GCUF HR Manual

GOODCARE UGANDA FOUNDATION
(GCUF)
HUMAN RESOURCE MANUAL
2009
List of acronyms
APA BR CV FMR FY GCUF GRN IOP KM LPO LWOP MMR NSSF PAF PAOP PAYE PCF QCF SER USH Annual Performance Appraisal Below Requirements Curriculum Vitae Fully Meets Requirements Financial Year Good Care Uganda Foundation Goods Received Note Individual Operating Plan Kilometer Local Purchase Order Leave Without Pay Meets Most Requirements National Social Security Fund Performance Appraisal Forms Project Annual Operating Plan Pay As You Earn Human Resource Confidential File Quit Claim Form Significantly Exceeds Requirements Uganda Shillings
GCUF Human Resource Manual 2009
TABLE OF CONTENTS List of Acronyms Table of Contents Section 1 Section 2 Section 3 6 Section 4 Section 5 Section 6 Section 7 Section 8 Section 9 Section 10 Section 11 Section 12 Section 13 Section 14 Section 15 Section 16 Section 17 Section 18 Section 19 Section 20 Section 21 Section 22 Section 23
PAGE 2 3
Introduction 4 Modifications .. 5 Government Regulation and Modification Definition of an Employee . Employment Policy Request for Recruitment. Employee Documentation .. Probationary Period/Staff Discipline/Conduct . Attendance and Leave Punctuality .. Attendance Administration Consolidated Salary Package Benefits Salary Payment Guide for Disciplinary Action .. Voluntary Termination of Employment .. Involuntary Termination of Employment .. Quit Claim Form ... Grievance Procedures Performance Management . Performance Planning Ongoing Monitoring and Development Periodic and Annual Performance Appraisal 6 6 7 8 9 10 13 13 14 16 19 20 22 23 24 25 26 26 27 28
References: Appendix I Private Vehicle Use Form . Appendix II Human Resource Performance Appraisal Form Appendix III Job Description Form Appendix IV Employment Application Form Appendix V Appointment Letter Form Appendix VI Bank Information Form Appendix VII Leave Request Form. Appendix VIII Employee Profile Form Appendix IX Leave Report Form . Appendix X Human Resource Action Form Appendix XI Quit Claim Form .
30 31 40 41 43 46 47 48 50 51 52
SECTION 1:
INTRODUCTION
1.1 The purpose of this chapter of GCUF Human Resource Manual is to state the Human Resource policies and procedures for employees. The policies and procedures have been developed to ensure that there is a uniform way to define, manage and supervise Human Resource though all the programs. Also, this manual is to serve as a reference document for employees of their rights, responsibilities and obligations; and is a guide for supervisors and managers in the administration of Human Resource policies and procedures. The Manual defines and explains the relationship between GCUF and its employees, and contains the current Human Resource approval authorities, policies, procedures and conditions and service which govern these relationships. The objectives of having these definitions and explanations formally written out are as follows: (a) To define the rights and obligations of GCUF as the employer. (b) To define the obligations and rights of the staff of GCUF as employees. (c) To put in place an administrative framework that regulates the implementation of the said relationships. 1.2 Equity and transparency shall be the principles guiding the relationship between GCUF and its staff. 1.2.1 1.2.2 1.2.3 1.2.4 1.2.5 1.2.6 Established staff shall be expected to serve the projects on full time basis. Vacant positions shall be filled on the basis of assessed ability of the applicants to measure up to or exceed the Human Resource specifications established for the positions. The remuneration/benefits spelt in here shall be reviewed from time to time, with the approval of GCUF Board to attract and maintain staff of high quality. The relationship between the GCUF and its employees shall be regulated by transparency and accountability to ensure equity. All efforts shall be made by GCUF to put in place conditions and facilities to ensure sustenance of high work productivity from staff. (a) As part of the Human Resource policy, employees shall be assisted where possible in the development of their natural abilities by full or partial payment for attendance at a variety of short term formal and informal training programs, work study tours, secondments and attachments. (b) Such training may be conducted during or outside normal working hours. (c) All such training and staff development activities wholly or partially funded by GCUF shall be directly work related and be based on individual development needs identified in the performance appraisal process.
1.3 A conflict resolution mechanism is built in to ensure that staff grievances and complaints are efficiently and justly dealt with. SECTION 2: MODIFICATIONS
2.1 Policies and procedures in the field of Human Resource management are subject to modifications and further development. Therefore, changes of intent, interpretation and administration of the policies and procedures will occur periodically. All changes will be recorded in the form of an amendment or update, issued so that all employees and supervisors are aware of the changes and will be formalized by revisions. 2.2 Revisions could be necessary as a result of internal growth, competitive forces, changes in law or as result of general program conditions. However, any modification to these policies or procedures will be made after due consideration is given to the mutual advantages, benefits and responsibilities of the employees and the projects. Knowledge of Procedures and Terms/Conditions of Service All staff shall be required to be familiar with all procedures, terms and conditions of service laid down in this Manual and other guidelines as well as any other work procedures of GCUF that may be notified to staff in memos/notices. Ignorance of existence of these shall not serve as a defense. Public Relations All GCUF employees shall be expected to conduct themselves in an exemplary manner exhibiting patience, understanding, integrity, sincerity and helpfulness. Each GCUF employee is expected to have or develop a high sense of skills in interpersonal relationships, and exhibit a personal commitment to the goals and objectives of the projects. Treatment of official and confidential records and information All documents submitted by customers/clients/consultants/suppliers and deliberations and actions taken by GCUF Executive Board, or Management in effecting delivery of services or awarding of tenders based on these documents, correspondence with customers/clients/suppliers/consultants, other agencies of government and information gathered in monitoring visits are Confidential. Office Information The strictest secrecy shall be observed in regard to such information, and release or transmission of such information shall be on strict official need to know basis. Communication to the Public In matters of communicating to the general public through public media, only the Executive Director in Coordination with Public Relations Officer is authorized.
Security of Documents A clean desk policy shall be followed in order to ensure Confidentiality, efficiency and security of office files and equipment. An appropriate format for movement of files shall be instituted to ensure that a file moving from one point to another is signed and accounted for. SECTION 3: GOVERNMENT REGULATIONS AND LEGISLATION
This section is, in part, a confirmation of the organizations intention to respect the regulation and legislation passed by the Government of Uganda with regard to the rights and obligations of employees in Uganda. These are spelt out in the employment decree and employment regulations. SECTION 4: DEFINITION OF AN EMPLOYEE
4.1 The purpose of this section is to standardize terminology and ensure common understanding in Ugandas definition of an employee. 4.2 An employee is defined as a person who is employed by GCUF for an indefinite period via an Appointment Letter, is paid a salary through the payroll system, is assigned an employee number, works at least 40 hours per week and who maintains continuous employment status. It is noted that an employee may work less than 40 hours per week for a specified short term under the conditions of Leave without Pay and maintain employee status. 4.3 An employee who is hired on the basis of a consultants contract or other short-term casual employment of less than six months is not classified as a GCUF employee. Such a person is hired as a consultant or for a short-term casual employment to perform a specific task. Therefore, a contractual arrangement defines specific outputs and GCUF controls the timing and quality of the output only. NOTE: A Casual hire employee cannot work more than six months on a contractual basis. In the event the casual employee is to work in excess of six months, a new contract will be made to ensure that documentation shows that the employee ended one contract after 6 months and has began a new contract. In these instances, an amendment to the previous contract is not allowed. SECTION 5: EMPLOYMENT POLICY
5.1 It is the employment policy of GCUF to select the best-qualified person for the job to be performed. Selection factors include, but not limited to, educational background, previous experience, proven skills, desirable character traits, potential loyalty to the Organization; and potential for growth and development.
5.2 Persons that have been hired and promoted in the past and those to be hired and promoted in the future will be selected from all applicants on the basis of qualifications which are essential for the successful performance of the proposed job. Qualifications could include, but not limited to, such factors as ability, availability, capability, aptitude, experience, education, health and willingness to work. 5.3 Since the objective of the employment policy is to select the best qualified persons for the job to be performed, this objective must be administered through a positive and continuing commitment to provide equal opportunity in employment for all qualified persons and to prohibit discrimination in employment because of race, sex, age, ethnic origin, religion, political affiliation, or physical disability. Further, all relations and decisions pertaining to employment, recruitment, termination, training and rates of pay for employees will be conducted without discriminatory practices. SECTION 6: REQUEST FOR RECRUITMENT
6.1 The policies and procedures for requesting the recruitment of an employee for a specific position within GCUF are established to facilitate commitment to equal opportunity employment, to provide sufficient information to assist in the recruitment of the best suited applicant inclusive defining the specific position with grade placement and, to ensure that appropriate communications, records and Human Resource controls are maintained. 6.2 Timing: The date by which the position needs to have been filled be indicated 6.3 Job description: A Job description must be included as per the standard format in Appendix A for a new or existing positions. 6.4 It is important that the organization maintains good public relations throughout the recruitment, selection and interview process. Many job applicants whether they are hired or not, will form opinions based on the professionalism and integrity of our hiring system. Therefore, it is important to avoid all practices that could create ill will. In general, those involved in the hiring process should note the following: A) All job applicants will be looked upon as potential employees and should be treated with consideration. B) Unless there is a current or strong possibility of a potential vacancy, no Employment Application forms shall be provided to external candidates. C) No favors from potential candidates will be solicited or provided.
SECTION 7: EMPLOYEE DOCUMENTATION 7.1.1 It is important that GCUF maintains documentation and information pertinent to an individuals employment. Therefore, following the selection of a candidate, the Administration/Human Resource Manager will perform the following tasks: Prepare an Appointment Letter, Appendix C, and obtain the signature of the Executive Director or Programs Manager and the employee on the Appointment Letter. In this regard: Assign an employee number to the new employee. Employee numbers will only be assigned by the Administration/Human Resource Manager. Create a Human Resource Confidential File (PCF). The information that is contained in an employees PCF is required for all employees. The PCF should be completed on the first working day and include all documents related to the hiring process. Also, any information collected in future is to be included. In this regard, Employment Application; The completed Employment Application of the employee Resume/Curriculum Vitae; The CV, certificates or other documentation pertinent to the employees qualifications or Job history, if available Appointment Letter; The employees Appointment Letter signed as appropriate Employee Profile; An Employee Profile, Appendix F, is to be completed by the employee on the first working day of employment. In this regard, please note the following: Bank Information Form; A Bank Information Form, Appendix D, is to be completed by the employee and provides information on the salary payments for an employee. The employee must complete the Bank Information and send to the Accountant for salary payments. It is understood that the employee may not have a bank account at the time of hire, in which case, cash payments can be made until a bank account is opened. Such cash payments are not to exceed 2 working months. In the event that the bank requires a minimum deposit to open a bank account, an advance may be provided to the employee which must be adjusted in the following month. 7.1.10 Job Descriptions; A current job description must be kept in the PCF 7.1.11 Annual Appraisals: All performance appraisals and related correspondence must be maintained in the file (confidential).
7.1.2
7.1.3 7.1.4
7.1.5 7.1.6 7.1.7 7.1.8
7.1.9
7.1.12 Any other document that relates to the employment history of an employee; recommendations; disciplinary action or warning letter, etc. must be included in the PCF. SECTION 8: PROBATIONARY PERIOD/STAFF DISCIPLINE/CONDUCT
8.1.0 Staff on Probation Where an offence committed by a staff on probation is such as not to warrant dismissal, he/she may be warned in writing that consequences of misconduct may include dismissal. Only one written warning may be issued to a member of staff on probation. Commission of a second offence or failure to improve on performance shall be penalized by termination or dismissal. 8.1.1 All employees hired by GCUF will be placed on a 6 months probationary period with a midterm review. Employees on probationary period will be entitled to full salary during the period. During the same period, the supervisor of the employee must determine the employees suitability for the position. GCUF Executive Director may terminate an employee during the probationary period on recommendation of the senior management team headed by the Programs Manager. At least two weeks prior to the end of the probationary period, the supervisor will provide written documentation indicating if the employee has successfully completed probationary period, has not successfully completed the probationary period or if the probationary period should be extended. Probationary period can be extended up to another three months by the senior management team. In the event of an employee failing to complete the probationary period successfully, the supervisor should provide notification to the Programs Manager who will take the necessary action. This might be either to extend the probationary period or to recommend termination of the services of that employee.
8.1.2
8.1.3
8.2 Insubordination Any member of staff who refuses, neglects or ignores to obey Lawful Instruction given by a Superior commits the offence of insubordination. 8.3 Handling of insubordinate staff Staff in the process of committing an act or acts of insubordination shall be cautioned. If he/she persists in his/her insubordination and maintains it, he/she shall be ordered to leave the official premises and report for duty the following morning with a written apology. If this act is repeated, a warning letter will be given. If the act is repeated after a warning letter, then the employee shall be referred to the senior management team. The team shall appropriately recommend the employee for dismissal by the Executive Committee of the Board.
SECTION 9:
ATTENDANCE AND LEAVE
