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REVISION PETITION UNDER SECTION 397 OF CODE OF CRIMINAL PROCEDURE Download Word Document In English. (Rs.40/-) Download PDF Document In Hindi. (Rs.40/-) IN THE COURT OF ADDITIONAL SESSIONS JUDGE:  Criminal Revision Petition No............................... 7200 FIR No:........................... Police Station:.............................. Next date in Trial Court:.......................... In the matter of: XYZ................................................................ Petitioner versus  1. State  2. ABC 3. CDF....................................................... Respondents REVISION PETITION UNDER SECTION 397 OF CRIMINAL PROCEDURE CODE, 1973 PRAYING FOR QUASHING AND SETTING ASIDE ORDER DATED............................ IN FIR NO......................... DATED........................... UNDER SECTION 154 OF CRIMINAL PROCEDURE CODE 1973 ON SUBMISSION OF FINAL REPORT UNDER SECTION 173, CRIMINAL PROCEDURE CODE, 1973 PASSED BY LEARNED METROPOLITAN MAGISTRATE,............................... CONSIGNING FILE TO RECORD. Most Respectfully Showeth: 1. The petitioner had filed a Criminal Complaint under section 406 and section 420 read with section 120B of the Indian Penal Code against the Respondent which is pending before the trial court and is fixed for hearing on.................................. The said complaint filed by the petitioner against respondents is reproduced herein below: 1. "That the complainant is resident of......................................................... and is a peace loving citizen. 2. That the complainant had approached the Accused through one accused No. 2........................................................................................... ............................................................ for purchase of one property......................... 3. That therefore, after detailed negotiation between complainant and the accused through accused No. 2 the accused agreed to sell the property.......................................................................... 4. That it is to state.............................. that the accused................................... had represented to the complainant that the Property number ............................................................. was of accused No. 1 and he was always ready and willing to sell his property. 5. That pursuant to the accused No. 1 agreeing to sell his property as represented by him to be.......................................................................... to the complainant, the complainant and accused No. 1 and 2 agreed amongst themselves that the complainant would pay a consideration of Rs..................................... to the accused as full and final consideration. 6. That thereafter the complainant paid on............................. and advance amount of Rs........................... as follows to the accused. (i) Rs. 5, 00, 000/- as cash. (ii) Rs. 50, 000/-....................... vide cheque No.................... dated ................................. drawn on.......................................... against the sale of second floor with complete terrace rights excluding one Servant Quarter for the first floor of property bearing No............................................................................... 7. That the above payment was made in the presence of accused No. 2 and through him and the accused No. 1 gave the complainant a receipt dated........................................... and the receipt clearly mentioned as follows: "Receipt"  Received with thanks from Shri............................... resident of ............................................. a sum of Rs............ (Rs.......................... only) in cash and Rs............................... (Rs........................................... only) by cheque No. ................................. dated........................... on........................................................... as advance payment against the sale of my second floor with complete terrace rights of property bearing No...................................................................... measuring ................................... Minus one Servant Quarter of first floor. The balance amount of Rs................................. (Rs................................. only) is to be paid on or before................................... Sd/- " That it is to state that accused No. 2 participated actually in the entire transaction and it is he who handed over money of complainant to accused No. 1 and also it was he who handed over receipt of the accused No. 1 to complainant. 8. That it is stated by the complainant that the accused No. 1 and 2 and he agreed that the entire balance amount of a sum of Rs. 40, 50, 000/- will be paid on or before........................................... and the same had been clearly mentioned in above receipt dated.........;................................. 9. That during the month of............................. when the complainant requested the accused...................................... to produce and show the original documents of the above said property he was fooled and no documents were shown to him. The complainant repeatedly requested the accused to show the original papers but all sorts of concocted stories were made by the accused and the papers were never shown to the complainant. 10. That thereafter on a fact finding by the complainant he came to know that the above said property belonged to one........................................ ..................................... and not the accused as stated by him and misrepresented by him. 11. That thereafter on further enquiry by the complainant he found out that the property No............................................................... which belonged to one....................................... was sold on............................ to............................ by the original owner of the property. To this effects a zerox copy of the sale deed is enclosed herewith. 12. That after knowing all these facts the complainant requested accused No. 1 and accused No. 2 to return the money back, but these people have not returned the money so far and thus cheated the complainant of the above said money. 