
¦
in the Temporary Attendance Register. However, this practice should not be encouraged of
employees.
If an employee forgets his / her Identity card more than three times in a year, the person should
¦
be warned through a caution mail from the HR department with a copy to the Reporting Senior.
Leaver’s Identity Card

In case
¦ an employee terminates employment, HR department to ensure that the leaver’s card
is deactivated on his / her last day at work.
The leaver must return his / her Identity Card to the HR department on the last day at work.
¦
Non-Working Days
In case an employee wishes to work on non-working days of he / she must obtain prior approval
¦
from the Reporting Senior and inform the HR & Admin departments.
In addition, employees will be expected to sign in the Temporary Attendance Register on entry
¦
and exit.
Misuse
Improper use or abuse of the Identity card may result in revocation of access, confiscation and/or
¦
forfeiture of the Identity card as decided appropriately by the dealer management.
The right to any changes in this policy shall be vested with the dealer management.
¦

Travel Policy
Objective
The objective of this policy at Toyota Dealership is to establish and outline the standards for employees
who may be required to travel within and/or outside India for business purpose.
Scope
Guidelines
Guidelines
¦ Any travel by the employee should be consistent with the needs of the business and should be
used to accomplish business objectives in an appropriate and cost-effective manner.
All local, domestic and overseas travel must have prior authorization from the Reporting Manager/
¦
Head of Department (Domestic and overseas travel DP / CEO approval may be obtained)
Travel time by road should be beyond 8 hours for air travel eligibility.
¦
Any deviations thereof in the eligibility should be authorized by DP / CEO only.

¦
Employees entitled for air travel are required to prepare the travel schedule well in advance and
¦
required to plan to travel through low cost airlines to keep the cost effectiveness in mind
Travel mode and class
Band Designation Mode of Journey
st
A General Manager and Above Economy Class Air/1 AC Train
B HR Manager, Accounts Manager, Finance Manager, Sales

Manager, Head CR, Service Manager, Manager B&P, Parts nd
2 AC Train/Volvo/Deluxe Bus
Manager, Manager U Trust
C Team Leader, Sales Officer, Finance Officer, Accessories
Officer, Asst. Manager CR, Asst. Service Manager, Service
3rd AC/Deluxe Bus
Advisor, Store Keeper, Accounts Assistant , Job Controller,
Lobby in charge, Delivery Coordinator
D Technician ( Body & Paint, General ), Electrician, Painter,
Sleeper Train/Ordinary Bus
Driver, Helper, Washing Boy, Office Boy
Lodging allowance
Employees
¦ are eligible for stay in hotels subject to the following limits on the tariff, subject to
production of bills.

Lodging expenses eligibility (with bills)
Band Metros Class A city Class B city Per Diem
Band A INR X+2000/- INR X+1800/- INR X +1500/- INR X+200
Band B INR X+1200/- INR X+1100/- INR X +1000/- INR X+150
Band C INR X+500/- INR X+500/- INR X +500/- INR X+150
Band D *INR X (Twin Sharing) INR X (Twin Sharing) INR X (Twin Sharing) X
* Base Amount INR X to be decided by dealership

City Classification
City classifications Cites
Metros Delhi, Mumbai, Chennai, Bangalore, Kolkata and Pune
Class A city All State capitals
Class B city All other cities and towns
Boarding and Lodging

Employees will contact the HR / Admin department for booking of hotels at respective places.
¦
The HR/Admin Department will book a room in respective cities upon request and availability as
¦
per the employee eligibility.
If employee’s spouse / relative is accompanying the employee, no expenditure will be borne by the
¦
dealership towards the expenditure for the spouse/relative.
Incase if employee is making bookings by himself same can be reimbursed as per eligibility on
¦
submission of the bills.
Drivers can charge Rs. X /- ( Only Night Coming ) Extra after 10.00 PM & before 6.00 AM
¦
Travel advances
Employees are allowed to avail travel advance from the office to meet the expenses during the
¦
travel.
All employees can be issued 80% of their eligible travel allowance in advance and the same has to
¦
be applied for in the Travel advance form with a sanction from the Departmental Head.
Local Conveyance
Every employee will be eligible for Fuel entitlement for any work related travel within (or in the
¦
outskirts of ) the city.
The employee may use one of the following modes of transport:
¦
Band Mode of Transport

A&B Office Cab/Own mode of Transport (Four Wheeler)
C&D Public Transport such as bus, train or auto rickshaw/ own mode of transport (Two Wheeler only)

a. Employee’s Own mode of transport
In the case
¦ where an employee uses his / her own 2-wheeler for business related local travel,
he / she will be reimbursed at the rate of * INR X per kilometer traveled. (* INR X & Y to be decided by
dealership)
In the case
¦ where an employee uses his / her own 4-wheeler for business related local travel,
he / she will be reimbursed at the rate of * INR Y per kilometer traveled.
All fuel
¦ expenses may be claimed subject to the employee obtaining approval of traveling and
claiming reimbursement from his / her Reporting Manager and subsequently same is approved by
Departmental Head.
Parking charges will be reimbursed at actuals on production of the bill / receipt.
¦
b. Employee’s use of Public Transport

If an employee is required to travel for business purpose by public transport such as auto, bus, local
¦
train, etc., the dealership shall reimburse such expenses on production of tickets.
th
All local travel claims should reach the Accountant by the 15
¦ of every month so that the claim
can be credited to the salary account the same month. All local travel claims must be claimed
within one month of the travel.
All local travel claims should be sent to the Accountant directly after approval from the Reporting
¦
Manager and Departmental Head.
Procedures
All travel for business purpose needs to be pre-authorized by the Departmental Head.
¦
The employee
¦ shall submit the Annexure B.24 - Travel Requisition Form to the HR department,
informing about the relevant details of travel at least 3 days in advance, so that the necessary
arrangements can be made as regards to travel.
On return from travel, the expenses incurred should be filled in the Annexure B.25 - Travel Expense
¦
Statement Report and submitted within a week of arrival (7 working days).
The tickets
¦ are normally purchased by the dealership through the appointed Travel Agent.
However, if required, if the employee purchases the tickets himself / herself, a photocopy of the
ticket needs to be attached with the Travel Expense Statement Form to claim reimbursement.
In case of last minute cancellation of plans it is the responsibility of the employee to inform the
¦
HR department to ensure cancellation of tickets.
Any unused
¦ air tickets are to be surrendered to the dealership immediately on return, for
obtaining a refund.
In the case
¦ of Local Conveyance, the employee is required to fill in the Annexure B.26 - Local
Conveyance Reimbursement Form and submit it to the Accountant.

Overseas Travel
Short Term:
¦ Official visits which are undertaken for a period less than 21 days including
holidays / weekends.
Long Term:
¦ Official visits which are undertaken for a period more than 21 days, including
holidays / weekends.
Start and end time of tour: An official tour shall start from the time an employee leaves the house
¦
to reach the respective home city airport for departure to the business destination and shall end
upon the employee arriving at home post return from the business tour.
Guidelines
Employees
¦ must accept alternative flights departing within a “time window” which is one hour
before or after the original departure time requested.
Tickets issued for business trips shall remain property of Dealership at all times and shall not be
¦
exchanged either for cash or for tickets of a lower value under any circumstances.
Employees are refrained from clubbing personal overseas travel with official business travel.
¦
All the employees

¦ travelling overseas for official purposes need to fill up the Travel Requisition
Form (Annexure B.24) and obtain approval from the Dealer Principal.
Travel Requisition form duly approved should normally be received by the HR department team at
¦
least 3 weeks in advance of the travel date. Late receipt of the Travel Requisition form could
hamper preferred arrangements and processing of travel documents.
Travel Requisition shall be supported by the following minimum documents:
¦
¡Invitation Letter
¡Itinerary
¡Valid Passport
¡Required number of passport size photographs for VISA purpose
The Kit
¦ Reimbursement is provided to assist the employee in equipping himself / herself with
appropriate clothing and accessories in order to present a good image of the Company to the
Clients. The kit reimbursement amount will be decided by the Dealer Principal. Employees
travelling for the first time only are eligible for this.
Accommodation
In normal
¦ course of business, the overseas company will arrange for the members' hotel
accommodation or single / shared apartment accommodation.
However, if arrangements are not being done by the overseas company, then the member shall
¦
make his / her own arrangement.
In case
¦ of Long Term visits, accommodation arrangements shall be made by the overseas
company. Any deviation to this norm for long term visit, shall be discussed and approved by Dealer
Principal, after recommendation of concerned President.

Per diem payment during overseas travel
'Per diem' is defined as the living allowance per calendar day. is towards expenses on food, local
¦
transport and incidentals. For the purpose of Overseas Travel, the countries have been classified
into four zones, namely:
Zone I Japan, Hong Kong and London

Zone II UK (except London), USA, Australia, Saudi Arabia, Singapore, Western Europe (which
includes Austria, Belgium, Denmark, Finland, France, Germany, Luxemburg, Norway,
Netherlands, Sweden and Switzerland)
Zone III Rest of Europe (which includes Czech, Hungary, Poland, Romania and Other European
Countries including Russia), New Zealand
Zone IV Malaysia, Mauritius, Sri Lanka, Middle East (excluding Saudi Arabia) and Rest of the
World
Short Term Travel
Per Diem
Excluding Accommodation expense Including Accommodation expense
Zone
Band A Rest of the Bands Band A Rest of the Bands
Zone I $250 $200

Zone II US$70 (a flat US$50 (a flat $200 $175
allowance for allowance for
Zone III all) all) $175 $150
Zone IV $150 $125
Note : Above mentioned US $ are indicative only, HR to finalize Slabs for the respective dealerships.
Long term Travel
Per Diem
Zone Week day allowance Weekend allowance
Zone I $35 $65
Zone II $30 $50
Zone III $30 $50
Zone IV $30 $50
Note : Above mentioned US $ are indicative only, HR to finalize Slabs for the respective dealerships.
For all the allowances for UK, will be paid in Pounds, for Europe in Euros and all other countries it will be
in US$ and SAARC countries (Bhutan, Bangladesh, Maldives, Nepal, Pakistan, Sri Lanka) to be claimed in
Indian rupees. Per Diem, by definition, is applicable on calendar day basis, including weekends and
holidays. Members will be eligible for per diem from the calendar date of arrival at the location to the
calendar date of departure from the country of origin

Travel Insurance
All travellers will be required to obtain overseas medclaim insurance. Request for such insurance
¦
will have to be made to HR at least 5 days prior to departure.
Meals & Incidentals (M&I)

