HUMAN RESOURCE MANUAL 2014

# 27 Caulker Street

Air Field

Bo Sierra Leone

Email peoplesdevelopment2014@yahoo.com

Contents

INTRODUCTION5

PERSONAL CONDUCT5

General policy5

Dress code policy5

Regular working hours6

EQUAL EMPLOYMENT OPPORTUNITY POLICY6

General Policy Statement6

Discrimination, Sexual Harassment and Bullying6

Reasonable adjustments7

Procedure: To make a complaint8

Procedure: To receive a complaint8

Procedure: To investigate a complaint9

Possible outcomes9

Pregnancy at Work9

RECRUITMENT10

General Policy Statement10

Recruitment Sources11
Recruitment Procedure12

INDUCTION, TRAINING, and PROBATION12

Induction12

TRAINING13

PROBATION13

Procedure13

Probation benefits14

OCCUPATIONAL HEALTH AND SAFTY (OH&S)14

COMMUNICATIONS AND IT POLICY14

Computers and Printing14

Personal communications15

Email policy15

Internet use policy16

Social Media Policy17

CATEGORIES OF PERSONNEL, PAY GRADES, PAY and DEDUCTION POLICIES17

CATEGORIES OF PERSONNEL17

GRADES AND DESIGNATIONS17

PAY AND DEDUCTIONS18

Consultant Payment19

Volunteers19

HOLIDAY, LEAVE, and ABSENTEEISM POLICY19

Leave Year and applicability19

Annual Leave (AL)20

Casual Leave (CL)21

Compensatory Leaves (CCL)21

Special Leave (SL)22

Parental Leave (PL)22

Absenteeism23

Procedure24

PERFOMANCE MANAGEMENT POLICY24

Annual Performance Review24

Procedure25

Performance Improvement25

Procedure25

Gross or serious misconduct policy26

Procedure26

GRIEVANCES POLICY27

Procedure27

CONFLICT OF INTEREST POLICY28

Procedure28

PROPERTY AND SECURITY POLICY29

TERMINATION AND EXIT POLICY29

INTRODUCTION
The Peoples Development Organization (herein referred to as "PDO" or "the Organization")
Human Resources Policy and Personnel Manual provide the policies and procedures for
managing and developing staff. It also provides guidelines which this Organization will use to
administer these policies, with the correct procedure to follow.

It is the responsibility of the Administrations Department to keep HR policies current and

relevant. Therefore, from time to time it will be necessary to modify and amend some sections
of the policies and procedures, or to add new procedures. Any and all changes to HR policies
will require approval from the Board, and all staff members will be informed prior to
implementation.

Any suggestions, recommendations or feedback on the policies and procedures specified in this
manual are welcome.

These policies and procedures apply to all employees.

PERSONAL CONDUCT

General policy

PDO expects its employees to maintain a high standard of conduct and work performance to
make sure the business maintains its good reputation with stakeholders, including its donors,
partners, suppliers, clients, and beneficiaries. Good personal conduct contributes to a good work
environment for all.

This involves all employees:

Observing all policies and procedures

treating colleagues with courtesy and respect

treating stakeholders in a professional manner at all times

working safely at all times

Dress code policy

As a minimum standard, dress should be clean, neat and professional.

PDO reserves the right to request an employee to dress to an appropriate standard as a

condition of employment.

Regular working hours

The regular working hours at various offices/branches are from Monday to Friday, 9 am - 5 pm.

All employees are provided two fifteen minute breaks, and a one hour lunch break.

It is expected that all staff sign the attendance book upon arriving in the morning and leaving in
the evening.

As the nature of PDO's work this may not make this possible at all times it is expected that any
absence from the office outside of breaks and lunch is communicated and approved by the
employees immediate supervisor or the Administrations/Human Resource Manager when an
immediate supervisor is not available.

EQUAL EMPLOYMENT OPPORTUNITY POLICY

General Policy Statement

It is PDO's policy that it offers equal employment opportunity for all persons, without bias or
discrimination. This policy applies to all employment practices including (but not limited to)
recruitment, promotion, training, and any external partner.