13. That thereafter the complainant registered a complaint on.................... dated.............................. with the police station.......................................... to investigate the matter but till date no action whatsoever has been taken in the matter and no money has been paid to the complainant. 14. That all the accused have committed various offences under various sections of I. P. C. by mis-representing and thereafter dupinu the complainant of a sum of Rs.................................... The accused have thus committed offences under sections 420, 406 read with section 120-B of  I. P. C. particularly when they were not owners of the property in question. 2. That the Learned Metropolitan Magistrate issued the directions to the Station House Officer, Police Station........................ to register the case and investigate the matter vide order dated............................ Consequently the Station House Officer, registered a complaint on............................... vide ‘FIR No................... and started investigation. 3. That the final report of investigation under section 173 Criminal Procedure Code from Station House Officer, Police Station, ......................................................... dated............................. was received by Learned Metropolitan Magistrate on.................................................... 4. That the Learned Metropolitan Magistrate on receipt of final report under Section 173 Criminal Procedure Code passed orders on.............................. as under: "Case remain unsolved. No possibility of finding any accused in near future. It is an old case. File be consigned to record. " Sd/- .......................................... .......................................... 5. That the Learned Metropolitan Magistrate passed the above said impugned order without issuing any notice to the Complainant which is in violation of law. 6. That the impugned order of the Learned Metropolitan Magistrate dated....................... ordering consigning of file to record is bad in law and suffers from patent illegality on the following amongst other grounds and is liable to be quashed and set-aside. GROUNDS A. That the Trial Court has failed to exercise its judicial discretion on the facts and circumstances of the case by ordering consigning of file to record without taking into account the facts and circumstances of the entire case. B. That the Trial Court failed to give notice to the complainant before ordering consigning of the file to record and giving an opportunity of being heard. C. That the impugned order of the Trial Court is against the principles of natural justice as per law laid down by High Court as well as Supreme Court where they have categorically held that the complainant must be heard. D. That the findings of the Trial Court is against the law and weight of evidence on record. E. That the Learned Trial Court failed to appreciate that the proceedings were initiated in the case on the basis of complaint, which was never dismissed and as such, there was no question of consigning the file to the Record Room. The opportunity to lead evidence ought to have been given. The court is not competent to close the case and consign it to Record Room without recording the evidence of the complainant. The accused can be convicted in absentia even if there is sufficient evidence to proceed against them and if found guilty. F. That the plea that the accused are not available is against the basic principle of law. The evidence has to be recorded and finding given. The case can be consigned to Record Room only after the trial is over. The accused can be arrested later when found. The petitioner came to know of the said order of the Learned Metropolitan Magistrate only on............................... when he appeared before the trial court and was informed that the case was consigned to Record Room and the FIR has been cancelled. PRAYER It is therefore, prayed- (i) that this Hon’ble Court may be pleased to call for the records, examine the same for the purposes of satisfying itself as to the correctness, legality and propriety and set aside the impugned order dated..................... (ii) that the case be remanded to the trial court for further evidence in accordance with law and (iii) that this Hon’ble Court may be pleased to pass such further order (s) as may do complete justice on the facts and circumstances of the case. Petitioner  Through Advocate for the Petitioner.

EMPLOYEE INDUCTION   Introduction When you take on a new employee, it is important that you give them the right induction that will benefit themselves and your business.  This induction period can be considered as the foundation for getting the most out of the employee and to determine their long term success in your business.  Induction should be given at the beginning of employment and may stretch for several weeks, or even months.  During this time, the quality of the induction will have an effect on how the employee visualizes your business and how well they will integrate into it.   Some companies often make the mistake of ignoring induction periods.  Instead, they leave the new employee to pick things up themselves, and from existing employees, which costs time and money.  This defeats the idea of induction which is to integrate the employee so that they reach their full potential as soon as possible.    If your new employee is to be recruited through an interview, then it is a good idea to start the induction at that specific time. Even if the applicant isn't definitely going to be your new employee, it still gives them a chance to maintain interest in your business. What Do They Need To Know? You may want to start off with the overall look of the company moving through to the finer details.  When informing the employee, you may decide it is worthwhile giving them a tour as you go over the relevant points.  The following are guides for what you may want to include, but feel free to add anything that you feel is necessary. Introduce your company by specifying the size (no. of employees, branches, etc), the history and how your company operates.  The employee may have already researched your business but any additional information is always good to know.  Let them know about any procedures you have in your business.  This may include the terms and conditions of employment, disciplinary action, and dress code.  Also, show them what to do and where to assemble in case of fire. Inform them of anything concerning their job: give them a job description listing what tasks are involved, their responsibilities and accountabilities.  