hr od policy 2004-full version final 1

8/4/2019 HR OD Policy 2004-Full Version Final 1

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Human Resource & Organisation Development

Policy & Procedures Manual

Last Reviewed: September 2004


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Acronyms/Elaboration

AA-ActionAidAAI- ActionAid International

AAB-ActionAid Bangladesh

ALPS-Accountability, Learning & Planning SystemsCD-Country Director

CO-Country OfficeCOLA-Cost of Living AllowanceCSP-Country Strategy Paper

DA-Development AreaEMT-Extended Management TeamFO-Field Office

FPT-Fighting Poverty TogetherGWG-Gender Working GroupHR & OD-Human Resource & Organisation Development

KRA-Key Result AreaRD-Regional Director

SMT -Senior Management Team

General1. This policy Manual is applicable to all staff recruited by ActionAid Bangladesh.2. Where staff/ employee is used, it will refer to staff recruited by ActionAid

Bangladesh.

3. Where organisation is used, it will refer to ActionAid Bangladesh/AAB.4. Where Manual has been used, it will refer to this HR & OD Policy and Procedure

Manual.5. Where the word line manager is used, it shall take to mean a staff of AAB, who in turn

has a subordinate reporting to him/her. Also stands for reporting authority.

6. Where the word indenting manager is used, it shall take into mean a manager who needsto or is in the process of recruiting staff for her/his department/sector through HR

Department.7. Calendar year/salary year/Staff Appraisal year: Ist January to 31st December.8. Head-HR is responsible for coordinating the review in close consultation with the SMT

and will submit to the Country Director (CD) for final approval. Staff members are also

free to submit amendments for consideration in writing to the Head-HR.9. Asia Regional Director should be informed at the time of policy review. AA Asia HR &

OD Coordinator is to be consulted in the review process.10. The policy manual will be kept in a loose leaf binder so that approved changes from time

to time through office memo and CMT/EMT meeting can be inserted easily as a futurereference point.

11. HR & OD policy manual should be in line with the Global HR & OD framework andGlobal Gender Policy of ActionAid International.

12. This policy may not cover all possible situations that might be encountered. In thosecases, it should be dealt with Global HR/OD Policy framework and the existing labor law

of the country.13. The CD is entrusted with the final responsibility for the interpretation, administration and

application of the AAB HR & OD Policies.

14. This manual will be reviewed and updated every three years.


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ActionAid International: Values & staff conduct

ActionAid (AA) is a non-governmental

development organisation working withover five million of the worlds poorest

people in more than 40 countries acrossAsia, Africa, Latin America and theCaribbean to eradicate poverty byovercoming the injustice and inequity that

cause it. It was founded in 1972 and wasregistered in the UK Charity commission.ActionAid develops partnerships withCBOs, NGOs, social movements, peoples

organization and activists and criticallyengages with governments, internationalorganisations and private companies to

ensure pro-poor policies, programmes andpractices. ActionAid through its

innovative projects, social mobilisationand policy advocacy work focuses onissues of gender equity, livelihood, foodsecurity, education, and governance,

trafficking of women and children andHIV/AIDS.

The founding of ActionAid International

(AAI), the process that started formallyfrom 2002 and took up a distinctive shape

in 2004 with its Secretariat based inJohnsonburg, South Africa, represents astructural transformation in the creation of

a new organization of affiliates and

associates. AAI is governed by anInternational Board of Trustees and

supported by an International Secretariat.It involves a cultural transformationthrough the development and sharing of aunifying set of core values, common

vision, identity, mission, strategy,standards and systems for collective anddetermined action across theorganizations national and international

boundaries. The process ofinternationalization and the consequentfounding of AAI is also based on the

premises of respect for democratizationand diversity. These foundations make

AAI governance resilient and enhance itslegitimacy and accountability to thesupporters, collaborators, partners andpoor people in the countries where we

work.

AA started operations in Bangladesh in1983 and registered with the Bangladesh

Government in 1986. It holds theregistration number 210 dated 27.4.86 of

the NGO Affairs Bureau. AAB works withthe local NGOs as partners.

AAI VisionTo work with poor and marginalized

women, men, girls and boys to eradicatepoverty by overcoming the injustice and

inequity that cause it.

AAI MissionA confident and responsible nation, free

from poverty and indignity, in which itscitizens can lead an active life of freedom

and livelihood security.

AA International Core Values Throughout AAI the following values will form the common basis to help design all

organizational policy and practice.

Each person in AAI has the right to expect to be treated and the obligation to treat othersaccording to these principles implicit in organizational values. AAI will actively, explicitlyand continuously invest in keeping its values alive.

Mutual Respect: we recognize the innate dignity and worth of all people and the value ofdiversity.


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Equity and justice: we will ensure that every person, irrespective of sex, age, race, colour,

class and religion has an equal opportunity to express and utilize her or his potential.

Honesty and transparency: we will be accountable for the effectiveness of our actions and

open in our judgments and communications with others.

Solidarity: our only bias will be a commitment to the interest of the poor and powerless.

Courage and conviction: we will have the courage of our convictions to be creative andradical, without fear of failure, in pursuit of making the greatest possible impact on the causesof poverty.

Independence: we will be independent of any religious or party political affiliation.

Humility: we recognize that we are part of an alliance against poverty and so, in our

presentation and behaviour, we will demonstrate humility.

Efficiency: we will manage our organisation in the most cost effective and efficient mannerpossible in order to maximize the impact of the resources that are dedicated to our ultimate

objective of eradicating poverty.

Excellence: we will try and attain the highest standards in our work with a view to

establishing ActionAid International as a world leader in terms of the quality of the our

development work.

Proximity: which means taking decisions as close to their consequences as possible.

Staff Code of ConductThis code is to encourage all AAB staff to achieve and maintain the highest standards ofconduct and performance, while the organisation will demonstrate its commitment to protect the

employees' rights so as to improve and increase employee's motivation.

This policy manual takes in to account of the guidelines suggested under Global HR/ODPolicy Framework from ALPS along with AABs general principle.

AAI Accountability, Learning and Planning Systems (ALPS) has defined the attitudes and

behaviors to emphasize how our people relate to each other. The HR/OD functionaries andthe senior management team will seek to ensure that they themselves role model suchbehavior. All staff are equally responsible for understanding, practicing and behavior alignedto AAIs value and behaviors.

Attitudes and Behaviors (extracted from ALPs)

- Behaving in a way that is not domineering or patronizing but that genuinely sharespower with others rather than keeps it for oneself

- Behaving in a way that makes room for those who are excluded to fully participate- Holding an attitude that reflects the need to address the inequity in gender, caste, ethnic

identity, disability or religion in all of our work.

- Recognizing that to help relevant people take part at all stages and levels is basic to ourwork. In this we note that consultation does necessarily achieve participation

- Holding an attitude that reflects how much we can learn from others who are aimingfor similar goals by different methods. In so doing we are aware that we are all still

looking for a lasting solution to poverty


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- Being ready to share our knowledge, skills and experience with our colleaguesthroughout AAI

- Behaving with good humour and a sense of balance, appreciating the resilience andingenuity of poor and marginalized people. After all, we work with people who insituation of extreme poverty, present genuinely happy faces. To listen in a way thatunderstands the different cultural, language and communications characteristics of

others.

General

As members of the AAB family we:

Will conduct ourselves in a manner to the best interest of the organisation and withoutconflict of interest between employee and ActionAid.

Will not involve into any kind of physical or psychological sexual harassmenttowards any AAB staff or others.

Will be particular in cleanliness and tidiness. Will do not do anything that may cause emotional, physical or financial harm to the

individuals, families or communities that AAB is working with.

Will operate on a basis of trust and mutual respect and gender sensitivity. Will show respect to the dignity of all our colleagues, particularly women, minorities,

differently able and other marginalised groups. We will not use authority toundermine a colleague's sense of pride or dignity.

Will not engage in outside employment and will protect organisational documentsand confidentiality.

Will not smoke in the work place in the interests of the good health and workingcomfort of all our colleagues and visitors.

Will not publish/assist in publishing others of any ActionAid related documents withoutprior approval of the Country Director.

Will endeavour to behave in a manner befitting ActionAid, its values and mission.In the event that we do not observe the code of conduct, in its full meaning, or indulge inunacceptable standards of work, action or behaviour, we render ourselves liable todisciplinary action taken by the organisation.

