Job Descriptions Deputy Manager, Investment For Proposed Projects: The following jobs related to proposed projects shall

l be done under guidance of the Managing Director: Collection of project proposals from different sources in line with the UBICO's investment policy Prepare a Primary Information Report/Executive Summary/Synopsis on the project proposals and submit the same to the Managing Director Conduct a due diligence study and give a detailed report thereon including the following aspects to the Managing Director:

Economic Scenario & Govt. Policy relating to the concerned industry Management & Corporate Aspects Market Study Technical Aspects Financial Analysis & financial viability of the project

Prepare Board papers of the project proposals for onward submission of the same to the Board.

Attend meeting with the promoters & management of the proposed projects/Cofinanciers/Lead Arranger etc. and took the following actions:

Prepare a call memo Follow up the actions according to the call memo Give report of developments to the Managing Director on time to time basis

Maintain the file, documents and papers properly and according to the guidelines for Credit Risk Management (CRM) of UBICO.

Complete all formalities of documentation before disbursement of the committed fund

Prepare a recommendation paper for disbursement of committed fund complying with all the terms of guidelines for CRM of UBICO and submit the same to the Managing Director and to the Accounts Department for necessary actions. For Existing Projects:

The following jobs related to the existing projects shall be done under guidance of the Managing Director: Follow up the operational activities of the existing projects of UBICO Collect the following documents from the existing projects on the monthly basis: Operational activities Debt-Liability position Cash Flow Statement

Prepare status report of the existing projects on the monthly basis for onward submission of the same to ADF

Collect Quarterly Financial Statements from the existing projects, conduct financial analysis thereon and submit the same to the Managing Director

Monitor the timely realization of loan installment/lease rental/dividend from the existing projects.

Follow up the investment/credit decisions of the Board Meeting and Investment Follow Up committee Other jobs

Ensure proper documentation and filing of the project Attend training, seminar & workshop related to the investments & projects Any other jobs as and when required by the management of the company and as per guidelines for CRM of UBICO.

RECRUITMENT AND SELECTION FRAMEWORK

Overview of Process

1. Assess the need for the job and ensure adequate funding 2. Review the job description to ensure that it meets the present and future requirements 3. Design the selection process ( utilize search committee process if applicable)

4. Draft the advertisement and select the advertising media 5. 6. 7. 8. Short list using the person specification only Interview and test short-listed candidates Validate references, qualifications and background checks Make appointment

Supervisors and Department Directors hold the responsibility for ensuring this framework is followed. Human resources and Employee Development is available for advice and will assist in general administration of the recruitment process.

Review the Job and the Need for It

Upon the resignation, transfer, retirement, or the authorization of a new position, the "search and selection" procedure begins. This is an opportunity to review position responsibilities and the way in which the position contributes and promotes unit, department, division and other objectives.

1. Supervisors need to consider the following issues:

Is the job still necessary? What value does it add to the team and to the delivery of service?

2. How will the Post be funded? Does the job description need updating? If so, the grade for the job and the person specification may need to be re-evaluated. The Human Resources and Employee Development Team is available to provide advice on constructing both job descriptions and person specifications and advising on grading issues.

What type of employment could be offered? Full-time, part-time? Is job-sharing an option? Permanent or fixed term contract?

Use of fixed term contracts are most appropriate for covering a particular task/project/item of work or an interim appointment. They should not normally be used to fill permanent posts.

3. If the decision is to hire for the position, it is the responsibility of the Supervisor/Director to ensure that the Position Management Form is completed and sent to Human Resources and Employee Development as soon as possible.

Search Committee

Not all interviews for permanent positions are conducted by a Committee. The Department Director is responsible for determining the positions that require a committee to interview and select. If the position is a possible promotion for one or more, then a committee should be used to ensure there is no appearance of bias or favoritism. All open positions titled, Assistant Director and above must use of a search committee.

