The Pakistan Centre for Philanthropy

Human Resource & Organisational

Policy Guidelines

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Contents

Introduction .............................................................................................................................. 6

Title Page ................................................................................................................................. 7

Amendments in policy Manual .............................................................................................. 8

SECTION 1 – PERSONNEL POLICY This Policy is designed to acquaint you with [ABC] and
provide you with information about working conditions, benefits, and policies affecting your
employment. .............................................................................................................................. 9

1. DEFINITION OF EMPLOYEE STATUS ..................................................................... 9

1.1 Regular Full-Time ......................................................................................................... 9
1.2 Regular Part-Time ........................................................................................................ 9
1.3 Temporary (Full-Time Or Part-Time) ............................................................................ 9

2. Non-Discrimination .......................................................................................................... 10

3. Non-Disclosure/Confidentiality ...................................................................................... 10

4. New Employee Orientation ............................................................................................. 10

5. Probationary Period For New Employees ....................................................................... 11

6. Office Hours .................................................................................................................... 11

7. Lunch Periods ................................................................................................................. 11

SECTION 2 – RECRUITMENT POLICY: Some of the standard practices for recruitment include
proper hiring mechanisms through advertising, indiscriminate head hunting and using the
database of credible recruitment agencies .............................................................................. 12

1. RECRUITMENT OF STAFF FROM WITHIN THE ORGANISATION ............................. 12

2. IN-HOUSE APPLICATION PROCEDURE ..................................................................... 12

3. RECRUITMENT OF PERSONS FROM OUTSIDE THE ORGANISATION ................... 13

4. EXTERNAL APPLICATION PROCEDURE .......................... Error! Bookmark not defined.

SECTION 3 - CONFLICT OF INTEREST POLICY: This policy identifies the types of outside
professional relationships in which team members may engage, and provides disclosure
................................................................................................................................................. 15

1. PURPOSE ...................................................................................................................... 15

2. SCOPE ........................................................................................................................... 15

3. DISCLOSURE ................................................................................................................. 15

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4. REQUIREMENTS FOR DISCLOSURE ..................................................................... 15

SECTION 4 – FUNDRAISING POLICY: This policy addresses general responsibilities in

fundraising as well as specific responsibilities of fundraisers and donors, as related to the use of
and accountability of funds ...................................................................................................... 16

1. SCOPE ....................................................................................................................... 16

2. STATEMENT .............................................................................................................. 16
SECTION 5 – GENDER POLICY: The purpose of this policy is to define the main approach of
[ABC] as how to address gender issues in civil society sector.

....................................................................................................... Error! Bookmark not defined.

1. INTRODUCTION .............................................................. Error! Bookmark not defined.

2. SCOPE ....................................................................................................................... 17

3. STATEMENT ............................................................................................................. 17

4. RESPONSIBILITIES ................................................................................................ 18

SECTION 6 – GRIEVANCE SETTLEMENT POLICY .............................................................. 19

1. INTRODUCTION ............................................................. Error! Bookmark not defined.

2. STATEMENT .............................................................................................................. 19

3. WHAT IS GRIEVANCE .............................................................................................. 19

4. PROCEDURE FOR HANDLING GRIEVANCES .............. Error! Bookmark not defined.

5. EXCEPTIONAL CASES ............................................................................................. 20

SECTION 7 – PERFORMANCE EVALUATION POLICY: This policy establishes guidelines for

performance evaluations of professional staff. The purposes for carrying out performance
evaluation include; ................................................................................................................ 21

1. DATE FOR IMPLEMENTATION ...................................... Error! Bookmark not defined.

2. CONFIDENTIALITY AND DISPOSITION OF FORMS .............................................. 21

3. GENERAL INSTRUCTIONS FOR COMPLETING PERFORMANCE EVALUATION

FORMS .................................................................................................................................... 21

4. FORMS AND GUIDELINES FOR IMPLEMENTATION ............................................ 21

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SECTION 8 – HARASSMENT POLICY:The policy seeks to enhance access, participation and

positive outcomes for its members consistent with equal opportunity and affirmative action
principles

1. WHAT IS HARASSMENT ...................................................................................... 23

2. PROCEDURE FOR HANDLING HARASSMENT .............................................. 23

3. EXCEPTIONAL CASES ......................................................................................... 24

SECTION 9 – PROCUREMENT POLICY: The purpose of this policy is to ensure that financial
honesty is assured by prescribing a range of appropriate methods for purchasing and
procurement, including, where appropriate, a competitive tendering and contracting process

1. METHODS OF PROCUREMENT .................................... Error! Bookmark not defined.

1.1 Direct Purchase ......................................................................................................... 25

1.2 Written quotation ........................................................................................................ 25
1.3 Call for Expressions of Interest................................................................................... 26

2. BENEFITS OF A PROCUREMENT POLICY ............ Error! Bookmark not defined.

3. ETHICAL GUIDELINES .......................................................................................... 26

SECTION 10 –SOCIAL WELFARE POLICY: The purpose of this policy is to ensure that
financial honesty is assured by prescribing a range of appropriate methods for purchasing and
procurement, including, where appropriate, a competitive tendering and contracting process

1. Introduction ................................................................................................................. 28

2. Scope ................................................................................ Error! Bookmark not defined.

3. Statement ......................................................................... Error! Bookmark not defined.

4. Responsibilities ................................................................. Error! Bookmark not defined.

SECTION 11 – TRAVEL POLICY:

The objective of having a clearly laid down travel policy is to minimise the programme
expenditure incurred on travel and to have an effective system in place so as to prevent
misuse of funds and official transport. .............................................................................. 31

1. Domestic Travel .......................................................................................................... 31

2. International Travel ........................................................... Error! Bookmark not defined.

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3. Office Transportation & Vehicle Maintenance ............................................................ 32

4. Vehicle Inspection and Maintenance Procedure .................... Error! Bookmark not defined.

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Introduction
Pakistan Centre for Philanthropy has prepared this Sample Policies Manual
as a starting point for you to
easily customize a POLICIES MANUAL for your organisation.