Our common approaches to work: (In adherence to The Global HR/OD

framework)Common work approaches followed in each of AA locations will form a strong basis for ourunity. ActionAid Bangladesh will adhere to the following guidelines suggested in the Global

HR/OD framework.


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Guidelines

AAI will support internationalization by strengthening downward accountability andbuilding local capacity and promoting local and international sensibilities and outlook in

our joint fight of poverty. AAI will actively promote non-hierarchical, participatory and open and self managed

structures and behaviors. Throughout AAI there will be flat organisation structures that minimize reporting layers

and encourage direct communication from staff. AAI will continue to promote working practices described as decentralized, matrix

working or horizontal working, and multiple accountability while striving for clearaccountabilities.* Organizational relationships will be drawn and described in ways, which

reflect horizontal working and multiple and mutual accountabilities, rather thanhierarchical structures. i.e.: other guidelines relating to horizontal work will be integrated

into all relevant chapters of this framework.

By Decentralization we mean releasing power to the relevant people for faster andbetter informed decision making

By Matrix working or Horizontal working we mean working across geographic,structural and functional boundaries, accessing the skills and knowledge frommultiple sources in the organization in pursuit of our mission and vision

By Multiple accountability we mean individuals or teams holding themselvesaccountable to several other individuals or teams including externally in the pursuitof a common goal.

Each part of AAI is accountable to actively share its learnings and lessons from itsachievements and failures to support a shared learning culture across the agency to

synergize and reduce duplication. There will be cross participation in regular sharing forums across geographical

divisions and across functional divisions. Cross-organizational events will bebudgeted in a way that ensures equity of access for all country programmes,regardless of size/proximity.

Leadership and senior management roles in AAI include remits across national,regional and international and cross-organizational lines.

AAI is committed to creating a diverse workforce that positively acknowledges thedifferences existing between people- such as sex, gender, race, age, ethnic origin,

caste, class, color, belief, nationality, HIV status, sexual orientation, disability,education, social background etc. These differences may lead to differences in

attitudes, experiences, and ways of thinking, behaving, communicating and working.AAI reserves the right to add other categories to this list and will apply this principle

in all aspects of organizational practice. AAI recognizes that a diverse workforceleads to better organisational performance, improved productivity.

AAI makes every effort to provide a working environment free of harassment andintimidation and fully supports the rights and opportunities of women and men to

seek, obtain and hold employment without any form of harassment anddiscrimination.

AAI is committed to support its staff to achieve a balance in their work life to helpthem meet their responsibilities to their families and community and towardsthemselves in pursuance of active interests outside of work.


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Chapter One: Introduction

In the annexure:

Annexure 1: AAB Organogram


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1. INTRODUCTION

1.1 The purpose of this manual is to make transparent rules and guidelines with regard tostaff service at AAB. It aims to facilitate implementation of HR Policies and practices to

achieve AAB organisational objectives and mission in a fair and sensitive manner. This

policy manual is to be used as a ready reference point for all staff under a common set ofpolicies and procedures.

1.2 AAB Structure and other entities

1.2.1 Organogram of AAB

The current AAB organogram is shown in Annexure: 1.

1.2.2 Senior Management Team (SMT)

SMT is the highest body to decide and approve major strategic and organizational issues ofAAB. Country Director convenes SMT Meeting once a month or according to the need.

SMT is comprised of the senior managers who directly report to the CD.

1.2.3 Extended Management Team (EMT)EMT includes all staff from Coordinator level and above and also theme leaders irrespective

of the reporting line.EMT meetings are generally held twice a month. It ensures a broader platform for discussion

ideas and share information. It mostly deals with issues pertinent to current and ongoingprograms and policies.

All meeting minutes of SMT and EMT are kept with CDs Unit under the responsibility ofAssistant to CD, to which all staff have access.


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Chapter Two: Employment Policy

In the annexure:

Annexure 2.1: AAB Consultants & Outsourcing PolicyAnnexure 2.2: AAB Volunteer Policy GuidelineAnnexure 2.3: International Secondment Policy

Annexure 2.4: Human Resource Planning FormatAnnexure 2.5: Job Description with person specificationAnnexure 2.6: Staff Requisition FormAnnexure 2.7: Job/vacancy Advertisement

Annexure 2.8: Internal Job Application FormAnnexure 2.9: Interview Evaluation Form

Annexure 2.10: Job Offer LetterAnnexure 2.11: Regret Letter

2.11 a: Regret Letter: External Candidate2.11 b: Regret Letter: Internal Candidate

Annexure 2.12: Confirmation LetterAnnexure 2.13: Letter on Extension of Probation Period

Annexure 2.14: Letter of Discontinuation from the serviceAnnexure 2.15: Staff Bio-data FormAnnexure 2.16: Responsibility/authority level for personnel actions


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2. Employment Policy

2.1 PolicyAAB will employ the best candidate for the job based on competitive recruitment process.

In employment and dealing with its staff no individual or group will be discriminated againston grounds of sex, gender, ethnic origin, age, caste, marital status, home responsibility, sexual

orientation, physical ability and health, HIV/Aids, culture, beliefs or social background.

It will take affirmative action whenever necessary to bring balance in the ratios of men andwomen, people with disabilities, people suffering from HIV/Aids, vulnerable ethnic andminority groups and marginalized communities to enable a dynamic and diverse workforce atall levels.

2.2 Guideline2.2.1 Recruitment conditions

Age limit: AAB will not hire anyone below

18 years of age on regular, contract ortemporary status.

Double Employment: A regular or contractemployee of any other organisation will not

be concurrently hired as a regular or longterm contract employee of AAB. Similarlyregular and contract employees of AAB,

with the exception of temporary consultants,shall not be authorised to work as

employees for other organisations.

Conflict of interest: In cases where

conflict of interest may arise, managementwill take necessary action for the

replacement of the concerned employees.

Employment of Relatives: As theorganization seeks to recruit qualified andsuitable persons to various positions,recruitment/interview of close relativesis discouraged, except in thecircumstances where:

The relative is the most qualifiedcandidate for the position

There will be no direct linemanagement responsibility of the

relative

They will not work within a financefunction together

they will not be hired in positionswhere one is in a position of having

audit/assess the work of the other

No staff will sit on an interview panel

where a relative is being interviewed. Thisis applicable to all categories ofappointments.

Employee must report the relationship tothe line manager and HR & OD, should

any relatives of theirs be seekingemployment in AAB (in case of newapplicant).

Marriage/relationship between

colleagues:The same clauses will apply in case ofmarriage between colleagues. Staff will

disclose their decision to their respectiveline managers and HR & OD. AABrespects Staffs privacy and individual

choice, however, in case where a conflict

of interest may arise due to two staffhaving a personal affair between them,respective staff are encouraged to be opento HR & OD about the relationship.

Close relatives are defined as

parents/children/spouse/brother/sister/uncles/aunts/nieces/nephews/first cousins


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2.2.2 Grade, staff category & job titles

A present list of the staff category and grades are as follows.

Grade(Pay Levels) Staff Category and title

A Support Staff (Guard, Cook, Office Helpers, Admin Support Staff)B Technician/Driver

C Assistant

D Associate Officer (functional)/Associate Programme Office

E Programme Officer/Officer (Functional)

F Associate Coordinator (Functional, Programme,)

G Coordinator/Manager (Functional, Thematic)

H Head (Functional, Sector)

2.2.3 Employment Categories

All AAB staff can be employed under any of the following categories.

2.2.3.1 RegularThis category of staff are employed on anopen-ended agreement and are entitled to alladmissible benefits as per AAB policy.

2.2.3.2 Long term contractStaff who are employed for a specific period ofmore than a year up to a maximum of five

years in total in the same position. Usually thiskind of status means employment of a specific

nature that will cease to exist at the end of thecontract period, unless renewed.

Salary benefits and other entitlements of longterm contract staff is governed by the specific

Terms of Reference and budgetary allocation(in case of project staff). A standard outlinecontains the following:

Consolidated salary on a monthly basis in line

with the pay grade structure at relevant levelFestival allowance as per policyAnnual and medical leave as per policyGroup Life Insurance (GLI)

Medical benefit coverageMobile phone allowance

COLA adjustmentTravel arrangements and per diem as perexisting policy

2.2.3.3 Short term Contract Status

Personnel who are hired on a contract basisfor a short period usually maximum for 1year for temporary work but have aspecified position.

Salary, Benefits and other entitlements willinclude:

Consolidated salary on a monthly basis inline with the pay grade structure atrelevant levelI day leave (annual or medical) per month

along with government and weekly holidayand maximum 5 working day leave without

pay only in case of emergency/seriousillness or bereavement of immediate familymembers or relatives.