The policy is designed to provide a daily fixed amount to travelers for meals, laundry and other
¦
incidentals based on location. No receipts are required to claim reimbursement of M&I up to the
maximum permissible limit. During the travel time, all reimbursements will be based on actual
expenses incurred until the final destination is reached. Original receipts must be provided.
Travel Advances
The maximum travel advance permitted is US $ 100 per day of travel.
¦ Request for travel advance
should be made to Finance Department through the Travel Request Form along with photocopies
of relevant pages of passport including visa, ticket and invitation letter, no later than 7 days before
the date of departure.
If the total reimbursable expense is less than the amount advanced, the difference must be paid to
the Dealership in the same currency in which the travel advance was taken.
All travel advances must be settled within 15 days of completion of the trip. Failure to account for a
prior travel advance will result in denial of any request for additional travel advances.
Expenses not Admissible while Traveling

Hourly /premium parking of personal vehicle at Station or Airport
¦
Use of Mini bar, alcohol, cigarettes and pay movies are not reimbursable.
¦
Personal expenses will not be reimbursed and include:

¦
Airline club membership fees

¡
Travel costs for a spouse accompanying the employee
¡
Traffic and Parking Violations
¡
Paid Hotel services such as saunas, health club and movies
¡
Personal Incidentals
¡
Travel Expense Reporting

Travel bill
¦ is to be submitted in the prescribed form along with relevant details and supporting
documents, within the stipulated period.
The employees are required to submit the expense report within 15 days and unspent advance if
¦
any should be deposited along with the travel bill.
It shall
¦ be the employee’s responsibility and obligation to file his / her travel expense reports,
supported by relevant bills, no later than 15 days of returning from business travel.
The reports must be completed for all travel even if the Organization pays for the expenses directly
¦
and should be signed by the employee and his / her immediate superior.
All reports shall be processed by Finance department within 10 days of receipt and shall be paid
¦
along with the next salary of the employee.
Documentation Requirements
The employees must provide the exact amount and date of the expense in order to be reimbursed
¦
for expenditures.
Employees must submit the following documentation along with their expense report form:
Original passenger tickets and boarding pass
¡
Hotel receipts stating total charge form of payment and all details supporting the total.
¡
Hotel bills need to be properly split in room / breakfast / lunch / dinner etc including taxes to
¡
arrive at daily costs incurred.
Original receipt for Car Rental, if applicable.
¡
Any expenses incurred for medical purposes during the travel period in case of sudden illness.
¡
Vouchers and bills for any local / STD / ISD calls made for official purpose.
¡
In such cases where foreign currencies are involved exchange memo or credit card statement need to
be attached. If exchange memo is not available ‘NO MEMO’ should be stated.
When submitting expenses, if the expenses are not within the specified guidelines notes
¡
must be provided with an explanation for the same.
A receipt is required for any item exceeding the minimum value as finalized by the
¡
Management. If a receipt is lost, a written statement with an explanation of the charges incurred
should be included for reimbursement consideration.
Travel Safety
Employees’ travel and accommodation modes will need to strictly comply with safety and security
¦
guidelines as established by the HR department.
Prior to travel employees should ensure that they keep the following information handy
¦
Copy of invitation letter.

¡
Local Organization travel desk name & contact number.
¡
Host name & contact number at the destination.
¡
Driver name & contact number of the Cab being used for the travel.
¡
Vehicle Model and number provided to use for the travel.
¡
Accommodation address, Contact person and contact number details.
¡
Travel tickets and Visa
¡
During travel employees should keep the following instructions in mind
¦
Carry Photo ID Card and Organization ID card.

¡
Keep handy a hardcopy of the information mentioned in the section above.
¡
Reach Airport / Railway / Bus station well in advance.
¡
While exiting aircraft / train / bus, make sure you have collected your Laptop, cell Phone / PDA
¡
and any loose documents.
Follow standard Laptop security procedures.
¡

Annexure B.24 – Travel Requisition Form

HO / Outlet
Purpose of the Business Tour
Date of Mode of Class of

From To Remarks
Travel Travel Travel
Estimated
Expenses (Circle the appropriate) To be paid by
E FORMA
Amount
T
Air / Train / Bus Fare PL Dealership / Self
SAM
Hotel / Own Stay
L E Dealership / Self
Local Travel by Auto / Cab / Bus
Others
SA MP Dealership / Self
Dealership / Self
Total
Advance Required On (Date)
Do you require a Hotel Booking? Yes No
Signature of Employee Head of Department HR Department Finance Department

Annexure B.25 – Travel Expense Statement Report
(Handed to HR Department through HOD)
HO / Outlet
Travel Purpose FromDate To Date Total No of Days
Item of Expenditure Total Rs.
Ticket Fare (Table. I)
Conveyance (Table. II)
Stay Expenses (Table. III)
Boarding (Table. IV)

ORMAT
Other Official expenses (Table. V) LEF
P
SAM
Allowance for incidental expenses
L E
MP
TOTAL
Table.I (Ticket Fare Details)

From
(Place)
To
(Place)
Mode of
Travel
SA Start
Date
Arrival
Date
Paid by
Dealership
Paid by
Employee
TOTAL
Table.II (Conveyance Details)

From To Paid by Paid by
Date Mode of Conveyance
(Place) (Place) Dealership Employee
TOTAL

Table.III (Stay Expenses)
From (Date) To (Date) Place Paid by Dealership Paid by Employee
TOTAL
Table.IV (Boarding Details)
Date Bill No. Place Paid by Dealership Paid by Employee
TOTAL
Table.V (Others Official Expenses Details)
Date Nature of Expences

F ORM
Paid by Dealership
AT Paid by Employee
LE
P
SAM
L E
TOTAL
SA MP
Amount Payable to / Receivable from Employee Accounts Department
Particulars Amounts (Rs.) Total Amount of Travel
Total Expenditure Expenditure passed for Rs.
Advance taken from Dealership Balance payable to /
Receivable from Employee Rs.
Expenditure paid by the Dealership
Checked by
Expenditure paid by Employee
Signature
Balance payable to / Receivable from Name
Employee
Designation

Annexure B.26 – Local Conveyance Reimbursement Form

HO / Outlet
Distance Amount
Mode of
S. No. Date From To Covered
transport (Rs)
(Kms)
TOTAL

E FORMAT
PL
SAM
L E
SA MP

Transfer Policy
Objective
The objective of this policy is to provide general guidelines pertaining to transfer of employees across
various outlets of a particular Toyota Dealership Group arising out of resource or service requirements
from time to time. It provides guidelines to transfer particular employees as well as procedure for the
same and the entitlement.
Scope
This Policy is applicable to all employees of Toyota Dealership and effective for transfers beyond a
distance of 100 kms only. Transfers with in 100 Kms. will not derive any added benefits
Guidelines
Posting
¦ an employee from one outlet to another outlet for either enhancing service based
resource requirements or as an exercise endeavoring to increase employee exposure with
respect to outlets & activity complexities is defined as Transfer.
Any movement within the outlet to other department / function cannot be considered as transfer.
¦
The DP
¦ / CEO or any other duly authorized person to whom such powers have been delegated
shall, in the interest of administration, be the authority to transfer any employee of Toyota
Dealership.
The transfers are not necessarily accompanied by any promotion or role change. Every employee
¦
is liable to get transferred to other units or a same unit in a different outlet.
Travel Expense
The employee
¦ shall be reimbursed travel expenses for self, spouse, children and dependent
parents by the mode he is entitled to as per Domestic Travel Policy.
In case an employee decides to shift his / her family on a date subsequent to the date of transfer
¦
due to the reason of children’s schooling, he / she shall be entitled for reimbursement of one
additional return ticket by the class of his / her entitlement and local transport expenses as per the
existing Domestic Travel Policy.
Freight
The employee
¦ under transfer shall be eligible for the reimbursement of expenses as per their
eligibility which is as under.

Entitlement for Freight / Packing and Transportation charges:
Band Freight Eligibility (on submission of bills)
Band A INR XA
Band B INR XB
Band C INR XC
Band D INR X
Note : No reimbursement shall be given for transfer/relocation within the City.
Settling Allowance
Applicable only for those employees who have been transferred to another outlet which is beyond
¦
100 Kms.
The employee shall be entitled to one month’s basic salary as settling allowance. (Annexure B.27)
¦
Joining Time
On release
¦ from the existing outlet, the transferred employee will be entitled to 3 days special
leave towards packing, relocation & joining period depending upon the place of posting.
Request Transfer
On request
¦ transfer (Cases in which the employee has requested for transfer on his / her own
accord), employee will not be entitled for resettlement, transportation and packing allowance,
whereas they will be entitled for joining time.
Any modification in this policy shall be made at the sole discretion of the dealer management.
Procedures
The Department Head submits a manpower requisition form to the regional / corporate HR with
¦
clear indication of the outlet, duration, nature of work, skill sets / experience of the manpower
required.
This requisition is sent for approval and suggestions to the DP / CEO.
¦
Once approved,
¦ based on the feedback from the DP / CEO this requirement is circulated to
Departmental Heads.
The respective
¦ Department Head indicates to the HR department as to which employee from
their department can be dispensed.
The hiring
¦ Department Head conducts a one to one interview with the employee to be
transferred and the transfer is affected based on approval from DP / CEO
Once the candidate is identified, HR department issues a transfer letter with advice to respective
¦
outlet accounts as well as Head Office accounts.
Outlet HR
¦ coordinates with the respective Department Head, employee, Head Office HR and
proposed reporting manager for smooth transfer of employee.

Process Flow Chart: Transfer Policy
Department Manager sends

Department Head Manpower requisition form duly
filled to the HR department.
NO
Is the request
HR Department approved by
DP / CEO?
YES
The HR department circulates the

HR Department requirement to Department
Head from various sites.
The HR does a job
evaluation and
ascertains whether the
employee matches the
Department Heads from various
requirement in terms of
Department Head from outlets send in the list and Resume
skill sets, experience
various outlets of possible employees for
etc. and then submits a
consideration.
report to the
Department head who
raised the requisition.
The Department Head who
Department Head raised the requisition will screen
and interview the employees.
HR Department will facilitate

HR Department smooth transfer of the selected
employees.
HR Department will advertise through

alternate sources of recruitment to
source fresh candidates for the
remaining positions that are not filled.
End

Annexure B.27
Date : ______________________ Employee No: ______________________________________
EmployeeName : ___________________________________________________________________________
Current Outlet : __________________________________________________________________________
Transferred to : __________________________________________________________________________
Division / Department : _____________________________________________________________________
S. No. Particulars Amount
1 Traveling Cost (Attach Tickets)
2 Freight (Attach Bills)
3 Settling Allowance
Total
FORMA T
LE Of Estimate
Attach The Copy Of Transfer Letter And Approval
P
SAM
L E
________________________
Employee Signature SA MP _________________________
Approved By

Mobile Policy
Objective
To facilitate employee communication and productivity of employees during and after the working
hours.
Scope
This policy applies to employees of Toyota Dealership.
Guidelines
All employees (as applicable) will be provided with corporate connections.
¦
Dealership would directly make payment of the mobile bills to the service provider subject to the
¦
eligibility limits in case of corporate connections.
Incase if employee is using personal connection then the monthly mobile bill as per the eligibility
¦
will be reimbursed on submission of the monthly bill to the HR & Accounts department.
Head of the Department can approve an excess amount up to 25% of the eligibility. Any amount
¦
exceeding 25% of the eligibility shall require the approval of DP / CEO.
Employee shall submit justification for excess amount incurred, while submitting for approval to
¦
HOD.
The mobile
¦ connection is made available based on the functional requirements only and an
eligibility criterion is indicative.
The eligibility criteria is as follows:
¦
Band Covered Departments Eligibility Amount

Band A All INR X + 900/-
Band B Sales and Service INR X + 700/-
Band C Sales and Service INR X + 200/-
Band D Sales and Service Minimum of INR X
Note – In case the mobile phone expenses for performing the job responsibilities exceeds the eligible amount, the
employees can claim it by submission of bills highlighting the calls made for official purpose. The same should be approved
by the reporting manager and the HR.