PCP’s certification programme is essentially, ‘a seal of good house keeping’ for nonprofit
organisations. The programme aims to promote sector wide standards in the critical areas of
Internal Governance, Financial Management and Programme Delivery. The objective of the
programme is to facilitate NPOs in adopting the internationally accepted best practice in these
areas thereby, enabling them to work more effectively towards the social and economic
development of the society. In this respect one of the steps taken by the Centre is to encourage
the NPOs towards the adoption of comprehensive, detailed and well-defined Policies with regards
to their overall functioning. The reason being that it is these policies that ensure the development
of better internal-governance practices, transparent financial management and self-accountability
within an organisation.

To facilitate Your NPO in this respect the Centre has organized the topics and written the basic
policies. You can easily customize this manual by adding information about your organisation.
We have included suggestions and examples, which will provide you with some additional
information and help you determine your organisation’s policies.

 The comments in [brackets] are prompts for you to customize the Policies Manual for
your organisation. As you insert your organisation’s information, delete the brackets.

 The italicised comments in (parentheses) are instructions for you while customizing the
document. Delete the italicised comments and parentheses before distributing the
Manual to your employees.

 These instructions are not intended to be a part of your Policies Manual, but please
include them when you e-mail this Sample Policies Manual document to an associate or
friend for use in their organisation. However, you should delete this paragraph and the
text above before printing your customized Policies Manual.

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[Name of the Organisation]

POLICIES MANUAL
Revised [insert date here]

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AMENDMENTS IN POLICIES MANUAL

This Policies Manual supersedes all previous manual and/or memos that may have been issued
from time to time on subjects covered in this manual.

[ABC] reserves the right to interpret, change, suspend, cancel, or dispute with or without notice all
or any part of its policies, procedures, and benefits at any time. The organisation will notify all
employees of these changes. Changes will be effective on the dates determined by the
organisation, and after those dates all superseded policies will be null.

No individual supervisor or manager has the authority to change any of the policies at any time. If
you are uncertain about any policy or procedure, you are advised to speak with your direct
supervisor.

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SECTION 1
PERSONNEL POLICY

This Policy is designed to acquaint you with [ABC] and provide you with information about
working conditions, benefits, and policies affecting your employment.

The information contained in this policy applies to all employees of [ABC]. Following this policy is
considered a condition of continued employment. However, nothing in this policy alters an
employee’s status. The contents of this policy shall not constitute nor be construed as a promise
of employment or as a contract between the Company and any of its employees.

You are responsible for reading, understanding, and complying with the provisions of this policy.
Our objective is to provide you with a work environment that is constructive to both personal and
professional growth.

1. DEFINITION OF EMPLOYEE STATUS

“EMPLOYEE” DEFINED

An “employee” of [ABC] is a person who regularly works for [ABC] on a wage or salary basis.
“Employees” may be regular full-time, regular part-time, and temporary persons, and others
employed with the organisation that are subject to the control and direction of [ABC] in the
performance of their duties.

1.1 REGULAR FULL-TIME

(PCP recommends a 90-day probationary period for new employees. Human
resource department usually specifies the number of hours per week an
employee must work in order to be given full-time status. In most cases, 35
hours per week is considered full-time employment.)
Employees who have completed the [90-day] probationary period and who are
regularly scheduled to work [35] or more hours per week. Generally, they are
eligible for the organisation’s benefit package, subject to the terms, conditions,
and limitations of each benefit programme.

1.2 REGULAR PART-TIME

(PCP recommends a 90-day probationary period.)
Employees who have completed the [90-day] probationary period and who are
regularly scheduled to work less than [35] hours per week. [Regular part-time
employees are eligible for some benefits sponsored by the NPO, subject to the
terms, conditions, and limitations of each benefit programme.]

1.3 TEMPORARY (FULL-TIME or PART-TIME)

Those individuals whose performance is being evaluated to determine whether
further employment in a specific position with the organisation is appropriate or
those individuals who are hired as interim replacements to assist in the
completion of a specific project or for vacation relief. Employment beyond any
initially stated period does not in any way imply a change in employment status.
Temporary employees retain that status until they are notified of a change. They
are not eligible for any of the organisation’s benefit programmes.

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2. NON-DISCRIMINATION

In order to provide equal employment and advancement opportunities to all individuals,

employment decisions at [ABC] will be based on merit, qualifications, and abilities. [ABC] does
not discriminate in employment opportunities or practices because of race, colour, religion, sex,
national origin, age or disability.

[ABC] will make reasonable accommodations for qualified individuals with known disabilities
unless doing so would result in an undue hardship. This policy governs all aspects of
employment, including selection, job assignment, compensation, discipline, termination, and
access to benefits and training.

Employees with questions or concerns about discrimination in the workplace are encouraged to
bring these issues to the attention of their supervisor. Employees can raise concerns and make
reports without fear of reprisal. Anyone found to be engaging in unlawful discrimination will be
subject to disciplinary action, including termination of employment.

3. NON-DISCLOSURE/CONFIDENTIALITY

The protection of confidential information is vital to the interests of [ABC]. Such confidential
information includes, but is not limited to, the following examples:

 Financial information,
 Pending projects and proposals,
 Personnel/Payroll records, and
 Conversations between any persons associated with the organisations.

Employees who improperly use or disclose secrets or confidential information will be subject to
disciplinary action, including termination of employment and legal action, even if they do not
actually benefit from the disclosed information.

4. NEW EMPLOYEE ORIENTATION

(A thoughtful, consistently applied orientation programme will accelerate the productivity of new
hires. We recommend that a representative from the Human Resources department meet with
new employees on their first day for approximately one hour or for at least the length of time
needed to complete paperwork, ask questions, and be introduced to the Chief Executive Officer-
CEO1)

Orientation is a formal welcoming process that is designed to make the new employee feel
comfortable, informed about the organisation, and prepared for his position. New employee
orientation is conducted by a Human Resources representative, and includes an overview of
[ABC] history, an explanation of its core values, vision, and mission; and the organisation’s goals
and objectives. In addition, the new employee will be given an overview of benefits, and will
complete any necessary paperwork.

