Documents – Page 29 – Memorres Information Center

Outline Probation & Confirmation Policy

1. Purpose

The purpose of this policy is to establish a clear and consistent framework for managing employee probation and confirmation. It ensures:

Fair Evaluation – All new hires are given sufficient time and structured feedback to demonstrate their capability, alignment with company values, and culture fit.
Standardization – Probation and confirmation are governed by transparent rules instead of ad-hoc decisions.
Risk Management – The organization has the opportunity to assess suitability before offering full employment benefits and responsibilities.
Compliance – Probation and confirmation are aligned with applicable labor laws and organizational policies.

Outcome:

Employees experience a structured, transparent process during their initial period, and managers/HR have defined checkpoints for assessing performance, behavior, and fit before confirmation.

2. Scope

This policy applies to:

All New Hires – Permanent employees joining the organization at any level or department.
Probation Duration – Standard probation period (e.g., 6 months) unless otherwise specified in the offer letter or employment contract.
Geographic Applicability – Covers all employees across locations where the company operates, subject to local labor law compliance.
Exclusions –
- Interns, trainees, apprentices, and fixed-term contract employees (covered by separate agreements).
- Consultants and freelancers (governed by contract terms).
- Employees rehired within 12 months of exit, where management may waive or shorten probation based on prior performance.

Outcome:

Ensures clarity on who the policy covers and avoids ambiguity between permanent hires and other employment categories.

3. Definitions

To ensure clarity, the following terms are defined under this policy:

Probation Period: The initial period of employment during which an employee’s performance, conduct, and cultural alignment are evaluated before confirmation.
Confirmation: The formal process of granting permanent employee status after successful completion of probation.
Extension of Probation: An additional period (beyond the standard probation) granted when performance shows potential but does not fully meet expectations.
Non-Confirmation: The decision not to confirm an employee at the end of probation, which may result in either termination or extension, depending on circumstances.
Early Termination: Termination of employment during the probation period due to unsatisfactory performance, misconduct, or violation of company policies.
Probation Review: A structured evaluation process involving manager feedback, HR inputs, and employee self-assessment (where applicable), conducted at mid-point and end of probation.

4. Policy Statements

Probation Duration
- Standard probation period is 6 months from the date of joining, unless otherwise specified in the offer letter.
- Certain roles may carry a different probation length based on seniority, complexity, or client/project requirements.
Confirmation Criteria
- Satisfactory performance against role-specific KPIs and 30-60-90 milestones (as defined in the 30-60-90 Integration & Performance SOP).
- Consistent demonstration of company values and culture fit.
- Compliance with attendance, conduct, and organizational policies.
- No adverse findings in background verification (BGV).
Mid-Probation Review
- Managers must conduct a structured check-in (typically at the 3-month mark) to review progress, identify gaps, and provide corrective feedback.
- HR ensures documentation of this review in the probation tracker.
Confirmation Process
- At the end of the probation period, the manager provides a recommendation (confirm/extend/non-confirm) using the prescribed form.
- HR finalizes confirmation upon approval from department head/leadership (where required).
- A Confirmation Letter is issued to the employee, and records are updated in HRIS/payroll systems.
Extension of Probation
- If performance is below expectation but shows potential, probation may be extended by a maximum of 3 months.
- Extensions must be approved by the department head and HR.
- Only one extension is allowed unless exceptional approval is granted by leadership.
Non-Confirmation / Termination
- If performance or conduct is unsatisfactory, the organization may choose not to confirm employment.
- Termination during probation may be carried out with a notice period as defined in the appointment letter or as per applicable law.
Employee Rights During Probation
- Probationary employees are entitled to salary, statutory benefits (PF, ESI, etc.), and other allowances as per company policy.
- Certain benefits (e.g., long-term incentives, insurance, and bonus eligibility) may commence only after confirmation.

5. Roles & Responsibilities

1. Human Resources (HR)

Track all probation timelines in the Onboarding & Probation Tracker.
Communicate probation start and end dates to managers and employees.
Issue reminders for mid-point and end-of-probation reviews.
Ensure completion of required documentation (review forms, extension letters, confirmation letters).
Update HRIS, payroll, and benefits systems upon confirmation or termination.
Maintain compliance with labor laws and organizational policies.

2. Reporting Manager

Set clear expectations for the employee using the 30-60-90 Integration & Performance SOP.
Conduct structured feedback sessions during probation (mid-point and final).
Provide documented recommendations (confirm, extend, or non-confirm) with supporting evidence.
Mentor and guide the employee during the probation period to support performance improvement.
Collaborate with HR for escalation, extension, or early termination cases.

3. Employee (Probationer)

Understand performance goals, KPIs, and cultural expectations.
Actively participate in feedback discussions and implement corrective actions.
Demonstrate continuous learning, adaptability, and alignment with company values.
Maintain compliance with company policies, attendance standards, and code of conduct.

4. Department Head / Leadership (where applicable)

Approve probation extensions or non-confirmation cases.
Provide final sign-off on confirmation decisions for critical roles.
Ensure fair, unbiased decisions across teams.

6. Probation Evaluation Process

The probation evaluation is conducted in two structured stages to ensure fairness, transparency, and performance alignment.

1. Mid-Probation Review (around 90 days)

Initiated by HR: HR sends a reminder to the reporting manager two weeks before the midpoint.
Manager Review:
- Assess performance against 30-60-90 milestones (Stage 4 document).
- Identify strengths, gaps, and support needs.
- Provide documented feedback to the employee (verbal + written).
Employee Engagement: Employee acknowledges feedback and discusses action plans.
HR Role: Record outcomes in the Probation Tracker Template.

2. End-of-Probation Review (before probation completion)

Manager Evaluation: Comprehensive assessment of performance, culture fit, and compliance.
Supporting Inputs: May include feedback from peers, clients, or project leads if relevant.
Recommendation: Manager submits confirmation/extension/non-confirmation recommendation using the Probation Review Form.
HR & Leadership Action: Final decision recorded; HR prepares confirmation or extension/termination letters.

3. Documentation Requirements

Mid-probation review notes.
End-of-probation evaluation form.
Any extension letters or supporting documents.
All documents are stored in HRIS under employee records for compliance.

4. Linkages with Other Processes

Uses 30-60-90 Integration & Performance SOP for milestone evaluation.
Updates feed into the Performance Management System (Stage 5 onward).
Cross-referenced with BGV SOP outcomes for compliance clearance.

7. Confirmation Process

1. Manager Recommendation

At the end of probation, the reporting manager submits a Probation Review Form with a clear recommendation:
- Confirm (meets/exceeds expectations)
- Extend (potential shown but gaps remain)
- Non-Confirm (unsatisfactory performance/fit)

2. HR Review & Validation

HR validates that:
- All required reviews (mid & final) are documented.
- Employee records (attendance, compliance, BGV clearance) are complete.
- Any disciplinary matters (if raised) are factored into the decision.

3. Leadership / Department Head Approval (where applicable)

For critical roles or sensitive cases (extensions, non-confirmations), HR seeks sign-off from the department head or leadership.
This ensures fairness and alignment with organizational standards.

4. Confirmation Letter

Once approved, HR issues a formal Confirmation Letter to the employee, specifying:
- Date of confirmation.
- Updated employment status (from probationer to confirmed employee).
- Eligibility for benefits and policies applies only to confirmed employees.

5. System Updates

HR updates HRIS, payroll, and benefits systems to reflect the employee’s confirmed status.
Access to benefits (insurance, bonuses, stock options, if any) begins as per policy.

6. Communication & Acknowledgement

Employee receives official communication (email + letter).
Acknowledgement of receipt is recorded in employee files.

8. Extension or Non-Confirmation

1. Extension of Probation

Eligibility: Considered only when the employee shows potential but has not fully met performance or behavioral expectations.
Duration: Standard extension is up to 3 months; maximum extension is 6 months in exceptional cases, with leadership approval.
Process:
- Manager submits extension request with documented reasons and improvement plan.
- HR issues a formal Probation Extension Letter to the employee.
- Performance improvement plan (PIP) milestones are defined and tracked.
Review: Extended probation requires an additional end-of-period evaluation.

2. Non-Confirmation

Criteria: Applied where performance, behavior, or compliance issues indicate the employee is not suited for the role or culture.
Process:
- The manager provides documented justification and evidence.
- HR reviews for fairness, compliance, and legal adherence.
- Final decision taken in consultation with department head/leadership.
Communication: HR issues a Non-Confirmation Letter specifying termination of employment as per the notice period defined in the appointment letter or statutory requirements.

3. Early Termination During Probation

Employment may be terminated before the probation period ends if:
- Performance is consistently poor despite feedback.
- Misconduct or violation of company policies occurs.
- BGV results are adverse.
Notice period (or pay in lieu) will apply as per the appointment letter and local labor laws.

4. Employee Communication & Support

Employees under extension or non-confirmation must receive clear, documented feedback.
HR ensures that communication is respectful, unbiased, and compliant with grievance redressal mechanisms.

Section 9. Governance & Compliance

Legal Compliance
- All probation and confirmation decisions must comply with applicable labor laws, Shops & Establishment Acts, and statutory requirements in the regions where the company operates.
- Notice periods, termination terms, and employee rights during probation will align with contractual obligations and statutory norms.
Bias & Fairness
- Decisions regarding confirmation, extension, or non-confirmation must be based solely on documented performance, behavior, and compliance criteria.
- Any form of bias, discrimination, or favoritism is strictly prohibited.
Audit & Documentation
- HR must maintain accurate and complete probation records (review forms, letters, and feedback notes) in the HRIS.
- These records will be subject to internal audit and, where applicable, client compliance audits.
Confidentiality & Data Privacy
- All probation evaluations and related documents are confidential and may only be accessed by HR, the reporting manager, and authorized leadership.
- Employee information must be handled as per the organization’s Data Privacy Policy.
Alignment with EVP (Growth, Impact, Culture, Rewards, Balance)
- The probation process will be managed to reflect organizational values by:
  - Offering fair opportunities for growth.
  - Ensuring meaningful impact in role delivery.
  - Maintaining cultural alignment and team balance.
  - Rewarding consistency and contribution upon confirmation

10. Review & Ownership

Policy Ownership
- The Human Resources Department owns this policy and is responsible for its implementation, communication, and monitoring across the organization.
Policy Review
- This policy will be reviewed annually or earlier if:
  - There are changes in labor laws or statutory requirements.
  - Internal audits highlight gaps in implementation.
  - Business or client requirements necessitate updates.
Approval Authority
- Any changes to the policy must be approved by the Head of HR in consultation with the Leadership Team.
Version Control
- All versions of this policy must be dated, versioned, and stored in the centralized HR Policy Repository.
- Employees must always refer to the latest approved version.

