ADMINISTRATIVE MANUAL INCLUDING HUMAN RESOURCE

1. HUMAN RESOURCE
2. Recruitment Process

1.1      Introduction

Accountability Alert Sierra Leone’s recruitment is done by formal procedures, starting from identifying the need to fill a position to reaching the stage of official appointment. The officially responsible person within AASL for the proper execution of the recruitment process is the Personnel/ Admin Officer. S/he of course does not have to execute all tasks but is responsible to control all the time that all tasks are properly and timely executed by the involved persons. The recruitment procedure is divided into the following phases:

 

Phase	Maximum duration (wks)	By
Vacancy identification	–	Section Head/ Executive Director
Preparation of job description	1 week	Section Head/ Executive Director
Internal recruitment (if applicable)	As may require	As may require
Preparation of application form (external)	1 weeks	Personnel/ Admin Officer
Vacancy announcement	As may require	Personnel /Admin Officer
Application period	3 weeks	Personnel /Admin Officer
Selection for interviews	1 week	Personnel/ Admin Officer/CEO/Board
Interviews	2 weeks	Personnel/ Admin Officer/CEO/Board
Second round interviews (if applicable)	1-2 weeks after first round	Personnel/ Admin Officer/CEO/Board
Selection of successful candidate(s)	Immediately	Personnel/ Admin Officer/CEO/Board
Appointment procedure and signing of contract	Depends on planning	Personnel/ Admin Officer

 

 

1.2      Vacancy identification

In AASL, a vacancy can be identified after an employee has left/or will leave the job or new tasks for the organization arise which require a new post. The need for filling such vacancies can be discussed in the monthly management meetings (attended by CEO and Section Heads). In such a meeting (of which minutes need to be taken) issues need to be discussed like expectations of the post, recruitment planning, internal recruitment if applicable, mode of vacancy announcement, type of contract etc. If the planned recruitment procedure differs notably from the above described procedure this has to be approved by the board of trustees of the organization before recruitment starts.

1.3      Preparation of job description

All employees to be recruited by the organization will have explicit job descriptions that form part of the employment contract whether permanent or temporary contract. Job descriptions should make clear the tasks to be performed, the level of respon­si­bility of the job, the knowledge and the skill level required to do the job productively. For most cases job descriptions are standard. In some cases job descriptions may be custom made, for instance if people will combine two or more of the standard functions or if new functions are created for which no standard job description exist.

 

1.4         Internal recruitment

AASL should undertake to advertise suitable vacancies internally, but reserves the right to recruit externally only if it has valid reasons. Valid reasons could for instance be that the existing employees can’t be missed in their respective sections, or that they lack the required skills for the existing vacancy.

If the organization decides to advertise internally, it is done by an announcement on office notice board to the employees. Brief details of the minimum requirements for the application and the job are given. The employee who wishes to be considered for the position will contact the Personnel Admin Officer to obtain an application form. This form is to inform the Head of the section in which the employee at that moment works about the application. At the same time it will be used as an official application for the job. Under no circum­stances will the Head of the section in which the vacancy exists be contacted directly.

1.5         Preparation Application Form

The job descriptions form the basis of the application forms to be prepared by the Personnel /Admin Officer. A lay-out of a standard application forms for standard jobs IS used.

1.6         External vacancy announcement

If the internal recruitment round has not yielded any positive results or if the organization has decided to recruit externally only, the recruitment procedure continues with an external vacancy announcement.

An external vacancy announcement should be done by cost-effective advertising, for instance by using local news paper(s), local announcement district notice boards (if any), local radio announce­ments etc. Sometimes the post is of such nature that the vacancy needs to be advertised nationally in the national newspaper(s) or on national radio. Every announcement should clearly indicate the application procedure and closing date.

 

1.7         Application period

Where necessary, people who wish to apply for positions advertised externally can do so only by filling in an application form (the information put down by candidates in their application letters is usually insufficient to obtain a good idea about the candidate’s working experience; therefore it is required that the candidate fills in the application form).

 

1.8         Interviews

The function of an interview is to assess whether a candidate is sufficiently capable for a vacant position. Motivation, judgment, qualifications and experience on the job are part of the issues to be considered. Beside a talk with a candidate also tests (e.g. computer tests, knowledge tests, work on case studies, driving a car) can be part of an interview.