Mobile Phone AllowanceGroup Life Insurance (GLI)Medical coverage not exceeding annually

10,000/- taka only if meeting any accidentin line with duty or proportionate amountaccording to the contract duration

Travel arrangements and per diem duringfield visit as per existing policy or as statedin the contract letter.This type of contract will be in accordance

with specific letter of agreement; hence itmust state specifically the terms and

conditions, remuneration and benefits, tasksto be performed and duration.


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The employment status can be changed fromcontract to regular depending on the situation

arising from organisational need.

2.2.3.4 Casual

Casual staff are employed for short intervalsand are entitled to daily wage. The rate for adaily wage for casual staff will be equivalent to

that of AAB regular employees in the samegrade.

The casual employment against a regularposition should not continue consecutively for

more than six months. Any extension beyondsix months should be approved by the CD.However, the overall period should not exceed

1 year.

2.2.3.5 Development PositionsStaff with growth potential but needing acertain degree of development are recruitedunder Development Positions in a grade

lower than the regular position grade for aperiod of six months to one year. Theposition will be prefixed by Development".

Please also see clause 7.9.4 of Staff Developmentand Career Growth for detail.

2.2.3.6 Intern

AAB may hire Interns (fresh graduates orUniversity/ institutional internees) for 3 to 6

months. This provides scope for students togain practical experience along with meeting

short term need of concerneddepartment/sector of AAB.

A lump sum amount of 5000/- taka will be

paid per month. Travel arrangements and perdiem during field visits will be provided as perthe rules of the organization.

HR Head initiates intern appointment in

consultation with relevant sector/departmentHead upon receiving formal request from

affiliated institution.

2.2.3.7 ConsultantConsultants are professional experts hired forspecific tasks on a set of specific result areas

defined by a specific period of time.

Remuneration for consultants is normallycalculated on a per day basis for the

duration of the assignment. Consultantsare not listed on the muster and are boundby the terms of reference agreed.

Travel arrangements and per diem during

field visit, if any, will be provided as per therules of the organization or as stated in the

contract agreement.(Please refer to annexure: 2.1 Consultants andOutsourcing Policy for detail).

2.2.3.8`VolunteersPersons who provide skills and services tothe organisation on a voluntary basis.(Please refer annexure : 2.2 AAB Volunteer

policy for detail).

2.2.3.9 Secondment

Staff who are on secondment from otherinstitutions (including Government, PublicSectors, other NGO etc.) or from other AACountries for a specific term. Secondment

from other AA countries are to be guidedby International Secondment Policy.

(Please refer to Annexure: 2.3 for International

Secondment Policy. For In Country/national

secondment please refer to clause 7.9.5 underStaff Development and Career Growth Chapter

of this manual).

2.2.3.10 RetainerRetainers are individuals retained by AABfor a specific purpose or role and are paid

an honorarium/ consolidated fees as hasbeen agreed as per the terms of the

contract for a specific period of time (i.e.Lawyer, Audit Farm etc).

2.2.3.11 FellowsAAB promotes learning throughfellowship especially to encourage broadersocietal leadership.

Fellows are individuals working

independently on a mission and willing todedicate time entirely to their issue ofinterest and would otherwise carry on theirwork irrespective of an organisationalsupport and structure. AAB may support

full or practical assistance to the fellow tocarry out individual research work

relevant to AABs goals and mission.


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2.2.3.12 Recruitment of foreign nationalAAB in general promotes the policy of national staff development to further the cause of national self-sufficiency, however, AAB may recruit senior staff from other countries when recruitment of suitablenational staff is not possible. AAB may recruit /exchange/second staff from other AA-countries whenthe need is identified in according to the International Secondment Policy and/or Global HR/ODframework.

International appointments in country are decided by the CD and approved by the AA Asia Regional

Director (RD).

The appointment of the position of CD is managed by the AA Asia RD and the International HR/ODDirector.

2.3 Employment Procedures

2.3.1 VacanciesRecruitment will be made by AAB only when a vacancy is created due to the following:

1. Creation of new position due to increased volume of operations and/or opening of new offices2. Due to death, resignation or termination of the employee

3. Due to transfer and /or promotion to another position.

2.3.2 Human Resource PlanAt the time of 3 yearly rolling plans and budget, the needs /requirements of the units/ departments

would be solicited by the HR Department every year. Department will submit to HR/OD an annual planreflecting human resources needs in the HR Planning Format (Please refer to Annexure: 2.4 )The HR &OD Department shall every year finalise the human resource requirement of every unit/department and

seek the approval of the SMT. The human resource requirement shall primarily reflect the status ofpositions in the regular/permanent category.

2.3.3 Recruitment approvalRecruitment for any budgeted position from Grade A (Support Staff) to Grade F (AssociateCoordinator) does not require formal approval from CD, however, HR & OD should inform CD priorto initiating any process. Recruitment from Coordinator (Grade G) and above must require formalapproval from CD.

For any unbudgeted positions, prior formal approval from CD must be obtained. The rationale forsuch recruitment should be placed to CD through HR & OD with a job description and personspecification, position and location of the proposed position in departmental organogram.

2.3.4 Recruitment procedure

1. As a first step, the indenting manager will prepare a Job Description and person specification inconsultation with the Head HR & OD to determine the knowledge, skills and attitudes required forthe post.(Please refer to annex: 2.5 for a specimen Job description with person specification)

2. A Staff Requisition Form (indicative of job responsibility and person specification and budgetsource) duly signed by the indenting manager should be sent to HR/OD. This form is to be used

for recruitment of either a permanent or temporary position. (please refer to annex:2.6 for a samplestaff requisition form)

3. All vacancies shall be advertised externally and also internally in AAB. Senior positions must beadvertised in the leading daily/dailies. HR & OD would try to look out for a cost effective and


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efficient way of advertising and covering maximum readers/applicants for all positions. Along withdaily newspaper, advertisement in the job web site, circulation among the INGO/NGO, personal

search/campus search, searching existing CV Bank etc could be other ways of exploring andattracting suitable job applicant.

4. Minimum 15 days time should be given in the advertisement for receiving job applications.5. An advertisement should contain a brief background of AA and AAB along with other necessary

detail i.e. position, key responsibility, minimum required qualification and experience, essential

person specification etc. All advertisement must bear AAB Official logo.6. All advertisement should be placed and worded to attract women candidates. Please refer to annex:

2.7 for a sample job advertisement.

7. All vacancy announcements are the responsibility of the HR & OD Department.8. Internal candidates must fill up Internal Application Form while applying for a new position

against the advertisement. (Please refer to annex: 2.8 for a sample internal application form).

Both the internal and external candidates will go through the same selection process. Being an internalcandidate does not guarantee any positive biases, as employment will be on the basis of merit.

9. HR/OD will be allowed a period of 45 working days to complete the entire recruitment processfor any position.

2.3.5 Decision of non-advertisementIn exceptional circumstances, where outstanding candidate (internally or externally) is identified, meritappointment may be made without advertising. CD can only take such decision in consultation with HR& OD Head and indenting manager.

In such a situation, AAB will directly contact and carry out the process (interview, references etc) of

recruitment.

2.3.6. Selection procedureShort listingThe indenting department/unit is responsible for initial short- listing. The indenting manger forms a

team within/outside the department of 2/3 members. Final short- listing is made by the indentingmanager and Head-HR & OD. For Coordinator and above positions, short-listing is finalised with a

final overseeing by the CD.

The selection process for all positions from Assistant and above must include two stages: written testand interview. Only for Driver position, CV Screening along with practical operation test and interview

may suffice. Any exception to this should be approved by the CD. For fulfilling positions of supportstaff, relevant experience and interview result will be given more prominence.

Selection process may also include the following depending on the need:

Group discussion to test leadership skills, communication, behavioral skills Presentation to testclarity of concept, rational, logic and ability to put forward concept in a clear and concisemanner.

Role-play to judge decision-making and problem solving abilities. Field visit, Practical Operation test/skill test to judge technical expertise i.e driving, photography for

Participatory video etc. Discussion/Feedback meeting with peer/relevant group (particularly for senior position)

During the first stage of the recruitment process, Contacting and informing applicants for the writtentest and interview will be the responsibility of HR/OD Department. The indenting manager will


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prepare question paper for written test. An inclusion in the question paper from HR & ODperspective (attitude, career plan, values, gender sensitivity etc) by the Head-HR & OD at the end is

desirable. Checking and scoring the test script lies on the responsibility of the indenting manager andHR & OD Head for relevant portion.

