HR POLICY

Aiming Change for Tomorrow

Approved in BOD Meeting held on 7 July, 2012

Prepared by : Mr. Aftab Ahmed Qayyum, Manager Programme Implementation
Recommended by : Management Committee headed by CEO
Approved by : Board of Directors, ACT-International
 Aiming Change for Tomorrow (ACT) International

Contents
Chapter – 1 Introduction and Purpose of the Manual .................................................... 1
Chapter – 2 HR Standards ............................................................................................... 2
2.1 The Basis .................................................................................................................. 2
2.2 Joining the Organisation ........................................................................................... 3
2.3 – Managing People ....................................................................................................... 4
Chapter – 3 Diversity ........................................................................................................ 5
Chapter – 4 Recruitment and Selection .......................................................................... 6
4.1 Recruitment and Selection Policy .............................................................................. 6
4.2 Role & Responsibilities of the Recruiting Manager .................................................... 6
4.3 Identify Vacancy or New Post ................................................................................... 6
4.4 Recruitment Planning................................................................................................ 7
4.5 Job Evaluation: Salary and Grading .......................................................................... 7
4.6 Salary Structure ........................................................................................................ 7
4.7 Job Profie ................................................................................................................. 8
4.8 Recruitment Advertisement Sources ......................................................................... 8
4.9 Recruitment Advertisements ..................................................................................... 8
4.10 Applications/CVs ....................................................................................................... 8
4.11 Short Listing of Candidates ....................................................................................... 9
4.11.1 Essential Criteria: ............................................................................................... 9
4.11.2 Desirable Criteria: .............................................................................................. 9
4.12 Inviting Candidates to Interviews............................................................................... 9
4.13 The Interview Process ............................................................................................ 10
4.14 Selection Exercises................................................................................................. 11
4.15 The Selection Decision ........................................................................................... 11
4.16 Feedback for Internal Candidates ........................................................................... 11
4.17 Post Interview ......................................................................................................... 12
4.18 Offer and Post-Offer................................................................................................ 12
4.19 Conditional Offer Letter ........................................................................................... 12
4.20 Medical Forms ........................................................................................................ 12
4.21 Reference Requests ............................................................................................... 12
4.22 Verification of Referee Identity ................................................................................ 13
4.23 Confirmation of Appointment ................................................................................... 13
4.24 Payroll..................................................................................................................... 14
4.25 Induction ................................................................................................................. 14
4.26 Employees Files ..................................................................................................... 14
4.27 Recruitment and Selection in Emergencies ............................................................. 15
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4.28 Recruitment of Consultants ..................................................................................... 16

4.29 Recruitment of Interns ............................................................................................. 16
4.30 Employment of Relatives ........................................................................................ 17
Chapter – 5 Employment................................................................................................ 54
5.1 Employment Contracts ............................................................................................ 54
5.1.1 Employment Contracts..................................................................................... 54
5.1.2 Contracts Addendum ....................................................................................... 54
5.1.3 Probation Periods ............................................................................................ 54
5.1.4 Confirmations................................................................................................... 55
5.1.5 Notice Period ................................................................................................... 55
5.1.6 Continuation of Service .................................................................................... 56
5.2 Absence From Work ............................................................................................... 56
5.3 Conditional Information ........................................................................................... 56
5.4 Transfer .................................................................................................................. 56
5.5 Office Timing and Working Hours ........................................................................... 57
5.6 Office Timings and Working Hours During Emergency ........................................... 57
5.6.1 Death ............................................................................................................... 57
5.7 Taxation .................................................................................................................. 57
5.8 Restriction on Work Outside ACT-I and Other Interests .......................................... 58
5.9 Allowances ............................................................................................................. 58
5.9.1 Additional Responsibility Allowance ................................................................. 58
5.9.2 Medical Allowances ......................................................................................... 59
5.9.3 Relocation Allowances ..................................................................................... 60
5.10 Insurance ................................................................................................................ 60
5.10.1 Health Insurance.............................................................................................. 60
5.10.2 Group Health Insurance ................................................................................... 61
5.11 Leaves .................................................................................................................... 61
5.11.1 Annual Leaves ................................................................................................. 61
5.11.2 Compassionate Leave ..................................................................................... 62
5.11.3 Sick Leaves ..................................................................................................... 62
5.11.4 Maternity Leave ............................................................................................... 62
5.11.5 Paternity Leave ................................................................................................ 63
5.11.6 Leave without Pay ........................................................................................... 63
5.11.7 Time Off In Lieu ............................................................................................... 63
5.11.8 Gazzetted Holidays .......................................................................................... 64
5.12 Over Time ........................................................................................................... 64
5.13 R & R ................................................................................................................. 64
5.14 Demotion ............................................................................................................. 64
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5.15 Promotion ............................................................................................................ 64

5.16 Increments .......................................................................................................... 65
5.17 End of Contract ................................................................................................... 65
5.17.1 Resignations .................................................................................................... 65
5.17.2 Retirement ....................................................................................................... 65
5.17.3 Clearance ........................................................................................................ 65
5.17.4 Retrenchment .................................................................................................. 66
5.17.5 Exit Interview ................................................................................................... 66
Chapter – 6 Performance Management ......................................................................... 67
6.1 Scope: .................................................................................................................... 67
6.1.1 Responsibilities of Line Managers:................................................................... 67
6.1.2 Responsibilities of Employees: ........................................................................ 67
6.1.3 Responsibilities of HR Department: ................................................................. 67
6.2 Overview of the Process: ........................................................................................ 68
6.3 Staff on One Year Contract or Less: ....................................................................... 68
6.4 Steps in Performance Management System ........................................................... 68
6.4.1 Step1 – Agreeing Individual Objectives and Work Plans .................................. 68
6.4.2 Step – II Agreeing Learning & Development Plan: ........................................... 70
6.4.3 Step III Performance Review: .......................................................................... 71
6.5 Managing Disagreements: ...................................................................................... 72
6.6 Monitoring the performance: ................................................................................... 72
6.6.1 What is the outcome of a supervision meeting: ................................................ 73
6.6.2 What is discussed during a supervision meeting: ............................................. 73
6.6.3 Important consideration for any action: ............................................................ 73
Chapter – 7 Health and Safety ....................................................................................... 85
7.1 Policy Framework and General Responsibilities ..................................................... 85
7.1.1 Policy Statement .............................................................................................. 85
7.1.2 ACT-I Responsibilities: ..................................................................................... 85
7.1.3 All Staff Responsibilities ................................................................................... 86
7.1.4 Line Managers ................................................................................................. 87
7.1.5 HR Department ................................................................................................ 87
Chapter – 8 Fire Security and Evacuation Procedures and Policy ............................. 89
8.1 Policy Framework and General Responsibilities ..................................................... 89
8.1.1 Policy Statement .............................................................................................. 89
8.1.2 Scope and Responsibilities: ............................................................................. 89
8.2 Fire Safety Management System: ........................................................................... 89
8.2.1 Fire Detection and Warning System: ................................................................ 90
8.2.2 Portable Fire-Fighting Appliances: ................................................................... 90
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8.2.3 Emergency Routes and Exits: .......................................................................... 91

8.2.4 Emergency Lighting: ........................................................................................ 91
8.2.5 Fire notices: ..................................................................................................... 91
8.2.6 Fire Drills: ........................................................................................................ 91
8.2.7 Fire Safety Management System: .................................................................... 92
8.3 Training:.................................................................................................................. 93
8.4 Records: ................................................................................................................. 93
8.5 Emergency Evacuation Procedure: ......................................................................... 93
8.5.1 Duties of the Receptionist/Office Assistant in ACT-I Islamabad Office: ............ 94
8.5.2 Duties of the Fire Wardens .............................................................................. 94
8.5.3 Duties of the Fire Safety Manager.................................................................... 95
8.5.4 All Persons in the Building ............................................................................... 95
8.5.5 Fire procedures at the weekend ....................................................................... 96
Chapter – 9 General provisions for Health and Safety................................................. 97
9.1 First Aid Provisions ................................................................................................. 97
9.2 Lighting ................................................................................................................... 97
9.3 Smoking.................................................................................................................. 98
9.4 Storage Facilities .................................................................................................... 98
9.5 Temperature ........................................................................................................... 98
9.6 Ventilation ............................................................................................................... 98
9.7 Waste collection and removal ................................................................................. 98
9.8 Washroom and Toilet Facilities ............................................................................... 98
9.9 Workspace .............................................................................................................. 99
Chapter – 10 Management of Sickness and Absence ...................................................100
10.1 Policy .....................................................................................................................100
10.2 Scope ....................................................................................................................100
10.3 Representation ......................................................................................................100
10.4 Notification Procedure............................................................................................100
10.5 Sickness Certificates..............................................................................................101
10.6 Unauthorised/Un-notified Absence.........................................................................101
10.7 Entitlements ...........................................................................................................101
10.8 Referral to Doctor...................................................................................................102
10.9 Return to Work Meetings .......................................................................................102
10.10 Absence for Reasons other than Sickness .........................................................103
11.10.1 Routine dental and doctor appointment...........................................................103
11.10.2 Accident, injury or illness at work ....................................................................103
Chapter – 11 Disciplinary Policy and Procedures .........................................................104
11.1 Policy Statement ....................................................................................................104
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11.2 Aims/Objectives .....................................................................................................104

11.3 Scope ....................................................................................................................104
11.4 Responsibilities ......................................................................................................104
11.4.1 Line Managers ................................................................................................104
11.4.2 Employees ......................................................................................................105
11.4.3 Human Resources ..........................................................................................105
11.5 Context ..................................................................................................................105
11.5.1 Child Protections Issues .................................................................................105
11.5.2 Suspected Fraud and Serious Negligence ......................................................105
11.5.3 Informal Advisory Action .................................................................................106
11.5.4 Misconduct .....................................................................................................106
11.5.5 Gross Misconduct ...........................................................................................106
11.6 Definitions ..............................................................................................................108
11.6.1 Fraud ..............................................................................................................108
11.6.2 Serious Negligence ...........................................................................................108
11.7 Formal Disciplinary Procedure ...............................................................................108
11.7.1 Representation ...............................................................................................108
11.7.2 Investigation ...................................................................................................109
11.7.3 The Purpose of the disciplinary hearing ..........................................................109
11.7.4 The order of the meeting .................................................................................110
11.7.5 Levels of Disciplinary Action ...........................................................................110
11.7.6 The Decision ...................................................................................................112
11.8 Suspension ............................................................................................................112
11.9 Appeals against Disciplinary Action .......................................................................112
11.10 Time Limits .........................................................................................................113
11.10.1 Disciplinary Hearing ........................................................................................113
11.10.2 Appeals...........................................................................................................113
11.10.3 Duration of Disciplinary Action ........................................................................113
11.10.4 Safe Keeping of Paperwork and Documents ...................................................113
11.10.5 Interpretation of Disciplinary Policy and Procedure .........................................114
 Aiming Change for Tomorrow (ACT) International

Chapter – 1 Introduction and Purpose of the Manual

The propose of the manual is to guide decision making in human resource management of
Aiming Change for Tomorrow-International (ACT-I), which is newly formed organization
working to empower the communities to recover, progress and advance by building peoples’
engagement, capacity and partnership focusing women and children for a better tomorrow.

It is the ACT-I’s objective to promote equitable and consistent human resource policies that
specifically prohibit discrimination on the basis of race, sex, color, national origin, religion,
sexual orientation, age, political affiliation, or disability.

This manual defines all the policies and procedures essential to order the substances linked
to human resources working for the Aiming Change for Tomorrow-International (ACT-I). This
manual is envisioned to deliver an outline under which employees and Aiming Change for
Tomorrow-International management must attempt to follow the policies, procedures and
strategies in best possible way keeping in view the respectable practices, fair action and
transparency.

ACT-International’s management has a right to review the policies, procedures and benefits
it has provided herein on a regular basis and may enhance, modify or cancel any policy or
procedures in this manual at any time for the smooth functioning of the Aiming Change for
Tomorrow-International. In case of any dispute concerning the interpretation of any articles of
this manual, the decision of the management will be final.

This manual is the property of the Aiming Change for Tomorrow-International. Use and
distribution of this in whole or in part by employees for any purpose other than the Aiming
Change for Tomorrow-International’s is strictly prohibited.

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Chapter – 2 HR Standards

The HR standards reflect key areas of management- the foundation of HR, when employee
join the organization, their management, and development during their employment and
when employees leave the organization. The checklist (Good Practices Standards) has been
developed which sets out these standards and is used as a tool to audit current practice and
to identify areas which need management attention and resources. Guidance materials are
available to support any work required to attain these standards.

2.1 The Basis

HR PRACTICES STANDARDS
1.1 Legal compliance Met Part Met Not Met Comments
• Aware of and compliant with local labour laws
and regulations
• Local legal representative appointed for
information, advice and case work
1.2 Organisational Structure Met Part Met Not Met Comments

• Organisational structure identifying roles and

their relationship to each other up to date and
available
1.3 Employment Contract Met Part Met Not Met Comments
All staff have a written contract of employment,
which details
• Job title
• Workplace location
• Hours of work
• Grade/Salary
• Sick pay entitlement
• Annual leave entitlement
• Notice period required and given
1.4 Employment Benefits Package Met Part Met Not Met Comments

• Terms, conditions and benefits comply with local

labour laws regulations
• Maternity/paternity/adoption leave arrangements
• Eligibility for terminal grants
• Salary and grading scales
• Cost of living salary reviews conducted at least
annually
1.5 HR Planning Met Part Met Not Met Comments
Is the following information available:
• Current staff portfolio (post type, gender, funding
source, length of service)
• Staffing trends (Turnover, absenteeism etc)
• Reasons why people leave ACT-I and plans for
any action needed to improve retention.
• Future staffing needs to deliver strategy with

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associated plan for meeting those needs

1.6 Employee Documentation Met Part Met Not Met Comments
All staff have received as a minimum
• All staff on contracts of more than three months
shall have written contracts of employment and
job descriptions in line with agreed terms and
conditions, within two weeks of starting work.
• Job specification/role brief
• Letter of appointment
• Employment contract
1.7 Employee Data Met Part Met Not Met Comments
All staff have a personnel file containing as a
minimum
• Application form/CV;
• Appointment letter and contract of employment;
• Records of sickness/holiday leave
• Record of staff advances/loans
• Next of kin/emergency contact details;
• Reference(s)/reference records;
• Any statutory personal details that an employer
is legally obliged to hold (ie social security
number, tax info etc)
1.8 Employee Data Storage Met Part Met Not Met Comments
• All employee data (paper and/or electronic) is
kept securely with clearly defined access levels
1.9 Employee List Met Part Met Not Met Comments
• List of all current staff is available upon request

2.2 Joining the Organisation

2.1 Recruitment and Selection Met Part Met Not Met Comments
• Systematic local processes for recruitment and
selection in place. This would include:
• No staff member shall be employed in roles
involving contact with children without
appropriate child protection checks having
been completed in line with agreed local
procedures
• Appropriate child protection measures
• Transparent and systematic process
• Fair treatment of candidates
• Recruiting managers aware of an adhere policy
& procedures
2.2 Induction Met Part Met Not Met Comments
• All staff will be briefed on the Aiming Change for
Tomorrow-International staff code of conduct,
child protection policy and relevant procedures,
fraud policy” and relevant; local safety
procedures (driving, office, etc) within one week
of commencing work. Any infringements of these
shall be reported in line with agreed procedures
within two working days.
• Local induction processes are developed and
adhere to the principles set out in the Induction
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Guidelines
• All staff are provided with an appropriate
induction on commencement with ACT-I and
when changing jobs within the organisation
• As part of the above all staff are provided with a
copy of the programmes structure and are
briefed on the relevant employment policies
2.3 – Managing People

3.1 Staff Security Met Part Met Not Met Comments

• All staff, consultants, and visitors in insecure
areas shall receive a security briefing in line with
agreed local procedures within 24 hours of
arrival in the area. Any security incidents shall
be reported in line with agreed procedures within
two working days
• Local security processes are developed and
adhere to the Security Policy and Management
Guidelines
• Security Risk Assessment process in place and
regularly reviewed
• Local security plan is in place for staff and
premises and reviewed at least annually
• All staff are aware of the security plan, updated
as necessary and are aware of the
consequences of breaching security protocols in
place
• Key staff must receive formal security training to
recognized international standards
3.2 Health and Safety Met Part Met Not Met Comments
• Health & Safety procedures developed and
adhered
• Workplace risk assessment processes in place
• Fire preparedness and emergency evacuation
procedures in place
• All staff are briefed and trained as necessary on
the H&S procedures and
Management/specialist/individual responsibilities
made clear
3.3 Staff Consultation Met Part Met Not Met Comments
• Mechanisms in place for communicating and
consulting with staff
• Any local labour requirements re staff
information/consultation complied with
3.4 Disciplinary & Grievance Met Part Met Not Met Comments
• Policies and procedures for dealing with staff
discipline & grievance matters in place

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Chapter – 3 Diversity

Diversity means difference, variety, a multiplicity. To ‘promote diversity’ is to take a unified

approach to addressing inequality caused by discrimination on the grounds of gender,
disability, ethnicity, class, caste, language, religion and other facets of identity such as age
or sexuality. Approaches to diversity are not about treating everybody the same, but about:

• Recognizing and valuing difference

• Recognizing and countering inequality and discrimination

Aiming Change for Tomorrow-International as an employer is committed to building and

valuing a diverse workforce. This commitment to valuing diversity within the organisation
must be actively pursued, if we are to be successful in our efforts to tackle discrimination
externally. Similarly, Aiming Change for Tomorrow-International employees must understand
and embrace the principles of diversity and actively challenge discrimination. Aiming Change
for Tomorrow-International aims to promote:

• Awareness and understanding of how discrimination operates:

• Measures to analyse and tackle discrimination;
• Action to value diversity;
• The empowerment of children and young people and women from discriminated
against groups to claim their rights; and
• Learning from experience of what works.

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Chapter – 4 Recruitment and Selection

4.1 Recruitment and Selection Policy

As an employer ACT-I is committed to ensuring that our employment policies are effective,
fair, reflect best practice and meet the requirements of employment legislation in Pakistan.
This Policy sets out the principles of good practice in Recruitment and Selection, and in
promoting equality of opportunity for all candidates. It is the responsibility of all managers to
ensure that these principles are appropriately applied.
The Recruitment and Selection policy and procedures aim to achieve the following objectives:

• To provide a systematic framework and procedures for recruitment and selection

leading to the best possible selection decisions so that the objectives of the
organization can be achieved;
• To ensure that the best possible candidates for each vacancy are available to the
organization to choose from;
• ACT-I to be able to benefit from the diversity that different people can ring to the post
and the organization;
• In keeping with ACT-I’s values and equality of opportunity, all candidates to be
treated fairly and experience an open and transparent process;

4.2 Role & Responsibilities of the Recruiting Manager

For every post there must be a designated Recruiting Manager who will usually be the direct
line manager for the post, or a person delegated to undertake this responsibility on their
behalf. The Recruiting Manager has the prime responsibility for ensuring that the recruitment
and selection guidelines are adhered to in relation to the individual recruitment assignment.
The HR department will be responsible for putting tools and frameworks in place for
Recruitment and Selection process and HR department will provide Support in terms of
queries and building capacity of the Recruiting Managers.

4.3 Identify Vacancy or New Post

When a post is becoming vacant or a new post is needed:

• A check needs to be conducted to decide on whether or not this role needs to be

recruited to.
• All options for filling the vacant role to be looked at. There may be other options other
than recruiting to the post e.g. restructuring roles
• Timescales for any recruitment needs should be linked to succession planning
processes. Good succession and HR planning will ensure that recruitment of employees

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is a planned, timely and effective process. HR Manager will play a role in succession
plans and advising on structures.
• All positions are required to be advertised internally as well so that staff can apply for any
upcoming post. Management will give consideration to internal staff provided if the
selection criteria are met.
• Once it has been agreed that a recruitment process will take place, approval is then
needed from the CEO to recruit to the new or vacant positions.

4.4 Recruitment Planning

The Recruiting Manager requires formal approval from the CEO to ensure that there are the
financial resources, infrastructure, equipment and workspace to match the required needs of
the position before any action is taken to recruit. Therefore, before any recruitment takes
place, a Recruitment Planner (Annex – 1) form needs to completed and authorized by the
CEO.

Timeframes need to be planned and decided upon for all parts of the process including
advertisement, closing dates and interviews dates. This should recorded on the Recruitment
Planner along with names of the short listing and interviewing panel.
The Recruitment Planning stage is critical in the overall recruitment and selection process as
by agreeing a strategy and timescales beforehand, it will allow for a more timely and effective
process and supports our competitive edge.
A recruitment checklist can be used in all recruitment assignments by the Recruiting
Manager to ensure that all steps of the recruitment and selection process are being adhered.

4.5 Job Evaluation: Salary and Grading

Before recruitment process can begin and the post advertised, the Grading for the post
needs to be decided upon in accordance with the existing salary Structure (Annex – 2).
Manager HR will be giving the advice on the salary level. It is important to remember that all
positions are required to be filled on step 1 of any grade. However, in exceptional
circumstances the management can offer up to Step III salary. Circumstances in which such
relaxation is allowed include emergency situation, staff is required to be hired on short term
contracts, there is a tough competition in the job market or the required talent in country is
rare or unique or the post needs to be filled urgently.

4.6 Salary Structure

The salary scale has 5 Grade with 6 steps on each grade. Salary scales are reviewed on a
yearly basis. Current salary scales are effective from start of current financial year.
It is an absolute requirement for the management to make sure that after every two years, a
salary survey is conducted to check the ACT-I’s competitiveness with other national

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organizations. This survey will be outsourced and not done by the HR department if budgets
and time allows.

4.7 Job Profie

A clear and accurate description of the job content and the knowledge, skills, abilities and
experience required to fulfill the post are essential prerequisites for all aspects of an effective
recruitment and selection process – job profie.
The Job Profile (Annex -3) is split into sections describing the role and accountabilities and
the competencies required for this role – the person specification. The selection of
candidates will be made against the competencies described in the person specification.

4.8 Recruitment Advertisement Sources

The HR department will draft the advertisement and get it approved by the Recruiting
Manager. In exceptional cases where posts are required to be filled urgently or it is hard to
attract potential candidates, head hunting can be done to fill up the posts. Recruitment
advertisement sources will depend on the nature of the job the operational demands and the
local circumstances but might include advertisements ( in local, national, regional media
and/or professional publications, use of networks, announcements, ACT-I’s website, email
and printed notices).
To benefit from the diversity that different people can bring to the organisation, it is good
practice to consider diverse and creative recruitment sources to ensure we reach candidates
form a variety of backgrounds and to target sources where are under-represented within the
programme i.e. gender, disability, ethnicity. It will also ensure that we are attracting high
caliber candidates.

4.9 Recruitment Advertisements

Whatever recruitment sources are used, information contained in advertisements and
notifications of the vacancy must be consistent with the agreed Job Profile, child protection
statement and branding of Aiming Change for Tomorrow-International. Recruiting Managers
should think about the key selling points of the post and what it is about the job, programme
and the organization that would attract suitable candidates.
Should local or national media be used, the HR department is responsible for sending the
adverts to local advertising agency or direct to local/national media. Supplier relationships
should be developed in order to be cost effective. An advertising agency selected once by
following standard procurement procedures, will remain the official advertising agency for the
whole financial year to save time.

4.10 Applications/CVs

Candidates should apply for positions by:

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• Sending a CV and a covering letter.

• The covering letter should be a supporting statement, describing how the candidate
meets the requirements of the person specification (as stated in the Job Profile) and
should generally be no longer than 2 A4 pages.
• Closing dates should be set for each recruitment advertisement. The normal time is
around 10-15 days however each recruiting manager should decide the most appropriate
timescale for the post.