1
The term Chief Executive Officer (CEO) refers to the Head of the Organisation. This title may vary from organisation to
organisation.

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Employees are presented with all procedures needed within the workplace. The new employee’s
supervisor then introduces the new hire to staff throughout the organisation, reviews his job
description and scope of position, explains the organisation’s evaluation procedures, and helps
the new employee get started on specific functions.

5. PROBATIONARY PERIOD FOR NEW EMPLOYEES

(The following are recommendations of PCP. Revise as appropriate for your organisation.)

The probationary period for regular full-time and regular part-time employees lasts up to [90 days]
from date of hire. During this time, employees have the opportunity to evaluate the organisation
as a place to work and management has its first opportunity to evaluate the employee. During
this introductory period, both the employee and the organisation have the right to terminate
employment without advance notice.

Upon satisfactory completion of the probationary period, a [90-day] review will be given and
benefits will begin as appropriate. All employees, regardless of classification or length of service,
are expected to meet and maintain organisation’s standards for job performance and behaviour.

6. OFFICE HOURS

[ABC] office is open for business from [XX a.m. to XX p.m. Day of Week to Day of Week], except
for Holidays. The standard workweek is [40] hours of work.

7. LUNCH PERIODS

(PCP recommends lunch break for an appropriate duration of time. In general, employees who
have time to rest and recharge are more productive workers.)

Employees are allowed [45] minutes lunch break. Lunch breaks generally are taken between the
hours of [11 a.m. and 2:00 p.m.] on a staggered schedule so that your absence does not create a
problem for co-workers or clients.

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SECTION 2

RECRUITMENT POLICY

The most important element of the recruitment process is to ensure transparency and fairness
without any bias, favoritism and gender discrimination in the hiring process. This can only be
ensured when there exists clearly laid down criteria and procedures for recruitment of staff and
consultants. Some of the standard practices for recruitment include proper hiring mechanisms
through advertising, indiscriminate head hunting and using the database of credible recruitment
agencies (this is in vogue in all developed countries). Once applications are received short
listing through independent sources or cross checking through reference checks or under an
already laid down eligibility performa followed by tests and interviews by a panel, are some of
the effective ways of recruitment. In short, any such policy that ensures transparency and a
non-partisan approach can be termed as a fair recruitment policy.

1. RECRUITMENT OF STAFF FROM WITHIN THE ORGANISATION

Recruitment authorization announcing all vacancies is to be posted in each department of

[ABC] for a period of five working days before outside recruitment begins. Any employee who
has not applied by the end of five working days will no longer receive special consideration
afforded to internal applicants.

During that five-day period preference shall be given to qualified regular and limited tenure
employees who apply for vacant positions.

The following policy applies in connection with [ABC] employees who are applicants:

1.1 Existing employees who have increased their skill and job potential and who qualify
shall be encouraged.

1.2 Inter departmental recruitment of qualified employees shall be encouraged.

1.3 No employee shall be intimidated or discouraged from applying for a vacant position.

1.4 The employees who apply for vacant positions are not required to notify their
supervisors. However, if such an employee should become a finalist for the position
[upon the recommendation of the appropriate department head], his/her supervisor will
be notified of the application process for, among other things, a recommendation.

1.5 Education, past work experience, and experience gained at [ABC] are criteria that will
be considered in recruiting applicants.

2. IN-HOUSE APPLICATION PROCEDURE

[ABC] should encourage its employees to apply for any open positions. In this case the
following procedure is to be followed;

2.1 The recruitment authorization form is to be submitted to the Human Resource

Department within five days of the posting of the advertisement. The form once
submitted becomes a part of the recruitment file for the vacant position

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2.2 All qualified employees who apply for vacant positions in a timely fashion shall be
provided with an opportunity for an interview.

2.3 Applicants shall be notified of a decision after recruitment procedures have been
completed.

3. RECRUITMENT OF PERSONS FROM OUTSIDE THE ORGANISATION

Recruitment of persons outside of [ABC] for all vacancies may begin after the recruitment
authorization has been posted for five working days. All qualified internal candidates must first
be interviewed and no final selection shall be made until the sixth working day after the
recruitment authorization has been posted.

Vacancy announcements may be distributed outside of [ABC] and advertisements placed in the
area newspapers coincident with the internal posting of a vacancy announcement. All
applications and resumes received will be held in Human Resource Department until the
recruitment authorization has been posted for five working days, and a determination has been
made that no internal applicant is fully qualified for appointment.

Selections to fill vacant positions shall be made of the best-qualified persons in terms of
experience, skills, training, education and aptitude. Employment opportunities shall be made
available on an equal opportunity basis to qualified persons without regard to race, color,
religion, sex, sexual preference, national origin, political affiliation, disabilities, age, personal
appearance, family responsibilities, or marital status.

Educational requirements for a particular job are important, and shall be given priority when
interviewing applicants. Consideration will also be given to, but is not limited to, an applicant's
work experience, skills and demonstrated expertise in his/her field.

4. EXTERNAL APPLICATION PROCEDURE

In the event of entertaining applications from applicants outside [ABC] the following
procedure will be followed;

4.1 Applications shall be made by submission of a cover letter and comprehensive resume
that provides detailed information related to an applicant's work and educational
experience.

4.2 Skills tests, which are required for certain positions, shall be given to all applicants for
the position. All examinations shall be uniformly administered by Human Resource
Department.

4.3 An official transcript will be required in support of an application for any positions at
[ABC] in which a Bachelor's or higher degree is required.

4.4 No verbal promises of future salary increases, higher-level positions or promotions shall
be made by the organisation’s employees as an inducement to prospective employees
to accept employment within the organisation. Any such promises shall not be honored
unless included as part of the official letter offering employment signed by the Chief
Executive Officer.