The objective of PDO Equal Opportunity Policy is to improve organizational success by:

oattracting and retaining the best possible employees

oproviding a safe, respectful and flexible work environment

odelivering our services in a safe, respectful and reasonably flexible way

Discrimination, Sexual Harassment and Bullying

PDO is committed to providing a workplace free from discrimination, sexual harassment and
bullying. Behaviour that constitutes discrimination, sexual harassment or bullying will not be
tolerated and will lead to action being taken, which may include dismissal.

For the purposes of this policy, the following definitions apply:

oDirect discrimination occurs when someone is treated unfavourably because of a personal

characteristic.

oIndirect Discrimination occurs when a rule seems neutral, but has a discriminatory impact on
certain people. For example a minimum height requirement of 6 foot for a particular job might
be applied equally to men and women, but would indirectly discriminate on the basis of sex, as
women tend to be shorter than men.

oSexual harassment includes unwelcome conduct of a sexual nature in circumstances in which it

could reasonably be expected to make a person feel offended, humiliated or intimidated a
reasonable person, having regard to all the circumstances, would have anticipated that the
person harassed would be offended, humiliated or intimidated.

oWorkplace bullying may include behaviour that is directed toward an employee, or group of
employees, that creates a risk to health and safety e.g. physical and/or verbal abuse, excluding
or isolating individuals; or giving impossible tasks.

PDO provides equal opportunity to people without discrimination based on a personal

characteristic, including:

oage

obreastfeeding

ocarer status

odisability

oemployment activity

ogender identity

oindustrial activity

olawful sexual activity

omarital status
oparental status

opersonal association with someone having any of these characteristics

ophysical features

opolitical activity/belief

opregnancy

orace

oreligious activity/belief

osex

osexual orientation

oHIV/AIDs status

Any employee found to have contravened this policy will be subject to disciplinary action,
which may include dismissal as outlined in the complaint procedure below. Employees must
report any behaviour that constitutes sexual harassment, bullying or discrimination to their
manager. Employees will not be victimised or treated unfairly for raising an issue or making a
complaint.

Reasonable adjustments

Reasonable adjustments are changes that allow people with a disability to work safely and
productively.

PDO will make reasonable adjustments for a person with a disability who:

oapplies for a job, is offered employment, or is an employee, and

orequires the adjustments in order to participate in the recruitment process or perform the
genuine and reasonable requirements of the job.

Examples of reasonable adjustments can include:

oreviewing and, if necessary, adjusting the performance requirements of the job

oarranging flexibility in work hours (see Flexible work arrangements)

opurchasing screen reading software for employees with a vision impairment

oapproving more regular breaks for people with chronic pain or fatigue

obuying desks with adjustable heights for people using a wheelchair.

When thinking about reasonable adjustments PDO will weigh up the need for change with the
expense or effort involved in making it. If making the adjustment means a very high cost or great
disruption to the workplace, it is not likely to be reasonable.

In some cases PDO can discriminate on the basis of disability, if:

othe adjustments needed are not reasonable, or

othe person with the disability could not perform the genuine and reasonable requirements of
the job even if the adjustments were made.

Procedure: To make a complaint

If you believe you are being, or have been, discriminated against, sexually harassed or bullied,
you should follow this procedure.

1.Tell the offender the behaviour is offensive, unwelcome, and against organizational policy and
should stop (only if you feel comfortable enough to approach them directly, otherwise speak to
your manager). Keep a written record of the incident(s).

2.If the unwelcome behaviour continues, contact your supervisor or manager for support.

3.If this is inappropriate, you feel uncomfortable, or the behaviour persists, contact another
relevant senior manager

4.Employees should feel confident that any complaint they make is to be treated as confidential
as far as possible.

Procedure: To receive a complaint

When a manager receives a complaint or becomes aware of an incident that may contravene
PDO's EEO Policies, they should follow this procedure.
1.Listen to the complaint seriously and treat the complaint confidentially. Allow the complainant
to bring another person to the interview if they choose to.

2.Ask the complainant for the full story, including what happened, step by step.

3.Take notes, using the complainants own words.

4.Ask the complainant to check your notes to ensure your record of the conversation is accurate.

5.Explain and agree on the next action with the complainant.

6.If investigation is not requested (and the manager is satisfied that the conduct complained is
not in breach of PDO's EEO policies) then the manager should:

oact promptly

omaintain confidentiality

opass any notes on to the managers manager

If an investigation is requested or is appropriate, follow the next procedure.

