UNIVERSITY OF LIVINGSTONIA

KANING’INA CAMPUS

FACULTY OF BUSINESS AND COMMUNICATION STUDIES

DEPARTMENT OF DEPARTMENT OF BUSINESS MANAGEMENT

FROM : ENOCK SMART CHULU (BBM/01/04/21)

TO : MR Y NGWIRA

COURSE TITLE : HUMAN RESOURCE MANAGEMENT

COURSE CODE : BBM 3506

YEAR : 3

SEMESTER : 5

TASK : HUMAN RESOURCE POLICY

DUE DATE : 22 OCTOBER, 2022

i
 EYF COMPANY

HUMAN RESOURCE POLICY

Publisher
EYF Company. This publication may be cited “EYF Company Human Resource Policy”

©by EYF Company, 2022

All rights reserved

ii
Copyright and Reprint Permissions:

This material may not be freely quoted or reprinted. It remains the property of EYF Company
and any unauthorized use is strictly prohibited.

Printed copies of this publication are available from:

The Chief Executive Officer

EYF Company

Post Office Box 24738

Lumbadzi

Lilongwe 3

Email: smartchulu8@gmail.com

Cover design and content layout by EYF Company

Printed in Blantyre, Malawi

iii
CONTENTS
Publisher.........................................................................................................................................iii

Acknowledgement.........................................................................................................................vii

List of acronyms and abbreviations..............................................................................................viii

Preface..........................................................................................................................................ixx

Executive Summary.........................................................................................................................x

1. Purpose and Categories of Personnel.......................................................................................1

1.1 Purpose...................................................................................................................................1

1.2 Categories of Personnel.........................................................................................................1

1.2.1 Employees.....................................................................................................................................1
1.2.2 Consultants....................................................................................................................................2
1.2.3 Volunteers.....................................................................................................................................2
2. Personnel Recruitment.................................................................................................................2

2.1 Notice of Vacant or New Position.........................................................................................2

2.2 Shortlisting.............................................................................................................................3

2.2.1. Interviews...........................................................................................................................3

2.3 Background Checks...............................................................................................................3

Final candidates must complete a background check authorization form and return it to Human
Resources. Human Resources will order the background check upon receipt of the signed
authorization form, and either internal HR staff or an employment screening service will
conduct the checks. A designated HR representative will review all results...............................4

The HR representative will notify the hiring manager regarding the results of the check. In
instances where negative or incomplete information is obtained, management will assess the
potential risks and liabilities related to the job's requirements and determine whether the
individual should be hired. Background check information will be maintained in a file separate
from employees' personnel files...................................................................................................4

iv
 2.4 Appointment Letter................................................................................................................5

2.5 Staff Orientation and introductions........................................................................................5

2.6 Probationary Period................................................................................................................5

3. Remuneration...............................................................................................................................5

3.1 Salary Increment....................................................................................................................5

3.2 Salary Benefits.......................................................................................................................5

4. Working Days and Hours............................................................................................................6

4.1 Working Days........................................................................................................................6

4.2 Office Hours...........................................................................................................................6

4.3 Overtime.................................................................................................................................6

5. Travel...........................................................................................................................................7

5.1 Per diem.................................................................................................................................7

5.2 Mode of Transport.................................................................................................................7

6. Leave and Holidays....................................................................................................................7

6.1 Leave......................................................................................................................................7

6.2 Holidays.................................................................................................................................8

6.4 Absence from duty.................................................................................................................9

7. Staff Movement...........................................................................................................................9

7.1 Assignments and Transfers....................................................................................................9

7.2 Interim Positions and Promotions........................................................................................10

8. Prohibition on Outside Employment and/or Engagement.........................................................10

9. Performance Evaluation and Skill Training..............................................................................10

9.2 Elements of the Performance Evaluation System................................................................11

9.2.1 Performance planning..............................................................................................................11

9.2.3 Performance Monitoring and Management...........................................................................12
9.2.4 Annual Performance Evaluation.............................................................................................12

v
 9.3 Skill Training and Professional Development.....................................................................13

10. Bond.........................................................................................................................................13

11. Conflict Management..............................................................................................................13

11.1 Conflict Resolution............................................................................................................13

11.2 Staff Behavior....................................................................................................................13

11.3 Grievances..........................................................................................................................14

12. Termination of Employment....................................................................................................14

12.1 Conditions for Termination................................................................................................14

12.2 Procedures for Termination and/or Disciplinary Action....................................................16

Annex 1: Leave Application Form................................................................................................16

Annex 2: Performance Planning and Appraisal Form...................................................................19

Review and Approval of the Policy...............................................................................................29

vi
ACKNOWLEDGEMENT
The Company gives thanks to the following involved in the development of this policy and
setting it up:

The Board Chairman, Mr. Smart Bush

The Vice Chairperson, Mrs. Madalitso Suzumire

The Secretary, Ms. Yamikani Matekenya

The General Treasurer, Ms. Favour Kanyenda

The Chief Executive Officer, Mr. Enock. S. Chulu

vii
LIST OF ACRONYMS AND ABBREVIATIONS
TEVETA: Technical Education Vocational and Entrepreneurship Training Authority

EYF: Enock, Yamie and Favour

MEAL: Monitoring. Evaluation, Accountability and Learning

MOU: Memorandum of Understanding

CSR: Cooperate Social Responsibility

NDP: National Development Policies

MCA: Malawi Companies Act.

viii
PREFACE
EYF Company is a Company that was established in the year 2017 at Lumbadzi, in Lilongwe
city. It is a company that is doing all sorts of wood work, for example, producing cornices,
blundering, carpentry and joinery etc. EYF Company’s commitment to the wood work industry
is underlined by its production and sales that it makes every year and the training that it offers to
the students from different Technical colleges in agreement with TEVETA through the MOU
between the two organizations.

Maintaining quality products is the heart of the work of the company where it works closely with
its customers while keeping its integral part of its mission has been guided by plans which have
always been linked to National Development Policies (NDP) and that of the Malawi Companies
Act (MCA).

For the past few years, the company has taken part in the CSR by providing bore holes to some
surrounding areas and other parts of the Central region in order to help the communities and as a
way of helping the government in the development of the Country. The company has also
engaged itself in the reforestation activities by planting trees in some parts of the Central region
in order to encourage people to plant more trees which have so far been misused and wasted for a
long time and for its continuity.

ix
EXECUTIVE SUMMARY
The formulation of this policy was an extensive consultative process which included key
stakeholders that helped to identify key issues that needed special attention. The
development of the policy also incorporated guiding principles and contents of the already
developed government frameworks contained in several documents guiding the nation’s
companies development and programs.

The purpose of the Human Resource Policy is to set down the policies, conditions, rights and
obligations of the company’s employees subject to their performing of duties and responsibilities
in their respective job descriptions.

x
 1. PURPOSE AND CATEGORIES OF PERSONNEL
1.1 Purpose
The purpose of the Human Resource Policy is to set down the policies, conditions, rights and
obligations of the employees of EYF Company subject to their performing of duties and
responsibilities in their respective job descriptions.

From the time of hiring, each employee will have access to this policy, so that he/she can adhere
to it with full knowledge and information.

The policies described below may at any time be subject to modification if the Board of
Members of the company deems it necessary. In such cases, employees will be fully informed of
the changes made.

1.2 Categories of Personnel

All personnel working for the company are classified into following types

1.2.1 Employees
Employees designate salaries individuals who, after a probationary period, are given ongoing
assignments, either part-time or full-time, and are paid on monthly basis. They will be contracted
on long-term basis subject to periodic evaluations and performance assessments. They will have
the responsibility towards the day to day functioning and/or in any one of more
ongoing/prospective projects of the organization.

All the employees of the company are classified into categories. These categories are as follows:

a. The Management Category:

i. Chief Executive Officer
ii. Accountant
iii. Managers
b. The Professional Category:
i. Supervisors
ii. MEAL Coordinators/Officers
iii. Finance Officers
iv. Human Resource Officer
c. The Support Category:

1
 i. Administrative Assistant
ii. Drivers
iii. Office Assistants
iv. Security

1.2.2 Consultants
Consultants are professional experts who the company may hire on short-term basis only for the
completion of specific tasks and assignments related to its mandate or one or more of its projects.
Separate and limited contracts, defining their job description, timeline, deliverables, reporting
procedures and payment details will be issued to consultants. They will be paid on
daily/monthly/weekly basis depending on the nature of their assignment. They will not be
considered as full-time or part-time employees of the company.

1.2.3 Volunteers
Volunteers are individuals who work for the company out of their own choice or have been
deputed at the company by other companies/organizations. They will be assigned tasks from time
to time as deemed necessary by the company. The company will have a limited contract with
volunteers and will not provide any compensation except under special conditions. They will not
be considered as full-time or part-time employees of the company.

2. PERSONNEL RECRUITMENT
The company believes in equal employment opportunity to each individual, regardless of race,
color, gender, religion, age, national or ethnic origin, disability, marital status, or any other
occupationally irrelevant condition. This policy applies to recruitment and advertising; hiring and
job assignment; promotion, demotion and transfer; layoff or termination; rates of pay and
benefits; selection for training; and the provision of any other human resources service.

2.1 Notice of Vacant or New Position

It is the responsibility of the Board Members to fill vacant positions as well as new regular
positions and new temporary positions of a duration exceeding more than six months. The Board
must make sure that the positions can be filled under the organizational budget.