Objective
The purpose of this policy is to provide strategic guidelines which can help in employee retention and
also help in building a motivated and satisfied team.
Scope
Guidelines
Dealership shall carry out engagement activities which are based on the result of Dealer Employee
Satisfaction Study
Celebration
Dealership Foundation Day
¦
Festival Celebrations
¦
Monthly Birthday Celebration

¦
Rewards & Recognition for

Monthly performance award
¦
Team performance award

¦
Long Service award

¦
Annual performance award

¦
Recreational Activities:
Annual Picnics
¦
Sports competition
¦
Communication Systems:
Morning Meetings by the departmental head
¦
Monthly departmental meetings

¦
Skip Level Meeting

¦

Procedure
Celebrations
¦
¡Dealership Foundation Day

» Dealership celebrates Foundation day every year.
» The HR is responsible for event management of the Foundation Day program.
¡The HR may appoint a team exclusively for coordination of the event activities
¡The coordinator will have the complete authority and the full cooperation and support of the
employees within dealership to ensure that the celebrations take place successfully.
¡The Foundation day celebrations may comprise of:
» Key note by the DP
» Speech by key members of the dealership.
» Award Distribution for employees with long service, special achievement, best
performers, etc.
» Cultural events (Optional)
» Games / activities for employees
» Lunch / Dinner for all employees
¡Festival Celebrations – Dealership will celebrate the festivals observed in that State every year
by distributing sweets.
¡Birthday Celebrations – The HR team will organize the monthly birthday celebration activity
by carrying out cake cutting ceremony and distributing refreshment to all the employees.
Rewards
¦ & Recognition – Measures of rewards and recognition would involve employee
contributions either as individuals or as a team.
¡Monthly performance Award
Star performer of the month – Employees who have excelled in the team during the month, by
over achieving the targets will be awarded on monthly basis. The same will be decided on
the basis of the recommendations received from Reporting Manager and Departmental
head. Also the recommendations will be supported by the monthly performance sheet of the
individual which will analyze and verified by HR department. Once the verification is
complete during the morning meeting between 1st – 7th of the month the concerned
employee will be handed over Star Performer of the Month badge which he/she has to wear
for that particular month. Also picture of the concerned employee will be displayed on all the
notice boards of the dealership.
¡Annual Performance Award
» Employee of the year – The award will be given to the employee who has excelled in
his/her area by outshining all the employees of the dealership. Each department will
share the nominations with the support documents of yearly performance (PMS Forms)
HR will review the data and then forward the same with comments to the committee. The
committee which will comprise of DP / CEO, Sales Head, Service Head and HR Head will
then review the complete data and then decide on the Performer of the Year.

» The Performer of the Year will be awarded with a Lunch with the DP and appropriate cash
with certificate of excellence.
Team Performance Award
¡
» Team of the Year – The award is given to the team who has outperformed in the
dealership. All the departmental heads will submit a list of initiatives and achievements
for the year of their individual teams to the committee comprising of DP and CEO. The DP
and CEO will go through all the documents and decide on the team to be awarded Team
of the Year Award.
» The team achieving this award will be awarded with the yearly rotating trophy and also
the complete team will go out for a picnic/outing sponsored by the Dealership.
Long Service Awards
¡
» Dealership recognizes employee loyalty and issue long service awards.

» The service awards will comprise of cash and citation from the management.
» The award may be given on the Foundation day.
» The eligibility as per the scheme is as follows:
Duration of Service Cash Awarrd

10 years INR XB
5 years INR XA
3 years *INR X
* INR X Minimum Slab to be decided by dealership
Recreational Activities
¦
¡Annual Picnic – The dealership will organize annual picnics within the dealership wherein the
employee’s family will be invited as well.
¡Sports Competition – The dealership will organize annual Cricket competition wherein cross
functional teams will be formed for the same and winning team will be given individual
certificates as recognition.
Communication Systems
¦
¡Morning Meetings - The departmental heads / team leaders will carry out daily morning
meetings within the team to discuss the concerns and issues of the team and also communicate
any new important information. The platform can be used by departmental head to ensure that
work is carried out as per the plan and incase if any deviation is observed same can be addressed
at an early stage.
¡Monthly Meetings
» The monthly departmental meetings are the review meetings wherein the department
head reviews the departmental performance and take corrective action for next month.
» The Monthly morning meetings by HR wherein all the employees are addressed and also
any kind of policy or process change shared. The platform is also used to award the
monthly awards.

¡Skip Level Quarterly Meetings - The meetings are organized to facilitate a two- way, continuous
and authentic information flow to build an open and transparent culture. It also provides
employees a forum to share their views and inputs on department and dealership initiatives.
These are one on one discussions which the reporting manager has with his / her subordinate.
For the skip level meetings HR publishes a quarterly calendar wherein it is ensured that each
employee has one Skip level meeting in the quarter (Annexure – B.28)

Annexure B.28 – Skip Level Meeting Format
1) Employee Name: 2) Department:
3) Reporting Manger : 4) Skip Level Manager:
5) Meeting Date: 6) Meeting Time:
Skip Level Questionnaire
1. What practices in your Work Unit help you do your job better?
2. What are the practices in your Work Unit that reduce your efficiency / effectiveness?
ORMAT
LEF
P
SAM
3. Do you often go up to your Supervisor to discuss your work problems?
L E
SA MP
4. What other practices you see in the Company which appeals to you? And which don’t?
Minutes of Meeting
Action Items If Any
______________________
Skip Level Manager Signature

Part C – HR
Compliance Policy
Grievance Redressal Policy
Confidential Information Policy
Sexual Harassment Policy
Dealership Asset and Security Policy
Employee welfare and Safety Policy
Internet and Email Usage Policy
Employee Record Policy

Grievance Redressal
Objective
Toyota Dealership is committed to provide the best possible working conditions for its employees.
Part of this commitment is encouraging an open and non-hostile atmosphere in which any problem,
complaint, suggestion, or question receives a timely response from the reporting managers and
dealership management.
Scope
This policy will be applicable to all employees of Toyota Dealership. The policy covers following
aspects:
Guidelines
¦
Procedure
¦
Process Flow Chart
¦
Guidelines
Dealership shall strive to ensure fair, transparent and honest treatment of employees. Employees
¦
are expected to treat each other with mutual respect. Employees are encouraged to offer and
receive positive and constructive criticism.
A grievance,
¦ in this context is defined as a complaint of spoken or written employee
dissatisfaction which has been formally presented in writing, to the employer. The area of
dissatisfaction may be related to:
¡Salary and benefits
¡Conditions of work
¡Interpretation of service conditions such as leave, transfer, promotion, seniority, job
assignment and termination of service
¡Complaints of corrupt practices
¡Grievance against reporting manager
Grievance does not include complaints against differences in decisions pertaining to promotion,
¦
pay, allowances, designation, transfer and benefits provided to peer group within and outside
Toyota Dealership.
Only work or employment related grievance will be considered. Grievance related to personal /
¦
domestic problem / law of the land or govt. procedures etc. will not come under the purview of
this policy
Grievances have to be presented individually rather than as a group, even if the grievance affects
¦
many people simultaneously. An individual might present a grievance indicating that few or more
individuals are getting affected with the same cause. But that would get verified by the dealer
management separately.
HR Compliance Policy 147

Not every
¦ grievance can be resolved to everyone's total satisfaction, but only through
understanding and discussion of mutual problems can employees and dealer management
develop confidence in each other. This confidence is important to the operation of an efficient and
harmonious work environment and helps to ensure everyone are satisfied.
No employee
¦ will be penalized, formally or informally, for voicing a complaint in a reasonable,
business-like manner.
There shall be a Grievance Handling Committee to investigate grievances of employees in Toyota
¦
Dealership. The committee would comprise of DP / CEO, Functional Heads and Head of HR. The DP
/ CEO will be the head of the committee. If the grievance is against any of the committee member,
the committee will replace the concerned member with their reporting authority. And if the
grievance is against the CEO, the complaint would be redressed by the DP.
The Committee shall meet on the last day of every month to analyze, deliberate and discuss the
¦
nature of grievances and proactive / preventive measures for ensuring non-repetition of similar
cases as much as possible
All members
¦ must be present at the committee meetings. The members of the Grievance
Handling Committee are expected to evaluate any case in a fair, unbiased and just manner.
Once a grievance is rejected on any grounds, the same grievance should not be filed again by the
¦
same employee under any circumstances for a period of 3 months from the date of grievance
redressed. In the event of an employee found filing the same case within 3 months, the employee
will have to face disciplinary action for non-conformance of office policies and procedures
An employee
¦ is not allowed to submit the same grievance either to the same management or
changed management more than twice (2 times) when the grievance is rejected. Any employee
found to be appealing more than 2 times will have to face disciplinary action for nonconformance
of office policies and procedures.
Procedures
If a situation occurs when an employee believes that a condition of employment or a decision related
to the same is unjust or inequitable, he / she is encouraged to make use of the following steps. The
employee may discontinue the procedure at any step.
The employee
¦ having the grievance will meet the reporting manager initially to explore the
possibility of grievance redressal.
If the grievance is against the reporting manager, employee can approach Head of Department
¦
directly.
The reporting
¦ manager will conduct the discussion with the employee and arrive at a possible
solution for the grievance.
If the employee
¦ is not satisfied with the decision or if the grievance is against the reporting
manager, and if the employee does not want to discuss the grievance with the reporting manager,
the employee can approach the Head of Department.

