Tuesday, 6 January 2015

                                 INCOME TAX OMBUDSMAN
                                                Take His Help To Redress Your Grievances...

INTRODUCTION
As a taxpayer, you may have some very legitimate grievances relating to your income-tax matters or settlement of your claims. You may, for example, feel that the Income-tax Department owes you a certain refund of tax but it is not doing enough to hear your grievance or complaint nor taking action to redress it. You may also be aggrieved about the rude behaviour of officials or their failure to follow instructions and circulars of the Board. In all such cases, you can approach your Income tax Ombudsman. Before you do so, however, you have to ensure that certain conditions are fulfilled. The Ombudsman is governed by, and has to act within, the framework of the Income Tax Ombudsman Guidelines, 2006. This brochure tries to explain to you these guidelines in a simple manner, so that you can approach the Ombudsman for help whenever you need it.

1. ORIGINS AND CURRENT STATUS
The institution of Ombudsman is of Scandinavian origin. The Ombudsman enquires into grievances or complaints against the functioning of a public authority. In our own country, the Income tax Ombudsman is appointed by the Central Government. He is usually a person with vast experience in tax administration, but functions independently of it. At present, the Government has appointed Ombudsman at New Delhi, Mumbai, Chennai, Kanpur. Chandigarh. Kochi. Kolkata, Hyderabad, Bangalore and Ahmedabad. Appointments at other places are under consideration. The territorial jurisdiction of each Ombudsman is indicated in Annex. -I.

2. WHAT GRIEVANCES CAN YOU TAKE TO THE OMBUDSMAN
You can complain to the Ombudsman about your grievances relating to delays in disposal or settlement of claims connected with:
a. issue of refunds:
b. interest waiver petitions;
c. appeal effects;
d. rectificatin applications;
e. release of seized books of account and assets;
f. allotment of PANs/issue of PAN Cards
You can also complain of such matters as failure to:
a. give credit for taxes paid, including tax deducted at source;
b. maintain transparency in selection of cases for scrutiny;
c. follow the guidelines, circulars and instructions of the Central Board of Direct Taxes;
d. observe proper working hours by Income-tax officials;
e. acknowledge letters and documents forwarded by the assessee;
f. maintain or update records and registers leading to harassment- "A person can also complain about any unwarranted rude behaviour of Income Tax officials with assesses."
The list given hereinbefore is illustrative and not exhaustive.
For further details, please refer to clause 9 of the Guidelines.

3. PROCEDURE TO BE FOLLOWED
On receiving your complaint, the Ombudsman will examine it to see if certain basic conditions laid down in the Guidelines have been fulfilled or not. He cannot take notice of the complaint unless these conditions are fulfilled. These conditions are:
i. the complaint should have been signed by the complainant as well as his authorised representative, in case the complainant is represented by such an authorised representative.
ii. the complaint should clearly indicate/provide:
a) the name, address and PAN of the complainant;
b) the name and designation of the official who is being complained against (this should invariably be the junior most officer who has given rise to the grievance, not below the rank of an Income Tax Officer);
c) the facts giving rise to the complaint;
d) supporting documents; and
e) the relief sought from the Ombudsman.
iii. The Ombudsman will accept complaints filed through the electronic media if they are otherwise in order, but the print out of such a complaint has to be signed by the complainant at the earliest. After he does so, the complaint would relate back to the date on which it was first received electronically.
A complaint shall not lie to the Ombudsman unless in the first instance, the complainant had also made a written representation to the superior authority of the officer complained against. Also, a complainant can complain only if he has received no reply and more than one month has passed since he submitted his representation. Alternatively, he can also complain if he has received a reply but he is not satisfied with it, or if his representation has been rejected.
No complaint can be made:
 i. 12 months after the reply was received from the superior authority;
ii. 13 months after the representation was submitted to the superior authority but no reply was received. Remember, the Ombudsman will not take cognizance of the complaint if it has been the subject matter of:
a. an earlier settlement made by the Ombudsman
OR
b. an appeal, revision, reference or writ before any Income-tax authority or a court of law
On receiving a complaint, the Ombudsman shall forward it to the officer complained against and shall endeavour to settle it by an agreement through either conciliation or mediation. If the officer cannot settle the grievance by agreement with the complainant within a period of one month, or such further time as the Ombudsman may allow, the Ombudsman will mediate and try to bring about an agreement. If he still does not succeed, he can make an 'award'.
(For details, see para 7)

4. POWERS
The Ombudsman has the following powers:
i) He can receive complaints on matters indicated in clause 9 of the Guidelines.
ii) He can consider these complaints and settle them either by agreement through conciliation and mediation or by passing an appropriate award.
iii) He can require the Income-tax authority concerned to provide any information or furnish certified copies of relevant documents required by him.
iv) In the event of the failure of an Income-tax authority, to furnish such information or documents (indicated in para iii above), he may draw an adverse inference.
v) He can suggest remedial measures for redressal of grievances.
vi) He can also report his findings to the Secretary, Department of Revenue and Chairman, C.B.D.T.