Tell them what training is needed (if any) to match their job requirements.  If tools, equipment, computers, etc are involved, make sure they know where and how they can obtain it. If your business has many forms, letters, etc it's a good idea to build an induction manual for them to keep. The manual should show and explain the basics of completing, say, a form from start to end. Where necessary, an induction manual can also cover systems and procedures relevant to the employee's task. With an induction manual the main concern should be with the quality of its contents: take time, effort and care if you start this task. Coming down to the personal needs of the employee, point them in the right direction of the toilets, cafeteria, snack/drink machines and anything else that they may require. Employees involvement with other employees is important.  Tell them about any activities/social outings that occur both in and out of work time.  This could be a game of football after work on Tuesday or a pint of beer at the pub during Friday lunchtimes.  Involving them early with the social side of working will give them a feeling of being 'accepted' and welcome. When They Need To Know As said earlier, induction can start from the selection process such as the interview.  But it is important that some things are brought to new employees' attention before they start their first day at work.  This is the terms and conditions of employment which they may already have in writing if you issued them. Additionally, they will need to be aware of where to go, who they should ask for and what they should bring along to prepare for their first day. You too may want to prepare for their arrival by making sure that you obtain any necessary equipment for them (working computer, safety gear, etc).  If you have involved others to assist with the induction (detailed later), create a time table to let them know when they are required. Some information may be given when your new employee actually starts their first day.  This is a big day for the new employee and what happens will usually form the basis of their impression of your company.  Make sure that they are made to feel welcome in every department they may venture.  Often, this day is used to inform the employee about company procedures (outlined earlier) and to complete any necessary paper work concerning their details (bank details, P45 forms, etc).  Introduce the employee to everyone that they will be working with.  This way, there will be no strangers around when they come to work the following day. It is important not to overload the employee with too much information on the first day as you don't want them to forget the most important points (no one will remember it all).  Remember: induction takes time to be successful.  Other things, you may decide to introduce when necessary during the course of their early employment.  Within this period, it is the time when the new employee may start to compile a list of questions about the job or company.  These insecurities often lead to the employee leaving or progressing at a much slower rate.  It is therefore in your best interest to have a follow-up meeting, say, in the form of an appraisal to compensate for this matter.  Usually done after 2-3 months from initial employment, it gives you (or whoever is running the induction) a chance to offer further information and for the employee to ask questions in their concern. Who Should Do The Induction? If you are unsure about the best way to pass on the information, then leave it all to whoever will be the new employees superior.  However, you may decide that it is relevant to break down the information to be given by the relevant departments.  For example, your personnel department may inform them about employment contracts and procedures. If the new employee will be working with others, you may offer the responsibility to one of his/her future colleagues.  This way can benefit the new employee because they will be making a new friend at the same time and could see it as a doorway to their social involvement. If this isn't yourself, then you may think it is best to leave the induction to the person who is most interested about the effectiveness of the induction scheme.  They will then perhaps make it their responsibility for ensuring that the new employee integrates into the company with the right balance (job/social/personal involvement). Whoever you allocate to do the induction, it will start to form a good relationship between those involved (or not as the case may be). Summary A good induction can determine how quickly your employee settles into the business and the speed at which they develop to reach their full potential.  Giving the employee all they need to know about their time at your business will further determine its effectiveness. The importance of how long the induction should be has been stressed throughout the article.  Take as long as you need until you believe (and has been acknowledged) that the new employee has been integrated completely into your business.  Have a 'follow up' appraisal to sort out any queries that they (or yourself) may have. Involve everyone that you feel essential to create good relations between the new employee and those that they will have connections with.  Make the employee feel welcome and comfortable in all areas that will involve their presence. Download PDF Document In English. (Rs.40/-)

COMPANY POLICIES CHECKLIST FOR NEW HIRES  Here’s a company policies checklist to help you cover all the basics new hires should learn: Compensation policy. Present your company’s compensation policy. Make sure to cover: Payroll schedule (e.g. at the end of each month or biweekly) Ways to receive a paycheck, if applicable (e.g. via direct deposit, mail or in-person)  Legal terms about overtime pay, if applicable Job performance-related bonuses  Employee leaves policy.  Mention the types and number of leaves that employees are eligible for. Also, describe how to request time off (e.g. send an email to managers or submit a form through an internal system.) Time off could refer to: Paid time off (or vacation days) Unpaid time off Days when the company doesn’t operate (e.g., bank holidays) Sick leave Parental leave Special occasions (e.g., jury duty) Performance review policy.  