9.1 Occasionally, it may be necessary for an employee to be absent from work as a result of illness, injury, or for personal reasons. In such a case, an employee is expected to give in writing his/her supervisor as much advance notice as possible prior to being absent. This advance notification is necessary so that proper arrangements can be made to handle the work during the employees absence. If the absence cannot be predicted in advance, due to illness or personal reasons, the employee should make every attempt to immediately contact their supervisor during office hours to notify them. 9.2 In general, absences are classified in two categories: A) Justified absences: Justified absences are a result of factors beyond the employees control or through approved leave as defined herein where a Leave Request, Appendix H, has been approved. For absence related to illness for three consecutive work days, or more, a Medical Officers statement indicating the inability to work must be provided for the absence to be justified. B) Unjustified Absences: Unjustified Absences occur upon failure to report to work as expected. An employee may receive disciplinary action for each occurrence. Examples of Unjustified Absences could include illness over three days without a Medical Officers statement, not arriving at work as expected, or an extension of prior approved leave beyond the return date as noted in a Leave Request, without notification to the employees supervisor. 9.3 For both Justified and Unjustified Absences, if the employee is absent from the office during regular working hours from 1-4 hours, leave time taken is calculated as day and for absences over 4 hours, leave time taken is calculated as 1 day. 9.4 Excessive absenteeism adversely affects productivity, disrupts normal operating effectiveness and overburdens other employees who must assume the responsibilities for employees who are absent. Therefore the Human Resource and Administration department views excessive absenteeism seriously and it could be grounds for disciplinary action up to and including dismissal. 9.5 All Leave days are defined as the number of workdays that may be taken by employees in all a year. A workday is defined as a day that the office is open, excluding weekends and normally scheduled holidays. 9.6 The types of Justified Leave available to employees: (A) Annual Leave: All employees who have successfully completed the probationary period are entitled to 18 work days per FY prorated amount thereof for partial periods worked which is based on 1.5 days for each month of employment unless otherwise stated in the employees contract. The Annual Leave days are accrued monthly and employees may take the FY
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allocation at any time during the FY following the initial probationary period with the supervisors approval. In the event an employee has taken excess Annual Leave days during the FY or leaves the organization, the value of the excess days will be deducted from the subsequent salary or the employees final payment, as applicable. (i) Scheduling of annual leave is the responsibility of the employees supervisor in consultation with the employee. The Supervisor must discuss annual leave schedules with their staff on annual basis and determine a schedule that is mutually beneficial to employee requests and the objectives of the programs. (ii) When annual leave is to be taken, the employee must complete a Leave Request and obtain the supervisors approval. The Leave Request is an estimate of the amount of time and actual dates of Annual Leave. The supervisor must maintain a file of Leave Requests for future reference.
9.6.1
It is noted that employees may not borrow annual leave from subsequent years. Therefore once an employee has used all available Annual Leave for the current FY, subsequent leave will be Leave Without Pay based on approval. Unused Annual Leave not taken during the FY cannot be carried into the following year. For employees on probation the entire amount of accrued Annual Leave days for the period from the date of hire will only be considered when confirmed.
9.6.2 9.6.3
B) Holiday Leave: Each year a list of all scheduled holidays to be observed by the organization during the calendar year will be issued via an Internal Memo. All Ugandan official holidays will be included in the list up to a maximum 15 days. If there are less than 15 official Ugandan holidays, additional holidays usually at Christmas time, will be included up to a maximum of 15 days. No Leave Request is required for Holiday Leave. C) Sick Leave: Sick Leave is defined as leave that an employee takes as a result of his/her own personal illness or injury. ii) For an illness or injury that results in an employee being absent from work for three consecutive days, a Medical Officers statement must be provided within 7 days from the date the employee has returned to work. It is the responsibility of the employee to submit the documents to the Human Resource/Administration Manager as appropriate, for the inclusion in the employees PCF.
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iii)
In the event that the employee is absent for three consecutive days and the Medical Officers statement indicating the nature of the illness is not provided within 7 days, the work days off duty will be defined as Unjustified Leave and treated as Leave Without Pay. In these instances, disciplinary action may be taken. If an impending medical condition is known in advance by an employee, the employee must complete a Leave Request and obtain his/her supervisors approval. In the event of a sudden injury or illness, no Leave Request is required.
iv)
D) Maternity Leave Maternity Leave is applicable to female employees who may take up to 45 workdays each FY. The employee must complete a Leave Request for their supervisors approval two months in advance of taking leave. The employee may negotiate with the supervisor about the dates of maternity leave commencement and end and, if working half days would be appropriate. In cases of complications arising from the birth or pregnancy, additional leave can be requested. Such additional leave would be considered as Sick Leave or annual leave, if available or Leave Without Pay, with approval. E) Paternity Leave Paternity Leave is applicable to male employees who may take up to 5 workdays in connection with the birth of a child by his spouse each FY. (A Spouse is defined in the same manner as noted previously). Incases of complications arising from the birth or pregnancy, additional leave can be requested. Such additional leave would be considered as Annual Leave, if available or Leave Without Pay, with approval. F) Compassionate Leave: In the event of a family crisis to include death, illness of family member or other family issue, an employee may take up to 5 work days each FY. 9.7 An employee must make every effort to complete a Leave Request. If an additional leave is requested in excess of the 5 days, additional leave will be considered as Annual Leave, if available, or Leave Without Pay, with approval. G) Compensatory Leave: In the event that an employee works in excess of normal working hours on a regular basis inclusive of weekends or holidays due to deadlines or abnormal workloads, a supervisor may allow leave time as non monetary compensation for the extra hours that have been worked. Compensatory Leave could take the form of an occasional work day taken off or early departure from or late arrival to work in recognition of extra hours that the employee may have worked. Such leave cannot be taken in conjunction with other leave. Compensatory Leave is not recorded and it is the responsibility of the Administration/Human Resource Manager to judiciously allocate such leave equitably among employees, if required. It is noted that Compensatory Leave does not apply to drivers and office attendants since overtime will provide monetary compensation for those employees. H) Leave Without Pay (LWOP): LWOP is defined as Administrative LWOP or Training LWOP as follows:
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(i)
Administrative LWOP is used when an employee has exceeded the amount of Justified Absences, as defined above, or when Unjustified Leave has occurred. Unjustified Leave and other types of leave in excess of available days will be placed as LWOP. Training LWOP: In cases where an employee has been employed by GCUF for a minimum of 1 year and wishes to take leave for personal or professional reasons, the employee requests LWOP, with justification, from his/her supervisor. Upon approval by the supervisor, the Human Resource/Administration Manager shall recommend training LWOP to the Senior Management Team. The team shall make the appropriate recommendation to the Executive Director who shall make the final decision which shall take into consideration several factors including but not limited to, agreements for continued service after training, salary implications, grade reclassification and continued employment following training LWOP. PUNCTUALITY
(ii)
SECTION 10: 10.1
As noted, offices and projects have a normal work schedule when employees are required to be present for work, excluding Justified Absences, weekends and holidays. The organization expects all employees to report to work on time. Excessive lateness to work adversely affects productivity, disrupts normal operating effectiveness and overburdens other employees who must assume the responsibilities for employees who are late. Also, excessive absence from an employees workstation during normal working hours disrupts the working environment of the office or project. Occasiona l unavoidable circumstances may cause an employee to be late for office work. However, chronically tardy staff or tardiness that follows a pattern is not acceptable behavior. Due to the adverse effects of excessive lateness, the organization views excessive tardiness seriously and it could be grounds for disciplinary action.
10.2
SECTION 11: ATTENDANCE ADMINISTRATION 11.1 All Fulltime GCUF Staff shall devote fulltime attention to the business of the organization and shall not engage in any other fulltime Employment. Superviso rs are responsible for the proper and efficient use of employees assigned to their project, department or section. When employees are absent, their work is partly performed by others. Similarly, as a result of poor attendance of others, some employees are compelled to work more than the required number of hours per week. Therefore regular and timely attendance should be monitored by supervisors who are accountable for the prudent management of the investment and expense their employees represent.
11.2
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11.3
In order to monitor attendance and make appropriate Human Resource Management decisions, a supervisor must institute an attendance record or time sheets wherever applicable that provide information on each employees daily attendance, tardiness and extra hours worked. The records will assist a supervisor in detecting poor attendance habits. It is essential to detect, at an early stage, the beginning of poor attendance habits and to determine underlying reasons for an individuals absence or tardiness. With knowledge of the reasons, the supervisor may be able to aid and counsel an employee whose attendance habits are not satisfactory before disciplinary action is required. A poor attendance problem may be purely administrative and can be resolved by the supervisor. However, it might be that the problem can only be solved by an appropriate warning and if, such action proves ineffective, by dismissal. When reviewing an employees attendance, consideration should be given to the following: frequency of absence, patterns of absence, if absences were unreported, causes of absence and patterns of tardiness. In the final analysis, GCUF views short term and frequent absences, including tardiness as constituting an unsatisfactory record because they characterize both the dependability and attitude of the employee. Recurring disabilities of relatively long duration, where health prospects are poor, also constitute an unsatisfactory attendance record. An employee who is chronically unable to be present for work, whatever the reason, simply cannot fulfill the role for which they were hired. Each month, all employees are required to complete a monthly Leave Report, Appendix 1, that notes the type of Leave taken, dates that leaves were taken, and total number of days taken per type of leave. The Leave Report is the document that is used to compute leave taken on a monthly basis. This report must be completed, reviewed and approved.
11.4
11.5
11.6
SECTION 12: CONSOLIDATED SALARY PACKAGE 12.1 It is the policy of GCUF to remunerate each employee through the Consolidated Salary Package for the value of their contribution to the organization through their assigned work. The Consolidated Salary Package is defined as the total of the salary payments and monetized benefits provided to employees in the organization. The Consolidated Salary Package must be cost-effective for the organization and comparable with the labor market to ensure competitiveness. Salary payments are based on the Salary Scale. GCUF will maintain a salary administration program that will provide salaries comparable to or better than those paid for positions in organizations similar to GCUF. In doing so, the project will maintain competitive salaries with regard to other organizations in order to retain employees and attract qualified potential employees.
12.2
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12.3
Benefits are either to or on behalf of employees based on the policies and procedures as defined in the following section. Benefits are included in the Consolidated Salary Package and a value has been assigned for non-monetary benefits inclusive of: Medical Plan premium payments or payments in Lieu of Coverage, Accidental Death and Dismemberment premium payments, Housing Loan Cost of Capital (interest) losses, and; Transportation Services or payment in Lieu of Service.
12.4 The foundation of the Consolidated Salary Package is based on an evaluation of specific generic positions within the organization. A position evaluation is an objective tool which allows a position to be systematically analyzed, measured and classified against a common set of criteria. As noted earlier, the Grade Classification Schedule defines generic positions in terms of four objective factors common to every position within the organization and provides general descriptions of the minimum requirements for each grade in the salary scale. The common factors include: 12.5 Education and Skills Requirements Difficulty in Complexity of the Position Responsibility, Supervision and Coordination Management of Assets and Resources.
The grade in which a specific position is placed in the salary scale is based upon a position evaluation as noted above. Such position evaluation could be done when recruiting for a new position, or when a major change in responsibilities of a current position has occurred. In general, employees are placed in a specific grade based upon an evaluation of the demands of the position and the skills required to discharge duties effectively. As the placement of a position in a specific grade is a result of the sum of number of the 4 common factors, the addition and subtraction of specific effectiveness areas on the job description may not be sufficient to place an employee in a higher grade.
12.6
In general, a change in grade for an employee is a result of a major restructuring of an employees responsibilities. Therefore, a total revision of a job description would be done by the employees supervisor and submitted to the Human Resource/Administration Manager with a request that the employee be placed in a higher grade. Based upon the results of a position evaluation, a higher grade could be awarded. The Consolidated Salary Package is based upon survey information obtained from organizations similar to GCUF, private business and official legislations. Based on the analysis of the survey information, a standard was developed which GCUF places at competitive levels with other organizations similar to GCUF. In general, this means that GCUF Consolidated Salary Package is competitive with similar organizations Consolidated Salary Packages and places GCUF at upper percentiles of peer organizations. Therefore, GCUFs Consolidate Salary Package will allow the organization to compete effectively with organizations similar to GCUF in attracting new employees and retaining existing employees.
12.7
12.8
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SECTION 13: 13.1
BENEFITS
GCUF defines benefits as monetary and non-monetary compensation which is provided to employees as result of their position within the project. Benefits are in addition to salary payments and, depending on prevailing tax laws, may be subject to taxes. The benefits listed are based upon information obtained from organizations similar to GCUF, private business and official legislation operating in Uganda. GCUF has the following benefits that are allowable to employees based on their position, grade or length of service within the organization:
13.2 13.3
A) National Social Security Fund (NSSF): The NSSF was established by an Act of Parliament, No 21 of 1967, under the Ministry of Labor. A subsequent Act of Parliament, No 8 of 1985 established NSSF as an autonomous corporation with a governing board. The scheme was introduced as compulsory for employers with 5 or more employees. By law, employers are required to contribute 10% of monthly gross salary payments to the NSSF on behalf of each employee. Also, employees are required to contribute 5% of month gross salary payments to the NSSF. Therefore, makes a payment to the NSSF based on 10% of gross salary each month on behalf of each employee and deducts 5% of gross salary and remits to the NSSF on behalf of each employee. Benefits under the scheme are paid to members in a lump sum payment which represents the balance of a members account plus interest. Benefits are paid in the following circumstances: (i) (ii) Old Age Benefit Lump sum payment at age 55 subject to retirement. Survivors Benefit Payment upon death may be paid to dependent relatives or, in the absence of any dependent relative, to the person who bears the funeral expenses. The person shall be entitled to a refund out of the balance of the members account. Invalidity Benefit: Lump sum payment if the member becomes permanently incapable of work or sickness or injury. Emigration Grant: Lump sum payment of the balance on the members account if leaving Uganda permanently. Withdrawal Benefit: Lump sum payment of balance on the members account if a member is at least 50 years old and has been out of work for 12 months or more.
(iii) (iv) (v)
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B) Vehicle Benefit: The Vehicle benefit is defined as below with the following provisions: The Vehicle Benefit usage is based on the availability of the vehicle and that the assumption that official activities take precedence over private usage. In the final analysis, private usage will only be allowed in special circumstances and when vehicles are not required for official activities. I) All consultants and permanent staff of GCUF are entitled to official vehicles while on duty. The types of vehicles allowed for use are all four wheeled vehicles inclusive sedans, and pick-up trucks. Motorcycles are also included in this benefit and may be used within the Vehicle Benefit policies. a) For travel within Uganda, the Private Vehicle Use form Appendix 1, is to be completed by the employee and approved by the Programs Manager or other staff in that category for staff under their supervision. A copy of the approved form must be copied to the employees Human Resource file. b) For travel outside of Uganda, this is not permissible. II) It is noted that approval is not mandatory, however approval may be granted in the event that vehicles are available and that official activities are not hampered. Also, since there are limited vehicles available for the Vehicle Benefit, those approving usage must ensure that access, to the extent possible, is shared among all eligible employees. The usage of the Vehicle Benefit is allowable under the following provisions: a) Each vehicle is allocated an official driver. No employee shall be allowed to drive an GCUF motor vehicle if he is not an GCUF driver without permission from the Executive Director, the Programs Manager or the Administrator. Such permission will be given in writing to the employee who intends to self drive if he/she has a valid drivers license, at least three years driving experience with an accident free record of driving over the same period. In no instances are non-GCUF employees allowed to drive GCUF vehicles except for authorized mechanics while the vehicles are under repair/service or check-up. b) For those employees that do not have the above qualifications, a project driver shall be used, based on availability and on the assumption that project activities will not be impeded while using the driver. It is noted that the drivers cost of per diem, overtime,
III)
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and/or lodging is the responsibility of the employee using the Vehicle Benefit. c) The Vehicle will start with a full tank of fuel and must be returned with a full tank of fuel. The cost of vehicle fuel is the responsibility of the employee using the Vehicle Benefit. d) In the event that a vehicle needs repair during the period of Vehicle Benefit usage, the cost of spare parts and repairs up to maximum of USH 50,000 is the responsibility of the employee using the Vehicle Benefit. e) A kilometer reading is to be taken at the beginning and end of each trip. This cost is the responsibility of the employee using the Vehicle Benefit and must be paid immediately upon return from the trip. Upon payment, the amount will be credited to the Project account to which the vehicle is assigned. The Usage Rate is USH 100 per kilometer, calculated as follows: Average Cost of Vehicle Average Life of Vehicle Average KM per Year Depreciation (Straight Line) Average Repair Cost per Year USH 50,000,000 5 Years 50,000 USH 10,000,000 USH 5,000,000
USH 15,000,000/50,000 KM = USH 300 per Kilometer f) As calculated, the average cost per KM is USH 300. In order to assist employees in defraying the cost, GCUF assumes 2/3 of the USH 300 (USH 200) and the employee, when using the vehicle for private usage will assume USH 100 per kilometer as the Usage Rate. IV) In the event that there is evidence or an indication of abuse of the vehicle, unsafe driving practices or other issues that relate to noncompliance to the employee using the Vehicle Benefit, the official will be disciplined to the organizations standing instructions on discipline.
The following Officers provided they possess valid driving permits are authorized to drive GCUF vehicles. (a) Officers specifically engaged to drive or operate vehicles, (b) Officers in the mechanical sections of garages in the course of their duties: eg. When inspecting, testing, running in and demonstrating vehicles.
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(c) Officers who have written sanction from the Executive Director, the Programs Manager or Administrator. (d) Officers who have no opportunity to obtain the sanction required under (c) above, in an emergency, such as the sudden absence or incapacity of an official driver or an unexpected journey which is essential in the Project interest for which no official driver is available. Such Officers must report the circumstances in writing, immediately on completion of the journey, to any of the 3 officers mentioned above. It should be noted that if an accident occurs to a vehicle being driven by an unauthorized Officer, such an Officer is to be financially responsible for any damage that occurs and for any third party risks as well. 13.4 Unlawful Carriage of passengers by Drivers of GCUF Vehicles and Motorcycles It is an offence for drivers to carry unauthorized passengers and a serious offence to carry passengers for payment in GCUF vehicles/motorcycles, and if they are found guilty of it, disciplinary action, which may result in their dismissal from service, will be instituted against them. Responsible Officers must ensure that all their drivers are warned about this rule. 13.5 Accident to GCUF Vehicles/Motorcycles If any project vehicle is involved in an accident, the police must be called to the scene of the accident, inspect and make a report. This being a project vehicle, it should also be inspected by the mechanical technician who will assess the damage caused and whether the vehicle needs repair or total replacement. The action will be taken by Management based on both the police report and the appointed mechanical technicians report. SECTION 14: SALARY PAYMENTS 14.1 GCUF provides monthly salary payments as of 28th each month for the current month. For new employees on LWOP who have worked a partial month, a pro-rated portion of salary for the days worked will be paid. If the 28 th falls on a weekend or holiday, the workday directly preceding the 28th will be the date of the monthly salary payment. GCUF has a provision for advance salary payments in rare situations where the employee is in urgent need of money and has demonstrated failure to get the money from elsewhere and that his continued failure to get the money might affect his/her performance at work. The salary advance has to be approved by the Executive Director and the Treasurer after being convinced of the need and of the fact that the employee will not abscond from duty. Furthermore that there are sufficient funds to cover the requested amount. In case of an approval, an interest free salary advance agreement will be made
14.2
19
between GCUF and the employee and in case of doubt such an agreement shall be made in the presence of a registered attorney. The agreement should give powers to GCUF to recover the advanced amount from the employees salary in appropriate installments. The agreement should also state that in the event of the employee discontinuing to work for GCUF for whatever reason, he/she must pay the outstanding amount at once. 14.3 Salary is defined in two different manners: Gross Salary and Net Salary as follows:
14.3.1 Gross salary is defined as the total salary amount that an employee earns before tax or other salary deductions. The Gross salary excludes the 10% employer contribution to NSSF. The gross salary amount is based on the employees Appointment Letter and subsequent Personnel Action Forms (PAF). The PAF is a document which must be used to change the grade, salary, or employment status of an individual employee. In no instance will changes in grade, salary or employment status occur without an approved PAF. All PAFs must be approved by the Executive Committee of the Board on the advice of the Executive Director. 14.3.2 Net Salary is defined as the amount of salary actually paid to the individual employee less all tax and other statutory deductions. 14.4 GCUF has authorized one means for the disbursement of salary to employees based on information provided on the Bank Information form. The employees net salary will be directly deposited in the employees bank account via bank transfer each month. Also for administrative purposes, only the banks designated by GCUF will be allowed for the disbursement of salary payments. GCUF provides documentation to each employee for all salary payments and deductions affecting their salary on the monthly pay slip. The pay slip is furnished to each employee with their monthly gross salary amount, deductions and net salary amount.
14.5
SECTION 15: GUIDELINE FOR DISCIPLINARY ACTION 15.1 The organization is expected to establish and maintain appropriate disciplinary procedures to ensure fair treatment for employees. The organization has a continuing responsibility to develop and administer disciplinary measures in a fair and consistent manner. All employees have an obligation to conform to the organizations policies, procedures, rules, regulations and standards of conduct. Also, employees must recognize that willful and inexcusable breaches of these rules and regulations will be dealt with firmly and fairly under disciplinary policies and procedures that apply uniformly to all employees. The role of a supervisor is to counsel an employee to obtain the best possible job performance and job behavior. To the extent that either of these is not consistent with desired work standards, it is a supervisors responsibility to counsel an employee to achieve an acceptable standard of performance. Further, it is the responsibility of the
15.2
20
supervisor to discipline employees if an acceptable standard of performance is not achieved or if willful or inexcusable breaches of the organizations rules and regulations occur. 15.3 To be effective, disciplinary action should emphasize correcting the problem rather than punishing the offender. Such discipline should be done in a manner that will maintain an employees dignity and self-respect. Also, such disciplinary actions should provide for increasing serious steps if the problem is not resolved. Such procedures, noted below, are to be used by supervisors when implementing disciplinary action for performance standards or infractions policies, procedures, rules, regulations and standards of conduct. A) Verbal correction: In the event performance standards have not been met by an employee or an infraction of a relatively minor policy, procedure, rule, regulation or standard of conduct has occurred, it is the responsibility of the supervisor to meet with the employee and discuss the issue. The supervisor must explain to the employee the specific performance standard(s) that have not been met or an example of a specific infraction of a rule or regulation that has been violated. The supervisor should offer possible alternatives to the employee to enhance or correct job performance and indicate that if the problem is corrected, no further action will be needed. 15.4 Warning Letter: It is the responsibility of the supervisor to issue a Warning Letter to the employee if unmet performance standard that has previously been brought to an employees attention has not been corrected, an unmet performance standard has recently been identified or a serious infraction of a policy, procedure, rule, regulation or standard of conduct has occurred. The Warning Letter must summarize one or more of the following: the ongoing nature of a performance standard not being met, with an indication of previous discussions, the seriousness of performance standard(s) not being met, or, the seriousness of an infraction of a rule or regulation. The supervisor must sign the Warning Letter and provide it to the employee as soon as the problem has been identified or infraction has occurred. A copy of the Warning Letter must be placed in the employees PCF kept by the Human Resource/Administration Manager and one copy provided to the Programs Manager. All Warning Letters should be marked and kept confidential. 15.5 In the event an employee disputes the contents of the Warning Letter, the employee may present his dispute as a Grievance Letter to the Executive Director through the Programs Manager as indicated in the section, within 7 days of the receipt of the Warning Letter. Failure to provide such a Grievance Letter would indicate that the employee agrees with content of the Warning Letter. Dismissal: In the event an employee has intentionally violated a policy, a procedure, rule, regulation or standard of conduct that is extremely serious in nature and the facts are clear, the employee may be dismissed. Such violations would include, but not
15.6
21
limited to theft; criminal, dishonest or disgraceful conduct; fight; repeated violations of standards of conduct; inability to correct ongoing performance issues or reporting to work under the influence of intoxicants. SECTION 16: 16.1 VOLUNTARY TERMINATION OF EMPLOYMENT
The organization defines Voluntary Termination as termination that is not initiated by GCUF. GCUF recognizes three types of Voluntary Termination: resignation, retirement or death of an employee. The Resignation of an employee is at the discretion of the employee. The employee has the responsibility to provide a written notification through his/her supervisor to Human Resource/Administration Manager 1 month prior to resignation date with a copy to the Programs Manager. The Programs Manager will accordingly inform the Executive Director. If the employee does not provide notice, GCUF will deduct the monetary value for the period that the employee has not provided notice from the employees final payment. The Retirement of an employee may occur at the age 55 years. The Death of an employee.
16.2
16.3 16.4
16.5 For Resignation, Retirement or Death, at the time of departure from the organization and following an approved Quit Claim Form, the following payments will be due to or from the employee, if applicable: A) In regards to Resignation only, a deduction of the monetary value for the period that the employee has not provided notice from the employees final payment. B) Payment of salary through the last day of employment. C) Deductions of advances or liabilities due from the employee at the time of departure, inclusive of taxes. D) When collecting final payment, all documents attesting to the employees association with GCUF, inclusive of Identification Card, any furniture, fixtures and equipment in the employees possession are to be returned to the Human Resource/Administration Manager. Failure to provide such documents or items will result in non-payment and/or prosecution. 16.6 In the event of Death of an employee, the final payment will be paid to the recognized heir or administrator of the employees estate. Sufficient documentation must be present in order for the final payment to be provided to the heir or beneficiary.
