HR Processes Manual - Index.doc

Human Resources Processes ManualIntroductionThe procedures contained in this manual are not issued as an amendment or substitution to the Human Resources Policy, local employment practices, which prevail in case of any variance in interpretation.They are intended to establish specific human resources procedures within the framework of the above policies. The key purpose of this manual is to serve as a guide for Managers within the organization and Human Resources PersonnalDefinitionsManger refers to any staff within the organization, retail offices worldwide with direct supervisory responsibilities over people.GHR refers to the person or persons in charge of Human Resources in Human, as per the authority delegated by the Director.Head of department refers to the person in charge of a given department as officially nominated by the Organization.How to use this manualThe procedures in this manual are grouped in chapters. The chapter organization intends to reflect the life cycle of a staffs through the organization. Every procedure comprises the following sections:Introduction:Introducing the purpose of the procedure and/or processes. Responsibility:Established the responsibilities of manager and/or GHR for implementing the procedureProcedure:Description of the steps required for implementing the procedure.Guidelines for HRMG:Provides detailed guidelines for HRMG.Specific conditions and considerationsAs these procedures provide general guidelines, it may be necessary that specific conditions or considerations are developed to ensure consistency with the rules, legislation and practice prevailing at a particular department. Such provisions may be appended to any of the procedures contained in this manual and may increase detail, state specific differences, or include particular considerations to take into account when applying the procedure locally.Table of ContentsChapter 1 Recruitment and appointmentSection 1 Recruitment processSection 2 Appointment and inductionSection 3 Staff member contractsSection 4 Internal transfers (If Any)Section 5 Probationary periodSection 6 Employment of relativesSection 7 InternSection 8 Temporary personnel/Contract StaffSection 9 Post Retirement Chapter 2 Position ManagementSection 1 Position descriptionsSection 2 Grade structureSection 3 Position evaluationSection 4 Special Allowances Overtime ClaimChapter 3 Compensation and benefitsSection 1 Competitive compensation structureSection 2 Salary reviewsSection 3 BenefitsChapter 4 Performance Management Section 1 Performance managementSection 2 Progress review and feedbackSection 3 Annual performance evaluationSection 4 Rewards for meritChapter 5 Professional development and trainingSection 1 Training needs assessmentSection 2 On the job trainingChapter 6 Personnel filesSection 1 Personnel filesChapter 7 General employment proceduresSection 1 LeavesSection 2 Personal loansSection 3 Confirmation of Employment and References/TestimonialSection 4 Resignation Section 5 Appearance/Dress CodeChapter 8 Responsibilities of staff membersSection 1 Outside activitiesSection 2 Disciplinary proceduresChapter 9 Personal Grievances Section 1 Grievance procedureChapter 10 Termination/redundancy/dismissal Section 1 Termination of employmentSection 2 RedundancyAnnexesAnnex 1 Employment Requisition FormAnnex 2 Personal Particular FormAnnex 3 Reliance Social Club Membership Application FormAnnex 4 Employee Exit Interview FormAnnex 5 Employee Clearance and Handover FormAnnex 6 Performance Appraisal FormAnnex 7 Apprenticeship Trainee Assessment FormAnnex 8 Apprenticeship Trainee Feedback FormAnnex 9 Post Retirement Recommendation FormAnnex 10 Post Retiree FormAnnex 11 Salary Advance Application FormAnnex 12 Annual Leave PlanAnnex 13 Leave Application Form Annex 14 Job Application FormAnnex 15 Overtime Claim FormAnnex 16 Interview Assessment Form Chapter 1 Recruitment and AppointmentSection 1 Recruitment processSection 2 Appointment and inductionSection 3 Staff member contractsSection 4 Internal transfers (If Any)Section 5 Probationary periodSection 6 Employment of relativesSection 7 InternSection 8 Temporary personnel/Contract StaffSection 9 Post Retirement Section 1 Recruitment ProcessResponsibilitiesManager- Obtain Approval to create a new position or to fill a vacancy, identify o Is the employment in line with the manpower structure as planned and approved in ABPo Is the employment critical in supporting the needs of the business operationso Can the job responsibilities being shared with others or the employment be of temporary of fixed termo The overall performance of the company and business volume- Prepare job description (refer to Chapter 2, Section 1 Position Description) - Provide GHR with deadline for application, desired interview dates, selection criteria and method.- Produces short list of candidate to be interviewedGroup Human Resources (GHR)- Co-ordinate the recruitment process and provides advice to Manager at all stages- Establishes the function group/grade of the position (Refer to Chapter 2 Section 3 Position Evaluation), and provides an appropriate salary range ( refer to Chapter 3 Section 1 Competitive compensation structure)- Advertise the vacancy, performs an initial screening of candidates, prior to short listing- Acknowledge application and submit files to the Manager & unsuccessful applicant Procedure1. Creation of new positionApproval to create a new position is normally granted in the annual budgetary process. For such purpose, the concern Manager must submit the appropriate justifications together with a comprehensive position description. 