The Head of Department of the reporting manager will acknowledge the receipt of the complaint
¦
by duly signing with date and furnish a copy of the same to the employee concerned and another
copy to HR department.
The Head of Department of the reporting manager conducts an interview with the employee to
¦
address the grievance. The authority needs to furnish the report within 7 working days from the
date of receipt of the grievance / complaint from the date of receipt of the grievance.
If the Head of Department of the reporting manager is unable to solve the case, or the employee is
¦
not satisfied with the decision, the employee can approach the grievance committee to handle
the case.
If a member of this committee is involved in any of the above steps, the member shall not be part of
¦
the Committee for the case in discussion who will be replaced by their reporting authority.
The Grievance Handling Committee shall consult with the Head of Department / outlet head, the
¦
employee and any other source necessary to investigate the problem.
The Grievance Handling committee shall check the facts, analyze the causes of the grievance and
¦
evaluate options for responding to the grievance, as well as the implication of any response made.
The Grievance Handling Committee has full authority to take necessary measures deemed
appropriate to resolve the problem.
The Grievance
¦ Handling Committee shall inform the employee of the decision regarding the
grievance within 15 working days through HR department by submitting a report
Two copies of the order / decision of grievance will be sent to the concerned employee through
¦
post where employee has to sign and send back one copy to the HR department (for personal
records) within 7 working days time and retain another copy for personal reference.

Process Flow Chart: Grievance Redressal
Accountability Start The employee Fills the

form and submits it to the
reporting authority.
The concerned authority
shall duly sign the
Employee has a grievance related to
complaint form and
his/her condition of employment
furnish the copy of the
same to the employee
concerned and another
copy to HR department.
Is the Employee NO
comfortable to present Employee refers the
the grievance to the case directly to Head
reporting manager? of Deparment of the
reporting manager
YES
Discuss with YES

Reporting manager him/her.
End
Is the Grievance
resolved?
* A one-on-one interview
NO is conducted by reporting
Head of Department manager
The case is addressed to Head of
of the reporting
Department of the reporting manager
manager
Discuss with YES

him/her.
End
Is the Grievance
resolved?
* A one-on-one interview
NO
is conducted by Head of
Department of the
Grievance Handling The case is forward to the Grievance
reporting manager
Committee Handling Committee
The Grievance Handling

Committee shall include
The Grievance Handling Committee shall DP / CEO, COO head
Grievance Handling consult with the Reporting Manager, of department and Head
Committee the employee and any other source of the HR department
necessary to investigate the problem.
Committee shall check the
facts, analyze the causes
HR department, of the grievance and
Grievance Handling Intimate employee about the evaluate options as well
Committee, decision/ order in a written Format as the implication.
Employee
Committee shall inform

The employee has to sign and sends the the employee of the
document back to HR department decision regarding the
within 7 working days. grievance within 15
working days and send
decision / order in a
written document.
After receiving the signed copy of the
decision/ order the HR department shall file it
in employee file for future references.
End

Objective
The disclosure of the Confidential Information outside Toyota dealership could seriously damage
Toyota Dealership interests. This policy details the guidelines for confidentiality of information.
Scope
Safeguarding Toyota Dealership Confidential Information is every employee’s responsibility.
Guidelines
Confidential
¦ information may, without limitation, include any information concerning the
Dealership's decisions, operations, procedures, plans, earnings, income, financial or business
forecasts, proposed acquisitions, client or vendor lists, all customer or vendor records, all customer
information, customer experiences and other information, processes, technologies, methods,
payroll records and information regarding salary, personnel records, computer system passwords
and security codes, and the like.
During employment, confidential information may not be disclosed to other employees who do
¦
not require such information in furtherance of their duties to the Dealership or to persons or
businesses outside the Dealership, such as friends, immediate family members, other relatives,
clients, vendors or competitors.
All employees
¦ are expected to sign confidentiality agreements or Non-Disclosure Agreements
(NDA) and adhere to the terms of the Dealership's compliance policy, which may include
information and security standards, the terms of which are in addition to, and not in limitation of,
the requirements of this policy.
The employees
¦ must protect the Dealership's confidential and business information and make
efforts to handle it carefully during the business day as well as securing it appropriately at the end
of the business day.
Confidential Information of Toyota dealership should be disclosed within Toyota Dealership only
¦
on a need-to know basis.
Confidential
¦ Information of Toyota Dealership may not, under ANY circumstances, be shared
outside Toyota dealership unless an enforceable non-disclosure agreement that has been
approved and signed by the DP / CEO is in place with the recipient.
Confidential
¦ Information of Toyota Dealership. (paper or electronic) MUST be marked with
appropriate handling instructions, including “Confidential’ or “Proprietary” if it is to be shared with
anyone outside Toyota dealership. If it is to be shared orally or in non-tangible form, it should be
orally identified as confidential or proprietary to Toyota Dealership.
Confidential
¦ Information must be shredded and should not be placed in the regular trash for
disposal.

Employees must secure all Confidential Information and systems by appropriate means.
¦
All Confidential Information must be locked into filing cabinets at the end of each day.
¦
Employees
¦ are strictly prohibited from disclosing to Toyota Dealership employee, officer,
contractor or agent any confidential information they may have learned from prior employment
or other third parties before their employment with Toyota Dealership.
Toyota
¦ dealership does not allow individuals who do not belong to the organization to see
corporate documents. Except as may be required by local law, employee personnel files are
considered corporate documents, and as such, we cannot honor requests from former employees
to view, or receive a copy of their personnel files unless authorized by court order.
Toyota Dealership e-mail communications marked “Confidential”, or otherwise indicate they are
¦
not to be distributed, are Confidential Information and must not be disclosed outside Toyota
Dealership.
Toyota
¦ dealership employees are also prohibited from “Blogging” or participating in any way in
other on line discussions which are directly related to Toyota Brand & dealership, its activities,
results and plans, except as otherwise required by law. Any exceptions to these prohibitions must
be pre- approved by the dealership.
Unauthorized
¦ disclosure of confidential information may lead to disciplinary action including
immediate termination.
Upon termination of employment, the employees shall return to the dealership all property then
¦
in their possession or custody and belonging to the dealership, including any confidential
information. Employees may not retain any copies or reproductions of correspondence,
memoranda, reports, projections, notes, financial information or other documents relating in any
way to the affairs of the dealership, other than publicly filed documents.

Sexual Harassment Policy
Objective
All members of the Dealership have a right to expect a workplace free from sexual harassment. This
policy prohibits all members from engaging in unwelcome sexual conduct or making unwelcome
sexual overtures, visual, verbal, or physical. Such conduct has the purpose, or effect of interfering with
a member's work performance or creating an intimidating, hostile, or offensive work environment.
Scope
The policy is applicable to all the employees of the Dealership.
Process
Sexual harassment includes such unwelcome sexually determined behavior (whether directly or by
implication) as:
¡Physical contact and advances
¡A demand or request for sexual favors
¡Sexually colored remarks
¡Showing pornography
¡Any other unwelcome physical, verbal or non-verbal conduct of sexual nature.
Where any of these acts is committed in circumstances where the victim of such conduct has a
reasonable apprehension that in relation to the victim's employment or work whether she / he is
drawing salary, or honorarium or voluntary, public or private enterprise such conduct can be
humiliating and may constitute a health and safety problem it amounts to sexual harassment. The
Government of India has also stipulated provisions for organizations under the Sexual Harassment
Act. Employees are expected to follow the provisions laid out in the act in letter as well as spirit.
This policy applies equally to relations between superior and subordinates as well as between peers.
Any incident of sexual harassment will be viewed as extremely serious. A complaint committee will be
set up by the organization which will deal with all the cases of alleged sexual harassment.
Duties of the complaint committee

To implement the present Policy concerning sexual harassment in the Organization.
¦
To formulate programs for spreading awareness of the present Policy amongst members.
¦
To process individual grievances concerning sexual harassment and to take suitable action in the
¦
manner and mode more particularly provided hereafter.
Filing a complaint
Any aggrieved member may approach the complaint committee with the complaint of sexual
harassment in terms of the policy. The following steps will be followed in this regard:

A member making a Complaint, whether orally or in writing, ("Complainant") will be afforded full
¦
confidentiality at this stage.
No person against whom a Complaint is made shall be part of the Complaints Committee.
¦
Within
¦ three (3) working days of the receipt of the Complaint, the Complaints Committee will
convene a meeting of which advance written intimation will be given to the Complainant.
At this meeting, the Complainant will be entitled to remain present personally.
¦
At the
¦ first meeting of the Complaints Committee, the Complainant shall be heard and the
Complaints Committee shall decide whether the Complaint requires to be proceeded with.
In case
¦ the Complaints Committee decides to proceed with the Complaint, the Complaint
Committee shall approach the alleged accused ("Accused") and inform him/her of the allegation.
Proceedings of the Complaints Committee

The Complaints Committee shall prepare the statement of allegation and shall hand over the same
¦
to the Accused by hand delivery duly acknowledged or, by registered post acknowledgement
due.
If the Accused
¦ desires to tender any written explanation to the statement of allegation, shall
submit the same to the Complaints Committee in person or send it by registered post
acknowledgement due.
The Complaints Committee shall give every reasonable opportunity to the Complainant and the
¦
Accused, for putting forward and defending their respective cases and to ensure that the
Complainant and Accused have full opportunity to present their claims, witnesses and evidence
which may establish their claims.
Both the Complainant and the Accused shall have the right to submit supporting evidence and
¦
shall have the right to bring their respective witnesses, if any, and shall have the opportunity to
cross-examine witnesses examined by the Complaints Committee.
All the proceedings of the Complaints Committee will be recorded and the same together with the
¦
statement of witnesses shall be endorsed by both the parties in token of authenticity thereof.
The Complaint proceedings shall ordinarily be completed within a period of thirty (30) days from
¦
the date on which the Complaint is filed by the Complainant.
If the Complaints Committee is convinced about the valid ground for the absence of either party to
¦
the dispute, the Complaints Committee may adjourn that particular meeting of the Committee.
The Complaints Committee shall complete the enquiry and make a report of its findings on the
¦
Complaint and its recommendations to the dealer management of the Organization
("Management") within a period of seven (7) days from the conclusion of the enquiry procedure
set out herein. The report of the Complaints Committee shall, if applicable, also include
recommendations for imposition of penalty and the reasons for such recommendations to the
Dealer Management.

