It is MERGEN’s policy that the information it manages, in both electronic and hard copy, is appropriately secured to protect against the consequences of breaches of confidentiality, failures of integrity or interruptions to the availability of that information.This information security policy provides management direction and support for information security across the organization, in both electronic and hard copy. Specific, subsidiary information security policies are considered part of this information security policy and have equal standing.

This policy has been ratified by the organization and forms part of its policies and procedures, including its Regulations for Conduct. It is applicable to and is communicated to staff and other relevant parties.

This policy can be reviewed anytime when required and updated, as applicable, to ensure that it remains appropriate in the light of any relevant changes to the law, organizational policies or contractual obligations.

To determine the appropriate levels of security measures applied to information systems, a process of risk assessment is carried out for each system to identify the probability and impact of security failures. (Information Risk Assessments).

Performance management is a process which contributes to the effective management of individuals and teams in order to achieve high levels of organizational performance. It is about establishing a culture in which individuals and groups take responsibility for the continuous improvement of business processes and of their own skills, behavior and contributions as appropriate.

Effective performance management involves sharing expectations of employees and managers. It enables both parties to set and agree targets, measure and review performance and repeat this cycle to support the achievement of organizational, team and individual goals.

MERGEN’s aims to establish and embed a culture of performance management via competency based performance development appraisal reviews, training and development processes, succession plans, business planning and workforce planning.

The Council recognizes that employees perform most effectively when they have clear expectations of their job role and purpose, their own targets or objectives, and understanding of the wider aims of the service and the organization. Effective employee performance management will also support improvement, innovation and change within the Council.

The Employee Performance Management Policy outlines the processes that will help managers identify gaps between current and future levels of performance. The policy will enable them to take positive appropriate action to support employees to improve their knowledge, skills and competence within their role in order to ensure that we successfully deliver our services. These are designed to be positive experiences and are also used as a form of disciplinary action or to deal with capability issues.

Managers must ensure that they pay due regard to the provisions of the Equality Act 2010 in relation to career management, succession planning and training and development. Reasonable adjustments may need to be considered for those with specific requirements arising from a particular protected characteristic. 1.8. Employee performance that fails to meet corporate standards of behaviour and competence will be addressed through the appropriate HR Policy (such as the Capability Policy or where necessary the company’s Disciplinary Policy).

The role of a coach is to support a member of staff in their learning and personal development by helping them to overcome barriers and obstacles, to give feedback on progress and to liaise with line managers regarding progress or barriers. There is normally an agenda, with development objectives agreed at the start of the process. The purpose of having Coaching policy is to help staff achieve their full potential.

Responsibilities of the person to receive coaching

The individual receiving coaching/mentoring support will commit to meeting with their coach they will participate fully in the process and be prepared to work towards achieving any personal development objectives or any goals agreed with the coach.

A training is not a one sort affair; rather it is a step-by-step process that will completed only after successful completion of given sequential activities

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  i) Identifying Training Needs

  Training need is a difference between standard performance and actual performance. Hence, it tries to bridge the gap between standard performance and actual performance. The gap clearly underlines the need for training of employees.

  Hence, under this phase, the gap is identified in order to assess the training needs.

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  ii) Establish Specific Objectives

  TAfter the identification of training needs, the most crucial task is to determine the objectives of training. Hence, the primary purpose of training should focus to bridge the gap between standard performance and actual performance. This can be done through setting training objectives. Thus, basic objective of training is to bring proper match between man and the job.

  • 1. Capital Structure

  • 2. Achievement

  • 3. Better Performance

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  iii) Select Appropriate Methods

  Training methods are desired means of attaining training objectives. After the determination of training needs and specification of objectives, an appropriate training method is to be identified and selected to achieve the stated objectives. There are number of training methods available but their suitability is judged as per the need of organizational training needs.

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  iv) Implement Programs

  After the selection of an appropriate method, the actual functioning takes place. Under this step, the prepared plans and programs are implemented to get the desired output. Under it, employees are trained to develop for better performance of organizational activities.

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  v) Evaluate Program

  It consists of an evaluation of various aspects of training in order to know whether the training program was effective. In other words, it refers to the training utility in terms of effect of training on employees’ performance.

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  iv) Feedback

  Finally, a feedback mechanism is created in order to identify the weak areas in the training program and improve the same in future. For this purpose, information relating to production, management, office related etc. is obtained from employees. The obtained information, then, tabulated, evaluated, and analysed in order to mark weak areas of training programs and for future improvements.

The Performance Review is designed to be a positive experience. Where issues regarding the performance or capability of an employee are identified, managers should address these issues straight away. A Performance Review is not the appropriate forum in which to raise such concerns for the first time. It is recommended that you address performance issues at a separate meeting, as outlined in the Performance One-to-One section of this policy. The conversation is not intended to be the forum for identifying or discussing critical failings in an employee’s performance.

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  he Performance Review is an opportunity to-

• 1. Discuss an employee’s performance over the previous 12 month period

• 2. Consider a job, the performance of an individual in that job and evidence of their performance in that job

• 3. Review the objectives set the previous year, and how/if they have been achieved

• 4. Give consideration to the competencies demonstrated during the period under review

• 5. Use the opportunity to look forward to the next 6 /12 month period and set appropriate objectives that are agreed by the employee and the manager.

Right to privacy has long been read into Article 21 (right to life and personal liberty) of the Constitution of India. However, with the proliferating use of the internet and the exorbitant rise in transfer of data through multiple technologies, the concepts of ‘data privacy’ and ‘data protection’ have started demanding greater attention than ever before. Therefore, such concepts were introduced in the Information Technology Act, 2000 (Act) through Section 43-A (Compensation for failure to protect data) and Section 72-A (Punishment for disclosure of information in breach of lawful contract).