30-60-90 Integration & Performance SOP

1. Purpose

The purpose of this SOP is to ensure all new hires are integrated into their roles through a structured 30-60-90-day plan. This plan balances performance expectations with cultural integration, ensuring probation evaluations are fair, consistent, and aligned to EVP pillars (Growth, Impact, Culture, Rewards, Balance).

Outcome Expected:

By Day 30 → new hires understand their role, tools, and team culture.
By Day 60 → they own deliverables and show measurable contributions.
By Day 90 → they demonstrate consistent performance and readiness for confirmation.

2. Scope

This SOP applies to all new employees across the organization and defines the process for integration, performance evaluation, and probation confirmation using the 30-60-90 day framework.

Covered under this SOP:

Employment Types
- Permanent employees (full-time and part-time).
- Fixed-term contract employees.
- Interns and management trainees (with modified 30-60-90 outcomes).
Levels of Employees
- Entry-level/Associate hires: evaluated primarily on learning agility, tool adoption, and initial deliverables.
- Mid-level hires: evaluated on independent deliverables, collaboration, and contribution to team outcomes.
- Senior/Leadership hires: evaluated on team leadership, stakeholder management, and cultural role-modelling.
Functions & Departments
- Development (Frontend, Backend, Fullstack, QA, DevOps).
- Design.
- Project Management.
- Sales & Business Development.
- HR, Admin, Finance, and Support functions.
Integration Elements
- Technical/functional integration (tools, workflows, role responsibilities).
- Cultural integration (EVP pillars: Growth, Impact, Culture, Rewards, Balance).
- Performance integration (30/60/90 measurable outcomes).
Geographies
- All offices and remote setups where the company operates.
- Local legal requirements around probation timelines will take precedence.

Exclusions:

Freelancers and third-party contractors (covered under Vendor/Contractor Policy).
Re-hired employees within 6 months of separation (abbreviated evaluation based on updated role fit).

3. Roles & Responsibilities

Role	Responsibilities
Hiring Manager	– Designs 30-60-90 goals for joiner within first 5 working days.- Conducts reviews at 30, 60, 90 days.- Provides feedback on performance & culture fit.- Submits probation evaluation by Day 85.
HR Operations	– Provides template & tracker.- Monitors timely reviews.- Consolidates data for confirmation/extension.- Ensures EVP integration in evaluation.
Department Head	– Approves integration goals for critical roles.- Reviews escalations in case of poor performance or probation extension.
Buddy/Mentor	– Provides cultural/social support.- Reports observations to Manager/HR if serious gaps arise.
New Hire	– Actively participates in review discussions.- Owns progress against defined goals.- Provides feedback on integration experience.

4. Framework – 30 / 60 / 90 Milestones

Timeline	Focus Area	Expected Outcomes	Evidence
Day 30 (Learning & Integration)	– Understand tools, processes, and role expectations.- Build rapport with team & buddy.- Shadow/assist on small tasks.	– Completed tool training.- Delivered 1–2 low-complexity tasks.- Feedback from buddy/manager.	Training logs, task tracker, feedback notes
Day 60 (Ownership & Contribution)	– Handle small projects/deliverables independently.- Demonstrate problem-solving.- Show accountability for timelines & quality.- Reflect EVP pillars (Impact, Growth).	– Delivered module/mini-project.- Documented learnings/improvements.- Positive peer/team feedback.	Demo notes, review form
Day 90 (Performance & Confirmation)	– Deliver consistent outputs.- Exhibit cultural alignment (teamwork, feedback openness).- Propose at least 1 improvement idea.- Ready for full role ownership.	– Successful project/task ownership.- Cultural alignment validated.- Confirmation review submitted.	Evaluation form, confirmation letter

5. Review Process

The 30-60-90 Review Process ensures that new hires are evaluated at structured intervals, allowing for early support, course correction, and fair probation outcomes.

5.1 Review Cadence

30-Day Review (Learning & Integration)
- Timing: Conducted between Day 28–32.
- Focus: Has the employee understood role, tools, and workflows? Are they engaging with the team and buddy?
- Format: Informal 1:1 between Manager and Joiner, documented in the 30-60-90 Tracker.
- Output: Adjusted goals for next 60 days, early feedback to joiner.
60-Day Review (Ownership & Contribution)
- Timing: Conducted between Day 58–62.
- Focus: Is the employee independently handling deliverables? Are they accountable for outcomes and timelines?
- Format: Formal review with Manager, optionally with Dept Head for mid/senior hires.
- Output: Performance calibration, documented development plan if gaps are found.
90-Day Review (Performance & Confirmation)
- Timing: Conducted between Day 85–90.
- Focus: Has the employee demonstrated consistent performance, cultural alignment, and readiness for confirmation?
- Format: Manager + HR joint review, final approval by Dept Head.
- Output: One of three decisions → Confirmation, Extension of probation, or Separation.

5.2 Evaluation Criteria by Stage

30 Days:
- Learning agility, role understanding, tool adoption.
- Early contributions (small tasks, shadowing).
- Engagement with team and buddy.
60 Days:
- Independent project/task ownership.
- Quality of deliverables.
- Collaboration and communication effectiveness.
90 Days:
- Consistent performance against KPIs.
- Demonstration of EVP alignment (Growth, Impact, Culture, Rewards, Balance).
- Readiness for full role ownership.

5.3 Documentation & Templates

All reviews must be logged in the 30-60-90 Performance Tracker Template (Stage 4).
Minimum documentation required:
- Ratings (1–5 scale) against defined goals.
- Strengths observed.
- Areas for improvement.
- Recommended decision.

5.4 Feedback Delivery

Managers must provide direct, constructive, and actionable feedback during reviews.
Feedback should be evidence-based, not opinion-driven.
New hires must acknowledge receipt of review outcomes in the tracker.

5.5 HR Involvement

HR participates in 30-Day check-in (to capture culture & experience signals).
HR ensures the timely scheduling of 60 & 90-day reviews.
HR consolidates feedback and escalates delays or missing reviews.

6. Escalations & Exceptions

This section defines what happens when performance, compliance, or review timelines deviate from the standard 30-60-90 plan.

6.1 Performance Escalations

Early Underperformance (by Day 30):
- The manager must document concerns in the 30-Day Review form.
- An Early Support Plan (ESP) is created with clear targets for the next 30 days.
- HR is notified; the Dept Head is consulted if gaps are critical.
Continued Underperformance (by Day 60):
- Manager escalates case to HR Head + Dept Head.
- A Performance Improvement Plan (PIP) is initiated, extending for up to 30–60 days.
- If no progress is visible, separation may be recommended before Day 90.
Failure to Meet Goals (by Day 90):
- The manager cannot “auto-confirm.”
- Probation may be extended (max 60 days, subject to local labor law).
- Decision must be documented and approved by the Dept Head + CHRO.

6.2 Compliance & BGV Exceptions

If Background Verification (BGV) raises a minor discrepancy (e.g., name spelling, minor date mismatch):
- HR documents the clarification and keeps it on record.
If BGV reveals a major discrepancy (fake degree, false employment, criminal record):
- Immediate suspension of system access.
- CHRO decides on termination in consultation with Legal.

6.3 Review Timeline Escalations

If 30/60/90 reviews are not completed within 5 working days of the due date:
- HR sends an escalation notice to the Manager.
- If still pending after 10 working days, it escalates to the Department Head.
- If still unresolved, it escalates to CHRO.
No employee can be confirmed or extended without a documented 90-Day Review.

6.4 Employee-Initiated Exceptions

If a joiner raises concerns about unfair feedback or a lack of support:
- HR conducts a neutral review session with the joiner, Manager, and Dept Head.
- Findings are documented; corrective steps are assigned.

6.5 Extension of Probation (Exception Process)

Allowed only if:
1. Performance gaps documented with examples.
2. A new development plan has been agreed upon with measurable outcomes.
3. Approval obtained from the Dept Head + CHRO.
Extension cannot exceed 60 days (subject to local law).
Communication must be in writing, signed by HR, and acknowledged by the employee.

7. Compliance, Monitoring & KPIs

This section ensures that the 30-60-90 Integration & Performance SOP is not just followed in principle but is measurable, auditable, and continuously improved.

7.1 Compliance Requirements

All new hires must have a documented 30-60-90 plan created by the Manager within 5 working days of joining.
Each review (30, 60, 90 days) must be conducted and documented in the official tracker/template.
HR is responsible for ensuring documentation is completed on time and properly archived in the HRIS/MIC.
Probation confirmation decisions cannot be processed without a completed 90-Day Review Form.

7.2 Monitoring & Audit

Quarterly HR Audit: HR Operations audits all 30-60-90 plans and review forms on a quarterly basis to ensure compliance.
Escalation of Delays:
- Reviews overdue by more than 5 working days → escalated to Manager.
- If still pending beyond 10 working days → escalated to Dept Head.
- Persistent delays escalate directly to CHRO.
Audit Scope Includes:
- Completeness of forms.
- Quality of feedback (must be evidence-based, not generic).
- EVP alignment noted in evaluations.