Implementation of the Recommendation of the complaints committee
The Management shall consider the recommendations and findings of the Complaints Committee
and take a decision in relation to action to be taken against the Accused within ten (10) days of the
submission of the report by the Complaints Committee. The Management may issue such order and,
or, directions as it deems fit. The Management shall inform of its decision to the Complainant, Accused
and to the Complaints Committee. The Management of the Organization shall provide all necessary
assistance for the purpose of ensuring full, effective and speedy implementation of this procedure for
investigating any complaint of sexual harassment at work place in accordance with the Policy.
Punishment for Sexual Harassment

The Management can impose the following penalties on an member held to be guilty of sexual
harassment. These penalties shall be classified as minor and major penalties as under:
Minor penalties Major penalties
Warning Withholding of increment / promotion
Reduction in grade
Termination of service
Provided however, that in addition to all these penalties, the member can also be required to give a
written apology to the Complainant and upon failure to do so, the punishment can be enhanced.
Protection against Victimization

During
¦ the pendency of the Complaint, the Organization shall, in the event the Accused is the
Complainant’s Head of Department review the possibility of relocating the member within the
Organization and ensure that the Complainant is not subject to appraisal by the Accused.
The Organization shall ensure that any sort of retaliation against the Complainant or witnesses is
¦
strictly prohibited. Any act of reprisal, including internal interference, coercion and restraint, by
the Accused, whether directly or indirectly, will result in appropriate action against the Accused by
the Management in consultation with the Complaints Committee.
Where the Accused is an outsider, during the pendency of the investigation of the Complaint and
¦
even thereafter, if he is found guilty, the Accused shall not be allowed to enter the dealership
premises except for the purpose of attending the Complaint.
In the event of the Accused and the Complainant both being members of the Organization, then
¦
during the pendency of the investigation of the Complaint and thereafter, if the Accused is found
to be guilty, the Accused shall not write the appraisal reports of the Complainant, if he is otherwise
so authorized.
In the event, the Complaints Committee after investigation of a Complaint in accordance with the
¦
procedure prescribed herein, concludes that the Complaint was false and made with malafide
intention by the Complainant, then the Complaints Committee shall take such appropriate
measures, in consultation with the Management, against the Complainant, as it may deem
necessary.
Dealership Asset And Security Policy
Objective
Toyota Dealership provides a wide variety of assets for use by employees in conducting business
including computers, communications systems and other equipment and material. The objectives of
this policy are:
To establish a standard process for management and control of all physical facilities right from
¦
procurement to disposal
To provide overall, high-level guidelines for the management of physical facilities
¦
To ensure that all physical facilities at Toyota Dealership are operated and maintained properly
¦
Scope
Guidelines
Employees
¦ are responsible for the security and proper use of the Dealership’s physical assets
under their control and for third parties’ assets in their care. Physical assets include equipment,
inventory, money, data, documents and office supplies and non-physical assets include software,
emails, etc.
All Dealership information is considered proprietary— owned by Toyota Dealership, and unless
¦
approved for external release must be safeguarded.
All assets must be handled properly and taken care of. Fragile items must be handled with utmost
¦
care. Employees should treat Dealership assets as their own and handle the asset with utmost care
and diligence.
All the papers to be disposed must be shredded properly.
¦
Although
¦ an employee may occasionally use some of these resources for incidental personal
activities, it is the employee’s duty to keep usage to a minimum, and comply with all Dealership
policies and guidelines. Excessive personal use of Dealership resources increases Dealership’s
costs and expenses, reduces the availability of the resources for Dealership’s business, and may
adversely affect one’s job performance.
Telephone and personal mail

While one may occasionally use Dealership telephone and computer system to send and receive
personal messages, to access Internet material that is not directly business related, or to create
personal documents or files, employees are required to keep these activities to a minimum.
The workplace monitoring would enable the management to obtain the resources utilization
(personal or official) and employees might require to substantiate the reasons for personal use, upon
enquiry. The excess usage of any communication mechanism (mails or telephones) would be
construed as abuse of dealership property and can invite disciplinary actions

Prohibited activity
Employees may not use any Dealership resources in violation of the law, nor may they allow other
people, including friends and family, to use Dealership resources for any purpose. Employees are not
allowed to use Dealership resources to create, transmit, store or display solicitations, chain letters or
messages, images or material that are for personal gain or are threatening, sexually explicit, harassing
or otherwise demeaning to any person or group. Such misuse of Dealership assets is considered
misconduct, and may lead to disciplinary action, which may lead to termination.
Security
Employees may not use any Dealership assets for personal activities that may lead to damage of the
asset. Employees are responsible for safeguarding the integrity of Dealership systems, including not
exposing the system to computer viruses, or enabling a breach of Dealership firewall. Employees are
required to comply with policies set forth by Toyota dealership, for the appropriate use and security of
Dealership electronic systems.
Workplace monitoring
Toyota Dealership maintains the right to access and inspect all Dealership resources used for personal
activities, including, but not limited to, Dealership computers, servers and systems, telephones,
voicemail systems, desks, lockers, cabinet, vehicles and other equipment belonging to Toyota
Dealership. Employees should have no reasonable expectation of privacy in any messages or records
created or transmitted using Dealership systems, including electronic documents, e-mail and voice
mail, regardless of whether personal passwords or filing systems are used.
Any employee who has knowledge of the misuse, misappropriation or alteration or destruction of a
Dealership asset shall convey such knowledge to his or her Reporting Manager or the HR department.
Procedures
Every employee
¦ in the Dealership shall ensure that the Dealership assets used by him / her are
in proper condition before and after use.
If any asset appears to be damaged, defective, or in need of repair, the employee should report to
¦
the Admin department about the same.
If an employee
¦ is given any asset for official purpose during his / her employment, he / she
would be responsible for returning the asset (laptop, telephone, etc. provided by the Dealership)
in proper working condition or in case of separation of the employee from the rolls of the
Dealership through resignation, termination or any redundancy in the position from which
he / she is operating.

Employee Welfare And Safety Policy
Objective
The objective of this policy is to provide health and safety guidelines at the workplace.
Scope
Guidelines
For safety and security reasons, personal visits to the individual desks or work
¦ area by relatives,
friends and former employees are not allowed.
Visitors
¦ of any kind who enter the premises should sign in at the reception desk and are to be
accompanied by Toyota Dealership employee at all times.
All visitors
¦ would be given cards which are mandatory to be shown while in the Dealership’s
premises.
The visiting
¦ pass should be returned back to the reception/security which should have the
signature of the employee who was visited by the visitor.
It is expected
¦ that, employees meet the visitors at the reception or meeting rooms as per the
availability of the rooms.
At service area, employees and visitors are expected to follow the safety instructions/precautions
¦
and using safety equipments such as helmets, shoes etc.
At Head
¦ Office and outlet office first aid kit will be made available with the administration
department. In addition to the above, medicines for mild ailments such as headache, cold, cough;
fever etc. will also be made available for employees upon request from the administration
department.
Every workplace will be provided with necessary and adequate lighting – natural, artificial and/or
¦
both.
Drinking water facility will be made available at Dealership. It is ensured that, drinking water is of
¦
potable quality.
Smoking
To maintain
¦ a safe and comfortable working environment and to ensure compliance with
applicable laws, smoking is prohibited anywhere on the Dealership’s premises.
Employees
¦ who are found smoking on the Dealership’s premises will be subject to disciplinary
action.

Drugs and Alcohol free workplace
The consumption of intoxicating liquor on the dealership premises is not permitted.
¦
If someone is considered to be under the influence of alcohol, or non-medically prescribed drugs,

¦
they may be suspended from work without pay and this will be subjected to Disciplinary Action.
Procedures
In the case of an accident at the workplace and upon requirement of immediate medical attention
¦
by an employee, his/her colleague at the place of the incident shall report to the management at
the earliest.
The management shall arrange for the ambulance to take the employee to the nearby hospital.
¦
The management shall inform the family members of the condition of the employee.
¦
If the accident is a reportable accident (one where an affected employee cannot work for up to 48
¦
hours), then the employee shall be granted paid sick leave for complete recovery. Post recovery,
the employee shall resume work.
If the accident is a fatal accident (one which had resulted in loss of employee’s life), then the HR
¦
department shall hand hold the employee’s family by settling the dues of the employee in favor of
the nominees.
In the case of both reportable and fatal accidents, the case shall be taken by the management to
¦
the Disciplinary Committee to determine the cause of the accident.

Internet And Email Usage Policy
Objective
Toyota Dealership sets out detailed provisions for the proper use of Internet and email facilities within
the dealership for all its employees, to ensure they are also aware of their rights and obligations when
using the system.
Scope
Guidelines
Computer systems that allow access to the Internet
¦ and electronic communication systems are
the property of the Dealership and are provided to facilitate the effective and efficient conduct of
business.
In general, incidental and occasional personal use of the Dealership’s Internet access or electronic
¦
communication systems is permitted; however, personal use (Personal use means use that is not
job-related) is prohibited if it:
¡Interferes with the user’s productivity or work performance, or with any other employee’s
productivity or work performance. Given below are certain activities that are prohibited when
using the Internet or electronic communication systems:
» Accessing, downloading, printing or storing information with sexually explicit content

as prohibited by law
» Downloading or transmitting fraudulent, threatening, obscene, intimidating,

defamatory, harassing, discriminatory, or other-wise unlawful messages or images;
» Installing or downloading computer software, programs, or executable files contrary to

policy;
» Uploading or downloading copyrighted materials or proprietary Dealership information

contrary to policy;
» Uploading or downloading access-restricted Dealership information contrary to policy

or in violation of Toyota Dealership policy;
» Sending e-mail using another’s identity, an assumed name, or anonymously;

» Permitting a non-user to use for purposes of communicating the message of some third
party individual or Dealership;
» Any other activities designated as prohibited by Toyota Dealership.

¡Adversely affects the efficient operation of the computer system;

¡Violates any provision of this policy, any supplemental policy adopted by the Dealership
supplying the Internet or electronic communication systems, or any other policy, regulation,
law or guideline as set forth by the Dealership.
No user should have any expectation of privacy in any message, file, image or data created, sent,
¦
retrieved or received by use of the Dealership equipment and/or access. The Dealership has a right
to monitor any and all aspects of their computer systems including, but not limited to, sites, instant
messaging systems, chat groups, or news groups visited by agency users, material downloaded or
uploaded by employees, and e-mail sent or received by employees. Such monitoring may occur at
any time, without notice, and without the user’s permission.
Only authorized
¦ software may be loaded on devices connected to the Dealership’s
communications network. Copying of licensed software is prohibited.
Trivial abuses of the system include transferring large file attachments, or wasting work time on
¦
Internet surfing, social networks, personal email or online chat. More serious risks include:
¡downloading files that contain viruses
¡obtaining copyrighted material such as music or films
¡transmitting valuable or sensitive business information without encryption
¡distributing or relaying offensive or abusive material via email
¡generating junk email, or spam, via mass mailings
More serious misconduct may result in disciplinary or even legal proceedings. This includes:
¦
¡accessing or downloading pornography or other offensive material

¡defaming colleagues, or even external business contacts, via email
¡using the Internet to commit fraud or other illegal acts
The distribution
¦ of electronic communications is difficult to control and routine mistakes can
easily occur. Copies of electronic communications can be forwarded without the sender’s
knowledge or permission to unintended recipients. Therefore, electronic communications should
be drafted and sent with at least the same level of care, professional judgment and discretion as
paper memoranda or documents.
All employees
¦ are responsible for exercising appropriate care to protect the computer systems
against the introduction of viruses.
Violations
¦ of this policy must be addressed under Employee Conduct and Disciplinary Action
Policy. The appropriate level of disciplinary action will be determined on a case-by-case basis by
the dealership management or designee, with sanctions up to or including termination
depending on the severity of the offense.
Toyota Dealership employees are prohibited from posting to message boards regarding Toyota
¦
Dealership, its activities, results and plans, including on-line boards dedicated to discussions
about the Dealership, except as otherwise required by law.

