Objective:
- Our HR policies are designed to ensure a fair, transparent, and productive work environment. They outline guidelines for employee conduct, attendance, leave management, performance evaluation, and workplace ethics. The aim is to maintain consistency in operations while supporting employee growth and organizational objectives.
Team Involved:
- All Team
Tools / Platforms Used:
- Contact Form 7 – For creating and managing forms.
- Google PageSpeed Insights – For speed and performance testing.
- Airlift – For performance optimization.
- Sucuri SiteCheck – For malware scanning and security monitoring.
- drlinkcheck.com – For broken link checking.
- UptimeRobot – For uptime monitoring.
- UpdraftPlus – For website backups.
- Website Speed Report Weekly performance report
Dress Code Policy
It is management’s intent that work attire should complement an environment that reflects an efficient, orderly, and professionally operated organization. This policy defines appropriate Business Attire and Smart Casual Attire during normal business operations and working hours.
The dress code should combine simplicity, sophistication, and service. Employees must remember that they represent the company at all times. Therefore, attire should always be presentable, neat, and professional. Enforcement of this guideline is the responsibility of company management, supervisors, and HR personnel.
Appropriate Business Attire
Business attire that can be worn includes the following:
| Men | Women |
|---|---|
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Appropriate Smart Casual Attire
Smart casual attire that can be worn includes the following:
| Men | Women |
|---|---|
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Client Meetings (Any Day of the Week)
- Men: Formal shirt and pants are mandatory. Blazers or suits are optional.
- Women: Formal shirt and pants or modest traditional wear (saree or salwar kameez).
Unacceptable Attire
- T-shirts or shirts with ambiguous messages or logos of previous employers
- Tank tops, tube tops, halter tops, spaghetti straps, off-shoulder, or midriff-length tops
- Transparent clothing (net, lace, etc.) without proper inner layering (e.g., slips, leggings, or stockings)
- Beachwear, athletic wear, workout clothes, sweatshirts, or pyjamas
- Provocative attire, biker shorts, or Bermudas
- Unusual hair colours (e.g., blue, yellow, green, etc.)
Policy Enforcement
- If questionable attire is worn, the respective supervisor or manager will hold a private discussion with the employee to advise and counsel them about the inappropriateness.
- In case of an obvious violation, the supervisor or manager will ask the employee to go home and change immediately.
- Repeated violations will result in disciplinary action, up to and including termination.
Anti – Discrimination Policy
Objective
Ad Scholars is committed to maintaining a work environment where all individuals are treated with respect and dignity. Each employee has the right to work in a professional atmosphere that promotes equal employment opportunities and prohibits unlawful discriminatory practices, including harassment. Ad Scholars expects that all relationships among persons in the workplace will be business-like and free of explicit bias, prejudice, and harassment.
Scope
Ad Scholars has developed this policy to ensure that all employees can work in an environment free from unlawful harassment, discrimination, and retaliation. The company will make every reasonable effort to ensure all employees are familiar with these policies and aware that any complaint will be investigated and resolved appropriately.
These policies should not be misused to exclude individuals based on gender or other protected characteristics from work-related activities. Ad Scholars prohibits disparate treatment based on any protected category and aims to uphold fairness, respect, and inclusion in every aspect of employment.
Equal Employment Opportunity
Ad Scholars ensures equal employment opportunity without discrimination or harassment based on race, color, religion, sex, sexual orientation, gender identity or expression, age, disability, marital status, citizenship, national origin, genetic information, or any other characteristic protected by law. Any form of discrimination or harassment is strictly prohibited.
Retaliation
Ad Scholars encourages employees to report all perceived incidents of discrimination or harassment. The company will promptly and thoroughly investigate such reports and strictly prohibits retaliation against any individual who reports or participates in an investigation of such incidents.
Sexual Harassment
Sexual harassment constitutes discrimination and is illegal under national, state, and local laws. “Sexual harassment” includes unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when:
- Submission to such conduct is made a condition of employment, either explicitly or implicitly.
- Submission to or rejection of such conduct affects employment decisions.
- Such conduct unreasonably interferes with work performance or creates an intimidating or offensive work environment.
Examples of sexual harassment include:
- Unwanted sexual advances or requests for favors
- Sexual jokes, innuendo, or verbal abuse of a sexual nature
- Comments about an individual’s body or sexual characteristics
- Leering, whistling, touching, or obscene gestures
- Displaying sexually suggestive images or objects in the workplace
Harassment
Harassment based on any protected characteristic is strictly prohibited. Harassment may involve verbal, written, or physical conduct that denigrates or shows hostility toward an individual due to race, gender, religion, national origin, or other protected traits, and that:
- Creates an intimidating or offensive work environment
- Interferes with work performance
- Adversely affects employment opportunities
Examples of harassing conduct include slurs, negative stereotyping, threats, denigrating jokes, or hostile messages shared verbally or digitally (e-mail, chat, social media, etc.).
Individuals and Conduct Covered
This policy applies to all applicants and employees. The conduct prohibited by this policy is unacceptable both in the workplace and in any work-related context, including business trips, meetings, or company events.
Reporting an Incident of Harassment, Discrimination or Retaliation
Employees are encouraged to report any incidents of discrimination, harassment, or retaliation—regardless of the offender’s role or position. Reports can be made to:
- Immediate supervisor
- Human Resources Department
- Personnel Practices Committee or any Ombudsman
If comfortable, individuals are encouraged to inform the offender directly that their behavior is unwelcome. However, formal complaint channels remain available and confidential.
Complaint Procedure
Employees who believe they have been victims or witnesses of misconduct should promptly report their concerns to HR, a supervisor, or an ombudsman. Early reporting helps ensure quick and fair resolution before issues escalate.
Redressal
All reported allegations of harassment, discrimination, or retaliation will be investigated promptly. The process may include confidential interviews with involved parties and witnesses. Confidentiality will be maintained to the extent possible.