7.3 KPIs (Key Performance Indicators)

To measure the success of this SOP, HR will track the following KPIs:

% of new hires with 30-60-90 plan defined by Day 5
- Target: ≥ 95%
- Owner: Hiring Manager, monitored by HR Ops
% of 30-60-90 reviews completed on time
- Target: ≥ 90%
- Owner: Hiring Manager, escalated to Dept Head/CHRO if missed
% of confirmations processed by Day 90
- Target: ≥ 95%
- Owner: HR Ops, accountable to CHRO
Onboarding NPS improvement between Day 30 & Day 90
- Target: Positive upward trend (min +10 points over time).
- Owner: HR Ops, measured via feedback surveys

7.4 Reporting & Transparency

KPI reports are presented quarterly to the HR Head & Leadership.
Persistent gaps or underperformance in KPIs must trigger process improvement workshops with HR and department heads.
Best practices and lessons learned are shared with all managers through the MIC.

8. Review & Updates

This SOP must remain current, compliant, and aligned with organizational needs. To ensure this, a structured review and update mechanism is followed.

8.1 Review Frequency

Annual Review: Conducted once every year by HR Operations in consultation with Department Heads.
Trigger-Based Interim Reviews: Initiated when:
- Changes in probation laws or labor regulations occur.
- Adjustments to the company EVP pillars or cultural priorities are made.
- Significant updates in onboarding workflows, HRIS tools, or performance frameworks are rolled out.

8.2 Review Ownership

HR Operations: Drafts proposed changes and ensures alignment with related SOPs (Onboarding Workflow SOP, New-Joiner Experience SOP, Probation Policy).
Department Heads: Validate that functional performance expectations are accurately reflected.
CHRO: Reviews and formally approves all changes.

8.3 Update Process

Documented changes are recorded in the SOP Update Log.
Revised SOPs are circulated to all HR staff and Managers with a summary of changes.
Updated versions are uploaded to the Memorres Information Center (MIC) with:
- Version number
- Effective date
- Approver details
- Change summary

8.4 Communication & Training

HR conducts orientation sessions for Managers and Department Heads after significant updates.
All Buddy/Mentor programs and new-joiner integration sessions are updated to reflect changes immediately.
Employees hired after an update automatically follow the latest approved version.

New-Joiner Experience SOP

1. Purpose

The purpose of this SOP is to define the experience standards every new employee must receive during their first 90 days, ensuring they feel welcomed, valued, and integrated into the company culture.

Why this exists:

First impressions shape long-term retention.
Employees who feel connected in their first 90 days show higher productivity and loyalty.
Experience-driven onboarding strengthens EVP pillars (Growth, Impact, Culture, Rewards, Balance) beyond process checklists.

Outcome Expected:

New hires experience a professional, warm, and consistent journey that makes them confident in their decision to join and eager to contribute.

2. Scope

This SOP applies to:

All new hires across levels, departments, and geographies.
All onboarding formats (onsite, hybrid, remote).
The period from offer acceptance → confirmation/extension at 90 days.

Exclusions:

Contractors/freelancers, covered under separate vendor policy.
Re-hires within 6 months (abbreviated experience cycle).

3. Experience Principles

Onboarding experience is guided by these non-negotiable principles:

Day 1 = Welcome, not Waiting
- New joiners must have IT access, a workstation, and an agenda ready.
- Focus on people + culture, not just paperwork.
Buddy System = Belonging
- Every joiner is assigned a buddy for informal integration.
- Buddy check-ins in Week 1 and Week 2 are mandatory.
Manager Connect = Clarity
- Manager conducts role expectations and first-week goal conversation.
- 30-60-90 goals set within the first 5 days.
Leadership Visibility = Inspiration
- New joiners are welcomed publicly (email/Townhall/CEO video).
- Leadership interaction within the first month.
Feedback = Continuous Improvement
- HR collects onboarding feedback (Week 1, Day 30).
- Feedback is actioned and looped into process refinement.

4. Touchpoints & Owners

Experience Touchpoint	Standard	Owner
Welcome Email	Sent 5 working days before joining	HR
Welcome Kit	Delivered on/ before Day 1	HR/Admin
Buddy Assignment	Assigned in HRIS before Day 1	HR
Day 1 Welcome	Formal intro + team icebreaker	HR + Manager
Manager 1:1 (Day 1–3)	Role expectations, first-week plan	Manager
Team Introduction	Both formal & informal intro sessions	Manager + Buddy
Week 1 Check-in	Buddy lunch/virtual connect	Buddy
Week 2 Check-in	Informal Q&A with buddy	Buddy
Leadership Connect	Townhall intro or leadership Q&A	HR/Leadership
30-Day Review	Review goals + gather feedback	Manager + HR
60-Day Review	Culture + performance checkpoint	Manager
90-Day Review	Final probation discussion	Manager + HR

5. Standard Experience Checklist

Welcome Email & Joining Instructions shared in advance.
Welcome Kit provided (policies, swag, tools access).
Assigned Buddy introduced on Day 1.
Day 1: Orientation (culture, EVP, IT, Admin, Manager connect).
Week 1: Buddy lunch / informal connect.
Week 2: Follow-up buddy session.
Week 3–4: Leadership intro (Townhall or direct).
30-60-90 review checkpoints with feedback.

6. Feedback & Continuous Improvement

Week 1 Survey: Measures Day 1–5 experience (welcome, setup, culture).
Day 30 Survey: Measures clarity of role, integration, and EVP alignment.
Action Loop: HR compiles feedback quarterly and updates onboarding design.

KPIs:

New hire onboarding NPS (Week 1, Day 30).
% of joiners with assigned buddies.
% of 30-60-90 reviews completed on time.

7. Review & Updates

HR reviews this SOP annually or when EVP pillars, onboarding workflow, or culture initiatives change.
Updates logged in MIC with version control.

Onboarding Policy

1. Purpose

This policy establishes the principles, standards, and governance of onboarding within the organization. It ensures every new hire transitions smoothly from candidate to employee and integrates into the company’s culture, tools, and workflows.

The onboarding policy is not just about paperwork or Day 1 logistics; it is about:

Engagement: Making new hires feel welcomed, valued, and aligned with EVP pillars (Growth, Impact, Culture, Rewards, Balance).
Compliance: Ensuring all statutory, security, and contractual requirements are met.
Consistency: Applying the same high-quality onboarding experience across roles, functions, and geographies.
Productivity: Enabling employees to contribute meaningfully within their first 90 days.
Retention: Creating a positive first impression that strengthens long-term employee loyalty.

Outcome Expected:

Every new hire’s onboarding journey is professional, engaging, fair, and compliant, resulting in faster integration and higher retention.

2. Scope

This policy applies to:

All new hires: full-time, part-time, interns, and contractual staff.
All departments and geographies where the organization operates.
All levels: from entry-level associates to senior leadership hires.

It covers:

Pre-onboarding activities (document collection, background verification, access provisioning).
Day 1 orientation and induction.
Functional and departmental integration.
30-60-90 performance and culture integration milestones.
Probation evaluation and confirmation.

Exclusions:

Freelancers, consultants, and vendor staff (covered under Vendor & Contractor Policy).
Employees rehired within 6 months (only re-orientation applies).

3. Definitions & Key Terms

Onboarding: The process from offer acceptance to successful completion of probation.
Pre-Onboarding: Activities before Day 1 (documents, IT assets, background checks).
Day 1 Orientation: Formal sessions introducing culture, policies, tools, and managers.
Induction: Department-specific introduction to tools, workflows, and team structures.
Buddy/Mentor: Assigned peer to help integrate the new hire socially and informally.
30-60-90 Plan: Structured performance and culture integration plan.
Probation: Initial period of employment where performance and fit are evaluated.

4. Guiding Principles

Onboarding at our organization is guided by the following principles:

Consistency & Fairness
- Every employee, regardless of role or level, receives a structured onboarding journey.
- No ad-hoc or “manager-dependent” onboarding — minimum standards are enforced across departments.
Compliance & Security
- Background verification and statutory documentation are non-negotiable.
- System and facility access follow a least-privilege principle until clearance.
Culture & EVP Alignment
- Orientation must reinforce EVP pillars (Growth, Impact, Culture, Rewards, Balance).
- Managers and buddies are expected to model and communicate values.
Preparedness & Professionalism
- All access, assets, and agendas must be ready before Day 1.
- Day 1 is never for “waiting around” — it is for connecting, learning, and feeling welcomed.
Integration & Productivity
- By Day 30, employees should understand their role and team workflows.
- By Day 60, they should own deliverables.
- By Day 90, they should demonstrate consistent performance.
Feedback & Continuous Improvement
- Employees provide onboarding feedback at Week 1 and Day 30.
- HR reviews and improves the onboarding program quarterly.

5. Roles & Responsibilities

HR (Talent Acquisition & HR Ops):
- Owns the onboarding process end-to-end.
- Sends welcome communication, initiates BGV, and prepares Day 1 agenda.
- Tracks onboarding checklists, 30-60-90 integration, and probation evaluations.
Hiring Manager:
- Provides Week 1 and 30-60-90 plans.
- Introduces team, clarifies role expectations, and assigns initial projects.
- Evaluates probation performance and cultural alignment.
Buddy/Mentor:
- Acts as go-to support during the first 30–60 days.
- Helps the joiner integrate socially and culturally.
IT & Admin:
- Provision devices, accounts, and access before Day 1.
- Induct joiners into security, systems, and facility use.
Department Head:
- Ensures functional induction is consistent and effective.
- Monitors managers’ compliance with onboarding standards.
New Hire:
- Completes required documentation.
- Engages in orientation and induction sessions.
- Provides feedback and takes ownership of 30-60-90 outcomes.

6. Employee Experience Standards

All new hires must receive:
- Welcome Email at least 5 working days before joining.
- A structured Day 1 agenda.
- IT device, email, and basic system access ready before 11 am on Day 1.
- Assigned Buddy/Mentor within the first week.
- Clear 30-60-90 goals are defined by the manager within 5 working days of joining.
HR must ensure new hires never feel abandoned or idle during onboarding.