Describe your company’s performance review process. Explain:  The purpose and frequency of employee performance appraisals (e.g., quarterly) Your performance appraisal software (if applicable) Topics you usually cover (e.g., quantitative results) Your goal-setting process Less formal methods to collect and share feedback (e.g. regular 1:1s) Workplace regulations.  Provide an overview of important workplace rules. These could include: Daily schedule (times of arrival and end of the workday) Breaks (e.g. lunch) Personal workstation management (e.g. locking drawers) Internet usage for personal matters Parking restrictions, if relevant  Workplace safety policy.  Explain all the measures you take to establish safety in the workplace. For example: Show where emergency exits are located in the building Go over basic guidelines for security (e.g. how to use access tokens) Describe your visitor's policy   Employee confidentiality policy.  Discuss confidentiality rules and data protection procedures. Particularly, if your new hire will handle sensitive data, mention:  What kind of information is considered classified How to share and store important documents (whether physical or     digital) How to secure computers and the office   Benefits overview. Describe what’s included in your perks and benefits package. Make sure to provide necessary forms hires need to complete and manuals that explain terms in detail. Employee perks and benefits could include: Health and life insurance plan Stock options Mobile plan  Use of company car  Bonus options Wellness programs Remote work policy.  Explain your policy for remote work and flexible working hours, if you have one. Cover:  How to request work-from-home days (e.g., via email or internal HR software) Employee obligations while working remotely (e.g., employees need a strong Internet connection) Out-of-office best practices (e.g., employees should work in a private, quiet space and be available via the company’s messaging app) Any limitations (e.g., employees can’t work remotely during the launch of a new product) Employee travel policy.  Describe your travel policy, if relevant. Provide the basics and make sure to offer a refresher before a new hire’s first business trip. Cover:  Frequency and timing of travel (e.g. for company events quarterly       meetings with distributed team members) Travel expenses you cover How to reimburse expenses  Documents employees need for travel (e.g. passport and visa) Employee development and education policies.  Mention training and development initiatives you offer employees. This could refer to: Regular training your company conducts (related to the new hire’s     position) Conferences and workshops Resources (e.g. books and subscriptions) Online courses  Education budget Download PDF Document In English. (Rs.30/-)

NEW HIRE CHECKLIST TEMPLATE EMPLOYMENT PAPERWORK TO COMPLETE BEFORE  Prepare an employment contract and receive signed, if applicable. This contract is usually written as a detailed job offer that includes: Job information (job title, department) Work schedule Length of employment Compensation and benefits Employee responsibilities Non-disclosure agreement Non-compete agreement Time off policy Termination conditions Send an offer letter. This is a document (often an email) that spells out the basics of the relationship between employer and employee. In your job offer letter or email, include: Job title Department  Name and position of direct report Work schedule Start date Compensation Benefits (brief mention) Length of employment Date by which candidate needs to respond to your offer You could also attach the employment contract, where you describe terms of employment in detail. Complete employment forms required by your country or state law. The most common types of forms new hires fill out are: W-4 form I-9 form State tax withholding form Employee invention agreement form Direct deposit form  Benefits forms (e.g. health insurance agreement) Tasks to do before a new hire’s first day Ask new hires to send you: Personal data to enter into company HRIS (e.g. ID or passport number, contact details, SSN, tax identification number) Bank account information, if you’re using direct deposit to pay employees Copies of certificates and diplomas that are necessary to perform the job (e.g., for nursing or accounting positions) Any food allergies or preferences they may have (e.g., vegetarian or gluten-free) Send new hires a welcome email that includes: Arrival time on their first day A copy of your office map A rundown of the dress code, if you have one A first day or first-week agenda  Invite new hires to join corporate accounts, including: Email Messaging software (e.g. Slack) HRIS Productivity tools (e.g. Trello, ToDoist) Password security (e.g. LastPass) Send a new hire announcement email to all employees to make sure they give a warm welcome to their new colleague. Remind new hire’s manager to send a chat message announcing the new employee on their start date (e.g. on Slack, Workplace.) Make sure to mention: New hire’s name and job title Department/team they’ll be joining A few things about their professional or academic background Welcome events you may have organized (e.g. an after-work dinner) Send a reminder to hiring managers to make sure they prepare new employee’s first-day tasks. Send new hire’s data to your: The accounting department, so that they add new employee to payroll IT team, so that they can help them set up accounts for corporate software Office Manager, so that they can set up their workstation  Prepare your new hire’s tech, including: Laptop. Monitor. Phone. Mouse. Keyboard. Headset. Arrange for new hire’s ID card, building access fob, and personal locker. Order new employee’s business cards and/or nameplates. Ask for a new hire’s T-shirt size and place an order for a work uniform and/or a company T-shirt as a welcome gift. Prepare and send an onboarding kit. Here’s what you could include: Employee handbook A welcome letter from their manager or CEO Computer setup instructions Stationery (e.g. notebook, pens, stickers) A company t-shirt A company mug A copy of your organizational chart A copy of a book relevant to your company or its culture A guide of local points of interest (e.g. nearby cafes and restaurants) Prepare a tentative first day and first-week agenda that covers: A company overview, including mission, teams, and policies 1:1 meeting with the manager and team members Completing the HR paperwork    Role-specific training Product-related demos Team-building activities (e.g., a group lunch) Assign a buddy to help new hire through first few weeks or months in the role.   Download PDF Document In English. (Rs.40/-)

