Main office of our company is situated in India. Also, there is a staff who is doing marketing & accounting activity in foreign countries. There is neither direct control and not monitoring activity on staff at a local level in those countries. This activity is going on at overseas on a trust base environment, but trusting blindly may be harmful to the company's reputation/ business/ growth/assets/financial or other aspects.
Now my question is that to prevent scam/fraud from any employee,
(1) What point to add to prepare best agreement between employee & employer for a safeguard of company? Is there any ready format for this purpose?
(2) What documents at local level & overseas level to keep in record?
(3) What is another factor required?
From India, Vadodara
Now my question is that to prevent scam/fraud from any employee,
(1) What point to add to prepare best agreement between employee & employer for a safeguard of company? Is there any ready format for this purpose?
(2) What documents at local level & overseas level to keep in record?
(3) What is another factor required?
From India, Vadodara
"There is neither direct control and not monitoring activity on staff at a local level in those countries."
What a great recipe for a disaster! An excellent example of organisations who just do things on a whim with no
- proper planning
- a watertight process to ensure it works
- regular reviews and audits to maintain integrity
I would be interested to know just what has suddenly set the alarm bells ringing.
From Australia, Melbourne
640What a great recipe for a disaster! An excellent example of organisations who just do things on a whim with no
- proper planning
- a watertight process to ensure it works
- regular reviews and audits to maintain integrity
I would be interested to know just what has suddenly set the alarm bells ringing.
From Australia, Melbourne
Dear Sgu,
What Mr John says is correct. Whether the employment is local or overseas, we must decide on employees' Job Descriptions, KRAs, reporting structures, the process of their work etc. and then go ahead with the recruitment. However, in your case, it appears that sufficient spadework was not done, which is akin to putting the cart before the horse.
Anyway, even now also, you can design the Process Manual and start checking whether the processes are complied with or not. Secondly, identify the costs and ratios associated with the business. Assign these to the HODs. This is nothing but KRA. Measurement of KRA is also monitoring of their work.
It appears that even in India also their work is not measured properly. Otherwise, this post would not have come up. My observation of MNCs is that irrespective of the country, they have deadly uniformity in their work. Bringing uniformity in the work is a challenge and is also leadership!
Thanks,
Dinesh Divekar
From India, Bangalore
What Mr John says is correct. Whether the employment is local or overseas, we must decide on employees' Job Descriptions, KRAs, reporting structures, the process of their work etc. and then go ahead with the recruitment. However, in your case, it appears that sufficient spadework was not done, which is akin to putting the cart before the horse.
Anyway, even now also, you can design the Process Manual and start checking whether the processes are complied with or not. Secondly, identify the costs and ratios associated with the business. Assign these to the HODs. This is nothing but KRA. Measurement of KRA is also monitoring of their work.
It appears that even in India also their work is not measured properly. Otherwise, this post would not have come up. My observation of MNCs is that irrespective of the country, they have deadly uniformity in their work. Bringing uniformity in the work is a challenge and is also leadership!
Thanks,
Dinesh Divekar
From India, Bangalore
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