HR department can also receive applications through email or introduce electronic

application processing by having a link on the web site.

4.11 Short Listing of Candidates

Once the closing date for application is passed:

• Initial short listing will be done by the HR department.

• All initially short listed CVs and covering letters should be made available to the
members of the final short listing panel and at least one member of short listing panel
would be from HR.
• A short listing Assessment Form should be created ( Annex – 4). The form must be used
in the short listing process and returned as a record of the decisions made by the panel.
• The Recruiting Manager should always be involved in the final short listing process.
• In cases where positions are of technical nature, an external technical expert can be
arranged by HR on honorarium (am up to Rs. 5000/=) to support in short listing and
interview process.

4.11.1 Essential Criteria:

To be short listed finally, a candidate should meet all essential criteria. Care is needed to
check that the candidate has given sufficient evidence on their CV and covering letter to
warrant being short listed. Panel members should look for relevant examples in their CV and
covering letter.

4.11.2 Desirable Criteria:

Where there are large numbers of candidates who meet the essential criteria, desirable
criteria may be used to further screen candidates as an alternative to an unmanageable
number of first interviews. The short listing panel should make this decision together.

4.12 Inviting Candidates to Interviews

Once a shortlist has been confirmed:

• The date, times and location of interviews/tests need to be arranged and confirmed for
the candidates.
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The location of interviews might depend on the accessibility of the candidates. Once the date
and location is decided, the candidates must be sent the interview letters inviting them for
the interviews and tests, or through telephone or email whichever is more appropriate.
All candidates should receive Child Protection Statement along with the invitation letter or
email. ACT-I will not pay any TA/DA to the candidates appearing in test and interviews.

4.13 The Interview Process

The interview is a two-way process to:

• Assess the candidate’s suitability for the job based on the selection criteria identified.
• Give candidates further information about the job and conditions of employment so that
they are in position to decide whether to accept the appointment if offered i.e. sell the job
to the candidate.
• Obtain information about the candidate, and to ensure they have a full understanding of
the job.
• Be objective and consistent and therefore avoid any bias.

A selection panel, consisting of a minimum of two interviewers and maximum of four

interviewers (depending on the nature of the position) must conduct all interviews, one of
whom should be the Recruiting Manager and one from HR department. Before conducting
interviews, the candidates may be asked to appear in the test on the computers/or other
medium as required. In such cases, an appropriate weightage for the test shall be pre-
decided.

Interview questions are to be agreed and planned in advance by the interview panel, which
are based on the selection criteria for the post as set down in the job profile. The HR
department will prepare general questions and the Recruiting Manager or technical expert will
plan the technical questions.

During the interviews, the panel members must take the notes of what has been said by the
candidate on the questions sheet and assess the candidate on interview assessment sheet
(Annex – 6). Once the interview process is completed, all the scores of test results and
interview results shall be noted on the final assessment sheet (Annex-7) for each panel
member and after discussions, a final assessment sheet will be filled with scores and final
decision of the panel will be recorded and signed off by the panel members. The panel can
follow interview guidelines (Annex-8) for a smooth interview process. In case of
disagreement among the panel, another interview can be arranged by the HR department
with some new panel members from senior management.

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4.14 Selection Exercises

Recruiting Managers need to decide on the best way of making a selection decision and
whether supplementary selection exercises such as case studies, preparing and delivering
presentations, writing short reports would be helpful in line with the person specification. Any
exercise used in the selection process should be:

• Specifically related to the requirements for the job outlined in the person specification.
• Used to assess essential selection criteria only where this method is felt to be the best
way to evaluate candidates against the specific criteria.
• Used as a part of the overall selection process and should not be used in isolation.
• Ensuring all candidates are given the same timing to prepare and complete selection
exercises, therefore ensuring that no one candidate has an advantage over the next.
Candidates should be informed at least 2 days in advance of the use of an assessment
exercise.
• Carefully planned so the panel is able to determine that the submission have actually
been prepared by the candidate.
• Ensuring that there are suitable facilities that are quiet (preferably in a separate room for
any exercises requiring use of a PC), with appropriate equipment/visual aids, and
someone to administer the exercises. Candidates should be asked prior to attending the
interview if they have any special needs or require special equipment and check if it is
feasible and appropriate for Aiming Change for Tomorrow-International to accommodate
such needs.

4.15 The Selection Decision

The recruiting manager has formal responsibility for the outcome of the selection process
and will be responsible for confirming which candidate has been selected, so that the
appointment can be progressed.
Selection decisions should take into account all parts of the selection process. Annex-9
summarises the main points on how to apply a fair and consistent selection process.

4.16 Feedback for Internal Candidates

Internal candidates will be subject to the same process for selection as external candidates.
Individual feedback must be offered to all internal candidates. The feedback should be given
by the HR department and will address the reasons for the decision and identify areas of
development to assist the individual in future applications.
All the proceedings and selection related documents will be handed over to the HR
department to close the recruitment file.

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4.17 Post Interview

Letters should be sent to all unsuccessful candidates (Annex-10), once verbal feedback has
been given.
All interview notes, assessments and documents of all the candidates should be kept by the
Human Resources Department for one year. Successful candidate details must be
transferred to a new Employee File.

4.18 Offer and Post-Offer

The Offer and Statement of Terms and Conditions of employment from the contract between
Aiming Change for Tomorrow-International and the employee. It is therefore crucial that care
is taken to ensure that documentation at this stage is accurate and in line with Aiming
Change for Tomorrow-International’s provisions for salary and benefits. Any queries or
situations where a non-standard package is envisaged should be referred in the first
instance to the HR manager.

4.19 Conditional Offer Letter

Upon the selection decision:

• The HR department should make a conditional verbal offer immediately.
• Once the candidate has accepted a verbal offer, a formal conditional offer letter (Annex-
11) must be sent immediately to the candidate.
• This offer will be subject to medical clearance and two satisfactory references. The
successful candidate has to send back the acceptance of the offer to the HR department.
• It must be stressed to the candidate that the offer is conditional and they are not required
to resign from their current post should they be in that position.
• Upon receiving the medical report and satisfactory references, the HR department will
send a confirmation of the offer.

4.20 Medical Forms

Medical Forms A (Annex-12) and Form B (Annex-13) need to be sent out with each
conditional offer letter. Form A needs to be filled in by the candidate and Form B by their
doctor. They then should be returned confidentially to Manager HR. All offers are dependent
on medical clearance.

4.21 Reference Requests

2 References must be obtained. The objectives of the reference check are:

• To confirm authenticity of information given by the candidate relating to previous
employment.

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• To identify anything which would prevent an offer being made to the candidate, including
any issues regarding their suitability to work in direct contact with children or young
people.

Wherever possible, references (Annex-14) should be taken up from two previous employers
and preferably from direct line managers.
Original copies should always be received and a job offer should be confirmed only after
receipt of original satisfactory references and Child Protection verification.

4.22 Verification of Referee Identity

References for all successful appointees will be routinely followed up by telephone call by
the HR department to confirm and verify the identify and role of the referee. They should ask
specific questions about the candidate’s suitability for working with children, which may not
have been fully covered in the written reference. Any additional information will be requested
in written form.

4.23 Confirmation of Appointment

When the successful candidate has met all requirements and a start date confirmed, the
Recruiting Manager will be responsible for:

➢ Sending a confirmation of appointment letter together with the Statement of Terms and
Conditions of Employment.
➢ The new employee will receive 3 copies of the contract to sign. One copy is for the
employee to retain, one is for the HR Office and the other will be sent with other
documentation to the Finance Department.

• Signed copies of the contract received

• Duly filled and signed Personal Detail Form received
• Duly filled and signed Health Insurance Form received
• Copies of policies provided to new starter like code of conduct, Child Protection
policy, Fraud etc
• Copy of HR manual provided
• Bank account opening form duly filled and signed by the candidate
• Staff ID card ordered
• Group life Insurance company informed on the new starter status
• Health Insurance Card received
• Inform IT department to issue email address and password for intranet
• Personal File is opened
• Copies of ID cards/Passport/Driving License are received.

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4.24 Payroll

Deadlines are on 23rd day of each month. The HR department will make sure that the copy
of contract and bank details are forwarded to the finance department before 23rd of every
month so that the new starter can be put on the pay roll. If the 23rd falls on a weekend the
deadline will be the Friday before. New Employees should be informed if they are in a
situation where they will not get paid until the following month. To avoid further delays, it is
essential that the information forwarded is accurate and complete.

4.25 Induction

The purpose of Induction is to ensure effective integration of employees into the organisation
for the benefit of both parties. Employee induction is a learning process where new
employees become familiar with the organisation, its vision, mission, values as well as the
structure, culture and norms. This is an important time for new employees to become familiar
with their role and responsibilities and gain an understanding of how their role and that of
their team/department/programme fits within the organisation.

Induction is an organizational requirement and all new employees should have a thorough
and appropriate induction. It is the responsibility of the Recruiting Manager to Line Manager
to make sure that the induction takes place. They are required to prepare the induction plan
(Annex-15) and book the dates for presentations, meetings and visits.

HR department will make sure that induction is provided to staff on specific policies and
procedures and awareness is created on management structures and use of IT system.

New employees should partake in discussing their induction as far as possible and an
evaluation of induction is recommended after one to three month time period. It is important
that induction is the Line Manager’s responsibility and not just a Human Resources process.
It is also very important that once the HR department gives the briefing on Performance
Management System, the new joiner and the Line Manager set the objectives, work plan and
Learning and development plan after the induction process.

4.26 Employees Files

➢ The HR department will keep the employee’s master file with all original documentation.
A file with copies of contracts, extensions, personal details and correspondence that is
relevant to the current posting should be kept.
➢ HR department is responsible for ensuring that all employee files are kept in locked
cabinets to ensure all personal data and information is kept confidential and that access
to files are on a restricted basis.

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➢ All interview documentation for the appointed candidate will be kept in their employee
file.
➢ All personal files must have the following separators in the file.
• Any Correspondence
• Application/CV
• Contract related Documents
• Salary related Documents
• Performance reviews
• Learning and development
• Pre-employment related documents
• Leaves
• Disciplinary and Grievance Process
• General

4.27 Recruitment and Selection in Emergencies

In emergency situations where ACT-I is responding to such situations, the management has
to decide in consultation with HR department on the human resources requirements. It is
important to have fast track recruitment and selection process to speed up the process but
with at least some standards and principles to be adhered to.

A flow chart explaining the process is attached with this policy (Annex-16). The HR
department will discuss the roles and responsibilities of the new team members, see
whether advertising can be done or directly head hunting process can be started. To attract
the talent on short term basis, better salaries can be offered with the prior approval from the
CEO. Only interviews will be conducted and after checking the references via phone offers
can be made. One to two days fast track induction process will be conducted.

Staff can also be hired on temporary services (Daily Wages) by issuing the Temporary
Services Letter (Annex-17) but the daily wage rate should not exceed the sum of monthly
salary decided in the salary structure and position slotting in the salary structure. No regular
short term position will be filled on the basis of recommendations and any person on
temporary service contract has to appear in the interview process. It is the responsibility of
the Recruiting Manager to make sure that the copy of Temporary Services Letter is provided
to the Finance department for making the payments.

It is also important that the considerations should be given to those people who are from the
disaster affected area as much as practically possible.

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4.28 Recruitment of Consultants

There are occasions where consultancy services are required as technical outsourcing
arrangement. The Recruiting Manager must ensure that the TORs (Annex-18) as per the
format are prepared and approved by the budget holder before initiating the process. HR
department maintains a list of possible consultants and their CVs but depending on the
nature of consultancy, the Recruiting Manager can forward possible consultants CVs to HR
department as well.

It is the joint responsibility of HR and Recruiting Manger to finally short list the consultants
and at least two candidates must be interviewed for any award of consultancy. A proper
record of the interview process and final recommendations will be maintained. Any
consultancy between Rs 200,000 to Rs 700,000 is subject to receiving proposal from the
consultant.

It is mandatory that all the consultancies beyond Rs. 700,000 are required to be advertised in
a leading newspaper. Short listed candidates will be provided TORs and short listed
candidates will submit the proposal to HR department in sealed envelops. Format of the
Consultancy Services is attached (Annex-19). For such consultancies, a panel of three
members shall be constituted which shall include an HR Department representative and the
Recruiting Manager. The final decision will be made on the basis of cost, ability and
experience of the candidate.

In case of organizations competing for the consultancy services, they are required to submit
the proposal along with the organizational profile.

4.29 Recruitment of Interns

The department heads may request formally to HR along with TORs and person’s
specifications for internship opportunities. HR department will nominate at least two
candidates for internship and the Recruiting Manager after holding interviews will select one
candidate for internship.

The intern can be paid maximum up to Rs. 8,000 per month as stipend and will not be
treated as regular employee of the organization. A copy of Internship letter is attached
(Annex-20). The recruiting manager will make sure that policies like child protection, code of
conduct etc are explained clearly to the joiner. Being associated to ACT-I, the interns must
follow the organizational policies and procedures. At the end of internship, the intern is
required to submit the internship report to the supervisor.

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Any department can have maximum of one intern at the same time and the duration of
internship must not exceed six months in any case. The minimum duration of internship can
be two months.

4.30 Employment of Relatives

Employment of partners and/or relatives of employees are not encouraged and will only be
considered when there are clear and unavoidable operational reasons for accommodating
such an arrangement.

This also applies to employees whose partners or relatives are being considered for
employment as staff or consultants. In considering such cases the decision of the CEO (in
consultation with the Manager HR ) will be guided by:

• How the needs of the organisation can be best be met.

• the need to safeguard the best interests of ACT-I
• the need to safeguard the best interests of the individual staff member
• the need to promote and maintain good staff relations
• audit considerations
• management and supervision (both direct line and staff management)
• possible conflicts of interest

Employees who subsequently become related or develop a relationship should discuss their
employment position with their line manager or the next management level.
In all of the above cases, the final decision will be made by the CEO in consultation with the
HR Manager.

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Annex-1

STAFF REQUISITION & RECRUITMENT PLANNER

SECTION 1: POST DETAILS
Base Location:
 New 
Job Title Vacancy Type:
Replacement
Employment 
Type of Contract Consultant  Grade of Post:
Intern 
Contract Length: Date Required:
Reports to: Job Title:
Funding
Funding Approved:  Yes  No
restrictions:
Budget Code % 2nd Budget Code %

SECTION 2: RECRUITMENT STRATEGY

Source of candidates:  Internal  External
Agreed strategy (eg
sourcing candidates,
alternate websites,
length of advertising
campaign)
Short listing/interview 1.
Panel: 2.
3.

Short listing date(s):

Face to Face interview Interview to be held  Locally  Other
date(s):
Other selection criteria:  Test  Pres Test or
Presentation details
Recruitment Planner Agreement
Recruiting Manager CEO Date

Manager HR

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Annex-2

SALARY SCALE AND STEP CHART 2012-2013

Annual increments as follows

BSS& SS=8.5%
Grade 1-2 =7.5%
Grade 3-4=6.5%
Grade 5=5.5%

GRADE STEP1* STEP2 STEP3 STEP4 STEP5 STEP6

Basic Support Services 8000 9200 9400 11600 12800 14000
8000 9600 11200 12800 14400 16000
Support Services
1 15000 20000 22000 25000 28000 30000
2 20000 25000 30000 35000 40000 45000
3 45000 55000 65000 75000 85000 95000
4 80000 110000 140000 170000 200000 230000
5 250000 350000 450000 550000 650000 750000

Basic Support Services: Guards, Cleaners, Cook

Support Services: Drivers, Office Attendant

Grade1 Project Assistant, Social Mobilizer, Assistant Logistic Officer, Admin

Assistant (All Assistants)

Grade2 Programme Officer, Admin Officer, HR Officer, Finance Officer (All

Officers)

Grade 3 Coordinators, Regional Program Coordinators (All Coordinators/

Assistant Managers)

Grade 4 Finance Manager, HR Manager, Manager Programmes, Programme

Manager Operations (All Managers)

Grade5 CEO

* The salary package below step 1 can be offered to any potential candidate subject to non-
availability of required funds and will be approved by CEO

* The salary package of Grade 5 is subject to availability of funds and approval of Board of
Directors.

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Annex-3
JOB PROFILE
Job Title:
Place of Work:
Grade:
Reports to:
Line Management responsibility:
Budget Responsibility: In excess of Lxx. No need for exact amount as it will date
The document

Introduction
[You may wish to include a paragraph outlining the context of this role e.g. the purpose of
the team of which it is a part and the overall objectives of that team. Further, up to date
information can be attached separately. However an introduction is by no means essential
and if one is included it should be short]

Job Purpose
[This should be no more than one or two sentences that capture the overall purpose of the
job in relation to the objectives of the unit, programme or organisation. Do not attempt to
describe the activities carried out under this heading but provide a statement that answers the
question ‘Why does this job exist?’. This can be backed up in more detail by the key
accountabilities.]

Key accountabilities
[This section should include no more than 12-15 statements which summarise the key
responsibilities and accountabilities of the role. It is not necessary to detail every task that
should be carried out but ensure that all responsibilities of the job can be covered by one of
the statements. In filling out his section, please follow the guidelines given below:-

• Be totally clear about the level of responsibility and accountability that is assigned in
each area of this role
• Avoid unexplained acronyms or abbreviations
• Start each statement with a verb that provides a positive indication of what has to be
done e.g. plan, produce, complete, maintain, and develop.
• Describe what is to be succinctly as possible e.g. test systems, ensure that accounts
are produced, lead and manage a team … etc
• Briefly state the purpose of the activity in terms of standards or outputs to be
achieved e.g. ensure that accounts are produced in accordance with timescales set
by the senior management team.

Sample general statements of accountability:

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• Ensure effective and efficient use of all Aiming Change for Tomorrow-International
resources in order to keep costs low and ensure safety in the workplace.
• Lead, manage and motivate a team, ensuring that they have clear objectives and
receive meaningful feedback on their performance.
• Other duties as are in line with your skills, experience and role.

Working contacts

This section describes the breadth and depth of contact, the person will have with major
identified stakeholders.

Internal: e.g. staff, secondees and temporary staff apart from those for which the job holder
has line management responsibility.

External: e.g. children, young people and parents, management committee members,
volunteers, individual donors, job applicants, office bearers and general public.

Other: e.g. central and local government, schools, consultants, corporate donors, partner
agencies, the media, local community, and all suppliers of goods and services.

Person specification

The person specification describes the ideal person to do the job by defining the criteria to
be used for screening and selecting the applicants. Avoid long lists of criteria. Keep it short
and realistic. It is useful to divide the person specification into ‘essential’ criteria and
‘desirable (i.e. non essential)’ criteria. Each criterion should be specific and measurable.
Care should be taken in writing the person specification to ensure that essential criteria
really are essential, as specifying things that are not essential may deter people from
applying. Desirable criteria might include for example additional languages skills, IT skills or
a qualification.

Note on Child Protection levels

You need to identify the Child Protection level for the post and add the appropriate statement
(in bold below) into the job description.

Child Protection – level 3

Level 3 – The responsibilities o0f the post require you to work directly with children or
Young people, individually or in groups.

(Requires the post holder to have one to one unsupervised contact with children or young
people or to operate in a programme management rather than a support capacity)

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Child Protection – level 2

Level 2 the responsibilities of the post do not require you to have one to one contact
with children or young people but you may have regular but infrequent
contact, usually with different groups of children and young people.

(Likely to be in a programme management rather than support capacity)

Child Protection – level 1

Level 1 – the responsibilities of the post do not require you to have contact with children
or young people.

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Annex-4
Short Listing Form

Post Title:________________________________________ Date:_______________

Panel Members:
1._______________________, 2._____________________ , 3._________________

Please indicate for each candidate according to the person specification criteria:
Met= M, Partially met=PM, Not met= X

Shortlisted for interview: ✓ Not shortlisted for interview: X

Candidate Education Length of Relevance Quality of Whether short

Name Requirements Experience of Experience listed for
Experience (position, interview
responsibilities,
achievements etc)

Panel Signatures:

1._____________________
2. _____________________
3. _____________________

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Annex-5
Interview Pack – Child Protection Statement

Our Values and principles: Aiming Change for Tomorrow-International’s commitment to

safeguarding children

We recognize that the abuse and exploitation of children happens in all countries and
societies across the world. All child abuse involves the abuse of children’s rights. The
situation of all children must be improved through promotion of their rights as set out in the
UN Convention on the Rights of the Child. This includes the right to freedom from abuse and
exploitation. Child abuse is never acceptable and a commitment to children’s rights in
general also means a commitment to safeguard the children with whom Aiming Change for
Tomorrow-International is in contact.

What will we do

Aiming Change for Tomorrow-International will meet its commitment to safeguard children
through the following means:

Awareness:
Ensuring that all staff and others are aware of the problem of child abuse and the risks to
children.

Prevention:
Ensuring, through awareness and good practice, that staff and others minimize the risk to
children.

Reporting:
Ensuring that staff and others are clear what steps to take where concerns arise regarding
the safety f children.

Responding:
Ensuring that actions is taken to support and protect children where concerns arise
regarding possible abuse.

In order that the above standards of reporting and responding are met, Aiming Change for
Tomorrow-International will also ensure that it:

• takes seriously any concerns raised.

• takes positive steps to ensure the protection of children who are the subject of any
concerns
• supports children, staff or other adults who raise concerns or who are the subject of
concerns

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• acts appropriately and effectively in instigating or co-operating with any subsequent

process of investigation
• is guided through the child protection process by the principle of ‘best interests of the
child’
• listens to and takes seriously the views and wishes of children
• works in partnership with parents/carers and/or other professionals to ensure the
protection of children.

We have a responsibility to ensure the protection and safety of children while they are in
contact with staff. Recruitment to jobs involving regular contact with children will include
specific checks and procedure.

Background to Aiming Change for Tomorrow-International’s Policy on Child Protection

Aiming Change for Tomorrow-International recognizes that the abuse of children occurs in
all societies and it is, therefore, inevitable that, on occasions, staff and other will in some way
encounter issues of child abuse. It is also clear that in some cases, adults in organizations
working for children – in Aiming Change for Tomorrow-International or in partner
organizations, for example – may pose a risk to children. We have developed our Child
Protection policy which aims to:
• raise awareness of the problem of child abuse
• provide guidance on safeguarding children
• ensure reporting of suspected abuse
• the policy is a corporate document and applies to:
• all staff
• all volunteers
• all partnership organizations
• all contractors, e.g. consultants, researchers, writers

The Policy

• Clarifies the roles and responsibilities of the above under the policy, and also the
implications of not complying with the provisions of the policy, which include
disciplinary action.
• Applies to contact with children as part of the Aiming Change for Tomorrow-
International role, although conduct outside the professional or volunteer role may be
an issue if it contravenes the provisions of the policy.
• Contains a code of conduct that describes the positive approach to work with
children. Aiming Change for Tomorrow-International wishes to encourage, but also
contains details of conduct that is deemed inappropriate and unacceptable.
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• Ensures that, at the point of recruitment, and generally in the management of Aiming
Change for Tomorrow-International’s work with children, the risk of harm to children
is minimized.
• Is supported by stringent recruitment and selection measures that have been
designed to minimize the possibility of recruiting persons who may pose a risk to
children.

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Additional Guidance Notes for Applicants

Child Protection Recruitment Procedures

Aiming Change for Tomorrow-International has a comprehensive set of procedures in place

with the overall objective of protecting the interests and well being of children and young
people and to minimize the risk of abuse. In particular, Aiming Change for Tomorrow-
International has a responsibility to ensure that children are protected and kept safe from
harm while they are in contact with our staff.