2.3.7 Travel expenses for applicanta. All the travel expenses or any loss due to test/ interview are the responsibility of the applicant.b. Out station AAB internal applicant called for test/interview, will be entitled to normal per-diem,

accommodation and travel expenses according to the Policy.

2.3.8 Selection/interview panelAt the second stage, short-listed candidates based on the written test will be called for the interview.Selection for all applicants will be made by a panel, with at least one women member as indicated here

below:

Grade A: 1 Unit head, 1 HR Functionary

Grade B: I Unit head, 1 HR Functionary, 1 Officer(Unit Head and an expert will be present and assess the practicaloperation test prior interview).

Grade C: 1 Unit Head, 1 HR functionary and 1 Officer

Grade D: 1 Unit Head, 1 HR Head, 1 Coordinator or Associate Coordinator

Grade E: 1 Unit Head, 1 HR Head, 1 Coordinator or Associate Coordinator

Grade F: 2 Unit /Sector Head, 1 HR Head, 1 Coordinator/Manager

Grade G: 2 Unit/Sector Head, 1 HR Head

The final interview will be held by the CD with the help of at least 1 externalpanellist. CD in the process may direct another Senior Manager if feltnecessary.

Grade H: Country Director, 2 Head/Advisor, 1 HR Head, 1 External panellist

The selection panels, as indicated above, shall be appointed by Head-HR & OD.Selection of candidates for contractual posts shall also subscribe to the same process as applicable tothe selection of candidates for regular/permanent posts. For acute time constraints due for project

bound positions, Head-HR may waive some parts of the process with proper documentation and verbalendorsement of CD.

Selection Panel will evaluate the performance of the candidate by using the Interview EvaluationProfile. (shown in the annex: 2.9 ). Candidates will be selected based on the Interview ratings &

consensus amongst the interviewers.

The recommendations of the selection panel shall be forwarded to the HR & OD and furthernegotiations in all respects, including salary, will be carried out and determined by the HR & ODDepartment.


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2.3.9 Appointments:All appointments are required to be approved by Country Director.

Head HR & OD on behalf of the CD will issue all offer letter/appointment letter as per sample offerletter shown in annex: 2.10.

The job description, prepared by the indenting manager in consultation with the Head-HR & OD

should be attached with the offer. The Job Description (JD) will mention the position, grade andreporting relationships and person specifications. All JDs will reflect gender as an integral part of their

function and role.

2.3.10 Reference checkImmediately after final selection is made and before offering employment with AAB, Head-HR/OD mustcheck the personal referees and the present or last employer of the selected candidate, in writing, as the

reference of the candidate.

Verbal reference if checked by Head HR in addition to the written and formal reference also should bedocumented well and must be kept in staffs personal file.

2.3.11 Medical Check -upThe selected candidate will be required to undergo regular medical check. For the Drivers position, AABwill have a pre-employment eye test and hearing test of the candidate by a Specialist. AAB will bear the

medical test expenses. Under no circumstances will the organisation require HIV/AIDS testing.

2.3.12 Joining:No allowance and/or reimbursement of expenses are payable at the time of joining the services ofAAB.

On joining the new employee is required to submit the following documents:

Release letter from previous employer Copies of educational and training certificates and two copies of passport size photograph Joining letter

All appointments, irrespective of grades, prepared by HR/OD will be copied to Personnel Confidential

File and Finance Department.

2.4 Regret LetterAny unsuccessful candidates called for final interview should be sent a regret letter within two weeks

of the completion of the interview process.(Please see Annex: 2.11 for a sample regret letter)

2.5 Personnel AnnouncementsHR & OD on any new staff appointments, departures, vertical and horizontal changes in grade andresponsibility will prepare and circulate Personnel announcement to all staff and relevant concerned

Personnel announcement should contain a brief introduction of the person and their previousbackground besides the position to be taken over and joining date.


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2.6 Personal fileHR will open personal file of each staff from the day of his/her joining. Staff will be assigned with anID number chronologically according to the date of joining. There will be a list of documents to be kept

in the personal file:

- Job application/internal application form where applicable- CV, Copies of certificates and photographs- Appointment letter- Joining letter- Annual appraisal- Letters related to staff growth, movement, horizontal and vertical change (training nomination

letter, training report, relocation letter, increment letter, promotion letter, appreciation letter,letters related to disciplinary action if any etc).

- Six monthly leave status reportHR should strictly maintain confidentiality of personal file. CD, line manager, internal and externalauditor for audit and other purposes will have access to staffs personal file with HRs assistance.

Staff should update HR on information relevant for personal file updating i.e. change of address,change of number of dependents, change of number of nominees etc.

2.7 Probationary Period & Confirmation

2.7.1 Probation Period

All regular and long term contract staff of AAB will have a probation period of 6 months from thedate of joining.

There will be no probation period for Internal candidates taking up a new position unless internal candidates fall within the category

of appointments titled Development Positions. Contractual staff who have completed at least 6 months of service and subsequently have been

regularised in the service of AAB in the same or relevant area. In such cases, continuity ofservice shall stand protected and staffs service duration in AAB will be considered from

his/her date of joining in the contractual position. However staffs long term benefit i.e.Provident fund contribution, gratuity etc. will be calculated from his date in regular position.

Benefits and Facilities during probation

Staff on probation will be entitled to:

1.5 day leave per month (any category of leave based on need) and maximum 5 working dayleave without pay only in case of emergency/serious illness or bereavement of immediate family

members or relatives. COLA Adjustment Group Life Insurance Coverage Medical coverage only in line with duty

The staff on probation is not entitled to:

1) Provident Fund.2) Medical benefits coverage.3) Any increase in salary, annual increment and festival bonus.


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During this time, their suitability for the position will be appraised by the line manager and the

performance appraisal report with recommendation (for confirmation/ or extension of probation/ ortermination) shall be sent to the HR & OD Department through the Departmental Head, at least twoweeks prior to the due date of confirmation.

Line manager will ensure that adequate support and guidance is provided to staff on probation with a

view to facilitating her/his performance.

(Please see annexure: 2.12, 2.13 & 2.14 for sample confirmation letter, extension of probation period and Letter

of discontinuation from the service, respectively)

Notice period for the ActionAid Bangladesh employees during probation are usually seven dayswith the exception for few contract employees if stated otherwise in their appointment letter.

The probation period for AAB employees may be extended by an additional period of 3 monthsonly in the event it is deemed necessary.

Head of HR & OD will issue letter based on the recommendation (for confirmation, extension ofprobation or termination) in consultation/approval from CD.

2.7.2 ConfirmationAll AAB staff, immediately after confirmation, must submit to the HR/OD a Bio data form (please see

Annexure: 2.15) and related documents to record their personal information and for the use of Group

Insurance matter.

2.8 Authority ProtocolAnnexure-2.16 is a chart of Responsibility/Authority level for implementation of important human resourcesactions.


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Chapter Three: Induction


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3. INDUCTION

3.1 PolicyAll new staff will undergo an induction toAAB to help them internalize the goals,

mission and values of AA and team spirit thatis essential for them to successfully carry out

their activity in Bangladesh.

3.2 ProcessInduction is completed within 1 month ofbeginnin g a new role in ActionAid Bangladesh.

The induction period will be usually two weeks,however the time frame depends on the position

level, work pressure and organisation's situation.

It is the responsibility of the line manager to

ensure a proper induction given to the new staffon his/her specific roles, responsibility and

departmental functions, handover note (if any),working relationship with other staff/unit,

Unit/Department/Programme specific documentsand field visits wherever possible.

HR in consultation with the line manager willarrange a generic induction for the new staff.

Contents of generic induction Programme: Astandard induction program in AAB can include

the following elements:

Introduction to colleagues Orientation to organisation structure, policies

and procedures Group discussion with 4-5 old AAB

members from different units/departments Provide important AA and AAB documents

for study i.e. Fighting Poverty Together,Policies and procedure manual important for

the new staff (HR & OD, Finance, Admin,Sponsorship, Partnership Policy, GlobalHR/OD Policy, ALPS, Communication

toolkit etc.), Country Strategy Paper, Annual

Report, Minutes of SMT/EMT/Otherimportant meetings Introductory video onAAB.

All documents are not suitable for all level of

staff, therefore, HR and respective line managerwill provide the suitable document catering the

staff level and need.

