Eligibility for pursuing PhD from IITs



Doing PhD from any Indian Institute of Technology (IIT) is a matter of pride and it is an honour. 

Following are the IITs who offer PhD programmes


  1. IIT Bombay
  2. IIT Roorkee
  3. IIT Madras
  4. IIT Kanpur
  5. IIT Gandhinagar
  6. IIT Mandi
  7. IIT Bhubaneshwar
  8. IIT Hyderabad
  9. IIT Delhi
  10. IIT Ropar
  11. IIT Kharagpur
  12. IIT Indore
  13. IIT Guwahati
  14. IIT Patna
  15. IIT BHU, Varanasi



General   Eligibility   criterion   for   Admission  in   all   Departments/Centres/   Schools/ Interdisciplinary Groups.
  ONE of the following in appropriate subject areas: 

1) Master’s Degree in Engineering/Technology or equivalent degree, with First class or  60% marks  (55% marks for SC/ST)  as described in the PhD Information Brochure.  

2) One of the following :
 (a)  Bachelor’s degree in Engineering/Technology with First class or 60% marks (55% marks for SC/ST) as described in the PhD Information Brochure.  

(b)  Master’s degree in Science or  equivalent degree, with First class or 60% marks (55% marks for SC/ST) as described in the PhD Information Brochure. 

(c)  Master's degree in Arts/Commerce or equivalent degree with a minimum of 55% marks (50% for SC/ST), only for admission to the Ph.D. programmes offered by the Industrial Design Centre and Department of Humanities & Social Sciences.  

Such candidates must also fulfill ONE of the following additional requirements:  i.   Valid GATE/CEED Score ii.  Junior Research Fellowship (JRF) of CSIR/UGC/NBHM/DBT or DST      INSPIRE Fellowship. iii. Candidates having UGC­NET Lectureship (LS)  are also eligible for  Teaching        Assistantship in addition to other academic qualifications in Humanities &        Social Sciences Department. iv. Minimum of 2 years of professional experience (acquired after obtaining the     qualifying degree and completed before the starting of the semester in which      admission is sought).  3)  B.Tech. Degree from an IIT, with a minimum CGPA/CPI  of 8.00 (on 0­10 scale). 

In addition to the general eligibility criterion, the applicant must satisfy the eligibility criteria specified for the respective Academic Units and the eligibility criteria for admission with different types of financial support as given in the Ph.D. Information Brochure. 

Does IIT offer PhD in engineering only?


No. IITs offer PhD in management primarily. But they also offer programme in other discipline too. 
However, the specialisation differ from institute.
Aerospace Engineering
Biomedical Engineering
Chemical Engineering
Civil Engineering
Computer Science and Engineering
Earth Sciences
Electrical Engineering
Energy Science and Engineering
Mathematics
Industrial Engineering
Operations Research
Environmental Science and Engineering
Geoinformatics and Natural Resource
(above in IIT Delhi)


Biological Engineering, Chemical Engineering, Chemistry, Civil Engineering, Cognitive Science, Computer Science and Engineering, Earth Sciences, Electrical Engineering, History, Language & Literature, Materials Science and Engineering, Mathematics, Mechanical Engineering, Philosophy, Physics, Political Science, Psychology, Social Epidemiology and Sociology. (IIT Gandhinagar)

Sl. No.CourseStudents Strength
1.Biotechnology121
2.Chemical Engg.60
3.Chemistry133
4.Civil Engg.176
5.Earth Sciences79
6.Electrical Engg.83
7.Elect. & Comp. Engg.94
8.Mathematics93
9.Metallurgical & Materials55
10.Mech. & Ind. Engg.127
11.Hydrology25
12.Physics65
13Earthquake Engg.43
14.Architecture & Planning46
15.W.R.D.&M.32
16.Hum. & Social Sciences04
17.DPT37
18.Management75
19.AHEC32
20.IIC09
21.C-TRAN12
22.Centre for Nano Technology30
23.Centre of Excellence in Disaster Mitigation & Management
Above is for IIT madras
You will find many other subject. Please go through website of respective IITs.


Does IIT have part time and external PhD programme?
Yes, most of the IIT offers part time and external PhD programmes. However, for any mode minimum 6 months residential pre PhD programme is mandatory, only after this you will be able to pursue PhD

When does the admission start?
The admission is open twice in a year, in August and in March. Please check rspective IIT website for details. 