5. DUTIES
The duties of the Ombudsman are to:
i) Exercise powers of superintendence and control over his office.
ii) Maintain confidentiality of information coming into his possession and not divulge the same to third parties, except with the consent of the person who furnishes such information. He may, however, divulge such information to an opposing party to the dispute in order to reasonably comply with the principles of natural justice.
iii) Protect the taxpayers' rights and reduce their compliance burden.
iv) Identify issues that increase the burden of compliance and bring the same to the notice of the CBDT and Ministry of Finance.
v) Furnish a monthly report to the Chairman, CBDT and Secretary, Department of Revenue recommending appropriate action including that required to be taken against erring officials.
vi) Furnish an annual review of the tax administration to the Chairman, CBDT and Secretary, Department of Revenue.
vii) Compile a list of awards made by him during the financial year and report the same to the Chief Commissioners concerned and Chairman, CBDT so that the same can be taken into account while writing the Annual Confidential Reports of the officials concerned.

6. NATURE OFTHE PROCEEDINGS
The proceedings before the Ombudsman are quasi-judicial in nature. He is not bound by any legal rules of evidence. He is expected at all times to be fair and reasonable while performing his functions.

7. NATURE OF AWARDS
As already indicated, he shall try to settle a complaint by agreement in the first instance. If such agreement is not forthcoming within a month or such further time as the Ombudsman may allow, he may make an award. This shall be a speaking order and shall clearly specify the directions to the authority concerned - including making of an apology. The award, however, cannot affect the quantum of total income or tax assessed or the penalty already imposed. The Ombudsman can award compensation upto Rs. 1,000/- for the loss suffered by the complainant. Such compensation will be the first charge on the budget allotted to the authority complained against. The award shall be binding on the department but it shall be binding on the assessee, only if he issues a letter of acceptance within 15 days of its receipt. If the complainant does not accept the award or fails to furnish a letter of acceptance within 15 days or further period of 15 days if the Ombudsman permits, it shall lapse and be of no effect. If it is accepted by the assessee, the authority complained against has to implement the award within one month of its having been made. Compliance of having done so has to be reported to the Ombudsman.
CHECKLIST
A check list has been prepared to help you file a complaint. This is given below:
1. The complaint has not been signed by the complainant.
2. It has not been signed by the authorized representative.
3. It does not contain :-
a. The name and address of the complainant
b. Supporting documents
c. Details of the relief sought from the Ombudsman.
4. It has been made electronically but the hard copy (print out) does not have the complainant's signatures.
5. The complainant docs not seem to have reported to the immediate superior of the officer complained against.
6. More than one month has not passed before the representation to the immediate superior was filed.
7. The complainant does not appear to be aggrieved with the reply received from the immediate superior.
8. (a) The complaint has been made after the expiry of one year from the receipt of the reply of the immediate superior;
OR
(b) Where no reply has been received from the immediate superior:
the complaint has been filed after the lapse of 13 months from the date of filing of the representation before the immediate superior.
9. The complaint is the subject matter of an earlier proceeding with the OMBUDSMAN.
10. The ground(s) of the complaint is arc aiso the subject matter of a proceeding in appeal, revision, reference or writ before an appellate authority or a revisionary authority or a Court of Law.
11. The ground is not covered by Guideline 9 of the Income Tax Ombudsman Guidelines, 2006.
12. The complainant is represented by an authorised representative but no power of attorney to represent the complainant has been filed before the Ombudsman.
Remember, the answer to every statement in the check list should be negative. A positive response to statements at Sr. Nos. 1 to 7 and 12 would indicate that the complaint is defective and the Ombudsman cannot proceed further to redress your grievance till the defect is removed.
A positive response to statements at Sr. Nos. 8 to 11, on the other hand, would indicate that not only is the complaint defective but it is also incurable No purpose would be served by filing such a complaint.