3.3 Impact of induction ProgrammeAt the end of the Orientation period, staffmember(s) will write their views/comments and

gaps in the Orientation process and will send it tothe Head of HR/OD to be kept in his/her

personal file with a copy to theirDepartment/Unit Head.

3.4 Re- orientation for Existing Staff

It is also important for the existing staff to beperiodically re-oriented in to the organisation

vision, mission values and work for them tomake a significant change.

Weekly Coordination meeting, All staff meeting,

Monthly Senior Managers Meeting (EMT) apartfrom the following events, will serve as a sourcefor re-orienting staff on different changes in the

policy and other organisational issues:

AAB Senior Management:

Once a year, HR to initiate.

All staff re-treatAt the end or beginning of each year, HR will

initiate and will organise jointly with Admin.

Departments/ Regions/ may also similarly holdretreats to review and refocus on their workareas.


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Chapter Four: Holidays & Leave

In the annexure:

Annexure 4.1: Leave Application Form

Annexure 4.2: Six monthly & yearly leave statement


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4. HOLIDAYS AND LEAVE

4.1 HOLIDAYSAll regular and contract employees of AAB irrespective of being on probation or confirmed,shall be entitled to observe the official holidays with full pay unless the conditions of work andfield assignment are set otherwise.

Weekly HolidayAAB observes Friday and Saturday as the weekly holiday. In practice Saturdays are normally

working days as and when the need arises. All staff must be available to work on Saturdays whenrequested.

National HolidayHR & OD will prepare a yearly holiday list according to the Government declared national

Holidays. AAB will not observe more than 14 days holiday in a year. Optional holiday,maximum 2 days a year, may be granted for staff to enjoy religious festival. Once the holidaylist is approved by the Country Director, the list will be issued before the Calendar year starts,

and become valid for the AAB offices.

No compensatory day is allowed in the event a holiday falls on a Friday or Saturday.

If the Govt. announces an additional public holiday, Country Directors approval is required forAAB to allow this holiday to its staff. However, if there is no scope to communicate the CDsdecision to the staff, AAB staff may observe the announced holiday.

4.2 LEAVE

4.2.1 PolicyAll staff are entitled to enjoy their leave.

4.2.2 Guideline Leave period shall be from January 1, to December 31, Leave shall be granted in the form of full or half days. Any fraction of the leave calculation

shall be rounded up by .50 or 1 day whichever is the closest.

Official weekends and holidays will not be treated as the day of leave. Apart from Annual Leave none of the other categories of leave can be carried over into

the next year.

Apart from Annual leave, no leave can be en-cashed. Each Line Manager must report any unauthorised absence of more than two days to HR/OD

for their information and future actions. Any absence without authorisation shall be treated as Leave Without Pay when the line

manager, Head of HR/OD or CD is not satisfied with the employee's explanation.

4.2.3 Procedures:

All leave applications should be made by properly filling out Leave Application Form.(Please see annexure: 4.1 for a sample leave application form )

All leave apart from prolonged illness leave, Study leave and Sabbatical leave will beapproved by Line Managers on the basis of the leave status provided in the application

form by HR & OD. Staff will submit the approved leave form to HR & OD for record and leave database

update.


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Leave during Probation period:

Staff on probation are entitled to 1.5 day leave for each completed month apart fromgovernment and weekly holiday.

Any leave taken over and above the allotted days will be treated as leave without pay. Probationary staff when confirmed, will be credited for annual leave of the year with the

balance of his/her Annual leave of the probation period.

4.2.4 Leave category

a. Annual LeaveAll regular and long term contract staff are entitled to 20 days annual leave. All confirmedemployees will be credited in advance for annual leave on 1

stJanuary of each calendar year.

Staff shall apply 5 days in advance to avail more than 3 consecutive days of annual leave.

A maximum 10 days annual leave can be carried over to the next leave year, thus the balance

of annual leave will not exceed 30 days for a given year.

AAB encourages its staff to avail due annual leave. Staff and line managers should normally

jointly plan for earned leave to be taken during the year in advance ensuring that work doesnot suffer.

Maximum 15 days leave en-cashment is possible only at the time of separation.

b. Medical LeaveAll confirmed and long term contract staff are entitled for 12 days Medical leave a year whichcan not be accrued in advance.

Staff will apply for medical leave only when he/she is sick and unable to continue work or unable

to attend work. The staff shall inform his/her line manager as soon as possible on the first day ofabsence.

Staff who are sick for 3 or more days must inform the line manager and HR & OD with a letteror certificate from a medical practitioner. The letter must indicate the diagnosis and the expectedtime/date of joining.

In the event Medical leave is exhausted, staff may apply for leave to be deducted from their

annual leave entitlement.

c. Prolonged Illness LeaveRegular and long term contract staff member who are temporarily unable to perform their duties

will be eligible (after exhausting the due Medical and Annual Leave) to take up to 2 months paidleave. During this period, only gross salary will be paid.

A doctor's certificate indicating the condition and recommendation must be submitted to Head ofHR/OD, with the recommendation of his/her Head of Department/Unit. The CD will approve the

prolonged illness leave.

d. Maternity Leave Women staff, who have worked for at least 12 months in AAB, are entitled to maternity leave


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with full pay up to a maximum of 120 days calendar days (calendar days include weekendsand national holiday).

Staff may avail 2 weeks paid leave in case of miscarriage.

The leave can be availed as close to expected date of delivery (EDD) as advised by herdoctor. Line Manager approves this leave. An expectant female employee shall notify the Head

of HR/OD through their respective Line Manager in writing and apply for Maternity Leave atleast two months prior to the expected delivery date to enable a maternity cover during the staffs

absence. Appropriate medical certificates must be attached with the leave application.

Maternity leave with full pay will be granted twice in the tenure of staffs employment atAAB. Staff worked less than 12 months in AAB will take maternity leave without pay

however, will get maternity benefit coverage under AAB medical benefit policy.

e. Paternity LeaveA male employee will be entitled for paternity leave for duration of 7 calendar days aroundthe Expected Date of Delivery (EDD) of his wife. Appropriate medical certificate in supportof wifes EDD must be submitted with the leave application.Male employees are entitled to paid Paternity Leave only on two occasions during his tenure of

service with AAB.

f. Special leave/Compassionate leave/Emergency Leave All regular and long term contract staff shall be entitled to five working days special/emergency leave per year. This leave shall be approved by Line Manager on the followingbasis:

a)Wedding ceremony of staffb)serious illness or bereavement of member of immediate relatives.c)other reasons judged a clear and valid emergency

(Immediate relatives include spouse, children, parents, brother/sister only and father-in-law &mother-in-law).

A written leave application must be submitted to the Line Manager, on return to work.

h. Compensatory leave/leave in lieuStaff may avail maximum one-day compensatory leave only when s/he has to travel/visit

field, facilitate, participate training/workshop (in country and overseas) for at least 8 hours ormore during weekly/official holiday/s.

Compensatory leave does not include meetings between two individuals, meetings within theunit or division/office, meetings between two or more units or meetings which are held in the

specific interest of individual/s, unit/s, division/office.

1 day Compensatory leave needs to be availed, with the prior approval from the line manager,within a period of 30 days failing which the same shall be treated as having lapsed.

Staff need to work during national holidays is entitled to separately enjoy full daycompensatory leave for each national holiday.


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i. Leave Without Paya. Leave Without Pay may be granted (according to the following limit) if an employee

requests such leave and in the event no leave due to him/her:

Unconfirmed staff [Not exceeding 5 working days] Short term Contract Staff [Not exceeding 5 working days] Confirmed Staff [Not exceeding 1.5 months in a year]

b. Approval of such leave for the confirmed staff must be obtained from CD based on therecommendation of the respective line manager.

c. Confirmed staff shall be entitled to all applicable benefits i.e. (PF contribution from theemployer, gratuity calculation, festival bonus if any, medical coverage) except gross salarywhile on Leave Without Pay, subject to rejoining.

d. In exceptional case, a confirmed employee may request for Leave Without Pay for more than1.5 month for a valid reason, and such leave may be granted only by the Country Director or

his/her designate. The concerned employee, in this case, shall not be entitled to gross salary,or any other monthly allowance during the additional leave without pay period.

j. Sabbatical breakSabbatical break is offered to any staff who has worked at least 5 years in AAB. Such leave is

granted only if the leave period is utilized for the specific purpose of undertaking study orresearch which will lead to professional career growth and can be availed only once in theentire career of the staff member.