7. Compliance & Governance

BGV and statutory documents are mandatory before confirmation.
No employee may bypass security, compliance, or policy acknowledgment requirements.
Any exception must be documented and approved by CHRO.
HR will conduct quarterly audits of onboarding records.

8. Monitoring, KPIs & Escalations

KPIs:

Day-1 readiness rate (% of new hires with IT + agenda prepared).
Onboarding NPS (Week 1 and Day 30 surveys).
% of 30-60-90 reviews completed on time.
% of probation decisions made before Day 90.

Escalations:

IT/Access not ready → escalates to IT Head.
Missing documents/BGV delays → escalates to HR Head.
Probation review not submitted → escalates to Department Head → CHRO.

9,. Review & Updates

HR reviews this policy annually or upon changes in labor law, systems, or EVP.
Updates are version-controlled and stored in MIC.
Refresher training is provided to HR, managers, and buddies after major updates.

Onboarding Workflow SOP

1. Purpose

Establish a professional, time-bound, and auditable onboarding workflow that transitions a candidate to a productive employee through pre‑boarding, Day 1, Week 1, and the 30‑60‑90 integration period.

Why this exists: To remove ambiguity, prevent last‑minute rush, and ensure every new joiner experiences a consistent, EVP‑aligned start.

Outcome expected: New hires are fully set up, culturally integrated, and delivering agreed outcomes by Day 90.

2. Scope

Applies to all new hires (full‑time, part‑time, contract, interns) across all locations and business functions.

In scope: Activities from offer acceptance to confirmation/extension at ~90 days.

Out of scope: Vendor/third‑party contractor onboarding (separate Vendor & Contractor Policy) and rehires within 6 months (re‑orientation only).

Cross‑references:

Offer Approval & Negotiation SOP (Stage 3)
TA → HR Handoff SOP (Stage 3)
Background Verification (BGV) SOP (Stage 4)
30‑60‑90 Integration & Performance SOP + Tracker (Stage 4)
Onboarding Policy (Stage 4)

3. Roles & Responsibilities (RACI)

Activity	TA	HR Ops	Hiring Manager	Dept Head	IT	Admin/Facilities	Finance/Payroll	Buddy/Mentor	New Joiner
Trigger onboarding after acceptance	R	A	C	I	I	I	I	I	I
BGV initiation & tracking	C	A	C	I	I	I	I	I	R (info)
Document collection & verification	I	A	I	I	I	I	I	I	R (submit)
IT asset & access provisioning	I	C	C	I	A	C	I	I	I
Day 1 agenda & orientation	I	A	C	I	C	C	I	C	R (attend)
Dept induction (Week 1)	I	C	A	C	I	I	I	C	R (participate)
30‑60‑90 goal‑setting & reviews	I	C	A	C	I	I	I	C	R
Probation evaluation & confirmation	I	A (process)	A (content)	C	I	I	C	C	R (self‑review)

Legend: A = Accountable, R = Responsible, C = Consulted, I = Informed.

Outcome expected: Everyone knows “who does what by when,” eliminating handoff gaps.

4. Timeline & Milestones (T‑10 to T+90)

Timeline	Milestone	Owner	Evidence / Artifact
T‑10 to T‑6 business days	Welcome email; BGV launched; documents requested; IT request raised	HR Ops	Welcome Email; BGV Ticket; Doc Checklist; IT Ticket
T‑5 to T‑3	Laptop & licenses reserved; seating/ID/parking; Day 1 agenda shared	IT, Admin, HR Ops	IT Readiness Log; Admin Checklist; Day 1 Agenda
T‑2 to T‑1	Access pre‑provisioned; manager confirms Week‑1 plan	IT, Hiring Manager	Access Matrix; Week‑1 Plan
T+0 (Day 1)	Orientation, IT handover, manager session, buddy intro	HR Ops, IT, Manager, Buddy	Day 1 Attendance; Asset Handover; Orientation Slides
T+1 to T+5 (Week 1)	Dept induction, first tasks, HR check‑in	Manager, Buddy, HR Ops	Induction Plan; Task Log; HR Check‑in Notes
T+30	30‑day review; adjust goals	Manager, HR Ops	30‑Day Review Form; Tracker
T+60	60‑day review; performance calibration	Manager, HR Ops	60‑Day Review Form; Tracker
T+85 to T+90	Probation evaluation; confirm/extend	Manager (content), HR Ops (process)	Evaluation Form; Confirmation/Extension Letter

Outcome expected: Predictable, published SLAs; zero “last‑minute scramble.”

5. Pre‑Onboarding (T‑10 to T‑1 Business Days)

5.1 Activities & SLAs

Step	Action	Owner	SLA	Evidence
1	Send Welcome Email + Joining Instructions + policy links	HR Ops	T‑10	Email copy in HRIS
2	Launch BGV; capture consents	HR Ops	T‑10	BGV Ticket & Consent
3	Request statutory docs (ID, address, education, tax, bank)	HR Ops	T‑10	Doc Checklist status
4	Raise IT request (asset, email, tools)	HR Ops	T‑9	IT Ticket
5	Approve software/license profile per role	Hiring Manager	T‑7	Access Matrix approval
6	Arrange seating/ID/access card (onsite)	Admin	T‑5	Admin Checklist
7	Share Day 1 agenda & Week‑1 plan with joiner	HR Ops + Manager	T‑3	Agenda & Plan shared
8	Pre‑provision core access (least‑privilege)	IT	T‑2	Access log

5.2 Quality Gates

BGV must be initiated before Day 1; interim access is limited by least‑privilege.
Missing mandatory documents → escalate to HR Ops Lead T‑2.

Outcome expected: New joiner arrives at a prepared workspace, working credentials, and a clear first‑week plan.

6. Day 1 Orientation (T+0)

6.1 Standard Agenda (Indicative)

Time	Session	Owner	Objective	Artifact
10:00–10:20	Welcome & Introductions	HR Ops	Set tone; EVP pillars	Orientation deck
10:20–10:50	Company Overview & Policies	HR Ops	Culture, code of conduct, leave, security	Policy links
10:50–11:30	IT Handover & Security Induction	IT	Device setup; MFA; security do’s/don’ts	Asset form
11:30–12:00	Admin & Facilities	Admin	ID card, seating, safety	Admin checklist
12:00–12:45	Manager Connect	Hiring Manager	Role, goals, expectations	Week‑1 plan
12:45–13:15	Buddy Introduction	Buddy	Social integration; informal Q&A	Buddy note
15:30–15:45	HR Check‑in	HR Ops	Resolve early blockers	Check‑in note

6.2 Outputs

Asset Handover signed; MFA enabled; policy acknowledgments recorded in HRIS.

Outcome expected: Joiner leaves Day 1 with access, clarity, and a human connection.

7. Week 1 – Functional Induction (T+1 to T+5)

7.1 Induction Modules

Module	Content	Owner	Evidence
Tools & Systems	Productivity, collaboration, role tools	Manager/SME	Access verified
Process & Quality	SOPs, SLAs, security, compliance	Manager/SME	Induction log
Ways of Working	Standups, reviews, rhythms	Manager	Team calendar
First Tasks	Shadowing or low‑risk deliverables	Manager	Task tracker
Social Integration	Team intros, buddy check‑ins	Buddy	Notes

7.2 Manager Cadence

Daily 10-minute standup (Week 1), end‑of‑week review (30 mins).
Outcome expected: Joiner contributes to small deliverables and understands how work gets done.

8. 30‑60‑90 Integration (with Tracker)

8.1 Goal Framework (examples; customize per role)

Horizon	Focus	Examples of Outcomes	Evidence
30 Days	Learn & Observe	Complete tool training; fix 1–2 minor tickets	LMS/PR links
60 Days	Own & Deliver	Own a small module/mini‑project; present a demo	Demo notes
90 Days	Perform & Improve	Deliver scoped outcomes; propose one improvement	Release notes

8.2 Reviews & Records

30/60/90 reviews documented in the 30‑60‑90 Tracker (Stage 4 Template).
Ratings must reflect EVP alignment (Growth, Impact, Culture, Rewards, Balance) and role outcomes.

Outcome expected: By Day 90, the joiner demonstrates independent performance and cultural alignment.

9. Probation Evaluation, Confirmation & Exceptions

9.1 Standard Path

Manager submits Probation Evaluation by T+85 (content owner).
HR Ops consolidates, processes the Confirmation Letter by T+90.

9.2 Extension Path (Exceptions)

Criteria: unmet goals due to skill gaps, attendance/behavior concerns, or project delays.
Extension period: up to 60 days (local law permitting).
Requires a documented plan with measurable targets; approved by the Dept Head + HR Head.

Outcome expected: Fair, documented decisions with no silent extensions or missed confirmations.

10. Documentation, Systems & Record‑Keeping

Record	Owner	System	Retention
Welcome email, agenda	HR Ops	HRIS/MIC	3 years
BGV report & consent	HR Ops	HRIS (restricted)	Per law (min 3–7 yrs)
Asset handover & access logs	IT	ITSM	Duration of employment + 3 yrs
Orientation attendance	HR Ops	HRIS	3 years
30‑60‑90 reviews & tracker	Manager/HR	HRIS/MIC	Duration + 3 yrs
Confirmation/Extension letters	HR Ops	HRIS	Duration + 7 yrs

Outcome expected: Complete, auditable trail; least‑privilege access.

11. SLAs, Escalations & KPIs

11.1 SLAs

IT device + core access ready T‑1.
Day 1 agenda shared T‑3.
HR Day 1 check‑in completed by 16:00.
30/60/90 reviews documented within 2 business days of due date.
Probation evaluation submitted by T+85.

11.2 Escalation Path

Missed pre‑boarding step → HR Ops Lead.
Device/access not ready on Day 1 → IT Manager → CIO (if >24h).
Overdue 30/60/90 → Dept Head → CHRO (if >5 business days).
Probation decision overdue → CHRO.

