National personnel (NP) policy

Principle: a single GIZ workforce

One of the decisive success factors in GIZ’s business model for the field structure is the de-
livery of GIZ services via an ideally balanced combination of seconded and national per-
sonnel tailored to the required mode of delivery. Besides having expertise that is particularly
relevant in the partner country context, national personnel contribute skills crucial to the
company’s success, such as a detailed understanding of the socio-cultural setting and ac-
cess to different social groupings. Seconded personnel can be deployed worldwide in a
broad range of specialist areas. They impart transferrable technical expertise, skills and val-
ues from the German model, have contacts to German and European institutions and are
recognised as ‘honest brokers’ in social change processes. In this way, the contributions of
national and seconded personnel complement each other in the joint delivery of GIZ services
by a single workforce.

A single workforce means that the principles of corporate policy apply equally to sec-
onded and national personnel and form the basis for the individual personnel policies. Na-
tional personnel policy sets out the personnel policy guidelines for national personnel.

Objective

The policy (in the sense of a unified corporate policy) sets out standards and professional
human resources management processes for national personnel. At the same time it is suffi-
ciently flexible to take into account national legislation and regional and cultural characteris-
tics.

The NP policy serves as a guide for the field structure in

 aligning in-country personnel work with GIZ’s fundamental principles on personnel pol-
icy, enhancing the professionalism and raising the efficiency of work in the field,
 leveraging the skills of national personnel for GIZ,
 positioning GIZ as an attractive employer on the relevant national employment markets,
 reinforcing GIZ’s responsibility and duty in respect of care and supervision as a German
company, and so
 ensuring the viability and cost-effectiveness of GIZ’s work in partner countries.

Providing targeted skills development for national personnel and ensuring their employability
on national and regional employment markets also makes a contribution to capacity devel-
opment in the partner countries over the long term.

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Target group

National personnel are GIZ employees who are long-term residents of the country of as-
signment or the region and are employed on local contracts. Their employment is subject to
local laws and contractual regulations (e.g. as regards tax and social security) and is based
on the customary market terms and conditions for employment in the country of assignment. 1

Policy elements

1. Drawing up contracts
Contracts of employment are entered into locally under local law and in the name of GIZ. GIZ
is represented by the country director or the responsible programme/project manager. The
basis for drawing up contracts of employment is the standard contract provided by Head Of-
fice. The standard conditions laid down in this must be checked for appropriateness and
compliance with local law.

As a rule, contracts of employment are entered into for a limited term and their duration
should be aligned with the project phases. If limited-term contracts are not permissible in the
country of assignment, other forms of risk limitation must be sought. National personnel in
GIZ offices are an exception. For these staff, unlimited-term contracts may be appropriate
where their tasks are ongoing over a longer period.

In general, it is important to ensure that employment law risks are minimised. Cooperation
with an expert specialising in local employment law should therefore be sought for queries in
this field.

2. Remuneration
In each country of assignment, GIZ applies a standardised remuneration system for national
personnel in line with the principles set out in O+R. Remuneration levels are reviewed at
regular intervals and adjusted where necessary (e.g. to take account of inflation). Remunera-
tion is in line with usual market conditions. ‘In line with usual market conditions’ means that
remuneration is comparable with that provided by private sector and international companies
and other DC organisations competing with GIZ in the country.

All national remuneration systems include performance-related remuneration components.

The level of performance-related remuneration is dependent on the assessment of overall
performance in the annual staff assessment and development talk.

3. Social security
The social security arrangements for all employees satisfy the demands made of an interna-
tionally active corporation. Appropriate provision is made for major life risks (illness, disabil-
ity, old age) as required by law, and staff are insured under appropriate state systems.

The level of provision is based on the standard provided by comparable international compa-
nies in the country. At the same time, a minimum GIZ standard applies and should be met in
all countries.

1
Clarification of terms: International experts are also GIZ staff members who are not resident in Germany.
However, they otherwise largely share the characteristics of seconded personnel (requirements profile of a sec-
onded expert in Band 4; broad-based (worldwide) employability in terms of technical qualifications and regional
availability, including for GIZ Head Office). Their contracts are concluded at Head Office. For them, the same
personnel procedures and instruments apply as for seconded personnel.

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The necessary precautionary measures are taken and provisions formed to cover the event
of claims and the requirements of the standard local regulations and practices, e.g. on con-
tract termination. The Personnel and Commercial Affairs Departments will provide corre-
sponding guidance and assistance.

