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Items filtered by date: December 2016
Monday, 11 December 2017 11:21

Decoding Millennials In The Workplace

Millennials, millennials, millennials. So much has been said of this Generation—and not all of it flattering. But one thing is clear—Millennials are the fastest growing generation in the workforce worldwide, and they are rapidly becoming the most influential population in the market.

Despite the large numbers, a ferocious battle for their talent exists.

Millennials care about their paycheck—but it’s been shown that they care equally (or more) about their values. This means that if you want to win this generation over to your organization, you’ll first need to tap into their motivations and build a company culture that embraces their ideals. This culture change requires buy-in from leadership at every level of the organization. It can be a daunting prospect, but if done right, Millennials will reward your company with loyalty.

A 2015 Gallup Poll found that Millennials are the least engaged in the workplace, with only 28.9% saying that they are engaged at work. This, combined with high turnover rates and greater freelance and entrepreneurial opportunities, means that if companies want to retain these valued workers, they will have to double their efforts to meet Millennials where they are.

decoding millennials

 

So, what motivates Millennials to join—and stay at—a company?

  • Opportunities for personal growth
  • Development of strong relationships
  • Access to transparent and tech-savvy communications
  • Engagement in purposeful work
  • Balance of work and play

For Millennials, professional growth doesn’t necessarily mean they are looking for a promotion. Rather, they want the opportunity to develop the types of specialized skills and emotional progress that will advance their career over the long term. To that end, consider the following three strategies for improving your organisations recruiting and retention rates with Millennials:

  • Develop an awareness of career advancement options
  • Provide educational opportunities
  • Give individual feedback and coaching

Develop an awareness of career advancement options - Even if they’re not currently ready to take on a new role, having access to information about the educational background and skill sets needed for a specific position lets Millennials know what their next steps will be. And— most importantly—it gives them something to strive for. Make sure you have clearly defined career paths, and that your agents are aware of how their career may evolve over time. Encourage their development by providing the opportunity to do work that will lead to professional growth, and publicly celebrate their advancements within your organization.

Provide Educational Opportunities - Whether it’s industry training and certifications, offering reimbursement for continuing education or allowing employees to gain university credits for internal programs, these types of perks are of high value to Millennials for personal and professional growth.

Give Individual Feedback and Coaching - In a traditional environment, feedback usually focuses on meeting specific KPIs or improving recent interactions with customers. While this type of feedback is relevant to improving organizational goals, it doesn’t necessarily correlate to an employee’s own professional goals. Instead, coaching should focus on that person’s individual strengths and motivations. For example, coaching can help employees enhance their public speaking skills, or help an employee make and reach a particular goal, or advise them on making better choices regarding interactions with coworkers and customers. These types of individualized coaching opportunities aren’t hard to provide, and will go a long way towards making Millennials feel more understood and valued.

Collaboration is Key - Millennials want to share their ideas. They also crave supportive leaders who are willing to build relationships with them that go beyond formal KPI coaching sessions and annual performance reviews. Millennials are attracted to leaders who clearly articulate the WHY and HOW—Why a certain customer call type is handled in such a way, and how best to get work done every day. They are looking for mentors who will champion them, encourage them, inspire and motivate them—and challenge them on to greatness.

Master Tip: More Mentoring, Less Bossing - Millennials want a mentor—not a boss. In all aspects of their lives, Millennials engage with causes that help people, not institutions. The team and the mission, especially tied to a higher purpose, are far more compelling motivators than a message of “Do this for the company,” or “Work on the department goals.”

At Employwise, our compact, flexible, and intellectual offerings are expressed to make lifelong learning possible for all who commit to pursuing it.

Published in Performance Management

Monday, Nov 27, 2017 | 2 New Feature Added.

Module: Travel & Expense

1. An additional option of Refer has been introduced at accounts verification step in Expense Claim.

Purpose:
Once the claim has been approved as per defined workflow and verification step comes in the picture then there is a need that Verifier is not in a situation to verify or return the claim to the employee. In this scenario, Verifier would be able to refer this case to any other employee and a new employee who has been referred can take further action in the system.