Retaliation against complainants or witnesses is strictly prohibited and will result in disciplinary action. Misconduct found during investigation will be addressed through measures such as:
- Training or counseling
- Written warnings or reprimands
- Pay or promotion consequences
- Suspension or termination
If any party disagrees with the resolution, they may appeal to the Managing Director or CEO of Ad Scholars.
False or Malicious Complaints
False or malicious complaints made in bad faith will be subject to disciplinary action. However, good faith complaints, even if unsubstantiated, will not result in punishment.
Queries
Employees who have questions or concerns about these policies should contact the Human Resources Department.
Employee Exit Procedure
1. Introduction
This Standard Operating Procedure (SOP) provides a comprehensive guide for the process of employee exit interviews at Ad Scholars. The purpose of this SOP is to ensure a seamless, respectful, and efficient exit process for all employees who are leaving the company. It outlines the step-by-step procedures that need to be followed by both the employees and the HR Department during the exit process. This SOP also defines the roles and responsibilities of the HR Department in facilitating the exit process.
2. Objective
The objective of this Standard Operating Procedure (SOP) for Employee Exit Interviews is to establish a clear, respectful, and efficient process for managing the exit of employees at Ad Scholars. The SOP aims to:
- Ensure a smooth transition for both the departing employee and the organization.
- Provide a platform for departing employees to share their experiences and feedback through exit interviews.
- Facilitate the return of company property and the completion of all necessary paperwork.
- Maintain accurate and up-to-date employee records in the company’s HR system.
- Uphold Ad Scholars’ commitment to treating all employees with respect and dignity, even during the exit process.
- Utilize the insights gained from exit interviews to improve the workplace environment and employee satisfaction.
- Minimize any potential disruption to the organization caused by employee departures.
3. Employee Resignation
The exit process begins when an employee submits their resignation to their immediate manager. The employee should provide a written notice of resignation, clearly stating their intended last day of work. This notice allows the company to plan for the employee’s departure and ensures a smooth transition. The employee should also provide any additional information that may be relevant to their resignation, such as reasons for leaving or feedback on their experience at the company.
4. Manager Notification
Upon receiving the resignation, the manager has the responsibility to promptly inform the HR Department. The manager should provide all relevant details to the HR Department, including the employee’s name, position, last day of work, and any other pertinent information. This step is crucial as it allows the HR Department to initiate the exit process and schedule the exit interview.
5. Scheduling Exit Interview
The HR Department, upon receiving the resignation information, will schedule an exit interview with the departing employee. The exit interview is an essential part of the exit process. It provides an opportunity for the employee to share their experiences, feedback, and suggestions. It also allows the company to understand the reasons behind the employee’s departure and identify areas for improvement.
6. Conducting Exit Interview
The departing employee will attend the exit interview, which will be conducted by a member of the HR Department. The HR Department will prepare a set of questions aimed at understanding the employee’s experience at the company. These questions may cover topics such as job satisfaction, workplace environment, management effectiveness, and reasons for leaving. The HR Department will record the employee’s feedback, which will be used for future reference and improvement initiatives.
7. Final Paycheck and Exit Paperwork
Following the exit interview, the HR Department will process the departing employee’s final paycheck. This includes any outstanding salary, bonuses, or benefits that the employee is entitled to. The HR Department will also provide the employee with any necessary exit paperwork, including documents related to benefits, tax, and employment verification. The HR Department will ensure that the employee understands all the documents and will address any questions the employee may have.
8. Return of Company Property
Before leaving, the departing employee is responsible for returning all company property. This includes keys, equipment, identification cards, and any other items that belong to the company. The HR Department will provide instructions on how and where to return these items. The HR Department will also conduct a final check to ensure that all items have been returned.
9. Updating Employee Status
Finally, the HR Department will update the employee’s status in the company’s HR system to reflect their exit. This ensures that the employee’s records are accurate and up-to-date. The HR Department will also inform all relevant departments of the employee’s departure.
By following this SOP, Ad Scholars aims to ensure a smooth and efficient exit process for all departing employees. This process not only helps maintain a positive relationship with departing employees but also supports the overall effectiveness and success of Ad Scholars.
Employee Onboarding (SOP)
1. Purpose
The purpose of this Employee Onboarding Standard Operating Procedure (SOP) at Ad Scholars is to offer an integrated, systematic, and user-friendly approach towards welcoming and inducting new employees. The SOP strives to ensure that each employee receives consistent, relevant, and timely information, learning resources, and support from their first day onwards. This is with a goal to effectively integrate them into the Ad Scholars culture, equipping them with the necessary tools, resources, and knowledge to carry out their role efficiently and become active, productive members of our team.
2. Scope
This SOP covers the entire onboarding process, starting from the time the job offer is accepted until the end of the initial six months after joining. It applies to all types of employees: full-time, part-time, contract, and interns across all departments and roles at Ad Scholars. This SOP encompasses all the activities that orient, train, and integrate the new employee into their position and Ad Scholars’s culture.
3. Responsibility
The implementation and maintenance of this SOP is the primary responsibility of the HR Department at Ad Scholars. However, effective onboarding is a collective effort. The respective Department Managers play a significant role, as they are accountable for introducing new hires to their job responsibilities, team members, and department-specific processes and protocols.
All current employees are expected to assist in the new hire’s integration into the team by providing a supportive and welcoming environment. The HR department is responsible for ensuring that the new hire has all the necessary equipment and software access to perform their duties efficiently from their first day.
Lastly, the new hire themselves have a responsibility to actively engage in the onboarding process, ask questions, seek clarification, and take ownership of their learning and integration into the company.
4. Procedure
4.1. Pre-Onboarding
The pre-onboarding phase begins as soon as the new employee accepts the job offer. The HR Department will send a comprehensive welcome email within two working days. This email will contain necessary details such as the start date, work timings, location, parking details, and documents to bring. It will also provide a broad overview of the first day, including any planned meetings or orientations.
The HR team will coordinate with the IT department and the employee’s manager to prepare the necessary resources, including a workstation, computer, software access, email setup, and security passes.