For all new positions, a job description shall be established and include the following elements:

• Position summary

2
 • Description of duties and responsibilities

• Conditions of work

• Qualifications

Notice of a new or vacant position must be approved by the Board before being publicized.
Recruitment for a new or vacant position can be opened to internal and external competition. For
external recruitment, positions in the professional category can be advertised publicly through
newspapers if they are regular positions, or if there is a limited tendering process for
consultation.

2.2 Shortlisting
As a general rule, a selection committee comprising of minimum of three and one of them should
be female and the other hiring Manager shall be assembled for filling all positions.

The committee will long list all the application letters received, go through the applications
received, retaining those that show the best qualifications. It will evaluate each candidate’s
application with the help of an evaluation form created beforehand, containing well-defined
criteria.

A list of the candidates chosen to be interviewed will be shortlisted by the Selection Committee.
The interviews will serve to make a final choice and also to establish a database of potential
future candidates.

2.2.1. Interviews
The interview panel shall be constituted by the Board Chair in consultation with the Chief
Executive Officer and management.

2.3 Background Checks

All offers of employment for successful candidates are contingent upon clear results of a
thorough background check. They will be conducted on all final candidates and on all
employees, who are promoted, as deemed necessary. The following background checks will have
to be done:

i. Prior Employment Verification: confirms applicant's employment with the listed

companies, including dates of employment, position held and additional information

3
 available pertaining to performance rating, reason for departure and eligibility for rehire.
This verification will be run on the past two employers or the previous five years,
whichever comes first.
ii. Personal and Professional References: calls will be placed to individuals listed as
references by the applicant.
iii. Educational Verification: confirms the applicant's claimed educational institution,
including the years attended and the degree/diploma received.
iv. Criminal History: includes review of criminal convictions and probation. This will be a
mandatory police check, as such the following factors will be considered for applicants
with a criminal history:
 The nature of the crime and its relationship to the position.
 The time since the conviction.
 The number (if more than one) of convictions.
 Whether hiring, transferring or promoting the applicant would pose an
unreasonable risk to the core functions of the company and its relations with
beneficiaries, allies and donors.

The following additional background search will be required if applicable to the position:

 Motor Vehicle Records: provides a report on an individual's driving history. This search
will be run when driving is an essential requirement of the position.

2.3.1 Procedure

Final candidates must complete a background check authorization form and return it to Human
Resources. Human Resources will order the background check upon receipt of the signed
authorization form, and either internal HR staff or an employment screening service will conduct
the checks. A designated HR representative will review all results.
The HR representative will notify the hiring manager regarding the results of the check. In
instances where negative or incomplete information is obtained, management will assess the
potential risks and liabilities related to the job's requirements and determine whether the
individual should be hired. Background check information will be maintained in a file separate
from employees' personnel files.

4
2.4 Appointment Letter
Any personnel employed with the company will be issued an appointment letter prior to his/her
engagement. The appointment letter will officially announce his/her position within the
company, the place of assignment and the effective date of employment. The appointment letter
will carry annexes, specifying the employee’s job description, terms of reference, salary and
benefits and other relevant terms of employment.

2.5 Staff Orientation and introductions.

All new employees will get an orientation about the organization’s mission and strategies, its
structure and the staff within it, the policies and conditions of employment, the internal rules and
regulations, etc.

2.6 Probationary Period

A probation period of three months shall apply to all new employees from the date of hire.
Exceptionally, the probation period may be extended to six months. In other circumstances, if a
new employee fails to perform in accordance to expectations of the company’s
management/board, he/she will be given a notice, terminating the contract at the end of the
probationary period should he/she fail to satisfy the management/ Board after the extended
probationary period.

3. REMUNERATION
The company believes in attracting and retaining a qualified and effective workforce through a
system of payment that is both appealing and fair. All employees of the company are entitled to a
basic salary, depending upon their skills, qualification and experience. The basic salary will be
indicated in the appointment letter.

3.1 Salary Increment

Salary increment will be based upon an employee’s position, performance and availability of
funds. Increment will be provided to employees on annual basis after their performance
evaluation. Salary increment will be calculated on the basis of basic salary of the staff. The need
for cost of living adjustment (COLA) may influence increment in order to keep up with changes
in the cost of living overtime due to inflation.

5
3.2 Salary Benefits
(a) Pension

All regular employees are expected to contribute 5% of monthly pay for their pension. The
company will contribute 12% of which 10% goes to pension and 2% is for administration. The
employer will identify and engage a Pension Scheme Administrator to which the funds will be
remitted.

(b) Gratuity Fund

(c) Medical Insurance

The company shall place all full time employees under contributory medical cover in case of
eventualities such as sickness and accidents during working hours or official trips. This
contributory medical cover shall be done internally.

4. WORKING DAYS AND HOURS

4.1 Working Days
The company will follow a 6 days a week working schedule from Monday to Saturday.
Saturdays will be half day from 7:30 to 12:00 and Sunday is considered non-working day.