 

The interview panel for vacancies below management level shall comprise of Personnel /Admin Officer, the relevant Section Head and one other relevant staff member. The relevant Section Head will chair the interviewing panel. The members of this panel will decide on the procedure to use in conducting the interviews and recommend the suitable candidate after 1 or 2 rounds if necessary.

 

The panel for management level positions shall comprise of the Chief Executive Officer, the Personnel/ Admin Officer and at least one of the members of the Board of Trustees. For positions on management level one or two interview rounds are held.

 

If a post is very specialized an expert can be asked to join the interviewing panel. During the interview the interview panel fills in an interview form. This will later help to compare the results of the interviews

 

 

1.9         Second round of interviews

If during the first round of interviews no definite selection can be made, a second round of interviews with a limited number of the candidates will be held. A second round of interviews is always required in case the vacant post is at management level, requiring a more in-depth assessment of the candidates. The second round candidates are selected by the interview panel that was active during the first round of interviews. After the first round of interviews, referees of the candidate can be consulted.

 

1.10     Appointment procedure and signing of contract

After final selection of a candidate, the Personnel/ Admin Officer, with permission from the relevant Section Head (for the lower than management level positions) or CEO (for the management positions), will make a phone call or write and send to the candidate’s postal address a job offer letter. The job offer letter will clarify the requirements for accepting the job offer and reporting on duty. The candidate will have to react to the job offer letter within two weeks. If the candidate shows interest in the job offer, an appointment will be made by the Personnel /Admin Officer to (further) discuss the terms and conditions of employment and if S/he accepts, to sign the employment contract, code of conduct and job description. In some cases it may be required to have a second meeting to further discuss the terms and conditions of employment before signing these documents.

 

2. Starting on the Job

2.1 Probation period

The goal of a probation period is:

1. a) To test the ability of the probationer to perform well on the job
2. b) To test the suitability of the probationer’s character to fit into the organization

AASL’s probationary period is within three (3) to six (6) months during which the probationer will be given on the job training and supporting. Beside training and supporting the probationer, the probationer’s supervisor also monitors the probationer during the probation period and fills in the Probation Monitoring Form on a monthly basis. This information written in this Form is not accessible to the probationer.

In AASL, the first month of probation is meant to familiarize the probationer with the organization and also to help him/her to settle down and understand the organization’s operations. Usually the supervisor has a training program in mind and also instructs relevant colleagues who will help in conducting this training.

 

After one month the supervisor and the probationer assess together whether the work progresses well and where improvements are needed. The supervisor reports about the outcome of this assessment in the Probation Monitoring Form of the probationer and discusses the results with the Personnel/ Admin Officer, the relevant Section Head, and if required with the CEO. If the first month was unsuccessful and there are no positive prospects for performance to be improved, at this stage the probationer can be dismissed after approval by the Personnel/ Admin Officer.

1.11     Notice of termination of contract or resignation

In AASL, written notice to terminate employment, by the organization to the employee or by employee to the organization must be done as follows:

• During probation: 7 days in advance
• Employees up to one year employed: 30 days in advance.
• Employees longer than 1 year employed: 60 days in advance.

 

The organization may revoke these conditions on the basis of:

1. Provisions within disciplinary procedures. Immediate dismissal can be given in case of insubordination, absenteeism, lack of performance, lack of co-operation and theft. The procedures to be followed in any such case should follow the labor laws of the country!!
2. The employee has been certified permanently unable to work by a medical practitioner.
3. The employee has been imprisoned or convicted of an offense.

 

1.11.1  Tasks of the Personnel/ Admin Officer

• In case the contract of an employee or probationer is terminated or an employee or probationer resigns, make sure that all required procedures are carried out according to the labor laws of the country.
• In such case also stop the insurances the organization is paying for this person from the date the person has stopped working.

 

1.12     Re-employment

Former employees who have left the organization (whether being under casual/temporary or permanent employment) by resignation (of their own accord) or who have had their employment terminated for any reason connected with their performance or conduct will in principle not be re-employed. However, the Personnel/ Admin Officer or the CEO may use his/her discretion to modify this policy where he/she considers if that it may be of mutual benefit to the individual and the organization. The general exception to this rule will be where an employee has left the organization as a result of redundancy in which case the Personnel/ Admin Officer’s approval will not need to be sought for re-employment. However, for this case of re-employment, the person would have to apply through the formal application procedures (during recruitment round).