2. Clearance to fill vacancyOnly when the creation of a new position is approved, it can be declared as vacant. To start with the recruiting process, appropriate clearance should be sought (refer to Annex 1 Employment Requisition Form)3. Attracting the right candidateGHR will advice Manager in selecting the appropriate recruitment methods- Jobstreet (preferred), University Jobs Portal, & Internship4. Application ProcessCandidate who wish to be considered for a vacancy should submit a letter of application (refer Annex 14 Job Application Form) and their detailed curriculum vitae to GHR. If necessary, the application screening process may be facilitated by using a standard application form. Applications received after the deadline should not b e considered, unless there are valid exceptional circumstances. 5. Screening, evaluation and selectionGHR will assist in discarding application that does not fulfill the minimum requirement of the position. The concerned Manager shall establish a short-list and return to GHR to co-ordinate interviews. Manager will have to access the candidate base on the assessment form (refer Annex 16 Interview Assessment Form)6. Notification to candidatesGHR will inform all candidates of the outcome of their application. The selected candidate will be formally appointed, following the procedure detailed in the next chapterGUIDELINES for GHRProcess workflow4. Selection- Screening of application and short list- Interview panels and appointment- Notification and grade of appointment2. Attracting the right candidates3. Application ProcessAppointment1. Clearance to start recruitingSection 2 Appointment and InductionIntroductionIt must be a standard practice to help new staff, relocated staff or promoted staff to integrate into their new environment so that they become effective in their work as quickly as possible.ResponsibilityManager- Obtain approval for formal appointment after selection- Conduct the necessary induction activities on the staff members first days.- Ensure new staff has adequate space, equipment and supplies to start work.GHR- Make sure selection, appointment and induction procedures are followed; - Inform Manager after offering and staffs commencement date- In case of expatriate staff, assist them to settle in their new country or residence- Follow up of orientation activities, ensure full compliance of contract with local laws; - Monitor the completion of probation periodsProcedure1. Issuing the employment contract/fixed term contractAll staff employed must have a letter of appointment of contract. GHR will recognize only those conditions formally approved and communicated in a formal offer of appointment. All staff contracts shall be issued in accordance to the procedures described in the Chapter 1, Section 3 Staff member Contract. For expatriate staff member, also refer to Government Guidelines. For salary and benefit, refer to Chapter 3, Section 1 Competitive Compensation Structure2. Internal and external transferWhen the appointment involves transferring a staff member between different cost centers, within the same duty station, please refer to Chapter 1, Section 4 Internal Transfer. If the Appointment involves transferring a staff member between different company (different legal entities), please:-a. First obtain a resignation letter from staff b. Draft a new appointment letter with the new company letter head, with no change of benefit entitlementc. Ensure the staff submitted and signed the two above, filed in Personal File for future reference3. InductionGHR and Manager shared the responsibilities for new staffs orientation, however it is the Managers responsibilities to:-a. Introduce the staff member to fellow staffb. Review the position description with the new staff member and discus performance factorsc. Explain reporting and supervisory responsibilities; explain the organizational structure and any instruction pertaining to the job that may be necessary for him/her to get startedGHR responsibility to:-a. Obtain the necessary information for payroll processing and benefit enrolmentb. Brief staff member HR Policies and Procedures, working hours, dress code, pay procedures4. Probationary Period Refer to Chapter 1, Section 5 Probationary PeriodGUIDELINES for GHRProcess workflowSelection1. Approval of Appointment2. Contract Issuance3. Induction4. Probationary PeriodSection 3 Staff Member Contract IntroductionThis procedure sets the rules for contracting staff member on indefinite, fixed term o part time assignments.ResponsibilitiesManager- In adequate time, according to contract provisions and local legislation, inform staff on fixed term contracts that their contracts are coming to an endGHR- Prepare employment contract, ensuring timely signature- Ensure full compliance of contracts with local laws and procedures- Maintain original copies of all contracts on file - Monitor ending dates for fixed term contracts. Remind management in inform staff members concerned for completion of departure procedures- Issue any required amendment to a contract when a promotion, internal transfer or change of assignment occurs. Procedure1. Contract issuanceContract must comply with local laws and GHR Policy. After selection and approval formally appoint an individual, GHR will prepare and submit the contract with any relevant attachment to the Head of Company, for review and signature. This documentation is sent to the prospective staff member. After accepting the conditions of contract, he/she will return a signed copy to GHR before commencing appointment.2. Contract reviewChanges to contractual conditions shall be approved and confirmed in writing either as a new contract or a contract amendment. Any promotion or reassignment to anew post and/or