Section 1 – Employing Staff: Employing staff fairly and expertly, ensuring they are properly inducted, and ensuring they are aware of the required standards of business conduct including use of email and the internet.

  1. Recruitment and Selection

1. Introduction

1.1 Effective recruitment and selection is central and crucial to the successful functioning of Sudarshan CADD Technologies. It depends on finding people with the necessary skills, expertise, and qualifications to deliver the Company’s strategic objectives and the ability to make a positive contribution to the values and aims of the organisation.

2. Recruitment Process

2.1 Vacancies will generally be advertised in appropriate channels, and will not be confined to those media which, because of their source of applicants, provide only or mainly applicants of a particular group.

2.2 All vacancies will also be circulated internally. Sudarshan CADD Technologies is keen to facilitate internal promotions wherever possible as development opportunities for its staff.

2.3 Sudarshan CADD Technologies may, on occasions, decide to restrict advertisement to internal candidates only. Furthermore, Mid-management posts will always be advertised internally in the first instance, to provide continuous development of existing members of staff unless the Management team agrees that this is not appropriate due to the specialist skills required for the post involved. 

2.4 Vacancies, which are restricted to internal candidates only will be clearly indicated on the advertisement. All internal candidates will be selected for interview on the same criteria as external candidates. 

2.5 In drawing up the job description and conditions of service the Company will ensure that no job applicant receives less favourable treatment than another on the grounds of disability, gender, race, religion or belief, age, sexual orientation, marital status, parental status, caring responsibilities, or hours of work, and that no applicant is placed at a disadvantage unjustifiably by requirements or conditions which have a disproportionately adverse effect on a particular group.

3. Background checks

3.1      Applicants will be required to supply the names and addresses of two people from whom references can be obtained, one of which should normally be the applicant’s current or most recent employer. 

3.2 Only references for short listed candidates for interview will be obtained. References will normally be sought after the offer has been accepted by the candidate.

3.3 All employees will be asked to declare whether they have ever been convicted of any criminal offence.

3.4 All documents related to the Recruitment & selection process are private and confidential and should only be made available to those directly involved in the process.

3.5 A shortlist of candidates will be drawn up for interview, based entirely on merit and suitability for the post but taking account of the Company’s responsibilities in relation to the Disability Discrimination and Equalities Acts. Other than in exceptional circumstances, reasonable notice will be given to ensure that candidates have sufficient time in order to prepare for and make the necessary arrangements to attend the interview. 

3.6 All offers of employment will be made conditional upon satisfactory results from the following:

  • two satisfactory references.
  • Criminal Records Disclosure (if appropriate).

4. Probationary Period

4.1 All appointments into the Company will be made subject to a probationary period of 6 calendar months. After 3 months a review meeting will take place between the employee and their line manager to discuss progress. At the end of the probationary period, and subject to a satisfactory report by the appropriate head of section or line manager, employees will be notified in writing that they have successfully completed their probationary period. The probationary period can be extended by a further 3 months should the individuals line manager consider this appropriate.

5. Exit Interviews

5.1 All employees who leave the employment of the Company voluntarily will have an exit interview with the HR before their last day of employment. 

5.2 Exit interviews provide the opportunity for departing employees to discuss their reasons for leaving. The information provided is useful in identifying trends, learning and development and evaluating the effectiveness of HR policies and practices. 

5.3 The HR manager will gather all appropriate information, such as recommendations made for change, or significant issues raised in the questionnaire, whilst bearing in mind confidentiality issues. The exit    interview questionnaire will be retained on the employee’s personal file.

  1. Standards of Business Conduct 

1. Introduction

1.1 Sudarshan CADD Technologies expects its staff (including temporary, agency, interim, contractor or consultant staff) to be scrupulously impartial and honest in all affairs relating to the Company and their job within it. All staff also bear a responsibility as employees to act as ambassadors for the Company in terms of their general conduct both within and outside the organisation. This policy outlines the responsibilities of staff working for the Company.