Where can I see this change?
1. Login as Account Verifier.
2. Go to Expense > All Expense Claims > Need to Act
3. Open any claim line item.
4. You will find an option of Refer at the bottom.
5. Clicking on this button, Verifier needs to search an employee and enter a mandatory comment and refer.
6. The system will post this Verification step to the new employee and that employee would be able to take further action in such cases.

Module: Leave & Attendance

2. Capturing Geo Location of Employee while Marking In / Out from Mobile App

Purpose:
There is a need when the company wants to capture employee's Mark in and Mark Out location. Hence we have introduced this feature which captures location of an employee while Marking In and Marking Out.

How does this work?
1. The employee needs to install Android/iOS application of EmployWise from below mentioned links.
Download iOS App - https://itunes.apple.com/in/app/employwise/id1191418553
Download Android App - https://play.google.com/store/apps/details?id=com.employwise.ggs.employwise

2. Give Permission for Location Access to the App.
- If an employee doesn't give permission then location would not be captured.
- Calendar will show a message - "Location services not enabled"

3. Turn GPS on always before Marking Attendance On / Off.
- If an employee doesn't turn GPS on while Marking in / out then location would not be captured.
- Calendar will show a message - "Location service switched off"

4. If an employee gives permission and turns GPS on while marking in / out.
- The calendar will show Location from where attendance was marked.

5. If an employee is marking in/ out from other sources like - BioMetric, Web, Past Attendance, Out on Duty, Etc.
- The calendar will not show any location.

Currently, Location can be seen in employee calendar on the website and we will be making it available in Mobile apps soon.

Module: Payroll & Taxation

3. Update computation logic of ESIC & P. tax in F&F.

What is the change?
1. If FnF is getting processed after the month in which employee got separated.
- The system will not process ESIC.

2. F&F after separation month
- States with Annual Computation
The system will deduct the residual amount of P. tax same as Separation month payroll or March Payroll.
Residual Amount = Annual Deduction as per slab - Total deducted till now

- States with Monthly Computation
The system will deduct the monthly amount of P. tax same as Separation month payroll or March Payroll.

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Published in Release Announcements
Tuesday, 05 December 2017 14:48

HR and Its Future!

There are two primary drivers of change in HR: technology and talent management.

The impact of technology on HR’s work cannot be underestimated.

The three most important technology catalysts for change include

  • employee self-service through web-based portals
  • increasingly sophisticated call centers
  • aggressive new entrants into the outsourcing market

Technology not only frees HR from administration; it also provides the vehicle to leverage information about the workforce. Equipped with hard data, HR can know more, do more and be better business advisors.

Further, talent management will become a critical priority for the nation’s businesses—and the strategic purpose of HR’s future role within organizations. Broadly defined, talent management is a company’s ability to attract, retain and motivate employees.

The need for effective talent management has enormous implications for HR professionals.

hr and its future

What is the most compelling work in HR today?

HR professionals who have the business acumen to contribute to business strategy at the highest organizational levels are leading the shift in the HR profession from administrators to strategic advisors. Those HR professionals who understand the language of business, who speak in financial terms and who express the value of their work in relation to its impact on the bottom line make HR a compelling component in strategy discussions. A CEO quickly connects with the head of HR who can present an investment and return, rather than an expense view of the function.

How many HR leaders could answer, with precision and content, the following questions about their company:

  • Where is the business going?
  • What are the measures of success, i.e., business drivers?
  • How is the business performing on these success measures?
  • What are some of the key challenges faced in achieving success?

After answering these questions, HR professionals should then frame their work as business partners as follows:

  • What are the business issues that require partnership from HR, i.e., the people implications of business strategy?
  • What is the HR strategy that addresses these business issues? What are the skills needed? Specifically, how do you do it?
  • How do you measure the impact of the HR strategy on the business success measures? 4. How will the strategy be executed?
  • Currently, there are few HR professionals who combine both business depth and functional expertise and there exists a serious gap.

As shown below, HR professionals need to understand these interdependencies, including corporate governance, and their role in each aspect of the business.

hr challenges

Within the next decade, what are the primary workplace issues and challenges facing the HR profession?

The primary workplace challenge in the next decade is talent management. It will be about strategic staffing and finding those “highly valued” employees. Once you have the talent, how do you manage and retain them? How do you motivate the types of ownership behavior most likely to drive high performance? And as always, how do you manage poor performers out of an organization?