Procedure: To investigate a complaint

When a manager investigates a complaint, they should follow this procedure.

1.Do not assume guilt.

2.Advise on the potential outcomes of the investigation if the allegations are substantiated.

3.Interview all directly concerned, separately.

4.Interview witnesses, separately.

5.Keep records of interviews and the investigation.

6.Interview the alleged harasser, separately and confidentially and let the alleged harasser know
exactly of what they are being accused. Give them a chance to respond to the accusation. Make
it clear they do not have to answer any questions, however, the manager will still make a
decision regardless.
7.Listen carefully and record details.

8.Ensure confidentiality, minimise disclosure.

9.Decide on appropriate action based on investigation and evidence collected.

10.Check to ensure the action meets the needs of the complainant and the Organization.

11.If resolution is not immediately possible, refer the complainant to more senior management.
If the resolution needs a more senior managers authority, refer the complainant to this
manager.

12.Discuss any outcomes affecting the complainant with them to make sure where appropriate
you meet their needs.

Possible outcomes

If after investigation management finds the complaint is justified, management will discuss with
the complainant the appropriate outcomes which may include:

odisciplinary action to be taken against the perpetrator (counselling, warning or dismissal)

ostaff training

oadditional training for the perpetrator or all staff, as appropriate

ocounselling for the complainant

oan apology (the particulars of such an apology to be agreed between all involved)

Pregnancy at Work

Unless specified otherwise, employees referred to in this policy mean permanent employees.

Advising of pregnancy. PDO encourages employees to inform their manager of their pregnancy
as soon as possible. However, we respect that an employee may not wish to advise us of her
pregnancy earlier than the minimum notice period. We also respect an employees wishes
regarding when it is appropriate to tell colleagues about the pregnancy.

Safety at work. When an employee notifies her manager that she is pregnant, the manager will
ask the employee to let them know if they experience any changes to their work capacity during
the pregnancy. The employee and her manager will then discuss what is needed to keep the
employee safe at work and adjustments will be made accordingly where possible. Options to
reduce hours, change of duties, light duties, rotated tasks, provision of a chair and provision of
additional breaks are common ways to ensure safety at work, and will be considered on a case-
by-case basis.

Working until the birth. A pregnant employee may work until the expected date of birth of her
child. If she wishes to continue working in the last six weeks of her pregnancy she may be
requested to provide a medical certificate within seven days confirming she is fit to work. If the
medical certificate indicates the employee is not fit for work, she may be required to start
parental leave or take a period of unpaid leave as soon as practicable.

Return to work. If the employee has agreed to contact during leave, then towards the end of
the leave period, the manager should confirm the employees intention to return on the agreed
date. The employee on parental leave has the right to return to the job they held prior to going
on leave, including any promotion. If that position no longer exists, the employee will be given
whichever other available position is nearest in status and remuneration to the position they
held prior to going on leave. The employee also may want to discuss any requests for flexible
working arrangements at the time. An employee must provide four weeks notice if they want to
extend their leave beyond the return date that was initially advised

RECRUITMENT

General Policy Statement

The Organization always aims to employ the best candidates based on merit and competence.

Recruitment is done by formal procedures, starting from identifying the need to fill a post to
reaching the stage of official appointment. The finally responsible person within the organization
for the proper execution of the recruitment process is the Administrations Manager. He/she of
course does not have to execute all tasks but is responsible to control all the time that all tasks
are properly and timely executed by the involved persons. The recruitment procedure is divided
into the following phases:
PhaseMaximum durationBy

Vacancy identification-Administrations Manager /Program Manager

Preparation job description1 weekAdministrations Manager /Program Head

Internal recruitment (if applicable)2 weeks

Preparation application form (external)1 weeksAdministrations Manager

Vacancy announcementAdministrations Manager

Application periodUntil position filled, but generally 3 weeksAdministrations Manager

Selection for interviews1 weekAdministrations Manager

Interviews2 weeksAdministrations Manager/ Program Manager/ Director when required

Second round interviews (if applicable)1-2 weeks after first roundProgram Manager/ Director
when required

Selection of successful candidate(s)ImmediatelyAdministrations Manager/ Program Manager/

Director when required

Appointment procedure and signing of contractDepends on planningAdministrations Manager

Recruitment Sources

Internal sourcing

oPromotions

oInternal Job Postings

Campus/ Educational Institutions

Word-of-mouth/ employee Referrals

Advertisements in the media

Job Portals

Recruitment Procedure
1.Create a simple position description for the job covering key activities, tasks, skills required,
expectations, deliverables and safety considerations. When advertising, avoid discriminatory
language e.g. young person. Target the requirements of the job e.g. we seek an energetic
person.