Is it easy to qualify for IIT PhD
No, if you are not doing your study well specially your research proposal, your knowledge on research methodology. Only theoretical knowledge and only high grades are not enough. Your PhD research proposal should add value. 

I have less than 60% marks, am I eligible?
You are eligible only in humanities subject such as sociology, English etc. For that too you should have minimum 55% marks. 

My score is 59.98%, will it be considered as 60%
No. 60% means clearly 60% and above. 

I am working in the corporate, can I do PhD without leaving job from IIT?


Yes, only for 6 months you need to visit campus regularly to complete pre-course work. After that you need to be in touch and as and when your research guide need. 


Who decides my guide, do I need to search it?


Yes, external guide, you need to search, main guide will be provided by IIT.

I have done my masters through distance learning / open university, am I eligible for PhD?
Yes. There is no restriction. Whether you holds a part time degree, full time degree, distance education or open university degree, you are eligible. Your University and degree should have been approved by UGC and respective body. 

What is the fee for PhD in IITs?
IIT PhD are cheapest in India. If you are staying in hostel, the cost is around 30000 per semester and if you are not, it is around 10000 per semester (Reference, IIT Guwahati). The same is the case with IIT Roorkee. This is for year 2015-16. Please check website for latest fee update.


How many seats are available in each IIT?
Depends upon the course being offered and faculty available. The seat can be 5 to 20 in each stream. IIT Madras had total 190 seats collectively for different stream for december 2016. 

Is there reservation for SC, ST and OBC?
Sadly, yes. There is reservation and  5% mark relaxation also. Also, SC, ST and OBC do not need to pay tuition fee. 

I have an engineering degree of 4 years. Am I eligible?
Yes, many IITs accept a bachelor's degree in engineering even when they do not have a masters degree. However, your percentage should be more than 70/80 and CGPA should be 8 and above. 


How should I prepare?
First of all, zero down on the topic you want to research. My all time favourite topic was comparative study of performance management tool available and its impact and developing a new tool. It is not easier as said. You need lot of preparation. First of all, attend or read a good book on research methodology. You should know what is research topic, what is a research design, what is hypothesis and whether your research writing skill and thinking capacity is upto the mark. There are many resource available including MOOC.You should have conceptual clarity about the subject you are presenting. 

 My blog has details about them. If you still face issue, get in touch with me. 
You should draft your research proposal well. It should be in proper format, should not have copied at all. Copying is strictly not allowed as IITs have software to check plagiarism. 

So wish you all the best. I hope soon we will join together to do PhD in IIT. 

Govind
Mumbai
December 28, 2016

Ethical leadership- key challenges

Ethical leadership- issues and challenges


Summary of the issue:
One of the biggest challenge in today’s leadership is being ethical. There is dilemma among the leaders whether business first or ethics first. The study covers ethical challenges faced by business leaders with their experience and what a junior level employee feels and why they feel that their boss is not behaving in ethical way. The paper concludes with suggestion how to come out of the dilemma.

Keywords: Ethical management, ethical leadership, key ethical challenge in leadership, Nepotism, Corruption, values and ethics, equal treatment, equality, partiality.


1. Ethical leadership introduction and key challenges
Corporate world face lot of issues and ethical leadership is one of the most debated topic for centuries. Right from Mahabharat to Chanakya and in present day corporate business. With the growth in the business, people lose sight, vision for what they stand for. Organisations focus maximum on profit and increasing revenue and they forget the very basic essence of business, why they exist and what really they should do, how they should not harm the society and business. The most important part of business is ethics and role of leadership about being ethical.
“Business ethics are moral principles that guide the way a business behaves. The same principles that determine an individual”s actions also apply to business.” (“What are business ethics? - business ethics and corporate social responsibility - Anglo American,” 1995)
The business ethics are code of behavior governed by code of conduct of the organization, one’s own moral responsibility and differentiating between a good decision or a bad decision. One’s decision may be good about himself, his interest group and his organization but when we see a larger picture, when we include the society as a whole, it may not be good in that sense.

As this has been taught us during MBA Social Entrepreneurship class time to time, the days of business just thinking about profit or their shareholders have gone. Now every organization has to think about triple bottom line. It in inevitable to follow and taking care of the triple bottom line i.e. People, Planet and Profit. While conducting business, you have to take care of all of these 3 factors. You cannot ignore any one. It all about do you treat your people well, do you work on such a business model which does not exploit people, do you take care of planet such as environment friendly business practices etc.