  • Attraction and retention of talent (including leadership development) • Workforce planning and skills assessment
  • Utilization of technology
  • Globalization
  • Customer satisfaction and its relationship to employee satisfaction
  • Strategic alignment and operational efficiency in the operation of HR; including the ability to measure its impact on business results, i.e., measurements of “soft” issues in addition to cost measurement.

Workplace challenges in the next decade:

Changes in the workforce —There is clear evidence that the demand for skilled workers exceeds the supply of qualified people. Today’s workers are smarter, more demanding and less loyal than their preceding generation. In this environment, employees can and will challenge their employers—with significant leverage.

Increased litigation –The aging population will present new legal issues for HR. Legal experts predict that litigation around “wrongful termination” of older workers, while balancing succession planning of younger workers, will begin to outstrip all other legal issues associated with employees.

Pipeline of new workers –The aging population presents pipeline issues at the other end of the spectrum. Where will the skilled workers come from to replace Baby Boomers?

Worklife balance – Even in companies recognized as leaders in promoting worklife balance, there is an increasing skepticism whether balance exists for employees. The same technological innovations designed to increase efficiency also enable work to pervade all aspects of an employee’s life.

Summing up one can say, The vision for the future is based on the real need to measure the link between investing in people and the bottom line. We need to find ways of proving and quantifying this link.

At Employwise we have a vibrant and ever growing community of professionals who love to share ideas and keep growing better through various articles and interventions and be future ready.

Published in Learning & Development
Saturday, 25 November 2017 13:29

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Published in Pricing
Wednesday, 22 November 2017 17:14

Evolution of a Learner

“You can’t teach an old dog new tricks!” 

How many of us hear it from people around us !

Classic examples of above idiom - Computers to old people, internet surfing, digging out information from internet, new age ways of working, travel and bookings.

A great quote from Henry Ford (the founder of the Ford Motor Company) is, “Anyone who stops learning is old, whether 20 or 80.” 

There is an unfortunate tendency to confuse ‘Learning’ with ‘Schooling’.

Even when this is not the case, we sometimes suffer from the peculiar debilitating tendency to wish to ‘cut people to size’, the so called ‘tall poppy syndrome’. In this case, people who voluntarily seek to better themselves through education, training, or self – directed learning are often undermined by colleagues, friends, and family – the very people who whose support and encouragement they most need.

 

Evolution of a Learner

 

Why is it necessary to motivate people to “keep learning”?

  • Because people will only plan for consistent learning activities through their lifetime if they desire.
  • They would not want to take up learning exercises in which their very roots are laughed at or demeaned in some way !
  • Lastly they would want to invest in time, effort and money only in those skills and expertise which is recognized tangibly !

Hence essential to raise the demand for learning as well as its supply.

People across all spectrums encouraged to follow open learning pathways, make choices, pick their learning destinations, so and forth !

But all this is easier said than done, there may be many barriers such as :

  • Physical barriers – work, family, childcare responsibilities
  • Attitudinal barriers – Low confidence, self esteem, aspiration, societal pressure, age factor
  • Structural barriers – infrastructural support for aiding learning

Lifelong Learning and the Future of Work

Job opportunities continue to grow in emerging spaces such as virtual reality, machine learning, artificial intelligence, and autonomous vehicles. At the same time, existing roles in fields from healthcare to finance are changing dramatically as new tools and technologies are adopted. The concept of lifelong learning is accordingly transforming from a discretionary aspiration to a career necessity. No longer is it a supplemental luxury to learn new skills, and no longer is learning new skills something you do only when you’re pursuing a significant career change. Being relevant, competitive, and in-demand in today’s fast-moving world requires an ongoing commitment to lifelong learning regardless of your role or career path.

Going forward, we’ll need a generation of workers who are hungry to learn and eager to keep pace with the times. They will pioneer new ways of combining business and technology to be more productive, and they’ll update old work models to match. Organizations across industries will look for curious, flexible, data-driven minds in both blue collar and white collar jobs. They’ll want people with the proven ability to keep learning and stay relevant in their field of expertise; people who actively pursue opportunities where their transferable skills might be applicable.