 

3. Payment Policies and Procedures

3.1 Salary and wages payment

The amount of salary is paid according to the employment contract of the employee. This may be cash or by cheque. In Accountability Alert Sierra Leone, if the month-end falls on a Saturday or Sunday then payment shall be made on a Friday before the weekend. Staff shall be paid mid month salary advance if one desires so and the remaining balance will be paid at the end of month. For this purpose the employee has to fill in a mid-month salary advance request, a maximum of one working day in advance. The mid-month salary advance by the wish of the employee shall exceed 50% of the salary/wages payable to the employee. The organization shall Pay As You Earn (PAYE) or any other similar wage tax for each employee.

3.2 Salary increase (performance related)

After each year of employment a performance appraisal is done with the employee. When the conclusion is that performance has been acceptable, this results in a promotion to a next step in the salary grading system of the organization. This means that the employee from then on will receive the hard currency salary in the new step. This process continues until S/he reaches the peak salary defined for his/her position by the grading system.

Each step increase will be confirmed in writing after the Personnel /Admin Officer has obtained the approval of the CEO for the increase. The Personnel/ Admin Officer is responsible to inform the Finance Officer about the new salary after having received the approval. Management level salary increments have to be approved by the CEO and the board of Trustees. In case of the salary increment of the CEO, this will have to be approved by the Board of Trustees.

 

3.3 Change to another position

If an employee takes up another position in the organization his/her salary will be according to the grading level of the new position, starting as if the employee was newly employed (thus starting for the grading system at year 1, unless the position is at the same or a lower grading level).

4. Staff Development Policies

AASL has a system of staff development in place for employees at all levels. This consists of performance appraisals of the employees and the possibility for employees to follow internal and external trainings when they are invited to do so. Employees are also free to apply for training courses that they would like to follow.

 

4.1 Employee performance appraisal

Performance appraisal is a continuous process of reviewing or discussing one’s job and aims at improvement of performance in the current job.        

4.2 Performance appraisal process

After completion of the probation period and annually, each member of staff will undergo an appraisal exercise to review his/her performance and to agree on new targets, as well as identifying training and employee development needs. Each employee is evaluated based on targets set, and then other new targets are set for the next year. The employee should be appraised over the whole period since it was last appraised. It is the responsibility of employee and immediate supervisor to ensure that individually set targets are monitored on regular basis as specified in the completed performance appraisal report.

4.3 Training

The organization supports a policy of progressive development of employees. Training needs of employees at all levels will be assessed regularly and where required for the job, internal or external training will be organized at the organization’s expense. Training wanted and initiated by the employee but not suiting the organization’s budget or priorities should be paid by the employee and be done outside working hours.

4.4 Transfers

The organization appoints the employee to a specific project location (District Office) and this may be subject to transfer at any time. An employee may be given the opportunity to transfer because of:

1. The organization may initiate the transfer. In this case the employee needs to be consulted on the possibilities for him/her to transfer.
2. Transfer may be effected as a result of personal interest/request and this may take place after request by the employee to be transferred to another office. An employee wishing to transfer from one Branch office to another usually has to apply for an existing vacancy. If the post is advertised externally, S/he would have to equally compete with external applicants.

 

Transfers need the approval of the CEO. Employees who are transferred may apply for coverage of incurred costs involved in the transfer. This will be looked into per each case.

 

4.5 Use of notice board

All important communication regarding vacant positions, the change in positions of employees (whether being promoted, acting on behalf of, transfers, new appointments, resignations, etc), training courses and other important issues regarding staff development should be announced on the notice board in the office for every employee’s information.

5. Leave Policy

Employees serving under the AASL’s Terms and Conditions of Service (TCS) will be entitled to an annual leave totaling 20 working days for each year of service. Employees may opt to take their leave in one single block or sets of blocks. Leaves have to be agreed by the Personnel /Admin Officer. For each agreed leave the CEO is informed by the Personnel/ Admin Officer.

5.1 Planning of leave

A leave calendar should be drawn at the beginning of the year and agreed upon by each Section Head and by the CEO, which is then forwarded to the Personnel /Admin Officer. Each Section Head is responsible for inquiring with his/her section about the leave plans of employees working in the Section.