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4.5 The CEO may reject any application, which indicates that the applicant does not
possess one or more of the requirements essential for that position being advertised.
Applications may also be rejected if the applicant is known to be a current user of illegal
drugs; has a record of conviction of crime related to the responsibilities of the position
that might directly impact on the position for which the applicant has applied; has made
false statements of any material fact in his/her application or resume; or has a past
employment record which is unsatisfactory as determined by the Human Resource
Department.

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SECTION 3

CONFLICT OF INTEREST POLICY

In order to assure continued public trust in the work of [ABC] all team members must operate in a
manner that avoids any conflict of interest between a team member and other organisations. This
policy identifies the types of outside professional relationships in which team members may
engage, and provides disclosure and approval procedures to help avoid situations in which these
relationships may cause conflict of interests. This disclosure and approval process does not ban,
any particular relationship, but relies on the good judgment of team members and [ABC]
management, as well as on the cleansing effect of disclosure for discouraging improper
relationships.

1. PURPOSE

[ABC] role as a decision-making body entails that its members and the community at large place
a high level of trust in it. In order to preserve this trust, [ABC] must assure that its team members
make technical and management decisions free fromb all possible conflict or even appearence of
conflict arising from their personal or professioanl commitmentts. This policy governing [ABC]
professional activities undertaken in collaboration with other organisations will help provide
guidance to its team in maintaining these standards.

2. SCOPE

This policy is intended to serve as a guideline for all the persons employed by [ABC], regardless
of their position.

3. DISCLOSURE

Disclosure is required of the administrator concerning all personal relationships and business
affiliations that could give rise to a conflict of interest involving [ABC]. This disclosure shall be
continuously reported and kept current, as set forth below, if the staff member or a member of his
or her family is:

o An officer, director, trustee, partner and employee of an organisation doing business with
[ABC], and/or
o Materially benefited through substantial receipt of cash or other property (exclusive of
dividends or interest) from such organisation. Disclosure of an affiliation of a family
member should be made if it is felt that any affiliation may create a conflict of interest with
the [ABC].

4. REQUIREMENTS FOR DISCLOSURE

4.1 Each officer of administration, director and department head shall complete a disclosure
letter annually and return it to the general counsel.
4.2 If new affiliations occur that may result in a conflict of interest, a disclosure letter should
also be forwarded for review.
4.3 All newly hired administrative officers and department heads are requested to file the
disclosure letter within 30 days of their appointment.

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SECTION 4

FUNDRAISING POLICY

1. SCOPE

This policy addresses general responsibilities in fundraising as well as specific responsibilities of

fundraisers and donors, as related to the use of and accountability of funds. This policy is
applicable, to all individuals who raise funds from private, corporate, public or other sources.
Those who are employed as fundraisers are encouraged to sign the Code of Ethics and
Professional Conduct and register with the nonprofit organisations.

2. STATEMENT

[ABC] shall ensure that;

2.1 Fundraisers shall always act with fairness, honesty integrity and openness.
2.2 Fundraisers comply, in all of their activities with [ABC] practices, and applicable laws and
regulations.
2.3 Fundraisers hold themselves accountable to those from whom funds are received. They
do not use messages or illustrations that make use of human misery or in any way
compromise the dignity of any human being.
2.4 Fundraisers shall not exploit their position for personal gain. They shall accept
compensation by salary or set fee only.
2.5 Fundraisers shall adhere to [ABC] code of conduct. Above all else, donors have the right
to obtain complete and timely information on how their funds are used.
2.6 All funds raised will be used for the purpose for which they were raised, and within a
reasonable timeframe.
2.7 Fundraising costs shall at all times be held to a percentage of revenue, which is generally
acceptable within the fundraising profession and, by the public. There shall be a proper
balance between costs, revenue and quality.
2.8 A recognised accounting method shall be used to track and control donations. Accurate
and timely reports shall be available to the public, including the amounts raised, how it
was spent, and the net proportion used for the purpose or cause.

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SECTION 5
GENDER POLICY

1. INTRODUCTION

The rationale for integrating a gender perspective in the activities of [ABC] lies in the [ABC]
mandate - to prevent and alleviate human suffering without discrimination. Gender equality
ensures that there is no sex-based discrimination in the allocation of resources or benefits, or in
access to services.

The purpose of this policy is to define the main approach of [ABC] as how to address gender
issues in civil society sector.

2. SCOPE

[ABC] focus is on gender, rather than specifically on women. Gender refers to the roles,
responsibilities, needs, interests and capacities of both men and women. These are influenced by
social and cultural factors. Therefore, the term "gender" does not replace the term "sex" which
refers exclusively to biological differences. Men and women often play different roles in society
and accordingly they may have different needs. A gender perspective is required to ensure that
men's and women's specific needs, vulnerabilities and capacities (set in the broader context of
class, ethnicity, race and religion) are recognized and addressed.

This policy establishes the basis for [ABC] to ensure that the gender differences are taken into
account and dealt with in relation to core programmes.

3. STATEMENT

With regard to gender issues, the goal of [ABC] is to ensure that all the organisation’s
programmes benefit men and women equally, according to their different needs and with the
input and equal participation of men and women at all levels within non-profit organisation.

[ABC] is committed to taking the necessary steps towards achieving this goal, in particular
recognizing that:

3.1 social and political instability may affect men and women differently and that [ABC]
assistance may also have a different impact on men and women;

3.2 the integration of a gender perspective into [ABC] is an important strategy towards the
fulfilment of the its mandate to improve the lives of the marginalised;

3.3 [ABC] operates in a wide variety of cultures; as such it needs to take a culturally sensitive
approach with regards to mainstreaming a gender perspective in the organisation’s work;

3.4 the full participation of both men and women in all [ABC] activities not only ensures
gender equality, but also increases the efficiency and effectiveness of the work of the
organisation;

3.5 although the primary task of [ABC] is to ensure gender sensitivity in their existing
programmes, they may also implement projects to assist special groups of men or
women, if local situations so require.