Flow Charts

The Hiring Process

Approved to hire /rehire in a position

Post position in HR & ad media

Send qualified applicants to hiring department

Pre-interview preparation & recruiting

Interviewing: references & Selection

Background check & scheduling

The InterviewDifferent Types The interview is a core part of the recruitment process for all organizations and is a twoway exchange between interviewee and each interviewer. Interviewers assess interviewees suitability for the role by asking questions which give you the opportunity to demonstrate their abilities and personality. In turn interviewees can ask questions of your interviewers and assess whether the organization and job is the right match for you. There are many different types of interviews conducted & practiced in UBICO. Most practiced two types are mentioned here in the term paper:

Traditional Face-to-Face Interview Most interviews are face-to-face. The most traditional is a one-on-one conversation. Here the focus is imposed on the interviewee. The way of maintaining eye contact, listening and responding tendency is observed here along his knowledge & skills.

Panel/Committee Interview In this situation, there is more than one interviewer. Typically, three to ten members of a panel may conduct this part of the selection process. Here the interviewee needs to show group presentation skills on display. Employee Training and Development The quality of employees and their development through training and education are major factors in determining long-term profitability of a small business. If company hire and keep good employees, it is good policy to invest in the development of their skills, so they can increase their productivity. Training often is considered for new employees only. This is a mistake because ongoing training for current employees helps them adjust to rapidly changing job requirements. Purpose of Training and Development Reasons for emphasizing the growth and development of personnel include: Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization.

Enhancing the company's ability to adopt and use advances in technology because of a sufficiently knowledgeable staff.

Building a more efficient, effective and highly motivated team, which enhances the company's competitive position and improves employee morale.

Ensuring adequate human resources for expansion into new programs. Increased productivity. Reduced employee turnover. Increased efficiency resulting in financial gains. Decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity and well-being as they become more valuable to the firm and to society. Generally they will receive a greater share of the material gains that result from their increased productivity. These factors give them a sense of satisfaction through the achievement of personal and company goals. The Training Process The model below traces the steps necessary in the training process: Organizational Objectives Needs Assessment Is There a Gap?

Training Objectives Select the Trainees Select the Training Methods and Mode Choose a Means of Evaluating Administer Training Evaluate the Training

Selection of Trainees carefully selecting who should be trained to fulfill the organization needs. Training Goals after going through the training will it bring back a fruitful result for the organixation? Training Methods some expensive but effective training methods are used in UBICO. They are: On-the-job training It is delivered to employees while they perform their regular jobs. In this way, they do not lose time while they are learning. After a plan is developed for what should be taught, employees should be informed of the details. A timetable should be established with periodic evaluations to inform employees about their progress. On-the-job techniques

include

orientations,

job

instruction

training,

apprenticeships,

internships

and

assistantships, job rotation and coaching.

Off-the-job techniques Include lectures, special study, films, television conferences or discussions, case studies, role playing, simulation, programmed instruction and laboratory training. Most of these techniques can be used by small businesses although, some may be too costly. Orientations These are for new employees. The first several days on the job are crucial in the success of new employees. This point is illustrated by the fact that 60 percent of all employees who quit do so in the first ten days. Orientation training should emphasize the following topics: The company's history and mission. The key members in the organization. The key members in the department, and how the department helps fulfill the mission of the company. Personnel rules and regulations.

Some companies use verbal presentations while others have written presentations. Many small businesses convey these topics in one-on-one orientations. No matter what method is used, it is important that the newcomer understand his or her new place of employment. Lectures It present training material verbally and are used when the goal is to present a great deal of material to many people. It is more cost effective to lecture to a group than to train people individually. Lecturing is one-way communication and as such may not be the most effective way to train. Also, it is hard to ensure that the entire audience understands a topic on the same level; by targeting the average attendee you may under train some and lose others. Despite these drawbacks, lecturing is the most cost-effective way of reaching large audiences. Apprenticeships It develop employees who can do many different tasks. They usually involve several related groups of skills that allow the apprentice to practice a particular trade, and they take place over a long period of time in which the apprentice works for, and with, the senior skilled worker. Apprenticeships are especially appropriate for jobs requiring production skills. Internships and assistantships These are usually a combination of classroom and on-the-job training. They are often used to train prospective managers or marketing personnel.