1.2 The responsibilities of an employee/staff are as follows:

  • to take reasonable care in the exercise of the service, including the duty to be competent at work and to take care of the Company’s property. 
  • to not wilfully disrupt the Company’s business; 
  • to work only for the Company in the Company’s time; 
  • to disclose information to the Company relevant to the Company’s business: that they might know or discover; 
  • to hold solely for the Company the benefit of any invention relevant to the business on which the Company is engaged; 
  • to respect the Company’s trade secrets; 
  • in general, to be of good faith and do nothing to destroy the trust and confidence necessary for employment; 
  • to account for all benefits – monetary or in kind – received in the course of employment; 
  • to indemnify the employer for loss caused by the employee. 

2. Standard of Conduct Required by the Company

Transaction of Private Business

2.1 Employees having official dealings with contractors and other suppliers of goods or services must avoid transacting any kind of private business with them by any means other than the Company’s normal commercial channels. No favour or preferences as regards price, or otherwise, which is not generally available, should be sought or accepted.


2.2 Employees should wear or carry their identity badges whilst carrying out their duties.


2.3 At all times confidentiality must be maintained. No information can be released to unauthorised persons or organisations. 

Outside Interests and Employment

2.5 Outside interests include directorships, ownership, part ownership or material shareholdings in companies, business or consultancies likely to seek to do business with the Sudarshan CADD Technologies Pvt. Ltd.. These should be declared to the individual’s line manager as should the interests of a spouse / partner or close relative.

Political and civic activities

2.6 It is not the intention of Sudarshan CADD Technologies Pvt. Ltd., or this policy, to dissuade employees from participating actively in public duties. It is important, however, that by doing so there is no suggestion to a third party that the employee is acting on behalf of, or with the support of, Sudarshan CADD Technologies. To avoid any misunderstanding, no Company employee should permit his or her company affiliation to be noted in any outside organisation’s materials or activities without the express written approval of a member of senior management.

General Conduct

2.7 Employees should always conduct themselves in such a way as to enhance the reputation of the Company.

Sudarshan CADD Technologies will support employees who become aware of and are willing to report breaches of this policy or who genuinely believe that a breach is occurring, has occurred or is likely to occur within the business. Employees should raise the issue internally with their manager or supervisor or in accordance with the Company’s Policy on Disclosing Information (‘Whistleblowing’).

These standards of conduct are intended to underpin and clarify standards required by the Company of its employees and form a fundamental part of the employment contract. Staff who fail to comply with the guidance detailed in this Policy could be subject, following full investigation, to disciplinary action up to and including dismissal. If through their actions or omissions staff are found to be in contravention of either this Policy or, indeed, their legal responsibilities then the Company reserves the right to take legal action if it deems it to be necessary to do so.

  1. Internet and Email Usage Policy and Guidelines

1. Introduction

  1. This policy sets out the obligations and expectations on employees of the Company including contractors and temporary staff, who use the Company’s IT facilities for internet and email purposes. IT facilities are provided to assist with day-to-day work. It is important that they are used responsibly, are not abused, and that individuals understand the legal professional and ethical obligations that apply to them.
  • Good Practices

2.1 The Company has good practice guidelines for dealing with email when staff are out of the office for longer than three days. When activating the “out of office" facility messages should name an alternative member of staff for correspondents to contact if necessary. This will ensure that any important messages are picked up and dealt with within required timescales.

2.2 During periods of absence when highly important emails are anticipated, the employee (or manager) should make arrangements for notification and access by another appropriate member of staff. 

2.3 Where sensitive and confidential information needs to be sent via email for practical reasons, please be aware that email is essentially a non-confidential means of communication. Emails can easily be forwarded or archived without the original sender’s knowledge. They may be read by persons other than those they are intended for.

2.4 Users must exercise due care when writing emails to avoid being rude or unnecessarily terse. Emails sent from the Company may be interpreted by others as Company statements. Users are responsible for ensuring that their content and tone is appropriate. Emails often need to be as formal and business like as other forms of written correspondence.