11.3 KPIs

Day‑1 Readiness Rate (%)
Time‑to‑Productivity (median days to first independent deliverable)
Onboarding NPS (Week‑1 & Day‑30)
On‑time Probation Decisions (%)
Access Compliance (no orphaned privileges at Day 30)

Outcome expected: Measurable performance; rapid remediation via escalations.

12. Compliance, Security & Data Privacy

Follow BGV SOP; no full access until minimum checks pass; apply least‑privilege.
Process personal data per GDPR/local laws; restrict viewing rights in HRIS.
Mandatory policy acknowledgments on Day 1: Code of Conduct, Anti‑harassment, Information Security, Leave, Remote/Hybrid Working (as applicable).
Any exception (e.g., access before BGV) must be documented and approved by the HR Head and IT Security.

Outcome expected: Legally compliant, security‑first onboarding without blocking productivity.

13. Review & Updates

HR Ops reviews this SOP annually or upon changes in laws, systems (HRIS/ITSM), or EVP. Updates logged in MIC with version control; training provided for material changes.

Outcome expected: A living SOP that stays current and executable.

Appendices (Templates & References)

A1. Day 1 Orientation Agenda (editable)
A2. Pre‑Onboarding Checklist (HR/IT/Admin)
A3. Week‑1 Department Induction Plan (template)
A4. 30‑60‑90 Performance Tracker (Stage 4 Template)
A5. Probation Evaluation Form (link to Stage 4 doc)
A6. Welcome Email Template (Stage 4)

Interview Feedback Form – Master Template

Section A – Candidate & Interview Details

When to Fill: Every interviewer fills this, regardless of stage.

Instructions:

Write basic details so HR can match feedback to the correct candidate and interview round.

Fields:

Candidate Name: ________________________
Role Applied For: ________________________
Interview Stage: (Screening / Technical / Managerial / HR-Final)
Date: ________________________
Interviewer Name: ________________________

Section B – Core Evaluation

When to Fill: Every interviewer fills this section, regardless of stage.

This section ensures all candidates are measured on some basic common skills (communication, behavior, learning ability) in addition to role-specific skills.

Instructions:

Rate each area 1–5 (1 = Poor, 5 = Excellent).
Always write at least one supporting comment (short, specific).
If you didn’t get enough signal to judge, select “N/A” instead of guessing.

Pillar	What to Look For	Rating (1–5 / N/A)	Comments (Give at least one example)
Communication Skills	Did the candidate explain ideas clearly? Did they listen carefully and respond relevantly?	☐1 ☐2 ☐3 ☐4 ☐5 ☐N/A	e.g., “Explained project in structured way, but struggled with technical terms.”
Behavioral & Team Fit	Did they show professionalism, respect, and ability to collaborate?	☐1 ☐2 ☐3 ☐4 ☐5 ☐N/A	e.g., “Spoke about team success, not just individual wins.”
Learning Agility	Did they show curiosity, openness to feedback, and ability to adapt/learn?	☐1 ☐2 ☐3 ☐4 ☐5 ☐N/A	e.g., “Asked about new tools and how team uses them.”

Section C – Stage-Specific Evaluation

When to Fill: Only fill the part that matches your interview stage.

Choose the section below based on the stage you’re conducting. Ignore the others.

1. Screening Stage (TA / HR)

Focus: Motivation, interest, and basic fit.

Instructions:

Use this in the first call/interaction.
Keep it short — check if the candidate is worth moving forward.
Rate 1–5, or N/A if not relevant. Always add a short note.

Screening Criteria	What to Look For	Rating (1–5 / N/A)	Comments
Motivation	Why do they want this role/company? Is the answer thoughtful or generic?	☐1–5 ☐N/A
Role Fit	Do their skills/experience match the JD basics?	☐1–5 ☐N/A
Communication (Initial Check)	Can they hold a professional conversation?	☐1–5 ☐N/A
Career Alignment	Does this role make sense in their career story?	☐1–5 ☐N/A

2. Technical Stage (Department SMEs)

Focus: Role-specific technical/functional depth.

Instructions:

Use the role-specific rubric insert (Development, QA, Design, PM, Sales, etc.).
Don’t judge behavior here — focus on skills and problem-solving.
If unsure, select N/A instead of guessing.

Example Insert – Backend Developer:

Technical Criteria	What to Look For	Rating (1–5 / N/A)	Comments
Coding & Logic	Did they solve problems correctly and efficiently?	☐1–5 ☐N/A
System Design	Can they design scalable solutions?	☐1–5 ☐N/A
API & Database Knowledge	Do they understand integrations and queries?	☐1–5 ☐N/A
Debugging	How do they approach fixing issues?	☐1–5 ☐N/A

(Other roles → QA: Testing strategy, Sales: Pitching/Objection Handling, etc.)

3. Managerial Stage (Hiring Manager / Dept Head)

Focus: Leadership, ownership, and team dynamics.

Instructions:

Assess how candidate will fit into the team and handle responsibility.
Use real examples from their answers, not assumptions.

Managerial Criteria	What to Look For	Rating (1–5 / N/A)	Comments
Decision-Making	Did they explain how they make choices under pressure?	☐1–5 ☐N/A
Team Fit	Will they collaborate well with peers and juniors?	☐1–5 ☐N/A
Ownership & Accountability	Do they take responsibility for outcomes?	☐1–5 ☐N/A
Stakeholder Management	Can they handle clients/managers diplomatically?	☐1–5 ☐N/A

4. HR-Final Stage (HR / CHRO)

Focus: Cultural alignment, EVP, and long-term commitment.

Instructions:

Confirm values, compensation, and commitment.
Don’t re-test technical skills — focus on EVP alignment.

HR Criteria	What to Look For	Rating (1–5 / N/A)	Comments
Growth Alignment	Do they want to grow with us?	☐1–5 ☐N/A
Work-Life Balance Expectations	Are their expectations realistic?	☐1–5 ☐N/A
Compensation Fit	Do expectations match policy range?	☐1–5 ☐N/A
Long-Term Fit	Do they see themselves here beyond 1–2 years?	☐1–5 ☐N/A

Section D – Alignment with Company Values (EVP Pillars)

When to Fill: Every interviewer must fill this — regardless of stage.

This section checks if the candidate aligns with our core company values: Growth, Impact, Culture, Rewards, Balance.

Instructions:

Think about what you observed during the conversation (attitude, examples shared, body language).
Don’t guess — only rate if you saw a clear signal. If not, select N/A.
For each pillar, mark Low / Medium / High and write a short note.

EVP Pillar	What to Look For	Alignment (Low / Medium / High / N/A)	Example Notes
Growth	Did the candidate show curiosity, willingness to learn, openness to feedback?	☐Low ☐Medium ☐High ☐N/A	“Asked about training opportunities.”
Impact	Did they talk about taking ownership, delivering outcomes, making a difference?	☐Low ☐Medium ☐High ☐N/A	“Explained how they improved a client process.”
Culture	Did they show collaboration, respect for others, positive team spirit?	☐Low ☐Medium ☐High ☐N/A	“Gave examples of helping teammates succeed.”
Rewards	Did they show drive for excellence, recognition, contributing to success?	☐Low ☐Medium ☐High ☐N/A	“Proud of a project where they exceeded targets.”
Balance	Did they demonstrate professionalism and realistic work-life expectations?	☐Low ☐Medium ☐High ☐N/A	“Discussed managing deadlines without burnout.”

Section E – Strengths & Concerns

When to Fill: Every interviewer fills this — regardless of stage.

This section captures your personal observations about the candidate beyond ratings.

Instructions:

Be short and specific (1–2 lines each is enough).
Focus on evidence you saw/heard, not assumptions.
Avoid generic comments like “good candidate” or “not a fit.”

Fields:

Key Strengths observed:
(Examples: “Explained complex tech concepts simply,” “Handled client objection with confidence,” “Showed strong curiosity about product roadmap.”)
Areas of Concern / Red Flags:
(Examples: “Struggled to explain previous work clearly,” “Gave vague answers on problem ownership,” “Salary expectations much higher than band.”)

Section F – Overall Recommendation

When to Fill: Every interviewer fills this at the end of their stage.

This section forces a clear decision signal so candidates don’t get stuck in limbo.

Instructions:

Select only one option below.
Base your choice on the ratings + strengths/concerns you just filled, not gut feeling.
If you’re unsure, choose Keep in Pipeline (don’t leave blank).
Add a short justification (1–2 lines).

Options:

☐ Strong Hire – Candidate exceeded expectations in almost all areas; clear standout.

☐ Hire – Candidate met expectations; suitable for the role with minor gaps.

☐ Keep in Pipeline – Not the right fit for this role now, but promising for future roles.

☐ No Hire – Candidate does not meet requirements; not suitable for current or future roles.

Final Comments (mandatory – 1–2 lines):

Hiring Tracker Template

Purpose

To maintain a centralized, real-time view of candidate progress through the hiring lifecycle (Application → Screening → Interviews → Offer → Handoff to HR).

This reduces miscommunication, prevents delays, and enables reporting on hiring metrics (time-to-fill, cost-per-hire, conversion rates).

Suggested Columns

Column	Description	Owner	Notes
Candidate Name	Full name of applicant.	TA	—
Role Applied For	Title/department (e.g., Backend Developer, QA Engineer).	TA	Must match JD Template (Stage 3).
Source	Referral, Job Portal, LinkedIn, Campus, Agency, etc.	TA	Helps track source effectiveness.
Application Date	Date profile was received.	TA	Auto-calculated metrics possible.
Screening Status	Pass/Fail + notes from HR screening.	HR/TA	Linked to screening rubric.
Interview Stage	Current stage (Technical 1, Technical 2, Managerial, HR).	HR	Drop-down values for consistency.
Panel Assigned	Names of interviewers.	HR	Must align with Interview Panel Setup SOP.
Feedback Status	Pending / Submitted / Consolidated.	HR	Feedback Form (Stage 3 Template).
Decision	Hire / No Hire / Keep in Pool.	Hiring Manager	Must be rubric-backed.
Offer Status	Drafted / Approved / Sent / Accepted / Declined.	HR	Linked to Offer Approval & Negotiation SOP.
Joining Date	Confirmed joining date (if hired).	HR Ops	Must sync with TA→HR Handoff SOP.
Remarks / Notes	Special considerations (notice period, relocation, counter-offer).	TA + HR	Free-text for context.