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SECTION 17: 17.1
INVOLUNTARY TERMINATION OF EMPLOYMENT
The Organization defines Involuntary Termination as a termination that is initiated by GCUF. GCUF recognizes two types of Involuntary Termination: Retrenchment and Dismissal. Retrenchment is non-prejudicial termination of the employee from the organizations service due to one or more of the following: the restructuring of a project, office or activity which results in an elimination of a position or a reduction in the work force; the ending of a project, office or activity which results in an elimination of a position; or, the withdrawal/suspension/termination of a project. It is the responsibility of the supervisor to provide a written notification to the employee 1 month prior to the retrenchment date with a copy to the Accountant and the Human Resource/Administration Manager. If the supervisor does not provide notice, GCUF will pay the monetary value for the period that the employee has not been provided notice to the employees final payment.
17.2
17.3
17.4 At the time of departure from the organization and following an approved Quit Claim Form (QCF) the following payments or documents will be due to or from the employee, if applicable: A) Payment in lieu of 1 month notification, if notice has not been provided to the employee in writing. B) Payment in lieu of Annual Leave accrued but not taken to the last day of employment. C) Payment of salary through the last day of employment. D) Deductions of advances or liabilities due from the employee at the time departure, inclusive of taxes. 17.5 Dismissal: GCUF defines Dismissal as a prejudicial termination of employee from service and is based upon an intentional violation of a policy, procedure, rule, regulation or standard of conduct that is extremely serious in nature. Such violations would include, but not limited to: fraudulent, criminal, dishonest or disgraceful conduct, theft, fight, repeated violations of standards of conduct, inability to correct ongoing performance issues or, reporting to work under the influence of intoxicants. Also included is the result of an Annual Performance Appraisal in which performance that is Below Requirements has been provided as the Final Overall Rating. The Dismissal of an employee must be in writing under the signature of the Executive Director or his/her authorized representative.
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17.6
At the time of departure from the organization and following an approved Quit Claim Form (QFC) the following payments of documents be due to or from the employee, if applicable: Payment of salary through the last day of employment. Deductions of advances or liabilities due from the employee at the time departure, inclusive of taxes. Also, it is specifically noted that such liabilities of the employee could include the monetary results of the reason for the dismissal. Therefore, deductions could be made for the monetary value of items that were stolen, misused or the cost of items that have been stolen or misused as a result of negligence.
17.7 17.8
SECTION 18: 18.1
QUIT CLAIM FORM
Whenever an employee departs from employment, whether voluntary or involuntary, a Quit Claim Form, must be completed in order to process the employees final payment. The QCF is important as it provides information on the length of employment and the calculation of the final payment.
18.2 The completion of the QCF is the responsibility of the Accounts/Finance section. For the QCF, the following information is required: A) Employee Information: Employee name, employee number, job title, grade, date of appointment and gross salary amount. B) Separation Information: The type of separation, Resignation, Retirement, Death, Retrenchment or Dismissal, date of employment, date of termination and notice provided by employee. C) Payable to Employee: The amount the organization owes the employee. Calculations are included in the form to assist in providing accurate payable amounts. D) Receivable from Employee: The amount that the employee owes the organization. Calculation guidelines are included to assist in providing accurate payable amounts. E) Income Tax Rate: The amount of taxes due from the employee based on applicable tax rates. F) Total Amount Due to the Employee: The Gross Amount, noted above, less the Total Income Tax Amount.
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18.3
Following the completion of the QCF, the Accountant following the approval from the Executive Director will be notified to proceed with payment the QCF as supporting documentation. Prior to the disbursement of the Final Payment, the employee must sign and date the QCF. It is essential that the employees signature is obtained prior to final payment. In the event that the employee refuses to sign the QCF, no Final Payment will occur. In such instances, the Executive Director must be notified immediately.
18.4
18.5 Handing over and taking over of office Any employee who leaves the organization must ensure that he/she hands over his/her office to another Officer, the procedure must be systematic and thorough. Before the arrival of the incoming Officer, the outgoing Officer must make a conscientious effort to clear his/her desk. The Handing-over of backlogs of work must be notified to the Executive Director or Programs Manager by the outgoing officer. Concise handing-over notice listing important matters should be written by the outgoing Officer and should be signed by the incoming Officer with a copy to the Executive Director. SECTION 19: 19.1 GRIEVANCE PROCEDURES
It will be a policy of GCUF that all its employees have the right to voice issues of complaint. It is recognized that that there is meaningful value and importance in a full discussion to resolve misunderstandings and preserving good relations between employees. Accordingly, the following procedure will ensure that all issues of complaint receive full consideration. Initially, the employee meets with the supervisor to voice a complaint and attempt to resolve any conflict or problem. It is the responsibility of the supervisor to ensure that any issue receives prompt attention. In the event that the employee feels that the complaint has not been addressed or the issue continues to be unresolved by the supervisor, he/she may bring the issue to the attention of Senior Management Team through the Project Manager or Human Resource/Administration Manager. Further, in the event an employee disputes a resolution /disciplinary action by the senior management team, the employee may provide a Grievance Letter to the Executive Director stating the reasons or mitigating circumstances. It is the responsibility of the Executive Director to ensure such letters receive prompt attention by him/herself or with the assistance of the Executive Committee of the Board.
19.2
19.3
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SECTION 20: 20.1
PERFORMANCE MANAGEMENT
The following sections provide the policies and procedures for the Performance Management System. These policies and procedures apply to all (Regular and Contract) employees. It is noted that this chapter has been developed in conjunction with the Performance Management Sheet procedures and formats contained in those documents. Periodic adjustments may occur.
20.2
The Performance Management System is the system by which individual performance is organized, monitored, guided, evaluated and rewarded. It is a system that reflects a shared organizational understanding and represents the concrete point of dialogue between each employees activities and goals and the organizations goals and activities. The component of the Performance Management System, which will be discussed in the following sections, Annual Performance Appraisal. In general, the system includes the following objectives: Communication of the common values Support of Employees Ongoing feedback. PERFORMANCE PLANNING
SECTION 21: 21.1
Performance Planning provides the basis for a clear and agreed-upon action plan for employee for a specific fiscal year (FY). The planning takes place at the beginning of each FY and the outcome should reflect an active dialogue between the supervisor and each person supervised. Specific elements in Performance Planning are: A) Job Description (JD): The creation of a Job description for all positions to establish role clarity for each employee in the organization. The Job description includes a summary of the employees job, responsibilities and tasks, key contacts, authority and competencies. The job description is intended to be a stable document but needs to be reviewed regularly to ensure that it is valid. The job description provides a starting point for determining the activities in the FY performance management cycle. All employees will work under a current job description and its completion is the responsibility of supervisors. Any substantive change of role, reassignment of tasks or change of responsibilities must be accompanied by a revision of the employees JD. Revisions or new job descriptions are required when:
An employee is reassigned to a new position An employee maintains the same Job Title but is assigned different responsibilities A new employee replaces an outgoing employee B) Most Recent Annual Performance Appraisal (APA): The most recent APA should be reviewed by both the supervisor and subordinate staff member to ensure a
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common understanding of the types of responsibilities, competencies and performance rating definitions. Particular attention should be given to: Section III: Individual Performance Competencies. This section defines key competencies that are required of staff. Also, the definitions provide the basis for determining the quality of an individuals performance as measured against defined standard competencies. 1 Section: Future Development. This section notes the formal and informal training and other developmental activities deemed necessary by both the supervisor and supervisee. It is useful to review this section to ensure that the supervisor and supervisee have a common understanding of the elements to be appraised and training that is to occur.
C) Individual Operating Plan (IOP): All Heads of sections must have an IOP developed on an annual basis. The IOPs must be completed each year. In general, an IOP is the individuals action plan for the FY and is interrelated with the Project Annual Operating Plan (AOP). The IOP should have two major sections. I) Prioritized Objectives and Activities Specific time bound actions that are directly related to the fulfillment of the job description responsibilities and tasks, as well as new initiatives that may be agreed to between the supervisor and supervisee. Personal Professional Development Objectives and Activities. Activities intended to expand or improve skills and abilities required in the position.
II)
SECTION 22: ONGOING MONITORING AND DEVELOPMENT 22.1 Ongoing monitoring and development represent the heart of performance management. As the organization wants to ensure excellence in all aspects of work and motivate its employees, the primary elements relate to the following: A) Consistent Supervision: Supervising implies active oversight of subordinate staff which is consistent with GCUFs performance management systems, and for individuals and groups that have similar job responsibilities. B) Coaching and Mentoring: Coaching indicates active and direct intervention by supervisors to assist in developing employee skills and specific outputs. Mentoring is more subtle and uses the supervisors experience in guiding, facilitating and enabling the employee to succeed. C) Regular Review Discussion: Supervisors must schedule formal meetings with the supervisees at mid-year to review the IOP, discuss additional activities required and ensure a mutual
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understanding of outcomes. Additional quarterly reviews may take place at the discretion of supervisors for problematic staff. These discussions, when done in a timely and effective way, tend to avoid the problem of surprises at the Annual Performance Appraisal. Also, such reviews allow supervisors to be more proactive in dealing with issues quickly. SECTION 23: 23.1 PERIODIC AND ANNUAL PERFORMANCE APPRAISAL
If proper Performance Planning and Ongoing Monitoring and Development has occurred during the FY, the Annual Performance Appraisal becomes a summary of the FY performance of individual staff. GCUF has a standard APA format, Appendix R, which evaluates performance in three areas: A) Achievement of results in relation to the IOP B) Possession of key organizational competencies C) Fulfillment of primary job responsibility.
23.2
In a general sense, employees are appraised on what they produce and on the overall impact, outputs or achievements of their efforts. Also, employees are appraised on behaviors and actions which define specific qualities required for the position. With specific regard to the APA format, please note the following:
A) The Cover page of the Annual Performance Appraisal is the Final Overall Rating for the Annual Appraisal with Merit Increase. Please note: I) The Appraiser (supervisor) completes the top section inclusive of Employee Name, Number, Project/Share and Fiscal Year II) Final Overall Rating and Approval for organizational Employee Appraisals a) The Programs Manager completes the Final Overall Rating for Annual Appraisal. (i) The Executive Director is responsible for completing and approving the Final Overall Rating for Annual Appraisal of all organization employees. All completed Annual Performance Appraisals for staff must be received by 15 January the latest. (ii) The Executive Director is responsible for reviewing APA of the Programs Manager.
B) Page 2 of the Annual Performance Appraisal is to be completed by the Appraiser with a summary, recommendations and Overall rating. Please note the following:
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I) The Recommended Overall Rating is based on the totality of the APA and must reflect the total overall performance of the employee II) The signatures of the employee and the appraiser must be included in all instances. In instances where the appraisers supervisor is involved in the appraisal process, that signature should also be included. As an example, if a Manager is the primary appraiser of an Officer, the Manager would sign as the appraiser (if they performed the appraisal) and the employee would also sign. III) 23.3 Page 3 of the Annual Performance Appraisal provides the Performance Rating Definitions.
Section I: Performance of Job Description Responsibilities: All employees must be evaluated against the various responsibilities and tasks as contained in job descriptions. Space is provided to enable the appraiser to provide comments as required. Section II: Performance of Individual Operating Plan: All employees must be evaluated against the various objectives as listed on IOPs. In the majority of cases, appraisers will mark each of the objectives as N/A for not applicable. Section III: Individual Performance Competencies: All employees must be evaluated against the various competencies as listed. For employees completing this section is optional. However, appraisers must assess whether specific competencies should be rated. As an example, should have written and spoken English as a basic competency for messages. Section IV: Future Development: Employees may have future development plan that addresses Areas for Future Development and Recommended Training or Development Activities, as required. Completing this section is optional. However, appraisers must assess whether specific issues are to be addressed in Areas Targeted for Improvement and Progress to Date. As noted earlier, this section should be reviewed with regard to the previous APA to ensure that areas targeted for improvement previously are being reviewed and assessed. Section V: Employee Comments: All employees are encouraged to provide substantive input into this section. Section VI: Finalization: This section is to be completed by the employee and, in effect, evaluates the appraisers implementation of the Performance Management System. Section VII: Comments by Appraisers Supervisor: As noted above, the Appraisers Supervisor may provide comments on the employees performance as required.
23.4
23.5
23.6
23.7 23.8 23.9
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APPENDICES APPENDIX I
GOOD CARE UGANDA FOUNDATION