Additionally, HR will prepare an onboarding induction for the new employee. This will include important documents such as an Employee Handbook, Department Overview, Ad Scholars culture and orientation, among other relevant resources.
4.2. First Day Onboarding
The first day at a new job is crucial for setting the tone for the new employee’s experience. On their first day, the new employee will be personally welcomed by their manager and a representative from the HR team. They will be shown their workstation and provided with their onboarding kit.
The HR representative will conduct a comprehensive orientation session. This session will cover an introduction to the company’s history, mission, vision, and values, an overview of company policies and procedures, benefits and compensation details, and a virtual or physical tour of the office. There will also be time allotted for a Q&A session.
The new employee’s manager will provide a more in-depth introduction to the department, the team, and the specific job role. This will include an overview of job responsibilities, performance expectations, key team members and stakeholders, upcoming projects, and critical departmental processes or protocols.
4.3. Job-Specific Onboarding
The job-specific onboarding phase extends from the first day to the end of the first month. During this period, the new employee’s manager will provide necessary job-specific training or arrange for relevant training courses or resources.
The new employee will also be assigned a buddy or mentor from their team. This buddy, typically a more experienced employee, will assist the new employee in navigating the company culture, understanding job duties, and addressing any concerns or questions.
Additionally, the new employee will be encouraged to participate in team meetings, projects, and social events to facilitate bonding with the team and understand the department’s functioning better.
4.4. Post-Onboarding Follow-Up
The post-onboarding follow-up phase is a crucial component of the onboarding process, extending from the end of the first month to the end of the third month. During this phase, the HR Department will conduct regular check-ins with the new employee to gauge their comfort level, understand their concerns, and provide any needed support.
These follow-ups will occur at the end of the first week, the first month, and the third month. Feedback received during these meetings will be used to improve the onboarding process continually.
5. Documents/Records
The HR Department must maintain proper documentation throughout the onboarding process. Key documents include the signed offer letter, contact and emergency details, legal identification documents, payroll setup forms, and any relevant certification or qualification documents. These should be stored securely in the HRMS portal.
6. Onboarding Checklist
The HR Department will maintain a comprehensive onboarding checklist to ensure that every new hire receives consistent treatment. This checklist will include all the steps outlined in this onboarding checklist form.
Note: This SOP is intended for internal use by Ad Scholars. Unauthorized distribution is prohibited.
Grievance Policy
1. Overview
Ad Scholars (“the Company”) aims to foster good relations amongst employees and between employees and management. We acknowledge that the enjoyment you experience in your job is reflected in how well you work and how well you relate to your colleagues and customers. We also acknowledge that problems can arise at work that may sometimes cause you to feel aggrieved. These problems can sometimes arise from the behaviour or decisions of management or other employees.
The purpose of this policy is to allow you to have such problems, referred to as grievances, addressed internally in a timely and confidential manner. A grievance can be about anything that is done, or not done, by management or another employee or employees, which you feel affects you unfairly or unjustly. A grievance can also be about discrimination, harassment, bullying or any other employment-related decision or behaviour that you think is unfair, unjust or upsetting.
This Grievance Policy outlines the procedures you should follow to try to resolve a grievance and also outlines the steps the company will take to resolve your grievance if you make a formal complaint.
2. What are your options if you have a grievance?
In general, there are three options to consider if you have a grievance:
A. Deal with the matter informally
A grievance can be dealt with informally by approaching the person involved in your grievance if you feel comfortable in doing so. You can tell them that their behaviour, decision, or actions were unfair, offensive, or discriminatory, and why you believe this to be so. The person may have been unaware of the effect of their behaviour or decision on you. By telling them, you give them a chance to address the situation. However, this may not always be appropriate, particularly if you do not feel comfortable speaking to the person directly.
B. Speak to your manager or another senior person
If you do not want to speak to the person directly, you can tell your manager about your grievance. They should be able to tell you what your options are and may approach the person complained about to discuss your grievance informally. They may decide to take more formal action after seeking your approval—though in some cases, they may act without it if necessary (for example, where health and safety are at risk). If your grievance is about your manager, you may speak to another senior person. Alternatively, you may make a formal complaint.
C. Make a formal complaint
If you decide to make a formal complaint, this can be done by putting the complaint in writing and reporting it to your manager (or another senior person). The written complaint should include a description of the incident(s), decisions, or behaviour in question, the time and date of the incident(s), the names of any witnesses, your signature, and the date of the complaint. All complaints should follow the escalation matrix SOP provided during induction and onboarding. However, Ad Scholars does not restrict employees from directly reaching out to HR, management, or a trusted senior manager, in keeping with our open-door culture.
3. If you make a formal complaint, how will your grievance be handled?
Grievances will be handled in accordance with the following guidelines:
A. Confidentiality
Grievances will be treated with the utmost confidentiality (except where disclosure is necessary for proper handling). Disclosure will be limited strictly to those who need to know. You are also expected to maintain confidentiality and not discuss your complaint with others unless given permission to do so by the company.
B. Fairness
Any grievance will be taken seriously, handled impartially, and processed according to the principles of procedural fairness.
C. Protection from victimisation
Employees who raise grievances are protected from victimisation.
D. Timeliness and support
Grievances will be dealt with promptly, considering all circumstances, and employees may have a support person present at any stage of the process.
4. The investigation
Where a grievance cannot be resolved informally and the company deems an investigation necessary, the matter will be investigated by the HR Team. The method of investigation will be at the company’s discretion.
A. Interview process
During the investigation, you will usually be interviewed first, followed by any witnesses, the person against whom the complaint is made, and other relevant people. Both parties may have a support person present during interviews.
B. Substantiated complaints
If the complaint is substantiated, appropriate action will be taken.
C. Unsubstantiated complaints
If the complaint is unsubstantiated, you will generally be given an explanation as to why that finding was made.
D. Fabricated complaints
If the complaint is found to have been fabricated or vexatious, disciplinary action may be taken against you, up to and including termination of employment.