A staff member is entitled to a maximum 3 months paid leave and 9 months unpaid leave withtotal sabbatical break not exceeding 12 months.

This category of leave will fall under studies/research initiated by the individual concern withno financial implication from AAB apart from 3 months paid leave. Staff will not be entitled

to festival bonus, gratuity, medical benefit and provident fund contribution, annual leaveduring sabbatical break, however will be insured under Group Life Insurance coverage.

In cases, where staff has worked more than 5 years in AAB and is willing to pursuestudy/research without hampering usual office work (i.e. through distance learning, eveningcourses etc.), AAB will contribute maximum 3 months salary or the actual cost of study,

which ever is lower. Staff in this case will continue to receive regular salary and benefits.

Staff pursuing evening courses or distance learning may apply for reduced working hour witha proportionate deduction in the salary for the purpose of studying or taking preparation forexams.

Procedure for Sabbatical breakApplication for sabbatical break with detail information should be forwarded to Head-HR &OD through line manger at least 3 months ahead of the intended leave date.

Only CD will approve the sabbatical break with the endorsement from CMT. Final approvalis contingent to the submission of the documents verifying the admission to the institution

concerned.

k. Study leaveThis leave is based on the officially agreed study (upgrading of academic qualification) in linewith succession planning and desired professional growth.


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AAB may cover full or partial financial support (air fare, pocket expenses etc, if it is notcovered from other sources/funds) according to the AAB Bond Agreement.

This may also include staff who have obtained scholarships from reputed institution with nofinancial implication for AAB. The obtained scholarship must be on the study/subject that arerelated to AAB work and its mission and also advances career development of the concernedstaff.

Study leave will not exceed maximum 2 years period.

Procedure for Study leaveCD will approve this leave on the recommendation of the line manager through HR & ODand in endorsement of the CMT.

The staff member concerned shall not be eligible for salary or any other benefit i.eprovident fund, gratuity, festival bonus, medical benefit, annual leave during the

study leave period.

the staff would be offered a similar position on return from the leave at any of theoffices of AAB. The terms and conditions, as applicable to the staff member prior to

her/his proceeding on leave shall be protected. Continuity of service will stand protected. staff shall have to clear all loans/advances availed from AAB before proceeding on

study leave.

Prior to taking any personal initiative for pursuing higher study, staff will informrespective line manger and HR & OD for a smooth leave and activity planning.

4.2.5 LEAVE RECORDSLeave records are centrally maintained by HR & OD. Project office outside Dhaka ensures

leave record keeping. Leave records are to be sent to HR & OD monthly for updating.

HR/OD will prepare a six monthly and yearly leave statement (as per Annexure: 4.2) for office

record.


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Chapter Five: Remuneration & Benefit Package

In the annexure:

Annexure 5.1: Current Grade & salary structureAnnexure 5.2: Allowance Chart

Overtime rate Relocation allowance rate Acting Allowance rate Car pooling allowance-rate & procedural detail

Annexure: 5.3: Project Allowance GuidelineAnnexure 5.4: Travel accommodation and per-diem (Extracted from AAB Admin Policy)

Annexure 5.5: AAB Mobile Phone PolicyAnnexure 5.6: AAB Medical Benefit Policy

5.6.1 Medical benefit reimbursement formAnnexure 5.7: Group life insurance detail

Annexure5.8: Vehicle Requisition Form


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5. Remuneration & Benefits Package

5.1 Policyi. This policy is applicable to all regular AAB staff. Contract, casual and other category of

staff will receive remuneration and benefits as per their specific terms and conditions.

ii. AAB seeks to provide a remuneration package which attracts, retain and motivatesquality staff.iii. The remuneration policies are transparent and non discriminatory.iv. AAB remuneration package is based on the comparative wage structure of the top local

INGOs that AAB identifies with. AAB positions itself not lower than the medium and

not higher than the upper quartile of its comparators.v. There is some flexibility for placing new starters above the entry point of the salary scale

where appropriate previous relevant experience is demonstrated. However, starters willbe normally placed in entry level.

5.2 REMUNERATION5.2.1 Grade and salary structure

1. AAB follows a consolidated salary policy (i.e. an all inclusive salary package) and it is

defined as Gross Salary.

2. Current Grade and Salary Structure is attached in Annexure: 5.1

3. There are 8 Grades/bands with 15 steps in each corresponding Grade (Grade A-Support Staffto Grade H-Head/Advisor) representing varying degree of relative responsibilities.

4. Movement from one Grade to another is a function of promotion and increased levelresponsibility. Movement within the Grade i.e. step increment is a result of salary increases

due to annual increment and COLA.

5. The difference between the steps of the salary chart is a 5% cumulative increase of the priorstep.

5.2.2 Salary Paymenta. Salary payments are made in the last working week of the month through designated bank.b. Staff shall be paid his/her salary for any fractional period of a month as per the followingformula:

Monthly Salary

--------------------------- x Days worked in that month.

30 (or 31 or 28)

c. Deductions from employee's salary shall be made automatically for the following reasons:

- Provident fund contribution- Income tax- Unauthorized absence, leave without pay or suspension


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- Damage to, or loss of, goods expressly entrusted to the employee forcustody, or for loss of money for which he/she is accountable, when such

damage or loss is directly attributable to his/her negligence or default.- Recovery of over payment of salary, allowance or benefit- Other dues (lunch contribution, loan instalment against provident fund,

advance adjustment).

d. Deductions will be made through salary vouchers and will be the responsibility of the Headof Finance. Head-HR will inform staff officially on salary his/her salary deduction before the

end of the month with a copy to Finance.

5.2.3 Staff Income TaxAAB shall deduct at source the Income Tax payable by the AAB regular and contract statusemployees from their salary each month. AAB will submit full income tax payment to the GOB

and copy of all relevant documents to staff.

Staff is responsible for personal tax assessment and submitting relevant document to theconcerned authority of GOB for any tax rebate.

An individual staff member shall be held liable for mis-presentation or misleading information or

falsification of any statement in the Income Tax Return, which will result in strong disciplinaryaction.

5.2.4 Salary advancesAAB does not encourage giving salary advances to its staff. However, in acute personalemergencies and exceptional cases maximum 3 months salary advance can be given to staff,

free of interest, repayable in 12 equal monthly instalments.

Staff will apply for salary advances through their line Manager to Head-HR & OD. Salaryadvances must be approved by CD.

5.2.5 Over timeOvertime is applicable for support staff and drivers only according to AAB Administration

Policy. Please see annexure: 5.2 (Allowance chart) for overtime rates.

5.2.7 Salary ReviewAAB reviews salary after every 3 years to keep pace with the salary market and other externalfactors. Salary review takes into account of the current local salary market across comparableINGOs and standard benefits outlined in the Global HR & OD framework.

Head HR & OD initiates salary review with endorsement from the CD. Salary review iscarried out by Head-HR, Head-Finance and external consultant if and when necessary.CD may also form a small review committee internally.

All major reviews (over hauling of the salary structure) should be conducted inconsultation with the RD and Regional HR & OD Coordinator.

Salary review should into account the prevailing market inflation rate along with otherfactors.

CD must approve all salary review decision after SMT ratification. A salary review will not necessarily ensure a raise in salary.


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5.2.7 Annual Increments All regular confirmed staff members who have completed one year or more will be

entitled to 1 step salary increment every year in January. This will enable the staff to beplaced at the next step of his/her grade as per the salary chart.

Increments will be disbursed in two slots a year: In July and in January.Regular staff joined between January-June will receive increment from the date of

completing one year service in AAB in July slot.Regular staff joined between July-December will receive increment from the date of

completing one year service in AAB in January slot.

Staff will lose current years increment in case of any disciplinary action taken againsthim/her.

At the end of the last step, no further increment is possible within the same Grade.

5.2.8 Cost of Living Allowance (COLA)All regular (both confirmed and probationers) and long term contract staff are entitled to have

COLA adjustment announced each year except for the year of salary review.

COLA is announced on the basis of the inflation rate of the preceding 12 months according to theConsumer Price Index, Bangladesh Bank and other relevant sources. Other comparative INGOsdecision on this are also taken into consideration.

HR & OD department and Finance department jointly make recommendation on COLA to the

Country Director based on market survey by March. CD approves COLA with endorsementfrom the CMT. Hard copies of the Cost of Living Increase release will be filed annually forrecords.

The announced COLA is effective from each January/date of joining for the new staff in themonthly salary.