I have worked with various organization, right from one of the India’s leading healthcare organization with thousands of people as an employee on its role to a startup recruitment firm to again a startup retail organization and multi national entertainment giant like Sony Music Entertainment India in various capacity as an HR. I have been part of various decision, ethical, unethical both. When you are an employment, your own organisation’s interest and your job safety comes first whatever big talk you give about ethics, ethical management. For instances, a B school is teaching you about ethics and ethical management, but the same B school is doing discrimination in students including hiring teacher incapable to teach the subject and non replacement even despite of strong feedback against those teachers.  I think, we,  as a world have learned to adapt ethics as per our convenience and need. Nobody in this world pure ethical or unethical. Its all situational and the way you want it.

What are ethical challenges in the business world?
There are various ethical issues in day to day business world. Few of them are unhealthy work environment, unsafe workplace practices, intruding in the privacy of the employees, lack of transparency, unfair working condition, unequal treatment, cheating and forgery, (Kokemuller, 2016) being biased towards employee on the basis of their qualification, their link to a specific institute or area of living, on the basis of gender, the way they speak and dress.  

Ethical leadership in organizations in India
When the researcher scanned the web and all available materials, it realized that very few organization in India can boast for having ethical leadership in India. The emerging name came as Tata, Ratan Tata ((Webdeveloper, n.d.), Anand Mahindra from Mahindra and Mahindra, Azim Premji from Wipro, Kumar Managalm Birla from Aditya Birla Group. This is sad to see from many organizations, there was lacking name from MNCs and fortune 500 companies. In the words of Pushpa Shetty, A leadership is based on the vision and integrity of a person (Shetty, 2012). She has put emphasis on integrity. She further narrates that “It is ultimately about ethically motivating others in ethical directions. Management and businesses are constantly facing important ethical challenges. Ethical decision-making and leadership are the basis of ethical organizations. There is sheer dearth of ethical leadership which is evident by the recent financial crisis that triggered the worst global recession. The current unrelenting scandals by the politicians and the business community are having serious negative repercussions on business, society and the environment which needs to be addressed immediately. This article introduces the concept and reasoning behind ethical leadership and the role it plays in today’s business and society.
It is clear from various view point that ethical leadership is all about creating win-win situations for all.

Ethical issues in the organizations I have worked
Some of the key ethical issues in organisation based on my interaction and experience is:

1.  Lack of transparency and consistency: Code of conduct of one of the organization is very clear about transparency in dealing and consistency of the reporting. However, CFO of the company along with head of the MIS department were changing and adjusting number and working it such a way that even a loss making unit was looking like profit making. This was giving wrong impression to board and reporting office elsewhere. This was core leadership issue. The lower rank in hierarchy was doing as they wanted to be in the good book of the boss and that was absolutely fine for them.

2.  Exploitation and unequal treatment: A very senior, top management in one of the top organization had appointed an executive secretary and  believed to have an illicit relationship with this top management. During recruitment, several girls reported that the executive secretary solicited sexual relationship with this top management in order to get offer letter. It happened multiple times and even one of my connection who appeared for the interview later confirmed it.

3.  Nepotism: Nepotism is defined as “the practice among those with power or influence of favouring relatives or friends, especially by giving them jobs.” And it happened in at least 2 organisations. One organization had this at very high level. A highly incompetent son of MD was made sales head who could not contribute at all. Daughter was made marketing head, but she never turned to the office and organization suffered a lot. When being HR, I protested, CEO, another son came with some defence. Other regional sales head were punished for not meeting the targets, whereas this sales head was promoted with good increment. He even violated code of conduct and various HR policies.

4.  Unfair treatment and misuse of power: One of the head of the department, again a top management from a very transparent organization had mood swing. The priority was not based on what the role demands, rather, it was based on what he thinks is important. There was complaint about another head of department reporting him about work, quality, issue but he never dared to question her. In other hands, he was not ready to accept even a single mistake of other department people. It was also seen that when he is in good mood, he ratified and approved even if there were bigger mistakes and he was aware about it. When he is not in a good mood, even a smallest mistake was not acceptable. He ignores mistakes done by female staff, specially young girls, whereas same was not applicable in terms of male staff. Even he terminated few employees who were not directly reporting to him, because he believes that they are not performing well. In one case, head of the department is outdated, does not know latest technology, how actually things happen. She wrongly committed to management and team member being aware whether possible or not possible, told technically why it is not possible. He became scapegoat and wrongfully terminated. This senior management person is well aware about non competency of head of the department.