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To achieve this goal, [ABC] shall:

3.6 put in place institutional procedures, which ensure that the needs of boys, girls, men and
women are all met equitably in disaster response, vulnerability reduction and the
provision of health and other services;

3.7 formulate measures to ensure that gender-specific vulnerabilities and capacities of men
and women are systematically identified and addressed;

3.8 ensure that data on beneficiaries is disaggregated by sex for needs assessment and
programme planning and gender analysis is integrated into programme design, delivery,
monitoring and evaluation;

3.9 design strategies for capacity building in gender mainstreaming as part of institutional
development programmes with special attention to staff training on gender analysis skills;

3.10 ensure that reporting and accountability mechanisms for activities and results in gender
mainstreaming are put in place. This includes performance evaluations, budget allocation
analysis and actions to enable the full participation of men and women on an equal and
meaningful basis in [ABC] activities at all levels.

4. RESPONSIBILITIES

The senior management of [ABC] is responsible for:

4.1 increasing awareness and skills of staff and volunteers in considering the social
differences between vulnerable men and women when designing, implementing,
monitoring and evaluating programmes;
4.2 conducting a systematic review of the institution's procedures to put in place gender
analysis as part of programming or improving the existing systems;
4.3 enabling a gender balance in the different levels of the structure within their organisation,
in particular to involve more women in the decision-making processes at all levels;

4.4 ensuring equal opportunities among female and male staff members and volunteers in
the areas of recruitment, promotion, benefits, training and working conditions.

The governance of [ABC] is responsible for:

4.5 assessing the implications of their policies and decisions for men and women, and thus
ensuring that all [ABC] policies and programmes are gender sensitive.

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SECTION 6

GRIEVANCE SETTLEMENT POLICY

1. INTRODUCTION

[ABC] is committed to maintaining and enhancing fair, equitable and safe work practices.

2. STATEMENT

[ABC] states that all members of staff are expected to perform their duties with efficiency,
fairness, impartiality, integrity, honesty and compassion.

The distinctive feature of the Grievance Procedure for Staff aims to ensure that work-related
grievances are addressed in a timely and confidential manner at the lowest appropriate
management level, in order to prevent minor problems or grievances from escalating.

3. WHAT IS GRIEVANCE

There is always the potential for conflict to arise in a workplace. Conflict can be negative if it
creates an environment of tension, and can harm morale and productivity if it is not properly
managed.

A work related grievance might flow from any aspect of a staff member's work experience at
[ABC] that they believe to be unfair, unjust or unreasonable.

There are two fundamental types of work-related grievance. These are:

3.1 behaviour which does not contravene any laws, legislation or common law such as
interpersonal conflict, inappropriate behaviour, or inconsistent application of
policy/procedures.

3.2 potentially unlawful behaviour, which includes discrimination or harassment on grounds

prohibited by anti-discrimination legislation, corruption, misadministration or serious
waste.

The grievance procedure may be initiated for all work-related grievances. The Procedure for
Handling Grievances below provides further information.

4. PROCEDURE FOR HANDLING GRIEVANCES

An employee filing a grievance shall have at every “step” the right to present witnesses and
evidence to support his/her grievance. Since the processing of a grievance is not a legal matter
attorneys may not represent either the employee filing a grievance or [ABC]. Employees are not
to be penalized in any way for proper use of the Grievance Procedure. Time spent in grievance
discussions with the administration would be considered time worked with pay.

Step 1

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Any employee who wishes to file a grievance shall first discuss his/her grievance with his/her
immediate supervisor. After the aforementioned discussion with the employee, the supervisor
shall have five (5) working days in which to reply to the employee’s grievance. If the supervisor
fails to reply to the grievance or if his/her answer is not satisfactory to the employee, the
employee may present his/her grievance at Step 2.

Step 2
If the disposition of the grievance in Step 1 is not acceptable, the employee shall, within five (5)
working days, prepare a written statement stating the basis for the grievance and a requested
settlement. He/she shall then discuss his/her problem with the Section Head or Finance &
Administration Head (in cases where the section head is the direct supervisor), who shall have
five working days in which to present a written reply to the employee’s complaint. If a mutually
acceptable settlement cannot be reached, the employee will have five working days in which to
present his/her grievance in Step 3. The grievant should process his/her grievance to Step 3
through the office of Head of [ABC].

Step 3
If the disposition of the grievance in Step 2 is not acceptable and the employee wishes to have
the grievance considered further, he/she shall notify a representative appointed by the Head of
[ABC]. The incumbent representative will investigate the allegations and make arrangements to
hear the employee’s complaint and the departmental charges if any. He/she shall provide a
written response to the employee within five working days of the receipt of the grievance. If the
response is not acceptable to the employee the grievance may be processed to Step 4 through
the head of [ABC].

Step 4
If the disposition of the grievance in Step 3 is not acceptable to the employee and he/she wishes
to have the grievance given further consideration, he/she shall notify the Head of [ABC] in writing
to that effect. It is up to the discretion of the Head of [ABC] to either investigate the allegation on
his/her own or constitute a panel to hear out the grievant. Grievance processed to Step 4 shall
be reviewed and a response shall be provided to the grievant within thirty days.

5. EXCEPTIONAL CASES

In exceptional cases where the Head of Section or Senior Level Officials reporting directly to the
Organisational Head, wishes to file a grievance shall first discuss his/her grievance with [ABC]
Head. If the Organisational Head fails to reply to the grievance or if his/her answer is not
satisfactory to the employee, the officer may present his/her grievance to the Board member
nominated by the Chairperson of the Board. Grievances processed under such circumstances
shall be reviewed and a response shall be provided within thirty (30) days.

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SECTION 7
PERFORMANCE EVALUATION POLICY

This policy establishes guidelines for performance evaluations of professional staff. The purposes
for carrying out performance evaluation include;

o to provide a fair assessment of the employee's performance,

o to assist the employee to improve performance,
o to provide a basis for an appropriate level of compensation, and
o to support and provide documentation for personnel actions under approved
policies.

1. DATE FOR IMPLEMENTATION

Performance evaluations are scheduled to ensure that every regular employee is evaluated
annually prior to reappointment for the succeeding year.