5.2.9 Promotional IncreasesFor a promotion to higher Grade (but not more than one Grade), staff will occupy the step of the

upper grade in such a way that he/she receives an increased salary not less than his/her one stepincrement at the current grade.

5.3 BENEFITS PACKAGE

5.3.1 ALLOWANCES

All allowances will be applicable to all regular and contract staff.

5.3.1.1 Relocation AllowanceStaff members are entitled to one time re-settlement allowance as relocatio n allowance inthe event of transfer and national secondment from one geographic location to another in a

different part of Bangladesh.

Please see annexure: 5.2 (Allowance chart) for relocation allowance rate.


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5.3.1.2 In Charge Allowance/Project AllowanceIn Charge allowance: A staff member is entitled to In Charge allowance in an event he/sheassumes the responsibility of a higher position for a given period of time.

The In Charge responsibility must be of minimum 1 month and should not continue for morethan 6 months.

Project Allowance: AAB as Project Coordinator/Manger assigns suitable potential staff for atime bound project to further the career growth of the existing potential staff.

Please see annexure: 5.2 (Allowance chart) for acting allowance rate.Please see annexure

5.3.1.3 Clothing for the support staffAll Admin support staff are annually eligible to receive specific clothes to wear while onduty.

For male staff : 2 shirts and 2 trouser (every year)For female staff : 2 sarees/salwars and 2 blouses/kameez

Cook will be eligible for 4 aprons every year in addition to above.In winter, support staff will receive one woollen sweater every two years.

5.3.1.4 Car Pooling AllowanceAAB contributes to one- third of the standard fuel cost for a group of atleast 2 staff travellingtogether to and from the office according to the set criteria. Please see annexure: 5.2 for carpooling allowance rate and procedure.

5.3.1.5 Travel Allowance

Official travel (in Country) AAB's per diem policy is based on the philosophy that per diem is intended to cover the cost offood above and beyond what it would normally cost the employee if s/he stayed at her/his normal

duty station. AAB per diem is not considered as salary or income, and therefore is not intendedto provide the staff with any surplus money at the end of their trip.

AAB staff are required to travel/visit outside the city for official purpose. AAB encourages

its staff to reside in AAB guest house or partners guest house (wherever applicable) duringtheir visit to the respective areas. AAB will reimburse the actual cost of the guest house tariff.

AAB will provide transport (except air fare), accommodation and food (or perdiem) forFemale staff traveling with children and one baby minder.

Please see annexure: 5.3 for a detail in country accommodation and per-diem chart.

Air Travel (national)AAB prefers conservative use of air travel as a mode of transport. Senior Managers may

travel by air. Similarly they may also recommend travel by air for their staff only underfollowing considerations:

During emergency situation Remote areas that are more accessible by air than land


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Female staff traveling alone More cost effective ( considering total ofperdiems, accommodation allowance, staff wage per day and transportation costs)

All air travel must be approved by the CD or his/her designee.

International TravelPer-diem rate for visit outside Bangladesh will be applicable at the rate of the respective AA

country program/AA offices/AA Asia policy (irrespective of visit to/not to AA offices).

In an event, a female staff traveling with child up to 18 months of age, AAB willcover airfare (for the child only) and food and accommodation for the child and thechild minder as per AA Asia Child Care and Travel Policy.

Receipts and vouchers of all expenses need to be produced at the time of claiming.(Please see annexure: 5.4 for perdiem rate in the countries other than having AAprograms/offices. Also please see AAB Admin Policy for detail)

5.3.1.6 Mobile Phone Allowance

AAB recognizes the need of having mobile phone facilities for its staff members based on

particular principles and criteria.

Please see annexure: 5.5 AAB Mobile Phone Policy for entitlement and proceduraldetail.

5.4 STAFF WELFARE SCHEMEAAB has a range of staff welfare scheme to improve motivation, morale, physical and mentalhealth.

5.4.1 Provident FundEach confirmed regular staff is automatically created with a separate provident fund account

from the date of confirmation of service in AAB. Provident fund constitutes 6% of staffs salaryeach month with an equal amount of contribution (6%) from AAB in employees name. The totalamount is deposited every month in the individual interest account of each employee and is givenas an end service benefit at the time of separation.

An employee leaving AAB before one year will not receive employers PF contribution.

An employee who is dismissed on the ground of financial misappropriation, will receive ownprovident fund contribution amount but shall not be eligible for organization's contribution.

Loan from provident fundAny staff may take loan from his/her provident fund account, not exceeding 80% of theprovident fund balance.

Loan request should be made through the line manager to the Provident Fund Committee for

approval. The committee will send a copy of the loan approval letter to HR & OD to keep inthe personal file.


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5.4.2 Staff GratuityAll regular staff who have completed one year service with AAB are eligible for one month'sgross salary as Gratuity for each completed year of service with AAB. AAB staff, if maderedundant, will be eligible for Gratuity after confirmation of service.

For the purpose of calculating gratuity, the 1st day of January in each year/or the date ofjoining (for the new employee) shall be treated as the starting date.

If confirmed employee leaves AAB, subject to one year's completed service with AAB, aprorated amount will be paid for any fractional period of the year.

At the end of each year of completed service, the Gratuity amount will be deposited in thename of the employee but will be disbursed only at the time of separation.

Staff will not receive last years gratuity if they are dismissed for disciplinary action. No advances on Gratuity are allowed.

5.4.3 Staff Festival BonusAll regular and long term contract staff are entitled to receive two Festival Bonuses equivalent toone months gross salary in a year. These will be paid at the time of the two major religiousfestivals according to the following or as preferred by the employee, which should be stated, toHR at the time of joining:

Muslim : Eid-ul-Fitre and Eid-u l-AzhaHindu : Durga Puja and Kali Puja

Christian : Easter and ChristmasBuddhist : Buddha Purnima and Ashari Purnima

Staff on probation during festival will be eligible for bonus after confirmation. The festival bonuses are subject to normal income tax. No advances on the festival bonus are allowed. If any staff immediately resigns or is separated after receiving festival bonus, AAB will

not take any action to recover the same.

5.4.4 Medical benefit schemeEach regular & long term contract staff are covered under AAB Medical benefit scheme with a

maximum coverage ceiling on hospitalisation. Staff may also apply for maximum 60% of thestipulated amount as advance for hospitalisation. Staff as outpatient are also entitled to bereimbursed within a fixed amount per year.

This scheme also covers staffs spouse and immediate dependent (children).

(Please see annexure: 5.6 AAB Medical benefit Policy for detail of category ofhospitalisation coverage, diseases exempted from the scheme, process of taking advancesand settlement etc.)

Short term contract staff, if meet any accident, in line with duty may reimburse up to 10,000/-taka per year on submission of receipt to HR & OD.


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5.4.5 Personal accident insuranceAll regular and long term contract staff are ensured against personal accident. Compensation

are paid to staff who have been partially disabled due to any accident as per dismembermentbenefit of staff group insurance.Head-Finance ensures insurance coverage at all point of time upon receiving relevantinformation from Head-HR & OD.

5.4.6 Death in ServiceAll staff are covered under the Group Insurance Policy for an amount equivalent to 5 years and10 years annual gross salary on the basis of the last drawn salary in case of normal and accidental

death, respectively.(Please see annexure: 5.7 for insurance coverage detail)

5.4.7 Staff Fidelity InsuranceAAB has a policy to give an Insurance cover on staff fidelity. AAB has a list of employees, who

are the bank signatories, covered under Fidelity Guarantee with the sum assured against eachsuch staff. The insurance premiums shall amend, or make any changes as and when deemednecessary.

5.4.8 Cash-in-Transit InsuranceAAB shall provide Cash-in-Transit insurance for the cash transferred from various banks to AABoffices to the field and vice versa shall be covered under this insurance policy. AAB shall preparea list of places to transfer of money and it's sum assured for the purpose of giving an insurance

coverage. This is only applicable for finance staff.

5.4.9 Group Travel PolicyAll staff members traveling out of country on official business are covered under the Group

Travel Policy administered through AAUK. This covers out of country travel and visit upto

six months' period. Coordinator-Admin will inform AAUK a week prior to the travel dateeach time a staff member travels out of country on official business so that this insurance

cover can be provided to such staff.

5.4.10 TransportationWomen staff in particular when required to work late will be provided with drop off at homeafter dusk.

Services from a reliable taxi service or the office vehicle will be provided if delayed due to officework. Staff can reimburse the fare at actual in the next day.