2.5 Users should delete all personal emails and attachments when they have been read and should also delete all unsolicited junk mail.  In the process of archiving emails, users should ensure inappropriate material is not archived

2.6 The Company provides a current and up to date automatic virus checker on all networked computers. However, caution should be used when opening any attachments or emails from unknown senders.  Users must best endeavour to ensure that any file downloaded from the internet is done so from a reliable source. It is a disciplinary offence to disable the virus checker. Any concerns about external emails, including files containing attachments, should be discussed with the IT / Line Manager. 

  • Remote Users

3.1 Users may sometimes need to use Company equipment and access the Company network while working remotely, whether from home or while travelling. The standards set out in this document apply whether or not Company equipment and resources are being used.

  • Monitoring

4.1 All resources of the Company, including computers, emails are provided for legitimate use. If there are occasions where it is deemed necessary to examine data beyond that of the normal business activity of the Company then, at any time and without prior notice, the Company maintains the right to examine any systems and inspect and review all data recorded in those systems. This will be undertaken by authorised staff only. Any information stored on a computer, whether the information is contained on a hard drive, USB pen or in any other manner may be subject to scrutiny by the Company. This examination helps ensure compliance with internal policies and the law. It supports the performance of internal investigations and assists in the management of information systems.

Section 2 – Managing Employee Performance: Setting Objectives, Assessing and Managing Employee Performance including Absences, Misconduct and Capability Issues

  1. Performance Appraisal Policy


1. Appraisal Policy

Sudarshan CADD Technologies is committed to supporting every employee to reach their potential and achieve their personal goals, which in turn will assist the organisation to achieve its objectives.

The performance appraisal policy supports the performance appraisal scheme. The scheme is a formal process centred on an annual meeting of each employee and their line manager to discuss his/her work. The purpose of the meeting is to review the previous year’s achievements and to set objectives for the following year. These should align individual employees’ goals and objectives with organisational goals and objectives.

2. Core Principles of the Appraisal Policy

  1. The appraisal process aims to improve the effectiveness of the organisation by contributing to achieving a well-motivated and competent workforce.
  1. Appraisal is an ongoing process with an annual formal meeting to review progress.
  1. The appraisal discussion is a two-way communication exercise to ensure that both the needs of the individual, and of the organisation are being met, and will be met in the next year.
  1. The appraisal discussion will review the previous year’s achievement and will set an agreed Personal Development Plan for the coming year for each member of staff.
  1. All directly employed employees who have completed their probationary period are required to participate in the appraisal process. 
  1. The appraisal process will be used to identify the individual’s development needs and support the objectives of the Training and Development Policy. 
  1. The appraisal process will provide management with valuable data to assist succession planning.
  1. The appraisal process will be a fair and equitable process in line with our Equality Policy.

3. Performance Appraisal Implementation

Performance appraisal discussions will be held over a designated 4-week period on an annual basis. They will be arranged by the appraisee’s line manager. Line managers are encouraged to provide the opportunity for an additional 6-month verbal appraisal review, mid-year and other informal reviews as necessary throughout the year.

The discussion will be held in private. Information shared during the appraisal will be shared only with senior management. The exception is training needs, that will be provided to the HR / administration for action. Confidentiality of appraisal will be respected.

All appraisal documents should be issued to both parties prior to the discussion, to allow time for both parties to reflect and prepare. These will provide a framework and focus for the discussion. 

A time and venue for the discussion will be advised at least one week before the meeting takes place.

  • The Appraisal Discussion

The appraisal discussion will allow an opportunity for both the appraisee, and the appraiser to reflect and comment on the previous year’s achievements. It will praise achievement and encourage the appraisee in his/her role.

The appraiser is accountable for giving the employee constructive, timely and honest appraisals of their performance, which should take into account both the goals of the organisation and of the individual.

The discussion should be a positive dialogue and will focus on assisting the appraisee to acquire the relevant knowledge, skills and competencies to perform his/her current role to the best of his/her abilities.

The appropriate forms will be completed and signed by both parties. The appraisee will be given the opportunity to note any comments that he/she does not agree with and complete a self assessment.

The appraisee and line manager should agree on a Personal Development plan for the appraisee for the following year. This will reflect the appraisee’s aspirations and the organisation’s requirements, and should align personal and organisational goals. The organisation and the line manager will support the individual to achieve these goals during the forthcoming year. 