5.2 Requests and authorization procedures

For each scheduled leave period, the employee will submit a leave form to the Personnel/ Admin Officer after agreement by the immediate supervisor. This will be done at least two weeks in advance (except for sick leave and compassionate leave). Depending on the circumstances, the immediate supervisor may reschedule the leave (in consultation with the concerned employee). The Personnel/ Admin Officer will verify the leave record and sign the leave form for approval. Final leave approval is done by the Personnel/ Admin and Finance Officer, who send the form back to the Personnel /Admin Officer with copies to the CEO who may sometimes reverse the leave schedule if certain circumstances may warrant this to happen. The Personnel /Admin Officer informs the employee about (none) approval. Employees taking leave are required to return according to the dates agreed in the leave forms. Otherwise the normal disciplinary penalties will apply: a formal written warning and loss of pay for the days the employee was not present at work. An employee serving on probation will not be allowed to take leave, only on the discretion of the CEO.

5.3 Paid leave

Employees who have successfully completed their probation are eligible for paid leave under the following conditions:

• Employee is not on temporary terms of service or on induction/probation.
• Paid leave will accrue from the date of full-time engagement (at a monthly rate of 20 working days). The employee can never take more than the monthly leave entitlement. For example, a full-time service of 8 months will give the employee an entitlement of 16 leave days maximum.
• Employee must apply for leave at least two weeks in advance.

 

Leave not taken within the contractual year shall be honored if wanted to be taken by the employee in the next contractual year, and paid leave days shall be cashed in.

5.4 Compassionate leave

In the event of death of real mother/father, first degree sister/brother, father/mother in- law, spouse and children, compassionate leave of a maximum of fourteen days will be granted. This section applies to employees on permanent terms of employment but under discretion of the CEO will employee on probation or temporary terms be granted this leave. If the employee wishes a leave longer than fourteen days, S/he shall propose the use of his/her annual leave entitlement or opt for reduction in payment (if there are no paid leave days (left)).

5.5 Maternity and paternity leave

A female employee shall be entitled a maximum of once every 3 years to 8 weeks maternity leave on full pay. During probation and under temporary terms of service, there are no provisions for maternity and paternity leave.

During the maternity leave period, the normal benefits and entitlements of the employee including her contractual rights and accumulation of seniority shall continue uninterrupted and her period of employment shall not be considered to have been interrupted, reduced or broken. In the event of illness, certified by a registered practitioner, arising out of pregnancy or confinement, affecting the employee or her child, the organization shall grant the employee additional leave as required according to the situation.

A maximum of four days, if applied for, will be given to the male employee once every two years for paternity leave. This leave will be taken within a period of four days after the spouse has delivered.

 

Employee is encouraged to announce her pregnancy to her immediate supervisor/boss as early as possible, and on such grounds, she will be allowed time off for her antenatal visits. Similarly same way, the nursing mother will be allowed time off during working hours for breast-feeding. The duration of absence should be determined on case-by-case basis, but should not exceed a period of two hours per day for a maximum of six months after giving birth.

 

In circumstances whereby an expectant employee may be working under dangerous conditions, which could result, into serious health hazards, management may re-design her duties. This will have to be certified by the organization appointed medical doctor and approved by the CEO.

5.6 Sick leave

Sick leave will be authorized when the employee is unable to work because of sickness or injury, or when the employee needs medical examination or treatment, which can be obtained only during the time when employee would normally be on duty. Sick leave is not used for care of family members or treatment for a family member. Absences of such nature are subjected to the normally applying disciplinary procedures. Application for sick leave should be evidenced by a doctor’s certificate delivered on the second day of sickness latest, with a written request from the employee, also delivered on the second day latest. Always a sick leave should be filled in. The immediate boss/supervisor will make approval of sick leave then forward it to the Personnel /Admin Officer who seeks approval of the CEO. The sick leave will start from the first day of absence. The management has the right to visit the employee or send a doctor to visit the employee for the purpose of cross checking.

Employees are entitled to a maximum of 30 days sick leave days in year. This paid sickness benefit may be extended at management’s discretion by another 60 days if employee is hospitalized. After the 90 days the case will be reviewed and the management will take a decision about termination of employment. Cases of misused sick leave will be subject to disciplinary action. This entitlement applies only if employee is on permanent employment contract and not on probation or on temporary terms of service.