The need to retool

Innovative ways of solutioning, re-thinking, approaching the problem from different perspective, mapping options, retooling has evolved big time !

The future of work

A 2016 report issued by the World Economic Forum entitled Future Workforce Strategy offers detailed insights on all the issues discussed herein, and the report is highly recommended of particular interest are what the report terms as areas for “Longer Term Focus.”

Rethinking education systems

“Businesses should work closely with governments, education providers and others to imagine what a true 21st century curriculum might look like.”

Incentivizing lifelong learning

“Simply reforming current education systems to better equip today’s students to meet future skills requirements—as worthwhile and daunting as that task is—is not going to be enough to remain competitive.”

Cross-industry and public-private collaboration

“Businesses should work with industry partners to develop a clearer view on future skills and employment needs, pooling resources where appropriate to maximize benefits … Such multi-sector partnerships and collaboration, when they leverage the expertise of each partner in a complementary manner, are indispensable components of implementing scalable solutions to jobs and skills challenges.”

At Employwise, our compact, flexible, and economical offerings are expressly built to make lifelong learning possible for all who commit to pursuing it.

Published in Learning & Development
Monday, 20 November 2017 10:18

Being a Leader with no Expertise

Many of us would not dare to comment about something we do not know, especially in the company of those who may know more. But stepping out of comfort zone is no way less exhibiting leadership.

It is an assumption that skills you need to be as a leader are transferrable, because the way you inspire and motivate are good enough skills to establish you as an Leader.

But some researches have been contrary to the above notion.

Having domain expertise make you far more superior and technical competency makes you successful even in a management role. Hospitals managed by doctors are for more reliable and deliver well vis-à-vis those managed by other backgrounds.

 

leader with no expertise

 

Let us decipher the core elements to be a successful leader.

They may include but are not limited to :

  • ability to motivate self and others
  • effective oral and written communication
  • critical thinking skills, problem solving ability, and skills at working with teams and delegating tasks.

Some others equally important and critical are :

  • Take in large volume of information and break it into essential elements which define the core problem
  • Organize teams towards a common shared vision
  • Help in establish trust in the group

However, all the above skills alone will not make a great leader, one would also need expertise in a particular domain.

Illustrating above statement critical information a doctor needs to diagnose a patient or critical information needed by a lawyer to save his client are needed to negotiate a good business deal with the dual combination of domain knowledge and good leadership requirement.

Even effective communication differs from one domain to another. Doctors talking to patients must communicate information differently than politicians reacting to a natural disaster.

When one starts identifying core skills that leaders have it quietly becomes clear that domain specific expertise is bound up in all of them; because business is not really a single domain.

Some leaders may feel that having people with specific skill sets will solve their issues and allow them flexibility with respect to sound decisions, however, the problem is that without actual expertise, how would leaders even know they have the right people with right information and equally right skills to deliver ?

If managers cannot evaluate the information they are getting for themselves, then they cannot lead effectively.

Hence one can definitely state that leadership has two implications –

First, when we teach people about leadership, we need to be more explicit that domain expertise matters.

Second, when we train people to take on leadership roles, we need to give them practice solving domain-specific problems so that they can prepare to integrate information in the arena in which they are being asked to lead. For example, it isn’t enough just to teach people about how to resolve generic conflicts between employees, we must create scenarios derived from real time cases so that people have to grapple with all of the ambiguities that come from the conflicts that arise within particular industries.

This is particularly important because of modern workplace challenges, higher mobility, younger employees, multicultural workforce and workplace diversity.

At Employwise we have a vibrant and ever growing community of professionals who love to share ideas and keep growing better through various articles and interventions.

Published in Performance Management
Thursday, 16 November 2017 16:52

Enhancements in Tax Declarations

Monday, Nov 13, 2017 | 1 New Feature Added.

Module: Payroll & Taxation

1. Validation of data while doing proof submission in Tax Declarations

What's New:
1. While submitting proofs, the system will validate all of the data points which has been submitted by the employee.
2. UX improvements in uploading multiple documents.

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Published in Release Announcements

Monday, Oct 30, 2017 | 12 New Features Added.