HR CHECKLIST Please tick the relevant options and support with material requisitions wherever required as per policy. Office Workstation available Desk New / cleaned out Files orderly Handover report present Computer Cleaned & connected Desktop required Laptop required Required software installed Login/mail id created Telephone Direct line required Stationery  Pen   Notepad  Cardholder Staff Notification  Confirm with new employee first day / time of arrival  Broadcast message about new employee Induction  Meeting with HR for induction presentation  Induction docket  Arrange for meeting with the CEO / Directors  Arrange for first staff introduction  Employee Manual  Follow up after 1 month to understand progress/concern areas Documentation  Signed offer letter  Copy of pan card, Aadhar card & passport sized photographs  Collect tax declarations  Declaration of income from the previous employer  Personal Details  Bank salary account  Mail company formats  Update attendance register  Update in company formats Printing Requirements  Business cards  Letterheads Insurance (after completion of 1 month)  Health insurance  Life insurance Download PDF Document In English. (Rs.20/-)

ENGAGEMENT PLAN Introduction : A learning & development along with fun initiative to engage the employees on Fridays. The modules are designed to be fun and high of learning, at the same time cover people and organization development. The programs will be customized for all locations. Objective : Make Learning Fun. Frequency : Sessions will be conducted every Friday. Program Details :  Learning and Development : Tie up with external trainers through a vendor to conduct 2-hour sessions of interest. Also create a pool of internal faculty for knowledge sharing, training, debates, etc. Hobby Day : These sessions will be a learning platform in inspiring and motivating people to develop a hobby, where we have tied up with internal talent to conduct this training. These sessions are targeted to enhance a work-life balance for employees.  Hobbies: Basics of photography Art appreciation Music appreciation Dance appreciation Basics of sketching  Guitar classes Candle Making  Friday Fundas:  It’s a fortnightly communication   to employees regarding the lighter aspects of work-life balance. It will be a medium to communicate with employees as an online fun notice board.  Additionally Monthly Town halls  to share company updates Annual picnic or get together to celebrate foundation day.   Download PDF Document In English. (Rs.15/-)

FORM NO. 25 MAGISTRATE’S ORDER DECLARING PARTY ENTITLED TO RETAIN POSSESSION OF LAND, ETC., IN DISPUTE ( See  Section 145) It appears to me, on the grounds duly recorded, that a dispute, likely to induce a breach of the peace, existed between (describe the parties by name and residence, or residence only if the dispute be between bodies of villagers) concerning certain (state concisely the subject of dispute), situate within my local jurisdiction, all the said parties were called upon to give in a written statement of their respective claims as to the fact of actual possession of the said (the subject of dispute), and being satisfied by due inquiry had thereupon, without reference to the merits of claim of either of the said parties to the legal right of possession, that the claim of actual possession by the said (name or names or description) is true; I do decide and declare that he is (or they are) in possession of the said (the subject of dispute) and entitled to retain such possession until ousted by due course of law, and do strictly forbid any disturbance of his (or their) possession in the meantime. Dated, this ......................... day of ...................., 20... (Signature) (Seal of the Court) Download Word Document In English. (Rs.15/-) Download PDF Document In Hindi. (Rs.15/-)

A FIVE-STEP GUIDE TO LAUNCHING A MENTORING PROGRAM STEP 1 Design Your Mentoring Program The starting point for any mentoring program begins with two important questions: Why are you starting this program? What does success look like for participants and the organization? To answer these questions, you will need to dive deep to understand your target audience. Make sure you understand who they are, where they are, their development needs, and their key motivations to participate. Translate your vision into SMART objectives: specific, measurable, attainable, relevant and time-bound. Objectives provide direction to program participants, establish program key performance indicators (KPIs), and help organizational leaders understand why they should offer their support. Successful mentoring programs offer both structure and flexibility. The structure provides participants a mentoring workflow to follow and is critical to help participants achieve productive learning that reaches defined goals. Similarly, flexibility is essential to support varying individual mentoring needs across specific learning goals, preferences, and learning style. Key design decisions include: Enrollment – is it open, application, or invite-only? Mentoring style – can be traditional, flash, reverse Connection type – possibly 1:1, group, or project Connection duration – typically weeks or months, or perhaps even just a single session Community/social aspects beyond formal mentoring, tracking, and reporting needs. The good idea is to create a program workflow diagram to explain each step of your program. You can provide details such as key actions, timeframes, support resources, and criteria for moving to the next phase. Mark areas that will require some flexibility to support user needs. Mentoring software allows you to deliver a wide variety of mentoring programs. Regardless if a small or large program, mentoring software is easy to configure and will save you time and cost in getting your program started and running smoothly. STEP 2 Attract Participants for Your Mentoring Program The best designed mentoring programs won’t get far without effective program promotion, mentor recruitment, and training. When new mentoring programs are introduced in organizations, there is generally natural enthusiasm. Yet this enthusiasm doesn’t always translate into high participation rates. A common reason is the absence of effective promotion. Don’t assume potential mentors and mentees understand the benefits. For