5.7 Public holidays

The organization respects the public holidays as defined by the national authorities of the country. In the event of obligating employees to work on such holidays and other declared holidays, the organization will compensate these days in time or money. The Personnel/ Admin Officer, Finance Officer and the CEO in consultation with immediate supervisor will be expected to amend the leave schedules of the involved employees in such cases. Public holidays falling within an employee’s leave are not counted as leave days and as such are not deducted from the employee’s leave record. A public holiday can only be taken after confirmation by the CEO that indeed the national authorities have officially announced this day or these days as public holiday.

6. Disciplinary Procedures

The organization has developed a Code of Conduct for the employees. Every employee upon acceptance of a position with the organization signs the Code of Conduct at the same day the employment contract is signed. The Code of Conduct comprises the rules to which all employees should comply.

Disciplinary procedures apply to all employees at all levels (on permanent and temporary employment) who do not function within the rules of the Code of Conduct. This is to ensure that the organization’s policies, standard of performance and behavior are maintained at an appropriate high level. The organization’s policy is to ensure that always a positive approach is used to motivate the employee. Disciplinary procedures only come in if the encountered situation is of willful nature and (potentially) damaging to the organization and/or colleagues. Further on in this chapter the main offences are mentioned. It is at the discretion of the Section Head (for offences by employees below management level) to judge whether an offence is minor or major. Depending on this judgment several procedures can be followed as explained further on. Ad hoc disciplinary committees will be instituted to deal with severe disciplinary cases.

Important:

Ensure that disciplinary actions comply fully with the Labor laws of the country and with the procedures and protocols of the Labor Office in the area. Especially for the more serious disciplinary actions (suspension and dismissal) it is important that these follow exactly the Labor Laws and are fully coordinated with the Labor Office in the area before imposing them on the involved employee(s).

If this is not done correctly your organization takes a risk of large claims by staff on whom disciplinary actions were imposed for not abiding to the Labor laws, rules or protocols, and this may involve large sums of money plus a lot of work to get everything sorted out (including the danger for court cases etc)! It is therefore advised strongly to first contact the Labor Office and develops the disciplinary procedures in detail with them and keep regular contact with the people in the Labor Office. Then, for each case it is important to verify with the Labor Office what should best be done.

 

 

The disciplinary actions described further in this chapter are examples of different types of disciplinary actions that can be used. As said each office should describe its own disciplinary actions in detail. Examples of the disciplinary tools your organization can use are:

• Verbal warning (not recorded in personal file of the employee).
• Warning letters (level 1-3). Each warning letter is recorded in the personal file of the employee. Each warning letter has a particular level, depending on the offense. As long as the sum of the issued warning letter levels to an employee is less than 4 no further disciplinary actions will be undertaken against the employee. If the sum of the issued warning letter levels to an employee is 4 or more during the whole time of service of the employee, the District Program Manager of the organization can decide to start the procedures for dismissal or suspension of the employee whenever he thinks this is necessary.
• Suspension means that an employee is sent off the job for a limited time of 2 weeks maximum without payment of salary (see Sierra Leone Labor Law). The decision to suspend someone is taken by the CEO.
• Dismissal. Dismissal can be with or without pay, depending on the offense and the Labor Laws of the country. The decision to dismiss someone is taken by the CEO in consultation with the sections/departmental heads in accordance with the labor laws of the country.

 

 

6.1 Appeals

At any stage in the above proceeding, the employee may appeal through the Personnel /Admin Officer for suspension or change of the disciplinary action. The Personnel /Admin Officer may ask advice from others within the organization and produces an advice in writing which is handed to the CEO will make a final decision about the disciplinary action. No further appeals will be permitted.

6.2 Grievance handling procedures

An employee may have a legitimate grievance against a colleague, a manager or the organization. This for instance could be conditions of work, unreasonable instructions, poor co-ordination, poor or inappropriate communication or other matters. The employee is encouraged to feel free to seek settlement of problems, complaints and grievances without fear of interference or dismissal. In such case the employee is, however, obliged to follow the procedure mentioned below. Always shall the person against whom the grievance is held be heard too.