The post you have applied for involves regular contact with children or control over other
posts with regular contact with children and specific checks related to child protection issues
will therefore be implemented for all applicants for this post. These notes describe these
extra checks and procedures so that applicants understand what to expect during the
recruitment process. The procedures directly relevant to child protection that will apply to this
vacancy are as follows:

Interview Procedures

The interview/test will include specific questions relating to your approach, of working directly
with children and these questions will be tailored to the post you have applied for
Subsequent interviews may involve follow up questions where appropriate or, for certain
posts with substantial access to children, specially selected and briefed young people or
children will be involved in the selection process at some stage.

Reference Enquiries

It is our policy to take up references after a final selection interview. The reference enquiry
form used for this post includes specific questions about your suitability for work involving
children and we will ask you for at least two referees who have line managed you. For posts
with substantial levels of contact with children it is our policy to automatically follow up all
enquiry forms by telephone in order to check the validity of the referee and ask specific
questions about the referee’s opinion of your suitability for work with children.

Verification of Qualifications

We will carry out a check on essential qualifications for the post prior to any offer of
employment being made. You will be asked to bring certificates relating to the essential
qualifications claimed on the application form when you come for your final interview. The
certificates will be photocopied and recorded and the originals returned to you on the day of
the interview.

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Should you be unable to provide certificates for verification, we will ask you to provide some
other form of verification of the qualification obtained either a copy certificate or written
confirmation from the awarding body.

Identity Check

As proof of identity you are required to submit your passport which you will be asked to bring
when you attend your final interview. A copy of the passport will be made and held on file
and the original will be returned to you on the day of the interview. The offer of employment
will be subject to satisfactory proof of identify. Should you have any difficulty with this
request you should discuss this with Human Resources Department who will inform you
whether any other form of verification is acceptable for the post.

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Annex-6

Interview Assessment Sheet

Post Title:

Criteria Rating Can 1 Can 2 Can 3 Can 4 Can 5

Scales
Essential 1-11

1-14

1-7
Desirable 1-7
1-7

Total Score

Panel Member Recommendations

Signatures:

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Annex-7

Final Assessment Sheet

Post Title:

Criteria Can 1 Can 2 Can 3 Can 4 Can 5

(interview (interview (interview (interview (interview
+ test) + test) + test) + test) + test)
Essential

Desirable

Total Score by all panel

members
Panel Recommendations

Signatures by All Panel Members:

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Annex-8
Interview Questions Guidelines

In interviews it is crucial to consider both what you ask as well as how you ask it. It is also
important to be clear about the intention behind the question before deciding how to ask
them.

An interview should be designed to establish what and how a candidate meets the person
specification to minimize the risk of making a wrong decision. It should therefore be
structured to ‘drill down’ to what experience and skills a candidate can offer to support their
application therefore ask for lots of examples from candidates to support what they have
written in their covering letter and CV.

Appropriate types of question

• Open questions, e.g., “Tell me about your previous Job?”

Be careful about asking too general a question, e.g., “What do you think about this type of
work?” You will get far too much unsorted information.

• Probing questions – questions to fill in the details. They often start with how, why or
what, e.g., “What happened next?”, “Why was this?”. “Can you give an example?”

Probing questions are often asked in response to what an application says and are not pre
planned.
However, it is worth giving thought to these in advance where it is anticipated they might be
required

• Direct questions – used to establish specific facts. e.g., “How long did it take you?”
• Reflective questions – used to check understanding which gives the candidate the
opportunity to add further information they may have mistakenly omitted, e.g., “So as
I understand it, you did is this right?”
• Situational questions can be used with care to make the situation described directly
relevant to the job. They should not be over complicated and not assume internal
knowledge, e.g., “What would you do if…?”. It is better to ask what a candidate has
achieved e.g. “Can you give an example of when….”, “ What was your role in that
situation”/

Types of questions to avoid

• Double/multiple questions, e.g., “Why do you want this job and what do you want to
achieve?”
Sometimes this is difficult to avoid if you are thinking under pressure. However, it is
confusing for the candidate so you often don’t get a quality reply.

• Leading questions – where you lead the candidate to say what you want to hear,
e.g., “Would you say then that in this situation you would/wouldn’t……”

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Listening

Communicating effectively through listening is essential to conducting a fair interview.

Consciously and subconsciously we select the information we want to hear and block
ourselves from listening to other messages being conveyed to us

It is often more difficult to listen effectively to someone else when:

• the person’s views, culture, accent, education or work experience are different from
our own
• in your view the appearance of the speaker is extreme in some way
• the person is telling us something we don’t want to hear
• the environment is noisy or frequent interruptions occur
• as a listener, we are experiencing any personal, physical, emotional distress or
discomfort
• our own feelings about the candidate or our own nervousness as an interviewer are
getting in the way

The following are a few points on how to adopt an active listening approach:

Observe – look at the candidate, be interested in what they are saying – avoid distractions.
Observe expressions and movements that indicate unspoken but important attitudes and
feelings. Hear what has not been said. Pick up key words.

Suspend judgement – refrain from evaluating before you have fully understood the
candidate’s response to questions.

Summarise – when you feel you are grasping the candidate’s ideas and thoughts,
summarizing and reflecting back helps both to review and check clarity and mutual
understanding of the message.

Give support – encourage the candidate to express themselves openly and to expand
points when necessary. Use nods, smiles and other encouragements.

Interpret – sometimes it is appropriate to interpret what the candidate is saying and both
parties can find this helpful. However, take care not to lead and beware of negative reaction
from the candidate who might feel that you are deliberately distorting the intended message
or meaning.

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Annex-9

Avoiding discrimination in the selection process

The following section is a summary of the main points on how to avoid unfair discrimination.

Discrimination is more likely to happen when there is:-

• Lack of clarity about the selection criteria

• Failure to work out which topics are likely to elicit the most useful information in
relation to the criteria for selection

• Failure to ask the right questions in the right way, for example:

• The ‘agreement seeker’ looks to the candidate to confirm his/her own opinions and
prejudices, finishing off sentences for the candidate and leading her/him to the
answer s/he is looking for.

• Talking too much, or allowing the candidate to do so. The interview then wanders off
the point.

• Not listening. This often happens when the questioning passes to the next panel
member, or when the interviewer has already decided on a preferred candidate.

• Jumping to conclusions. The interviewer makes up his/her mind about one candidate
or allows one piece of information to dominate the interview without looking for
relevant facts.

• Failure to probe, particularly in what looks like an area of weakness. This may be the
‘ducking syndrome’, whereby interviewers are too polite to ask difficult or
embarrassing questions.

• Concentrating on personality traits rather than on the results of behaviour

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Annex-10

Example Unsuccessful Letter – Face to Face Interview

8 March 2012

Name
Address
Email

Dear

Job Title, Department (Vacancy ID)

Thank you for taking the time to attend an interview for the above position.

After careful consideration of your skills and experience, the panel feels that on this occasion
they were not a close enough match to the requirements for this position. Therefore we will
not be progressing your application further.

I would like to thank you for the time you have taken in making your application and for the
interest you have shown in the work of Aiming Change for Tomorrow-International.

Yours sincerely

(HR Manager)

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Annex-11

Job Offer Letter

Name
Address

Our Ref: HR.REC.-----01

Date:________________
Dear First Name,

On behalf of Aiming Change for Tomorrow-International (ACT-I), we would like to thank you
for participating in the selection process for the post of Post Title.

We are pleased to offer you Post Title based in Location. Your appointment is on salary
scale Grade step – . At this scale, your salary will be Rs. _____/= per month. ACT-I provides
Insurance coverage for its staff. This contract will be of Duration starting from your date of
joining with us with a probation period of ___ months.

This offer is conditional and subject to receiving your satisfactory references and medical
examination by a doctor selected by Aiming Change for Tomorrow-International. ACT-I will
bear the cost of medical examination. Upon receiving satisfactory references and fitness
report from Doctor, offer of this post will be confirmed in writing. Please express your
acceptance to the conditional offer by signing a copy of this letter and returning it to ACT-I
office.

We look forward to having you in our team

Yours sincerely

Name
Title

I accept the offer of employment on terms & conditions mentioned above and will join
ACT-I on ________________.

Signatures:____________________

CC: Finance Manager

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Annex-12
Medical Form A

PRIVATE AND CONFIDENTIAL

EMPLOYEE MEDICAL HISTORY

CONFIDENTIALITY: The information contained in this form will remain confidential between
the individual and Aiming Change for Tomorrow-International. Any issues/concerns arising
from the medical reports will be discussed in the first instance between individual and the
Manager HR.

If completing this form online, use the Tab key to move through the form

PERSONAL DETAILS
Name:
Address:
Telephone Number:
Date of Birth:
Sex Male  Female 
Nationality:
Normal Country of Residence:
Occupation
Blood Group

DOCTOR DETAILS
Name:
Address:
Telephone Number:

How many days sick leave have you taken in the past year and for what reason

PERSONAL MEDICAL HISTORY

Please list any significant operation, accident or illness (including mental illness) for which
you have consulted a doctor or been a hospital in-patient or outpatient.
Date Illness and treatment Time off work

If you have ever traveled abroad or lived in any other country, please complete below giving
an outline of any significant illness contracted
Date Country visited Length of time Illness during this time

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YOUR PRESENT STATE OF HEALTH

Are you at present attending a doctor regularly or Yes  No 
under care from a hospital department? If yes, please
give details below
Condition Name and address of doctor/hospital

Do you have a history of any pre-existing medical Yes  No 

condition (e.g. asthma, back problems, etc)
If yes, please specify:

If yes, it is important to disclose to HR Department

Are you taking any regular medication? If yes, please Yes  No 

specify:
Medication Condition

Are you allergic to any food, drugs, other substance or Yes  No 

animals
If yes, please specify:

I understand that the answer on this form may necessitate my having to undergo a doctor’s
examination at my expense with a view to obtaining an opinion on my medical fitness. I
consent that any such report can be sent to the HR department at Aiming Change for
Tomorrow-International.

Applicant
Signature:
Print Name:
Date:

NB Failure to disclose any existing or previous medical condition could invalidate your medical
insurance.

Please return to:

Manager HR
H. No 554, St. 49, I-8/2
Islamabad

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Annex-13
Medical Form B

Private and Confidential

This form is to be completed by the doctor after reading through the employee’s medical
history form.

Note to Employee: Please give this form and the Employee Medical History form Form A to
the doctor examining you and ask her/him to return them to the Manager HR, Aiming
Change for Tomorrow-International.

NOTE TO DOCTOR: This form has been devised to help detect any signs of ill health which
could cause a problem for the employee.

Please read through the Employee Medical History which has been completed by the
employee, then complete Form B and return both forms along with results of any tests and
investigation to the Manager HR, Aiming Change for Tomorrow-International.

Due to the fact that this employee will be serving an underprivileged community through a
registered charity, we would ask you keep any charge to a minimum. We appreciate your
assistance.

EXAMINATION BY DOCTOR

PERSONAL DETAILS
Employee Name:
How long have you YEARS MONTHS
known the employee?
Has the employee suffered from any serious Yes  No 
physical or mental disease in the past
If yes, please give details

Is he/she on any medication at the moment Yes  No 

If yes, please give details

GENERAL EXAMINATION – CONDITION AND APPEARANCE

Weight: Height:
Eyes – any abnormalities? Yes  No 
If yes, please give details.

Ear – any abnormalities? Yes  No 

If yes, please give details.

Nose – any abnormalities? Yes  No 

If yes, please give details.
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Throat – any abnormalities? Yes  No 

If yes, please give details.

Cardiovascular Pulse Rate

Rhythm: Blood
Pressure
Hear Sounds Regular  Irregular 
History of Cardiac Problems Yes  No 
If yes please give details

Respiratory and Chest – any Yes  No 

abnormalities?
If yes please give details

History of wheezing? Yes  No 

History of asthma? Yes  No 
Gastro-Intestinal – any Yes  No 
abnormalities?
If yes please give details

Presence of Hernia? Yes  No 

History of Jaundice? Yes  No 
Lymphadenopathy – any Yes  No 
abnormalities?
If yes please give details

Back and Legs – any history of Yes  No 

recurrent pain or debilitating
disease of musculoskeletal
system?
If yes please give details

Skin – any abnormalities or sun Yes  No 

induced skin changes?
If yes please give details

Any other abnormalities? Yes  No 

If yes please give details

GENERAL EXAMINATION – PSYCHOLOGICAL

Signs of abnormal
stress or anxiety:
History of
depressive illness:
Family history of
depressive illness:

Any abnormality not

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 Aiming Change for Tomorrow (ACT) International

mentioned above:

TESTS AND INVESTIGATIONS

Essential 1: Routine Urine Yes  No 
Analysis Any abnormalities?
If yes, please give details
Essential 2: Blood group (if no Yes  No 
official record of same)

Thank you for completing this form

Doctor’s Name
Address:
Telephone Number
Signature: Date:

Please return to: Manager HR, House No. 554, St. 49, I-8/2, Islamabad

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Annex-14
Employers Reference Request

If completing this form on line – please use the ‘Tab’ key to enter details, and then print out
for signature.

Applicant’s Name:

Position Applied For:

 About the referee….

Name:
Employing Organisation:
Position in Organisation:
Relationship to Length of
Applicant: relationship:

 About the applicant……

Position(s) held) with dates):
Dates of Employment From: To:
Current/leaving salary: How many
Number of days sickness separate
absence in the last two years occasions?
of employment:
Reasons for leaving:
Would your organisation re- Yes  No 
employ the applicant?
Please give details of any formal disciplinary action during employment:

Were there any professional causes for concern during the applicant’s employment?

Please give your comments on the applicant’s suitability against the Person Specification
attached with this form:

Any other relevant information you wish to provide:

Child Protection….

This post involves access to children. As an Yes  No 

organisation committed to the welfare of children,
we need to know if you have any information or
knowledge of this applicant that would cause us
any concerns in relation to the protection of
children from abuse or harm:
If ‘yes’ please provide details:

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As a part of Aiming Change for Tomorrow- TEL 1:

International’s child protection practices which aim
to safeguard children, we will contact you for TEL 2:
verification purposes. Please provide us the
organization’s main telephone number(s):
Please affix employer’s official stamp
in space below:

Signed…………………………………………………

Date:……………………………………………………

For speed of processing please return your completed reference in the first instance.
The signed original must be sent by post marked Private & Confidential to:
Manager Human Resources, Aiming Change for Tomorrow-International, H. No. 554, St. 49,
I-8/2, Islamabad
NB. Your reference must be supported by either your official company headed paper or
stamp.

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Annex – 15
Induction Plan
Name:

Induction Supervisor:

Start Date:

Reading of different policies and reports and programme related material continues through
out the induction period.

Activities Who is How will this Tentative Completed

responsible be delivered? Dates & (Y/N)
for delivery? Timings
Geographical orientation of office
(toilets, photocopier, tea points,
notice boards, etc)
Office ID & visiting Cards
Fire drill and security procedures
Induction Programme – Activity 1
Contents
Aiming Change for Tomorrow-
International History
Current Projects & Activities
Organization Structure
Salary Structure
Contract terms & conditions
Induction Programme Activity II
Contents
Who we are presentation
Using Internet & IT policy
Exercise
Induction Programme Activity III
Contents
HR and Support Services
Presentation
Vehicle and procurement policy

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Activities Who is How will this Tentative Completed

responsible be Dates & (Y/N)
for delivery? delivered? Timings
Induction Programme – Activity IV
fraud policy
Effective Programming
Induction Programme Activity V Education Presentation
Education Theme Team
Finance Department Finance
Team
Induction Programme Activity VI Support Meeting
Central Filing System Services
Admin Systems
Induction Programme Activity VII
- Performance Management System

Different Meetings and visits plans

Final feedback to Recruiting Manager

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Annex-16

Recruitment Flow Chart

Staff Requistion form & JD Draft Annex I & II

Final JD by HR Office

Advertisement (News, Jang and Nawai-wat or Local Newspaper) by HR

Applications to be received by office

HR Department will short-list initially with signatures on CVs

Final short-listing to be conducted by HR Manager, Recruiting Manager and any

other senior staff member with signatures

Interview call letter/telephonic calls by Field Office

Interview questions (Selection Tool/method) to be prepared by recruiting manager

and HR

Implement Panel Interviews by Panel comprised of Recruitment Manager, HR Manager,

CEO or any senior staff member

Interview Process

Offered/Negotiation to be made by HR Office

Reference to be checked

Contract, Personal detail forms, Health Insurance forms other contract attachment
by HR office, Copies of Contract to Finance department

Induction by recruiting manager supported by HR Office

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Annex-17
Temporary Services Contract

Name___________________ Date:
Address

Subject: Temporary Services as ____________________________________

Dear………..

This is with reference to Aiming Change for Tomorrow-International Earthquake Response

Programme and discussion with you on your availability on Temporary Services basis as
______________________ for Aiming Change for Tomorrow-International form
_____________ to _____________

On behalf of Aiming Change for Tomorrow-International, I hereby inform you that we would
like to avail your Temporary Services under the following terms and conditions

Terms & Conditions

• The Temporary Services Person would not act in a way which is against the Aiming Change
for Tomorrow-International Code of Conduct (copy attached)

• Aiming Change for Tomorrow-International would not take any responsibility/claim by the
Temporary Services Person in case of any Security, Health and Safety incident or any matter
related thereof.

• The Temporary Services Person will provide the services to the best of her/his skills and
ability in accordance with the requirements and use her/his best endeavors to promote the
interests of Aiming Change for Tomorrow-International.

• The Temporary Services Person will not, except with the prior consent of Aiming Change for
Tomorrow-International, commit Aiming Change for Tomorrow-International to any legally
binding agreement or course of conduct.

• The Temporary Services Person will observe and abide by the Child Protection Policy to
comply with the practice and principles as briefed by the Supervisor.

• The Temporary Services Person will be paid Rs. ___ per day as a daily amount for his/her
availability.

• Aiming Change for Tomorrow-International has the right to discontinue your services at any
point to time during your services period. We hope that you have completely understood the
terms and conditions set in this letter and accept the same by signing this letter.

Thanks & regards

Name
HR Representative

I,________________________ accept the above mentioned terms and conditions.

Signature: Date:

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Annex-18
Terms of Reference for Short Term Technical Assistance

Introduction

This section contains the brief introduction.

Objective of Technical Assistance

The overall objective of this Technical Assistance is to

__________________________________________________________________________
__________________________________________________________________________
__________________________________________

Specific Tasks include

1. Task 1
2. Task 2
3. Task 3
4. Task 4
5. Task 5 etc

Plan of Work

On the basis of the proposed time schedule outlined in these Terms of Reference (ToR), the
consultant will prepare a brief work plan to include the following activities.

Activity 1 with time lines

Activity 2 etc

Expertise Required

Reporting

The consultant shall document the details of the assignment in a final report that shall be
completed in English, by the final day of the assignment. The report shall include:

1. A preamble giving;

a) The principle features of the assignment at the time to technical assistance,

including objectives and components

b) The objectives, approach followed and plans of work of the assignment

2. Summary

3. Details of assignment

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4. Conclusions and recommendations

5. Lessons learned

6. Annexes:

A draft copy of the report would be shared with CEO and Recruiting Manager for comments
which shall be incorporated in the final report. An electronic copy of the report shall also be
made available to the ACT-I office in addition to the hard copy as above.

The consultant will report to Recruiting Manager for all work and contract related matters.

Time Schedule

The consultant shall carry out the work over a time period of Duration.

Tentative Itinerary

Any other details

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Annex-19

Contract For Services Between Aiming Change for Tomorrow-International and

XXXXXXX

THIS AGREEMENT (hereinafter, together with all Appendices attached hereto and forming an
integral part hereof, herein after referred to as the Contract dated xxxx, 200x, between
Aiming Change for Tomorrow-International, Programme Office, House No. 554, St. 49, I-8/2,
Islamabad (hereinafter referred to as ACT-I) and xxxxx (herein after referred to as the
Specialist) whose address is xxxxxxxx is for professional services in support of the Aiming
Change for Tomorrow-International Programme Office, Pakistan. The title of this specialized
Services is xxxxxxxxxxxxxxxxxxxxx.

WHEREAS.ACT-I has requested the Specialist to provide services as a xxxxxx Specialist to

the ACT-I Programme in accordance with the Terms of Reference as described in Appendix
A attached to the terms and conditions set forth in this Contract.

WHEREAS, the Specialist having represented to ACT-I that s/he has the required
professional skill, has agreed to provide the Services on the terms and conditions set forth in
this Contract.

Section 1 Description of Services

The work to be performed by the Specialist under this Contract is more particularly described
in the Terms of Reference set forth in Appendix A the Specialist will closely collaborate with
the Programme xxxxx, ACT-I Programme Office, Islamabad.

Section 1.1 Commencements and Period of Assignment

The Specialist’s Services shall be deemed to have commenced on xxxxxx 200x, and shall
cover the agreed period of engagement of xxxx person months until xxxx200x, both days
inclusive.

Section 1.2 Place of Assignment

The normal place of work of the Specialist shall be Islamabad. S/He may have to travel to
different places in Pakistan in connection with the Services and as agreed with the ACT-I
Programme Office.

Section 1.3 Leave

The Specialist shall be entitled to xxxxx period of leave during the timeframe of this Contract
and provision of said Services

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Section 2. Rights and Obligations of the Specialist

The rights and obligations of the Specialist are strictly limited to the terms and conditions of
this Contract. Accordingly the Specialist shall not be entitled to any benefit, payment,
subsidy compensation or pension from ACT-I, except as expressively provided in the
Contract. The Specialist will not be exempt from taxation by virtue of this Contract and will be
levied withholding tax according to Pakistan law on the monies received under this Contract.

The Specialist shall perform his obligations to the satisfaction of the ACT-I CEO and will not
act in any manner prejudicial to the interests of the Programme or the Aiming Change for
Tomorrow-International.

ACT-I shall be the judge regarding the fact that as to what amounts to be an act prejudicial to
its interests.

Section 3. Confidentiality and Conflict of Interest

The Specialist shall not either during the term of this Contract or subsequent to the
expiration of this Contract disclose any proprietary or confidential information relating to the
Programme, partner NGO organizations, the Services or Aiming Change for Tomorrow-
International’s business or operations without the prior written consent of the ACT-I, which
consent of Aiming Change for Tomorrow-International shall be sought exclusively by ACT-I,
on behalf of the Specialist.

The Specialist will avoid any action and in particular any kind of public pronouncement,
which may adversely affect the Specialist’s relationship with ACT-I, the Programme and
through, it the, partner NGOs, or the independence and impartiality which are required by
that relationship.

Section 3.1 Intellectual Property Rights

All intellectual property rights in all material, including but not limited to reports, data such as
databases, computer soft-ware, maps, diagrams, drawings, plans, statistics, calculations and
recordings which are acquired, processed or prepared under this Contract, whether or not
electronically stored, by the Specialist pursuant to the performance of the Services shall not
be the property of the Specialist, rather it shall remain the property of the ACT-I.

The Specialist shall not later than thirty (30) days after/upon termination or expiration of the
Contract, deliver all such property to ACT-I. the Specialist may retain a copy of such property
but shall not use them for purposes unrelated to this Contract without the prior written
approval of ACT-I.

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Section 3.2 Administration

The ACT-I has designated xxxxx as the Coordinator for the Services and all contractual
matters of the specialist. The Specialist shall inform the xxxxx of any major changes in the
Services or deviations from the Terms of Reference specified in Appendix A.

Aiming Change for Tomorrow-International shall not be responsible for any natural cause
tantamount to serious illness or vice versa or any nature of insurance claim, which may
occur to the Specialist during the course of these special services.

Section 4. Termination

ACT-I may terminate this Contract by notice to the Specialist:

1. if the Specialist has failed to satisfactorily provide the Services as per the requirements
of the Terms of Reference and Contract; or
2. and, if Aiming Change for Tomorrow-International, as its sole discretion, and for any
reason whatsoever decides in it’s interests to terminate the Contract.
3. On non-compliance of any clause mentioned in section 8 of this Contract.