Pipeline View (Optional for ATS/Sheets Kanban Style)

Application Received
Screening
Technical Round(s)
Managerial Round
HR/Final Round
Offer Approval
Offer Sent
Accepted / Declined
HR Handoff

Usage Guidelines

Tracker must be updated daily by TA/HR.
Department Heads should have read-only visibility for transparency.
Tracker should be integrated with metrics reporting (time-to-fill, source effectiveness, offer acceptance rate).
Closed cases (No Hire, Declined) should be archived quarterly.

Candidate Name	Role Applied For	Source	Application Date	Screening Status	Interview Stage	Panel Assigned	Feedback Status	Decision	Offer Status	Joining Date	Remarks / Notes
Priya Sharma	Backend Developer	Referral	02-Aug-2025	Pass	Technical Round 1	Arjun (Dev), Meera (QA)	Pending	—	—	—	Referral by current employee (eligible for bonus).
Rohit Verma	UI/UX Designer	LinkedIn	05-Aug-2025	Pass	Managerial Round	Anita (Design Lead)	Submitted	Hire	Drafted	01-Sep-2025	Candidate asked for WFH flexibility – flagged for negotiation.
Sarah Khan	QA Engineer	Job Portal	10-Aug-2025	Fail	—	—	—	No Hire	—	—	Did not meet basic automation testing requirements.
Daniel Lee	Project Manager	Agency	15-Aug-2025	Pass	HR/Final Round	Rakesh (PM Head), HR	Submitted	Hire	Approved	15-Sep-2025	Senior hire – requires CHRO approval for compensation.
Anjali Gupta	Frontend Developer	Campus Drive	18-Aug-2025	Pass	Technical Round 2	Vivek (Dev), Shalini (Design)	Submitted	Keep in Pool	—	—	Strong but not immediate fit; keep for next quarter roles.
Mark Thomas	Fullstack Developer	LinkedIn	20-Aug-2025	Pass	Offer Approval	Panel: Completed	Consolidated	Hire	Sent	10-Sep-2025	Candidate negotiating relocation support.

Interview Process Framework (IPF)

1. Purpose

The purpose of the Interview Process Framework (IPF) is to establish a structured, transparent, and role-appropriate sequence of interviews that ensures every candidate is assessed consistently and fairly across technical, managerial, and cultural dimensions.

This ensures:

Every candidate follows a defined evaluation flow, reducing ad-hoc or biased interview practices.
Departments focus on technical/functional depth, while HR ensures fairness, compliance, and EVP alignment.
Interview rounds are proportionate to the role level (intern, associate, senior, leadership).
Candidate experience remains positive, reflecting professionalism and organizational values.

Outcome Expected:

A standardized interview flow is followed for all hires.
Departments and HR clearly know their responsibilities in each stage.
Candidates are evaluated comprehensively but efficiently, minimizing unnecessary delays or redundancies.

2. Scope

This framework applies to all recruitment processes for full-time, part-time, contractual, and internship roles across the organization.

It covers:

Interview Stages
- Defining the minimum and maximum interview rounds per role type.
- Standard structure: Screening → Technical/Functional → Managerial/Behavioral → HR/Final.
- Differentiation for entry-level, mid-level, and leadership roles.
Ownership of Stages
- HR/TA owns screening and compliance-driven steps.
- Departments own technical/functional evaluation stages.
- Hiring Managers own managerial/behavioral rounds.
- HR owns final cultural/EVP alignment and offer readiness.
Candidate Experience
- Ensuring fairness, transparency, and structured communication across stages.
- Standard interview duration and timelines per stage.
- Clear closure process (either selection, rejection, or pipeline holding).
Integration with Other SOPs
- Panels must be set up as per the Interview Panel Setup SOP.
- Evaluations must follow the Interview Rubric Ownership SOP.
- Feedback must be stored as per the Interview Feedback & Storage SOP.

Exclusions:

Informal coffee chats, culture-fit discussions outside the structured process.
Client-led interviews where clients design their own process.

3. Roles & Responsibilities

Role	Responsibilities in Interview Process Framework
Talent Acquisition (TA) / HR	– Conducts initial screening round (resume fit, communication, basic role alignment).- Ensures all interview stages follow the approved IPF.- Coordinates scheduling and candidate communication.- Manages feedback collection and storage in HRIS/ATS.- Conducts final HR round for EVP alignment, cultural fit, and compensation discussion.
Hiring Manager / Department Head	– Defines role-specific interview flow (e.g., number of technical rounds).- Provides input on technical and behavioral competencies to be tested.- Owns managerial/behavioral round to assess stakeholder management, decision-making, and team fit.- Ensures alignment with role outcomes defined in JD.
Department Interviewers / SMEs	– Conduct technical/functional interviews (Backend, Frontend, QA, Design, PM, etc.).- Use role-path rubrics consistently (per Interview Rubric Ownership SOP).- Provide structured rubric-based feedback within required timelines.- Flag any gaps in the rubric or process for future improvements.
Interview Panel Coordinator (if assigned)	– Ensures panels are balanced and interviews run as per schedule.- Acts as point-of-contact between HR and panel members.- Monitors feedback submission discipline.
CHRO / Leadership	– Approves the final IPF for each role category.- Reviews process exceptions (e.g., skipping or adding rounds).- Owns escalations regarding candidate experience or process deviations.
Candidate	– Actively participates in each stage as scheduled.- Provides required documentation on time (portfolio, assignments, references).- Maintains professional engagement with the process.

4. Standard Interview Flow

The Interview Process Framework (IPF) defines a structured stage-wise flow that adapts to role seniority while ensuring consistency across all hires.

4.1 Standard Stages

Stage	Purpose	Owner	Notes
1. Screening (HR/TA)	Validate resume fit, basic communication, role interest, and alignment with JD.	TA/HR	Short call (20–30 min). Mandatory for all candidates.
2. Technical/Functional Round(s)	Assess core role-specific skills (e.g., coding for Backend, portfolio for Design, testing approach for QA, Agile for PM).	Department SMEs	1–2 rounds for entry/mid-level, 2–3 rounds for senior/critical roles. Uses role-path rubrics.
3. Managerial/Behavioral Round	Assess decision-making, leadership potential, problem-solving, and cultural/team fit.	Hiring Manager / Department Head	Always structured using rubric with EVP alignment (Growth, Impact, Culture, Rewards, Balance).
4. HR / Final Round	Validate cultural fit, EVP alignment, career expectations, and compensation discussions.	HR	Confirms candidate readiness for offer stage. May be merged with Stage 3 for junior roles.

4.2 Role-Level Differentiation

Role Level	Typical Rounds	Notes
Intern / Trainee	Screening → 1 Technical → HR	Simplified flow; focus on learning aptitude and cultural fit.
Associate / Entry-Level	Screening → 1–2 Technical → HR	Covers basic technical competency + EVP alignment.
Mid-Level (2–6 yrs)	Screening → 2 Technical → Managerial → HR	Balanced technical and behavioral evaluation.
Senior / Lead	Screening → 2–3 Technical → Managerial → HR/Leadership	Expanded scope: leadership skills, stakeholder management.
Leadership / Strategic Roles	Screening → Multiple Technical/Functional (if applicable) → Managerial/Leadership Panel → HR/CHRO	Customized; includes strategic and cultural interviews.

4.3 Process Principles

Consistency: All candidates for a role follow the same flow.
Efficiency: No unnecessary duplication of evaluation.
Flexibility: Departments may add rounds only with HR + CHRO approval.
Closure Discipline: Each candidate must receive timely closure (selection, rejection, or talent pool).

5. Feedback & Evaluation Integration

The Interview Process Framework (IPF) is only effective if feedback from each stage is captured in a structured, rubric-driven manner and integrated into hiring decisions.

5.1 Feedback Submission

Every interviewer must complete the Interview Feedback Form (Stage 3 Template) immediately after their round.
Feedback must include:
- Numeric rating (as per rubric scale).
- Qualitative notes (strengths, gaps, concerns).
- Final recommendation (Hire / No Hire / Keep in Pool).
Delayed or missing feedback is escalated to the Hiring Manager and HR.

5.2 Rubric Alignment

All evaluations must follow approved role-path rubrics (per Interview Rubric Ownership SOP).
HR ensures that behavioral and cultural EVP criteria are covered in every process, regardless of role.
Department SMEs ensure technical accuracy and depth in their rubric areas.

5.3 ATS/HRIS Integration

Feedback must be stored digitally in the HRIS/ATS, linked to the candidate profile.
Only authorized stakeholders (HR, Hiring Manager, Department Head, CHRO) may access full evaluation records.
Audit trails are maintained for compliance and fairness reviews.

5.4 Decision-Making Integration

Hiring decisions are made only after all required rubric-based feedback is submitted.
HR consolidates feedback and prepares a Candidate Evaluation Summary for final discussion with Hiring Manager and Department Head.
The CHRO/Leadership is involved in cases of critical hires, tie-breaker decisions, or escalations.

6. Compliance & Governance

The Interview Process Framework (IPF) must adhere to legal, ethical, and organizational governance standards to ensure fairness and reduce hiring risks.

6.1 Legal & Regulatory Compliance

All interview stages must comply with local labor laws and equal opportunity regulations.
Questions or assessments must not directly or indirectly evaluate protected characteristics (e.g., gender, age, marital status, religion, disability).
Candidate data, including feedback forms and rubrics, must follow GDPR and applicable data privacy standards.

