Turn Policies Into Documents Managers Apply and Obligations Into a Calendar With Owners
Put your HR policies, code of conduct and compliance obligations in a form that a branch manager can find and apply and that an auditor can follow. Our policies, compliance and governance services help banks, NBFCs, insurers and advisory firms write plain policies, track acknowledgement, and run a calendar of dates with named owners. We do not decide what the law requires; we help you organise whatever your advisers confirm.
Not sure what you need? Tell us about your business in six short steps and we will come to the first meeting prepared.
Share your requirementsThe starting point
Are Your Policies Applied, or Only Written?
Financial services firms are rich in documents and often poor in a working set of them. Circulars pile up, versions circulate by email, branch managers rely on memory and a policy that changed last year is still quoted in its old form. When an audit or an inspection asks for evidence, the search begins.
We help you build a working policy set and a calendar that runs itself.
You may be experiencing:
- Several versions of the same HR policy in circulation, with nobody sure which is current.
- A code of conduct signed at joining and never read again.
- Branch managers applying leave, travel or disciplinary rules from memory.
- Policies that read as legal text and are not usable by a manager at a counter.
- No record of which employees have read and accepted a policy change.
- Recurring obligations, such as renewals, filings and declarations, with no owner and no date in a single calendar.
- Records scattered across branches, so a request for evidence takes weeks to answer.
What we can help with
Our Policies, Compliance and Governance Services for BFSI Businesses
HR Policy Manual
Draft or revise the policies a branch network needs, written in plain language, with each section stating what a manager does, who approves and what is recorded.
Employee Handbook
Produce a handbook in a form employees can read, covering the institution's expectations, benefits, conduct, complaint routes and key contacts.
Code of Conduct
Set out the expectations for customer dealings, confidentiality, gifts, conflicts of interest and social media, in a way that applies to a seller, an operations officer and a manager.
Version Control and Acknowledgement
Set a way to number, date and publish policies, withdraw old versions and collect an acknowledgement from each employee.
Compliance Calendar
Build a calendar of recurring HR obligations that you and your advisers identify, each with an owner, an approver, a due date and evidence expected.
Documentation and Record Keeping
Define what is kept, where, in what form and for how long, including employee files, verification outcomes, training records and case files.
Policy Application at Branches
Give branch managers short guides and checklists for the policies they apply most often, and a person to ask.
Periodic Review and Audit Readiness
Schedule a review of each policy and a check that records can be produced, and agree who reports on the findings.
The deliverables
What You Receive
The engagement can produce:
- An HR policy manual with ownership for each section.
- An employee handbook.
- A code of conduct with acknowledgement.
- A version register and publishing routine.
- A compliance calendar with owners and evidence expected.
- A record-keeping and retention note.
- Short branch-level guides and checklists.
- A review and audit-readiness schedule.
Step by step
How We Work
Gather What Exists
We collect the policies, circulars and checklists in use and note where they conflict or are missing.
Agree What Must Be Covered
With your HR, legal and compliance leads we agree the list of subjects and who confirms the obligations that apply.
Draft in Plain Language
We write the policies and guides, and your advisers review the content.
Publish and Acknowledge
We set the version routine and collect acknowledgements, and brief managers on the changes.
Maintain and Review
We set the calendar and review points. Before work starts we record where you stand, and we report against that baseline.
The difference
One Set of Documents, One Calendar
A working policy framework helps you:
We do not promise outcomes. We record a baseline before work starts, covering policies with a current version and owner, acknowledgements collected, calendar items missed in the last year and time taken to produce a record, and report against it, so you can see what changed and what did not.
- Know which version of each policy is in force.
- Give managers rules they can apply without asking head office.
- Show who has acknowledged a policy change.
- Give each recurring obligation an owner and a date.
- Produce records faster when they are requested.
- Review policies before they become outdated.
Find your fit
Who This Service Is For
Banks and Branch Networks
Run one policy set and one calendar across head office and every branch.
NBFCs and Microfinance Companies
Give field and branch managers short, usable guidance and a calendar covering recurring obligations.
Insurance Companies and Agencies
Keep policies and acknowledgements for employees, and for agents where relevant, in order.
FinTech Companies
Move from a few documents to a maintained policy set as the business grows and attracts closer scrutiny.
Advisory and Wealth Firms
Maintain a code of conduct and records that withstand a client or inspector's questions.