Training Administration . Questions that are considered in UBICO before training begins include: Location. Facilities. Accessibility. Comfort. Equipment. Timing. Evaluation of Training Training IS evaluated several times during the process. Employees are evaluated by comparing their newly acquired skills with the skills defined by the goals of the training program. Any discrepancies are noted and adjustments made to the training program to enable it to meet specified goals. Ways which UBICO follows to motivate their employees 1. Recognition/Attention: When employees accomplish something they have achieved something. Companys recognition is appreciation for that achievement. 2. Applause: A form of recognition but a very specific form. Sometimes it is practiced to motivate employees when they solve any severe problem or done difficult job.

3. Job Titles: When some one talks about job titles this is about tapping the self-esteem of people. How someone feels about the way they are perceived in the workforce is a critical component to overall attitude and morale. Picture a social gathering that includes some of your staff. The subject of work inevitably comes up be creative as you think of possibilities for titles. Have your staff come up with ideas giving them input into the titles. Bottom line, you are dealing with pride...and pride enhances a positive attitude...and a positive attitude is the foundation for continuing success. 4. Good Work Environment: UBICO is motivating its employees by providing good & comfortable environment. 5. on-the-Spot Praise: This too is associated with recognition but the key here is timing. When there is a reason for praising someone don't put it off for any reason! Promptness equals effectiveness. UBICO praises people when the achievement is fresh on everyone's mind. 6. Outside Seminars: Outside seminars are a stimulating break. Because outside seminars are not always cost efficient for most people, consider on-site seminars or workshops for the staff.

PERFORMANCE APPRAISAL REVIEW

PART-1: PERSONAL INFORMATION

Name :__________________________________ Employee No._________________________ Designation :_______________________ Grade ___________ Department_______________ Date of Appointment __________________ Date of Confirmation : ____________________ Name of Supervisor __________________ Title of Supervisor ________________________ Period of service under current Supervisor ________________________________________ Period covered by this appraisal From _______________________to _______________ Type of Review Mid-Probation : End Probation : Midterm Annual

Part II: INSTRUCTIONS/GUIDELINES FOR APPRAISERS

01 . 02 . 03 . 04 . 05 . 06 . The ratings are expected to represent the appraisal of performance in relation to present job of an employee. The effectiveness of the ratings depends on your impartial and sound judgment. Base your ratings on facts and not on more impressions. The best way to obtain correct facts is to constantly and carefully observe the employees general performance (keep notes) during the whole period of report. Consider only one factor at a time. Do not let your rating in one trait influence your rating of another. Take adequate time to rate an employee, substantiate your judgment with relevant facts. The efficiency / success of your department/ section depends largely on your fair appraisal of those working under your supervision. Please note that the highest and lowest ratings must be supported by concrete examples failing of which such ratings will not be acceptable. Upon completion, review and check your ratings.

PART III: PERFORMANCE RATINGS

RATINGS
Exceptional Performance (EP)

NUMERICAL VALUES
91-100

DEFINITIONS
- Exceeds position requirement even on the most difficult and complex aspects of his/her job. - Consistently expected. accomplishes more than

- Takes on additional assignments without negatively affecting other works. - Completes projects thoroughly, completely, and on or ahead of schedule. Exceeds Expectations (EE) 76-90 - Is doing an excellent job and usually exceeds most requirements. - Demonstrates a willingness to perform beyond expectations. - Takes initiatives in asking for additional responsibility. Meets Expectations (ME) 61-75 - Is doing a satisfactory job. - Handles most assignments within scope of his/her responsibility. the

- Does not require significant improvement. - Typically completes regular works and projects on schedule . - Sometimes does a satisfactory job. - Some improvement in the quantity, quality, and/or timeliness of work is important. - Regular work and projects are consistently completed on schedule. Unsatisfactory Performance (UP) Upto 50 - Does not perform the job satisfactory - Doest not produce the quantity, quality and timeliness of work expected. - Should be told that improvement is a necessity not

Marginal Performance (MP)

51-60

For Overall Rating Exceptional Performance Exceeds Expectations Meets Expectation Marginal Performance Unsatisfactory Performance

91 100 76- 90 61-75 51-60 Up to 50