PRIVATE VEHICLE USE FORM Employee Name ...Designation Employee No .. Date of Use Name of Driver, if not self drive .. Vehicle Registration No: . Destination . Reason for Travel . Approval by GCUF Authorized Officer.... Date Km Reading before travel Km Reading on his return Distance traveled in Km REPORT ON VEHICLE BY EMPLOYEE AFTER USE .. Comments of Authorizing Officer Signature .. Designation .. Date
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CC: Employees File Vehicle File APPENDIX II
GOOD CARE UGANDA FOUNDATION (GCUF)
HUMAN RESOURCE PERFORMANCE APPRAISAL
Employee Name: Employee Number: Fiscal Year:
FINAL OVERALL RATING FOR APPRAISAL: ( ( ( ( ) ) ) ) Significantly Exceeds Requirements Fully Meets Requirements Meets Most Requirements Below Requirements Increment Merit
________%
APPROVAL FOR MERIT
___________________________________
Date_______________
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Programs Manager
PERFORMANCE
Employee: Name of Appraiser: Date of Appraisal:
APPRAISAL
Position: Period of Appraisal:
APPRAISERS SUMMARY, RECOMMENDATIONS & OVERALL RATING
RECOMMENDED OVERALL RATING FOR APPRAISAL: ( ) ( ( ( Significantly Exceeds Requirements
) Fully Meets Requirements ) Meets Most Requirements ) Below Requirements
SIGNATURES
Employee Appraiser
_________________________ Date: _______________ _________________________ Date: _______________