6.2 Internal Governance

HR governs the framework, ensuring structure, fairness, and compliance.
Departments govern technical evaluation accuracy and role-path rubric maintenance.
Hiring Managers ensure interviewers are briefed and use standardized rubrics.
CHRO/Leadership reviews deviations, escalations, and ensures alignment with EVP pillars (Growth, Impact, Culture, Rewards, Balance).

6.3 Ethical Standards

All candidates must follow the same interview flow for a given role type; exceptions require documented approval.
Interviewers must avoid subjective evaluation (“gut feel”) without rubric-backed evidence.
Cultural and behavioral assessments must be framed positively and inclusively, not as exclusionary filters.

6.4 Monitoring & Accountability

HR conducts quarterly audits on interview flow adherence (e.g., ensuring no skipped stages, feedback submitted on time).
Non-compliance or misuse of the process is flagged in the HR Compliance Dashboard.
Department Heads are accountable for ensuring timely rubric updates; HR is accountable for fairness audits.

7. Review & Updates

The Interview Process Framework (IPF) must be regularly reviewed to ensure it remains current, compliant, and effective in supporting organizational hiring needs.

7.1 Review Frequency

Annual Review: Conducted once every year by HR in collaboration with Department Heads.
Interim Reviews: Triggered when there are significant changes, such as:
- Introduction of new departments, technologies, or role types.
- Feedback from hiring managers or candidates indicates process inefficiencies.
- Compliance or legal requirement updates.

7.2 Ownership of Review

HR (Talent Acquisition): Owns framework updates, ensuring fairness, consistency, and integration with EVP.
Departments: Validate that technical evaluation flows remain relevant to evolving role needs.
CHRO/Leadership: Approves changes, especially those impacting senior/critical roles or cross-departmental processes.

7.3 Update Process

Proposed updates must be documented and circulated to stakeholders for review.
Changes go through Internal Review → Leadership Approval → Rollout & Communication.
Updated versions must carry the version number, date, and approver details in the MIC Documentation Library.

7.4 Communication of Updates

HR communicates updates to all interviewers and hiring managers before the next recruitment cycle.
Refresher training sessions are conducted for interviewers if major changes are introduced.
An update log is maintained in MIC for audit and transparency.

Interview Rubric Ownership SOP

1. Purpose

The purpose of this SOP is to define ownership, governance, and maintenance of interview rubrics across all departments to ensure that candidate evaluations are structured, role-specific, and bias-free.

This ensures:

HR’s Role: HR governs rubric consistency, fairness, compliance, and storage.
Department’s Role: Each department (Development, Design, QA, PM, etc.) owns the creation and updates of role-path rubrics (e.g., Backend vs Frontend vs Fullstack).
Interviewers assess candidates on standardized criteria aligned with organizational values and EVP pillars (Growth, Impact, Culture, Rewards, Balance).
Rubrics evolve with changing business and technical requirements, without losing consistency in fairness and scoring.

Outcome Expected:

Every open role has an up-to-date rubric before interviews begin.
HR ensures rubrics are compliant and free from bias, while departments ensure technical relevance.
Candidate evaluation becomes structured and comparable across interviewers and hiring cycles.

2. Scope

This SOP applies to the creation, ownership, governance, and periodic review of interview rubrics across all departments in the organization.

It covers:

HR Governance
- Ensuring all rubrics are bias-free, structured, and stored in the HRIS/MIC.
- Defining the standard rubric format (competency areas, scoring scale, notes).
- Conducting regular audits to confirm rubrics are applied consistently.
Departmental Ownership
- Departments are responsible for creating and maintaining role-path rubrics, e.g.:
  - Development → Backend, Frontend, Fullstack.
  - Design → UI/UX, Visual, Product Design.
  - QA → Manual, Automation, Performance Testing.
  - PM → Delivery, Stakeholder Management, Agile/SDLC knowledge.
- Department Heads ensure rubrics reflect current role needs.
Rubric Usage
- All structured interviews must use an approved rubric before feedback submission.
- Rubrics must include both technical/functional criteria (owned by departments) and core behavioral/cultural criteria (owned by HR).
Exclusions
- Informal candidate chats (culture-fit conversations not scored).
- Client-led interviews where clients use their own rubrics.

Outcome Expected:

HR ensures fairness and compliance across rubrics.
Departments ensure technical accuracy and role-specific evaluation depth.
Standardization across all interviews reduces bias and improves hiring quality.

3. Roles & Responsibilities

Role	Responsibilities
HR (Talent Acquisition + HR Ops)	– Define the standard rubric structure (competency areas, rating scale, notes, final recommendation).- Ensure every rubric includes behavioral & cultural fit criteria aligned with EVP pillars (Growth, Impact, Culture, Rewards, Balance).- Conduct bi-annual rubric audits for fairness, bias reduction, and compliance.- Maintain rubric repository in HRIS/MIC with version control.- Train interviewers on correct rubric usage.
Department Heads / Hiring Managers	– Own and update role-path rubrics for their department (e.g., Dev: Backend/Frontend, QA: Manual/Automation, Design: UI/UX).- Ensure rubrics reflect evolving technical/functional requirements.- Approve rubric updates and communicate changes to HR.
Interview Panel Members	– Use the assigned rubric consistently during evaluations.- Provide structured, rubric-based feedback only.- Avoid adding non-rubric, subjective scoring criteria.
CHRO / Leadership	– Final authority on rubric governance policies.- Review and approve new or revised rubrics for critical roles or leadership positions.- Resolve disputes if rubrics are challenged by departments or candidates.

Outcome Expected:

Clear ownership split: HR governs fairness and process, while departments own technical relevance.
Interviewers use standardized rubrics, reducing bias and ensuring comparability across candidates.

4. Rubric Creation & Approval Workflow

The creation and approval of interview rubrics must follow a structured process to ensure departmental ownership of technical depth and HR governance of fairness and compliance.

4.1 Workflow Steps

Step	Action	Owner	Reference Document
1	Identify need for a rubric (new role, updated skillset, or feedback from hiring cycle).	Department Head + TA	JD Template (Stage 3)
2	Draft role-path rubric (technical/functional competencies, scoring matrix, evaluation notes).	Department Subject Matter Experts (SMEs)	Department-specific standards
3	Add standardized HR-owned blocks (behavioral, cultural, EVP alignment).	HR	EVP Messaging Guide (Stage 2)
4	Department Head reviews and signs off technical accuracy.	Department Head	Internal approval log
5	HR reviews rubric for fairness, bias reduction, compliance with labor laws.	HR	HR Compliance Guidelines
6	Final approval for critical/leadership rubrics.	CHRO / Leadership	Approval notes
7	Store rubric in HRIS/MIC repository with version control and access restrictions.	HR	MIC Documentation Library
8	Train interview panel on rubric usage before the hiring cycle begins.	HR + Department Leads	Interview Panel Setup SOP (Stage 3)

4.2 Timelines

Standard rubrics: must be created/updated within 5 business days of role approval.
Critical/leadership rubrics: review and approval within 7 business days.

4.3 Version Control

Every rubric must carry a version number, creation date, and last review date.
Superseded versions are archived but never deleted to preserve audit trails.

Outcome Expected:

Every role-path rubric is created and approved before interviews begin.
Departments ensure technical accuracy, while HR guarantees fairness and compliance.
Rubrics remain up to date and auditable, reducing hiring risks.

5. Rubric Usage & Maintenance

Proper use and regular maintenance of interview rubrics ensure that candidate evaluations remain structured, consistent, and aligned with both technical and cultural expectations.

5.1 Rubric Usage Guidelines

Mandatory Use: All structured interviews must use the assigned rubric; feedback without rubric scoring will not be accepted.
Balanced Evaluation: Each rubric must include both:
- Technical/functional criteria (owned by departments).
- Behavioral/cultural criteria (owned by HR, aligned to EVP pillars: Growth, Impact, Culture, Rewards, Balance).
Consistent Application: Interviewers must complete all sections of the rubric before submission.
ATS/HRIS Integration: Feedback must be entered into the designated system (ATS/HRIS), ensuring structured records.
Candidate Transparency: Candidates should be informed that a structured rubric is used to ensure fairness (without disclosing the rubric content).

5.2 Maintenance & Review

Bi-Annual Audits: HR conducts audits twice a year to ensure rubrics remain fair, updated, and aligned with compliance.
Departmental Updates: Departments must update rubrics when:
- New tools/technologies are introduced.
- Role requirements shift (e.g., moving from manual QA to automation-first).
- Feedback from previous interviews highlights rubric gaps.
Change Management: Updates must go through the Rubric Creation & Approval Workflow (Section 4) before rollout.

5.3 Escalation

Missing or outdated rubrics → escalated to Department Head and CHRO.
Repeated non-use of rubrics by interviewers → reported in HR compliance report.

6. Compliance & Governance

The governance of interview rubrics ensures that evaluation processes are legally compliant, bias-free, and aligned with organizational values.

6.1 Legal & Regulatory Compliance

Rubrics must comply with labor laws, equal opportunity regulations, and anti-discrimination acts in relevant jurisdictions.
No rubric may include questions or criteria that indirectly assess protected characteristics (e.g., gender, age, marital status, religion).
Candidate data and evaluation notes must follow data privacy regulations (GDPR, local equivalents).

6.2 Internal Governance

HR owns the rubric framework (standard format, fairness checks, storage, audits).
Departments’ own rubric content (technical/functional depth, skill alignment).
Rubrics must be formally approved and version-controlled before being deployed.
Any exceptions or deviations from rubric usage must be documented and escalated to the CHRO.

6.3 Ethical Standards

All rubrics must embed behavioral and cultural criteria that reinforce EVP pillars (Growth, Impact, Culture, Rewards, Balance).
Interviewers must use rubrics consistently across all candidates for the same role.
Subjective feedback (e.g., “gut feel”) is not acceptable without rubric-backed scoring.