Unless otherwise specified, EYF Company will observe the same public holidays as those
prescribed by the Government. The Chief Executive Officer will prepare a calendar of public
and EYF (if any) at the beginning of each fiscal year and circulate it to all staff.

4.2 Office Hours

The office shall open from 07:30 in the morning till 16:30 in the evening. All employees are
expected to complete 8 working hours daily. There will be an hour thirty minutes (1hr 30
minutes) lunch-break between 12:00 to 13:30.

4.3 Overtime
Various factors, such as workloads, operational efficiency, and staffing needs, may require
variations in an employee’s total hours worked each day. In such circumstances, the employee
may have to work beyond the scheduled office hours.

Under such circumstances, the staff working overtime is entitled to payment for working
overtime authorized by the immediate supervisor for the same. However, no overtime

6
compensation will be provided for staff during field trips. The overtime rate will be paid on
hourly basis and will be calculated on the basis of the basic salary.

5. TRAVEL
Staff members may be asked to travel away from their usual workplaces on authorized trips. The
staff members shall be paid travel allowances adopted by the company dependent on job
category/grade. The arrangement also applies to the consultants, when mentioned in their
agreement.

After reimbursable expenses are made, the person making an expense claim shall use the
appropriate forms available. The expenses will not be reimbursed if proper justifying documents
(original receipts) are not attached except for per diem. Eligible expenses include:

5.1 Per Diem

All employees and volunteers are to be provided per diem at the prevailing rate as determined by
the Board of Members to cover the cost of accommodation and food for each night spent outside
the duty station.

5.2 Mode of Transport

The company will assign an official vehicle for use on such trips. As such use of personal
vehicles is prohibited; the company shall not bear any maintenance or fuel reimbursement
resulting to such use.

6. LEAVE AND HOLIDAYS

6.1 Leave
All employees are entitled to the following leave with pay.

i. Annual Leave

All employees of the department are entitled to paid leave per year. Below are days per category

 Chief Executive Director – 32 days

 Managers – 28 days
 Professional – 24days
 Support – 18 days
ii. Sick Leave

7
Employees are entitled to 24 working days of sick leave with pay per calendar year. Sick leave is
accumulated at the rate of 2 days for every full month worked.

Employees have to present a medical certificate to substantiate claims for sick leave with pay for
absences exceeding two successive days.

iii. Maternity Leave

All female employees are entitled to maternity leave of 3 months every 3 years. In case of
stillbirth/miscarriage, the employee can choose to continue with the leave or cancel in fear that
she may get pregnant soon and desire another leave soon.

iv. Paternity Leave

Male employees are entitled to paternity leave of 10 days every 3 years. Evidence of birth will be
required

v. Compassionate Leave

In case of death of a parent, child or spouse, employees are given mourning leave of 15 working
days after burial of the parent and one month after the burial of a child or spouse.

vi. Emergency Leave

Emergency leave is granted to employees for any serious illness of a parent, child or spouse
and/or persona1 emergencies. A total of 10 days per year can be allowed for emergency leave.

6.2 Holidays
All employees are entitled to be paid even during public holidays. Public holidays are to be
specified in advance by the Chief Executive Officer.

Employees who are required to work on public holidays are entitled to compensatory day off.
The company will keep records of number of hours/days worked by its employees on public
holidays. Request for compensatory leave shall be substantiated with this record and approved in
advance by the CEO.

In the event that a public holiday is declared by the Government on a certain day without prior
notice, the company’s staff cannot consider it a holiday until and unless notified by the Chief

8
Executive Officer. All public holidays are subject to the approval of the Chief Executive
Officer.

6.3 Leave without Pay

a. Leave without pay may be granted to non-project employees up to 30 days per year.
b. Leave without pay that is taken for a month or more shall not be counted as time worked,
hence no benefits shall accrue to the employees during such period.
c. Employees on probation are not entitled to leave with or without pay but can accrue such
leave during the probationary period.
d. Leave without pay is applicable when the employee has exhausted all his annual and sick
leave.

6.4 Absence from duty

a. An employee who is unable to come to the office is required to notify the office of the
reason for his/her absence.
b. Unauthorized absences are grounds for disciplinary action. The following procedures
shall apply:
i. An employee that has been absent for two consecutive working days without
notice or explanation shall be personally sought of by the Chief Executive
Officer. He/she shall be asked to put in writing the reason(s) for his/her absence.
ii. If, after seven consecutive days of absence, the employee continues to fail to give
any explanation of the cause of his/her absence, the employee will be considered
to have resigned from his/her position.
iii. In cases where the employee cannot give any satisfactory answer to the cause of
his/her absences, in the judgment of the Chief Executive Officer, the employee
may be subjected to disciplinary action.