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Appraisers Supervisor
_________________________ Date: _______________
PERFORMANCE RATING DEFINITIONS SIGNIFICANTLY EXCEEDS REQUIREMENTS (SER): The Employee consistently demonstrates superior performance. Initiative and outputs are over and above the stated requirements. The employee is an extremely competent and knowledgeable individual who consistently exceeds requirements. This rating should be reserved for truly outstanding performance. FULLY MEETS REQUIREMENTS (FMR): The Employee consistently demonstrates excellent performance. Initiative and outputs are dependable and of high quality as per the stated requirements. The employee is a very competent, knowledgeable individual who consistently meets all the requirements of the position. MEETS MOST REQUIREMENTS (MMR): The Employee demonstrates good performance in most areas, but needs improvement in one or more aspects which are critical to the position. Initiative and outputs are generally good, as per stated requirements. The employee is competent and knowledgeable in most aspects of his/her work but needs improvement in one or more critical areas of the job. BELOW REQUIREMENTS (BR): The Employee consistently performs below the level expected of his position. Initiative, outputs and quality of work are below stated requirements. The employee lacks the competence and knowledge of critical aspects of his/her position and consistently fails to meet the requirements of the job.
SECTION I: PERFORMANCE OF JOB DESCRIPTION RESPONSIBILITIES Instructions: Please summarize the employees overall performance on each responsibility and complete the rating for each section. Provide concrete, definite examples of incidents, events and/ or behaviors to support the ratings.
RESPONSIBILITY 1:
( ) Significantly Exceeds Requirements ( ) Fully Meets Requirements ( ) Meets Most Requirements ( ) Below Requirements
RESPONSIBILITY 2:
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RESPONSIBILITY 3:
RESPONSIBILITY 4:
RESPONSIBILITY 5:
SECTION II: PERFORMANCE ON INDIVIDUAL OPERATING PLAN (IOP) (For all staff except the drivers) Instructions: Please summarize the employees overall performance on each objective in his/her IOP. Include a summary of each objective (alternative you may attach a copy of the IOP) and complete the ratings for each section. Provide concrete, definite examples of incidents, events/and or behaviors to support the rating.
OBJECTIVE 1:
OBJECTIVE 2:
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OBJECTIVE 3:
OBJECTIVE 4:
OBJECTIVE 5:
OVERALL RATING ON IOP: ( ( ( ( ) ) ) ) Significantly Exceeds Requirements Fully Meets Requirements Meets Most Requirements Below Requirements
SECTION III: INDIVIDUAL PERFORMANCE COMPETENCIES Instructions: Complete ratings for each competency. Please provide concrete, definite examples of incidents, events and/or behaviors to support ratings of SIGNIFICANTLY EXCEEDS REQUIREMENTS or BELOW REQUIREMENTS. Examples are useful for FULLY MEETS REQUIREMENTS and MEETS MOST REQUIREMENTS if not highlighted elsewhere in the appraisal. (Please note, this means that not every Performance Competency needs to have an accompanying narrative. If an employee is Fully Meeting All Requirements in one or more areas and documentation for this is provided in Section I or I, the narrative section of these Competencies may be left BLANK) [A] LEADERSHIP Is able to develop and communicate a shared vision and inspire others to achieve that vision. Effectively communicates this vision and directs and manages staff in implementing these ideas. Encourages staff to perform to their maximum ability. Demonstrates personal and professional commitment to excellence and integrity.
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[B] INDIVIDUAL PLANNING SKILLS Establishes and attains realistic goals and meets schedule and deadlines. Prioritizes and organizes competing responsibilities to achieve maximum efficiency. Seeks opportunities for professional growth and development
[C] CONCEPTUAL ABILITY Understands and considers context and operating environment. Is able to see relationships, develop frameworks and make practical applications to work situations. Formulates and initiates new ideas and methods to improve a process or end result.
[D] PROBLEM SOLVING & DECISION MAKING Effectively identifies problems and recognizes the symptoms, causes and potential solution. Demonstrates ability to make and implement difficult decisions in a timely and appropriate manner. Acts with objectivity and foresight. Ensures program financial resources are effectively and efficiently allocated, utilized and protected.
[E] WORKS IN TEAM CONTEXT Works with others to maximize everyones contribution to the organization. He/she plans work in cooperation with others and demonstrates a willingness to change and try new options. Solicits and receives feedback, and changes behaviors as appropriate. He/she values staff diversity and treats all people with respect, empathy, and consistency.
[F] COACHING AND FEEDBACK SKILLS Establishes an environment which encourages innovation. Promotes professional development of others by providing guidance, training and ongoing opportunities for professional growth. Provides corrective feedback and praise in appositive, timely, and constructive manner.
[G] VERBAL AND WRITTEN COMMUNICATION
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Communicates effectively and concisely. Listens well to others. Speaks and writes confidently and concisely, using the appropriate style, grammar and tone in all required languages.
[H] OTHER COMPETENCIES To be defined jointly by employee and manager at the beginning of the performance cycle.
SECTION IV:
FUTURE DEVELOPMENT
Please specify the type of training or development activity which is recommended, the source, the timing and the cost (if unknown). The primary types of training and development activities are (1) Formal/External Source; (2) Formal/Internal Source (3) Informal On-the-Job Training; (4) Other (includes cross-visits, study tours, secondment, additional responsibilities, etc )
Areas targeted for Improvement (Current Performance Year)
Progress to Date (Include Participation at Training Events)
Areas for Future Development (Coming Performance Year) Requirements)
Recommended Training Development Activity (Include Budge/Time
or
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SECTION V:
EMPLOYEE COMMENTS
SECTION VI:
FINALISATION
Evaluate your supervisors implementation of the Performance Management process over the past year. * Performance Planning Conducted Performance Planning on time. Provided support in development of IOP and job description. Clarified competences, key factors in overall evaluation monitoring and communication activities. ( ( ( ( ) ) ) ) Significantly Exceeds Requirements Fully Meets Requirements Meets Most Requirements Below Requirements
* Ongoing Feedback Provided timely and constructive feedback in an effective, object manner. Received non-defensive feedback. Demonstrated understanding of working environment. Assisted in development of alternative activities when appropriate.
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( ( ( (
) ) ) )
Significantly Exceeds Requirements Fully Meets Requirements Meets Most Requirements Below Requirements
* Mid-Term Review Conduct mid-year review (and quarterly review as applicable) on time. Provided review of performance plan and assisted with necessary revisions. Promoted genuine two-way communication performance. ( ( ( ( ) ) ) ) Significantly Exceeds Requirements Fully Meets Requirements Meets Most Requirements Below Requirements
* Performance Appraisal Conducted performance review on time. Provided feedback in behavioral terms, without surprises. Promoted dialogue and a constructive discussion of areas for development. ( ( ( ( ) ) ) ) Significantly Exceeds Requirements Fully Meets Requirements Meets Most Requirements Below Requirements
SECTION VII: COMMENTS BY PROGRAMS MANAGER
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APPENDIX III
JOB DESCRIPTION:
EMPLOYEE NAME: JOB TITLE: DEPARTMENT/PROJECT: SUPERVISOR: DATE OF EMPLOYMENT: GRADE /SALARY SCALE: JOB SUMMARY RESPONSIBILITIES AND TASKS: 1. 2. 3. 4. 5. AUTHORITY: 1 Spending Authority: 2 Autonomy: 3 Supervision: CONTACTS/KEY RELATIONSHIPS: 1. 2.
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3. WORKING CONDITIONS: 1. QUALIFICATION: 1 Education 2 Experience 3 Certificate 4 Competences Employee Signature:Date _____________ Supervisors Signature: Date _____________ APPENDIX IV
EMPLOYMENT APPLICATION
Applying for Position as Salary Requirement Date Available (If Selected) Personal Data Full Name Place of Birth Date of Birth Nationality Marital Status Number of Children Permanent Address Current Address Telephone Number Contact Person, telephone Educational Data Primary/Secondary School Name Address Class Completed Date of Completion Technical Education School Name Address Type of Training
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Certificate Completed Date of Completion University Education School Name Address Field of Study Degree Completed Date of Completion Other Education/Training/Certificate Institution Name Course Name Type of Training Date of Completion Driving Permit Number/Date Employment History: Provide the following Information, in the space provided below, from most recent employer to employers for the past 8 years: Employer, Address, Telephone Number, Position Title, Description of Duties, Employment Period, Salary, and Benefits. References: Provide 3 references, in the space provided below, by Name, Address, Phone Number, Profession, Number of Years Known to you. I hereby confirm that the above information provided is true and accurate. Signature/Date ___________________________________
(Use Additional Sheets of Paper as Necessary to Complete Above Information)
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APPENDIX V
GOOD CARE UGANDA FOUNDATION (GCUF)