2. CONFIDENTIALITY AND DISPOSITION OF FORMS

The completed Annual Performance Evaluation form for each employee is part of that employee's
official personnel file in each department. Each supervisor is to conduct performance evaluations.
The final step in the evaluation process involves review by the department head, or designated
management official. As an official part of each departmental personnel file, the Performance
Evaluation form shall be treated as confidential.

3. GENERAL INSTRUCTIONS FOR COMPLETING PERFORMANCE

EVALUATION FORMS

The purpose of performance evaluations are;

3.1 to provide a fair assessment of the employee's performance,

3.2 to assist the employee to improve performance,
3.3 to provide a basis for an appropriate level of compensation, and
3.4 to support and provide documentation for personnel actions under approved
policies.

Performance evaluations should be scheduled to ensure that every regular.employee is

evaluated annually prior to reappointment for the succeeding year. The completed
performance evaluation form is a part of the employee's official personnel file, and as
such, shall be treated as confidential.

4. FORMS AND GUIDELINES FOR IMPLEMENTATION

The performance evaluation form should provide space on the front for:
4.1 The date the annual performance period ends.
4.2 The name, title and department of the employee being evaluated.

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4.3 A list of "Key Responsibilities" or major elements of the job. The evaluator may
describe each key responsibility by using a word or a brief phrase or sentence to
say what, how, and when each task is performed.
4.4 An evaluation which places emphasis on how well each key responsibility has
been performed. The evaluator should describe performance levels which meet,
exceed, or fail to meet expected levels.
The back of the performance evaluation form should provide space for:
4.5 An overall summary of the performance evaluation, taking into consideration the
level of performance on each key responsibility. The overall summary, again
using the "Guide for Evaluation," may be very brief or may be more descriptive if
needed. Specific targets for improvement should be noted.
4.6 The actual date of the evaluation, name and title of the evaluator/supervisor who
has direct knowledge and supervisory responsibility for the employee. Spaces
are also provided for the supervisor to date and initial the form to record when
the performance evaluation was discussed with the employee. It is not necessary
for the employee to sign or initial the form.
4.7 Management Review- this space is provided for the department head to record
comments, including any disagreements with the evaluator's rating or comments.
This space is to be completed with signature and date.

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SECTION 8
HARASSMENT POLICY

[ABC] Policy on Harassment recognises that harassment is unacceptable behaviour. The policy
seeks to enhance access, participation and positive outcomes for its members consistent with
equal opportunity and affirmative action principles. The policy accepts its legal obligations to
ensure that staff is not subjected to harassment, which may include vicarious liability for
harassment of others by its employees.

1. WHAT IS HARASSMENT

Harassment is verbal or physical conduct, which because of its severity and/or persistence, is
likely to create a hostile or intimidating environment and detrimentally affect an individual's
employment. Harassment is defined by reference to the nature and consequences of the
behaviour, not the intent of the initiator.

Harassing conduct specifically includes the following;

1.1 Communication of spoken, written, graphic and computer mediated material that
denigrates or shows hostility or aversion to individuals or groups on the grounds of actual
or perceived race, nationality, gender, transgender status, marital status, disability,
homosexuality, age, family responsibilities, carers' responsibilities, political conviction or
religious belief;
1.2 threatening, intimidating or demeaning behaviour directed at individuals or groups
outlined above;
1.3 acts of vilification, i.e. public acts which may have the effect of inciting others to hate,
have serious contempt for, or seriously ridicule a person or group of people, on the
grounds of actual or perceived race, AIDS or HIV-positive status, homosexuality, or
transgender status;
1.4 sexual harassment, which is defined as unwelcome sexual advances, requests for sexual
contact and verbal or physical conduct of a sexual nature, when submission to or
rejection of such advances, requests or conduct is explicitly or implicitly a term or
condition affecting employment decisions; and/or when such advances, requests or
conduct have a detrimental effect on an individual's work environment .

[ABC] has already established Grievance Procedure for dealing with complaints of harassment
from staff. Where it is determined that harassment has occurred, [ABC] will act promptly to
eliminate the harassing conduct, and will deal with the matter in accordance with Grievance
Procedure for Staff as follows.

2. PROCEDURE FOR HANDLING HARASSMENT

An employee filing harassment shall have at every “step” the right to present witnesses and
evidence to support his/her harassment. Employees are not to be penalized in any way for proper
use of the Harassment Procedure. Time spent in harassment discussions with the administration
would be considered time worked with pay.

Step 1

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Any employee who wishes to file harassment shall first discuss this with his/her immediate
supervisor. After the aforementioned discussion with the employee, the supervisor shall have five
(5) working days in which to reply to the employee’s grievance. If the supervisor fails to reply to
the harassment or if his/her answer is not satisfactory to the employee, the employee may
present his/her harassment at Step 2.

Step 2
If the disposition of the harassment in Step 1 is not acceptable, the employee shall, within five (5)
working days, prepare a written statement stating the basis for the harassment and a requested
settlement. He/she shall then discuss his/her problem with the Section Head or Finance &
Administration Head (in cases where the section head is the direct supervisor), who shall have
five working days in which to present a written reply to the employee’s complaint. If a mutually
acceptable settlement cannot be reached, the employee will have five working days in which to
present his/her harassment in Step 3. The grievant should process his/her harassment to Step 3
through the office of Head of [ABC].

Step 3
If the disposition of the harassment in Step 2 is not acceptable and the employee wishes to have
it considered further, he/she shall notify a representative appointed by the Head of [ABC]. The
incumbent representative will investigate the allegations and make arrangements to hear the
employee’s complaint and the departmental charges if any. He/she shall provide a written
response to the employee within five working days of the receipt of the harassment. If the
response is not acceptable to the employee the harassment may be processed to Step 4 through
the head of [ABC].

Step 4
If the disposition of the harassment in Step 3 is not acceptable to the employee and he/she
wishes to have the harassment given further consideration, he/she shall notify the Head of [ABC]
in writing to that effect. It is up to the discretion of the Head of [ABC] to either investigate the
allegation on his/her own or constitute a panel to hear out the grievant. Harassment processed
to Step 4 shall be reviewed and a response shall be provided to the grievant within thirty days.