Toyota Dealership, employees are also prohibited from “Blogging” or participating in any way in
¦
other on line discussions which are directly related to Toyota Dealership, its activities, results and
plans, except as otherwise required by law. Any exceptions to these prohibitions must be pre-
approved by the Dealership.
Dealership
¦ e-mail communications marked “confidential”, or otherwise indicated as not to be
distributed, are Confidential Information and must not be disclosed outside Toyota Dealership.
Procedures
The HR or IT department shall educate all employees on the appropriate use of Internet and Email
¦
during induction by providing a copy of the HR policy manual / Employee Handbook.
The IT department shall monitor the internet and email usage by all employees.
¦
In case
¦ of any incident where the employee has abused or misused Internet and email usage,
appropriate level of disciplinary action will be determined on a case-by-case basis by the
Disciplinary Committee. Any case of violation shall be addressed in the Employee Conduct and
Disciplinary Action policy.

Objective
This policy documents the guidelines related to creation, up-dation and maintenance of employee
(member) records at the dealership organisation.
Scope
This policy relates to all member records held at Toyota dealership.
Responsibility
It is the responsibility of the member to intimate the HR department of any change in personal
¦
information that forms part of the member records.
The Head of HR overseeing HR activities would be the final authority on all the matters related with
¦
member records.
Definition
Employee / member record:
Employee / member records are information about people, created or received in the course of
business, and captured in a readable form in any medium, providing evidence of the functions,
activities and transactions of those people.
Guidelines
All information that is collected from a member at the time of selection or during the course of
¦
employment with the company will be treated with utmost confidentiality.
Complete and accurate records will be maintained to ensure accountability and transparency for
¦
all actions and decisions pertaining to the member.
Member records include but not limited to documents pertaining to
¦
¡Personal details with respect to date of birth, address, family background etc.
¡Qualification record
¡Employment
¡Confirmation
¡Promotion
¡Compensation / Additional compensation
¡Leave
¡Transfer
¡Training & development record
¡Termination
¡Disciplinary or other personnel action

Maintaining
¦ the confidentiality of member records requires careful handling of the member
information at all times and compliance with all procedures for the maintenance of records and
confidentiality of files.
Access to member records is limited to the member, member's Reporting Manager and the holder
¦
of member records in the HR department. Any other person cannot at any time inspect any
member’s record without permission from the DP / CEO.
Reference checks and other outside requests for information about members must be directed to
¦
HR department.
Procedures
For every
¦ member of the company, the HR department shall create at the time of joining, a
personnel file in his / her name and store all papers, documents, and reports pertaining to the
member.
Member records will be kept in a secure system whether manual or computerized to the best of
¦
the organization ability at all times.
Member files / records – hard copy or computerized records may not be taken off–site without the
¦
prior permission from the HR department.
Where a member wishes to see his / her own personnel file he / she should make a request to the
¦
HR department.
Photocopying of any document(s) in the personnel file by the member will be permitted but must
¦
be supervised by a member of the HR department.
HR department will review all personnel files annually to ensure that the information with respect
¦
to employee is up to date.
Member records will be retained for up to 5 years after the date of separation of the member from
¦
the services of organization. However it will be retained for a period longer than 7 years if it is
material to legal proceedings or is required for organizational purpose.

Compensation and
SECTION - C
Benefits
Compensation Management
Compensation Matrix
Objective
To provide compensation management guidelines for pay fixation of Toyota Dealership employees
Assumptions & Definitions of Terms

Cost to Company (CTC)
¦
Total Guaranteed / Fixed and variable part of the compensation of an employee which includes
¦
Cash components and Retirals.
Statistical Terms
Range Definition
Minimum The lowest value in the recorded range.
P25 The figure below which 25% of the recorded data fall.
P50 The figure above and below which 50% of the recorded data fall.
P75 The figure below which 75% of the recorded data fall.
Maximum The highest value in the recorded range.
The market range of data is represented depending upon the number of data points available
for a position.
The table represents the following

¦
Minimum Compensation offered to the profile in the market

¡
The maximum compensation observed for the profile in the market.
¡
The various percentiles of compensation (P25, Median, P75)
¡
The CTC is inclusive of total remuneration received by the role holders under different
¡
heads including fixed component, reimbursements, variable pay and retirals.
Grade Equivalence
HR department to carry out detailed position matching for desired positions with the competition. The
job matching focused on critical areas of responsibilities, size of operations, reporting relationship and
job specifications.
The grade equivalence grid represents the varied Qualification, Experience and Designation used
across the competition. companies for a role similar to roles at Toyota Dealership. The data to be
collected from the competition for further alalysis

Example - Grade Equivalence Grid
Position Details Description
Experience 1-2 years
Position - 1 Qualification Graduate
Designation ABC Designation
Experience 5-7 years
Position - 2 Qualification Post Graduate
Designation ABC Designation
Example - Total Remuneration Table (in INR Lacs)
Positions Minimum P 25 Median P 75 Maximum

Position - 1 INR A INR B INR C INR D INR E
Position - 2 INR F INR G INR H INR I INR J
Compensation Management
Compensation is a systematic approach to providing monetary value to employees in exchange for
work performed. Compensation may achieve several purposes assisting in recruitment, job
performance, and job satisfaction. Compensation management, also known as remuneration
management, or reward management, is concerned with designing and implementing total
compensation package.
Factors Affecting Compensation
a. Demand and supply of labor

Demand and supply conditions of labor have considerable influence on the determination of
compensation. If there is a short supply of labor, the wages may be high whereas if there is no dearth of
labor, the wages tend to be low. How this statement needs to be interpreted by Toyota Dealership is
that, for the levels where the company feels that there is difficulty in recruiting people the
compensation needs to be reviewed. For other departments / functions there can be a gradual
increase in the compensation based on the growth of the company
b. Cost of living
The cost of living of employees also has a strong influence on the rate of compensation. If this factor is
not considered, the employees may not be in a position to make both ends meet and this will affect
their efficiency. Hence progressive employers consider this factor while determining the
compensation. In the context of this aspect makes an impact as the organization is spread out to
different parts of the country and the employees are coming from different walks of life. At different
levels in the organization people from different cost of living groups are recruited hence giving due
consideration of this aspect may help the organization to plug their compensation levels.

c. Prevailing wage rates (external parity)
Prevailing compensation in the industry also needs to be considered by the employers while deciding
the compensation levels for their organization. By considering the prevailing wage level, organization
will come reasonably close to the compensation level of competitors, and this will enable them to
retain and attract qualified workers to the organizations. The conduct of the survey will help to
evaluate the external parity which they would like to bring in their compensation levels
d. Ability to pay
The compensation level, to a large extent, is determined by the ability of the organization to pay its
employees. The ability to pay in turn is determined by the profit-earning capacity of the organization.
Hence while deciding the increase in the compensation after conducting the survey needs to
essentially align the same with the proposed business growth of the organization and the results
which have been achieved.
e. Job requirements
Job requirements are also an important factor affecting compensation. Jobs requiring specialized
knowledge or involving much mental or strategic effort are priced higher than those which are light or
which do not need any specialized knowledge.
f. Increment system
In some organizations compensation automatically increase annually at a prescribed rate without any
relation to employees’ performance. In some other organizations annual increases based on merit.
Thus, the prevailing system of granting increments also affects the compensation.

Compensation Matrix
Compensation Revisions can be determined with the help of the following chart
High
C Salary above
R Extraordinary
market and
reward Lock in
I Lock in
T
I
C
A
L
I At Par / below
At market
T market
compensation
compensation
Y
Low COMPETENCE High
How to use the data

Wherever
¦ the compensation offered by Toyota Dealership is below the market median
compensation review is essential, as these role holders can be easily attracted by the market.
For positions having compensation near or above the market median review of compensation
may be looked at based on the following aspects.
Criticality of the role to the organization
¡
Availability of similar or same profiles from the labour market
¡
Replacement cost for the organization
¡
Performance of the role holder
¡
Internal parity considerations
¡

SECTION - D
Employee Information
Handbook
Probation And Confirmation Policy
Objective
The objective of this policy is to help the organization to assess the new employee’s performance
potential and attitude. The Probation period is a training and “get acquainted” period and allows the
new employee to understand the dealership, its culture, its people and the work norms.
Guidelines
Probation period for employees in at Toyota dealership is 6 months.
¦
Employees on probation will be bound by the same set of rules, regulations and norms in matters
¦
of conduct, business standards and responsibilities as confirmed employees other than leave rules
and termination procedures
On completion of the probation period, employee will undergo the confirmation process which
¦
can lead to confirmation or extension of probation period to 3 months.
Confirmation process will not lead to any salary revision.
¦
Incase if an employee wants to leave the organization during the confirmation period the rules for
¦
notice period would be as stated in the appointment letter.
Note: For any further clarification kindly refer to the detailed Probation and Confirmation Policy with HR department
Work Timing
Objective
The objective of this policy is to advise all employees of Toyota Dealership of the working hours and set
guidelines for attendance recordings of the organization. Toyota Dealership expects its members to
manage time effectively and bring in a balance between their professional and personal life.
Guidelines
The company shall follow a
¦ 6 day work week with Sunday being weekly off day.
The timings for Service Stations will be decided by the Service Head/Outlet In charge based on
¦ the
work requirements, with employee productivity as the objective. However, this would be done
keeping in mind the employee health aspects and physical strain/mental stress etc. as well.
The office work timings are as detailed below:
¦
Monday to Saturday - 9.00 am to 6.00 pm
¡
There shall be a break of 60 minutes duration inclusive of 45 minutes for lunch & 15 minutes for
¦
refreshment brakes. Lunch break can be taken between 1:00 pm - 2:00 pm
Employees will be given a grace time of maximum of 15 minutes for three occasions in a calendar
¦
month.
Beyond three occasions half a day leave will be deducted from his leave account for each occasion.
¦

Leave And Holiday Policy
Objective
The objective of this policy is to inform all employees about rules regarding types of leave and holidays
as per statutory obligations.
Type of leave Corporate & Outlet Accumulation Encashment

Limits
Holidays 10 days (5 compulsory and 5
festival Holiday as per state rule) No No
Sick Leave 12 days No No

Privilege Leave / Earned Leave / 1 day for every 20 days Max 30 days
of work performed Yes
Casual Leave
Maternity Leave As per Maternity Act No No
Note : Above mentioned leaves are the minimum requirement as per the Shops & Establishment Act, and may vary as
per the state
Sick Leave
Sick leave will be credited on pro rata basis on joining the dealership. A medical certificate will have to
be produced if an employee is availing sick leave for 2 or more days. In case of an employee resigning
from the Dealership having utilized more than the pro-rata entitlement, the difference will be
recovered at the time of final settlement or will get adjusted against the privileged leave. Sick Leave
cannot be combined with Casual Leave but can be combined with Privileged Leave.
Casual Leave
All confirmed employees are only eligible for CL. Employees are allowed to take a maximum of 3 days
of Casual Leave at a time. In case of an employee resigning from the Dealership having utilized more
than the pro-rata entitlement, the difference will be recovered at the time of final settlement or will get
adjusted against the privileged leave. Casual Leave cannot be combined with Sick or Privileged Leave.
Privileged Leave
All confirmed employees are eligible for PL. Encashment of Privileged leave will be allowed for those
who have completed 2 years of service up to a maximum of 30 days or 50% of PL at credit whichever is
lower once a year. For encashment purposes, only Basic and DA shall be considered. However, those
resigning/retiring are eligible for encashment standing in their credit during exit.
Maternity Leave
The maternity leave will be guided by the Maternity Act.
Leave during Probation

During probation employees will only eligible for 1 leave per month and same has to be availed with
prior approval from Reporting Manager.