Section 4.1 Procedures on Termination

Upon termination of this Contract (unless such termination shall have been occasioned by
the default of the Specialist) the Specialist shall be entitled to the full payment of
remuneration upon rates specified in Section 6 for Services provided up to the date of such
termination.

Section 5. Arbitration and Settlement of Disputes

In case of any dispute or differences whatsoever arising out of this Contract or in connection
herewith agreed upon and stipulated herein which cannot be amicably settled between the
parties within thirty days (30) shall be referred to a mutually appointed arbitrator and finally
settled by arbitration by way

of a mutually appointed arbitrator. That said the Arbitration Act, 1940, would govern the
arbitration proceedings and the rules made there under as enforced in Pakistan.

Section 6. Payments to the Specialist

ACT-I shall pay to the Specialist in respect of Services remuneration as set forth in
paragraph (a) of this section. The Specialist shall be paid per diem as set forth in paragraph
6.5 of this Section.

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6.1 Remuneration shall be determined on the basis of time spent in performance of the
Services, including necessary travel time. At the rate of Rs. Xxx (Rupees xxx) per
day or per month.
A working day is determined as minimum eight (8) hour period of work or work
related travel in one day. The Specialist cannot receive compensation for work in
excess of 8 hours per day.
6.2 The Specialist will be required to submit a time sheet for work done.
6.3 The Specialist shall be paid by ACT-I accordingly in Pakistani Rupees, upon the
satisfactory completion of the Services and acceptance of the final Services report.
6.4 Tax deduction or remuneration will be in accordance with the Government of
Pakistan rules.
6.5 A per diem allowance for every day in which the Specialist shall travel for the
purposes of the Services will be paid at a daily rate of PKP1100/= (Rupees Eleven
Hundred Only)
6.6 Cost of necessary travel by the most appropriate means of transport and the most
direct practicable route shall be arrange and paid by ACT-I.

Section 7 NOTICES

All notices hereunder to be effective must, if they are meant for the ACT-I, be sent by
registered post/courier/hand at the following address:

House 554, St. 49 I-8/2, Islamabad

And if they are meant for the SPECIALIST to be sent by registered post/courier/hand at the
following address xxxxxxxxxxxxx or to such other address as the addressees shall hereafter
have notified to the other party in writing as the address for the service of notice.

Section 8. Child Protection Policy of Aiming Change for Tomorrow-International

a. It is never acceptable for a child to be abused and the Specialist will take steps to
prevent abuse wherever s/he can, and respond to the needs of all children he comes into
contact with in relation to work whenever the suspects they are being abused. In the
event of practice in contravention of the CPP or abuse by the Specialist, Aiming Change
for Tomorrow-International may be unable to continue with the Contract if it has serious
about the actions and behaviour of the Specialist, and if these contravene the Child
Protection Policy.
b. It is absolute requirement and a condition of this agreement that no person or body
(herein referred as consultant) who/which carries out work on ACT-I behalf pursuant to
this Contract is or has been or becomes in any way involved in or associated with the
abuse or exploitation of children as described in Child Protection policy.
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c. The Specialist as a condition of this Contract agrees that it will bring the contents of the
Child protection policy to the attention of any employee, agent, sub contractor or other
workers who are engaged to carryout part or all of the work contracted to be done for
ACT-I and to instruct them to observe and apply the policy strictly in all of their dealings
with children.
d. If it became known that the Specialist or any of its co-partner or employee, agent, sub
contractor or any other worked who are engaged directly with the work of the Specialist
are involved in the maltreatment of children whether as described in the CPP or
otherwise in such a way that compromised the safety of children and thereby also
compromised the integrity and reputation of ACT-I, this would constitute a breach of the
terms and conditions of this agreements and result in ACT-I being entitled summarily to
terminate the agreement.

This agreement will commence upon signing parties, each page of the original, as well as the
two copies. The original may be retained by the Consultant for their record and the
copies returned to Aiming Change for Tomorrow-International in Islamabad. By signing this
document the signatories certify that they are authorized to enter into this agreement.

INWITNESS THEREOF THE said parties put their hands to this Agreement or the date
mentioned below:

The Specialist For and on behalf of the ACT-I

___________________ _________________________
xxxxxxxxxxxxxx CEO

Name:_____________________ Name:_____________________

NIC:______________________

Date:______________________ Date:______________________

Witness: Witness:

Name & Signature: Name & Signature:

Date: Date:

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Chapter – 5 Employment

5.1 Employment Contracts

Aiming Change for Tomorrow-International offers two types of contracts with different benefits
and entitlements.
• Contracts for more than a year up to three years (Annex-1)
• Contracts for less than or equal to one year (Annex-2)

Staffs on less than a one year contract are not entitled to family health insurance. Also the
benefit of terminal grant does not apply if the contract duration is less than one year but if the
employee remains in continuous service on two or more short term contracts and the total
period of employment is one year or more than one year than the staff member is entitled to
receive the terminal grant.

Employment contracts must be provided to new employees prior to taking up their position
along with the Standard Terms and Conditions document so that any new staff member will
be fully aware of all the benefits and entitlements under the contract.

All staff contracts will be signed by the CEO or her/his duly authorized representative.

5.1.1 Employment Contracts

When the contract of an employee is approaching expiry, the HR department will inform the
line manager of the staff. The line manager is responsible to inform HR after checking with
Finance department on budges whether the contract needs to be extended or not through
Change Action Form (Annex-3).

The CEO in consultation with HR Manager will make the final decision. The employment
contracts will be extended by considering the work plans, nature of work load, programme
requirements, performance of employee, relations with other team members and budgets.
After having the approval on the extension, the staff member will be communicated through a
letter with copies to HR and Finance department.

5.1.2 Contracts Addendum

Any change in the contract terms or conditions or status of the employee must be approved
by the Line Manager, Manager HR, Budget Holder and the CEO. Change Action Form can
be used in the cases of promotion, change in title, grade, and step and contract extension.

5.1.3 Probation Periods

All new staff members are subject to complete probation period. The period of probation
depends on the duration of the contract. Extension of the probation period is not encouraged
HR POLICY 54
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normally but may be considered in the even of sickness, emergency absence or other
unforeseen circumstances which may have impact upon the period of probation and thereby
disturbing the achievement if objectives and or completion of the work plan. Following is the
schedule which explains the different probation periods as per contract durations.

Contract Duration Probation Period

More than a year (12) Twelve Weeks
One Year (4) Four Weeks
Less than one year but more than six (3) Weeks
months
Six months or less (2) Two Weeks

5.1.4 Confirmations

Confirmation of any staff contract is subject to approval by the concerned line manager of
the post holder. This follows a performance review against agreed outcomes and work plan
set at the beginning of employment for probation period (probationary evaluation). The line
manager is responsible to hold a meeting with the staff member and review the performance
and other competency areas by using the confirmation of probation from (Annex-4) and
sending it to the HR department for further action. The line manager will also ensure that the
job description is provided to the staff member at the beginning of the employment and
objectives and work plan is set for the probation period.

Subsequent to the confirmation of the contract at the end of the probation period the finance
department will b authorized to proceed with the payroll process. Similarly subsequent to
performance review, the line manager will fill up the confirmation form and inform HR
department which will communicate to the post holder immediately. In case where
confirmation is not approved, the letter from HR must indicate the key reasons for non
confirmation and also a meeting will be arranged by HR between post holder and the line
manager to explain the reasons.

In cases where confirmation is approved but some areas for further improvement for
strengthening are highlighted, those must be clearly documented with time lines for follow
up.

5.1.5 Notice Period

The employee or ACT-I-either party are required to give notice to each other on termination of
services. Following is the schedule which will give the duration of the notice periods as per
the contract duration.

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Contract Durations Notice Period

One year or more (1) One month
Between six months and less than one year (21) Three weeks
Less than six months (15) Fifteen days
Probation period (1) week

Staff on one year or less than one year contract can be served the notice under the following
terms and conditions and will not subject to redundancy package.

• If ACT-I is required to close its operations, either entirely or partially for which the
employee is being employee is being employed, for whatever reasons.
• Due to budge constraints
• Due to changed nature of the programme requirement
• Not satisfactory performance and behavior

In case of serving the notice, information should be sent to Finance and HR department
immediately. Failure to give notice will subject to payment in lieu of such notice period on
both sides (ACT-I and Employee)

5.1.6 Continuation of Service

Any staff member who works for Aiming Change for Tomorrow-International on consecutive
contracts or the gap between two contracts is not more than one month will be considered
as employment in continuity.

5.2 Absence From Work

If the employee is unable to attend work for any reason, including sickness, she/he is required
to notify the Line Manager and/or reception immediately. Failing to do so will be subject to
disciplinary action. Please refer to Disciplinary and Management of Sickness and absence
policy in the manual.

5.3 Conditional Information

It is mandatory for all employees to treat all information of whatever kind as strictly
confidential relating to work with ACT-I or its clients during or after the termination of
employment. It is expected from staff that they will not divulge any information, facts figures
or other data they may obtain while in the employment of ACT-I unless required to do so by
a competent court of law. All official ACT-I documentation and materials remain the property
of ACT-I and may not be published or copied without the prior permission of the CEO or
BoD.
5.4 Transfer

The ACT-I management reserves the right to transfer any of its employees at any location
where its operations are going on or it has any sub office to fill up the gap or as a capacity
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building measure or as a result of disciplinary process outcome. Management will hold

discussions with the staff member before making such decision.

5.5 Office Timing and Working Hours

All non support staffs are required to work for (40) hours (inclusive of lunch breaks) five days
a week with Saturday and Sunday off. The office timings will be from 0900 hrs to 1700 hrs
inclusive of (30) minutes break for lunch. On Friday, lunch break will be one hour and thirty
minutes. The support staff working hours will be (45) hours (inclusive of lunch breaks) five
days a week with Saturday and Sunday off. The office timings for support staff will be from
0830 hrs to 1700 hrs inclusive of (30) minutes break for lunch. On Friday, lunch break will be
of one hour and thirty minutes.

5.6 Office Timings and Working Hours During Emergency

In situations where ACT-I declares the emergency and starts operating to respond such
situation, staff in emergency area or in emergency offices, the timings will be decided by the
CEO and in no case the total working hours can exceed (48) hours a week and a maximum
length of week can not exceed six working day per week. During emergency phase, the
management will decide whether to provide food and accommodation for staff and all the
matters related to office timings, food and accommodation will be communicated as a first
priority in the initial days of emergency. The CEO in consultation with staff may make
decisions to change office timings at any point of time during the year.

5.6.1 Death

In case of death (due to any reason) of employee during service, ACT-I will take the
responsibility of paying one month full salary in addition to the salary due on the day of
expiry of the staff member.

ACT-I will immediately coordinate with the group life insurance company to release the
payment to the family of the deceased staff member in all possible manners. All payments
related to terminal grant and salaries will be paid to the next of kin of the deceased staff
member within one week. All salary advances or personal deductions will be waived off in
order to speed up the process.

5.7 Taxation

All salaries, consultant fee, stipends to interns are subject to tax deduction as per the
Government of Pakistan law, rules and regulations. However finance/HR department will
ensure that the staff is provided the maximum benefit under any legal provision available
under the law. Finance/HR department will also issue tax certificates to all staff each year
mentioning the amount of tax deducted.
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5.8 Restriction on Work Outside ACT-I and Other Interests

During the period of employment with Aiming Change for Tomorrow-International,

employees are expected to give priority to their jobs. As a result, they may not be employed
by, or carry out any work for any other body which conflicts with or hinders their ability to
carry out their work satisfactorily, without the prior written permission of CEO.
Being ACT-I staff, they cannot enter into any kind of employment without written consent of
Aiming Change for Tomorrow-International and will not

• Engage in or promote any profession, trade or business

• Accept any remuneration except that payable under their terms and conditions of
employment with Aiming Change for Tomorrow-International.
• write or contribute any matter for the press or publication or be concerned in or assist
in the publication in any form or format of any such matter or make or participate in any
broadcast except with the permission or at the request of Aiming Change for
Tomorrow-International. Any fees received for television, radio, broadcasts or speaking
engagements on Aiming Change for Tomorrow-International matters will be paid to
Aiming Change for Tomorrow-International. So as to avoid liability for income tax on
such fees, recipients should sign the appropriate form of disclaimer in favour of Aiming
Change for Tomorrow-International, at the time that the fees are offered.
• Engage in or promote any political or religious propaganda or similar activity.
• Do anything that does or is likely to or may bring staff member or Aiming Change for
Tomorrow-International into disrepute.
• Being staff of ACT-I, they will observe the aims and ideals of Aiming Change for
Tomorrow-International are those of a non-political, non-governmental, non-sectarian
organization which is solely concerned to assist children in trouble, need or distress,
irrespective of race, class, creed or political consideration.

5.9 Allowances

5.9.1 Additional Responsibility Allowance

Where a staff member is required to cover the duties of a higher graded position during a
period of temporary absence or whilst the senior post remains vacant, then they may qualify
for an ‘additional responsibility allowance’.

This will only be paid where the staff member is undertaking the full responsibility of the work
of the member of staff including decision making, for a period in excess of 4 weeks. Taking
messages, dealing with paperwork and deferring or redirecting major decisions relating to
major functions of the job will not qualify for payment of the allowance.

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The allowance will, if agreed within the terms above, be payable from the beginning of the
first day during which the additional responsibility is being carried out. It will be equal to an
increase of difference between current salary and substituted post or the minimum of the
grade of the substituted post whichever is the greater. If the staff member is standing in for
more than 1 year, he/she will receive an increment in the grade of the person for whom
he/she is substituting.

5.9.2 Medical Allowances

ACT-I will cover the cost of OPD up to Rs. 37,000/- per annum for all staff and their
dependents where dependents means spouse and children only OPD costs which are
usually meant for medical consultations. The claim will be based on actual and original
receipts or other supporting documents which must be provided at the time of any claim.
Changes may be made with prior notification from the CEO.

Staff working on short term contracts i.e. less than one year, are also entitled to have
medical cost coverage for their recognized dependents on a pro rata basis depending on
their length of contract.

In exceptional cases to be determined and approved by the CEO staff may present a claim
for additional coverage.

Costs of maternity cases may also be considered in additional to the limit; this could be up to
75% of the cost above Rs. 30,000 up to maximum of Rs. 37,000. This will be determined on
a case to case basis and must be approved by the CEO
This medical allowance covers

➢ 100% cover in respect of consultation with qualified doctor and hospital charges for the
staff member and recognized dependants.
➢ 100% reimbursement of essential and basic drug costs, which have been prescribed
by qualified doctor, for staff and recognized dependants.
➢ 100% reimbursement of essential and basic optical and dental costs for staff and
recognized dependants. These may include
• eye infection or disease
• eye examination for VDU
• gum infections
• tooth extraction
• amalgam fillings
• any tooth rehabilitation declared necessary by the doctor for health

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• Spectacles Frame or cost of lens (not more than 1500/- per frame)
➢ Pregnant women (dependent or staff member) will receive full cover in respect of
essential dental or maternity care. OPD limit can not be used to meet delivery costs
during hospitalization as it is already covered under health insurance arrangements. In
case if delivery related costs are not covered by insurance arrangements, a case can
be forwarded to CEO for approval to meet the costs from OPD or extended OPD limits.
However staff on one year or less than one year contract, are allowed to meet the
delivery costs from OPD as they are not provided insurance scheme.

For more details please refer to Medical Entitlement policy in Health and Safety section

5.9.3 Relocation Allowances

Any staff member either who is transferred to another location or has been appointed to
such location as operating base which is different from home location is entitled to have a
relocation allowance of Rs. 20,000/- provided that staff member actually shifts his/her
residence to new location. This ceiling of Rs. 20,000/- is applicable on the condition that the
staff member provides actual receipts of the expenses incurred to transfer the household
items and family travel costs. This provision is available for only one time and can be
extended again if the staff member is again shifted her transferred.

5.10 Insurance

5.10.1 Health Insurance

Aiming Change for Tomorrow-International provides Health Insurance coverage to its staff
and their dependents through an Insurance company. All staff is required to fill up the Health
Insurance Form on their first day of employment. Staff can get the advice from HR on how to
fill up the form and declare any disease. Insurance company usually issues health insurance
cards which can be used in the case of hospitalization.

Health Insurance Coverage is fully provided to staff and their dependents who are on more
than one year contract. However, this health insurance coverage is provided to only staff
member who are on one year or less employment contracts and dependents are not
covered. In case of normal diseases, the hospitalization entitlement is Rs. 100,000 per
insured member and in case of dread diseases, an additional Rs. 300,000/- coverage is
available. This coverage limit is for one year. Further details can be obtained from the HR
department. For maternity cases, the coverage limit for normal cases is Rs. 50,000/- and C-
section the limit is Rs. 70,000/-

Staff is required to inform HR in case of serious illness to HR before hospitalization so that

coordination can be done with the Insurance company and best possible treatment is made
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available to staff or their dependents. HR department will communicate to the insurance

company on addition and deletion of staff under the coverage.

5.10.2 Group Health Insurance

All staff regardless of their contract durations is entitled group life insurance. HR department
will communicate to the insurance company on addition and deletion of staff under the
coverage. In case of normal death, family of deceased staff member will receive Rs. 1 million
and Rs 2 million in accidental death.

5.11 Leaves

5.11.1 Annual Leaves

Staff is entitled to 25 working days annual leave with full pay and benefits in a calendar year,
01 January to 31 December. This leave will be accredited to the staff leave account at the
beginning of the calendar year and is in addition to local officially gazetted holidays. Annual
leave is calculated on a pro-rata basis for staff appointed during the year. Any annual leave
accrued but not taken at the date of termination of employment will be adjusted in lieu of the
notice period and a maximum of 14 leaves can be encashed.

The Line Managers will be responsible to ensure that staff avail the opportunity to take all
their annual leave during the calendar year. Leave dates must be informed three working
days in advance and must be mutually agreed between the staff member and the Line
Manager. Failure to submit a written request at least three working days in advance may
result in non approval of the request.

Annual leave will be accumulated, under normal circumstances; maximum of 10 leaves can
be carried forward to the next calendar year. In exceptional individual circumstance, where
owing to additional work responsibilities, the full entitlement of annual leave has not been
taken in the calendar year, the Line Manager may authorize, in writing, a maximum of three
days annual leave to be carried forward to the next year. Reasons for doing so must be
documented. However, such leave must be utilized within the first three months of the next
calendar year (January to March), otherwise such leave will lapse.

However due to any exceptional situation i.e., emergency response and relief work where
staff are not able to take their annual leave entitlement the CEO may authorize any change
to the above mentioned policy. Support Services/Admin department will ensure that a proper
record is maintained of the leaves for all employees. Monthly reports will be submitted to line
managers on the leave status of their line managed staff. As a matter of good practice and
work life balance, ACT-I encourages staff to avail their leaves in the leave year with

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appropriate planning and in consultation with their line managers. Staff not submitting the
leave applications of any kind will subject to disciplinary actions as per the policies.

5.11.2 Compassionate Leave

Compassionate leave of up to five (5) working days with full pay and benefits is available
upon the death of an employee’s immediate family member or family members living in joint
family system. Immediate family in this case is defined as parents, spouse, children, brothers
or sisters. Those employees, who need additional leave to cover religious and traditional
social customs in connection with the bereavement, may apply for such leave, and if it is
granted by the Lin Manager, this will be deducted from the annual leave balance.

5.11.3 Sick Leaves

Standard sick leave entitlement is ten (10) working days. Any request for sick leave must be
notified to the Line Manager on the day of such leave. On resuming work, a sick leave
application must be submitted and approved by the Line Manager. Application for sick leave
required for more than two working days shall be supported by a Medical Certificate from a
Registered Medical Practitioner. If the sickness exceeds ten (10) days per annum in case of
a serious illness or accident, when supported by Medical Certificates, such a additional sick
leave may be authorized by the CEO as follows:

SERVICE ACCRUED ENTITLEMENT

Year 1-2 years 1 month full pay: 1 month half pay, 1 month – No pay
2-3 years 1 month full pay: 1 month half pay, 1 month half pay
3+ 2 months full pay: 2 month half pay, 1 month – No pay
same as above

As the end of this period, a determination will be made by the CEO as to whether to retain
the employee or not. Any un-availed sick leave will not be en-cashable. Where a member of
staff is frequently absent owing to sickness, the CEO may seek the opinion of a designated
medical practitioner. Continues, regular, or lengthy absence may, after due notice, result in
loss of pay or dismissal. Please refer to Health & Safety policy for more details.

5.11.4 Maternity Leave

Maternity leave with full pay for a total period of ninety (90) days is available once in three
years of employment with ACT-I. the birth of a child must be notified to the Line Manager
within seven days. Maternity leave cannot be authorized for those female employees who
have not completed six months service at ACT-I, however, they can use other leave such as
sick leave balance, annual leave balance and leave without pay. However maternity leaves
will not be considered as pro longed sickness and not entitled to the same benefits as
mentioned in the sick leave clause mentioned above. The same conditions of maternity

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leave will apply in the case of adoption. Any change to this leave provision is subject to
approval from CEO and consultation with the Policy Review Committee.

5.11.5 Paternity Leave

Paternity leave with full pay for a period of five (5) working days is available for staff once in
three years for a maximum of three times. This is also applicable in the case of adoption.
Any change to this leave provision is subject to approval from CEO and consultation with the
Policy Review Committee.

5.11.6 Leave without Pay

Leave without pay is not available in normal circumstances. In instances where a staff
member has used all the other leave entitlements and still requires to take leaves, s/he can
apply in writing for leave without pay which is subject to approval from CEO only. For leaves
taken without pay an employee does not accumulate any additional or other benefits. Any
unpaid leave is deducted from monthly salaries. Leave without pay is to be granted at the
discretion of the CEO in exceptional circumstances mentioned below:-
I. For unavoidable family circumstances, maximum up to three months
II. For medical reasons, maximum up to one month (in addition to Sick leave
entitlements)
III. For self finance study purpose, maximum up to three months

5.11.7 Time Off In Lieu

ACT-I does not have a policy of paying overtime to the staff.. Exception is for support staff
who get over time at double rate on extra hours worked. However, leave is lieu of hours/days
worked and approved will be accredited to the leave balance on an actual basis. Leave in
lieu must be taken within three (3) months of its being earned, or the entitlement will lapse.
Leave in lieu must be first documented and submitted to the line manager immediately for
approval. Leave in lieu must be approved by the line manager at least one week before it is
taken. In the absence of the immediate line manager, the designated acting manager would
be the approving authority.

Staff are responsible to maintain the record of their extra hours/days worked and for getting
approval from the line managers. Staff leaving after 1730 hrs should sign off the time sheet
available at the reception desk. Staff request for TOIL for extra hours worked must be
supported by the copy of this time sheet. Staff traveling beyond established working hours
(0900-1630) can claim travel time for Leave in Lieu.
The CEO may change the time limit of taking TOIL in accordance with changing
circumstances and in consultation with Policy Review Committee.
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5.11.8 Gazzetted Holidays

All staff is entitled to gazetted holidays announced by the Government of Pakistan with full
pay and benefits. In case if any gazetted holiday comes on weekend, staff will get the
following working day as holiday and office would remain closed.

5.12 Over Time

This benefit is provided to Support Staff who work relatively more than the other staff in
terms of working hours if support staff work beyond established working hours related to
their contract or work on week ends, are entitled to have overtime on double rate. However,
ACT-I expects its staff not to work on weekends until or unless it is really required and duly
authorized by line manager.