4. Health management
In line with GIZ policy ‘Maintaining the ability of staff to perform their work’ (Leistungsfähigkeit
der Mitarbeiter erhalten), the following also applies to national personnel: Ensuring the good
health of staff is (…) one of GIZ’s highest priorities. Maintaining the ability of staff to perform
their work on a sustainable basis is part of our understanding of leadership and corporate
entrepreneurial action as documented in the Guiding principles for GIZ managers. (see
‘Leistungsfähigkeit der Mitarbeiter erhalten’)

5. Staff safety and security

In line with the GIZ policy ‘Policy on the safety and security of staff on foreign assignments’,
the security and safety of staff is of the highest priority for the company. If in doubt, security
takes precedence over contract implementation abroad, and over the individual interests of
the project, the partner or other third parties. Assuming comparable levels of danger, national
personnel are not to be exposed to any risks that GIZ would consider unacceptable for sec-
onded and international personnel. If the level of danger is different for national and interna-
tional personnel, GIZ can take measures that deviate from this principle in order to safeguard
security (see ‘Policy on the safety and security of staff on foreign assignments’).

6. Human resources management (HRM)

The GIZ office lays down a standardised procedure for recruitment and selection in the coun-
try and is responsible for quality assurance.

For each new position, a job description and a requirements profile must be compiled. Va-
cancies should be advertised internally to enable national personnel to apply. The four-eye-
principle is applied in the selection procedure, i.e. two people must be involved in assessing
candidates. If candidates are equally qualified, existing staff should be given preference over
external candidates. When recruiting staff all forms of discrimination must be avoided (gen-
der, age, religion, colour, ethnic origin, disability, sexual orientation, etc.).

Wherever possible and in GIZ’s interests, the offices actively manage follow-on assignments
and ensure that GIZ staff who are flexibly deployable are assigned to the company’s advan-
tage.

7. Talent management

7.1 The GIZ definition of career

The GIZ career concept for national personnel is used by managers to guide the manage-
ment dialogue. In principle, vacant and higher-grade positions in the country are open to all
national personnel provided they have suitable qualifications.

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7.2 Systematic human resources development

Integrating new staff

An induction event aimed at briefing new staff on their work at GIZ (onboarding) and encour-
aging a sense of identification with the company is held at least once a year in the country or
region. Attendance is compulsory for new staff. Managers are responsible for familiarising
new staff with their day-to-day work.

Staff assessment and development talk

All GIZ staff are assessed annually during the staff assessment and development talks. The
GIZ offices lay down the procedures and timing for the staff assessment and development
talks in their country. The assessment determines the amount of performance-related remu-
neration and provides the basis for further personnel measures. Staff assessment and de-
velopment talks should include agreements on personnel development, especially in the
case of professionals and managers.

Personnel development
The capacities of all national personnel are to be developed as needed in order to meet the
(changing) requirements of their workplace. Competence development is a joint task for su-
periors and staff. Superiors must budget an appropriate amount for training measures (e.g.
as a fixed percentage of personnel costs).

Selected GIZ offices are able to efficiently coordinate and deliver human resources develop-
ment measures within a region. The Personnel Department advises and supports offices on
the modules recommended from the corporate point of view.

7.3. Career advice

The GIZ offices advise managers where required on potential career development steps for
individual members of their staff. Development options are documented by the manager in
the staff assessment and development talks.

8. Staff representation
In each partner country, staff representatives are available to represent the interests of na-
tional personnel. These are elected at regular intervals. Country directors encourage the es-
tablishment of staff representative bodies and provide organisational support. When reaching
collective agreements that affect employee interests (e.g. contracts, remuneration conditions,
office rules), the views of the representatives are sought. Staff can call in the representatives
to help resolve disputes. The responsibilities and tasks of the representatives are docu-
mented in writing.

9. Communication
Country directors and managers keep national personnel regularly informed of important
developments in order to enhance their understanding of corporate policy and strategy and
to strengthen their sense of identification with GIZ. This takes the form of direct dialogue with
staff. Important topics are also documented and communicated in writing. A joint event
should be held at least once a year – for example at the beginning of the year when the an-
nual goals and country planning are presented – for all national and seconded personnel and
CIM integrated experts. One aim is to communicate current corporate strategy and clarify
how this will be implemented at country level.

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