Compensatory Off
Employees in Middle and Junior Level will only be eligible for compensatory offs. Members can avail
Comp Off for the full day working on weekly / holiday. This needs to be availed within 30 days. If the
working hours of a member are less than eight hours, it will not be considered as Compensatory Off.
Uninformed Absence
Absenteeism will be treated in disciplinary context as being absent from work for an entire working
shift, or part thereof, without the expressed permission from a direct supervisor. The instances covered
in this area are
Absent without leave;
¦
Desertion: Leave the work place without intending ever to return; leave without help or support;
¦
abandon; leave without authority or permission.
Poor Time Keeping and related offences are described as the following
¦
Reporting late for work

¡
Leaving work early
¡
Extended or unauthorised breaks during working hours
¡
Persistently committing all or any of the above.
¡
The cases of absenteeism will be treated as per the guidelines specified in Employee Conduct and
Disciplinary Action Policy.
Note: For any clarification kindly refer to the detailed Leave and Holiday Policy with the HR department.
Identity Card Policy
Objective
The objectives of this policy are to detail out guidelines for issuance of Identity card to all employees.
Guidelines
All employees must wear their Identity Cards within the premises, at all times. Borrowing another
employee’s Identity card to gain access to the dealership or area within the dealership is not permitted
at any time. Tailgating into the office is not permitted.
Lost or Damaged Identity Cards

Any case
¦ of damaged, lost, stolen or missing Identity cards should be reported to the HR
department immediately via email after informing the Reporting Senior. He / she must fill up an
application form for the replacement of Access card and submit the same to the HR department.
A new Access card shall be issued only after the concerned person pays a fine.
¦
He / she who has lost his / her Identity card should sign in the Temporary Attendance Register on a
¦
daily basis until he / she is issued a new Identity card.

Forgotten Cards
In case a employee forgets to bring his / her Identity card on any particular day, he / she must sign
¦
in the Temporary Attendance Register.
If an employee forgets his / her Identity card more than three times in a year, the person should
¦
be warned through a caution mail from the HR department with a copy to the Reporting Senior.
Non-Working Days
In case an employee wishes to work on non-working days he / she must obtain prior approval from
¦
the Reporting Senior and inform the HR & Admin departments.
Misuse
Improper use or abuse of the Identity card may result in revocation of access, confiscation and / or
¦
forfeiture of the Identity card as decided appropriately by the dealer management.
Uniform Policy
All the employees have to follow the dress code as defined by the Toyota dealership. Employees are
expected to be in their uniforms within the dealership premises. Any non-compliance to the same can
result in penalty as communicated by the HR department
Travel Policy
Objective
The objective of this policy at Toyota Dealership is to establish and outline the standards for
employees who may be required to travel within and/or outside India for business purpose
Guidelines
All local, domestic and overseas travel must have prior authorization from the Reporting Manager /
department head (Domestic & Overseas travel DP / CEO approval may be obtained)
Mode and class of Travel

Band Mode of Journey Local Conveyance
Band A Economy Class Air / 1st AC Train

Office Cab / Own mode of Transport (Four Wheeler)
Band B 2nd AC Train / Volvo / Deluxe Bus
rd
Band C 3 AC / Deluxe Bus Public Transport such as bus, train or auto rickshaw
Sleeper Train / Ordinary Bus / own mode of transport (Two Wheeler only)
Band D

Lodging expenses eligibility (with bills)
Band Metros Class A city Class B city Per Diem
Band A INR X+2000/- INR X+1800/- INR X +1500/- INR X+200
Band B INR X+1200/- INR X+1100/- INR X +1000/- INR X+150
Band C INR X+500/- INR X+500/- INR X +500/- INR X+150
Band D *INR X (Twin Sharing) INR X (Twin Sharing) INR X (Twin Sharing) X
City Classification
City classifications Cities
Metros Delhi, Mumbai, Chennai, Bangalore, Kolkata and Pune
Class A city All State capitals
Class B city All other cities and towns
Employee’s Own mode of transport

2-wheeler
¦ for business related local travel; he / she will be reimbursed at the rate of *INR X per
kilometer traveled.
4-wheeler
¦ for business related local travel, he / she will be reimbursed at the rate of INR Y per
kilometer traveled. (*INR X & Y to be decided by dealership)
Travel advances
All employees can be issued 80% of their eligible travel allowance in advance and the same has to be
applied for in the Travel advance form with a sanction from the Departmental Head.
Process
All local travel claims should reach the Accountant by the 15th of every month. All the formats are
available with the respective HR teams. All local travel claims should be sent to the Accountant directly
after approval from the Reporting Manager and Departmental Head.
Note: For any clarification kindly refer to the detailed Travel Policy with HR Department

Mobile Policy
Objective
To facilitate employee communication and productivity of employees during and after the working
hours.
Band Covered Departments Eligibility Amount

Band A All INR X +900/-
Band B Sales and Service INR X +700/-
Band C Sales and Service INR X +200/-
Band D Sales and Service Minimum of INR X
Note: For any clarification kindly refer to the detailed Mobile policy available with the HR department
Grievance Redressal
Objective
Toyota Dealership is committed to provide the best possible working conditions for its employees.
Part of this commitment is encouraging an open and non-hostile atmosphere in which any problem,
complaint, suggestion, or question receives a timely response from the reporting managers and
dealer management.
Guidelines
Grievance does not include complaints against differences in decisions pertaining to promotion,
¦
pay, allowances, designation, transfer and benefits provided to peer group within and outside
Toyota Dealership.
Only work
¦ or employment related grievance will be considered. Grievance related to personal
/ domestic problem / law of the land or govt. procedures etc. will not come under the purview of
this policy
Grievances have to be presented individually rather than as a group, even if the grievance affects
¦
many people simultaneously. An individual might present a grievance indicating that few or more
individuals are getting affected with the same cause. But that would get verified by the dealer
management separately.
Process
The employee
¦ having the grievance will meet the reporting manager initially to explore the
possibility of grievance redressal.
If the grievance
¦ is against the reporting manager, employee can approach the Head of
department of the reporting manager directly.
Note: For any clarification kindly refer to the detailed Grievance Policy with the HR department
Objective
The disclosure of the Confidential Information outside Toyota dealership could seriously damage
Toyota Dealership interests. This policy details the guidelines for confidentiality of information.
Note: For any clarification kindly refer to the detailed Confidential Information Policy with HR department
Dealership Asset And Security Policy
Objective
Toyota Dealership provides a wide variety of assets for use by employees in conducting Dealership’s
business including computers, communications systems and other equipment and material.
To establish a standard process for management and control of all physical facilities right from
¦
procurement to disposal
To provide overall, high-level guidelines for the management of physical facilities
¦
To ensure that all physical facilities at Toyota Dealership are operated and maintained properly
¦
Note: For any clarification kindly refer to the detailed Dealership Asset and Security Policy with HR department
Employee Welfare And Safety Policy
Objective
The objective of this policy is to provide health and safety guidelines at the workplace
Smoking
¦
To maintain a safe and comfortable working environment and to ensure compliance with
¡
applicable laws, smoking is prohibited anywhere on the Dealership’s premises.
Employees who are found smoking on the Dealership’s premises will be subject to disciplinary
¡
action.
Drugs and Alcohol free workplace
¦
The consumption of intoxicating liquor on the dealership premises is not permitted.

¡
If someone is considered to be under the influence of alcohol, or non-medically prescribed
¡
drugs, they may be suspended form work without pay and this will be subjected to Disciplinary
Action.
Note: For any clarification kindly refer to the detailed Employee Welfare and Safety Policy with HR department

Internet And Email Usage Policy
Objective
Toyota Dealership sets out detailed provisions for the proper use of Internet and email facilities within
the dealership for all its employees, to ensure they are also aware of their rights and obligations when
using the system.
Given below are certain activities that are prohibited when using the Internet or electronic
communication systems:
Accessing,
¦ downloading, printing or storing information with sexually explicit content as
prohibited by law
Downloading
¦ or transmitting fraudulent, threatening, obscene, intimidating, defamatory,
harassing, discriminatory, or other-wise unlawful messages or images
Installing or downloading computer software, programs, or executable files contrary to policy
¦
Uploading or downloading copyrighted materials or proprietary Dealership information contrary

¦
to policy
Uploading
¦ or downloading access-restricted Dealership information contrary to policy or in
violation of Toyota Dealership policy
Sending e-mail using another’s identity, an assumed name, or anonymously
¦
Permitting
¦ a non-user to use for purposes of communicating the message of some third party
individual or Dealership
Any other activities designated as prohibited by Toyota Dealership.
Note: For any clarification kindly refer to the detailed Internet and Email Usage Policy with HR department

SECTION - E
Implementation Guide
Importance of Policy Implementation
Steps in Implementation
Self Deceleration
Importance of Policy Implementation
Objective
Organizations adopt HR policies to drive organizational success because policies govern adherence to
regulatory requirements and applicable laws, support business and employee performance, and
reinforce a positive employee value proposition and employee engagement, as detailed below
Comprehensive HR Policies help to mitigate the risk of any statutory hassles by complying with all
¦
the legal and statutory requirements.
HR Policies
¦ drive employee performance through engagement, particularly in areas that
contribute most to employee engagement, such as direct managers, the dealerships senior
executive team, and compensation and benefits plans. HR policies govern aspects of these areas,
thus helping drive employee performance.
HR Policies
¦ drive Employee Attraction and Retention through effective employment value
proposition.
Organization Restructuring
Step 1 Carrying out Assessment Centers for the senior HR employees in the dealership and
figuring out the best fit for the Specialist roles at the Head Office (or)
Carrying out an in-depth discussion with the senior HR employees in the dealership
about the roles at offering and as per interest levels, plot them in the given head office
roles.
Step 2 To position this restructuring exercise for the HR employees as the first step towards
bringing in specialized approach towards HR in the organization, in order to create
their buy in.
Step 3 Sending a formal communication to the HR employees with elaborate role change
announcements.
Step 4 Sending a formal communication to all the employees apprising them of the latest
developments and role changes in the HR department
Step 5 Start operating with the new structure.
While carrying out the above steps, the management needs to ensure following activities.
Develop
¦ a management training plan for each new role holder to implement the needed
accountability measures and initiatives.
A change
¦ management system should be developed and implemented to track the initiatives
and its impact on the employees and organization.
A project planning methodology should be adopted in case the initiative is
¦ completely new for
example, implementation of compensation and benefits specialization.
Reclassify positions as required by organization and update the roles and responsibilities
¦
dossier.