3. EXCEPTIONAL CASES

In exceptional cases where the Head of Section or Senior Level Officials reporting directly to the
Head of [ABC], wishes to file a harassment shall first discuss his/her harassment with the
Organisational Head. If [ABC] Head fails to reply to the harassment or if his/her answer is not
satisfactory to the employee, the officer may present his/her harassment to the Board member
nominated by the Chairperson of the Board. Harassments processed under such circumstances
shall be reviewed and a response shall be provided within thirty (30) days.

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SECTION 9

PROCUREMENT POLICY

Procurement policy deals with the procedures for procurement of office essentials and
equipment. The purpose of this policy is to ensure that financial honesty is assured by prescribing
a range of appropriate methods for purchasing and procurement, including, where appropriate, a
competitive tendering and contracting process. Two main principles that apply are:

o the requirement for impartiality and fairness across all stages of the tendering and purchasing
process, and;
o the necessity for obtaining the best possible value for money.

1. METHODS OF PROCUREMENT

Goods or services may be acquired through one of the following options:

o Direct Purchase from a company/supplier. This includes cash transactions, credit card
purchases, quick orders and cheque payments.
o Written quotation.
o Call for Expressions of Interest

1.1 Direct Purchase

Purchases less than Rs. 10,000 may be purchased to best advantage without
quotations subject to the following conditions:

a) rates should be reasonable and consistent with normal market rates

for items of a like nature
b) requirements should not be split into components or succession of
orders for the same goods or service for the purpose of enabling the
goods or service to be obtained under the Rs. 10,000 limit
c) procurement should be approved by Manager Finance

1.2 Written quotation

For purchases greater than Rs. 10,000 but less than Rs. 50,000 at least one
written quotation should be obtained subject to the following conditions:
a) Rates should be reasonable and consistent with normal market rates
for items of similar nature.
b) Requirements should not be split into components or succession of
orders for the same goods or services for the purpose of enabling
the goods/service to be obtained under the Rs. 50,000 limit.
c) For purchases greater than Rs. 50,000 but less than Rs. 100,000, a
minimum of three written quotes2 must be obtained and must be

2
Three written quotations do not have to be obtained where the goods or services are proprietary (held under patent,
trademark or copyright), or are only obtainable from fewer than three suppliers.

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based on a written outline of specifications which has been provided

to the suppliers. The head of [ABC] should approve purchase of this
size.
d) For purchases that are considered high risk and over Rs. 100,000,
consideration should be given to undertaking a Competitive
Tendering and Contracting (CTC) process. This should include
documentation of a written brief or outline of specifications for the
purchase. The Chairman of the Board should approve such
purchases.

1.3 Call for Expressions of Interest

Expressions of Interest/ Request for Proposals (Competitive Tendering and

Contracting) Procedures. Expressions of Interest (EOI) and Requests for
Proposals (RFP) consist of procedures that are intermediate between obtaining
written quotations and seeking tenders. It is generally used to cull an initial field
of probable competitors who can provide innovative solutions to leading edge, or
emerging issues within a given industry (e.g. a creative, or technological
solution). Generally such purchases fall in the Rs. 50,000 and above categories.

a) In the case of requests for Proposals or Expressions of Interest, a

detailed overview of the product or service concept that is required is
prepared and forwarded, usually with a covering letter, to a number
of identified suppliers who are invited to submit written proposals.

b) Similarly, requests For Proposals/Expressions Of Interest can be

announced in a variety of advertising mediums to achieve greatest
exposure to potential contractors and tenderers.

c) Under this arrangement, [ABC] is subsequently able to negotiate

variations to the specification with a preferred supplier.

2. BENEFITS OF A PROCUREMENT POLICY

As a consequence of adhering to this policy, [ABC] will:

2.1 Obtain the best value for its purchases, in both cost and quality terms.
2.2 Have a fast and efficient purchasing process; demonstrate financial probity and
accountability to its clients, stakeholders and the public interest.
2.3 Successfully manage and prevent the potential for conflicts of interest.
2.4 Monitor and evaluate performance in purchasing and procurement. Be protected
from complaints and legal actions mounted by potential suppliers who believe
they have not received fair treatment.

3. ETHICAL GUIDELINES
No matter how transparent or fool proof an arrangement may be its success lies in the
behaviour of the officer(s) in-charge and his or her intention in following the laid down

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procedures and regulations. The set of rules laid below can serve as a guideline for any
purchasing officer.
3.1 The best value for the organisation’s goods and services must be sought.
3.2 There will be a documented process for all purchases, which allows for
transparency of decisions and review of purchases.
3.3 The conduct of procurement is subject to continuous auditing by the organisation
and by external bodies such as the Board, Audit Officer and Stakeholders.
3.4 Staff will ensure that they are not, or are not perceived to be in a conflict of
interest with any supplier.
3.5 Those staff who have, or may be perceived to have, a vested interest in the
outcome of a purchase should disclose any conflict to their supervisor and
discuss whether they should exclude themselves from any role in the purchase.
3.6 Staff will be suitably skilled and qualified to attend to the completion of their
purchasing and contracting role(s).

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SECTION 10
SOCIAL WELFARE POLICY

1. INTRODUCTION

[ABC] commitment to work to improve the situation of the most vulnerable people offers solid
basis for its involvement in social welfare issues. Social welfare is a state of human well being
that exists when social problems are managed, when human needs are met and when social
opportunities are maximised.

[ABC] involvement in social welfare varies from one place to another and from one period to
another, depending on needs, circumstances and capacities. In essence social welfare must be
seen and treated as a continuous and dynamic process, subject to variation in time and place. It
should be accordingly continuously adapted to the changes in the socio-political, cultural and
economic characteristics of a particular society at any given time. Addressing this challenge is
one of the aims of [ABC]. Social life and problems in social relationships are not static; they are
ever changing. As such the knowledge and the practice of social work, for what it contributes to
the promotion of social welfare should also be a continuously evolving core of ideas, which are
translated into practice by flexible, competent and reflective professionals.