5. What are the possible outcomes?
If the investigation confirms your complaint is valid, appropriate action will be taken depending on the nature of the issue. This could include a written apology, warning, counselling, transfer, demotion, or disciplinary action up to termination.
If the investigation is inconclusive or the conduct does not warrant disciplinary action, the company may still take steps such as staff training or monitoring.
If the complaint is found to be fabricated or vexatious, disciplinary measures (such as counselling, formal warnings, transfer, demotion, or termination) may be applied based on the seriousness of the situation.
Open Door Policy
1. Purpose of Open Door Policy
This policy is put in place to ensure that every employee is accessible, reachable, and welcomes communication. The Open Door Policy is flexible and adaptable to your needs. For instance, if you need to have a confidential call, you can exercise your judgment to close your private space’s door.
The policy covers the basics of the open door policy, including some dos and don’ts, along with how to ensure it is used effectively. The objective of this policy is to encourage open communication while maintaining a balance—too much communication without boundaries may not be productive in the workplace.
2. Scope
This policy should be interpreted both literally and figuratively. By “open door,” we mean that managers and employees should engage in relevant, constructive conversations. This applies not just to in-person interactions but also to communication via text, messaging apps, and internal channels.
The Open Door Policy applies to all employees of Ad Scholars. The goal is to promote cross-level and cross-departmental communication, supporting mission-driven and forward-looking conversations that contribute to collective improvement.
3. Open Door Policy Elements
The open door policy encourages open communication across various workplace situations, including:
- Complaints
- Feedback
- Asking for counselling
- Seeking resolution for previously raised issues
- Discussing personal topics
- Safety and harassment issues
4. Responsibilities on Both Parties’ End
While the open door policy promotes freedom of communication, professional etiquette must always be maintained. This can be demonstrated through:
- Requesting a meeting and time slot in advance
- Listening with compassion and empathy
- Seeking permission before sharing personal information with others not present in the meeting
- Trying to resolve conflicts at the same level within a reasonable time frame and escalating only when necessary
5. Set Parameters Around the Open Door
The open door policy should encourage open communication while ensuring privacy and respect for boundaries. Every individual has the right to set parameters that work best for them.
Some rules to ensure both privacy and openness include:
- If the door is open, walk-ins are welcome to discuss workplace matters. If the door is closed, please set an appointment on the calendar.
- If there’s an emergency that could affect others or be hazardous, knock on the person’s door. If they’re unavailable, call or locate the respective person immediately.
6. How to Have an Effective Conversation
Everyone’s time is valuable, and meetings should be conducted efficiently. To ensure productive conversations:
- Set an agenda and share it before the meeting if suitable.
- Speak objectively during the meeting. Maintain confidentiality by withholding names if necessary.
- Work toward finding and suggesting solutions during the discussion.
7. If the Matter is a Prolonged One
It is not uncommon to have weekly catch-ups with a manager regarding ongoing issues. Such meetings must be scheduled in mutual agreement with both calendars. Always seek permission before blocking time on someone’s calendar.
8. Valuing the Time of People
Time management is crucial with the many meetings, deadlines, and commitments that come with work. When using the open door policy, employees should know who the right person is to speak to. Discussing an issue with multiple people unnecessarily can waste time and reduce effectiveness. Communication should always be directed appropriately.
9. Hierarchy of Conversation
- If it’s a workplace issue with a colleague that affects your work or comfort in the office, speak to the department manager.
- If the issue concerns psychological or physical safety, contact the HR department.
- If the matter is temporary and requires a short-term adjustment, speak to your manager first and then, if needed, the HR department through them.
- If the issue involves a senior staff member, contact HR directly to maintain confidentiality.
Prevention of Sexual Harassment at Workplace Policy
1. Commitment
Ad Scholars (also referred to as the Company) is committed to providing a work environment that ensures every employee is treated with dignity and respect and afforded equitable treatment.
The Company is also committed to promoting a work environment that is conducive to the professional growth of its employees and encourages equality of opportunity.
The Company will not tolerate any form of sexual harassment and is committed to taking all necessary steps to ensure that its employees are not subjected to any form of harassment.
2. Scope
This policy applies to all employees (full-time, part-time, trainees, and those on contractual assignments) of the Company. The Company will not tolerate sexual harassment if engaged in by clients, suppliers, or any other business associates.
The workplace includes:
- All offices or other premises where the Company’s business is conducted.
- All company-related activities performed at any other site away from the Company’s premises.
- Any social, business, or other functions where conduct or comments may have an adverse impact on the workplace or workplace relations.
3. Definition of Sexual Harassment
Sexual harassment may be one or a series of incidents involving unsolicited and unwelcome sexual advances, requests for sexual favours, or any other verbal or physical conduct of a sexual nature.
Sexual harassment at the workplace includes:
- Unwelcome sexual advances (verbal, written, or physical)
- Demand or request for sexual favours
- Any other type of sexually-oriented conduct
- Verbal abuse or ‘joking’ that is sex-oriented
- Any conduct that interferes with an individual’s work performance or creates an intimidating, hostile, or offensive work environment
- Inappropriate conduct that could also be a joke, prank, or compliment leading to discomfort or offence
4. Responsibilities Regarding Sexual Harassment
- All employees of the Company have a personal responsibility to ensure that their behaviour is not contrary to this policy.
- All employees are encouraged to reinforce the maintenance of a work environment free from sexual harassment.
5. Complaint Mechanism
An appropriate complaint mechanism in the form of a “Complaints Committee” has been created in the Company for time-bound redressal of complaints made by victims.
6. Complaints Committee
The Company has instituted a Complaints Committee for redressal of sexual harassment complaints and ensuring time-bound treatment of such complaints.
The Complaints Committee will comprise the following members:
- Presiding Officer: Woman employee at the level of Sr. Manager or Assistant General Manager or above.