Any training needs, future training requirements, planned qualifications, development opportunities and career planning should be discussed in the light of the Personal Development Plan.

  • Training and Monitoring

Senior Management are responsible for the appraisal process, and he/she shall ensure that appraisers and appraisees are adequately equipped and trained to undertake the performance appraisal.

Sudarshan CADD Technologies Pvt. Ltd.

  • Performance Appraisal & Personal Development Plan Pro Forma

Name: Job Title:
Appraiser Job Title:
Reviewer Job Title:





  1. Work From Home Policy
  1. Policy Brief & Purpose

The purpose of this policy is to streamline Work from Home setup intended for the benefit of the company and employees and to maximise efficiency and smooth communication withing the organisation. Its also aimed at improving overall employee value proposition, maximizing the work experience of team members. This policy is applicable to all Employees, Contractual staffs/consultants and Interns as per rules and policies including those set forth in Sudarshan CADD Technologies HR policy

  1. Designated work time

Employees must follow their regular assigned work schedule, unless otherwise discussed with and approved by the employee’s manager. All arrangements for childcare, elder care, repair persons, etc. must be arranged so as not to interfere with the employee’s regular work schedule.

  1. Time keeping

All employees will be required to accurately record all hours worked on Upwork time tracker and complete their designated work hours. Overtime hours will require the advance approval of the employee’s supervisor. Failure to comply with these requirements may result in appropriate action by the management. 

  1. Meal & Rest breaks

All are expected to adhere to the meal and rest break in the policy set forth. All employees must take an uninterrupted meal break of at least 30 minutes at 1 PM. Everyone must also take a 10-minute rest break after lunch. Employees are relieved of all duty during such meal and rest breaks and must not conduct work of any kind while they are on their meal or rest breaks. 

  1. Confidentiality & security

Employees working remotely are reminded that even if they are working from a designated workspace, they are bound by any confidentiality and/or security agreements they signed in connection with their employment with Sudarshan CADD Technologies. Thus, consistent with Sudarshan CADD Technologies’ expectations of information security for employees working in the office, remote employees will be expected to ensure the protection of proprietary company and customer information accessible from their home office. Steps include regular password maintenance, locked file cabinets and desks to store sensitive information, and any other measures appropriate for the job and the environment of the designated workspace. Any questions regarding this Work From Home Policy may be directed to your manager or the Human Resources Department

  1. Remote meetings

Employees working from a designated workspace will be expected to attend all essential meetings via video conference or by phone.

  1. Leave Policy

     6.1.   Policy

It is recognised by the Company that from time-to-time employees may require to be absent from their place of work due to various reasons. The length of time lost by employees during his absence must however be monitored to ensure that each member of staff is able to do their job, effectively. 

  1.    Types & No of leaves

You will be entitled to total 18 days casual leaves per year. The Company will be entitled to determine when this is taken, although as far as possible arrangements will be made to suit your convenience. Annual leave entitlement for each financial year must be taken in that financial year and the same cannot be carry forwarded to next year.

  1. Procedure to apply for leaves
  • All leaves must be pre-approved by the reporting manager
  • No encashment of leave shall be permitted during or after the tenure of your employment with the Company.
  • If the employee is on sick leave for more than 2 days, he or she must give medical certificate to his / her reporting Manager.  Failing to comply with this clause may lead to strict actions by the management. 
  1. Leave Without Pay

In cases where an employee has exhausted his/her leave balance the number of days exceeding the leave days in a year shall be considered as Leave without pay and will be deducted from his/her salary in the months applicable. 

Managers will consider cases of sickness absence on an individual basis and ensure the provision of appropriate support and advice where appropriate. However, it is recognised that in some cases, patterns/levels of absence will be unacceptable and formal management action will be required.

Employees who become aware that they have an illness problem are encouraged to inform their manager at the earliest opportunity. All such requests will be dealt with as speedily and compassionately as possible.