2. SCOPE

The Social Welfare policy establishes the basis of [ABC] implementation of long-term
developmental social programmes as well as with respect to advocacy issues in the social
development and social action field.
It applies to any type of social welfare activity carried out by [ABC], staff or volunteers.

3. STATEMENT

[ABC] shall:
3.1 Recognise that the general objective of social welfare is to manage social problems,
meet the human needs and maximise social opportunities in order to improve the
physical, psychological and social well-being of the individual, her/his family and
community;
3.2 Safeguard the individual rights of every person in view of the principle that every human
being has the right to live and enjoy the basic necessities of life;
3.3 Be proactive, by engaging in planning and preparedness activities to prevent or mitigate
the effects of problems encountered by vulnerable populations served by [ABC]. This
means working with the most vulnerable addressing the social situation working on
development through advocacy and/or direct action and taking preventive measures
against various forms of social exclusion and vulnerability;
3.4 Develop, at different levels, the appropriate specific social policies and strategies to
monitor the economic, socio-cultural, political and technological interests of the
population, paying special attention to the needs and rights of minorities. Indicators and
quality standards need to be developed in order to measure and evaluate the impact of
programmes;

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3.5 Reaffirms that social services and social welfare activities are a very important part of the
non profit organisation and need to be created, reinforced, developed and adjusted to
changes in the society;
3.6 Define their own priorities in terms of target groups;
3.7 Ensure the social perspective in every area of intervention of [ABC].
3.8 Recognise the role of [ABC] in providing social services.
3.9 Promote the self-reliance of 'beneficiaries' by working with the most vulnerable people in
the society. The involvement of the beneficiaries, with the aim of empowering them and
increasing their coping mechanisms, includes their participation, to the extent possible, in
the identification of needs and in planning, implementing, monitoring and evaluating the
relevant social welfare programmes;
3.10 Ensure that the social welfare programmes promote the participation of volunteers of all
ages and both genders;
3.11 Ensure the necessary recognition of the role and value of volunteers in social
programmes. Volunteers must have an opportunity for guidance by experienced
professionals;
3.12 Ensure that all social welfare interventions are determined by the needs of beneficiaries
and that programmes thus developed are solely needs driven and not determined by any
other factor or consideration.

4. RESPONSIBILITIES

[ABC] should:

4.1 Integrate a social welfare perspective in the overall programme and its various
components;

4.2 Strive to ensure quality and accountability in the organisation’s services;

4.3 Ensure that the relevant employed staff and volunteers are given appropriate training so
that they are able to identify social needs and initiate the necessary response;

4.4 Promote a community based approach and ensure community involvement in decision-
making, needs assessment, programme identification, implementation, monitoring and
evaluation;

4.5 Promote co-ordination and collaboration between organisations and agencies working in
the social field.

4.6 Develop a strategy and the necessary guidelines in support and for the implementation of
this policy.

4.7 Develop a clear strategy for exchange of information and foster greater co-operation and
sharing of experience amongst other nonprofit organisation e.g. exchange of materials
and training programmes.

4.8 Foster opportunities for improving training of skilled and competent human resources;

4.9 Promote a community based approach in decision-making, needs assessment,

programme identification, implementation, monitoring and evaluation;

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4.10 Define strategies for advocacy and/or direct service delivery;

4.11 Promote the use of research in social trends and social services;

4.12 Carry on a review of implementation of this Policy within four years of its adoption.

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SECTION 11
TRAVEL POLICY

The objective of having a clearly laid down travel policy is to minimise the programme
expenditure incurred on travel and to have an effective system in place so as to prevent misuse
of funds and official transport.

1. Domestic Travel

1.1 Air travel should be on economy class only.

1.2 Prior approval of Manager Finance & Administration or Head of the organisation
should be obtained for all travel/tour schedules on the prescribed form before the
commencement of the tour.
1.3 All travel requests should be through the Travel Authorisation Form.
1.4 Availability of funds within the appropriate budget line must be ensured before
approving the travel authorisation.
1.5 Travel advance should be taken from the office up to three days before
commencement of travel.

1.6 All travel expense claims should be made through a memo and addressed to
Finance Department and shall be supported by original receipts. Used tickets
and boarding card stubs should be handed over to Administration Department
within five working days of returning to the office.

1.7 Account should be settled within five working days of returning to the office. In
case the accounts are not settled within the stipulated time then the advance will
be settled against the salary of the employee for that month.

2. INTERNATIONAL TRAVEL

2.1 Travel authorisation should be submitted to the Administration & Finance Section at least
14 days before actual travel dates, after obtaining approval of the Chairperson of the
Board.
2.2 Travel mode should be Economy Class.
2.3 The Section should explore for all possible routes available from destination to
destination.
2.4 All travel expense claims should be made through a memo and addressed to
Administration & Finance Section and shall be supported by original receipts. Used
tickets and boarding card stubs should be handed over to the section within five working
days of returning to the office.
2.5 Account should be settled within ten working days of returning to the office. In case the
accounts are not settled within the stipulated time then the advance would be settled
against the salary of the employee for that month.
2.6 All donor requirements relating to international travel should be adhered to.

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3. OFFICE TRANSPORTATION & VEHICLE MAINTENANCE

3.1 Office transportation should be used for official purposes only.
3.2 Private/unauthorised use should be strictly prohibited and any staff member
found guilty need to be warned/penalised.
3.3 All vehicles should maintain separate log books in which travel details and
distance should be logged by the driver and verified by the requester. The
logbook should be closed daily, signed by the driver and verified by the
Administration Department.
3.4 Administration department should also prepare monthly consumption report
indicating average monthly consumption and charging to the respective projects
at a specified rate.

4. Vehicle Inspection and Maintenance Procedure

4.1 The primary responsibility of maintaining the office vehicle would be of the
assigned driver.
4.2 All office vehicles should be checked on weekly basis.
4.3 Details along with receipts of all repairs and maintenance of each vehicle should
be duly entered in the Vehicle Maintenance Record Sheet.

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