6.4 Monitoring & Accountability

HR audits the rubric usage quarterly and publishes findings in the HR Compliance Dashboard.
Department Heads are accountable for ensuring technical rubric updates are timely.
CHRO/Leadership holds final accountability for resolving escalations or disputes regarding rubric fairness.

7. Review & Updates

To keep interview rubrics relevant and fair, this SOP and all associated rubrics must undergo periodic review and updates.

7.1 Review Frequency

Formal Review: Conducted biannually by HR in collaboration with Department Heads.
Interim Reviews: Triggered whenever there are significant role changes, new technologies adopted, or candidate/manager feedback highlighting gaps.

7.2 Ownership of Review

HR: Reviews rubric structure, fairness, compliance, and consistency across departments.
Departments: Review technical/functional relevance for their role-path rubrics (Dev: Backend, Frontend, Fullstack; Design: UI/UX; QA: Manual, Automation; PM: Delivery, Stakeholder Management, etc.).
CHRO/Leadership: Approves changes for critical roles or escalations.

7.3 Update Process

All rubric changes must go through the Rubric Creation & Approval Workflow (Section 4).
Updated versions must carry a version number, an effective date, and approver details.
Superseded versions are archived in the HRIS/MIC for audit and learning purposes.

7.4 Communication of Updates

HR circulates updated rubrics to Hiring Managers and Interview Panel Members before the next hiring cycle.
A rubric update log is maintained in MIC for transparency.
If updates are major (e.g., introducing new evaluation areas), HR will run refresher training for interviewers.

Talent Acquisition → HR Handoff SOP

1. Purpose

The purpose of this SOP is to define a clear and consistent handoff process between the Talent Acquisition (TA) team and the HR Operations team once a candidate accepts an employment offer.

This ensures:

A smooth transition from recruitment to onboarding.
Zero information gaps between TA and HR Ops.
Candidate experience remains professional and aligned with EVP pillars (Growth, Impact, Culture, Rewards, Balance).
All pre-joining compliance, documentation, and onboarding preparation are completed on time.

Outcome Expected:

TA completes the recruitment cycle with proper closure.
HR receives complete, accurate candidate records to begin onboarding.
No duplication of effort, missed data, or delays in employee readiness.

2. Scope

This SOP applies to all hires across full-time, part-time, contractual, and internship positions once the candidate has formally accepted an employment offer.

It covers the following areas:

Candidate Record Transfer – ensuring TA hands over complete and verified candidate details, including offer letter, compensation, and negotiation records.
Pre-Onboarding Compliance – transferring responsibility for background checks, statutory forms, and identity verification to HR Ops.
Onboarding Preparation – HR initiating Day 1 readiness (IT setup, workspace allocation, induction planning) based on TA handoff.

Exclusions:

Vendor/third-party contractor onboarding (handled under Vendor & Contractor Policy).
Leadership-level hires where onboarding is led directly by the CEO/CHRO.

Outcome Expected:

Clear boundaries of where TA’s responsibility ends and HR Ops begins.
A standardized transition that prevents errors or delays before Day 1.

3. Roles & Responsibilities

Role	Responsibilities During Handoff
Talent Acquisition (TA) Team	– Close recruitment cycle once candidate accepts the offer.- Ensure all candidate data (application, resume, offer letter, negotiation records, approvals) is complete and uploaded to ATS/HRIS.- Verify candidate acceptance in writing (signed offer or email confirmation).- Share candidate joining date and special conditions (relocation, notice period buyout, etc.) with HR Ops.- Conduct a structured handoff meeting/checklist submission to HR Ops.
HR Operations (HR Ops) Team	– Receive candidate file and validate completeness of records.- Initiate background checks, reference checks, and statutory compliance forms.- Trigger onboarding workflows (IT setup, payroll initiation, induction planning).- Act as the candidate’s point of contact for all pre-joining queries.- Maintain documentation in employee master file.
Hiring Manager	– Provide department-level onboarding inputs (team introduction, project allocation).- Confirm role responsibilities and first 90-day plan to HR Ops.
Finance Team	– Validate payroll setup and ensure approved compensation is configured.- Confirm budget alignment from offer to salary execution.
Candidate	– Submit required documents (ID, education certificates, tax forms, bank details).- Confirm joining date and respond promptly to HR Ops queries.

Outcome Expected:

Every stakeholder knows exactly what to complete during the transition, so the candidate is fully prepared for Day 1 without delays or gaps.

4. Handoff Workflow

The handoff process ensures that Talent Acquisition (TA) completes the recruitment cycle and HR Operations (HR Ops) begins the onboarding process without overlap or missed steps.

4.1 Workflow Steps

Step	Action	Owner	Reference Document
1	Confirm candidate acceptance (signed offer letter or formal email).	TA	Offer Approval & Negotiation SOP (Stage 3)
2	Compile candidate file (resume, application, offer letter, negotiation records, exception approvals).	TA	ATS/HRIS
3	Submit Candidate Handoff Checklist to HR Ops.	TA	Handoff Checklist Template
4	HR Ops validates completeness of the handoff package.	HR Ops	HRIS verification
5	Initiate background checks and statutory form collection (PF, ID proof, tax forms, etc.).	HR Ops	Compliance Policy (Stage 5)
6	Trigger onboarding preparation (IT setup, workspace, induction plan, payroll entry).	HR Ops	Onboarding SOP (Stage 4)
7	Share joining confirmation with Hiring Manager and Finance.	HR Ops	Internal HRIS notification
8	Candidate receives pre-joining communication from HR Ops.	HR Ops	Candidate Welcome Pack

4.2 Timelines

Handoff must be completed within 2 business days of candidate acceptance.
HR Ops must initiate pre-joining formalities within 3 business days of receiving the handoff.

4.3 Escalation Path

If TA fails to complete handoff within the timeline → escalate to TA Lead.
If HR Ops identifies missing documents → return to TA within 1 business day.
Persistent delays are escalated to CHRO.

Outcome Expected:

A structured, time-bound transition from TA to HR Ops that guarantees candidate readiness for onboarding without last-minute issues.

5. Documentation & Record-Keeping

Proper documentation during the TA → HR handoff ensures that all candidate information is accurate, complete, and securely transferred for onboarding.

5.1 Mandatory Documents in Handoff Package

Document	Prepared By	Verified By	Storage Location	Retention Period
Candidate Resume & Application	TA	HR Ops	ATS/HRIS	3 years (if not hired) / Duration of employment + 3 years
Signed Offer Letter / Acceptance Email	TA	HR Ops	HRIS + Employee Master File	Duration of employment + 7 years
Compensation Approval Notes	TA + Finance	HR Ops	HRIS	7 years
Negotiation Records	TA	HR Ops	ATS/HRIS	3 years
Background Check Initiation Form	HR Ops	HR Ops	HRIS	7 years
Candidate Handoff Checklist	TA	HR Ops	HRIS	7 years
Pre-Onboarding Compliance Forms (ID, Tax, Bank, PF, etc.)	Candidate	HR Ops	HRIS + Payroll System	Statutory requirement (country-specific)

5.2 Confidentiality & Access

Only HR Ops, TA Lead, Finance, and CHRO may access handoff documents.
Hiring Managers may view candidate start dates and offer details but not negotiation records.
All records must comply with GDPR and local employment data privacy laws.

5.3 Audit & Monitoring

Quarterly HR audit will verify completeness of handoff checklists.
Missing or inconsistent documentation must be rectified within 5 business days of discovery.
Audit results are reported in the HR Compliance Dashboard.

6. Compliance & Governance

The TA → HR handoff process must operate within the boundaries of legal requirements, organizational policies, and ethical standards to ensure fairness, transparency, and risk mitigation.

6.1 Legal & Regulatory Compliance

All candidate data must comply with local labor laws, GDPR, and data privacy regulations.
Statutory documentation (e.g., tax forms, PF/ESI in India, superannuation in Australia) must be collected and stored before the joining date.
Background verification must meet industry and client contractual requirements, especially for IT services and SaaS roles.

6.2 Internal Policy Alignment

Handoff must align with:
- Talent Acquisition Policy (Stage 3) for recruitment compliance.
- Compensation & Benefits Policy (Stage 1) for salary consistency.
- Offer Approval & Negotiation SOP (Stage 3) for validated offers.
Any exceptions must be documented and approved by the CHRO.

6.3 Ethical Standards

Equal treatment must be ensured for all candidates regardless of role, background, or location.
Information must be shared accurately and without bias, avoiding subjective remarks in handoff notes.
EVP pillars (Growth, Impact, Culture, Rewards, Balance) must guide pre-onboarding communication and processes.

6.4 Monitoring & Accountability

HR Ops is accountable for compliance verification after handoff.
TA Lead is accountable for ensuring that no incomplete or unverified records are handed over.
The CHRO reviews escalations and ensures corrective action in case of repeated process breaches.

7. Review & Updates

This SOP must be periodically reviewed to ensure it stays relevant, compliant, and effective as recruitment and onboarding practices evolve.

7.1 Review Frequency

Formal review to be conducted annually by HR Ops in coordination with TA.
Interim reviews may be triggered if there are changes in compliance requirements, HRIS/ATS systems, or organizational policies.

7.2 Review Ownership

Primary Owner: HR Operations Lead
Supporting Reviewers: TA Lead, Finance Representative, CHRO
Final Approval: CHRO / CEO (for major process changes)

7.3 Update Triggers

Changes in labor law or data privacy regulations.
Implementation of new HR technology systems.
Feedback from audits indicates recurring gaps in handoff documentation.
Candidate or manager feedback highlighting onboarding readiness issues.

7.4 Communication of Updates

All updates must be documented in the HRIS and communicated via HR team circulars.
Updated SOP version to be uploaded to the Memorres Information Center (MIC) for universal access.
Training or refresher sessions must be conducted if process changes affect TA or HR Ops workflows.