6.3 Grievances against employees

The employee will approach the Personnel /Admin Officer. In case the grievance is against the Personnel Admin Officer the employee approaches the CEO. The Personnel/ Admin Officer (or the CEO) investigates the matter and if possible solves the issue to the employee’s satisfaction. Grievance complaints are always taken very seriously and should be given full attention immediately. A good way to try and resolve the grievance is to invite the person against whom the grievance is held and the employee who expressed the grievance to come to terms with each other in a personal conversation in which the Personnel/ Admin Officer (or CEO) acts as a facilitator. Important is to lay down agreements made in such a conversation in writing and have both persons sign it for approval. The agreement is made up in three-fold: one copy for each of the two involved employees and one copy for the filing system.

 

7. Temporary Appointment

Temporary appointments means: employees on temporary contracts, casuals, trainees on graduate work experience program, and consultants. Any extensions of temporary appointments will be effectuated on approval of the CEO after a performance appraisal exercise. Temporary appointments can only be renewed twice and should not exceed a total period of one year.

An employee on temporary terms of employment shall observe the following conditions of employment:

• Probation
• Salaries and wages
• Conduct
• Notice of termination/resignation
• Leave

 

7.1 Piecework employment

The organization may occasionally recruit employees on piecework or task work basis. Depending on circumstances, this form of arrangement can be renewed daily or as to when the situation warrants. The piecework employee is strictly entitled to his/her remuneration which may be calculated on daily rate or at the completion of that specified task.

7.2 Trainee programs

The organization may have or develop experience programs for trainees. The engagement is substantially for a period of one year but reviewed on a six-month basis. Pay and benefits accruing to the appointee should not exceed an identified post to which he/she could be posted. During, or at the completion of this program, the individual is free to apply for any job within the organization. Terms and Conditions for this engagement are specifically articulated in the contract.

7.3Consultancy services

The organization may feel the need to hire some consultancy services in various areas of the organization’s activities. This is usually a short-term arrangement and at piecework rate. The need for consultancy services should be reflected in both the plans and budgets of the organization.

7.4 Part-time employment

Part-time employment will normally be defined as an employment where the employee is not working the normal amount of full-time hours per week. For part-time employees the same counts as for temporary appointments with regard to terms and conditions of service, if they are not on a permanent contract.

8. Employee Welfare

8.1 Leisure

The senior management shall arrange a staff party together with other employees once a calendar year (usually as Christmas party). Venue and date will be decided upon by vote or discussion.

8.2 Allowances / per diem

The Organization shall on an approved rate meet the allowance while staff is sent on official duty outside the place where the employee/organization is working.

If an employee is sent on a training course the organization will determine the allowances needed. If for instance lunch is provided during the training course, the employee will not be given the lunch part of the allowance; when a training course takes place within the town where the employee lives and the employee can eat and sleep at home no allowance will be given at all. If third parties pay allowances (e.g. organizers of the training course) the employee is allowed to accept these but the organization will in such case not give an allowance to the employee.

8.3 Break time tea and coffee

Tea or coffee is served to staff during half an hour in the morning and half an hour in the afternoon five days in a week. The exact times are defined by the organization. Tea and coffee items are provided by the organization. Snacks, meals and extra drinks have to be paid for by the employees themselves.

8.4 Work facilitation

Depending on the position and tasks of the employee the organization will do as much as possible to facilitate the employee in his/her work. This means that the employee can use the organization’s computers, transport (if stated in the job description), stationary, calculators, field equipment and crash helmets all while on duty. Usually these items are not taken home, but left in office.

 

9. General Policy Guidelines

9.1 Identity cards

All employees are provided with identity cards, except piece workers. Those on temporary appointment get temporary documents, while those on permanent appointment will acquire sealed identity cards. These remain the property of the organization and must be returned on termination of appointment before terminal benefits are paid.

9.2 Personal files

For each employee (temporary or permanent) a personal file is prepared. The Personnel /Admin Officer is responsible for maintenance of the personal files. He/she will ensure that the employee files are kept up to date with maximum safety and confidentiality (he/she can ask the Personnel Admin Supervisor to do the executive work for this but then has to control the files on a regular basis, remaining the finally responsible person for the accuracy of these files). The following persons can access the personal files:

• Connect International Representative (without permission)
• CEO (without permission)
• Personnel /Admin Officer (without permission)
• Other members of the management team (with permission of the CEO).