- Member: Senior Woman Employee from Personnel Function
- Member: A senior employee from the Division/Location where the complaint originated
- Member: A representative from an NGO or a Lawyer
The Presiding Officer reserves the right to nominate more members of appropriate seniority and rank to ensure gender balance and fair investigation.
The Complaints Committee is responsible for:
- Investigating every formal written complaint of sexual harassment
- Taking appropriate remedial measures in response to substantiated allegations
- Discouraging and preventing employment-related sexual harassment
7. Procedures for Resolution, Settlement or Prosecution
The Company is committed to providing a supportive environment to resolve concerns of sexual harassment as follows:
A. Informal Resolution Options
When an incident of sexual harassment occurs, the victim can immediately communicate their disapproval to the harasser and request appropriate behaviour.
If the harassment does not stop or if the victim is uncomfortable addressing the harasser directly, they can bring the matter to the Complaints Committee, which will provide support and undertake a prompt investigation.
B. Formal Complaints
- Employees may file a written complaint with the Presiding Officer of the Complaints Committee within three months from the date of the incident (extendable by three months with valid reasons).
- Complaints can be submitted in writing or via email, including the employee’s name, department, division, and location.
- Complaints against a member of the Complaints Committee or senior management should be sent directly to the CEO.
- The Presiding Officer will determine within 30 days if the complaint falls under the purview of sexual harassment.
- If substantiated, the Committee will investigate the complaint and recommend appropriate action, which may include:
| i. Formal apology |
| ii. Counselling |
| iii. Written warning (copy maintained in the employee’s file) |
| iv. Change of work assignment or transfer |
| v. Suspension or termination of the employee found guilty |
If a complaint is found to be false or malicious, the complainant may face disciplinary action.
8. Confidentiality
The Company recognizes the sensitivity of sexual harassment complaints and maintains confidentiality throughout the investigation process, to the extent practicable and appropriate.
9. Protection to Complainant / Victim
The Company ensures that no employee who raises a harassment concern faces any form of retaliation or victimization. Any reprisal will result in disciplinary action. However, misuse of this policy through false allegations may also lead to disciplinary consequences.
10. Conclusion
The Company reiterates its commitment to providing employees with a workplace free from harassment and discrimination, where every individual is treated with dignity and respect.
Succession Planning Sop
1. Introduction
Succession planning is a critical strategic process that ensures the continuity of leadership and other key roles within an organization. It involves identifying and developing potential leaders who can replace key positions when they become vacant due to retirement, resignation, or any other unforeseen circumstances. This SOP outlines the process for succession planning at Ad Scholars and provides a framework for identifying, developing, and retaining talent.
2. Purpose
The purpose of this SOP is to provide a systematic approach to succession planning. It aims to ensure a seamless transition of roles when key employees leave, retire, or are promoted. The SOP facilitates the identification of potential successors, the development of their skills and competencies, and their preparation for future roles. It also aims to align the succession planning process with the strategic objectives of Ad Scholars.
3. Scope
This SOP applies to all employees, managers, and the Human Resources (HR) Department at Ad Scholars. It covers the process of identifying potential successors, developing their skills and competencies, and preparing them for future roles. The SOP is applicable to all departments and levels within the organization.
4. Definitions
- Succession Planning: A strategic process for identifying and developing potential future leaders or senior managers, as well as individuals to fill other business-critical positions within an organization.
- Potential Successor: An employee who has been identified as having the potential to fill a key role within the organization in the future.
5. Responsibilities
- Employees: Employees are encouraged to discuss their career aspirations with their managers and actively participate in development opportunities. They are also expected to take ownership of their career development and utilize the resources provided by the organization.
- Managers: Managers are responsible for discussing career aspirations with their team members, identifying potential successors, and providing them with development opportunities. They are also expected to mentor and coach potential successors and provide constructive feedback on their performance and development.
- HR Department: The HR Department is responsible for coordinating the succession planning process. This includes identifying potential successors, developing succession plans, and monitoring their implementation. The HR team also provides training and development opportunities for potential successors and ensures that the succession planning process aligns with the organization’s strategic objectives.
- Executive Committee: The Executive Committee reviews and approves the succession plans developed by the HR Department. It also ensures that the succession planning process is aligned with the organization’s strategic objectives. The Committee comprises the CEO, Department Heads, Directors, and the HR Team.
6. Procedure
A. Career Aspiration Discussion
Employees discuss their career aspirations with their managers during performance reviews or at other appropriate times. This discussion helps managers understand the career goals of their team members and identify potential successors.
B. Submission of Career Aspirations
Managers share the career aspirations of their team members with the HR Department during quarterly, half-yearly, or annual reviews. This submission should include a detailed assessment of each employee’s potential to fill key roles within the organization. This data is mapped with employee feedback and performance appraisal discussions.
C. Review of Career Aspirations
The HR Department reviews the submitted career aspirations with the Executive Committee. This review considers the organization’s strategic objectives and the skills and competencies required for key roles.
D. Identification of Potential Successors
Based on the review, the Executive Committee identifies potential successors for key roles within the organization. This identification takes into account each employee’s potential to develop the necessary skills and competencies.
E. Communication of Succession Plan
The HR Department communicates the succession plan to the relevant managers. This communication includes a detailed description of the development opportunities to be provided to the potential successors.
F. Discussion of Succession Plan
Managers discuss the succession plan with potential successors. This discussion includes an explanation of the development opportunities and the expectations from the potential successors.
G. Implementation of Succession Plan
The HR Department coordinates the implementation of the succession plan. This includes the provision of development opportunities to potential successors and monitoring their progress throughout the process.
H. Review of Succession Plan
The HR Department reviews the succession plan at least annually to ensure its continuing suitability, adequacy, and effectiveness. The review takes into account changes in the organization’s strategic objectives, employee needs, and applicable legal and regulatory requirements.
7. Conclusion
Succession planning is a key driver of organizational success. By following this SOP, Ad Scholars ensures a systematic approach to identifying, developing, and retaining talent — thereby ensuring business continuity and enhancing overall organizational performance.