7. STAFF MOVEMENT
7.1 Assignments and Transfers.
According to company’s needs, any employee can be transferred temporarily or permanently to
any location where the company implements its activities. The transfer may be the result of a
promotion, a change in role due to service requirements or other reasons.

9
A permanent transfer to a new place of work that includes a new job mandate shall result in a
contract renewal. In addition, the employee concerned shall be notified one month in advance of
his change in situation.

7.2 Interim Positions and Promotions.

An employee may be called on to temporarily perform a job in a higher category. That does not
automatically give him/her the right to the acting allowance and benefits of this position.
However, after a reasonable amount of time, the organization shall reclassify the employee in the
category of the new job or return him/her to his/her former duties.

An employee who receives a promotion can be required to complete a trial period in the new
position. If the trial period is successfully concluded, the employee will be reclassified in the
new job category and at a salary scale level higher than his/her former position. If the trial period
is not satisfactorily completed, the employee will be reinstated in a position at the same level as
his/her former position.

8. PROHIBITION ON OUTSIDE EMPLOYMENT AND/OR ENGAGEMENT

Full-time regular employees of the company are not allowed to undertake outside employment.

9. PERFORMANCE EVALUATION AND SKILL TRAINING

9.1 Performance Evaluation System

The performance evaluation system is a means by which the organization can increase its
efficiency and that of its employees. The purpose of the system is for the company to fulfill its
mission by attaining its objectives and for employees to grow and feel satisfied through proactive
performance supervision.

The system enables, among other things, the harmonizing of individual employee objectives with
those of the company, the measuring of employee potential and work performance and the
support of employee improvement by working with them on their development needs.

The annual performance evaluation seeks specifically to:

 Promote communication between employees and their supervisors;

 Training opportunities and recommendations for promotion
 Clarify expectations concerning objectives and performance;

10
  Improve employee performance through on-going monitoring and feedback;
 Assess and reward individual performance;
 Allow employees to express their career aspirations which are in line with company goal

The performance evaluation focuses on the individual employee in relation to the tasks and
responsibilities assigned to him/her. It is not necessarily a comparison of one employee’s
performance with that of another. Thus, the employee’s work performance is to be assessed in
relation to absolute procedures, that is, according to the evaluator’s performance criteria and not
according to relative procedures.

The performance evaluation also allows the company to assess the quality of human resources it
has, note important information concerning expectations and needs and clarify decisions
concerning transfers or work assignments

9.2 Elements of the Performance Evaluation System

A performance evaluation system is composed of three main stages that generally take place over
a period of a year:

9.2.1 Performance planning

The performance planning stage enables employees and supervisors to come to an agreement on
what is to be accomplished during the year and how it will be carried out. The following
procedures and tools are used to facilitate this stage:

a. Job description

Each employee must have an up-to-date job description defining the purpose of the work and the
responsibilities involved.

b. Setting of objectives

For each key responsibility associated with a position, at least one objective should be
established for a particular period. The objectives should be clear and quantifiable, and the
assessment criteria should be mentioned.

c. Individual Action Plan

The individual action plan is a planning tool used to specify the steps to be taken to achieve the
objectives set beforehand. The action plan should be prepared jointly with the immediate
11
supervisor. It may also involve new initiatives facilitating improved productivity or personal
capacity development.

9.2.3 Performance Monitoring and Management

Staff performance and productivity should be managed on an on-going basis throughout the year.
The following elements, among others, are involved:

a. On-going Supervision

This means taking the time to observe, examine sources of difficulty and seek solutions.

b. Regular Communication

This involves regular exchanges so that employees can receive feedback about their performance
and receive the necessary supervision.

c. Periodic Evaluations

This involves formal, scheduled meetings between an employee and supervisor to discuss
activities carried out, end results and the adjustment of the action plan and objectives, if
necessary. A minimum of one meeting every six months is suggested to ensure satisfactory
results.

9.2.4 Annual Performance Evaluation

The annual performance evaluation is the analysis, based on documentation from previous stages
of the process, of an employee’s work record. The evaluation addresses two fundamental
questions. The first relates to the past and involves verifying what was accomplished
qualitatively and quantitatively during the year. The second relates to the future and consists of
identifying means to be considered to ensure the employee continues to grow and develop.

The performance evaluation form has all the sections needed for the evaluation. This includes a
section relating to performance evaluation in relation to the objectives established at the outset
and in relation to the responsibilities of the position, a section that specifies or targets what is
needed for the employee’s development and finally a section allowing the employee and the
evaluator to express their comments and affix their respective signatures. The form has also a
performance level classification and a definition of each of these levels.

12
The annual performance evaluation does not have any financial impact on salaries. It is first and
foremost a tool to evaluate the employee’s performance and take remedial action if necessary.

