gcuf hr manual.doc

8/22/2019 GCUF HR Manual.doc

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GOODCARE UGANDA FOUNDATION

(GCUF)

HUMAN RESOURCE MANUAL

2009


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List of acronyms

APA Annual Performance AppraisalBR Below Requirements

CV Curriculum Vitae

FMR Fully Meets Requirements

FY Financial Year

GCUF Good Care Uganda Foundation

GRN Goods Received Note

IOP Individual Operating Plan

KM Kilometer

LPO Local Purchase Order

LWOP Leave Without Pay

MMR Meets Most Requirements

NSSF National Social Security Fund

PAF Performance Appraisal Forms

PAOP Project Annual Operating Plan

PAYE Pay As You Earn

PCF Human Resource Confidential File

QCF Quit Claim Form

SER Significantly Exceeds Requirements

USH Uganda Shillings

GCUF Human Resource Manual 2009 2


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TABLE OF CONTENTS PAGE

List of Acronyms 2Table of Contents 3

Section 1 Introduction 4Section 2 Modifications .. 5

Section 3 Government Regulation and Modification

6Section 4 Definition of an Employee . 6

Section 5 Employment Policy 6

Section 6 Request for Recruitment. 7

Section 7 Employee Documentation .. 8Section 8 Probationary Period/Staff Discipline/Conduct . 9

Section 9 Attendance and Leave 10

Section 10 Punctuality .. 13

Section 11 Attendance Administration 13Section 12 Consolidated Salary Package 14

Section 13 Benefits 16Section 14 Salary Payment 19

Section 15 Guide for Disciplinary Action .. 20

Section 16 Voluntary Termination of Employment .. 22Section 17 Involuntary Termination of Employment .. 23

Section 18 Quit Claim Form ... 24

Section 19 Grievance Procedures 25

Section 20 Performance Management . 26Section 21 Performance Planning 26

Section 22 Ongoing Monitoring and Development 27

Section 23 Periodic and Annual Performance Appraisal 28

References:

Appendix I Private Vehicle Use Form . 30

Appendix II Human Resource Performance Appraisal Form 31

Appendix III Job Description Form 40

Appendix IV Employment Application Form 41Appendix V Appointment Letter Form 43

Appendix VI Bank Information Form 46

Appendix VII Leave Request Form. 47Appendix VIII Employee Profile Form 48

Appendix IX Leave Report Form . 50

Appendix X Human Resource Action Form 51Appendix XI Quit Claim Form . 52



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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 HumanResource 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 thesedefinitions 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 Established staff shall be expected to serve the projects on full time basis.

1.2.2 Vacant positions shall be filled on the basis of assessed ability of the applicants to measureup to or exceed the Human Resource specifications established for the positions.

1.2.3 The remuneration/benefits spelt in here shall be reviewed from time to time, with theapproval of GCUF Board to attract and maintain staff of high quality.

1.2.4 The relationship between the GCUF and its employees shall be regulated by transparencyand accountability to ensure equity.

1.2.5 All efforts shall be made by GCUF to put in place conditions and facilities to ensure

sustenance of high work productivity from staff.

1.2.6 (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 avariety 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.



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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 tomodifications 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 andsupervisors 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 policiesor 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 laiddown 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.



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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 employeenumber, 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 notallowed.

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, previousexperience, proven skills, desirable character traits, potential loyalty to the Organization;

and potential for growth and development.



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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 toprohibit 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 opportunityemployment, 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 inAppendix A for a new or existing positions.

6.4 It is important that the organization maintains good public relations throughout therecruitment, 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, thoseinvolved 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.



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SECTION 7: EMPLOYEE DOCUMENTATION

7.1.1 It is important that GCUF maintains documentation and information pertinent to anindividuals employment. Therefore, following the selection of a candidate, the

Administration/Human Resource Manager will perform the following tasks:

7.1.2 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:

7.1.3 Assign an employee number to the new employee. Employee numbers will only be

assigned by the Administration/Human Resource Manager.