Module: Travel & Expense

1. Additional Payment Modes has been introduced

What's New:

As per new trend in the market, there are lots of other payment options are available nowadays, hence we have added below payment options while creating any expense line items.
1. Net Banking
2. Debit Card
3. Wallets

2. Tracking of comments before re-apply action by the employee

Current:
Whenever employee re-apply for any travel request then all of the previous comments which was entered while reconsidering the request gets lost.

New:
The system will keep track of all of these comments and will be shown throughout the travel request to all of the action takers.

3. View of employee's eligibility while approving travel request

Current:
The manager can only see the deviation part along with the reason provided by the employee.

New:
Approver would be able to see the "Eligibility" of the employee as well for approval decision support.

4. Tripwise outstanding advance details will be shown.

Current:
Approver / Accounts Person / Payer - Can only see total outstanding advances of all currency but there is no provision by which they would be able to see advances details trip-wise.

New:
Approver / Accounts Person / Payer would be able to see all outstanding advances trip-wise.

How can I see this?
1. Login as Approver / Accounts Person / Payer
2. Open any Travel Request for which any advance is pending.
3. Look at the right side section where the total outstanding amount is visible.
4. Click on the hyperlink (Total Amount).

5. Changes in Bank Advice Report for Expense Claims

What's New:
An additional column of "Employee Status" has been added in this Report. This will contain data points.
- Active
- Alumni
- Separating"

How to access this report?
1. Login as HR.
2. Go to Expense > Reports > Expense Report
3. Choose relevant filters and download the report.

6. Changes in Travel API

What's New:

Below fields has been added to API.
1. All forex details tracking
2. Advance Returned Details
3. Advance Recovery Details

7. Changes in Expense API

What's New:

Below fields has been added to API.
1. Adjusted advances details
2. Travel Type - Domestic / International flag

8. "Delegate" option for Travel Desk member

Purpose:
Sometimes it is required that a travel desk person is not in a position to book tickets for example - High Fare amount flights. In this case, an additional approval is required from a senior member in the team and post-confirmation, he/she can take any action.

What's New:
1. Any travel desk member will be having an option of "Delegate" (configuration based).
2. Clicking on this button, the system will ask to search an employee to whom he/she wants to delegate this request.
3. Post employee selection, a mandatory comment needs to be entered by the travel desk person.
4. click on submit, this booking request will be allocated to the new person to whom this request has been delegated.
5. This new person can either take an action like reconsider, booking confirmed etc. or delegate back to any person with comments.

Module: Payroll & Taxation

9. Outstanding travel advances recovery using payroll

Purpose:
As per company policies, it is required that if an employee doesn't settle any travel advance amount within x days then the system should recover such amount from the payroll directly.

What's New:
Now EmployWise is capable of recovering outstanding travel advances using EmployWise Payroll.
You just need to define no. of days after which system will schedule the recovery of such outstanding amounts.

10. Employee Separation Workflow Enhancement

What's New:
"Functional Supervisor" option has been added to the second level approval workflow.

11. Employee Confirmation Process Enhancement

Purpose:
As per various company's need, there are some conditions in which company doesn't want managers to recommend confirmation in different conditions.

What's New:
HR users can define the set up with the below-mentioned option which will not allow any manager to recommend any employee.

1. Based on No. of Questions Rating given by L1 Approver below x. Example - If any manager is giving the 2-star rating in more than 5 questions then the system will not allow the manager to recommend. 2-star and 5 questions are variable and can be configured as per company policy.
2. Based on Overall Rating below x." Example - if any manager gives the rating to an employee in such a way that employee's overall rating becomes 2.87 which is less than 3 then system will not allow the manager to recommend this employee. 3 rating is a variable and can be configured as per company policy.

12. Contract expiry notification

What's New:
There are lots of employees works in a company on contract hence there is a need that HR should be notified before x days of contract expiry date for renewal of the contract.

How to setup?
1. Login as HR.
2. Settings > Employee Portal > Escalation Alerts
3. Contract Expiry Alerts can be set from here.

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Published in Release Announcements
Thursday, 16 November 2017 16:11

Enhancements in Travel & Payroll Module

Monday, Oct 23, 2017 | 6 New Features Added.