  1. Disciplinary Procedure 
  • Scope

The Company Disciplinary Procedure will be used only when necessary and as a last resort. Where possible, informal and/or formal counselling or other good management practice will be used to resolve matters prior to any disciplinary action being taken. The procedure is intended to be positive rather than punitive but takes cognisance of the fact that sanctions may have to be applied in some circumstances.

An employee can discuss any part of this policy with their Union Representative or their Line Manager. They can help clarify an employee’s rights as well as give guidance and support where it may be needed. Every individual has the right to representation at any point during the disciplinary process.

  • Suspension

Suspension is not disciplinary action. The purpose of suspension is manifold and can be used when it is necessary to remove a member of staff from the workplace pending an investigation for example, to allow time for a ‘cooling down period’ for both parties, for their own or others protection, to prevent them influencing or being influenced by others or to prevent possible interference with evidence. Only the Manager in charge of that individual, at that time or their superior, have the authority to suspend an individual. 

An employee suspended from duty will receive written confirmation within three days of:

  • the reason for the suspension 
  • the date and time from which the suspension will operate. 
  • the timescale of the ongoing investigation. 
  • the right of appeal to the immediate manager of the suspending manager should the suspension last more than 7 days 
  • Counselling

Counselling is an attempt to correct a situation and prevent it from getting worse without having to use the disciplinary procedure. Where improvement is required, the employee must be given clear guidelines as to:

  • what is expected in terms of improving shortcomings in conduct or performance 
  • the time scales for improvement 
  • when this will be reviewed 
  • the employee must also be told, where appropriate, that failure to improve may result in formal disciplinary action. 

A record of the counselling should be given to the employee and a copy retained in their personnel file. It is imperative that any counselling should be followed up and improvements recognised and recorded. Once the counselling objectives have been met, any record of the counselling will be removed from the employees file.

If during counselling it becomes clear that the matter is more serious, then the discussion should be adjourned, and pursued under the formal disciplinary procedure.

  • Procedure for Formal Investigation

  1. Formal investigations should be carried out by the most appropriate manager who is not directly involved with the incident being investigated. This manager may involve others to assist with the investigation process. All the relevant facts should be gathered promptly as soon as is practicable after the incident. Statements should be taken from witnesses at the earliest opportunity. Any physical evidence should be preserved and/or photographed if reasonable to do so.
  1. A report should be prepared which outlines the facts of the case. This should be submitted to the appropriate senior manager / Director who will decide whether further action is required. Where appropriate, this report may be made available to the individual and their representative.
  1. In most circumstances where misconduct or serious misconduct is suspected, it will be appropriate to set up an investigatory hearing. This would be chaired by the appropriate Senior Manager / Director, who would be accompanied by another manager. The investigating manager would be asked to present his/her findings in the presence of the employee who has been investigated. Witnesses should be called at this stage, and the employee (or their representative) allowed to question these witnesses. The employee has a right of representation at this hearing.
  1. Following the full presentation of the facts, and the opportunity afforded to the employee to state his side of the case, the hearing should be adjourned, and everyone would leave the room except the senior manager / Director hearing the case, and the other manager. They would discuss the case and decide which of the following option was appropriate:
  • take no further action against the employee
  • recommend counselling for the employee
  • proceed to a disciplinary hearing
  1. All parties should be brought back, and informed as to which option has been chosen. Should the decision be taken to proceed to a disciplinary hearing, then this may follow on immediately from the investigatory hearing if the following criteria have been met:
  • the employee has been informed by letter that the investigation may turn into a disciplinary hearing, and that he has the right of representation 
  • he has been told in advance what the nature of the complaint is, and had time to consult with a representative 
  • all the facts have been produced at the investigatory hearing, and the manager / Director is in a position to decide on disciplinary action. 
  • the manager should inform the employee and their representative that the hearing would now become a formal disciplinary hearing, and invite them to say anything further in relation to the case. 
  1. It may be appropriate at this point to adjourn proceedings, whilst necessary arrangements are made for a representative to attend the hearing at the request of the employee.
  1. Should anyone who is subject to disciplinary action resign during the course of it, the action will cease unless there are extenuating circumstances which require it’s continuance. The subject of the discipline may also request that the disciplinary action continue.
  • Warnings

Examples of Minor Misconduct

Below are listed examples of misconduct which may warrant either a Verbal Warning or a First Written Warning. It is stressed however that this list is not exhaustive and that on all occasions a full and proper investigation must take place prior to the issue of a warning.