What are the reasons for these unethical behavior
Following are the reasons:
1.  In the first case, CFO has dual boss reporting such as regional CFO and MD. He also got a kind of security in the organization by working for more than a decade; he is soon going to get retire so not in a mood of change the job. Organisation is small, so he won’t get a new job with similar power and authority in a bigger organization. That’s why he has to show his region is in profit and doing well. It is also a halo effect- to make his bosses happy.
2.  In the second cases, reason is personal behavior, lust and being greedy.
3.  In third case, family relationship is key. The Managing Director knows non competence of children to work in outside world is reason for nepotism.
4.  In fourth cases, it is again mood swing, going in the flow of other’s feedback, surrounded by people incompetent and fear of owns job security are reasons.

What is the outcome of those ethical behavioural issues mentioned above
1.  No growth: none of these organizations have really grown well despite of having lot of potential. They are either loss making or still have same turnover even year after year. They are losing in the market and may not survive once exposed.
2.  Attrition: Attrition is high in these organization and people are not happy. This is diluting whole environment. Few of these organizations specially mentioned in 1st ethical problem may face law suit and the cost will be high.
3.  Productivity: These behaviours are affecting productivity.

What solution do I propose?
1.  The management needs to be sent for specific training including impact of such behavior.
2.  Ethical management lesson: They should be sent to top institutes like IIM, Chanakya Institute of Leadership, Mumbai University on ethical management lesson.
3.  Counseling: They need serious counseling.

All these are not possible without their own willingness and without exposing dark side of their behavior.

Conclusion:
Ethical management is really a tough subject, not explored beyond theory even in the management curriculum. With example, I have cited how so called business school even lack in basic principle of ethical management and the corporate leaders are output of these business schools only. It is a change management thing and if you ask to propose how will I manage the change in 1500 words, you are asking to give 1 pill treatment of tuberculosis within a week. It needs lot of intervention, lot of planning and take years to bring changes. Corporate lacks ethical leadership. I have included few feedback as annexure at the end of this paper. These examples may help us to explore further.


Bibliography
1.      What are business ethics? - business ethics and corporate social responsibility - Anglo American. (1995). Retrieved October 29, 2016, from http://businesscasestudies.co.uk/anglo-american/business-ethics-and-corporate-social-responsibility/what-are-business-ethics.html
2.      Kokemuller, N. (2016). Common types of ethical issues within organizations. Small Business Chron. Retrieved from http://smallbusiness.chron.com/common-types-ethical-issues-within-organizations-15238.html
3.      Webdeveloper. Ethical leadership: Ratan Tata and India’s Tata group. Retrieved October 29, 2016, from http://www.icmrindia.org/casestudies/catalogue/Business%20Ethics/BECG130.htm
4.      Shetty, P. (2012, January 01). Ethical Leadership: Need for Business Ethics Education. Retrieved October 29, 2016, from managementjournal.info, http://www.managementjournal.info/download1.php?f=shetty%20pushpa.pdf


Annexure: Feedback from people about ethical leadership
Respected group members (non edited, posted as it is)-

In terms of the matter posted by respected Govind Sharma jyu.

Characteristics of principle-centered/ethical leaders
1-They are continually learning-They are constantly educated by their experiences.  They read, they seek training, they take classes, they listen to others, they learn through both their ears and their eyes. They discover that the more they know, the more they realize they do not know.

2-They radiate positive energy-They are cheerful, pleasant, happy, and their attitude is optimistic, positive, upbeat, their spirit is enthusiastic, hopeful and believing.

3-They believe in other people- They do not overreact to negative behaviors, criticism, or human weaknesses. They realize that behavior and potential are two different things.  They believe in the unseen potential of all people. They do not carry grudges. They see the oak tree in the acorn and understand the process of helping the acorn become a great oak.

4-They live balanced lives-They read the best literature and magazines, and keep up with current affairs and events. They are active intellectually, having many interests. They read, watch, observe and learn. They are open in their communication- simple, direct and non-manipulative. Their actions and attitudes are proportionate to the situation-balanced, temperate, moderate and wise. They are not slavishly chained to their plans and schedules. They do not condemn themselves for every foolish mistake or social blunder. They do not brood about yesterday or daydream about tomorrow. They live sensibly in the present, carefully plan the future, and flexibly adapt to changing circumstances. They see success on the far side of failure. The only failure for them is the experience not learned from.