Implementation HR Policies
Steps in Implementation
For an organization to implement and revise the current HR policies and processes following steps are
recommended:
Step – 1 Establish Central HR Policy Group/Team

Reviewing existing policies or in absence creating new policies, it is recommended to establish HR
policy group / team at Head Office, which can have members from Outlets which will help to
understand the policies from locational aspects. The policy group/team creates and maintains all HR
policies across functions and locations, ensures alignment of policies, and minimizes overlap or
contradiction of policies.
Core Responsibilities of the HR Policy Group
n
re atio
C
ni-
ev iew m u
R Com tion
rce- ca
o
Enf ent
m
Step – 2 Assess and Implement policies Prioritization of Policies

It is recommended to prioritize HR policies having maximum impact on the working of the
organization and same depend on organizations unique goals and initiatives. These drivers influence
the management of HR policies throughout the policy lifecycle and drive communication tactics,
enforcement, and frequency of review. Most drivers affecting HR policies reflect risk management
needs, but vary among the three perspectives:

HR Policy Driver
Adhere
¡ to regulatory requirements and legal obligations
Legal and Regulatory including those specific to regions / states.
Compliance
Educate employees about possible sources of risk.
¡
Address practices specific to an organization’s unique culture,

¡
operating model and span of operations.
Drive
¡ profitability via established operating procedures and
performance standards.
Business Operations
and Performance Drive employee productivity through known procedures and
¡
performance standards.
Provide leaders/managers with tools to govern effectively.
¡
Drive ability to compete with organizations in a similar
¡
industry.
Maintain consistent practices of importance to employees

¡
Provide equitable privileges and benefits across the employee
¡
population
Employee Define performance and behavioral expectations for
¡
Engagement employees
Enhance employee relations and engagement, thus driving
¡
performance and retention
Policy prioritization also depends on the age of the organization and stage of evolution it is into.
Dealerships more than 3 years of operations should focus on revising the systems and processes which
are directly linked to performance enhancement and retention of employees and also systems which
can help them understand the nerve of the organization like exit analysis etc. For dealerships lesser
then 3 years of operation it is necessary to focus on legal and statutory requirements e.g. maintenance
of employee records and issuance of appointment letters and compliance with leave rules etc.

Step 3 - Conduct Current Policy Assessment vis a vis new policies
Once the HR policy group / team prioritizes the policies then as a next step they assess the current
policies vis a vis the new proposed policies. The assessment is carried out to identify the gap and
changes to be made.
Decision Tree for Conducting HR Policy Reviews
Does the policy currently

exist?
If Yes If No
Does the existing policy Does the proposed Has your company Did the same ever exist
cover all components of the policy contradict an considered requests for at your company?
proposed policy? existing policy? the same in past?
If Yes If No If Yes If No If Yes If No If Yes If No
Evaluate Evaluate
Consider Consider
Move Move the the
conducting conducting
forward to forward to rationale rationale
Take no Consider further further
implement implement for not for
further revising assessmen assessmen
the the establishin eliminatin
action the policy t of the t of the
proposed proposed g the g the
proposed proposed
policy policy policy and existing
policy policy
then policy
implement
Step 4 - Policy Revision

On identifying the changes to be made the HR prepares the draft policy by retaining the relevant
points of the old policy and incorporating new parts from the proposed policy. The draft version of the
policy is discussed and presented to various stake holders who could be the departmental heads. The
stakeholders analyze the effect of the policy on the employees and current working of the
organization and share their suggestions and recommendations. HR policy group/team incorporates
the suggestions and present the report to Principal Dealer for approval.
Step 5 - Approvals from the Dealer Principal

Once all the departmental heads approve the policy the same is submitted to Dealer Principal for his
review and approval. Once the approval is received same is documented and communication plan for
the employees should be prepared.

Step 6 - Communication to the Employees
It is considered to be very important to educate employees on new or updated policies and processes.
Organizations design and use various methods to communicate policies to the employees. The main
techniques are e.g. Employee self-service measures and customized push communication tactics. As a
starting point HR should do communication meetings. These meetings should briefly communicate
the purpose of introducing new policies or updating the ones old. The message should highlight how
employees and company will be benefited out of it and the method that will be used to create
awareness of the policies. Few of the communication measures are:
Self Service Measures

Web based Self Service - Company intranet is one of the best method to introduce the policy
¦
amendments as the same is accessed by employees quite often.
Customized Push Communication Tactics

Mass Communication Tactics
¦
¡Policy mailers with key features of the policy

¡Policy handbooks either online or in hard copies
¡Notes inserted in pay-cheques or with salary slips
¡Announcements posted on internal company TV
¡Display on the Notice board
¡Posters and pamphlets
¡Organize quiz around the topic
Face to face communication Tactic
¦
¡Morning Meetings
¡Monthly review meetings
¡During internal trainings
¡Help desk by HR
¡Communication through Head of department
¡Policy awareness trainings
¡Policy awareness weeks
Step 7 - Continuous Enforcement of Policies

Once policies are communicated to the employees, organization has to continuously enforce them to
guarantee compliance. To do so effectively, it is suggested to place responsibility for enforcement at
various levels, including individual employees, managers, the human resources function, and
organization leadership. Some of the techniques for enforcement are:
Self Service Measures
Performance evaluation of individuals wherein one of the components could be compliance and
¦
awareness level of policies.

Review
¦ Checklist - A comprehensive checklist of policy areas can be provided to Managers for
assessment of the policy compliance regularly using the checklist as a guide. E.g. uniform, ID card,
attendance, leaves etc
.¦
Random Policy Audits by HR – HR team can conduct regular policy audits for critical policies and
based on the findings take corrective action.
Refresher
¦ trainings on Policies – HR should ensure periodic refreshment policy trainings are
planned for employees as the same will ensure enforcement and also increase employee
awareness.

Self Declaration
Dealership Name HO Location Dealership Category Number of Outlets Year of Inception
TKM Recommendation Dealer Target date of

Initiative Particulars
Level 1 Level 2 Level 3 Declaration Implementation
(0 to 2 Yrs.) (2 to 5 Yrs.) (5+ Yrs.)
I. Organization Structure & RnR

Head of HR
Talent Acquisition Specialist
HR Operations and Compliance Specialist
HO
Talent Management Specialist
L & D Specialist
Compensation and Benefits Specialist
Outlet HR Manager / Asst. Manager
Outlet
Outlet HR Executive
II. HR Policies
Manpower Planning Policy
A. HR Selection Policy (16PF) E FORMAT
Subsystem Recruitment Policy PL
SAM
Policy Performance Appraisal Policy

Training and Development Policy
L E
MP
Joining Formalities
B.
Probation and Confirmation
Leave and Holiday Policy
Identity Card
SA
Local Travel Policy
Admini- New joinee Induction Policy
strative
Outstation Travel Policy
Policy
Mobile Policy
Transfer Policy (Inter Dept / Outlet)
Employee Welfare and Safety Policy
C. Adherence to PF, ESI & Gratuity Act
Compli-
Dealership Asset and Security Policy
ance
Policy Grievance Redressal
Internet and Email Usage Policy
III. Compensation & Benefits
Develop position/level wise Pay band as per the guideline
Legend
Must Have Signature of HR Department Signature of Dealer Principal
Good to Have
Wonderful to Have Date : Date :

Notes

Notes

Notes

HUMAN RESOURCE
STANDARDS 2013
TOYOTA KIRLOSKAR MOTOR

HR Standards 2013

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Part A – HR Sub Systems Policies 47

Part B – HR Administrative Policies 93

Part C – HR Compliance Policies 145

and Roles & Responsibility

Proposed Organization Structure

HR Roles and Responsibilities Dossier

Integration of the organizational task at intermediate and higher levels

Centralization of certain organizational tasks

Natural sequence of work:

HR Organization Structure and Roles & Responsibility 7

Talent Acquisition Talent management HR Operations & Compensation &

About the structure:

HR Organization Structure and Roles & Responsibility 9

Head of HR for the

Talent Acquisition Talent Management HR Operations,

About the structure:

Outlet (S) HR Executive

HR Head Count Budget

Head Office Outlet (s)

201 to 500 2–3 1–2 1 1–2

501 to 1000 2–4 2–3 1 2–5

1000 to 1700 4–5 2–3 1 4–7

Detailed Duties & Responsibilities

Job Holder Name: Dealer Principal

Function: Human Resources

Reporting to: Dealer Principal Head HR

Duties And Responsibilities

Roles & Responsibilities Dossier 11

b. HR Policies and Procedures

To ensure proper implementation of various HR policies, procedures and systems.

To develop and implement the appraisal and increment policy.

To facilitate the over-all appraisals conducted in the organization.

f. Learning and Development

To direct and guide the outlets on numerous HR issues.

h. Compensation and Benefits

j. Employee engagement and retention

To provide manpower requirements to the HR team.

Roles & Responsibilities Dossier 13

To provide on job training to the team members.

To recommend the incentives for the team members to senior management.

To provide necessary support to the team members.

Key Result Areas

Training and Development

PMIR - Personal Management and Industrial Relations

Job Holder Name: Head HR

Function: Human Resources

Reporting to: Head of HR Talent Acquisition specialist

Duties And Responsibilities

To work with functional managers on recruitment plans

To create job descriptions in order to facilitate faster hiring

To prepare a recruiting and interviewing plan for each open position

To build networks to find qualified candidates

To post openings in newspaper advertisements

To work with professional recruitment organizations for open positions

To post positions on www.toyotadealersjob.com and appropriate Internet sources

To network through Industry Contacts, Association Memberships, and Employees

To maintain regular contact with possible future candidates

To develop working relationships within colleges to aid in recruiting

c. Screening, Selection & Placement:

To monitor reference and background checks for potential employees

To monitor writing and forwarding of rejection letters