Office Location: High street Mbarara municipality Mbarara district P.O BOX 1505, Mbarara, Uganda
Appointment/Employment Agreement
This agreement which also serves as the appointment letter is made and entered into this date .. between GOOD CARE UGANDA FOUNDATION (hereinafter referred to as ICOBI), and Mr/Ms (hereinafter referred to as ..GCUF desires to retain Mr/Ms. to work as .. on the terms and conditions set forth in this agreement. Counselor represents that he/she is qualified and desires to be retained by GCUF to perform services for GCUF under the terms and conditions set forth herein. NOW, THEREFORE, in consideration of the premises, the respective covenant and commitments of GCUF and .. set forth in this agreement, and for other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, GCUF and .. agree as follows: 1. Term: The term of this agreement shall commence on and continue through 2. Services to be performed: .. shall provide . services to program clients, as required by GCUF and mutually agreed to by .., as more specifically described on Exhibit attached hereto and made a part hereof. The timely completion of tasks is critical to .. satisfactory performance hereunder. The particular amount of time expended by .. in providing such services may vary from day to day or week to week. ..shall use his/her best efforts and shall comply in all respects with Ugandan law in performing the above-mentioned services for GCUF. .. agrees that the services provided under the terms of this agreement shall be performed personally by him/her and that there
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shall be no substitution for the personal services of .. except as mutually agreed upon with the GCUF Director or Programs Manager. 3. Payment: In consideration for the services as described above, GCUF shall pay a salary in Ugandan shillings per month as below: Gross Salary ________________________ Less Pay as you earn (PAYE) ________________________ Less NSSF _________________________ Net Salary _________________________ 4. Expenses: GCUF shall reimburse .. for necessary and reasonable out of pocket expenses incurred by him in connection with performance of services. Reimbursement of expenses shall be based on the reasonable and normal expenses incurred by employees of GCUF. .. shall document out-of-pocket expenses incurred in rendering such services. GCUF reserves the right at any time to limit such expenses. 5. Representation: ..represents and warrants that he/she is not, and will not be, in violation of any obligation to any third party in performing services under this agreement. ..further represents that he/she is not bound by any employment or other contract which would prohibit or other wise restrict him/her from providing services to GCUF as an independent contractor for the purposes of this agreement, except insofar as he/she may be obligated to refrain from disclosing any confidential information or trade secrets of other parties. 6. Relationship of parties: In rendering services pursuant to this Agreement, .. shall be acting as an employee of GCUF. .. shall have no authority, express or implied, to commit or obligate GCUF in any manner whatsoever, except as specifically set forth herein or as authorized from time to time in writing by the GCUF Director or Programs Manager. GCUF is only interested in the results to be achieved, and the conduct and control of .. work within the scope of this Agreement shall lie solely with .., except that GCUF shall have a general right of supervision to secure the satisfactory completion thereof. 7. Confidential Information: .. shall carefully guard and keep secret all trade secrets and confidential information concerning the business and affairs of GCUF, whether acquired as a result of the services rendered hereunder or otherwise (Confidential information). Furthermore, ..shall not, at any time, whether in the performance of this Agreement or at a later time, directly or indirectly, disclose such Confidential information to any person, firm or corporation or other third party or use the same in any way other than in connection with the business affairs of GCUF, unless he/she first secures the prior written consent of GCUF. In the event .. becomes legally compelled to disclose any confidential information of GCUF, Counselor shall provide GCUF with immediate notice so that GCUF may seek a protective order or other appropriate remedy. If a protective order or other remedy is not obtained by GCUF, Counselor shall only furnish that portion of GCUFs Confidential Information which is legally required and shall exercise his/her best efforts to obtain a protective order or other reliable assurance that GCUFs Confidential information shall be accorded confidential treatment. 8. Vacation: ..shall take appropriate leave / vacation as stipulated in the internal regulations of GCUF.
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9. Probation: .. will have a 6 month probation period and this agreement serves as the letter of confirmation. 10. Return of GCUFs Property: Whenever requested by GCUF or upon termination of this Agreement, regardless of how termination is effected, .. shall immediately return to GCUF all of GCUFs property, including without limitation, all papers and records of every kind, and any all copies thereof, used by him/her in rendering services hereunder or otherwise. .. work product, in the performance of this Agreement, shall be deemed the property of GCUF. 11. Termination: Either party may terminate this Agreement without cause following thirty (30) days prior written notice to the other party. In the event GCUF terminates this Agreement, with or without cause, GCUFs sole liability to .. shall be for payment for services actually provided by .. prior to the said termination. 12. Governing Law: This Agreement shall be governed by, and construed in accordance with, the laws of the Republic of Uganda, without giving effect to any choice or conflict of law provision or rule that would cause the application of the laws of any jurisdiction other than the Republic of Uganda. 13. Severability: The provisions of this Agreement shall be severable, and the invalidity of any provision, or portion thereof, shall not affect the enforceability of the remaining provisions of this Agreement. 14. Waiver: None of the provisions of this Agreement shall be considered waived by either party hereto unless the waiver is given in writing to the other party. A written waiver shall operate only as to the specific term or condition waived, and no written waiver shall be deemed to be a continuing waiver unless specifically stated to be continuing in effect. 15. Headings: Tittles and headings in this Agreement are for the convenience of reference only and do not form a part of this Agreement and shall in no way affect the interpretation hereof. 16. Entire Agreement: This writing constitutes the entire understanding of GCUF and .. and supersedes all previous agreements or negotiations with respect to the subject matter hereof. No modification, alteration or change in terms hereof shall be effective unless made in writing and signed by both GCUF and ... IN WITNESS WHEREOF, the parties hereto have executed this Agreement as of the date first above written.
..(Names) hereby accept the appointment
as (Position/Title) On the terms and conditions as stated here in. I confirm to commence employment on (Date) Signed: . Date: .
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Executive Director/GCUF
Official Stamp
NB. Attached please find your Job description
APPENDIX VI
BANK INFORMATION
Date:. To: Accounts/Finance Officer
From: .. (Employee Name) Subject: Bank Information: The following information is required for the bank deposit of my salary. Therefore, I authorize you to make my salary payments as follows: Employee Name Employee Number Name of Bank Address of Bank Bank Account Title Bank Account Number
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Sincerely,
(Employee Name) CC: Executive Director
APPENDIX VII
LEAVE REQUEST
Date Employee Name Employee Number Project/Program Number Attention Supervisor: I request the following leave type and days to be approved: Type of Leave Annual Leave Sick Leave Maternity Leave Paternity Leave Compassionate Leave Leave Without Pay (LWOP) Dates of Leave Total Number of Days
Supervisor Approval:
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Date:
Project Manager Approval: Date: .
Program Managers Approval:
Date: .. Executive Directors Approval .. (Senior Management Team Members only and all LWOP) Date: ..
APPENDIX VIII
EMPLOYEE PROFILE
Personal Data Full Name Employee Number Permanent Address Current Address Telephone Number Place of Birth Date of Birth Next of Kin and contact address Nationality Marital Status Family Data for Insurance Purposes* Name of Spouse Spouse Date of Birth Number of Children Childs Name Date of Birth Childs Name Date of Birth Childs Name Date of Birth Childs Name
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Date of Birth Note: Per GCUF policy, no staff is entitled to medical cover however, the complete date of birth (Day/Year) for spouse and each child is required.
Educational Data Primary/Secondary School Name Address Class Completed Date of Completion
Technical Education School Name Address Type of Training Certificate Completed Date of Completion University Education School Name Address Field of Study Degree Completed Date of Completion Other Education/Training/Certificate Institution Name Course Name Type of Training Date of Completion Other information Driving Permit Number/Date Accidental Death and Dismemberment Beneficiary Beneficiary Name Address
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Telephone Number Relationship
I hereby confirm that the above information provided is true and accurate. Signature/ Date: ______________________________________
APPENDIX IX
LEAVE REPORT
Date Employee Name Employee Number Project/Program Name Leave Report for Month of Attention Supervisor, For the month noted above, I took the following types of leave on the dates specified: Type of Leave Annual Leave Sick Leave Maternity Leave Paternity Leave Compassionate Leave Leave Without Pay (LWOP) Dates of Leave Total Number of Days
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The above information is accurate statement of the types, dates and number of days of leave taken for the month. Employee Signature: . Date: ___________________ Supervisors Approval: . Date: ____________________ Note: The Senior Management Team must have Executive Directors approval. Executive Director Approval: .. Date: ______________________ APPENDIX X
HUMAN RESOURCE ACTION FORM (PAF)