5-They see life as an adventure-Their security comes from within instead of from without. Their security lies in their initiatives, resourcefulness, creativity, willpower, courage, stamina, and native intelligence. They rediscover people each time they meet them. One of their fixed principles is flexibility.

6-They are synergistic-Synergy is the state in which the whole is more than the sum of the parts. They are change catalysts. In team endeavors they build on their strengths and strive to complement their weaknesses with the strengths of others.

7-They exercise for self-renewal-They exercise their minds through reading, creative problem-solving, writing and visualizing. Emotionally they make an effort to be patient, and to listen to others with genuine empathy. 
Habits of the Principle-centered leadership

1-Be proactive-the principle of self-awareness, personal vision, and responsibility.

2- Begin with the end in mind- the principle of leadership and mission.

3- Put first things first-the principle of managing time and priorities around roles and goals.

4- Seek first to understand before being understood-the principle of empathetic communication.

5- Synergize-the principle of creative cooperation-

6-Sharpen the saw- the principle of continuous improvement.

(Source-Principle-Centered Leadership-Stephen R Covey)

(Ranbir Kaushal)
Mr. Ranbir Kaushal is a very senior person with extensive experience in banking and HR with impeccable knowledge.
Below is his introduction
My educational qualification is B A (Eco.), LL.B, JAIIB from Mumbai University. I have done  my entire school education  from Mumbai only. I was in the service of a national level bank and am retired  now. I was retired from the post of Assistant General Manager in 2011. During my service, I was posted as the head of district for a period of five years.  During most of the period of my service, I had been remained posted in the H R and Vigilance Departments. During the period of that five years, one of my assignments was imparting training on various subjects. I am running 66 years of age.

From Ms. Kumud Dutt
Ethical leader should be able to identify potentials in his team members. He should believe in equality and should be neutral. Should have good problem solving skills. He should trust others and also be trusted by others. He should be supportive, cooperative and attentive to team members. He should considered himself as one of the member of team and should show attitude as superior or senior. I hv not yet met any ethical leader

She is an architect by profession and helped several institute for setting up. She even did not bother about money and position and resigned from her well paid job at once as soon as she realized they are involved in unethical practices.

No poach policy- final part of the series

Hello Friends,

Thanks if you have read my earlier 2 posts, if not please read. The first post tells about details about no poach agreement and referral and ethical dilemma.

Here is the third part, ethical policy. To be very frank, there is hardly any organisation who will have no poach as a policy. Still, if you want to implement this as a policy, you may use following. This policy particularly designed considering the ethical dilemma. You may modify it according to your need.




Employee no poach policy

Volume­ : 2016.1
Chapter : 1
Responsible Executive: Head- Human Resource
Responsible Office: Human Resource
Date Issued: November 30, 2016
Date Last Revised: November 30, 2016

1.      STATEMENT OF POLICY


This policy is applicable to all the existing employee, volunteer, staff of the organization, partner institute and organization, vendors / suppliers, consultant and all the individual and organization who have access of information of human resource of the organization.

2.      REASON FOR THIS POLICY

Human Resource is one of the most important resource for any organization and the damage to organization happens due to poaching and soliciting those employees. Many time, due to lack of the information about such policy creates such conflicting situation. This policy enables people to take informed decision.

3.      Applicability of THIS POLICY


All the present employee, volunteers, partners, vendors/ suppliers and consultants
All the ex employee, volunteers, partners, vendors/ suppliers and consultants upto 12 months period from their last day in the organization.


EXCLUSIONS

None


RELATED DOCUMENTS, FORMS AND TOOLS


This policy is linked to non disclosure agreement/ confidentiality agreement signed during your employment and / or association with foundation and also part of foundation’s code of conduct.