5.13 R & R

In normal circumstance, R&R is not applicable. In emergency situations, where ACT-I staff is
working continuously (6 days a week) is entitled to have R&R of four days after every six
weeks. The R&R is not applicable to local staff and is extended to staff whose home base is
different from operating base within the country.

5.14 Demotion

In instances where an employee demonstrates that he/she is unable to perform the specified
tasks of their current position and it has been reflected in the performance review process
and recommendations are made under the disciplinary process and where an alternative
junior or equivalent position exists for which the employee is qualified, employee can be
offered the option. Failing to accept the option would subject to termination of employment
as per procedures.

5.15 Promotion
Annual increments are given to employees who perform well and as per the standards. Any
staff member can be promoted on the recommendations of the line manager and HR
department on the basis of
I. Has acquired new knowledge and good experience
II. Has performed exceptionally and can easily take up more roles and responsibilities
III. Is over qualified for the current position
All the promotion cases are subject to recommendations from the line manager or
department head and evaluation interview by the HR department. In any case, the HR
department evaluation will be considered as final recommendation and it is the discretion of
the CEO to approve such promotion case or not. The line managers can only recommend
the promotion case on the basis of latest performance review documents.

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5.16 Increments

All staff who get Good and Excellent status in over all ranking during performance review
exercise are subject to receive annual increment on completion of 12 months service.
Incremental step details are attached in annexes of Recruitment Selection chapter. Staff who
reaches on the maximum ceiling of any grade will not be entitled to move to next grade
automatically.

5.17 End of Contract

Staff employment contract can come to an end due to maturity of the contract period, early
termination of services, as an outcome of disciplinary process or resignation. ACT-I
employees are entitled to different benefits provided they are not dismissed. It is mandatory
for all staff to hand over the charge of duties to the line manager or person taking over the
charge in writing and returning the assets to the organisation. If an employee fails to provide
required notice period or any outstanding amount then ACT-I has the right to deduct
equivalent salary of notice period from employee’s end of contract dues. The contract status
will terminate automatically on non renewal or non extension of the contract.

5.17.1 Resignations

Any staff member may discontinue their employment agreement with ACT-I without recourse
to reason. Any staff member doing so has to submit the written resignation in writing
mentioning the notice period and last day of employment. ACT-I has the right to accept/not
accept the resignation or make changes in the last day of employment (as per resignation)
or leave adjustments.

5.17.2 Retirement

An employee who reaches the age of 60 years shall be retired and his/her employment with
the organisation will be terminated on the last day of the month in which she/he reaches the
age of 60 years. The retired employee is entitled to all benefits accrued to him/her on the
day of retirement.
A maximum relaxation in retirement age can be given for one year and is subject to approval
of the CEO.

5.17.3 Clearance

In the last week of employment, HR department will circulate a clearance form (annex) to all
departments and line manager to conclude any outstanding dues or task, issuance of assets
or equipment, handing over report, and exit interview. However the final end of contract
payment will be made after having received the utility bills for any personal deductions.
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In case if there is no end of contract payment is due then the last salary will be released only
when all the dues are cleared and clearance form is signed by all relevant staff.

5.17.4 Retrenchment

ACT-I reserves the right to revise an employee’s job description or change duties in
consultation with HR, at the discretion of line manager and CEO.

5.17.5 Exit Interview

It is mandatory for all staff to ensure that they appear in the exit interview before leaving the
organization. This exit interview can ideally conducted by the line manager’s manager or HR
department representative. This meeting will be documented and a report submitted to
Manager HR or CEO. It is the responsibility of ACT-I management to ensure that practical
action points are taken care of and steps are taken to improve the system.

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Chapter – 6 Performance Management

6.1 Scope:

Aiming Change for Tomorrow-International’s Performance Management ( PM ) is a system

that ensures that each member of staff is clear about the contribution his/her individual
achievements make to the whole organisation’s achievements and success. It focuses on
achievements that link to ACT-I’s priorities and Organisational Objectives. Any staff
members not performing as per the standards are subject to a performance improvement
plan through Learning and Development initiatives. Any such cases where staff members
are still unable to perform satisfactorily subsequent to support, guidance, supervision and/or
a learning and development opportunity will be subject to disciplinary procedures for further
actions.

6.1.1 Responsibilities of Line Managers:

The line manager’s are responsible to make sure that their direct reports are provided
supportive guidance and supervision to enable them able to perform to the best of their
ability in accordance with the standards and expectations as laid out in the annual objectives
and work plan. The line managers will ensure the objectives and work plans are practical,
time bound, specific and can be measured. Performance review is based on facts and
figures and means of verifying the performance should be clear to all staff. Line managers
will hold regular meetings with their direct reports to review performance measured in
accordance with annual objectives and work plans and provide support to staff to overcome
any gaps and challenges.

The performance management process is an objective process. Following completion of the

review and documentation the line manager is responsible for the submission of the original,
signed performance related forms to HR department for placement in personal files.

6.1.2 Responsibilities of Employees:

The staff are required to perform to the best of their ability and in accordance with their work
plans and agreed objectives; flexibility may be required due to any change in the nature or
scope of work. Staff will ensure that all the activities performed by them have relevance to
their objectives and work plans and that they contribute to the overall objectives of the
organization.

6.1.3 Responsibilities of HR Department:

It is the responsibility of the HR department to ensure that the line managers and their
reporting staff are fully aware of the performance management system through induction

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sessions, orientation and refresher training as required. The HR department will intimate
regularly to line managers the performance review due dates.

6.2 Overview of the Process:

The performance review process is based on the manager and direct report meeting to
discuss and agree:

• An individual work plan where objectives will be set with timelines.

• A learning and development plan
• A full performance review, conducted annually with review process usually after six
months, or as necessary by assessing evidence of achievement against the objectives
and work plan
• An annual review of progress on the learning and development plan with interim
assessments of progress, usually after six months or as may be required.
• Both plans are monitored regularly during supervision sessions.

6.3 Staff on One Year Contract or Less:

Line managers are required to set objectives and work plans with staff who are on one year
or less contracts. It is recommended that the contract duration should be divided into two
portions. Objectives, work plans and learning and development plans will be set at the
beginning of the employment and followed by a performance review meeting on reaching the
middle of the contract tenure i.e. on a one year contract this would be after six months of
service.

A final performance review will be conducted at least two weeks prior to contract maturity.
This is recommended for two reasons:

I. in support or otherwise of contract extension a document will be available as

supporting evidence for the case
II. if some final activities or objectives are required to be met the line manager and staff
member can work together to prioritise the work plan and handover plan as
appropriate.

6.4 Steps in Performance Management System

6.4.1 Step1 – Agreeing Individual Objectives and Work Plans

The individual work plan is the core document in the PM system. Agreed objectives
(normally 4-7) identify the priority achievements and contributions the individual will make to
ACT-I. the individual work plan is a working document and revisions may be agreed and
recorded at any time.

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The work plan (Annex 1) is designed to follow the SMART mnemonic – i.e. specific
(objectives), Measurable (success criteria), Agreed, Realistic, and Time –scaled (time-
scales)

6.4.1.1 Objective:

This describes a particular result or achievement required. Each member of staff will have
about four to seven clear and specific objectives that are derived from, and linked to, an
organizational need. The objectives may be short, medium or long term within the time
frames.

6.4.1.2 Activities:

Without being an exhaustive task list, these explain what needs to be done to achieve the
objectives or results. It is recommended that a maximum of three to four key activities should
be mentioned with reference numbers.

6.4.1.3 Outcome Verifying Indicator:

The staff member and the line manager need to agree on the indicators which verify the
results or outcomes. They will be agreed in advance and only outcomes that can be
evidenced or measured – for example: a report produced, recommendations accepted; a
workshop delivered – should be recorded

6.4.1.4 Means of Verification:

These define how the manager and member of staff will know if an activity has been
completed successfully or an objective met. How can a staff member claim that the results or
outcomes achieved can be verified? For example, if the objective was to secure funding for a
child protection project for one year then there will be activities like proposal development
and budget preparation. The outcome Verifying this activity could be the acceptance and
approval of the proposal by a donor and the means of verification would be the funding
approval documents.

6.4.1.5 Timescales:

Time scales are used to monitor progress against the individual work plan. These can be
deadlines, frequencies, or timetables. They are agreed and recorded for every activity
against each objective, which may be short, medium, or long term. Timescales for activities
will also be agreed and recorded.

6.4.1.6 Resource Requirement:

These are the people and other resources needed to carry out the specified activities.
Normally, an individual member of staff will be carrying out activities to achieve objectives
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with other people and will be using money and other resources. The programmes and inter-
departmental links and resources will also need to be identified, negotiated, and recorded.

6.4.2 Step – II Agreeing Learning & Development Plan:

The manager should also discuss with her/his direct reports any learning needs to be fulfilled
in order to achieve the objectives on the individual work plan.
These, and proposed activities, e.g. reading, field visits, attending a seminar, work shadowing,
attending a training course, etc are agreed and recorded on the individual learning and
development plan (Annex II)

6.4.2.1 Work Objectives:

List a summary of the relevant objectives from the individual work plan in which the staff
member and the line manager identify as having some learning and development
requirements.

6.4.2.2 Needs:

What learning needs have been identified for the member of staff to achieve the agreed
objective(s)? These needs may be for knowledge, skills or changes to approach or attitude.

6.4.2.3 Learning Objectives:

What will the member of staff need to know, be able to do, or how will she/he need to act,
after the learning, to achieve the agreed objective(s)? Learning objectives should be specific,
measurable and realistic.

6.4.2.4 How they will be met:

What cost effective methods or media might be suitable? There is normally more than one
option and training is often the least effective and should therefore not necessarily be the
main choice. Does the chosen option relate to how the staff member learns best?

6.4.2.5 Timescales:

When should the learning have been completed?

6.4.2.6 Priority H.M.L:

Indicate the priority – High, Medium or Low – for the learning. This will help managers and
HRD staff plan delivery against needs. Also, note any constraints to staff availability for
training and development

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6.4.2.7 Outcomes and review comments:

This section should not be used at the planning stage. It is used to record progress,
changes, results and other comments at supervision meetings and performance reviews.
The notated or revised L&D plan should be resubmitted by the manager to the HR
department upon completion.

6.4.2.8 Overview and final agreement:

Managers and staff should review the objectives, proposed development activities, priorities
and time scales and agree the complete plan.

6.4.3 Step III Performance Review:

The half-yearly and annual (on completion of one year service) Performance Reviews are
discussion between a manager and her/his direct reports, comparing factual evidence
against the indicators for objectives and activities on the individual’s work plan. The formal
outcome, an agreed review record (Annex III), is a summary of this discussion. This is a
formal document and is field in the personal file.
The most up-to-date individual work plan with set objectives will be used for the performance
review with the addition of the following:

6.4.3.1 Staff Member’s Comments:

This section can serve two purposes:

I. for the staff member to draft hr/his thoughts on the outcomes and issues from the
original and current work plan
II. to record the agreed comments at or after the review meeting. Often, people prefer to
reflect and then make a final record.

Managers might wish to issue one of the Review Preparation forms (Annex IV & V) to staff to
assist them in preparing for the meeting.

6.4.3.2 Manager’s Comments:

This section can serve two purposes:

I. for the manager to draft her/his thoughts on the outcomes and issues from the original
and current work plan
II. to record the agreed comments at or after the review meeting.

By agreement, drafts may be exchanged before the review meeting and/or the manager may
record the agreed joint comments only and rename the section.

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In the second section, there is a performance review on the basis of general competency
and it is the responsibility of the line manager to agree with staff to hold performance reviews
against certain specific areas. There might be cases where all competencies can not be
reviewed and managers should do the review only for relevant competencies.

6.4.3.3 Rating:

Ranking “Fair” would necessarily mean that there is a need for improvement and this
improvement plan should be reflected in the following years learning and development plan.
Ranking ‘Good or Excellent’ would entitle the staff member to their annual increment which
will be paid on completion of one fully years service.
In the final section the staff member will record his or her overall comments on the
management of his/her work by their manger as well as any suggestions to the manager.
The manager will record the overall review comments on the performance of the staff
member.

6.5 Managing Disagreements:

Performance reviews should be based on factual evidence of achievement and performance

and discussion of reasons for non achievement. As a first step if there is disagreement the
manager would refer this to a colleague for further review. Both the manager and the staff
member must be in agreement to refer the case to an agreed colleague to review the
evidence and discuss her/his findings with both manager and staff member . If disagreement
remains, then it is open to the staff member to use the appropriate Grievance Procedure.
There is no separate appeal process for PM.

6.6 Monitoring the performance:

Regular supervision, usually in the form of one-to-one meetings, are essential for monitoring
progress against the plans. Managers and staff may also use supervision for other issues,
e.g. personal matters affecting work, coaching.

It is a chance to reflect on success and an opportunity to address gaps and challenges, a

time to monitor and evaluate work and to agree on a short-term plan of action. It is also a
forum to provide or identify opportunities for personal professional support and talk about
any personal issues that may be affecting an individual’s work. It is a two-way process and
should take place at regular intervals. Supervision is a join responsibility; every member of
staff is responsible for participating constructively in the process.

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6.6.1 What is the outcome of a supervision meeting:

The outcome should be jointly agreed and recorded short term actins, detailing what needs
to be done, by who and by when; any changes required to the individual work plan and
details of any new and agreed learning needs to take place in the short term. These should
also be recorded on the individual learning and development plan and resubmitted to HR
department.

6.6.2 What is discussed during a supervision meeting:

There are 3 main elements to a supervision meeting:

• A review of progress against agreed work plans and objectives;

• Planning for the future;
• Assessing support and development needs.

6.6.3 Important consideration for any action:

• Plan how you will discuss things like: new areas of work; difficulties or problems that
have occurred; praise or thanks that are due.
• Make notes in advance that will assist you in the meeting.
• Start by saying what you want to discuss and what you want to achieve.
• Take time to review progress.
• Talk about personal issues if they are affecting work/performance
• Set time to plan for the future. Joint planning assists in projects hitting deadlines first
time.
• Discuss gaps in knowledge and skills and how these can be met.
• Agree action points and summary note resulting from supervision.
• Agree focus of the next meeting.
• Agree time and dater of next meeting.

There is no single best way of carrying out a supervision meeting. Everyone will have a
preferred style of interaction; being flexible and able to adapt is an important skill.

HRD Plan:

In the Aiming Change for Tomorrow-International Programme, performance management

starts from the beginning of employment and includes mid-term reviews and annual reviews
on the date of completion of one year service or before the contract end date; it is not
subject to fixed dates and months for all staff in a year i.e. all staff performance reviews will
not be conducted in September/October and March/April. The HRD development plan is the

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responsibility of the HR department and such plans are revised quarterly on the basis of
updated information through TNA exercises where appropriate and input from the latest
Learning and Development Plan.

Before implementing the HRD plan, the senior management would consider all possible cost
effective ways of meeting the HRD plan within available budgets. The ACT-I Programme will
ensure that a reasonable percentage of the total staff budget, restricted and unrestricted, is
budgeted for staff development in consultation with the HR Department.

All possible means of development and learning opportunities will be considered for staff once
they are confirmed in their posts.

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Objective Setting Form & Work Plan

Name: Grade: Location:

Date Objectives Set: Manager’s Signature: Staff Member Signature:

Time Period: Manager’s Designation: Staff Designation:

List of Objectives

Objective No.1:

Objective No.2:

Objective No3:

Objective No4:

Objective No.5:

Objective No.6:

Objective No.7:

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Objective No 1:

Specific Objectives ACTIVITIES Outcome Verifying Means of TIMESCALE

(Result/Outcomes) Key activities to achieve Indicator Verification By when, how often
results
Act 1.1
Result No 1 Act 1.1
Act 1.2
Act 1.2
Act 1.3
Act 1.3

Any Resource requirement (Non Learning and Development

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Objective No 2:

Specific Result ACTIVITIES Outcome Verifying Means of TIMESCALE

(Outcomes) Key tasks to achieve Indicator Verification By when, how often
results/responsibilities
Act 1.1
Result No 1 Act 1.1
Act 1.2
Act 1.2
Act 1.3
Act 1.3

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Learning and Development Form

Name: Grade: Location:

Plan Date: Manager’s Signature: Staff Member Signature:

Time Period: Manager’s Designation: Staff Designation:

NEEDS LEARNING OBJECTIVES HOW THEY WILL TIMESCALE PRIORITY OUTCOMES AND
What learning needs What should the staff BE MET When should H,M,L? REVIES
have you identified to member know, be able to What cost effective the learning COMMENTS
achieve the agreed do or how will they methods or media have been Use for notes
objectives? (Mention approach work, after the might be suitable completed? from Supervision
Objectives Ref No) learning, to achieve the which also relate to and review
work plan objective? how the staff meetings
member learns
best?

e.g. Build effective new e.g Member of staff should Preferred learning By March 2013
team of six for short term know: overview of how teams style Realistic
project form, develop and work be ‘Theorist’ time
able to: design and deliver Methods: self learning Commitment:
individual and team activities from Team
or approach work: Will discuss
development materials
dedicated
from Learning time for self
Resource Centre. study.
Coaching with
manager? One day ½ DAYS
facilitation skills ONLY For
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course TRAINING
Estimated costs
(discuss with HRD
Performance Review Form

Name: Grade: Location:

Objective Set Date: Performance Review Period: Performance Review Date:

Agreed by: Manager’s Signature: Staff Member Signature:

Manager’s Designation: Staff Designation:

List of Objectives

Objective No. 1

Objective No. 2

Objective No. 3

Objective No. 4

Objective No. 5

Objective No. 6

Objective No. 7

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Objective No 1:

Specific Result ACTIVITIES Outcome Verifying Means of TIMESCALE

(Outcomes) Key tasks to achieve Indicator Verification By when, how often
results/responsibilities

Result No 1 Act 1.1

Act 1.2

Act 1.3

Staff Member’s Comments:

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Objective No 2:

Specific Result ACTIVITIES Outcome Verifying Means of TIMESCALE

(Outcomes) Key tasks to achieve Indicator Verification By when, how often
results/responsibilities

Result No 1 Act 1.1

Act 1.2

Act 1.3

Manager’s Comments:

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Objective No 3:

Specific Result ACTIVITIES Outcome Verifying Means of TIMESCALE

(Outcomes) Key tasks to achieve Indicator Verification By when, how often
results/responsibilities

Result No 1 Act 1.1

Act 1.2

Act 1.3

Manager’s Comments:

Staff Member’s Comments:

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Competencies and Skills Status: Manager’s Staff Member’s

(Excellent, Comments Comments
Good, Fair,
Poor)
Job specific Knowledge
(appropriate technical knowledge; applies knowledge effectively
performs quality work; able to provide technical backstopping and
support in specific field of expertise)
Self-Management
(Manages emotions; self-awareness; time effectively; is
adaptable and flexible)
Values
(Demonstrates shared organizational values; values and
embraces diversity; is someone to trust; treats other
team/department members with respect; good role model)
Leadership and Management (as applicable for the position)
(Demonstrates clear vision; sees the bigger picture; allocates
resources responsibly; evaluates performance fairly and in a
timely manner; is a positive role model; acknowledges own
mistakes and takes corrective action; delegates with authority)
Interpersonal/Communication
(Active participation; is accessible; makes commitments willingly;
is approachable on difficult subjects; communicates clearly; is a
good listener; empathetic; deals with conflict positively; is
sensitive to others’ feelings and points of view)
Working effectiveness
(Achieves targets and deadlines; motivates others; positive
influencing others; supportive, shares information; meets
personal working)
Objectives)

Creativity and Innovation

(Brings new ideas, open to change; open to constructive
feedback and criticism; able to think ‘out of the box’ able to see
the ‘Big Picture’, good imagination)

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Please Tick Mark in the relevant ranking boxes

Over All Ranking: Excellent  Good  Fair 

Should be given annual Increment: Yes  No 

How I am managed by my Line Manager (To filled by Staff Member)

Overall comments by Line Manager:

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Chapter – 7 Health and Safety

7.1 Policy Framework and General Responsibilities

7.1.1 Policy Statement

• Good health is good performance!

• The safety and security of all Aiming Change for Tomorrow-International staff is of
paramount importance.
• Protecting your health at work is a joint responsibility. Your responsibility and ACT-I
responsibility

7.1.2 ACT-I Responsibilities:

The ACT-I management team recognizes the importance of effective health and safety in
ensuring the well being of all staff, volunteers, contractors and visitors to the premises.
The organisation is committed to:

• Developing a positive culture

• Providing all staff with information, instructions and training/orientation about health
and safety measures i.e. fire procedures and precautions, emergency procedures,
fist aid
• Involving all in a participatory approach, but with clearly defined and appropriate
levels of responsibility
• Actively encouraging collaborative dialogue between management and staff
• A safe place of work and safe access to it
• A healthy working environment
• A good work life balance
• Adequate welfare facilities
• Safe systems of work including the use of equipment
• Adequate arrangements for the safe use, handling, storage and transport of articles
and substances used for work
• Sufficient information, instructions, training and supervision to enable all staff to
avoid hazards and contribute positively to their own health and safety at work
• Systems to ensure all work activities and locations are subject to risk assessment by
managers and that action to control risks is taken where identified as necessary
• Administrative and management systems designed to ensure efficient and effective
safety management.
• A procedure for the recording, reporting and monitoring of all accidents and incidents
of ill health occurring as a result of ACT-I work activities and effective follow-up
where necessary
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• Systems to ensure the health and safety of all individuals other than employees
affected by our work, especially volunteers and users of our services.

7.1.3 All Staff Responsibilities

Health and safety is an integral part of every job for every employee throughout ACT-I. all
staff should make a commitment to familiarize and understand the safety and security
guidelines as operated within the programme.
It is therefore the responsibility of everyone within ACT-I, regardless of their position, to:

• Cooperate with the line manager, the appointed health and safety point person or
Fire Warden in all measures that are taken to protect your health and safety at work.
• Respect no smoking areas and do not smoke in non-designated areas, including
bathrooms.
• Avoid eating or drinking in areas where it may cause offence to others or pose a
safety hazard i.e. near emergency exits, on or near stairways, in corridors or near
the main entrance/exist
• Report broken, damaged or unsafe equipment to the line manager; do not try to
repair electrical plugs, sockets or equipment
• Always switch off and shut down equipment not in use such as computers,
photocopiers, printers, heaters, cookers
• Make sure they know where the First Aid box is located
• Make sure they know where the fire extinguishers, fire blankets and other fire
fighting equipment is located and that they are familiar with their use
• Avoid bringing dangerous chemicals or drugs into any ACT-I work place
• Take reasonable care of themselves and of anyone else who may be affected by
what they do, or what they fail to do
• Follow training, instructions and systems of work relevant to the duties of their post
• Only undertake tasks with health and safety implications, that they are authorized to
do
• Co-operate with ACT-I in order to ensure that the health and safety policy is
complied with
• Report health and safety defects or problems without delay to their line manager
• Do not interfere with, or deliberately misuse or misapply, nay health and safety
equipment, process, rules and other health and safety systems of work

Any employee who is deliberately or consistently negligent in fulfilling their allocated health
and safety responsibilities will face disciplinary action

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7.1.4 Line Managers

In addition to over all responsibilities mentioned above, all line managers are responsible to
disseminate this policy to all their reporting staff/offices and to ensure its implementation by
providing appropriate supervision and guidance
In consultation with the HR department, conduct a thorough induction with all new
employees ensuring all staff is familiar with local emergency and fire procedures, first-aid
and accident/incident reporting procedures.
The line manager must ensure that the staff are competent and authorized to do the work
activities assigned to them, and are capable of carrying out those activities without placing
themselves or others at risk.
Maintaining good standards of housekeeping within their areas of control and dealing with
any health and safety defects, problems and non-compliance they are aware of, and
reporting them as necessary to HR department for advice and for any corrective action
required. HR will be also responsible for interpreting any clause or Health and Safety related
best practices to the any concerned staff or department.
Consulting as appropriate with their staff and involving them in all aspects of health and
safety as necessary and dealing with (in an appropriate manner) and reporting to the line
manager/Manager HR on any member of their staff who deliberately, willfully and/or
consistently fails to satisfactorily discharge their health and safety responsibilities.