  • Persistent lateness and poor time-keeping. 
  • Absence from work, including going absent during work, without valid reason, notification or authorisation. 
  • Smoking within unauthorised areas. 
  • Failure to work in accordance with prescribed procedures. 
  • Incompetence. 
  • Unreasonable standards of dress or personal hygiene. 
  • Failure to observe Company regulations and procedures. 

Verbal Warning

A Verbal Warning is appropriate when it is necessary for the manager in charge to take action against an employee for any minor failing or minor misconduct.

First Written Warning

A First Written Warning is appropriate when:

  • a verbal warning has not been heeded and the misconduct is either repeated or performance has not improved as previously agreed. 
  • an offence is of a more serious nature for which a written warning is more appropriate. 
  • the recurrence or accumulation of an offence/offences, if left, will lead to more severe disciplinary action. 

Examples of Gross – Misconduct

Listed below are examples of misconduct which may be considered to be Gross Misconduct and may warrant a Final Warning, Demotion or Dismissal. It is stressed however that this list is not exhaustive and that on all occasions a full and proper investigation must take place prior to the issuing of a Final Warning, Demotion or Dismissal.

  • Theft, including unauthorised possession of Company property. 
  • Breaches of confidentiality, prejudicial to the interest of the Company, 
  • Being unfit for duty because of the misuse/consumption of drugs or alcohol. 
  • Refusal to carry out a management instruction which is within the individuals capabilities and which would be seen to be in the interests of the Company. 
  • Breach of confidentiality / security procedures. 
  • Physical assault, breach of the peace or verbal abuse. 
  • False declaration of qualifications or professional registration. 
  • Failure to observe Company rules, regulations or procedures. 
  • Wilful damage of property at work. 
  • Incompetence or failure to apply sound professional judgement. 

Final Written Warning

A Final Written Warning is appropriate when:

  • an employee’s offence is of a serious nature falling just short of one justifying dismissal. 
  • an employee persists in the misconduct which previously warranted a lesser warning. 

Downgrading or Transfer to another Post

This action is appropriate when:

  • previous attempts, via the disciplinary procedure, to rectify a problem have failed and this is a final attempt to solve a problem without having to dismiss an employee. 
  • an employee is considered by the Manager of the department to be incompetent or otherwise unfit to fulfil the duties for which he is employed but where dismissal is not thought to be appropriate. 


Dismissal is appropriate when

  • an employee’s behaviour is considered to be Gross Misconduct. 
  • an employees misconduct has persisted, exhausting all other lines of disciplinary procedure. 

Time Scales for the expiry of Warnings

Warnings issued to employees shall be deemed to have expired after the following periods of time.

  • Verbal Warnings: 6 months 
  • First Written Warnings: 12 months 
  • Final Written Warnings: 12 months (or as agreed and recorded at the hearing) 

These time scales remain provided that during that period, no further warnings have been issued in respect of the employee’s conduct.

  • Letter of Warning

All Warnings must contain the following information

  • The letter must be issued within 7 days of the date of the disciplinary hearing. 
  • The nature of the offence and where appropriate, that if further misconduct occurs, more severe disciplinary action will be taken. 
  • The period of time given to the employee for improvement. 
  • The employees right to appeal to the manager directly above that of the one issuing the warning. 
  • A copy of the warning and any supporting documentation must be attached to the individuals personnel file. 
  • The employee must also receive a copy of the warning which in the case of any written warning will be sent to their home address by recorded delivery if not handed to them in person. 
  • In the case of a final written warning, reference must be made to the fact that any further misconduct will lead to dismissal, and that the employee has the right of appeal, and to who they can make that appeal. 

The letter confirming dismissal will contain the following information:

  • The reason for dismissal and any administrative matter arising from the termination of their employment.