Policy details
Non-solicitation of clients

1.       All people/ stakeholders mentioned in the section 3 agree and comply that for a period of twelve (12) months from the date of termination of my employment with A  foundation not to directly or indirectly solicit competitive business from any client or customer of the organization (including any potential client of A  foundation) that was contacted, solicited, or served by you or about which you received confidential information while you were employed by A  foundation, nor for the same period of time, you will perform services or accept any business, competitive with that of A  foundation, directly or indirectly from any of the customers and clients described above, which involves you performing similar functions or acting in a similar capacity as when employed with A  foundation.
Non-solicitation of other employees for employees and vendors

1.       all the people/ stakeholder mentioned in clause 3 of this policy agree so long as employed by A  foundation and for a period of twelve (12) months after leaving for any reason whatsoever, not to directly or indirectly recruit, solicit, or otherwise induce or attempt to induce any employee of A  foundation to terminate his or her employment with the Company or otherwise to act contrary to the interests of A  foundation. Similarly, when you are exercising the benefit of referral policy, you will not solicit any of your past organisation’s employee if you have signed any no poach agreement with your past employer till such agreement is effective.

2.       This policy does not restrict an employee or employees if after leaving the foundation, they start their own venture and the nature of business is completely different from the work of A  foundation. This includes but not limited to 1. Any organisation working on elementary education, primary healthcare, skill development and sustainable livelihood and financial inclusion.
3.       The employee agree that it will not solicit any vendor, supplier, beneficiary, schools, institutes, community for a period of twelve (12) months after leaving for any reason whatsoever, not to directly or indirectly recruit, solicit, or otherwise induce or attempt to induce any partner, beneficiary and supplier of A  foundation to terminate his or her employment with A  foundation or otherwise to act contrary to the interests of A  foundation.
4.       No solicitation clause for vendor: Any Vendor including recruitment consultant handling hiring activities for A  foundation  will not solicit employee of A  foundation when the contract between you and A  in force and for a period of twelve (12) months after termination of the contract for any reason whatsoever. The vendor/ partner must not  directly or indirectly recruit, solicit, or otherwise induce or attempt to induce any partner, beneficiary and supplier of A  foundation to terminate his or her employment with A  foundation or otherwise to act contrary to the interests of A  foundation.

 Conclusion: Organisation need to behave with maturity. If you think your employees should not be poached, you should also incorporate clearly no poach clause in your own referral policy. This will avoid ethical dilemma and create win win situation for all. 

No poach agreement sample

Hello friends,
This is second article in the series- no poach , referral and ethical dilemma. In case you have missed the earlier one, please read that. Following is the no poach agreement. To make it effective, you should get it signed from the vendor, partner, affiliated, consultant, recruitment consultant, employee and service provider etc. I have attempted to make this agreement as ethical as possible. all suggestions are welcome.

No poach and confidentiality Agreement

 
 



Note

This document is an example of an Employee No poach (Non-Solicitation) Agreement for a  nonprofit organization operating in India. While certain assumptions have been made in the creation of this policy, it is on organisation to adapt, modify, and customize the document to suit the particular needs of your organization.

Students at NMIMS and other people reading this agreement may modify and customize it according to their need. While making this agreement, we have kept A  foundation in mind. This agreement also includes non disclosure / confidentiality agreement as both goes hand in hand. A no poach agreement without a no disclosure agreement is not effective.

Employee No poach agreement- Confidentiality/ non disclosure part

PART I: Confidential Information


1.       I acknowledge that A  Foundation (You may replace it with your organisation’s name): is the exclusive owner of its Confidential Information, which includes all information regardless of its form of recording, not in the public domain, relating to:

(i)       Information on customers of A  foundation: names, addresses, telephone numbers, contact persons, medical information, and banking information.

(ii)      Proprietary and financial information of A  foundation: prices, sales information, terms of contracts with discounts, costs, the names of the organization’s suppliers and customers.

(iii)     A  foundation’s business methods, practices, strategies, and related information including marketing and advertising, and indices, techniques, and data retention methodologies by which A  foundation maintains information regarding its clients.

(iv)     All information regarding A  foundation’s employees and its related human resources information, including employee manuals, interviewing techniques, and training manuals.

(v)      Information received by A  foundation from third persons to whom it owes a duty of confidence.

(vi)      All secrets, trade secrets, know-how, ideas, and processes of A  foundation.

Proprietary right

2.       I acknowledge that all Confidential Information constitutes a proprietary right which A  foundation and its affiliated organizations are entitled to protect.
Non-disclosure

3.       I agree that during my employment/ association/ association as a supplier/ vendor with A  foundation or at any time thereafter, I will not disclose any Confidential Information to any person, including any competitor of A  foundation, or future employer of mine. I will not use the confidential information for any purpose other than those permitted by A  foundation.