7.1.5 HR Department

It is the responsibility of the HR department under the guidance and approval from the CEO
to:

• Ensure that effective management systems are in place for planning, organizing,
controlling, monitoring and reviewing measures for safety.
• Allocate necessary resources for the improvement and maintenance of health and safety
practices.
• Ensure compliance with relevant national legislation whilst reflecting the core standards
set out in ACT-I’s policy
• Ensure that an effective health and safety policy is formulated, agreed, implemented and
maintained.
• Ensure that appropriate health and safety standards are set which, as a minimum,
comply with legislative requirements.
• Ensure that health and safety responsibilities and duties are clearly allocated to
competent staff.
• Ensure that health and safety is properly considered in all forward planning.
• Ensure that the necessary insurance policies are arranged and remain valid.

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• Ensure that the implementation and effectiveness of the policy are monitored, and
annual health and safety objectives are set and achieved.
• Ensure that the policy is reviewed every twelve months and/or at any other time a policy
review is deemed necessary (for example when the policy is no longer valid).
• Ensure that any member of staff who has deliberately, willfully and/or consistently failed
to satisfactorily discharge their health and safety responsibilities is disciplined.

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Chapter – 8 Fire Security and Evacuation Procedures and Policy

8.1 Policy Framework and General Responsibilities

8.1.1 Policy Statement

Fire can cause serious injury, loss of life and property. To avoid such loss, fire prevention
must be undertaken to reasonable levels in every workplace.
This document ensures that Aiming Change for Tomorrow-International’s arrangements for
Fire Safety Management

• Reflect ACT-I’s commitment to providing a safe and healthy work place for its staff
and others;
• Meet the requirements of the Fire Precautions at the workplace;
• Provide adequate means of fire prevention for all premises;
• Refer to adequate fire preventative and emergency evacuation procedures and
plans;
• Include adequate provision of staff training.

8.1.2 Scope and Responsibilities:

This policy statement and arrangements apply to all ACT-I offices.

Additionally, the policy and arrangements shall apply to all employees, volunteers, work
placements, consultants, partners and temporary staff. It is the responsibility of all line
managers to ensure that staff is fully aware of this policy and management must ensure that
fire safety and emergency evacuation procedures are developed and implemented where
applicable and staff must receive appropriate training, guidance and support to enable them
to effectively follow this policy. HR department together with the line managers is
responsible to undertake annual fire risk assessments and regular fire drills.
All staff members are expected to take reasonable care for their own health and safety and
for the health and safety of other people that may be affected by their work and to report any
concerns they have about fire hazards etc to the line managers or HR department.

8.2 Fire Safety Management System:

All ACT-I premises shall ensure that an effective fire management system is implemented.
Each premise shall have a local fire safety procedure that shall incorporate the following
basic elements of fire safety:

a) means of detecting fire and raising the alarm;

b) means of fighting fire;
c) adequate means of escape, including emergency lighting where necessary;
d) provision of suitable information and training;
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e) regular checks of all electrical appliances to avoid short circuiting

For all ACT-I premises, the following requirements as specified for local fire prevention and
emergency plans:

8.2.1 Fire Detection and Warning System:

The design of a fire alarm system for any SC premises must take into account the degree of
risk involved. The purpose of a fire alarm system may be simply to alert the persons in the
building in the event of an emergency.
Whether manual systems are employed (such as call points connected to sounders
throughout the building) or automatic systems (such as heat and smoke detectors) every
ACT-I site must ensure that regular testing, inspection and maintenance is carried out. A
record of the number and location of warning devices and also the frequency of tests for
these devices must be kept in each of the site’s fire safety folder maintained by the
Manager HR & Administration.

The fire alarm shall be tested once in a month. Admin Officer shall undertake the test. The
test shall be recorded on the Fire Alarm Testing Record Form contained in the fire safety
folder in the office. Any problems must be reported to the Manager HR & Administration.

8.2.2 Portable Fire-Fighting Appliances:

All ACT-I work premises must have adequate means for fighting fire and the selection of fire
appliances depends on the fire risk. BS EN 3 Portable fire extinguisher recommends that all
extinguishers should be coloured red and be marked with the words “fire extinguisher”.
Additionally, identification of the type of extinguishing medium, the size in liters or kilograms
and the method of discharging should also be described.
Extinguishers should be checked regularly in-house. An annual inspection should be
carried out by a trained contractor and the date of the services should be recorded on the
extinguisher.

Fire smothering blankets are recommended for kitchen areas as an alternative

extinguishing medium. They should be sited in a position away from he risk but within easy
reach. The Admin Officer shall ensure regular testing of all emergency equipment and
record this on the form. Any failures shall be reported to the Manager HR & Administration.
The Manger HR & Administration shall ensure that appropriate service contractors
undertake the following maintenance inspections on an annual basis:

• Overhaul and inspection of all fire extinguishers.

• Maintenance and inspection of emergency lighting where applicable.
• Maintenance and inspection of fire alarm panel, all call points and smoke detectors.
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8.2.3 Emergency Routes and Exits:

The following factors must be considered for any escape routes within ACT-I premises:

• The route must be sufficiently wide and of sufficiently short distance. The distance
between workstations and the nearest fire exit should be minimized.
• The escape routes must be kept free of obstructions at all times, and allow persons
to evacuate the premises quickly and safety.
• Where possible, they should lead directly to the open air via a protected route.
• The number, location and size of emergency routes and exits must be adequate
taking into account the use and size of the workplace, the equipment, and the
maximum number of people likely to be present at one time. There should be
alternative routes leading in different directions.
• The escape routes should be appropriately sign posted and easy to follow
• Emergency doors must open in the direction of the escape and in an easy and
immediate action. If fastened for security reasons, they must remain easily operable
from within.

Escape routes and exits should be regularly checked. The Admin Officer responsible for the
check should ensure that fire exit doors are not locked and that fire doors are not wedged
open, and that ll signs are in place and not obscured.

8.2.4 Emergency Lighting:

Emergency lighting may be installed to provide illumination to escape routes and fire
equipment, in the event of main failure. Routine inspection and testing of the emergency
lighting system must be carried out as stipulated in the fire prevention and emergency
evacuation procedures on site.

8.2.5 Fire notices:

Notices giving instructions on what to do in the event of fire should be displayed prominently
in all ACT-I premises.

8.2.6 Fire Drills:

Fire drills must be held in the office at least one a year and preferably once every six
months. Records indicating the date, evacuation time, number of participants etc. must be
recorded in the site’s fire safety folder. Fire drills must be undertaken as if it is the real
situation.

The procedure for a fire drill shall follow the procedure for an emergency evacuation with the
exception that the receptionist must refrain from calling the city fire services. Designated

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“Fire Wardens’ shall be notified of the fire drill to reduce accidents and to ensure a quicker
response in real emergencies. Fire wardens shall ensure all persons are evacuated from
their designated zone by ‘sweeping’ people from their area before them, in the direction of
the fire exit. The fire warden shall ensure that they are the last to leave the area, checking
rooms, lavatories and break out areas as part of their ‘seep’.

The fire drill shall be simulated by making one exit unavailable and having key staff
appointed as observers to highlight problems during the fire drill. The time taken to fully
evacuate the building shall be taken by stop watch and recorded on the fire drill recording
from contained in the fire safety folder on site. All staff having evacuated the building must
be assembled in a pre-arranged place well away from any hazard or access to the building
as may be required by the fire services. A role call of all staff must be undertaken by the
Manager HR & Administration and checked against the record of staff in the building at the
time of the drill.

8.2.7 Fire Safety Management System:

The Manager HR & Administration shall ensure that inspections are taken by Admin Officer
and shall include the following:
• Ensure all escape routes and exit doors are free of obstructions and doors are easy
to open;
• All areas are checked for any accumulation of flammable materials and these are
cleared immediately;
• Check that all extinguishers are located in position and wall mounted. Check that the
maintenance inspection sticker is displayed and they are in date. Any extinguishers
found to be used to wedge open doors etc must be replaced immediately;
• Check that fire exit doors are not locked and that fire doors are not wedged open,
and that all signs are in place and not obscured;
• Ensure level lighting in all evacuation routes;

Any non-compliance’s, observations or identified fire hazards must be reported to the

Manager HR who shall take immediate remedial action.
Following designations are declared as Fire Wardens for the ACT-I Islamabad Office:

• Manager Program Implementation

• Manager Finance
• Office Assistant as back up

Other Officer, as and when established, shall be required to develop a system of Fire
Wardens. Manager HR shall be responsible for overseeing all aspects of fire safety on site,
including training, equipment maintenance, record keeping, housekeeping and routine fire
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drills and testing. Deputies should be nominated to take over these responsibilities when
the warden or senior person is absent.

8.3 Training:

All staff, volunteers, and other people on any ACT-I premises should be made aware of the
following information:

a) how to raise the alarm;

b) action to be taken on discovering a fire;
c) evacuation procedure;
d) location and use of fire fighting equipment;
e) location and use of escape routes
f) assembly point following evacuation

All line managers shall ensure that all newly appointed staff members are trained within the
first few days of their employment on what to do in the case of a fire. Refresher training
shall be provided annually to all staff members and this shall be recorded.

All wardens and support staff shall be trained in their roles and responsibilities with respect
to fire safety system and evacuation procedures. Courses in fire fighting and training in the
use of fire extinguishers shall be provided to all support staff and wardens. Records of all
training provided shall be maintained by the Human Resources Department. Such
training/orientation will be given to all new staff members and volunteers as part of their
induction.

8.4 Records:

Maintenance of fire warning systems, fire fighting equipment and fire detectors is part of fire
prevention and proper maintenance of records must be kept. Records of fire evacuation
drills and inspections of the means of escape should also be kept. Records of inspections
and tests of electrical installations and portable electrical equipment must be maintained.
Additionally, general fire safety training should include instruction on fire prevention and
should be recorded.

8.5 Emergency Evacuation Procedure:

The fire alarm can be activated by the following ways:

• Smoke detectors will automatically set off the alarm

• A manual activation of the alarm on discovery of a fire

An emergency evacuation will be necessary when the alarm is activated.

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What to do on Hearing the Alarm

8.5.1 Duties of the Receptionist/Office Assistant in ACT-I Islamabad Office:

• The receptionist shall identify the location of the fire

• The receptionist shall immediately phone the Fire Brigade stating:

➢ Name
➢ Address
➢ Location
➢ The whereabouts of the fire if known

• The receptionist/Office Assistant shall take the megaphone from reception to the
Assembly Point at front or rear court yard depending on the location of the fire.
• In case of a fire on the first floor front side, staff would evacuate from the normal
stairs to the ground floor and exit from the kitchen towards the gate.
• In case of a fire on the first floor rear side, staff would evacuate from the normal
stairs to the ground floor and exit either from the kitchen towards the gate or would
come to the upper front terrace and exit using temporary ladders.
• In case of a fire on the ground floor rear side, staff would evacuate from the main
reception area.
• In case of a fire on the ground floor front side, all first and ground floor staff would
evacuate from the kitchen area.

8.5.2 Duties of the Fire Wardens

• Upon hearing the alarm the Fire Wardens shall sweep people from their area before
them, in the direction of the exit. This will include all visitors and others on the floors
at the time the alarm is activated.
• If fire is discovered in their area, the Fire Warden shall assess whether the exit
routes are safe for use and if not, the shall sweep people to the secondary
evacuation route.
• Where a fire is discovered by a Fire Warden they shall lasses the fire and use their
discretion, as provided in their training, as to whether to fight the fire with the fire
extinguishers or await professional services. The first priority shall always be to
ensure the safe evacuation of all personnel.
• The Fire Warden shall check that any pregnant, hearing, vision impaired or disabled
staff or visitors are assisted in the evacuation.
• The Fire Warden ensures as far as is reasonably practicable, that they are the last
to leave the area and shall check rooms, lavatories and break out areas as part of
their seep.

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• Once assured the area is clear, they shall continue to the Assembly Point as
mentioned above and report to the Manager HR that their floor has been evacuated
successfully and provide other necessary details.
• A role call will be undertaken at the assembly point to ensure that all staff have been
accounted for. This shall be recorded in writing.

8.5.3 Duties of the Fire Safety Manager

• Upon hearing the alarm, the Manager HR & Administration shall approach directly to
the Assembly Point.
• The Manager HR/Admin Officer ensure that the fire brigade has been contacted and
shall liaise with each Fire Warden and establish that each floor is fully evacuated
and records the details on the fire control list.
• The Fire Brigade shall complete a full investigation and take appropriate action
where necessary. They shall communicate their findings to the Manager HR &
Administration and shall advise the status of the building regarding re-occupation.
• The HR Manager shall communicate to all personnel when the building can be re-
entered.
• Upon re-occupation, the Manager HR shall meet with all Fire Wardens to have a
post incident, briefing session. A written report shall be made available to the HR
Manager on the outcome of the evacuation and all relevant information from the Fire
Brigade regarding damage/location or risks etc

8.5.4 All Persons in the Building

Upon hearing the alarm, all personnel must immediately start evacuating their area
according to the fire exit signs and following the instructions from the designated
Fire Warden of the area. They must make their way to the evacuation route as
quickly as possible.

• No person shall attempt to go back to the office for personal belongings.

• All persons shall make their way to the Assembly Point and congregate at their
applicable zone area.
• Not until advised by the Manager HR & Administration shall any person re enter the
building.

Note: All the procedures relating to an emergency evacuation above shall be applied in full
during a fire drill except for the following exceptions:

• The receptionist shall not call the fire brigade

• The Manager HR & Administration shall time the duration of the complete
evacuation.

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8.5.5 Fire procedures at the weekend

• Any person using the building at the weekend, both staff and authorized visitors
must sign in and out at reception. No exceptions can be made.
• If the fire alarm sounds, everyone should leave by the nearest fire exit.
• In the event of an evacuation at the weekend, the Security Guard will take the sign-
in book out to the guard post and check that all signed-in personnel are accounted
for by way of a roll call.
• They shall inform the Fire Brigade of the location of the fire.
• The Fire Brigade shall complete a full investigation and take appropriate action
where necessary. They shall communicate their findings to the Receptionist/Security
Guard and shall advise the status of the building regarding re-occupation.
• The Security Guard will report to the Manager HR immediately.

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Chapter – 9 General provisions for Health and Safety

9.1 First Aid Provisions

It is mandatory for all staff to have First Aid Training. HR department in coordination with
line managers will ensure that the staff is trained and refresher courses are arranged at
least once in a year. It is also obligatory for all offices to have First Aid kits available in all
vehicles used to conduct ACT-I business provided by the office within all ACT-I offices and
accommodation being provided by ACT-I for staff use. All staff should be made aware of
the location of First Aid boxes during the induction process.

The First Aid box should be of suitable material and so designed to protect the contents.
The box should be clearly marked with a green cross on a white background in compliance
with Safety Signs Regulations 1980. Sufficient quantities of each item should always be
available in every First Aid box or container. In most cases these will be:-

• Guidance Card
• 20 individually wrapped sterile adhesive dressings (assorted sizers)
• 2 Sterile eye pads, with attachment
• Triangular bandages
• Safety Pins
• Medium sized sterile un-medicated dressings (10cm x 8 cm)
• 2 Large sized sterile un-medicated dressings (13cm x 8cm)
• 3 Extra large sized sterile un-medicated dressings (28cm x 17.5cm)
• 2 x 4 inch crepe bandages
• 2 x 6 inch crepe bandages
• 1 x pack of Cotton Wool
• 1 x pack of 6 simple cotton bandages

Please note: medication of any kind should not be stored in a first Aid box and medicines
should not be prescribed to staff. It is the responsibility of the Manager HR & Administration
in Charge to ensure that all First Aid boxes are regularly checked and replenished.

9.2 Lighting

Suitable and sufficient lighting shall be provided wherever a person uses work equipment,
taking into account the operations to be carried out. So far as is reasonably practicable,
lighting shall be natural light. However, all efforts should be made to reduce glare on
computers and other Display Screen Equipment. If necessary, local lighting can be
provided at individual workstations.

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9.3 Smoking

Non-smokers should be protected from the discomfort and health hazards of tobacco
smoke in office areas. Smoking is not authorized inside the office building and office or
rented vehicles at any time.

9.4 Storage Facilities

Storage areas should be defined within the workplace. Requirements should be reviewed
periodically and whenever refurbishment or relocation takes place. Articles and substances
will be stored in defined areas at all times.

9.5 Temperature

Though no upper temperature limit is specified, indoor working temperatures should be

“reasonable for the comfort of person employed” with exceptions made where this is
impractical.

9.6 Ventilation

Effective and suitable measures should be taken to ensure that enclosed workplaces are
adequately ventilated and “stale air or air that is hot or humid” is replaced at a reasonable
rate. “Ventilation” includes both open able windows and mechanical systems, and the legal
requirements include avoidance of unpleasant smells and exhaust fumes, where possible.
Where ventilation systems are installed, these must be fitted with an effective device that
will give a visible or audible warming of failure in the system.

9.7 Waste collection and removal

Floors should be cleaned on a regular basis and waste bins should be emptied daily.
Rubbish will be kept in suitable containers and should not be allowed to overflow.
Combustible waste must be kept away from ignition sources. Large items of rubbish that
pose a particular hazard, such as obsolete items of furniture, should be removed without
delay.

9.8 Washroom and Toilet Facilities

Suitable and sufficient sanitary conveniences and washing facilities should be provided at
readily accessible places. They should be kept clean and adequately ventilated and lit.
Washing facilities should have running hot and cold or warm water, soap and clean towels
or other means of cleaning or drying. Men and women should have separate facilities
unless each facility is in a separate room with a lockable door and is for use by only one
person at a time.

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9.9 Workspace

A minimum working space is of 11 cubic meters, to a height of 3m, or around 2.0 x 2.3m of
floor space per person. However, the fact that floor space may be taken up by furniture,
equipment, etc dictates that there should always be sufficient unoccupied space to allow
ease of access and escape. Working space requirements include the general need to
ensure “enough free space to allow people to get to and from workstations and to move
within the room with ease”.

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Chapter – 10 Management of Sickness and Absence

10.1 Policy

I. The purpose of this policy and procedure is to provide guidance for the effective
management of sickness absence. It will be applied during the process of managing
all sickness absence to the point when it is deemed appropriate to institute of formal
action under the disciplinary policy and procedure.
II. Aiming Change for Tomorrow-International recognizes that in cases of sickness
absence, the interests of both ACT-I an employees need to be balanced. Therefore,
• Employees who are not well enough to work should be absent and most
sickness absences will be of a brief and infrequent nature.
• Employees who are absent for a period of time through sickness will be
consulted concerning their condition and treated with sensitivity.
• Employees who are absent through sickness will receive contractual benefits
which are in excess of the statutory provision.
• ACT-I will endeavour to maintain a safe and healthy working environment.
• Employees will be consulted throughout any lengthy or problematic sickness
absence
• Sickness absence will be monitored and managed effectively and carefully.

ACT-I is committed to equality of opportunity in employment and believes that all

employees should be treated with respect and dignity in the workplace. These principles
are reflected in this policy and procedure.

10.2 Scope

ACT-I’s Sickness Absence policy and procedure applies to all permanent and temporary
staff.

10.3 Representation

The policy and procedure does not constitute a formal procedure and all stages are part of
normal day to day line management. Employees do not have an automatic right to be
represented, however, in exceptional circumstances, where employees make a reasonable
request for representation, this will be considered.

10.4 Notification Procedure

On the first day of absence, the employee is responsible for:

• Telephoning or ensuring contact is made with their line manager/Manager hR/Admin

Officer within an hour of the start of the employee’s normal working day or if this is
not possible to leave a message with an appropriate person.

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• Indicating when he/she expects to return, or next make contact.

10.5 Sickness Certificates

For a period of illness of or up to two (2) calendar working days, employees should apply
for sick leave on the prescribed proforma and have it approved by their line manager
immediately on their return to work.

For periods of illness over two (2) working days, a Medical Certificate is required and must
be forwarded to the line manager in addition to the leave application. This must be
completed as soon as possible at the start of the illness and should not be delayed until the
employee’s return. ACT-I reserves the right to withhold the payment of pay and benefits
where employees fail to provide doctor’s certificates when required to do so. Managers
should seek advice from Human Resources Manager under these circumstances. The line
manager must forward these certificates to Manager Human Resources as soon as
possible, having kept copies for his/her own records.

10.6 Unauthorised/Un-notified Absence

When an employee is absent without following the notification and reporting procedure and
without good reason, managers will be responsible for informally investigating the absence,
and if appropriate, referring to the disciplinary procedure. Advice must be sought from
Manager Human Resources before the disciplinary procedure is initiated.

10.7 Entitlements

• Provided employees comply with notification procedures, they are entitled to

sickness pay and leave as outlined in Table 1.
• In the case of less than one year contract staff or staff joining during the leave year,
the entitlement to sick leave is calculated on a pro-rata basis.
• Leave year starts form January 01 to December 31 of the same year.
• In exceptional circumstance the CEO may decide that it is appropriate to continue to
pay sick pay for a very limited period pending the completion of administrative
processes.

SERVICE ACCRUED ENTITLEMENT

0-1 years 1 month full pay: 1 month half pay, pro rata
1 years 1 month full pay: 1 month half pay,
2 years 2 months full pay: 2 month half pay,
3+ same as above

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Accrual of other entitlements:

• Paid and unpaid sickness absence counts as continuous services

• Annual increments will be paid during periods of sickness absence. Periods both
paid and un paid sickness absence count towards the normal annual incremental
increase date.

10.8 Referral to Doctor

In order to provide managers with appropriate information about an employee’s ability to

perform all or part of their job tasks, ACT-I may refer employees to an officially identified
doctor if the sickness absence is of a frequent nature. The purpose of the referral is to
obtain information about an employee’s condition which is necessary as part of the process
of consulting with the employee and managing absence. All referral will be made by
Manager Human Resources responsible for the case and any information or
correspondence relating to the case will be shared with the employee and will include ACT-I
obtaining consent from the employee for access to the relevant medical reports.

Typical situation where ACT-I may refer to a doctor are:

• When a prognosis is needed in relation to an individual’s ability to return to work

• When an employee is nearing the end of their paid sickness entitlement;
• Where stress may be a factor;
• Where an additional medical opinion may be useful to the employee.

However, by their nature, no two sickness absence cases are alike and therefore it is
impossible to devise clear rules as to when referrals will take place.

10.9 Return to Work Meetings

On an employee’s return to work following a prolonged period of sickness absence, the

manager will meet with the employee to discuss the reason for the absence and the
progress of work in his/her absence. There may be exceptional circumstances when the
manager will be requested to respect the confidential nature o sickness absence, which will
mean the employee is unwilling/unable to discuss the reasons for the absence. In these
situations the manager is required to establish as a minimum whether the absence is in any
way attributed to work or as a result of a work related injury.
Following the appropriate review meetings, and doctors advice, if the absence is deemed
unacceptable, the employee will be informed that his/her attendance is unsatisfactory and
that a failure to improve will mean referral to the Disciplinary Policy and Procedure. The line
Manager, with advice from Manager Human Resources, will set target time periods in which
attendance must improve, after which the manager may refer to the Disciplinary Policy

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10.10 Absence for Reasons other than Sickness

11.10.1 Routine dental and doctor appointment

Time taken for routine dental and doctor appointments should be agreed with the line
manager.