Ad Scholars HR Policy and Procedures
Introduction / About Manual
This manual is designed to keep employees aware of the Ad Scholars policies and procedures. Though the attempt has been made to cover and elaborate all possible factors, it is not the conclusion.
Ad Scholars reserves the right to amend or withdraw the policy at any time without assigning any reason whatsoever. The utility and interpretation of the policy will be at the sole discretion of the management.
Induction & Joining Formalities
The Induction & Orientation program will be coordinated by HR and the respective Department Head. The HR team will organize the induction program to make new employees familiar with Ad Scholars, its various functions, work culture, policies, and procedures.
All new employees will start their regular tasks/assignments only after completion of the formal and well-structured induction.
Policies to be Followed and Acknowledged by the Employee
Attendance & Punctuality
Employees shall report to work at the company location on or before their shift time.
- All employees must adhere to biometric fingerprint attendance.
- Biometric must be done while logging in and out each day.
- Missing biometric will be considered as leave of absence.
- If biometric is missed but employee was present, they must request regularization via KEKA with approval from the Reporting Manager and HR.
- A maximum of 3 attendance regularizations are allowed per month.
- Late coming: Up to 3 times allowed; from 4th instance, 0.5 day leave deducted each time.
- Employees must verify attendance daily and report technical issues immediately to HR or Manager.
- Biometric and KEKA cannot be combined for attendance. Use biometric for office and KEKA for WFH.
Working Day & Working Hours
- Office timings: India team: 9.30 AM – 6.30 PM IST, UAE team: 10.30 AM – 7.30 PM IST (Mon–Fri).
- 45 hours per week minimum; 9 hours per day average.
- Changes in timing must be pre-approved by Manager and informed to HR.
- Overtime requires prior approval and documented via client/manager-approved timesheets.
- Weekend work up to 8 hrs/month may be required; extra hours compensated or given as comp-off.
- Public holidays follow client-specific schedules as per Manager’s confirmation.
Note:
- If leaves are exhausted, they will be treated as loss of pay.
- Early logouts require prior approval via KEKA.
Work from Home Policy
- Maximum of 2 WFH days per month (not consecutive).
- Apply on KEKA at least one day prior; approval by Manager.
- Clock in/out on KEKA is mandatory for WFH.
- Missed clock-ins for WFH will count as “No Attendance” (no regularization allowed).
- Regularizations must be emailed to Manager and HR for approval.
Probation & Confirmation
- Probation period: 6 months.
- Confirmation based on performance review and Manager’s approval.
- No leaves allowed in the first 3 months except for 2 emergency leaves with approval.
- If performance is unsatisfactory, probation may extend by 3–6 months.
Eligibility for Performance Bonus
- Fulfill KRAs with minimal TAT and zero errors.
- Contribute new ideas that help organizational growth.
- Employees under probation are not eligible.
Performance Appraisal
Appraisal period: 1st March – 31st March; revised pay applicable from April salary.
Process includes employee self-rating, manager evaluation, HR review, and final approval by the executive committee.
- Employees submit self-evaluation forms to HR.
- Managers review and rate employees; HR mediates any rating discrepancies.
- Final ratings linked to salary increments and promotions.
- HR issues appraisal letters by last week of March and updates payroll accordingly.
Notice Period
- During probation: 7 days’ notice from either side.
- After confirmation: 60 days’ notice required.
Leave Policy
Applicable to all permanent employees.
- Annual Leave: 10 working days
- Sick Leave: 10 working days
- Emergency Leave: 3 working days
Leave application timelines:
- 1 day – 3 days prior
- 2–3 days – 2 weeks prior
- 4+ days – 1 month prior
Sick leave requires Manager’s approval and medical certificate for 2+ consecutive days. Emergency leave requires immediate intimation. Sick, emergency, and annual leaves cannot be combined.
Expenses Policy
Employees must log expenses in KEKA with valid bills and GST details (if applicable) after Manager approval. Reimbursement is processed by the 1st of each month and recorded in Google Sheets.
Grievance Cell
Employees are encouraged to reach out for concerns related to work, team, or environment:
- HR: srinivas@adscholars.com
- Accounts: indiaaccounts@adscholars.com, swara.thogaru@adscholars.com
Deductions
- Professional Tax (PT)
- Tax Deducted at Source (TDS)
Declaration
Employees must submit investment and savings proofs for tax exemption before January each year. Form-16 is issued between May–June for the following FY.
Full & Final Settlement
HR initiates F&F within 30 days, verifying attendance, leave, and dues. Accounts complete final payment in the upcoming payroll cycle, treating unsubmitted proofs as taxable income.
Exit Interview
HR conducts an exit interview with the separating employee. Feedback is recorded in the prescribed format and added to the personal file.
Training and Development Plan
1. Purpose
The purpose of this T&D Plan is to establish a systematic approach for the identification, implementation, and evaluation of training and development activities within Ad Scholars. The aim is to ensure that all employees have the necessary skills, knowledge, and competencies to effectively perform their job duties and contribute to the achievement of Ad Scholars’s strategic objectives. This SOP also seeks to promote continuous learning and professional growth among employees, thereby enhancing job satisfaction, motivation, and retention. By providing employees with opportunities for development, Ad Scholars aims to build a highly skilled, competent, and versatile workforce that can adapt to changing business needs and drive organizational success.
2. Scope
This Plan applies to all full-time, part-time employees and interns of Ad Scholars, across all departments and levels of the organization. It covers all forms of training and development activities, including on-the-job training, external courses, workshops, seminars, e-learning programs, and professional development programs. It is the responsibility of all employees to participate in the training and development activities as required and to apply the skills and knowledge gained in their job roles. Managers and supervisors are responsible for supporting their team members in their development and for ensuring that the training and development activities are aligned with the team’s objectives and Ad Scholars’s strategic goals.