many, this will be their first opportunity to participate in mentoring. You will need to convince them that participating is worth their time and effort. Beyond participants, key leaders and stakeholders will need to be educated on the benefits of the program and its strategic value to the organization. Consider the needs of mentors. Building a solid base of mentors can be a challenge. It is important to understand the positive and negative factors that impact mentor participation. Once you have identified them, look for creative ways to reinforce positive drivers and lower the hurdles of negative ones throughout the mentoring process. For example, mentors are often busy people with limited time to spend. How can you help mentors be more efficient with the time they have to dedicate to mentoring? Also, consider recognition and reward strategies. Formally recognizing mentor involvement can be very motivating and help attract additional mentors to the program. Lastly, productive mentoring doesn’t just happen. Provide training to mentors and mentees regarding the program’s goals, participant roles, mentoring best practices, and your mentoring process. Help mentors and mentees clarify their own objectives. The need for training and guidance doesn’t end after the initial orientation. Provide tips and best practices throughout the mentoring program to help participants stay on track and get the most out of the program. Chronus mentoring software provides the best practices, content, and infrastructure to recruit, enroll and train program participants. STEP 3 Connect Mentors and Mentees A productive mentoring relationship depends on a good match. Matching is often one of the most challenging aspects of a program. Participants will bring various competencies, backgrounds, learning styles, and needs. A great match for one person may be a bad match for another. Matching starts by deciding which type of matching you’ll offer in your program: self-matching or admin-matching. Consider giving mentees a say in the matching process by allowing them to select a particular mentor or submit their top three choices. Self-matching is administrative light, which in larger programs can be a huge plus. For more structured programs, such as large groups of new students at universities, or groups of new corporate employees, you may want to get the program started by bulk, or admin-matching. Evaluate various match combinations before finalizing as ensuring quality mentors for hard-to-match mentees can be challenging. Matching best practices start with a solid profile for all participants (mentors and mentees). Critical profile elements include development goals, specific topical interests, location, experiences, and matching preferences. Think about how you’ll want to match people, or if you’ll want them to save time by having them match themselves. For example, you may want to match female leaders with younger female employees or experienced sales personnel with new recruits. For self-matching, perhaps participants might like to connect with someone from the same previous employer or the same college. The more you know about your participants, the better chance your participants will have for a great fit and a happy, productive mentoring outcome. Regardless if self- or admin-matching, see how Chronus software makes matching faster and easier with strong, intelligent matching capabilities. STEP 4 Guide Mentoring Relationships Now that your participants are enrolled, trained, and matched, the real action begins. It is also where mentoring can get stuck. Left to themselves, many mentorships will take off and thrive. But some may not. Why? Because mentoring is not typically part of one’s daily routine. Without direction and a plan, the mentoring relationship is vulnerable to losing focus and momentum. That is why providing some structure and guidance throughout the mentorship is vital to a successful mentoring program. One best practice is to ensure all mentorships have goals and action plans. This serves two purposes. First, it brings focus to the onset, which helps a mentorship get off to a good start. Second, it adds accountability to accomplish something. Provide all mentoring relationships with timely and relevant “help resources” (topical content, mentoring best practices, etc.) throughout the mentorship. Chunk-sized content delivered at key points is ideal. As a mentoring connection progresses, establish checkpoints where mentorships report on their progress. Even if your organization doesn’t choose to formally track the details, just the act of reporting progress helps mentors and mentees stay productive. Lastly, have a formal process that brings closure to the mentoring experience. Within this process, provide an opportunity for both the mentor and mentee to reflect upon what was learned, discuss next steps for the mentee, and provide feedback on the benefits of the program and process. Chronus software makes guiding, or “facilitating,” your program’s mentoring connections very easy and enables your participants to be highly productive. STEP 5 Measure Your Mentoring Program Understanding how your program measures up to expectations may well be the most important phase of all. Mentoring is a significant investment when you consider program management, infrastructure, and the valuable time of participants. Articulating the impact is essential to secure ongoing funding and support. Also, the measure phase is also focused on assessing program health to identify trouble spots and opportunities. Mentoring programs should be tracked, measured, and assessed at three altitudes: the program, the mentoring connection, and the individual. To be effective you need the ability to capture metrics and feedback throughout the program lifecycle. At the program level, build metrics around defined business objectives. For example, in a diversity mentoring program, you may want to compare the promotion rates of program participants to non-participants. Also track “funnel” conversion metrics, which show the progress participants make at each step of the mentoring program starting at enrollment. Conversion metrics provide essential insight into program health. For mentoring connections, you want to understand mentorship behavior to identify roadblocks and opportunities. Common questions you will want to ask are: Is the mentoring timeframe too long, too short, or just right? Are mentorships getting off to fast starts or lagging? Are participants leveraging content resources you have provided? For participants, you want to understand the impact of mentoring in terms of outcomes while acquiring program feedback. One of the easiest ways to capture outcome and feedback is through surveys. Ask participants and stakeholders how well the mentoring program met their goals and the goals of the organization. Also ask them for their ideas for improving the program. Download PDF Document In English. (Rs.40/-)

