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FIX PAGAR NA KARMACHARIO RAJINAMU AAPI BIJA SANVRAG MA JAI MUL SANVRAG MA PARAT AAVAVA BABAT PARIPATRA 11-11-20

FIX PAGAR NA KARMACHARIO RAJINAMU AAPI BIJA SANVRAG MA JAI MUL SANVRAG MA PARAT AAVAVA BABAT PARIPATRA 11-11-20. 

INTRODUCTION: - Bids and conditions of fixed salary employees have been fixed by the resolution dated 18/08/2009 against the reference number 

(1) of the finance department and by the resolution dated 28/07/2018 of reference number-

(3). Fixed Salary Employees Appointed by Direct Recruitment under this Policy At the end of the prescribed recruitment process during their fixed salary services, they are appointed to another post of the same cadre, to the post of upper cadre or to the post of regular pay scale. Have. But sometimes geographical conditions for social reasons as well as other reasons do not suit the newly appointed place. In these circumstances, it was under active consideration of the State Government to make necessary provisions in this regard as no provisions were currently in force for the return of the employee to his previous cadre.


Resolution: Dt. Fixed Salary Employees appointed under the policy of 12/06/2009 are selected at the end of the prescribed recruitment process during their fixed salary services to another place of the same cadre, to the place of the upper cadre or to the place of regular pay scale. Such fixed salary employee resigns from his fixed salary cadre to another place in the same cadre, upper cadre post or regular pay scale post if he immediately submits to return to the previous original cadre (resigned cadre). It is hereby decided to make the following provisions at the end of the adult consideration regarding re-appointment in the cadre (in the resigned cadre). (1) An employee appointed on a fixed salary under the policy enacted by the resolution of the Finance Department dated 19/06/2008 resigns from one cadre to another of the same cadre or upper cadre of fixed salary or above the regular cadre of the upper cadre. In the given cadre) the benefit of return to service shall be given for a period of up to 01 (one) year of their new appointment. Thus original. Fixed salary employees returning to the cadre will immediately lose the prominence of their previous original cadre and this will be considered as their new appointment. And the service of the cadre returning from the previous cadre will not be considered as consecutive service under any circumstances. (Ii)

Sixty percent of U.S. organizations are working to resolve pay inequities based on gender, race or other demographic factors, and most organizations that are not yet taking action are considering doing so. But larger companies are more likely to be taking action than smaller businesses, according to a new survey, which found that among employers engaged in managing pay equity issues, most are focusing on:

Pay equity analysis (93 percent).

Remediation strategies and pay equity adjustments (77 percent).

Identifying and resolving root causes of pay inequities (72 percent).

This data is from the 2019 Pay Equity Practices Survey of C-Suite and Reward Leaders, conducted by total rewards association WorldatWork and pay consultancy Korn Ferry. The results were released last week at WorldatWork's 2019 Total Rewards Conference & Exhibition in Orlando, Fla.

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The survey received 769 responses in early 2019 from WorldatWork members (primarily total rewards professionals) and Korn Ferry contacts employed in the C-suite, human resources and total rewards functions.

Focus Beyond Gender

While gender pay equity gets a lot of attention in the media and regulatory agencies, employers are primarily focused on both gender and ethnicity when they conduct analyses, the survey found:

46 percent of organizations surveyed say both gender and ethnicity are being considered in pay-equity analyses.

36 percent of organizations take additional demographics (e.g., age) into account.

Few Pay Adjustments

Pay-equity analyses often result in increases for fewer than 5 percent of the workforce, the survey found. For employees who receive an adjustment, the average pay-equity increase is 5 percent, and the total impact on payroll typically ranges between 0.1 percent to 0.3 percent of total base salaries.

When conducting pay-equity audits, "assume you're going to have gaps to close, and understand and be prepared for some investments to close them," said Matthew Saxon, vice president of compensation at Humana, in a conference session on pay equity.

C-Suite and HR Initiate Efforts

Typically, the C-suite or HR departments initiate pay-equity audits, but once a pay-equity management program is in place, HR drives the process in 77 percent of companies surveyed, usually with support from the legal team.

"C-suite executives see these initiatives as primarily about building a culture of trust in the organization. Total rewards leaders see these programs largely about being compliant with a changing regulatory environment," said Tom McMullen, a senior client partner at Korn Ferry. Both, however, are critical objectives.

Failing to address pay equity "will ultimately impact employee engagement and an organization's bottom line," McMullen said. "There are proven links between diversity, inclusion, engagement and organizational performance. Pay equity—and how it is managed and communicated across the organization—can drive that positive change."

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