11.10.2 Accident, injury or illness at work

Absence through accident, injury or illness at work will be treated under this policy. An
accident report form should be completed with ACT-I’s Health and Safety Policy

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Chapter – 11 Disciplinary Policy and Procedures

11.1 Policy Statement

Aiming Change for Tomorrow-International (ACT-I) expects employees to behave towards

each other with respect, and to work co-operatively to ensure the effective operation of the
organization. It expects from all its employees behaviour, conduct and performance that
conforms to its code of conduct. The rules which define the standards required to all
employees are set forth in the Code of Conduct, appended as Annex-1 to this Disciplinary
Policy.

ACT-I will endeavour to provide training and guidance for staff to enable them to perform
their duties competently and effectively. Nevertheless, where employees fall short of
expected standards of behaviour or conduct it will take action to remedy matters.
Employees are expected to perform their duties to an appropriate level of competence, as
determined by the grade and demands of their post. However there will be occasions when
it is more appropriate to deal with issues of competence under the disciplinary procedure.
Management reserves the right to decide, acting on advice from the HR Manager.

ACT-I is committed to equality of opportunity in employment and believes that all

employees should be treated with respect and dignity in the workplace. These principles
are reflected in this policy.

11.2 Aims/Objectives

The primary aim of this Disciplinary Policy and procedure is to maintain an appropriate level
of behaviour, conduct and performance. Ideally, this should be achieved through non-
punitive ways, but the procedure allows for disciplinary penalties to be applied where
findings of misconduct are made. The objective is to provide a fair and non-discriminatory
procedure, through which allegations of misconduct can be processed.

11.3 Scope

ACT-I’s disciplinary policy and procedure applies to all existing staff. It is the responsibility
of management to ensure that the principles underpinning this Disciplinary Policy are
applied to all ACT-I staff.

11.4 Responsibilities

11.4.1 Line Managers

Management has the responsibility of advising and counseling employees regarding their
conduct, behaviour and competence to carry out their duties and to keep employees

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informed of the standards of behaviour and conduct expected of them. Disciplinary action,
where necessary, after appropriate investigation, will normally be the responsibility of the
manager of each employee. However, in cases of alleged ‘Gross Misconduct’, it is the
responsibility of the CEO or nominee, to conduct any hearing which may result in
disciplinary action in consultation with HR Manager.

11.4.2 Employees

Employees have a duty to abide by, adhere to, and comply with ACT-I management
decisions, policies and procedures, especially the ACT-I Code of Conduct (Annex-I), and
generally ensure good behaviour
And conduct in all dealings with people inside and outside Pakistan, and with other
organizations, and to co-operate with any aspect of the procedure when required so to do.

11.4.3 Human Resources

The Manager HR is responsible for:

(a) Advising managers, at each stage of this procedure, for ensuring fairness and
consistency of interpretation;
(b) Advising employees on the process of the procedure;
(c) Subject to instructions of the CEO, ensuring fairness and equality as well as
consistency in treatment

11.5 Context

11.5.1 Child Protections Issues

I Processing of all allegations of misconduct which may be related to, or could be

connected with, an employee’s work with children and young people, shall be
conducted in accordance with ACT-I’s Child Protection Policy. Consideration must
be given to whether the matter should continue to be dealt with under the
disciplinary procedure and/or whether action should be suspended pending
investigation under the Child Protection Procedures. Line management must seek
advice from the Manager HR before a decision is made.

II The CEO shall forthwith be informed of any disciplinary issue concerning child
protection, or in connection with any employee’s work with children and young
people.

11.5.2 Suspected Fraud and Serious Negligence

I The policy statement and guidelines for dealing with suspected fraud and serious
negligence with ACT-I assets is described separately.

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II This aforesaid policy statement on fraud/serious negligence contains specific

investigation provisions, which must be observed when considering any allegation
relating to potential fraud/serious negligence. Management must seek advice from
Manager HR.

11.5.3 Informal Advisory Action

If employees don not conform to and maintain the appropriate standards of conduct, it may
be necessary to use the disciplinary procedure to efft the requisite changes. Informal
advisory action is not part of the formal procedure. If appropriate, guidance/discussion
should be undertaken to encourage and help employees improve their conduct, before any
need to take any formal action is identified. Counseling should be approached as an
opportunity to clarify issues and ensure that there is mutual understanding, and to try to
effect resolution. Managers must seek advice from the Manager HR on the process to be
adopted with regard to guidance/discussion in situations relating to misconduct.

11.5.4 Misconduct

The following are examples of misconduct, which would be dealt with in accordance with the
stages of the disciplinary warning procedure:

I. Failure to maintain agreed working hours or good practices;

II. Unauthorised/persistent absence;
III. Failure to conform to ACT-I rules and policies (any violation of Health and Safety
Regulations, Child Protection policy, Fraud Policy, Security Guidelines would be
treated as a separate category, i.e., Gross Misconduct);
IV. Failure to comply with legitimate management instructions.
V. Harassment/bullying

11.5.5 Gross Misconduct

Gross Misconduct is viewed as serious enough to damage the employment relationship

between ACT-I and the employee, destroying mutual trust and confidence, rendering
continuation of the working relationship impossible. Whilst not a disciplinary act in itself,
allegations of gross misconduct will always require suspension, pending further
investigation. Suspension will normally be on half-pay and benefits, the balance being
restored to the employee in the event of exoneration – but not otherwise. Findings of Gross
misconduct would normally lead to Summary Dismissal (i.e., dismissal without notice or pay
in lieu thereof) following the disciplinary hearing.

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Illustrative examples of such Gross Misconduct are, but are not limited to, the following:-

a) Abuse, mistreatment, neglect of children and young people, whether at work or in a

private life
b) Fighting with, or physical assault on, beneficiaries of ACT-I services, members of
the public, volunteers or other employees.
c) Deliberate misrepresentation as to personal information required by ACT-I, e.g. date
of birth, status, qualification, experience, health and criminal status, or other relevant
information.
d) Non-compliance with health and safety codes, policies, procedure such as would be
likely to endanger life or cause serious injury to colleagues, beneficiaries of ACT-I
services, or other persons.
e) Unauthorised use of ACT-I materials, equipment, vehicles or ACT-I facilities.
f) Conduct, including condut of a criminal nature (whether or not it results in
conviction), deemed prejudicial to ACT-I’s interests, whether committed:

7.2.f.1 during the course of employment-related activities, within or outside normal

working hours, or
7.2.f.2 outside the course of employment-related activities, taking account of the
nature of the employee’s employment, the duties of the post and the offence
committed.
g) Breaches of ACT-I policies nad procedures which result in direct or deliberate
indirect discrimination in terms of service provision or employment (including
promotion or training).
h) Serious acts of harassment or bullying. Advice can be sought from Manager HR for
declaring, and dealing with, harassment or bullying under misconduct or Gross
Misconduct.
i) Being drunk or intoxicated during the course of employment-related activities, or
being drunk or intoxicated sufficiently to impair capability to carry out duties such as
might put colleagues, beneficiaries of ACT-I services, or other persons at risk or
bring the organization into disrepute.
j) Taking banned drugs or prohibited substances other than those prescribed by a
medical practitioner, during the course of employment-related activities, or being
under the influence sufficiently to impair capability to carry out duties such as might
put colleagues, beneficiaries of ACT-I services, children, young persons or other
persons at risk, or bring the organization into disrepute.
k) Any breaches as outlined in ACT-I’s “Policy Statement and Guidelines for Dealing
with Suspected Fraud and Serious Negligence”. Definitions taken from these
guidelines follow here below.

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11.6 Definitions

11.6.1 Fraud

The deliberate creation, falsification, destruction, defacement, misrepresentation or

concealment of any account, record or document or any unauthorized use of the names
“The Aiming Change for Tomorrow-International, ‘Aiming Change for Tomorrow-
International’, and ‘ACT-I’ or misuse of one’s position within ACT-I, with the intention of,
e.g.,

(a) Obtaining money, assets, services, information or advantage for the individual
concerned, or for a third party (e.g., contractor), which would otherwise be denied;
(b) Causing loss or damage to ACT-I or another party (e.g, contractor, individual
employee, volunteer, donor, partner agency);
(c) Prejudicing ACT-I’s rights, position, or reputation, or those of another party (as
outlined above);
(d) Corrupt or dishonest practice in the course of ACT-I business (e.g., awarding
tenders in return for favours).

11.6.2 Serious Negligence

Serious negligence is defined as lack of proper care in looking after ACT-I’s interests. This
specifically includes misuse or abandonment of ACT-I’s assets and/or reporting
mechanisms when, although the action taken may not be illegal, it is clearly unreasonable
given the implied duty of care within an individual’s contract of employment.
Every employee has a general duty of care towards ACT-I’s assets. Judgment over whether
or not an employee has been seriously negligent will depend on the nature of the allegation
and the responsibility ACT-I could reasonable expect an individual to take, in light of the
position held in the organization and the nature of the job.

The following are illustrative, but not exhaustive, examples of serious negligence:

(a) Approval of expenditure which is clearly inconsistent with ACT-I policy (e.g.,
travel and expenses policy);
(b) Failure to establish or adhere to basic financial controls when this is a
requirement of the job;
(c) Failure to ensure the security of ACT-I’s assets.

11.7 Formal Disciplinary Procedure

11.7.1 Representation

The employee has the right to be represented by a colleague (not acting in an official
capacity) at all stages in formal disciplinary procedure. In exceptional circumstance,
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reasonable requests for representation during the informal part of the procedure may be
considered.

11.7.2 Investigation

In most cases of alleged Gross Misconduct, an investigation will be conducted prior to any
disciplinary hearing. The investigation will normally be conducted by a Line Manager
appointed by the person who will chair any future disciplinary hearing. This chairperson will
be any peer or manager but not someone who may have influence from either party which
can affect the disciplinary process quality. In the even of misconduct, the Line Manager
may, in consultation with the Manager HR or CEO, issue an oral or first level warning,
where after the same process would follow. The formal disciplinary process would ensure in
the event of persistent violation.

The role of the investigatory manager is to interview any relevant parties and witnesses,
take statements, draw together all relevant information and, ensuring strict confidentiality,
produce a report on the findings as to whether there is a case to answer.

In serious cases of Gross Misconduct requiring more extended investigation, the employee
may be subject to suspension on half-pay, which I itself is a neutral act not a disciplinary
action, but would be considered to be in the interests of the individual concerned and/or the
organization. A written record of investigations and disciplinary meetings must be
maintained.

If there is a case to answer, the chairperson will, with advice from Manager HR, notify the
employee in writing of the date of hearing, giving the employee at least five (5) working
days notice, this communication must also set out:

(a) the nature of the allegations against the employee, including any
statements/documents to be used during the hearing;
(b) the identity of the witnesses who will be called;
(c) the employee’s right to representation and to call witnesses;
(d) in cases of Gross Misconduct, the possible outcome of dismissal.

11.7.3 The Purpose of the disciplinary hearing

At the hearing, the case for and against the allegation will be presented to the Chairperson,
who, with advice from the Manager HR, is responsible for drawing out all relevant
information, assessing the evidence and deciding whether or not disciplinary action is
warranted, and if so, at what level.

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11.7.4 The order of the meeting

(i) The investigating manager will present the investigation report and the case for
disciplinary action, with the support of witnesses, if any.
(ii) The employee against whom allegations are made or the employee’s
representative may contest the case, with the support of witnesses, if any.
(iii) The investigating manager may then rebut the employee’s case.
(iv) The Chairperson may ask questions of either side during the proceedings, in
clarification or elaboration of relevant issues.
(v) The HR representative may ask questions of any of the parties, in order to clarify
any issues, to ensure all parties understand the points being heard and that they
understand the procedure.
(vi) In the event that the employee, against whom the disciplinary action is being
undertake, refuses in writing or fails to participate in the disciplinary
proceedings, such refusal or failure will be documented and further opportunity
will be provided in writing. Persistent failure or refusal will also be documented,
where after the disciplinary proceedings will be undertaken with the assistance
of the HR representative and in the absence of the employee proceeded
against.

11.7.5 Levels of Disciplinary Action

If, after hearing the case, the Chairperson concludes that disciplinary action is appropriate,
such action may be taken at one of the following levels:

(i) First Stage, Oral Warning

(ii) Second Stage, Written Warning
(iii) Third Stage, Written Warming
(iv) Final Stage, Dismissal

11.7.5.1 First Stage, Oral Warning

An oral warning is likely to be appropriate when there is a first breach of rules, and the
breach is of a minor nature. Only the fact the oral warning and the date will be recorded.
Unless the employee repeats the offence or is guilty of some other offence within 365 days
of such oral warning, the record of this oral warning shall be deleted from the employee’s
personal file after one year.

11.7.5.2 First Written Warnings

A first written warning is likely to be appropriate when there is :

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(a) a continued, or a repeated, breach of a rule of a minor nature, and there is a

current disciplinary action for a similar mater, i.e. at least an oral warning on file
against the employee;

or

(b) a first breach of a rule or misconduct which, when assessed is of sufficient

gravity to warrant a penalty higher than an oral warning.

11.7.5.3 Second Stage, Written Warning

If further offences occur or performance or conduct fails to improve, or if the offence is

serious (Gross Misconduct) a written warning will be given following a formal disciplinary
interview. The written warning will give details of the offence and of the required
improvement, and will be place on the personal file held in the HR Department. Written
warnings will indicate that action under the Third Stage will be considered if there is no
improvement. A written warning will become invalid, subject to satisfactory conduct and
performance after twelve months, but will remain on file.

11.7.5.4 Third Stage, Final Written Warning

If the failure to improve persists, and the conduct or performance remaining unsatisfactory,
or if the misconduct is sufficiently serious to warrant only one written warning but
insufficiently serious to justify dismissal, a final written warning will normally be given and
placed on the personal file in the HR Department. Such warning shall clearly state that
failure to improve performance or conduct, or further misconduct, will lead to dismissal. A
final written warning will become invalid, subject to satisfactory conduct and performance
after twelve months, but will remain on file. At both the third and fourth stage consideration
may be given to alternative action, which may consist of one or more of the following:

(a) transfer to another job, or

(b) down grading in present job with a reduction in salary, or
(c) a period of suspension on half-pay

11.7.5.5 Final Stage Dismissal

As previously stated, depending on the nature and gravity of the offence, disciplinary action
may be taken without following all of these stages. In cases of Gross Misconduct, an
employee may be summarily dismissed. However, even in extreme cases of Gross
Misconduct, the employee must be given the opportunity of being heard. Therefore, the
decision to dismiss summarily should not be take prior to a disciplinary interview.

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(i) An employee will be dismissed with appropriate notice in cases where either a
final written warning has not achieved the required improvement or a further
offence has been committed within one year of any final written warning. The
effective date of termination will be that specified in the letter of dismissal.
(ii) In the event of Gross Misconduct, the employee may be dismissed without
notice or pay in lieu thereof. The employee will be required to return all ACT-I
property immediately.

11.7.6 The Decision

After conclusion of the entire disciplinary hearing (s), the Chairperson will adjourn to
consider the case and all relevant evidence. With advice from the HR Manager, the
Chairpersons shall then determine whether disciplinary action is warranted and, if so, the
level of disciplinary action as outlined in the section mentioned above.
The Chairperson will record the decision in writing and sign it at the earliest opportunity,
and a copy of such decision shall be kept on the employee’s personal file while the
disciplinary action is live. The employee will also be advised in writing of the right to appeal.
If after the disciplinary hearing, the employee is dismissed for Gross Misconduct, then
dismissal will take place with effect from the date when the decision is confirmed in writing.

11.8 Suspension

• Where there are allegations of Gross Misconduct, the employee must be suspended
as soon as it is determined that there is a case to investigate.
• Suspension does not in itself constitute a disciplinary act, but allows for a fair
investigation to take place.
• The order of suspension shall be communicated in writing to the employee, together
with a statement of the employee’s right of defense with support from the official
record and the choice of colleague as a representative for the defense.
• Suspension will be on half-pay, and benefits will continue, pending outcome of the
investigation or disciplinary hearing. The unpaid salary shall be paid in the event of
exoneration.
• Where allegations do not concern breaches of conduct potentially constituting Gross
Misconduct, employees will not normally be suspended.
• Suspension requires the authorization of the CEO.

11.9 Appeals against Disciplinary Action

Appeals against oral and written warning will normally be to the next level management in
the line management chain; but, in all cases of dismissal, to the CEO. Appeals against
dismissal will be made to the CEO or nominee.

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Appeals may be made on grounds of:

• Alleged unjust finding against the employee;

• Alleged failure to properly take into account facts of the case;
• Alleged new information that has come to light which goes to the substance of the
allegations;
• Alleged failure to follow the prescribed disciplinary procedure.

Normally, the appeal will be a rehearing of the matter on which there was a finding against
the employee. Where appropriate, and as agreed between the employee and ACT-I, an
appeal hearing may restrict itself to a review of the evidence what was available at the
original hearing, subject to advice from the HR Manager.
The appeal hearing will be conducted in the same way as the initial hearing, but he
appellant will start the process by presenting the case for appeal. The management
representative would then present the management case in rebuttal. Both sides will again
be allowed to question each other.

11.10 Time Limits

11.10.1 Disciplinary Hearing

A hearing should be held as quickly as practicable, and employees will be given at least five
(5) working days notice of the date set for a disciplinary hearing. Where it is apprehended
that the investigation is likely to be lengthy, the employees should be advised accordingly

11.10.2 Appeals

An appeal against disciplinary action must be made in writing within ten (10) working days
of communication of the disciplinary decision. An appeal hearing will usually be held within
fifteen (15) working days of receipt of the employee’s grounds of appeal. In exceptional
circumstances, this may need to be delayed and the employee will be advised in the event
of such exigency.

11.10.3 Duration of Disciplinary Action

All stages of the disciplinary procedure will be conducted as expeditiously as possible,

subject always to the exigencies of thoroughness in accordance with the requirements of
each individual case.

11.10.4 Safe Keeping of Paperwork and Documents

• All paperwork in connection with an allegation, investigation and findings, will be held
on a confidential file, separate from the employee’s personal file.

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• Where a disciplinary penalty is awarded, a copy of the decision letter will be placed
on the employee’s file and, except as provided otherwise, will be removed after
expiry of the appropriate time limit.
• These documents would not be used in connection with any further disciplinary
actions or internal proceedings against the employee, but may be brought forward if
ACT-I were required at a future date to produce documents by an external agency,
or as required by law. There should be very few occasions when such documents
would need to be referred to. In all cases, before any action is taken to use these
filed, the advice of the CEO must be sought.

11.10.5 Interpretation of Disciplinary Policy and Procedure

Employees who are unclear about any part of this policy, disciplinary procedure or the rules,
should seek clarification from their Line Managers. In the event of any confusion or
disagreement between parties as to the interpretation of the procedure and rules, the
decision of the Manager HR will be final.

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Annex –I

Staff Code of Conduct – Short Version

As an employee or representative of Aiming Change for Tomorrow-International, I will

promote its values and principles and protect its reputation by:

➢ Respecting the basic rights of others, by acting fairly, honestly and tactfully, and by
treating people with dignity and respect, and respecting the national law and local
culture, traditions, customs and practices that are in line with UN conventions;
➢ Working actively to protect children, by complying with Aiming Change for
Tomorrow-International’s child protection policy and procedures;
➢ Maintain high standards of personal and professional conduct;
➢ Protecting the safety and well-being of myself and others;
➢ Protecting the organization’s assets and resources; and
➢ Reporting any matter that breaks the standards contained in this Code of Conduct.

Maintaining high standards of personal and professional conduct means I will not behave in
a way that breaches the code of conduct, undermines my ability to do my job, or is likely to
bring Aiming Change for Tomorrow-International into disrepute.

For example, I will not:

➢ Engage in sexual relations with anyone under the age of 18, or abuse or exploit a
child in any way;
➢ Exchange money, employment, good or services for sexual favours;
➢ Drink alcohol or use any other substances in a way that adversely affects my ability
to do my job, or affects the reputation of the organization;
➢ Be in possession of, nor profit from the sale of, illegal goods or substances;
➢ Accept any money or any item or services, of any value whatsoever, which have or
could have been offered to me in connection with my employment; and that I will
retain no money at all, nor any item whatsoever of value;
➢ Undertake business for the supply of goods or services to Aiming Change for
Tomorrow-International with family, friends or personal contacts, or use Aiming
Change for Tomorrow-International assets for personal benefit;
➢ Behave in a way which threatens the security of myself or others; and
➢ Use the organization’s computer or other equipment to view, download, create or
distribute inappropriate material, such as pornography.

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Annex II

Child Abuse Protection Policy and Procedures

HOW TO RAISE CONCERNS?

A FRAMEWORK FOR ACTION

Three Situations:

1
You see or suspect child
abuse/exploitation/neglect
2

An allegation of abuse/exploitation is
made or situation of neglect brought to
your notice by the parent or custodian

3
A child discloses abuse/exploitation /
neglect by relating the incidence to you
or toe someone you know

What to do?

Staff member

Discuss your concerns with

your line manager and/ or the
Discussion should focus on:
child protection focal point in
Nature of concerns, Risks to
your organization Concerns should normally be
child/en Action/Next steps/
reported the same working
possible support to the child
day within 24 hours

Line Manger or Focal Point

Immediately inform the CEO

or HR Manager of the

CEO or HR Manager

Takes action in line with Documents the case and Arranges to provide the
the ACT-I and established confidentiality is child with legal and social
local procedures maintained assistance

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Annex III
Child Abuse Reporting Form

Part One: About You

Name: _______________________

Role in organization: _______________________

Any contact relationship to the child? If yes what? _______________________

Part Two: About the Child/Young Person(s)

Name: _______________________

Male/Female: _______________________

Age: _______________________

Address: _______________________

Special Concerns: Ethnicity__________________ Disability _____________ Abuse of

child by another Child _______________

Name and relationship of the person the child is living with:

Part Three: About your concern

1. How did you learn about this child’s situation?

2. a). Was abuse observed or suspected? 
b). Was an allegation made? 
c). Did a child disclose abuse? 
3. Date, time and place of the incidents(s) _________________________
4. Type of abuse: Physical  Sexual  Emotional  Exploitation  Neglect


Give details of the alleged form of Abuse, highlighting any obvious effects you can observe
of the abuse:

_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________

5. Observation made by you (e.g. child’s emotional state, any physical evidence):
continue on s separate sheet if necessary
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________

6. Write in detail exactly what the child said and what you said: continue on a separate
sheet.
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________

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7. Any other relevant information?

_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________

8. Were any other children involved or aware? Yes  No . If yes

a) How were they

involved?_________________________________________________

b) How did they know about the abuse?

_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________

9. Did you report to parent or carers or any other Child Protection personnel or
agencies?
Yes  No 
If yes, give details below including names and their response
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________

10. Time and date of reporting ______________________________________

11. Designation and Name of person(s) to whom this report is being made:
_________________________________________________________________________
_________________________________________________________________________

12. Advice Given

_________________________________________________________________________
_________________________________________________________________________

13. Action Taken

_________________________________________________________________________
_________________________________________________________________________

Signed: ___________________________

Date: ___________________________

It is essential that anyone connected to Aiming Change for Tomorrow-International

who suspects or knows of abuse, exploitation and neglect of children raises their
concern within 24-hours.

Important note: Please refer to Aiming Change for Tomorrow-International’s Child Protection
Policy guidelines while filling out this form.

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Annex IV

Policy for Dealing with Suspected Fraud and Serious Negligence with ACT-I Assets

1. Introduction

1.1 It is recognized that Aiming Change for Tomorrow-International (ACT-I) staff and
volunteers do their utmost to protect ACT-I’s assets (money, property, equipment
and ACT-I’s name and reputation).