An employee of the month policy The Company rewards exceptional performance and good work from employees through nominations for Employee of the Month. The Employee of the Month award is a small token of the Company’s appreciation for excellent work.   Employees may excel in areas such as exceptional customer/client service, displaying excellent teamwork or individual work skills, going above and beyond their job roles, displaying exceptional performance, or providing exceptional service to customers.  Reward  A certificate will be issued by [insert name/position], to be presented to the employee together with a reward chosen at the discretion of the Company.  Also, the employee will receive [insert details of the rewards available - gift vouchers, money etc].  [Optional] Monetary rewards will be paid through payroll and subject to normal tax and national insurance contribution deductions.   Guidelines  To allow a fair distribution of rewards under the Employee of the Month scheme, a single employee may only win the award once in any 12 months. If, however, an employee does not win in month one, they may be nominated again and may win in month one.  Any full-time or part-time employee may be nominated for the award, but the award may only be given to employees. Self-employed individuals are not able to take part in this scheme.  The Employee of the Month scheme is overseen by the HR Department and is monitored and reviewed annually to ensure the scheme remains up to date, and any necessary alterations are made to the scheme. The scheme is run by [insert name and position] , the Scheme Head.  Nominations  [Select from the paragraphs below and delete as appropriate] Please email your nominations for Employee of the Month to [insert email address] , stating the full name of the employee and their department, together with your name and department. You will receive a receipt acknowledging your nomination.  [OR] Please fill in the form on the intranet for submission of your nomination to the Committee.  Nominations must set out a reason as to why the employee is being nominated so that the Committee can consider the nomination reasons when reaching their decision on who to award Employee of the Month to.  Employees can be nominated by their line manager or by a colleague within their team or from other teams.  Customers/clients may also nominate employees. The process for customers/clients involves filling in the Customer Satisfaction Questionnaires which are issued regularly. Any nominations on these questionnaires will be forwarded to the Committee for inclusion in that month’s nominations.  Nominations from all sources must be received by the [insert date]  of each month. Any nominations received after that date will be taken forward into the following month’s nominations.  An employee of the Month committee The Committee Head will meet with the Department Managers and the HR Department once a month to discuss the nominations put forward and to reach a decision for Employee of the Month.  Details of the nominations at the monthly meeting will be circulated two weeks before. The names of the person who nominated the employee, and the employee’s name, will be anonymized/redacted as far as possible so that nominations are judged on the reasons. If this cannot be achieved for a particular nomination, none of the other nominations will be anonymized/redacted. This exercise will be undertaken by the Committee Head prior to circulating that month’s nominations.  The Committee will take account of the recent performance; the value of the contributions made by the nominated employee; and the impact of the actions taken by the Employee on the Company will also be considered during the Committee’s deliberations.  The monthly meeting will take place on [insert date]  of each month, and the Committee will meet to decide on Employee of the Month. A vote will be held. If there is no clear winner and more than one nomination receives equal votes, the Committee Head will make the ultimate decision.  Announcing Employee of the Month The Committee’s decision will be released on the  [insert date] of each calendar month. Details of the winner will be passed to the employee’s line manager, who will relay the winning certificate to the employee.  The winner’s name will be announced on the intranet with details of the nomination and the Committee’s reasons for selecting the employee for the award.  Download PDF Document In English. (Rs.20/-)

Download Word Document In English. (Rs.30/-) Download PDF Document In Hindi. (Rs.30/-) Criminal complaint u/s 498a   r/w sec. 34 of the Indian Penal code IN THE COURT OF THE JUDICIAL MAGISTRATE, FIRST CLASS, (COURT NO. 9), MUMBAI AT MUMBAI Criminal Complaint No. /200_ Smt. S A D _, ) age 25 years, occupation - service, )        Complainant resident of C/o Shri DAD, 75 Vikhroli, ) MUMBAI 400 011. ) Versus 1. Shri M A __ D _, )age 30 years, occupation - business, ) 2. Smt. B A D , )        Accused age 55 years, occupation - household, ) both residents of 150 Mazagaon, ) MUMBAI 400 007.                 ) A complaint u/s 498-a r/w sec. 34 of the Indian penal code The complainant above-named submits this complaint, praying to state as follows: 1. That the complainant is the legally wedded wife of the accused No. 1, and the accused No. 2 is the mother of the latter. 2. That the complainant was married to the accused No. 1 at MUMBAI on according to the Hindu religion, vaidic rites and ceremonies. 3. That before the marriage, the complainant was known by her maiden name as Kumari Jaya Ramchandra.. 4. That in the celebration of the said marriage, the parents of this complainant did everything without requiring the accused to spend anything on any account, and even though the father of this complainant is from mediocrity, all the customary gifts and presents were given to the accused and their near relations. 