7.1.4 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,

7.1.5 Employment Application; The completed Employment Application of the employee

7.1.6 Resume/Curriculum Vitae; The CV, certificates or other documentation pertinent to

the employees qualifications or Job history, if available

7.1.7 Appointment Letter; The employees Appointment Letter signed as appropriate

7.1.8 Employee Profile; An Employee Profile, Appendix F, is to be completed by theemployee on the first working day of employment. In this regard, please note the

following:

7.1.9 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 theAccountant 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 bankaccount 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 whichmust 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).



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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 employeemust determine the employees suitability for the position. GCUF Executive

Director may terminate an employee during the probationary period onrecommendation of the senior management team headed by the Programs Manager.

8.1.2 At least two weeks prior to the end of the probationary period, the supervisor willprovide 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.

8.1.3 In the event of an employee failing to complete the probationary period

successfully, the supervisor should provide notification to the Programs Managerwho will take the necessary action. This might be either to extend the probationary

period or to recommend termination of the services of that employee.

8.2 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, awarning 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.



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SECTION 9: ATTENDANCE AND LEAVE

9.1 Occasionally, it may be necessary for an employee to be absent from work as a result ofillness, 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 thework 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 controlor 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 asexpected. 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 thereturn 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 andfor absences over 4 hours, leave time taken is calculated as 1 day.

9.4 Excessive absenteeism adversely affects productivity, disrupts normal operatingeffectiveness 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 toand 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 andnormally 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 aLeave Request and obtain the supervisors approval. The Leave

Request is an estimate of the amount of time and actual dates ofAnnual 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 currentFY, subsequent leave will be Leave Without Pay based on approval.

9.6.2 Unused Annual Leave not taken during the FY cannotbe carried into the followingyear.

9.6.3 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.

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 Ugandanholidays, 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 fromwork 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 documentsto 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 asUnjustified Leave and treated as Leave Without Pay. In these

instances, disciplinary action may be taken.

iv) 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.

D) Maternity Leave Maternity Leave is applicable to female employees who may take up to 45workdays 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 inthe 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 beenworked. 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 notrecorded 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 compensationfor 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. UnjustifiedLeave and other types of leave in excess of available days will be placed as LWOP.

(ii) Training LWOP: In cases where an employee has been employed by GCUF for aminimum 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 recommendtraining 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 andcontinued employment following training LWOP.

SECTION 10: PUNCTUALITY

10.1 As noted, offices and projects have a normal work schedule when employees arerequired 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 andoverburdens 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.

10.2 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 acceptablebehavior. Due to the adverse effects of excessive lateness, the organization views

excessive tardiness seriously and it could be grounds for disciplinary action.

SECTION 11: ATTENDANCE ADMINISTRATION

11.1 All

Fulltime GCUF Staff shall devote fulltime attention to the business of the organization andshall not engage in any other fulltime Employment.

11.2 Supervisors 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 compelledto 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.



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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 ortardiness. 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.

11.4 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 anemployees 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.

11.5 In the final analysis, GCUF views short term and frequent absences, including

tardiness as constituting an unsatisfactory record because they characterize both thedependability 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 thereason, simply cannot fulfill the role for which they were hired.

11.6 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 totalnumber 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.

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 salarypayments 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.

12.2 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 paidfor 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.



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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 whichallows 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. Thecommon factors include:

Education and Skills Requirements

Difficulty in Complexity of the Position

Responsibility, Supervision and Coordination

Management of Assets and Resources.

12.5 The grade in which a specific position is placed in the salary scale is based upon a positionevaluation 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 ofthe 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 jobdescription 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 anemployees 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 aposition evaluation, a higher grade could be awarded.

12.7 The Consolidated Salary Package is based upon survey information obtained fromorganizations similar to GCUF, private business and official legislations. Based on the

analysis of the survey information, a standard was developed which GCUF places atcompetitive levels with other organizations similar to GCUF.

12.8 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 tocompete effectively with organizations similar to GCUF in attracting new employees and

retaining existing employees.



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SECTION 13: BENEFITS

13.1 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.

13.2 The benefits listed are based upon information obtained from organizations similar

to GCUF, private business and official legislation operating in Uganda.

13.3 GCUF has the following benefits that are allowable to employees based on their

position, grade or length of service within the organization:

A) National Social Security Fund (NSSF): The NSSF was established by an Act ofParliament, 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 schemewas 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 tothe 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) Old Age Benefit Lump sum payment at age 55 subject to retirement.