3. Responsibility
The Human Resources (HR) Department is responsible for the overall management and coordination of the training and development process. This includes identifying training needs, planning and scheduling training activities, sourcing training providers, evaluating the effectiveness of training, maintaining training records, and reporting on training outcomes. Department heads are responsible for identifying the training needs of their team members, supporting them in their development, and ensuring that the training activities are relevant and beneficial to their job roles. Employees are responsible for actively participating in the training and development activities, providing feedback on the training, and applying the skills and knowledge gained in their job roles.
4. Procedure
4.1 Identification of Training Needs
The first step in the training and development process is the identification of training needs. This involves a systematic assessment of the skills, knowledge, and competencies required for each job role and the current capabilities of the employees. The HR Department, in collaboration with department heads, will conduct a Training Needs Analysis (TNA) on an annual basis or as needed. The TNA may involve a review of job descriptions, performance appraisals, feedback from managers and employees, and analysis of business trends and future skill requirements. The outcome of the TNA will be a detailed report outlining the specific training needs for each department and individual employees.
4.2 Planning and Scheduling of Training Activities
Based on the TNA, the HR Department will develop a Training Plan for the upcoming period. The Training Plan will outline the training objectives, the training methods to be used, the target audience for each training activity, the schedule of training activities, and the resources required. The HR Department will coordinate with department heads to schedule the training activities at a time that minimizes disruption to work processes. The Training Plan will be communicated to all employees via email, meetings, or any official form of communication, and employees will be required to confirm their participation.
4.3 Implementation of Training Activities
Training activities may be conducted in various formats, including classroom training, online learning, workshops, seminars, or on-the-job training. The choice of training method will depend on the nature of the training content, the learning preferences of the employees, and the resources available. The HR Department will source suitable training providers, which may include internal trainers, external training organizations, or online learning platforms. All training providers will be evaluated for their expertise, experience, and training approach to ensure the quality of training. Employees are expected to actively participate in the training activities, complete any pre- or post-training assignments, and provide feedback on the training.
4.4 Evaluation of Training
The effectiveness of training activities will be evaluated to assess whether the training objectives have been achieved and to identify areas for improvement. Evaluation methods may include tests or quizzes, observation of job performance, feedback forms, or discussion with participants. The HR Department will collect and analyze the evaluation data and prepare a Training Evaluation Report. The report will provide insights into the impact of the training on employee performance and productivity, the relevance and applicability of the training content, the effectiveness of the training methods, and the satisfaction of the participants. The findings of the evaluation will be used to improve future training activities.
5. Review
This SOP will be reviewed on an annual basis to ensure its continued relevance and effectiveness. The review will be conducted by the respective Department Head and will involve an assessment of the SOP’s alignment with Ad Scholars’s strategic objectives, current best practices in training and development, and feedback from managers and employees. Any changes to the SOP will be communicated to all employees and relevant stakeholders.
Note: This SOP is intended for internal use by Ad Scholars. Unauthorized distribution is prohibited.
Company Data Protection Policy
1. Policy Brief & Purpose
Ad Scholars Company Data Protection Policy refers to our commitment to treating information of employees, customers, stakeholders, and other interested parties with the utmost care and confidentiality. With this policy, we ensure that we gather, store, and handle data fairly, transparently, and with respect for individual rights.
2. Scope
This policy refers to all parties (employees, job candidates, customers, suppliers, etc.) who provide any amount of information to us.
3. Who Is Covered Under the Data Protection Policy?
Employees of our company and its subsidiaries must follow this policy. Contractors, consultants, partners, and any other external entities are also covered. Generally, our policy refers to anyone we collaborate with or who acts on our behalf and may need occasional access to data.
4. Policy Elements
As part of our operations, we need to obtain and process information. This information includes any offline or online data that makes a person identifiable, such as names, addresses, usernames and passwords, photographs, etc. Our company collects this information in a transparent way and only with the full cooperation and knowledge of interested parties. Once this information is available to us, the following rules apply:
Our data will be:
- Accurate and kept up to date
- Collected fairly and for lawful purposes only
- Processed by the company within its legal and moral boundaries
- Protected against any unauthorized or illegal access by internal or external parties
Our data will not be:
- Communicated informally
- Stored for more than a specified amount of time
- Transferred to organizations, states, or countries that do not have adequate data protection policies
- Distributed to any party other than the ones agreed upon by the data’s owner (exempting legitimate requests from law enforcement authorities)
In addition to ways of handling the data, the company has direct obligations toward people to whom the data belongs. Specifically, we must:
- Let people know which of their data is collected
- Inform people about how we’ll process their data
- Inform people about who has access to their information
- Have provisions in cases of lost, corrupted, or compromised data
- Allow people to request that we modify, erase, reduce, or correct data contained in our databases
5. Actions
To exercise data protection, we’re committed to:
- Restrict and monitor access to sensitive data
- Develop transparent data collection procedures
- Train employees in online privacy and security measures
- Build secure networks to protect online data from cyberattacks
- Establish clear procedures for reporting privacy breaches or data misuse
- Include contract clauses or communicate statements on how we handle data
- Establish data protection practices (document shredding, secure locks, data encryption, frequent backups, access authorization, etc.)
- Utilize tools such as Mera Monitor, firewall, and VPN to ensure enhanced data protection and network security.
6. Disciplinary Consequences
All principles described in this policy must be strictly followed. A breach of data protection guidelines will invoke disciplinary and possibly legal action.
Employee Performance Evaluation
1. Introduction
The Employee Performance Evaluation is a critical process within Ad Scholars that aims to assess the job performance of each employee and promote a mutual understanding between the employee and the management about the individual’s job role and performance expectations. This SOP provides a systematic approach to the performance evaluation process, ensuring fairness, transparency, and consistency.
2. Purpose
The purpose of this SOP is to establish a standardized process for evaluating the performance of employees at Ad Scholars. The performance evaluation process is designed to:
- Foster a performance-based culture within the organization.
- Provide a clear understanding of job expectations and performance standards.
- Identify the strengths and areas for improvement of each employee.
- Facilitate constructive feedback and open communication between managers and employees.