1.2 To ensure that ACT-I continues to have the highest standards of accountability, it is
important that clear guidance is given to staff and volunteers on how occurrences of
suspected fraud and/or serious negligence with ACT-I’s assets must be dealt with.

1.3 This policy statement and guidelines:

(a) defines fraud and serious negligence and give examples;

(b) identifies the responsibilities of managers and employees if cases of fraud or
serious negligence are suspected; and
(c) explains the relationship between incidents of fraud and/or serious
negligence and ACT-I’s disciplinary procedure.

1.4 This policy cannot give a detailed breakdown of the appropriate action required in
each instance; clearly this will depend on judgement in each set of circumstances. It
does, however, specify some consistent actions which must be applied across ACT-
I.

2. Scope

ACT-I’s policy on fraud and serious negligence applies to employees on permanent and
fixed-term contrats. Whilst the content of this document relates specifically to staff,
volunteers are also required to abide by the principles underpinning it (see paragraph 10).
The principles and definitions also extend to relationships ACT-I has with all external
organizations, e.g. partner agencies, contractors, donors etc, and cover relationships
between individual members of staff and volunteers.

3. Definition of Fraud

For purposes of this policy, fraud is defined as follows:-

The deliberate creation, falsification, destruction, defacement, misrepresentation or

concealment of any account, record or document, or any unauthorized use of the name
“Aiming Change for Tomorrow-International”, or misuse of one’s position within ACT-I, with
the intention of, e.g.:

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(a) obtaining money, assets, services, information or advantage for the individual
concerned or for a third party (e.g. contractor,), which would otherwise be denied;
(b) causing loss or damage to ACT-I or another party (e.g. contractor, individual
employee, volunteer, donor, partner agency);
(c) prejudicing ACT-I’s rights, position or reputation, or those of another party (as
outlined above);
(d) corrupt or dishonest practice in the course of ACT-I’s business (e.g. awarding
tenders in return of favours).

4. Definition of Serious Neglignece

4.1 For purposes of this policy, serious negligence is defined as lack of proper care in
looking after ACT-I’s interests. This specifically includes misuse or abandonment of
ACT-I’s assets and/or reporting mechanisms when, although the action taken may
not be illegal, it is clearly unreasonable given the implied duty of care within an
individual’s contract of employment.

4.2 Every employee has a general duty of care towards ACT-I’s assets. Judgment over
whether or not an employee has been seriously negligent will depend on the nature
of the allegation and the responsibility ACT-I could reasonably expect an individual
to take, in the context of the position in the organization and nature of the job.

4.3 Serious negligence includes, but is not limited to, the following:
(a) approval of expenditure which is clearly inconsistent with ACT-I policy (e.g.
travel and expenses policy);
(b) Failure to establish or adhere to basic financial controls when this is a
requirement of the job;
(c) Failure to ensure the security of ACT-I’s assets.

5. Employee’s Responsibility

Employees must seek guidance and clarification from line managers in any situation where
they are unclear about their responsibilities or action required from them in relation to ACT-
I’s assets.
6. Manager’s Responsibility

6.1 Managers are responsible for ensuring that all staff, whether on permanent or fixed-
term contracts, is aware of their responsibilities or action required from them in
relation to ACT-I’s assets.
Line managers are also responsible for working with staff to ensure that appropriate
systems for managing money and assets are in place, and that staff are clear about
the expectations upon them. This will form part of the induction of new staff and part

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of the ongoing support and training of staff. In particular, managers are responsible
for ensuring that existing and new staff are aware of and understand the provisions
of this policy.

7. Reporting Suspected Fraud and Serious Negligence with ACT-I’s Assets

7.1 In any member of staff suspects that fraud has been committed or planned, or that
serious negligence over ACT-I’s assets has occurred, then such staff member must
report the details immediately. Details should be reported to the line manager. If, for
any reason, a staff member does not feel able to discuss an incident with the line
manager, then such staff member should contact a more senior manager, Manager
HR or CEO.
7.2 ACT-I wishes assure staff that their interests in reporting will be properly protected.
All reports made in good faith will be viewed as evidence of the individual’s concerns
for ACT-I’s best interests, and will be treated as such, regardless of the outcome of
any subsequent investigation.
7.3 When an initial report from a staff member has been made, this must be passed on
immediately to the CEO/Head of Office.
7.4 Management of ACT-I may suspend staff, in accordance with CT procedures, if it is
thought necessary to do so urgently in order to safeguard the interests of the
organisation, staff or third parties.

8. Investigation

8.1 After a report has been made, it is the responsibility of CEO or senior line manager
handling the case, to identify the appropriate course of action, having taken advice
from the HR. this course of action will be planned in accordance with the specific
circumstances of the case, and must also meet corporate requirements.
8.2 It is not possible or appropriate to provide a detailed breakdown of the course of
action to be followed in each set of circumstances. However, the following actions
must be taken in each case:-
(a) Once it has been established that there are sufficient initial grounds for a formal
investigation, the provision of ACT-I’s disciplinary procedures will apply. The HR
Manager will be responsible for advising on the consistent and fair application of the
disciplinary procedure for all staff. Applying the disciplinary procedure does not
mean that disciplinary action is inevitable before the outcome of any investigation is
know. However, it ensure that any investigation is carried out with the maximum
objectivity, and that there is maximum protection possible of ACT-I’s interests and of
those of the individuals concerned.
(b) Investigation into any allegations must take place in accordance with advice from the
CEO or the HR Manager. Investigations must always be carried out by an
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independent third party. Depending on the circumstances, this could be a member of

the audit team or a senior line manager not associated with the individuals involved.
(c) If, after a formal investigatory hearing, it is concluded that an act of fraud or
negligence has taken place, then this will be considered Gross Misconduct and will
usually result in summary dismissal.
(d) It is recognized that different circumstances may apply to different situations, and
decisions about the appropriateness of reporting to the police will be taken on a
case-by-case basis. The CEO may decide to report an incident to the local police or
may nominate any authorized representative to do so but this must be done in
consultation with the chairperson of the BoD.

9. Corporate Responsibility

The CEO will be kept informed of any cases reported under this policy.

10 Volunteers

Volunteers contribute to ACT-I in a variety of ways, and have different levels of contact and
responsibility for ACT-I assets. It is the responsibility of all Departmental Heads to ensure
that volunteers working in their departments have an understanding of the principles and
definitions in this document which is consistent with the level of contact and responsibility
they have for ACT-I’s assets

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Annex V
GRIEVANCE POLICY

1. Policy Statement

(a) This Aiming Change for Tomorrow-International (ACT-I) policy and procedure
encourages the settlement of all grievances ad fairly, and promptly as possible.
(b) As a rule, grievances should be dealt with informally by discussion between the
people concerned. Only when this has not worked should the formal grievance
procedure be triggered.
(c) All grievances should be dealt with in accordance with this policy and procedure as
speedily as is practicable and within the time limits set for each stage of the formal
procedure.
(d) ACT-I is committed to equality of opportunity in employment and believes that all
employees should be treated with respect and dignity in the workplace. These
principles are reflected in this policy and procedure.
(e) Aiming Change for Tomorrow-International wishes to encourage an atmosphere of
open communication and exchange between managers and the staff. At times staff
will feel aggrieved, this may be due to the issues relating to pay and conditions, the
application of ACT-I policies or issues relating to the colleagues. Often grievances
are raised and resolved on an informal basis. However, there will also be instances
where grievances cannot be resolved on an informal basis and in these instances
the formal grievance procedure is available to all staff.

1.1. Aims/Objectives

The aim of this policy and procedure is to ensure that employees have an effective
way of raising complaints, and that these will be dealt with in a fair, through and
prompt way.

1.2 Scope

ACT-I’s grievance policy and procedure applies to all existing staff (Full Time). It is
the responsibility of management to ensure that the principles underpinning this
policy are applied to all employees.

1.3 Good Practices

• Ensure that all circumstances surrounding a case have been properly taken into
account.
• Ensure that all investigations are carried out as quickly and as reasonable
practicable in a given situation.
• Give individuals the right to be accompanied by a representative (who, unless local
law provides otherwise, should ideally be another colleague).
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• Ensure that all managers and supervisors understand, are familiar with the policy
and procedure and they receive necessary training in the process.
• Incorporate information regarding this policy into the induction programme.

1.4 Definition

Grievances are any dissatisfaction or complaint that an employee has with ACT-I relating to
the conditions of service, work situation or working relationship.
All grievances will be dealt with in accordance with this policy and procedure where the
following apply.

• Matters relating to decisions taken by ACT-I Management on redundancy of a job.

• Matters relating to decisions taken as an outcome of disciplinary procedure/actions.
Dissatisfaction or disagreement with the decision must be dealt with in the appeal
stage of the disciplinary policy.
• Complaints about individuals which are more appropriately handled under the
Harassment Policy or through the application of the Disciplinary Policy and
Procedure;
• Matters concerning general ACT-I plans, strategies or operations, the effects of
which on employees are addressed through communication and consultation
channels.

Line Manager is a person in role to whom an employee reports. In case of any grievance
with immediate Line Manager, Manager’s Manager should be deemed as Line Manager in
this policy.
In case of grievance with any colleague whose Line Manager is different from aggrieved
staff member’s manager then colleagues’ manager must be the first point of contact.

1.5 Representation

Employees have the right to be represented/accompanied at all stages in the formal

procedure by a representative which may be a colleague not acting in an official capacity. In
exceptional circumstances, reasonable requests for representation during the informal part
of the procedure will be considered.

1.6 Responsibilities

1.6.1 Line Managers

Line Managers will be responsible for applying the procedure, advising employees on steps
to be taken, hearing the grievance, responding to grievances and taking appropriate action.
In case if an aggrieved staff member has grievance with his/her own Line Manager, that

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staff member can have an informal meeting with the Line Manager but if it does not improve
the situation, Manager’ Manager can be contacted for informal meeting.
For formal procedure, in this particular case, Manager’s Manager is the point of contact.

1.6.2 Manager Human Resources

Manager Human Resources’ responsibility is to;

• Advise managers on the application of each stage of this procedure and to ensure
consistency;

• Advise employees on process, where appropriate.

• Be part of any stage with the mutual consent of parties or on the instructions of CEO
to ensure fairness equality in treatment as well as consistency.

1.6.3 Employees

Employees have the responsibility to comply and co-operate with all parts of ACT-I’s
Grievance Policy and procedure.

1.7 Interpretation of Grievance Policy and Procedure

• Employees, who are unclear about any part of the grievance policy or procedure,
should seek clarification from their Line Manager. In the event of any confusion or
disagreement between parties as to the interpretation of the procedure and rules, the
Manager Human Resources will determine the correct interpretation. His/her
decision will be final.
• Every attempt must be made by all parties involved in a grievance to resolve the
matter at each stage before proceeding to the next.

1.8 Circumstances

Circumstances in which a formal grievance may be taken out include:

• When one or more staff member feel they have been unfairly treated/victimized by a
manager/member(s) of staff and where the harassment procedure procedures or
other procedures are inappropriate to use/has not resulted in an outcome they are
satisfied with.
• When a member of staff has been interviewed under the disciplinary procedure and
has reasons for believe this to be unfair.
• When a staff member believes they have not been fairly treated in the application of
any of ACT-I policies and procedures.
• When as a result of a performance review assessment, agreement cannot be
reached either between a member of staff and their Line Manager or with the next
level manager.

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• When one or more members of staff feel they have been unfairly treated in
accordance with the implementation of ACT-I pay and conditions of services’
• The above list provides examples and is not exhaustive.

1.9 Grievance during Probationary Periods

The purpose of a probationary period is to allow a period of time during which a newly
appointed member of staff can:

a. be assessed by their managers as to whether they are likely to achieve the

standards required to perform adequately the tasks in the post for which they
have been engaged, and
b. adjust to a new working environment and decide whether they wish to commit
themselves to a longer term future with ACT-I Pakistan Programme.

It is possible that difficulties will arise during this period relating to settling into a new job and
work environment, which would not apply to those staff who has been employed for some
time. Managers are required to do all they can to assist new members of staff to overcome
any initial difficulties by ensuring that adequate training is given and that a sympathetic
understanding is applied to the resolution of any personal problems.
If a member of staff wishes to make formal complaint during a probationary period which
either cannot be resolved or is inappropriate to raise with their manager/suprvisor, they
should discuss the matter with the HR Manager, who may advise them to submit their
complaint in writing to the next level of management. The aggrieved staff member will be
Interviewed by the second level manager and a recommendation made for resolving the
grievance.

If staff member is not satisfied with the outcome of these discussions, a final appeal may be
made to the next level of management who will respond in writing within fourteen days. At
any formal discussion the staff member may be accompanied by a staff representative.

1.10 Resolving Complaints at an Early Stage/Through Informal Process

Wherever practicable a grievance should be resolved through informal discussion with the
Line Manager/colleague. Any employee with a grievance at work should first speak to their
Line Manager about it. The manager may be able to resolve the issue immediately. In most
cases, however, s/he will need time to consider the issue/s to establish the facts and/or
consider the wider implications for the department or organisation. If appropriate, advice
should be sought from Human Resources at this stage. The aggrieved staff member can
also contact Manager’s Manager for informal discussion as a second step.

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1.11 Formal Procedure for Dealing with Individual Grievances

1.11.1 Stage 1

If a grievance is not resolved through informal discussion, it should be referred, in writing

using the form attached (Appendix A), by either the employee or their representative to the
Line Manager. The following must be registered:

i) The nature of the grievance;

ii) Reasons for the grievance;
iii) Reasons why the Line Manager’s response is unsatisfactory.

If the employee’s grievance is in relation to his/her Line Manager, the grievance must be
lodged with the Manager’s Manager, who will decide how this should best be dealt with.
The Line Manager will then be responsible for arranging a formal hearing to hear the
grievance. The hearing will be arranged within ten working days as far as this is practically
possible. The Line Manager will be advised by the Manager Human Resources at this
stage.

The decision of the Line Manager, acting as the chair of the hearing, will be notified to those
concerned within five working days of the conclusion of the hearing. The basis of any
grievance raised should be set out in writing also stating the preferred remedy to the
grievance. (However the complainant does not have the right to request disciplinary action
against another member of staff.

If required, Manager Human Resources is available for private and confidential consultation
and advice on procedures to managers and/or staff. Where a staff member is out a
grievance against their Line Manager, they should consult with HR Manager who may
advise that they refer the grievance to the next level of management.
No formal grievance should be heard without a through investigation into the facts being
carried out. If necessary, statements from witnesses should be collected and written down.
The manager who carries out the investigation should not be the same manager who hears
the grievance.

Records of the main points discussed will be taken at each interview/hearing. It is the
responsibility of the Line Manager to take written records and to circulate them within
agreed timescales to the relevant staff member(s), their representative and manager
involved. This should include a reply from management on the issues raised. Confidential
records of formal grievances raised will be held centrally by Human Resources department.
All members of staff have the right to appeal against the recommendations of the formal
grievance stages. This should be put into writing to the appropriate next management level.
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If a grievance is upheld against another member of staff/manager this will be dealt with
under the Disciplinary Procedure at the appropriate stage to the offence or conduct
concerned.

If the hearing is unable to resolve the grievance, every effort will be made to identify and
agree on the exact nature of the outstanding issue/s

1.11.2 Stage 2
If a grievance is not resolved at stage 1, it should be referred by either the employee or their
representative to the next level of management within the line management chain within ten
working days.
The manager to whom the grievance has been referred will then be responsible for
arranging and chairing a hearing within ten working days of receipt of the notification.
The decision of the manager, acting as the chair of the hearing, will be notified to those
concerned within five working days of the conclusion of the hearing.
If the hearing is unable to resolve the grievance, every effort will be made to identify and
agree on the exact nature of the outstanding issue/s.

1.11.3 Stage 3 – Final Stage

The final stage of referral is to the CEO. The grievance should be detailed in writing and
sent by the employee or employee’s representative, together with full supporting
documentation to the CEO within tem working days of notification of the decision at the prior
stage.

The CEO will arrange to hear the grievance or ensure that arrangements are made for the
grievance to be head by his/her nominee within ten working days. The CEO (or his/her
authorized nominees) will normally be accompanied by Manager Human Resources. The
decision of the CEO, acting as the chair of the hearing, will be final and will be notified to
both parties within five working days of the conclusion of the hearing .there are no further
stages of grievance or appeal.

1.12 General Procedure – Formal Stages

a. It may be appropriate to conduct some research prior to a grievance meeting in

order to ascertain the situation .If possible gather further details to ensure that
background information surrounding the grievance is known. Discretion and
impartiality will be important in conducting any research.
b. Manager should check the facts;
• Obtain written statements from witnesses/others involved at the earliest
opportunity before recollection fades;

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• Write down what witnesses have given statements get and get each
statements signed to prove that the record is correct;
c. The investigation should take place within as short a time space as possible.
Giving consideration to the complexity of individual cases.
d. Ensure that enough time is allocated to hear the grievance properly and that a
confidential area is available for the interview to take place.
e. Arrange a mutually suitable date and confirm the interview arrangements in
writing to the member of staff within two working days of their initial grievance
being raised. If appropriate confirm arrangements to the staff member’s
representative and Manager HR.
f. The Chair will ensure that all present are introduced an explain the purpose and
process of a grievance interview to the member of staff. It is important to convey
that the interview is confidential and ‘safe’, however, they are not guaranteed an
outcome which pleases them. It should also be made clear by the Chair that the
decisions made will be explained and if they are not satisfied with these they may
appeal to have the grievance heard at a higher level within the formal grievance
procedure.
g. If necessary an adjournment can be called for by either party during the interview
to collect facts or calm down.
h. The Chair will enquire of the staff member whether he/she is satisfied that they
have been able to state their full case.

1.13. Appeal

➢ If the grievance is not upheld reasons should be detailed in writing. Staff members
should be advised of their right to appeal.
➢ A request for an appeal must be made by the member of staff within ten working
days of receiving the grievance decision and recommendations.
➢ At this stage, the CEO should investigate all the facts and may call for
supplementary written evidence. A further grievance interview will be arranged within
ten working days with the second level manager. After consideration of the facts of
the appeal a written decision with further recommendations for resolving the
grievance will be sent to the staff member within five working days. Decision of the
CEO will be considered final and there is nor provision for any further appeal.

Safe Keeping of Paperwork and Documents

• All paperwork in connection with a grievance will be held on a confidential file,

separate from the employee’s personal file.

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• If necessary, documents on the employee’s personal file referring to the grievance

will be removed after one year.

1.14. Procedure for Dealing with Joint Grievances

A joint grievance is where the grievance concerns the same issue/s and involves more than
one employee who are in identical or similar circumstances. Each individual has the right to
pursue an individual grievance; however the individuals concerned may agree to pursue the
matter as a joint grievance. In this situation up to three employees and one representative
will attend the formal hearing on behalf of all the other aggrieved employees.

1.15. Time Limits

Grievances will be dealt with as speedily as possible and time limits are set for each stage
in the procedure above. However, there will occasionally be good reasons for taking longer,
e.g. where a representative is difficult to obtain, or where a resumption of a meeting, at the
same stage, allowing for reconsideration is desirable. It is expected that both parties will
allow time extensions, where it is clearly reasonable to do so.
Raising a grievance will not delay any action being taken under ACT-I’s disciplinary
procedure.

1.16 Status Quo

Until all stages of this procedure have been exhausted, the status quo will exist regarding
any current practices unless this would contravene other ACT-I policies and procedures, or
standing financial instructions. Existing employment conditions can not be changed while
the grievance procedure is in operation.

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FLOW CHART – GRIEVANCE PROCEDURE

Informal Stage

Employee discusses problem/grievance with Line Manager

Line Manager arranges meeting with employee to respond to

grievance and explain reasons for his/her decision

Stage 1

If no satisfactory agreement reached, the employee should write to

his/her line manger using the Grievance Form (Appendix A).

Line Manager to convene hearing normally within 10 working days

Line Manager will arrange meeting within 10 working days and

decisions will be informed within 5 working days, setting out any
decision made as a result of the hearing

Stage 2

If no satisfactory agreement reached, the grievance should be

referred to the CEO

CEO to convene hearing normally within 10 working days

CEO to reply normally within 5 working days, setting out any

decision made as a result of the hearing

Stage 3

There is no third stage in grievance handling at ACT-I.

Decision at stage 2 is final

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GRIEVANCE FORM
(to be completed by employees who have a grievance)

To: ___________________________________________________________
(Line Manager)

From: ___________________________________________________________
(Name and designation of aggrieved employee)

A grievance has arisen between myself and ACT-I on a matter relating to my employment
in accordance with ACT-I’s grievance procedure. The matter over which I am dissatisfied
is detailed below.

1 The nature and reason of the grievance

Please continue overleaf

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2 What I consider would resolve the grievance

Signature:_________________________________________

Dated: ___________________________________________

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HOW TO CONDUCT THE GRIEVANCE INTERVIEW

Before
Request that the employee provides full details of the grievance, preferably in writing

Seek to establish the facts i.e. dates, times, places, witnesses

Request details of the nature of any prior discussions from appropriate supervisors or Line
Managers

Question other parties relevant to the grievance

Consider the information pertinent to the issues raised e.g. policy and procedures, custom
and practice, notes of interviews, written statements, personal records, employment
legislation, codes of practice

Record all the information that you have acquired

Ensure that the meeting will be properly constituted according to the procedure

Inform employee of date and right to be represented (subject to the same caveats as in the
disciplinary process)

During
Convene the grievance interview and ensure that the participants understand the purpose
of the meeting and what might happen afterwards.

Listen objectively to the employee’s complaint

Listen objectively to comments of the key individuals

Seek clarification of the key issues including any solutions sought

Taken comprehensive notes (or arrange for this to be done)

Summarise the main points raised by either side; thank the participants; ask the employee if
he/she considers that the matters were addressed and the meeting conducted

Adjourn the interview, if necessary, to allow consideration of the points raised and the
circumstances

Consider the appropriate action to be taken, if any, bearing in mind any relevant procedures

Reconvene and inform the employee of your decision; seek agreement if possible

If the matter is unresolved, inform the employee of his or her right to progress to the next
stage of the procedure

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Afterwards
Write up the notes of the interview and arrange for confirmation of the decision to be sent to
the employee and to be recorded or publicized as appropriate. Remember that the
employee may

Disagree with your notes: if so, place a record of their disagreement on the individual’s file

Monitor

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Time Frame Model

Activity

Staff Level Time

Line Manager Informal ASAP

Manager’s Manager Informal ASAP

Stage 1 – Grievance Raised Formal Nil

Meeting by Line Manager Formal 10 Days

Decision Formal 5 Days

Appeal Formal 10 Days

Stage II Formal Nil

Meeting Formal 10 Days

Decision Formal 5 Days

Appeal Formal 10 Days

No Appeal

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HAP Statement of Aiming Change for Tomorrow-International

Aiming Change for Tomorrow-International during all its policies implementation and
procedures will adhere to HAP Principles of Accountability which includes:

1. Commitment to humanitarian standards and rights

2. Setting standards and building capacity
3. Communication
4. Participation in programmes
5. Monitoring and reporting on compliance
6. Addressing complaints
7. Implementing Partners

________________________ ___________________________
Member Board of Directors Member Board of Directors

________________________ _________________________
Member Board of Directors Member Board of Directors

________________________ __________________________
Member Board of Directors / CEO Member Board of Directors

_________________________
Chairman, Board of Directors

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The Board of Directors RESOLVED and unanimously approved the HR Manual of Aiming
Change for Tomorrow-International with additions and revisions under Agenda item no -- in
the BOD Meeting held on -- -- ---- .

________________________ _________________________
Member Board of Directors Member Board of Directors

________________________ _________________________
Member Board of Directors Member Board of Directors

________________________ __________________________
Member Board of Directors / CEO Member Board of Directors

__________________________
Chairman, Board of Directors

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