9.3 Skill Training and Professional Development

Depending on available of funds, the company will foster the professional development of its
employees in order to be as effective as possible in its activities. The training programs chosen
should address the actual needs identified and expressed during performance evaluation sessions.

10. BOND
As part of the staff and company’s development activities, the company may at times decide to
send a designated staff for trainings and/or further studies both abroad as well as at local level.
The company or its partners may bear the full/partial costs of the trainings/studies for this.
However, the designated staff sponsored for the trainings/studies is required to sign a bond with
the company that requires him/her to complete the full tenure of working with the company. The
bond shall be for 2 to 5 years depending on the nature of the training/studies and type of
sponsorship. If the bond is violated, the money (balances) has to be paid back failing which
legal action has to take place.

11. CONFLICT MANAGEMENT

11.1 Conflict Resolution
Whenever a dispute arises among the company’s staff, it shall be resolved in a constructive
manner, i.e. the solutions shall lead to positive changes. Employees who feel unfairly treated or
who have complaints about a situation or about working conditions should notify the CEO or the
board chair immediately.

11.2 Staff Behavior

The company expects its employees to adopt attitudes and behavior that maintain the good image
of the organization. Employees shall display professionalism and integrity.

Furthermore, besides the usual rules every good employee needs to follow (respect, courtesy,
punctuality); there are particular procedures of conduct for staff members of the company which
must be observed.

a. Political Activities

13
Since the company is a non-political organization, employees shall not participate in activities of
a purely political nature on work premises or during working hours. It is also prohibited to use
the company’s materials for these purposes.

b. Discrimination and Harassment

Under the principles established by the company, no employee, has the right to put undue
pressure on another, immoral advances, give preferential treatment or show sexual favoritism at
work.

c. Conflict of Interest

To avoid putting oneself in a conflict of interest with the objectives and operations pursued by
the company, employees shall observe the following guidelines:

• It is prohibited to use the company’s property for illegal or unauthorized purposes.

• It is prohibited for any employee having confidential information to disclose it without express
authorization beforehand.

• Employees shall avoid putting themselves in situations where they may gain profit or derive
direct or indirect interest by influencing a contract award.

• Employees must not solicit or accept tips, gifts, favors or other forms of kickbacks for services
rendered or required to be rendered in performing their duties within the organization.

11.3 Grievances
If an employee feels unfairly treated by circumstances that infringe on his/her rights or change
his/her employment conditions, he/she should discuss the situation with his/her immediate
supervisor. If, after the matter has been discussed and corrective measures taken, an employee
feels it has not been satisfactorily settled, he/she can appeal to the Human Resource Manager, if
again the employee has not be satisfied, then he/she can appeal to the CEO or board chair, which
will discuss and provide appropriate solution. All grievances shall be handled internally because
there is no recourse to external mediation or arbitration.

14
 12. TERMINATION OF EMPLOYMENT
12.1 Conditions for Termination
Employees shall lose their jobs under any of the following conditions:

a. Voluntary Resignation
I. Personnel wishing to resign from post may do so by giving a resignation letter to the
CEO stating the reasons for resignation and effective date of the same. One month of
prior notice is required for such resignations.
II. The date in which the resignation letter is received at the office is considered the date on
which notice of resignation is given. Failure to provide sufficient notice may be ground
for forfeiture of all accrued employee benefits.
b. Redundancy of the Position

Depending on the nature and volume of its operation, the company may declare certain positions
redundant. Persons occupying those positions will therefore be forced to be separated from the
organization with proper notice. While doing so, the company will give at least 2 months’ notice
in advance.

c. Grounds for termination employment are as follows:

 Continuing inefficiency and gross negligence of duty.
 Embezzlement of funds
 Misuse of office equipment, and other properties.
 Repeated unauthorized absences and leaves
 Intoxication while on duty or within office premises
 Unauthorized disclosure of official information
 Unavailability of funds
d. Retirement

When an employee reaches the age of retirement, according to the country’s law, the
employment comes to an end. The company shall notify the employee by letter, stating the date
the employment will be terminated.

The retiring employee shall receive salary up the last date of employment and other allowances
such as the gratuity fund, as specified in his/her agreement.

15
 e. Death

When an employee dies, his/her salary and benefits will automatically be paid to his/her legal
heirs.

12.2 Procedures for Termination and/or Disciplinary Action

i. The company will ask the employee for a written explanation on the offense deemed
committed by the employee concerned, identifying the charges against him/her and
the particulars of the facts relied upon to support it.
ii. The employee will be given 3 working days to submit his/her explanations.
iii. Based on the written explanations submitted by the employee concerned and the
strength of evidence presented, the organization may choose to decide on the charges
or pursue further investigation of the case.
iv. The company shall, if it feels necessary to, suspend the employee in question from
duty during the period of investigation subject to the following conditions:
 When the employee be in a position to tamper with the evidence against him/her.
 When the employee’s continuing presence in the company be deemed inimical to
the interest of the company.