How it usually shows up in banking, financial services and insurance
A BFSI business is judged on what it can show a regulator, an auditor or a customer. Policy versions are not always controlled, so the intranet, the branch folder and the board file can hold different versions of the same policy. Training and acknowledgement records are collected from branches when needed rather than captured as they happen. Complaints are logged by product, branch or team and nobody sees the whole. Compliance, HR and operations each tend to assume another owns a given record.
Common challenges
Where it goes wrong in banking, financial services and insurance
Policy versions are not controlled
The intranet, the branch folder and the board file hold different versions of the same policy.
Evidence is collected late
Training and acknowledgement records are gathered from branches when needed, not as the training happens.
Complaints are scattered
Logs are kept by product, branch or team, and nobody sees the whole.
Ownership of obligations is vague
Compliance, HR and operations each think another owns a given record. A reminder that goes to a team inbox is read by everyone and acted on by no one.
A better process
What a working version looks like
- 01
Control every policy
One current version, signed off, with an owner, a date and a place everyone reads it. The HR policies and governance work builds the register.
- 02
Capture training and acknowledgement as they happen
Attendance and acknowledgement recorded in the system on the day, not collected later.
- 03
Keep one complaints register
Every complaint in one log, with product, branch, person, status and outcome.
- 04
Name an owner for each obligation
A compliance calendar with due dates, owners and the evidence that shows it was done.
What to check this week
- Ask for the current conduct policy and see how many versions exist.
- Check what proportion of last quarter's joiners have a recorded training date.
- Look for one complaints register, and find out who owns it.
- Ask who owns each of the company's recurring compliance obligations.
- Confirm with a qualified professional which obligations apply to your licence and activities.
Confirm with a qualified professional. What applies depends on your establishment, your state and your sector, and it changes. This page describes a practice; it does not state a legal position.
What this looks like in banking, financial services and insurance
The parts of policies, compliance and governance that are specific to this sector, rather than general.
Background Verification
Verification is not optional in this sector.
What this coversHide
Background Verification
Verification is not optional in this sector.
What this coversHideEmployees in financial services sit close to customer money and customer data. Verification needs to be a defined step with a recorded outcome, not a phone call somebody remembers making.
- Identity verification
- Address verification
- Education verification
- Previous employment verification
- Reference checks
- Criminal record check where applicable
- Verification status tracking
- Re-verification on role change
- Exception approval process
Questions on this, in banking, financial services and insurance
No. GullyHR does not give legal advice. Your qualified legal and compliance professionals confirm the obligations that apply to you, and we organise the policies, owners and dates around what they confirm.
Yes. We draft in plain language and your advisers review, so a manager at a branch can use the document and an auditor can follow it.
We set up an acknowledgement step with a record against each employee, and we agree what happens when someone does not respond. The record can be kept on the GullyHR platform or on your own system.
Each recurring obligation your advisers identify, with an owner, an approver, a due date and the evidence that shows it was done. We build and organise the calendar, and your advisers confirm its content.
At least once a year, and whenever your business, your regulator's expectations or a significant case suggests a change. We help you set the schedule and the owner for each review.
Yes. A small firm can begin with a short handbook, a code of conduct and a simple calendar, and add more as it grows, with the same owner and review habit applied to each new document.
Each recurring obligation, its due date, the person responsible, a back-up and the evidence that it was met. Which obligations apply depends on your licence and activities, so confirm them with a qualified professional.
One signed-off version in one place, with an owner and a review date, and old versions retired. Anyone can then see which is current.
Because assembling them later is slow and incomplete. A record created at the time is accurate and can be produced in minutes.
Compliance, with a named person per product and branch feeding it. One register is what lets a pattern be seen.
Build Policies That Work at the Branch Counter
Tell us how your policies and compliance dates are kept today, and we will help you design a set that managers use and auditors can follow.
Prefer to talk first? Call +91 80958 58589 or write to hello@gullyhr.com.
Book a Policy Consultation
Tell us about your business, your policies and your compliance routine.
The general method — what policies, compliance and governance covers, the questions it answers and what an engagement produces — is the same whatever the sector, and is set out on the hr policies and governance page. What is above is the part that differs for banking, financial services and insurance.
To run this in a system rather than on paper, see policy and document centre.
Other HR topics for banking, financial services and insurance
Where to start
Most engagements begin with a review of how this runs in your business today, then a written process and the sequence to implement it.
See all HR topics for banking, financial services and insurance, or another industry.