5. That since the complainant had been in Government service, she had her own savings, and after the marriage, she had kept the same for herself at her matrimonial home. 6. That on the second day immediately after the marriage, when the complainant and the accused No.  1 had been Mahableshwar for honeymoon, this complainant was shocked to know and accept it as a truth that the accused No. 1 is alcoholic, and he is a man of many vices. 7. That when,  after return from Mahableshwar,    this complainant complained to the accused No. 2 about the misbehaviour on the part of the accused No. 1, she paid no heed to the same, and it took no time for this complainant to realise that the accused No. 1 being the only son and scion of her in-laws, the accused No. 2 cosseted him like anything and further that the accused No. 2 would not allow this complainant to say anything against him or both of them. 8. That whenever the complainant tried to open her month about the indifferent attitude and misbehaviour on the part of the accused No. 1, both the accused to ill-treat the complainant and the accused No. 1 with common intention of the accused No. 2 had been creating heavy mental tensions and subjecting this complainant to suffer excruciating mental and physical tortures and misery for no fault of hers. 9. That the accused did not allow this complainant to go to her parents', and on many occasions, this complainant was starved by them, and she was also not allowed to talk to neighbours. 10. That it is respectfully submitted for the kind information of this Hon'ble Court that this complainant and her parents tried their best to improve upon the misbehaviour of the accused No. 1 by requesting the accused No. 2 to do something with a view to bringing about, at least, some improvement, but unfortunately, nothing of this sort could happen, and both the accused, instead of responding positively, started to behave still differently and ultimately reached a loose end of their future. 11. That this complainant also submits that she being educated, cultured and of a respectable clan, she has made all sincere, devout and fervent efforts in this respect, but she is so unfortunate that she has come to the final conclusion that now nothing could be done in the matter. 12. That on …. and ………... 2010, this complainant was confined to a dark cell in the house, and she Was given no food and even no water, and the accused had not only beaten the complainant up but also subjected her to mental as well as physical cruelty in an inhuman manner. 13. That since it has become totally and practically difficult for this complainant to stay on further with the accused, she was compelled to go to her parents' and stay there against her and also their wish. 14. That the cause of action for this complaint first arose on…… and the same has since then been every day thereafter, and hence, this complaint filed today is well within limitation. 15. That the offence has been committed within the local limits of the jurisdiction of this Court, and hence, this Hon'ble Court has jurisdiction to try and decide this complaint. 16. That the necessary court-fee is paid herewith. 17. That the complainant, therefore, prays that the accused be kindly charged with and tried for the offence punishable u/s 498-A R/W Sec. 34 of the Indian Penal Code and punished according to law. MUMBAI, Sd/- SAD COMPLAINANT Dated: ………... Sd/- x Xx ADVOCATE FOR COMPLAINANT VERIFICATION I, Smt. SAD, the present complainant, do hereby state on solemn affirmation that the contents of this complaint in paras 1 to 17 are true and correct to the best of my knowledge and belief, and so I have signed hereunder. Sd/- SAD COMPLAINANT

Anticipatory Bail Application under Section 438, Cr.  P.C BEFORE THE HON'BLE COURT OF………………….. Anticipatory Bail Application No. …………… of…………. (Under Section 438, Cr.P.C.) District………………. Sri. …………………. S/o……………….. R/o …………………… P. S. ………………. District ……………. ………….... … Applicant Versus State of U.P. Case/crime No. ……………………… Under Section…………….. I. P.C. Village…………….. Thana…………….. District ………………. To The Hon'ble Judge of the aforesaid Court. The humble applicant most humbly showeth as under: 1. That the prosecution story in brief is………………………. 2. That the applicant is innocent and has been falsely implicated due to enmity. 3. That the applicant is not named in F.I.R. 4. That no incriminating article has been recovered from the house of the applicant, the applicant has been implicated on mere suspicion. 5. That the applicant does not have any past criminal record. 6. That the investigating officer intends to arrest the applicant and has prayed for the issue of warrant of arrest and remand the petitioner in jail custody on mere suspicion. 7. That the petitioner undertakes not to misuse the bail and he also undertakes to abide by the terms of the bail order. PRAYER It is, therefore, most respectfully prayed that the Hon'ble Court may be pleased to direct the release of the applicant on bail in the event of his arrest by the police……………. or in the relevant of his surrender before the Court in connection with the case above-noted. It is certified that it is the first anticipatory bail application of the applicant.  No other anticipatory bail application has been filed either in this Hon'ble Court or in any other Court. Date…………   Advocate Download Word Document In English. (Rs.20/-) Download PDF Document In Hindi. (Rs.20/-)

FORM NO. 14 SUMMONS ON INFORMATION OF A PROBABLE BREACH OF THE PEACE ( See  Section 113) To, ......................................of Whereas it has been made to appear to me by credible information that (state the substance of the information), and that you are likely to commit a breach of the peace (or by which act a breach of the peace will probably be occasioned), you are hereby required to attend in person (or by a duly authorised agent) at the office of the Magistrate of .................. on the ..................... day of ............. 19   , at ten o’clock in the forenoon, to show cause why you should not be required to enter into a bond for rupees ....................... [when sureties are required add, and also to give security by the bond of one or two, (as the case may be) surety (or sureties) in the sum of rupees .................................(each if more than one)] that you will keep the peace for the term of Dated, this....................day of................,20...   (Signature) (Seal of the Court) Download Word Document In English. (Rs.15/-) Download PDF Document In Hindi. (Rs.15/-)