Annex 1 – Leave Application Form

Please complete in triplicate and submit the form to HR or the designated HR focal point (for
Field Offices) prior to supervisor’s approval. Copies must be submitted to HR and Accounts
section once the leave is approved and the employee should retain one copy.

Name of employee

Position

Section/Program

Location/Duty Station

Type of Leave No. of Days Date From Date To

Annual

Sick

16
 Compassionate

Maternity

Paternity (Evidence of birth must be

attached)

Emergency

Compensatory (Supervisor’s prior

approval must be attached)

If compassionate leave, please specify reason(s) below:

............................................................................................................................................................
............................................................................................................................................................

Name and job title of staff member who will be responsible for your duties while you are on
leave:
………………………………………………………………………………………………………

Is Leave Grant required (Please select one option) Yes No

Employee’s signature……………………………………. Date: …………………………………

Human Resources

Accrued leave days as at date of application………………………………………………………

Estimated leave balance after this application …………………………………………………….

Name and signature:…………………………………………… Date: ……………………………

Supervisor’s Recommendation

I recommend that the leave request be Approved Not approved

17
Name and signature:……………………………………………. Date: …………………………

Chief Executive Officer’s Approval

…………………………………………………………………........................................................

Signature: ……………………………………………………….Date: …………………………...

18
Annex 2: Performance Planning and Appraisal Form
OVERVIEW

Appraisals help to improve employees' performance by identifying strengths and weakness and
determining how strengths can be best utilized within the company and weaknesses overcome.
They can help to reveal problems which may be restricting employees’ progress and causing
inefficient work practices.

At the beginning of each performance cycle, employee and supervisor should review key
responsibilities (from the job description). The supervisor and employee should document
specific responsibilities, with outcomes that describe how successful performance will be
measured. Employee and supervisor then assign a priority to each activity. In addition,
employee and supervisor discuss the Performance Factors and agree on how they apply to the
employee’s work. Employee and supervisor further discuss and document development goals to
be achieved during the next performance cycle how they will help the employee’s personal or
professional development.

Ongoing communication regarding performance is expected, both in informal and formal settings
throughout the year. Either the supervisor or employee should feel free to initiate discussion of
performance progress, expectations, priorities or obstacles. At the end of each performance
cycle, a formal review of achievements in relation to the performance standards is documented.
This includes a summary of employee performance during the performance cycle in relation to
individual responsibilities and outcomes.

The following ratings are given to indicate how the employee has performed in relation to
performance responsibilities and outcomes.

RATING SCALES

Rating Definition
4 – 5 = Exceeds Quality and quantity of work is routinely higher than expected.
Expectations Performance reflects high degree of initiative, commitment to
excellence and ability to anticipate and respond to the company’s

19
 needs. Employee demonstrates mastery of all job functions and
frequently “raises the bar” in contributing to new systems and
procedures.
2 – 3 = Meets Satisfactorily performs assigned activities and achieves expected
Expectations outcomes. Work assignments are completed on time and meet all
quality standards. Employee works under general or minimum
supervision, with demonstrated understanding of all job functions
and expected standards.
1 = Below Standards Performance is below standards. Employee does not fully achieve
or Expected Results assigned goals. Work assignments are not consistent in meeting
quality standards or deadlines. Employee requires close supervision
and does not consistently demonstrate the ability to perform job
functions at expected level of proficiency.
NR = Not Rated Employee is too new in his/her role. This applies to employees who
joined the company mid-way the review cycle and are on probation,
or have changed roles and are still learning/developing into their
role.

SECTION I: KEY RESPONSIBILITIES

At the beginning of the performance cycle, employee and supervisor should review key
responsibilities from the employee’s job description. The supervisor documents specific
outcomes to be achieved, in a way that describes how successful performance will be measured.
Employee and supervisor then assign a “Priority” (Critical, Moderate or Routine) for each
responsibility or objective. The priority designation guides both employee and supervisor in
monitoring activities relative to their importance to the company. Employee and supervisor
should establish appropriate timeframes for regular performance feedback to monitor progress
toward achieving goals. Such timeframes may be As Needed, Weekly, Monthly, Quarterly, or
Bi-annually, depending on the nature of the activity.

It is expected that the employee and primary supervisor will meet throughout the performance
cycle to review progress, identify and resolve problems and modify this plan, if necessary. At

20
 the end of the year, the employee rates his or her own performance, and the supervisor rates the
employee’s performance, using the rating scale on page 1. The purpose of self-evaluation is to
encourage dialogue around performance outcomes and related issues. This provides the basis for
discussion between the employee and supervisor about accomplishments and issues that affected
performance. Following the discussion, the supervisor determines the “Final Rating” for each
objective, considering the employee’s self-evaluation, the relative priority of the objective and
other relevant factors.