Module: Travel & Expense

1. Travel Modification and Cancellation Request Enhancements with additional workflow


Purpose:
Previously employee was not able to cancel/modify a travel request after either Travel advance has been issued or booking has been marked as updated by the travel desk (booker) or both. Also whenever any travel cancellation happens then such requests do not go to approval and Booker also doesn't get Need to Act request for canceling the bookings. Hence we have introduced workflow around this.

What's New:
1. Now, the employee will be able to Cancel or Modify a request even after any of these have been done.
2. Travel Cancellation will also be sent for approval, just like travel request or its modification is. The approver(s) will be same as for an original request or its modification.
3. On travel cancellation, once cancellation request is approved, Booker will not only get a notification but also get a ‘Need to Act’ action request in the home page and will be able to update cancellation of individual line items.

 

2. Tripwise advance return Option

Purpose: 

Previously Accounts person couldn't adjust outstanding advances trip-wise. They were having an option by which all outstanding advances gets adjusted on FIFO basis.

What's New:
Accounts person can open any specific Travel Request in which advance has been issued and there is some outstanding advance left with the employee. In this case, accounts person will get an option of "Marking Advance as Returned". This can be done for all issued advances (multiple currencies) in this particular trip only.

3. Mobile number and Passport validation in travel request


Purpose:
While creating travel request there is some information which needs to be filled by an employee because that will be used by the Travel Desk while booking tickets. For example - 1) Mobile Number on which employee will receive tickets message or Travel Desk person can connect. 2) Passport Details in case of Overseas Travel

Current Functionality:
1) The system shows updated mobile number from employee’s profile while creating travel request. If it is incorrect or has changed and the employee changes it while making the travel request, it doesn't get updated in employee profile, with the result that in the next request, the same incorrect or old number used to appear again and would need to be changed again.
2) For an international trip, the employee can only view Passport Details but editing is not possible.

What's New:
1) Now, if the mobile number is entered or modified while making a travel request, it also gets updated in the Contact details in the employee profile.
2) For international trips, the employee would be able to not only view the Passport Details but also modify it and the modifications will get updated in employee’s profile as well, with or without HR approval, as the case might be as per settings defined in EmployWise. In case if Passport details are not updated in employee profile then it will be mandatory for the employee to update the details for an overseas travel.

4. Currency conversion tracking

Current Functionality:
Currently, System doesn't track the source of the currency which was being used in any expense claim.

What's New:
Now we have started tracking all of the forex currency sources which can track back and tell us the original source of the currency. We have made API changes as well as capturing this data.

 

Module: Payroll & Taxation

5. Payroll Status Tracking

Purpose:
When payroll manager starts running payroll, there is no provision by which they can see the status of payroll. Hence we have created a dashboard which will give you the summary of all ongoing payroll along with Status.

How to use this?
1. Login as Payroll Manager.
2. Go to Compensation > Payroll > Manage Payroll
3. You can see below details for any payroll which is in draft mode. - Rule Name, Month & type, Status, Details

6. CTC Claims on basis of pay-head balance

Purpose:
Employees were not able to claim because specific pay-head is not applicable to the employee but it may happen that balances are still available which employee wants to claim like LTC Claim of Previous FY.

What's New:
We have introduced a customize claim process which will allow users to claim for whom they are having balance despite being that head is not on employee compensation. Payroll process to incorporate the same logic for processing claim at the time of payroll.

 

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Published in Release Announcements

Monday, Oct 16, 2017 | 1 New Feature Added.

Module: Payroll & Taxation

1. Tax Computation Breakup of different heads

Purpose:
We have received feedback regarding showing employee Tax Computation breakup so that employee can understand how amounts have been calculated and can understand tax computation in detail.

How to access Tax Computation Sheet?
1. Log in as an employee.
2. Go to Compensation > Tax Computation
3. By default system will show the data tax computation of current FY.

What are the changes?
1. Breakup of Gross Salary
2. Section 10 exemption Breakup
    A) Transport Allowance
    B) House Rent Allowance
    C) Children Education Allowance
    D) Children Hostel Allowance
3. Tax calculation Breakup

For all of the above-mentioned heads are hyperlinked now. You need to just click and a breakup of each head can be seen.

We will be showing breakup of other heads soon.

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Published in Release Announcements
Page 1 of 106

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