Employee Name: Employee Number: Date of Hire: Reason for Change:
Effective Date: Todays Date:
Current Status Job Title: Grade: Quartile: Job Title: Grade: Quartile:
New Status
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Gross Salary: Gross Salary: Location of Posting:
Gross Salary: Gross Salary: Location of Posting: APA Rating
Remarks
Overall Rating:
Appraiser: Percentage Prepared By: __________________________ Date: _________________________ CC: Human Resource File Finance Department Increase:
Approved By: _____________________ Date: _____________________
APPENDIX XI
QUIT CLAIM FORM (QCF)

Employee Information Name of Employee Employee Number Job Title Grade Date of Appointment Gross Salary Separation of Information Date of Termination Notice Required by GCUF (Y/N) Notice Provided (Y/N) Notice Required by Employee (Y/N) Notice Provided by Employee (Y/N) Payable to Employee Fractional Month Worked One Month Salary in Lieu of Notice
0 USH Amount
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Excess Annual Leave Not Taken Gross Payable to Employee Receivable from Employee Fractional Month Worked One Month Salary in Lieu of Notice Excess Annual Leave Taken Outstanding Advance Vehicle Loan Graduated Tax Paid Other Advance Gross Receivable from Employee Gross Amount Due Employee Income Tax Rate Less Than USH 130,000 No Taxation Amount Between 130,000 < 235,000 Amount Between 235,000 < 410,000 Amount Greater Than 410,000 Total Income Tax Deducted Total Amount Due to Employee Finance Approval: USH Amount
0 USH Amount USH Amount
0 Date: _________________________________
_______________________
I, the undersigned, certify that I have received final payment in full inclusive of all amounts due to me, agree that no further payments are required and have no further payment claims or settlements against Good Care Uganda Foundation (GCUF) Signature ____________________________________ Date ________________________________
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GCUF HR Manual

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GOODCARE UGANDA FOUNDATION

HUMAN RESOURCE MANUAL

GCUF Human Resource Manual 2009

GCUF Human Resource Manual 2009

GCUF Human Resource Manual 2009

GCUF Human Resource Manual 2009

GCUF Human Resource Manual 2009

GCUF Human Resource Manual 2009

7.1.5 7.1.6 7.1.7 7.1.8

GCUF Human Resource Manual 2009

GCUF Human Resource Manual 2009

ATTENDANCE AND LEAVE

GCUF Human Resource Manual 2009

GCUF Human Resource Manual 2009

GCUF Human Resource Manual 2009

SECTION 10: 10.1

GCUF Human Resource Manual 2009

GCUF Human Resource Manual 2009

GCUF Human Resource Manual 2009

SECTION 13: 13.1

(iii) (iv) (v)

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GCUF Human Resource Manual 2009

GCUF Human Resource Manual 2009

GCUF Human Resource Manual 2009

GCUF Human Resource Manual 2009

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SECTION 17: 17.1

INVOLUNTARY TERMINATION OF EMPLOYMENT

GCUF Human Resource Manual 2009

SECTION 18: 18.1

QUIT CLAIM FORM

GCUF Human Resource Manual 2009

GCUF Human Resource Manual 2009

SECTION 20: 20.1

SECTION 21: 21.1

GCUF Human Resource Manual 2009

GCUF Human Resource Manual 2009

23.7 23.8 23.9

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GOOD CARE UGANDA FOUNDATION

GCUF Human Resource Manual 2009

CC: Employees File Vehicle File APPENDIX II

GOOD CARE UGANDA FOUNDATION (GCUF)

HUMAN RESOURCE PERFORMANCE APPRAISAL

Employee Name: Employee Number: Fiscal Year:

APPROVAL FOR MERIT

GCUF Human Resource Manual 2009

APPRAISERS SUMMARY, RECOMMENDATIONS & OVERALL RATING

RECOMMENDED OVERALL RATING FOR APPRAISAL: ( ) ( ( ( Significantly Exceeds Requirements

) Fully Meets Requirements ) Meets Most Requirements ) Below Requirements

_________________________ Date: _______________ _________________________ Date: _______________

_________________________ Date: _______________

GCUF Human Resource Manual 2009

GCUF Human Resource Manual 2009

GCUF Human Resource Manual 2009

[G] VERBAL AND WRITTEN COMMUNICATION

GCUF Human Resource Manual 2009

Areas targeted for Improvement (Current Performance Year)

Progress to Date (Include Participation at Training Events)

Areas for Future Development (Coming Performance Year) Requirements)

Recommended Training Development Activity (Include Budge/Time

_________________ Date: _ _____ Date: _

___________ Date: _

Approved By: _ Date: _