The employee will access his/her personal file if seeking for some specific document. This is done in the presence of the Personnel Admin Officer after permission of the District Program Officer. If necessary parts of the file can be kept secret for the employee.

 

9.3 Politics and religion

The organization is a local non-governmental organization which exists to facilitate the empowerment of the socially and economically disadvantaged (regardless of tribe, religion or political color), in order that they may access opportunities for sustained improvement in their lives. Therefore, the organization has no political/religious affiliation. The properties and facilities of the organization shall not be used for any political or religious purpose. Employees should express their personal political/religious beliefs without in any way involving the organization directly or indirectly. If the organization feels that religious or political involvement is conflicting the interests of the organization, the employee can be disciplined.

9.4 Loss or damage of organization property

Employee on permanent or temporary terms and conditions of service will be personally responsible for the organization’s property, which is within his/her control either at work or home. Loss of such property, which cannot be adequately accounted for or explained, shall be treated as theft and if such case occurs it could lead to dismissal.

9.5 Working hours or days

The employee will be expected to work a 40-hour week (unless stated otherwise in the contract). All employees will be expected to report on duty as follows:

 

Monday-Friday

Morning hours            8.00 a.m. – 1.00 p.m.

Afternoon                    2.00 p.m. – 5.00 p.m.

There is no overtime allowance for additional hours worked unless if employee is requested by the management to work on a weekend or after normal working hours. The rates used for overtime allowance will comply with the labor laws of the country. No field allowances are given for normal duty assigned or any travel expenses are reimbursed/paid other than approved of.

 

CODES OF CONDUCT-

Two copies to be signed by Each Employee

One copy to be kept in the file.

1. Work honestly and carefully at all times.
2. You must not be absent from work, arrive late or leave work early without permission.
3. Always wear protective ware while riding motor cycle when this is supplied to you, or use your safety belts whenever driving.
4. Follow all organization health and safety rules.
5. Do not drink alcohol or consume narcotics during working hours.
6. Do not fight, assault or abuse a staff member or visitor.
7. Do not use organization property in a careless or neglect way.
8. During working hours you must not do any business except that for which the organization pays you.

 

You will be disciplined for any of the following offences.

1. Willful failure to obey legitimate instructions.
2. Willful misuse of Organisation property.
3. Improper publicity of information damaging to the organization reputation.
4. Desertion (absence from work without permission for 4 consecutive days or more).
5. Sleeping on duty.
6. Lateness or leaving work early without permission.
7. Failing to co-operate with other employees on ground of race, tribe, religion or sex of another person.
8. Acting in a prejudicial way against employee on grounds of race, tribe religion or sex of another person.
9. Reporting on duty under influence of alcohol.
10. For each vehicle/motor cycle written permission needs to be given before you can ride or drive.

Any of the offences described above constitutes serious misconduct and immediate dismissal may occur.

1. Breach of safety rules endangering life, stated below.
2. Careless or negligent of work.
3. Fighting at work.
4. Threatening behavior to another worker.
5. Having any private business deals with suppliers of the organization on organization’s deals.

Health and Safety rules

These rules below establish responsibility for both the organization and employees to provide safe conditions at work place. You will be expected to take reasonable care to ensure your own safety and of others who can be affected by what he/she does or does not do.

1. You must wear a helmet when riding organization motor cycle at all times or use your safety belt whenever driving organization vehicle.
2. You must have under gone proper motor cycle/vehicle training course, this means that a one must be in possession of a valid driving/riding (provisional) permit. All employees who use organization motor cycle or vehicle must submit a copy of their driving/riding license to organization Administrator for filing.
3. One can only ride a motor cycle with written permission from the management for that particular vehicle.
4. Motor cycle maximum speed is 60 k.m.p.h on all roads.
5. No carrying of passenger on the motor cycle without helmet
6. No carrying of community members in the project areas
7. No carrying passenger in ‘amazone‘ sit (two legs at one side) on the motor cycle.
8. No carrying of passengers in the boot of the vehicle(s) (for pick-ups).

 

Repetition of the same offence after committing another within a period of 12 months of the first offence could lead to summary dismissal.   

I have read, understood and accept the above rules of conduct and agree these rules being a condition of employment by Participatory Rural Development Organisation.

 

Employee name:

 

Employee No—————      

 

Employee Signature———————————–

 

Place and date—————————————————