(ii) 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.

(iii) Invalidity Benefit: Lump sum payment if the member becomes permanently

incapable of work or sickness or injury.

(iv) Emigration Grant: Lump sum payment of the balance on the members account

if leaving Uganda permanently.

(v) 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.



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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 theassumption 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 allfour 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 theemployees 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 begranted 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 eligibleemployees.

III) The usage of the Vehicle Benefit is allowable under the followingprovisions:

a) Each vehicle is allocated an official driver. No employee shall beallowed 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 avalid 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 exceptfor 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,



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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 ofUSH 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 eachtrip. 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 perkilometer, calculated as follows:

Average Cost of Vehicle USH 50,000,000

Average Life of Vehicle 5 Years

Average KM per Year 50,000Depreciation (Straight Line) USH 10,000,000

Average Repair Cost per Year 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 theUSH 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 non-

compliance 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 anunexpected journey which is essential in the Project interest

for which no official driver is available. Such Officers must

report the circumstances in writing, immediately oncompletion 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 carrypassengers 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 ortotal 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-ratedportion of salary for the days worked will be paid. If the 28th falls on a weekend or holiday,

the workday directly preceding the 28th will be the date of the monthly salary payment.

14.2 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 performanceat 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



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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. Theagreement 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 adocument 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 individualemployee less all tax and other statutory deductions.

14.4 GCUF has authorized one means for the disbursement of salary to employees basedon 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.

14.5 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 eachemployee with their monthly gross salary amount, deductions and net salary amount.

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 consistentmanner. 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 withfirmly and fairly under disciplinary policies and procedures that apply uniformly to all

employees.

15.2 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



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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 maintainan 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 performancestandards or infractions policies, procedures, rules, regulations and standards of conduct.

A) Verbal correction: In the event performance standards have not been met by anemployee 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 specificinfraction of a rule or regulation that has been violated. The supervisor should offer

possible alternatives to the employee to enhance or correct job performance andindicate 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 Letterto 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 previousdiscussions, 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 beenidentified 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 thePrograms 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.

15.6 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



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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: VOLUNTARY TERMINATION OF EMPLOYMENT

16.1 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.

16.2 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 HumanResource/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 finalpayment.

16.3 The Retirement of an employee may occur at the age 55 years.

16.4 The Death of an employee.

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 employeesassociation 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 willresult in non-payment and/or prosecution.

16.6 In the event of Death of an employee, the final payment will be paid to therecognized 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: INVOLUNTARY TERMINATION OF EMPLOYMENT

17.1 The Organization defines Involuntary Termination as a termination that is initiated

by GCUF. GCUF recognizes two types of Involuntary Termination: Retrenchment and

Dismissal.

17.2 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 workforce; the ending of a project, office or activity which results in an elimination of a

position; or, the withdrawal/suspension/termination of a project.

17.3 It is the responsibility of the supervisor to provide a written notification to theemployee 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.

17.4 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 orstandard 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:

17.7 Payment of salary through the last day of employment.

17.8 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 couldinclude 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.

SECTION 18: QUIT CLAIM FORM

18.1 Whenever an employee departs from employment, whether voluntary or

involuntary, a Quit Claim Form, must be completed in order to process the employeesfinal 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 ofappointment 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.

18.4 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. Inthe event that the employee refuses to sign the QCF, no Final Payment will occur. In such

instances, the Executive Director must be notified immediately.

18.5 Handing over and taking over of office

Any employee who leaves the organization must ensure that he/she hands over his/her office toanother 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 ExecutiveDirector 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: GRIEVANCE PROCEDURES

19.1 It will be a policy of GCUF that all its employees have the right to voice issues ofcomplaint. 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 complaintreceive full consideration.

19.2 Initially, the employee meets with the supervisor to voice a complaint and attemptto resolve any conflict or problem. It is the responsibility of the supervisor to ensure that

any issue receives prompt attention.

19.3 In the event that the employee feels that the complaint has not been addressed orthe 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 promptattention by him/herself or with the assistance of the Executive Committee of the Board.