- Inform decisions related to promotions, salary increments, and training and development needs.
3. Scope
This SOP applies to all employees of Ad Scholars, irrespective of their position, department, or level within the organization. It covers the entire performance evaluation process, from self-appraisal to the final review by the Human Resources (HR) department.
4. Responsibility
The responsibility for the successful implementation of this SOP lies with the HR department, managers, and employees:
- HR Department: Responsible for overseeing the performance evaluation process, providing necessary training to managers and employees, ensuring compliance with this SOP, and maintaining records of performance appraisals.
- Managers: Responsible for conducting performance evaluations for their team members, providing constructive feedback, and submitting completed appraisals to the HR department.
- Employees: Responsible for participating in the performance evaluation process, completing their self-appraisal, and actively engaging in feedback sessions with their managers.
5. Procedure
The performance evaluation process at Ad Scholars consists of the following steps:
5.1. Self-Appraisal
At the beginning of the performance evaluation period, each employee is required to complete a self-appraisal. This involves assessing their own performance against the set objectives and key performance indicators (KPIs). The self-appraisal form should be completed honestly and objectively, reflecting the employee’s accomplishments, challenges, and areas for improvement.
5.2. Manager Evaluation
Upon completion of the self-appraisal, the employee submits it to their immediate manager. The manager then evaluates the employee’s performance based on the self-appraisal, their observations, and any other relevant data, such as project reports or customer feedback. The manager should ensure that the evaluation is fair, objective, and based on the employee’s job performance, not personal characteristics or circumstances.
5.3. Feedback Session
After completing the evaluation, the manager schedules a feedback session with the employee. During this session, the manager provides constructive feedback on the employee’s performance, acknowledging their achievements and discussing areas for improvement. The manager should also discuss the employee’s career aspirations and potential development opportunities within the organization. The feedback session should be a two-way conversation, allowing the employee to express their views and concerns.
5.4. HR Review
The manager submits the completed appraisal form to the HR department. The HR department reviews the appraisal, ensuring that it complies with the SOP and is free from bias or discrimination. The HR department then records the appraisal in the HR system, which is used for various HR processes, such as training needs analysis, succession planning, and compensation review.
6. Document Control
All performance appraisals are confidential and stored securely in the HR system. Access to these records is restricted to authorized personnel only, and they are used solely for legitimate business purposes.
7. Review and Improvement
This SOP is reviewed annually or as needed to ensure its effectiveness and relevance. Feedback from managers and employees is considered during the review to make necessary improvements to the SOP.
8. Conclusion
The Employee Performance Evaluation process is crucial for the growth and success of Ad Scholars. By adhering to this SOP, we can ensure a fair and transparent evaluation process that not only measures performance but also contributes to the professional development of our employees.
Note: This SOP is intended for internal use by Ad Scholars. Unauthorized distribution is prohibited.
Resource Management Plan
Company Culture
The foundation of successful client partnerships lies in cultural alignment. Adscholars believes that accountable individuals create collaborative teams, which in turn cultivate proactive and client-centric operations. Our culture emphasizes innovation, inclusion, and integrity, ensuring that our clients’ needs remain at the center of every decision. Every employee is empowered to challenge, innovate, and improve continuously.
Recruitment
Adscholars employs a robust recruitment framework developed through years of expertise in the digital and advertising operation sectors. A Resource Request is raised by a manager to the recruitment team and details job descriptions, required skills, timeline, and location. Meetings are held between recruitment and operations leads to monitor open positions and hiring progress. All candidates undergo rigorous screening, interviews, and onboarding to ensure the right fit for both skill and culture alignment.
Training, Upskilling, and Onboarding
Adscholars conducts structured training designed to build domain expertise and functional excellence. Our respective department managers manage a four-level structured training framework:
- Level 1: Introduction to the digital advertising ecosystem, communication, and organizational values
- Level 2: Role-specific and vertical training focused on ad operations and related tools
- Level 3: Platform-specific training and performance calibration
- Level 4: Client process training, reporting, and quality assurance systems
Leadership and Career Development
Adscholars invests heavily in leadership development through its Elevate Program, a year-long learning initiative for mid-level and senior teams. This combines mentoring sessions, and client-simulation projects.
Key retention and career programs include:
- Dedicated career progression paths
- Monthly, quarterly, and annual financial incentives
- Non-financial recognition programs (awards, event participation)
- High-performing employees are identified and provided with accelerated development tracks and customized growth plans
Performance Management
- The evaluation process promotes fairness, transparency, and consistency to align employees’ performance with organizational goals.
- It fosters a performance-driven culture by clearly defining job expectations, identifying strengths, and pinpointing areas for improvement.
- The process includes self-appraisal, managerial evaluation, a feedback session, and final HR review to ensure objectivity and development-focused outcomes.
- The HR department ensures confidentiality, record maintenance, and regular review of the evaluation system for relevance and continuous improvement.
Reporting and Continuous Improvement
Performance data is analyzed to track productivity, utilization, and client satisfaction trends. Action plans are initiated when variances arise, ensuring consistent operational improvements. Innovation and automation remain at the core of AdScholars’ delivery excellence strategy, supporting agile scaling and efficiency.
Staff Retention
Retention is a core KPI to ensure operational excellence and client satisfaction.
- High Performers: Identified monthly/quarterly based on performance, client feedback, and training outcomes.
- Career Progression: Accelerated promotions, mentorship, and development plans.
- Incentives: Financial bonuses, salary hikes, recognition, and participation in special projects.
- Employee Engagement: Surveys, feedback sessions, and open communication channels.
Conclusion
Adscholars’ Resource Management Plan ensures continuity, quality, and scalability through a disciplined approach to training, performance, and resource optimization. This framework enables robust partnerships and sustainable operational excellence.
- Srikanth Rayaprolu (10 July 2025)
- Srikanth Rayaprolu (10 July 2025)
- Neha Mehta (10 July 2025)
- Neha Mehta (10 July 2025)
Add Your Heading Text Here (10 July 2025)
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