Key Responsibility Expected Priorit Feedback Self- Supervisor Final

Outcome(s) y Frequency Rating Rating Rating

Section I Total rating: ______________ (Add “Final Ratings” for each responsibility, and then
divide by total number of responsibilities assigned)

SECTION II: PERFORMANCE FACTORS

The following factors are important indicators of the skills and abilities an employee brings to
the performance of his or her duties. At the beginning of the annual performance cycle,
supervisors and employees should identify expectations for successful performance. These
performance expectations may be explained in the “Comments” section.

At the end of the annual performance cycle, the supervisor rates the degree -- 1 (Below
Standards/Expectations), 2 or 3 (Meets Expectations) or 4 or 5 (Exceeds Expectations) -- to
which the employee reflects these characteristics in the regular performance of his/her duties.
Please use specific examples and comments to illustrate your rating.

PERFORMANCE APPLIE NOT SELF- SUPERVIS FINAL

FACTORS S APPLICAB RATIN OR RATIN

21
 LE G RATING G
PROFICIENCY IN
CURRENT ROLE:
 Demonstrates
knowledge of position
and/or team role.
 Understands how
position and
responsibilities fit
within the organization
and contribute to
department results.
QUALITY OF WORK:
 Maintains standards
consistently. Is
consistent in achieving
accuracy, neatness,
thoroughness, overall
effectiveness and
attentiveness to detail.
QUANTITY OF WORK:
 Produces expected
volume of work in a
timely manner.
PLANNING AND
ORGANIZATION OF
WORK:
 Establishes priorities.
Anticipates and
prepares for changing
workload or working

22
 conditions.
 Coordinates and uses
available resources to
get work done to
assure important
deadlines are met.
INITIATIVE:
 Shows ability to work
independently in
context of the job.
 Demonstrates
willingness to assume
additional
responsibility.
 Suggests ways to
enhance work
processes or
operations.
INTERPERSONAL
RELATIONS:
 Maintains positive
working relationships.
 Is flexible and willing
to cooperate with
others.
 Demonstrates ability to
listen and understand.
VERBAL & LISTENING
SKILLS:
 Expresses self well
verbally, using

23
 language appropriate
for the intended
audience.
 Listens actively and
acknowledges
understanding.
WRITING SKILLS:
 Presents ideas clearly
in written format,
using appropriate
language, grammar
and style.
TEAM PARTICIPATION:
 Proactively builds
partnerships and seeks
involvement with other
employees.
 Works cooperatively
and effectively with
team members.
 Demonstrates clear
understanding of team
goals and contributes
to their achievement.
DISCRETION AND
CONFIDENTIALITY
 Knows what
information or
materials are sensitive
and why.
 Demonstrates ability to

24
 maintain sensitive
information in
confidence, sharing
only with appropriate
contacts.
PUNCTUALITY AND
ATTENDANCE:
 Arrives and is ready to
begin working at
scheduled time.
 Maintains acceptable
record of attendance.
OTHER: (Specify any other
critical Performance Factors
here)

Section II Total rating: ______________ (Add “Final Ratings” for each factor, and then divide
by total number of factors applied)

Employee’s Comments on Performance Factors:

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

Supervisor’s Comments on Performance Factors:

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

25
 SECTION III: DEVELOPMENT GOALS

Employee and supervisor should discuss and document development goals to be achieved during
the next performance cycle. To identify these goals, employee and supervisor should review
development needs identified in the previous performance cycle. These may be formal training
or education courses, on-the-job training, temporary project assignments or mentoring programs.
This should include an assessment of how much a priority the development goal is: (C) =
Critical; (M) = Moderate; and (VA) = Value Added. Target dates for achievement of these
development goals should be set.

Development Goals Priorit Target Dates

y

OVERALL PERFORMANCE RATING

Enter the Total Ratings for Performance Objectives (page 3) and Performance Factors (page 5).
Add the Total Ratings and divide the sum by 2 to calculate the Overall Rating.

Total Rating
a) Section I: Key Responsibilities
b) Section II: Performance Factors
SUB-TOTAL
Add a) and b)
OVERALL RATING
Divide sub-total by 2

Chief Executive Officer’s Comments

26
 SIGN-OFF AND REVIEW

Signature Date

Employee

Supervisor

Chief Executive Officer

REVIEW AND APPROVAL OF THE POLICY

The policy will be reviewed by the Chief Executive Officer and the Board of Members a year
after development and then every three years, or in the following circumstances:

 Changes in legislation and/or government guidance.

 Any other significant change related to Human Resource practice

---------------------------------------------------------------------------------------------------------------------

This policy has been viewed and is recommended for approval by:

----------------------------------------------- -------/------/22

27
Chief Executive Officer

This policy has been viewed and is approved by:

----------------------------------------------- -------/------/22

Board Chairperson

28