4.       I agree that during my employment/ association/ association with A  foundation or at any time thereafter, I will comply with all security precautions and measures of A  foundation that are intended to maintain the confidentiality of its Confidential Information and to limit its distribution to instances of a legitimate need-to-know basis that are intended to promote the best interests of the Company.

5.       I agree that during my employment/ association with A  foundation or at any time thereafter, I will not make copies, summaries, or extracts of Confidential Information, nor will I remove any Confidential Information from the place of business unless  authorised by A  foundation.      

6.       I agree that during my employment/ association with A  foundation or at any time thereafter, I will not disclose any Confidential Information concerning A  foundation or its affiliated corporations which could adversely affect the organization’s image, reputation or value.
Former employer’s / vendor’s / partner’s supplier’s confidential information

7.       I agree that during my employment/ association with A  foundation I will not improperly use or disclose any proprietary information of any former or concurrent employer or other person or entity and I will not bring onto the premises of A  foundation any unpublished document or proprietary information belonging to any such employer, person or entity unless consented to in writing by such employer, person or entity.


Return employer’s property

8.       I agree that on termination of my employment with A  foundation or at any time  A  foundation may request, to promptly deliver all memoranda, notes, records, reports, manuals, and any other hard copy documents  or electronic data  belonging to A  foundation, or containing Confidential Information, including all copies of materials I may posses or have under my control.

 

 

PART II: Non-solicitation/ no poach

Non-solicitation of clients

1.       I agree for a period of twelve (12) months from the date of termination of my employment with A  foundation not to directly or indirectly solicit competitive business from any client or customer of the organization (including any potential client of A  foundation) that was contacted, solicited, or served by me or about which I received confidential information while I was employed by A  foundation, nor for the same period of time, will I perform services or accept any business, competitive with that of A  foundation, directly or indirectly from any of the customers and clients described above, which involves me performing similar functions or acting in a similar capacity as when employed with A  foundation.
Non-solicitation of other employees for employees and vendors

1.       I agree so long as employed by A  foundation and for a period of twelve (12) months after leaving for any reason whatsoever, not to directly or indirectly recruit, solicit, or otherwise induce or attempt to induce any employee of A  foundation to terminate his or her employment with the Company or otherwise to act contrary to the interests of A  foundation.

2.       This policy does not restrict an employee or employees if after leaving the foundation, they start their own venture and the nature of business is completely different from the work of A  foundation. This includes but not limited to 1. Any organisation working on elementary education, primary healthcare, skill development and sustainable livelihood and financial inclusion.
3.       The employee agree that it will not solicit any vendor, supplier, beneficiary, schools, institutes, community for a period of twelve (12) months after leaving for any reason whatsoever, not to directly or indirectly recruit, solicit, or otherwise induce or attempt to induce any partner, beneficiary and supplier of A  foundation to terminate his or her employment with A  foundation or otherwise to act contrary to the interests of A  foundation.
4.       No solicitation clause for vendor: Any Vendor including recruitment consultant handling hiring activities for A  foundation agree that it will not solicit employee of A  foundation when the contract between you and A  in force and for a period of twelve (12) months after termination of the contract for any reason whatsoever. The vendor/ partner agree not to directly or indirectly recruit, solicit, or otherwise induce or attempt to induce any partner, beneficiary and supplier of A  foundation to terminate his or her employment with A  foundation or otherwise to act contrary to the interests of A  foundation.

 

 

PART III: General Provisions

Necessary protections

1.       I acknowledge that the restrictions contained in this Agreement are necessary for the protection and goodwill of A  foundation and I consider them to be reasonable for that purpose.  I therefore agree that any breach of the terms of this Agreement is likely to cause A  foundation substantial and irrevocable damage and irreparable harm.  In the event of any such breach, I agree that A  foundation, in addition to such other remedies which may be available, shall be entitled to specific performance and other injunctive or marketing relief including interim or interlocutory relief, if demanded.
Continuing obligations

2.       I agree that the provisions of this Schedule shall survive the termination of my employment relationship however it may arise.

 

Severability


3.       In the event that any provision of this Agreement or part thereof shall be deemed void, invalid, illegal or unenforceable in whole or in part, the remaining provisions or parts shall remain in full force and effect.
Independent Legal Advice

4.       I have been advised that I have the right to obtain legal counsel before signing this Agreement and I have obtained the level of advice I deem appropriate.


___________________________             _______________________________
Signature of Employee                                      Name of Employee (please print)

___________________________             _______________________________
Signature of Employer                                       Name of Employer (please print)