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SECTION 20: PERFORMANCE MANAGEMENT

20.1 The following sections provide the policies and procedures for the PerformanceManagement 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 individualperformance 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 bediscussed 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.

SECTION 21: PERFORMANCE PLANNING

21.1 Performance Planning provides the basis for a clear and agreed-upon action planfor 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 asummary of the employees job, responsibilities and tasks, key contacts, authority

and competencies. The job description is intended to be a stable document butneeds 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 shouldbe 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 definedstandard competencies.

1 Section: Future Development. This section notes the formal and informaltraining 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 shouldhave 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 supervisorand supervisee.

II) Personal Professional Development Objectives and Activities. Activities

intended to expand or improve skills and abilities required in the position.

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 skillsand 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 toavoid 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: PERIODIC AND ANNUAL PERFORMANCE APPRAISAL

23.1 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, whichevaluates 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 theoverall 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 PerformanceAppraisals for staff must be received by 15 January the latest.

(ii) The Executive Director is responsible for reviewing APA ofthe 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, thatsignature 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) Page 3 of the Annual Performance Appraisal provides the Performance Rating

Definitions.

23.3 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.

23.4 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.

23.5 Section III: Individual Performance Competencies: All employees must beevaluated 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.

23.6 Section IV: Future Development: Employees may have future development plan

that addresses Areas for Future Development and Recommended Training or DevelopmentActivities, 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 theprevious APA to ensure that areas targeted for improvement previously are being reviewed

and assessed.

23.7 Section V: Employee Comments: All employees are encouraged to providesubstantive input into this section.

23.8 Section VI: Finalization: This section is to be completed by the employee and, ineffect, evaluates the appraisers implementation of the Performance Management System.

23.9 Section VII: Comments by Appraisers Supervisor: As noted above, theAppraisers Supervisor may provide comments on the employees performance as

required.



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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:

APPROVAL FOR MERIT

___________________________________ Date_______________

GCUF Human Resource Manual 2009

FINAL OVERALL RATING FOR APPRAISAL:

( ) Significantly Exceeds Requirements

( ) Fully Meets Requirements

( ) Meets Most Requirements

( ) Below Requirements

Increment ________%

Merit

31


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Programs Manager

PERFORMANCE APPRAISAL

Employee: Position:

Name of Appraiser: Period of Appraisal:

Date of Appraisal:

APPRAISERS SUMMARY, RECOMMENDATIONS & OVERALL RATING

RECOMMENDED OVERALL RATING FOR APPRAISAL:





SIGNATURES

Employee _________________________ Date: _______________

Appraiser _________________________ 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 whoconsistently 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 andcomplete 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


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:


( ) 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 ofSIGNIFICANTLY 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 inSection 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 organizescompeting responsibilities to achieve maximum efficiency. Seeks opportunities for professional

growth and development( ) Significantly Exceeds Requirements ( ) Fully Meets Requirements ( ) Meets Most Requirements


[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 ideasand 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 appropriatemanner. 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 andreceives 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 ofothers 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, thetiming 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 or

DevelopmentActivity (Include Budge/Time



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SECTION V: EMPLOYEE COMMENTS

SECTION VI: FINALISATION

Evaluate your supervisors implementation of the Performance Management process over the pastyear.

* Performance Planning

Conducted Performance Planning on time. Provided support in development of IOP and job

description. Clarified competences, key factors in overall evaluation monitoring andcommunication activities.

( ) Significantly Exceeds Requirements( ) Fully Meets Requirements



* Ongoing Feedback

Provided timely and constructive feedback in an effective, object manner. Received non-defensivefeedback. Demonstrated understanding of working environment. Assisted in development of

alternative activities when appropriate.



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( ) 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-waycommunication performance.


( ) Fully Meets Requirements( ) Meets Most 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



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 Certificate4 Competences

Employee Signature:Date _____________

Supervisors Signature: Date _____________

APPENDIX IV


EMPLOYMENT APPLICATIONApplying 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 NameAddress

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 StudyDegree 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 municipalityMbarara district P.O BOX 1505,

Mbarara, Uganda

Appointment/Employment Agreement

This agreement which also serves as the