duty station shall be con firmed in writing either as a new contract or a contract amendment. When the appointment involves transferring a staff member between cost centre within the same duty station, please refer to Chapter 1, Section 4 - Internal Transfer. If the Appointment involves transferring a staff member between different company (different legal entities), please:-a. First obtain a resignation letter from staff b. Draft a new appointment letter with the new company letter head, with no change of benefit entitlementc. Ensure the staff submitted and signed the two above, filed in Personal File for future referenceSection 4 Internal Transfer IntroductionAn internal transfer is the relocation of a staff from one cost centre to another within the organization (same legal entity). This does not involve resignation but involves an amendment to the staffs contract (if mentioned in the contract). The amendment must note the new cost centre, plus any changes in conditions such as salary, work percentage, etc. A transfer will normally follow successful selection of a staff for a vacant positionTransferring staff offers an excellent opportunity for career development and provides an effective way for organization to achieve conservation goals through experience and expertise sharing, development of projects and capacity building.ResponsibilityManager- Approves releasing the staff- Coordinate the terms of transfer with the Manager of the receiving cost centre.GHR- Ensure amendment to a contract are done in compliance with the establish policies and procedureProcedure1. AgreementA transfer will normally follow successful selection of a staff for a vacant position in another cost centre. The possibility of a transfer shall be discussed with the staff and Manager concerned, and shall involve a clear benefit for both organization and staff. Careful planning and coordination with the receiving cost centre shall be exercised in order not to disrupt the projects and activities of the releasing cost centre.2. Short term transferFor short term transfers (not more than 3 months), in which the staff is expected to return to the releasing cost centre. It is only necessary that Manager agree in writing. The receiving cost centre shall cover the full cost of the staff, including pro rata holidays. 3. External TransferIf the appointment involves transferring a staff between legal entity, please kindly:-a. First obtain a resignation letter from staff b. Draft a new appointment letter with the new company letter head, with no change of benefit entitlementc. Ensure the staff submitted and signed the two above, filed in Personal File for future referenceSection 5 Probationary PeriodIntroductionThe probationary period for newly hired staff may be varying between different legal entity, according to local conditions of services and local employment act. Any of the procedures set below should be applied provided there are no contradictions with such regulations.The probationary period provides an opportunity to the organization and the new staff to assess each other before making a final commitment. It shall normally be specific in the staffs contract.ResponsibilityManager- Responsible for raising with GHR any problem related to the performance of a new staff before the final month of the probationary period is served- Provides the staff with appropriate assistance and supervision to perform in the position. If necessary, written record should be made of any serious deficiency in job performance or personal conductGHR- Ensures that the terms of probationary period are laid out in employment contract- Seeks confirmation from the Manager of satisfactory completion of the probationary period- Informs the staff on the outcome of the probationary periodProcedure1. ContractThe terms of the probationary period shall be laid out in the staff contract and be compliant with the local labour legislation.2. EvaluationThe performance of new, transferred, and promoted staff will be continually evaluated on an informal basis. The Manager should discuss any performance-related problem. If, at any point during the probationary period, there are serious problem of performance, the Manager must bring these to the attention of GHR to decide the best course of action.3. Confirmation/TerminationGHR will seek confirmation from the Manager on the outcome of the probationary period. For that purpose, a report should be filled by the Manager (Annex 6 Performance Appraisal Form)GHR will then inform the staff, in writing, that it has been satisfactorily completed, or it will issue the corresponding termination notice, according to what is specified in the staffs contract and/or local employment act. A signed copy of this letter, together with the review report mentioned above, will be kept on the staff Personal File4. Other provisionsDuring the probationary period, newly hired staffs are not eligible for leave unless approved by the head of department.Section 6 Employment of RelativesResponsibilityManager- Follow the appropriate recruitment proceduresGHR- ensure that the policy for employment of relative is adhered to - Follow the appropriate recruitment procedures- Ensure that there is no preference given to any candidate by virtue of relationship to a staff- Ensure that the recruitment agrees with the local employment actProcedure1. AssessmentIf the relative of a staff applies to a position within organization, GHR will assess the situation and will supply its opinion on whether there would be an actual or perceived conflict of interest in recruiting such candidate2. Selection and recruitmentEven there is no conflict of interest identified, GHR will carefully follow-up