SOURCE: Income Tax Department (GoI)

Cos Walk Thin Edge in Talent Retention

FINE LINE Organisations have to deftly balance strategies to retain top performers and give poor performers a chance to improve. They peg high performers at a higher percentile, mentor employees and give those at the lowest end a gentle nudge
Organisations are discovering a twin talent challenge in a competitive business environment. While they need to retain top talent, they also need to let go of consistently poor performers. In doing so, they often walk a thin line -are they letting go of the right set of people?
HCL Technologies uses starkly differentiated compensation strategies to separate good talent from the rest.
Top performers get more than 100% performance bonuses provided company targets are met. Low performers get a “claw-back“ incentive -payouts for increasing performance ratings year on year. In spite of all these efforts, if employees still continue to lag behind, they are encouraged to look for opportunities outside the organisation, says R Anand, VP, rewards and career and talent management at HCL Technologies.
Most organisations use a mix of these techniques, besides their own strategies. Pegging high performers at a higher percentile than others, enabling employees to work on live business problems, mentoring and timebound performance improvement programmes are some of the techniques they use.
“Top performers expect the organisation to recognise the value they create with more than just a pat on the back,“ says R Anand, VP, rewards and career and talent management at HCL Technologies. The top 30% are the most productive and expect differentiated rewards, career growth and other benefits, he adds.“These programmes and focus have helped HCL retain their top 30% performers at more than 90% retention levels,“ adds Anand.
The bottom 30% attrition, however, is over 15%. Employees rated in this category are given deferred nominal increases and also less than 100% bonus payouts.
At Tech Mahindra, the top 20% of associates are pegged at a much higher percentile as compared to the others. Consistent top perform ers, called ACErs, go through various interventions including an annual global felicitation ceremony by CXOs along with their families, invitation to thought leadership forums, involvement in special initiatives as well as accelerated career growth opportunities, says Sucharita Palepu, global head ­ people policies and practices.
At MTS India, the differentiation begins with segmentation, wherein key talent across levels is identified. Talent is segmented into key successors, high potentials and subject matter experts (high performers). A mix of strategies which cater to monetary, development and growth needs for an employee is applied.
“Employee churn is a major cause of concern for most telecom players. Talent retention is not easy, especially when 90% of your talent is Gen X and Gen Y,“ says Tarun Katyal, chief HR officer at MTS India.
Non-performers are given opportunities to improve through mentoring and in case they still don’t perform, the company follows a `con sequence management’ policy to promote meritocracy. One of the levers MTS uses is a formalised HIPO (High Potential Employees) attrition rate for all circle heads and human resource employees. “Since this gets reviewed quarterly, it has been very effective to identify problem areas and take remedial action when required,“ says Katyal.
At Whirlpool, high performers are put on action learning projects where participants work on live business problems using techniques they have learnt. This is in addition to bagging critical roles, coaching and mentoring. “It has a long-term impact on the employee’s capability ,“ says Whirlpool India, VP -human resources, Sarthak Raychaudhuri.
More often than not, retaining high performers is a bigger challenge than identifying non performers, says Chandrasekhar Sripada, president and global head of HR at Dr Reddy’s.
“Contrary to popular belief, it is neither compensation nor status needs alone that help retain best talent. The key is to have a deep sense of personalised engagement with top talent -with an empathetic understanding of their lifecycle needs,“ she adds.
While companies have little tolerance for non performance, they give ample opportunities to non performers to improve before showing them the door.
When an employee falls below the performance curve at Abbott, they are put on a 90-day improvement programme that identifies, engages and re-energises talent that needs a bit of a brush-up.
This plan includes feedback, coaching and intense performance monitoring. Nearly 60% of employees who need to be brought up to speed jump back on the performance track, says Ajay Bhatt, regional HR director at Abbott India. “We believe everyone, no matter which bracket of performance they belong to, should be given a fair opportunity to improve,“ he adds.
At HCL, “structured reflection“ -hard hitting but balanced feedback against the required competencies is given to help non-performers focus on specific areas of work, explains Anand of HCL.
By ensuring that the talent that is unable to align with its business processes leaves, companies are working at creating an environment that will help them to transform before taking them off the system.
“It is like creating our tomorrow. Our talent mindset is not only about changing behaviour, it is about rewriting the future altogether through talent management,“ explains Whirlpool’s Raychaudhuri.
“So we could rewrite the future across the critical mass, transform a tired workforce into innovators and a burnt-out culture into one of inspiration, a command-and-control structure into a system in which everyone pulls each other for success,“ he says.
Source: The Economic Times