Staff will fill up a form (please see annex: 5.8) requesting dropping off and send to Coordinator-

Admin. For any anticipated late working, staff will inform Admin before 3 pm of the sameday/one day before.

5.4.11 Redundancy/Phase out of projectIn the event of any staff being made redundant due to planned phase-out of the project/position,will be given an equivalent to 3 months gross salary as compensation with 3 months prior notice.

Salary in lieu of notice will be given in case of immediate redundancy.(Please see Chapter: Staff Separation for detail)


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5.4.12 Crche/Childrens spaceAAB offers space for the working parents to bring their minor child in the workplace without anyfinancial contribution from the staff. .

5.5 STAFF SECURITYAAB is concerned about staff safety and security. HR & OD Department and Admin Unit willensure that orientation of first aid training, fire safety and earth quake is given. Other safety

protocol within the office environment also need to be maintained.

Staff are also expected to maintain the following:

a. Immediately report any unsafe conditions (if any) to the Head of Administration in therespective office.

b. Immediately report all injuries to the Line Manager and Head HR & OD, Head- Adminor in their absence to the CD.

c. AAB is covered with the Fire Insurance Scheme.

AAB as per the global HR & OD framework also complies with the following:

ActionAid Bangladesh is responsible for the evacuation of all staff, and their recogniseddependents, from a risk area if they are at risk directly because of their job with ActionAid

Bangladesh.

Where ActionAid Bangladesh has deployed staff at a risk zone, and their home base is inanother area or country, AAB is responsible for the evacuation of such staff, because they would

not otherwise be there.

AAB does not pay ransom to kidnappers, but makes every effort to secure the release of its staff.

Staff members who are abducted as consequences of their association with AAB, receive full paythroughout the period of their captivity and support is provided for their dependants.


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Chapter Six: Performance Management System

In the annexure:

Annexure 1: Self Assessment Format

Annexure 2: 360 degree feedback format/ peer review formatAnnexure 3: 360 degree summary feedback report format


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6. PERFORMANCE MANAGEMENT SYSTEM

6.1 PolicyAAB Performance Management Systems are constructively and fairly used to assess staffsperformance development plan and to identify training and development need.

Managers and staff are mutually obliged to ensure that there are clear objectives andaccountabilities defined and that these objectives and accountabilities are aligned with

appropriate strategies / plans.

6.2 GuidelinePerformance Management Systems are:

Continuous and are based on principle of downward and upward accountability andfeedback from many sources, including peers and partners.

Are designed to include feedback in relation to performance against objectives and inrelation to demonstration of AAB values, attitudes and behavior relating to genderequality.

Encourages critical reflection from both sides for future learning Performance appraisal would be one of the basis to consider performance awards,

career growth or disciplinary action for staff.

Skill to conduct appraisals will be upgraded every two to three years as a part ofleadership strengthening. HR & OD will initiate this.

6.3 Frequency

Individual performance shall be reviewed during the following occasions:

Annual assessment between the staff and line manager at the end of the year. At the end of the probation period. Before considering any promotion (360 degree appraisal should be initiated on this

occasion).

Before considering any change in employment status (360 degree appraisal should beinitiated on this occasion).

Line manager will need to ensure their staffs appraisal in a timely manner. Failure to do soshall have implications on the performance o the line manager.

6.4 ProcedureStaff annual appraisal takes place between the staff and line manager. Staff are required to fillup a Self Assessment Format containing task responsibility, achievement and challenges.

Staff will send the self assessment directly to HR & OD with a copy to the line manager. LineManager and the staff will jointly appraise the assessment at an agreed time. Line Manager

will send his/her comments on the assessment to HR & OD. Line Manager must share hisview with the staff before sending the comments, which should be signed by both parties in


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the hard copy. There should be space for the staff to give additional comment on the sheet, ifany.

Please see annexure: 6.1 for a sample self assessment format.

360 degree appraisal process

a. HR & OD will select at least 3 staff to provide feedback on a particular staffin addition to his/her line managers assessment. Selection of feedbackprovider will be made from the list of the potential reviewer provided by the

staff. Staff and line manager may also jointly agree on the reviewer. HR &OD will also suggest few names along with this. For 360 degree assessment

of a program staff, it is desirable to obtain feedback from a staff of partnerorganisation he/she is managing.

b. Reviewer should cross cut at least one from peer level, supervisor level andfrom one staff just below his/her grade.

c. Reviewers sshould include persons with whom the employee has frequentinteraction or colleagues in other organisations including partners s who mayhave a view on the employee's performance.

d. HR & OD will send each reviewer a questionnaire (please see annex: 6.2 fora sample) requesting to provide feedback in the form. List of jobresponsibilities or individual performance competencies for comment may

also be included in the form.

e. Head- HR & OD will prepare a summary of the feedback received and thiswill be shared with the line manager, country director and the staff

concerned.

(Please see annexure: 6.3 for a sample summary feedback format for 360

degree appraisal)

f. All feedback will be treated confidentially without quoting name of thefeedback provider. Comments may be used to highlight any strength or weakareas of performance in the summary feedback.

Summary feedback will be kept in staffs personal file.


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Chapter Seven: Staff Development & Career Growth

In the annexure:

7.1 Sample national secondment agreement letter

7.2 Sample international secondment letter


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7. Staff development and Career Growth

7.1 Policy

ActionAid Bangladesh believes that appropriate forms of training and enabling opportunitiescontribute to Human Resources Development by the way of upgrading the job skills, existing

potentials and growth which benefit staff and the organization.

AAB helps staff to develop their skill and knowledge therefore improving their employability.

Staff are encouraged to accept that, AAB being a project itself, may not ensure permanency ofemployment and job security.

It is recommend that each staff should have opportunity to upgrade their knowledge and skillthrough HRD interventions which could include training, workshops, exposures, exchange

visits.

7.2 Staff Development Need AssessmentStaffs development need areas should be identified and agreed with the line manager as TNA(Training Need Areas) during the Performance Management system (through Annual

appraisal) each year and monitoring of the work of the staff by his/her line manager.

All training using AAB's funds or time are subject to the organisational need and should bewithin the budgetary level.

7.3 Staff development plan & budget

Staff development/Training Need assessment is a continuous process and should de done prior to

formulation of 3 yearly Plans and Budget. Each Unit and Department will draw up a yearlyTraining Plan and Budget at the time of budget preparation.

The training plan includes the training of staff as individual and organisation level.

Each Unit/Department will submit a copy of their yearly training plan to HR/OD in September(each year) to incorporate in the AAB Country Training Plan.

7.4 Selection of Employees for training and authority of selection

It is the responsibility of the line manager to decide when or who should receive training. For

local level training, respective line manager will recommend nomination to the Country Directorfor approval through HR & OD.

For overseas training/visit, final selection and approval will be made by the Country Directorwith endorsement from CMT within the approved plan and budget.

Selection of staff for training should be based on:

skill, knowledge and attitude enhancement in present job additional skills for foreseen expansion of job or increase in responsibility need of organisation to create special cadre of staff i.e. PRA expertise,

advocacy, social development, management training, TOT etc. the training will benefit the organisation ensure gender parity


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Probationary staff are normally not eligible for a long workshop or training course (longer than 1

week). Any exception to this should be agreed by the CD.

All overseas visit/training must have CDs approval.International training, workshop or visits will be managed by the Coordinator/Head-Administration.

7.5 Categories of Staff Development Interventions

7.5.1 Training

7.5.1.1 Local external TrainingThis refers to those HRD interventions occurring in country. Line Managers will be fully

responsible for ensuring that their staff receives access to training and development events inareas that have been identified for them.

This is especially valuable if the external training can provide expertise or sharing of experiences

that is not available in the organisation. For some employees external training may be utilised toenhance, update, or develop specific skills. AAB employees who receive external training willsubsequently orient colleagues and counterparts.

Local training budget will be located within department and regional budgets.

7.5.1.2 Local Generic training (In house)Generic training will refer to general training areas that are applicable to a large number of

organisation staff. The generic need areas will be identified from strategic plans, andindividual development programmes and evolving internal need.

This could include in house training to staff by using the skills and experience of any senior staff,

in house trainers or consultants. In-house training will be designed and managed by theconcerned section, or office in collaboration with HR/OD and Capacity Building Unit (CBU) of

AAB.

7.5.2 Overseas Training:This will refer to those events and interventions that will enable the further growth anddevelopment of staff and may require travel out of country. This will be coordinated by Head-HR & OD and its budget will be located in the HRD

hr od policy 2004-full version final 1

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