2.The Organization should first undertake to advertise suitable vacancies internally, but reserves
the right to recruit externally only if it has valid reasons. Valid reasons could for instance be that
the existing employees cant be missed in their respective sections, or that they lack the required
skills for the existing vacancy.

3.The recruitment process may include some or all of these: an application form, interviews,
practical testing, reference checks, and right to work in Sierra Leone checks. If undertaking an
interview ensures there are no possible discriminatory requests for information, for example, do
you plan to have a family in the near future?

4.The final decision to hire Senior Managers (including Program and Programs Managers) rests
with the Director and on majority vote by existing Program Managers. Administrative, logistics,
and operations staff hiring decisions rests with both the Administrations Manager, Program and
Unit Manager when relevant and available, and requires approval of the Director. Final authority
over the hiring or contracting of project and program related staff will rest with the relevant
Program Manager and requires approval of the Administrations Manager.

5.PDO will do its utmost to ensure fair, equitable, and transparent process. Candidates whether
successful or not have the right to an explanation of result.

6.Administrations manager will provide the successful candidate a letter of appointment setting
out clear terms and conditions. This includes the nature of employment e.g. permanent part
time, casual. The letter should include a welcome note, start details, and be signed by relevant
Program Manager, Administrations Manager, and the Director.

7.The candidate should be given no less than one week to respond to a letter of appointment.

8.Once the candidate has accepted, contact the unsuccessful candidates as a matter of courtesy.

INDUCTION, TRAINING, and PROBATION

Induction

PDO will make sure that all new employees feel welcome and are ready to start work safely and
competently.
Administrations Manager will complete an induction plan for each new starter with details of:

ointroductions

oworkplace tour

oOH&S procedures

oOrganizational overview

owhos who

onominated buddy

oIT system orientation

opolicy and procedural requirements, e.g. equal employment opportunity

TRAINING

The Organization will give employees adequate training to do their job safely and competently.
We believe training is a two-way process. We encourage employees to participate and to
highlight any gaps in their own skills or knowledge they believe they have.

Training includes internal on-the-job training, written instructions such as standard operating
procedures, coaching, external training and courses.

PROBATION

Probation is a three month period of review and appraisal to make sure the employee is satisfied
the role is as advertised, and to demonstrate their ability to achieve a satisfactory level of
performance. Ongoing permanent employment is given only when the employee satisfactorily
completes their probation.

Procedure
1.Program or Unit manager to give informal and formal appraisal during the probation period.

2.Program or Unit manager to give at least one formal appraisal four weeks before the end of
probation.

3.At the end of the probation period, the Program or Unit manager to complete a final probation
appraisal and advise the employee of the result which will be decided by the Program or Unit
Manager and approved by the Administrations Manager.

Probation benefits

During the probation period, new employees are not eligible for any company benefits
program.

The probation employees would only be eligible for casual leave from the date of joining.

Upon satisfactory completion of the probation period, employees enter the permanent
employment classification.

In case of unsatisfactory feedback during the extension of probation, the employee could also
be relieved of the employment or even terminated

OCCUPATIONAL HEALTH AND SAFTY (OH&S)

The organization will, as far as practicable, provide a safe work environment for the health,
safety and welfare of our employees, contractors, visitors and members of the public who may
be affected by our work.

The Organization will:

develop and maintain safe systems of work, and a safe working environment

consult with employees and on safety

When necessary, provide protective clothing and equipment, and enforce its use

provide information and training for employees

assess all risks before work starts on new areas of operation, for example, buying new
equipment and setting up new work methods, and regularly review these risks
remove unacceptable risks to safety

Provide employees with adequate facilities (such as clean toilets, cool and clean drinking water
and hygienic eating areas).

Ultimately, everyone at the workplace is responsible for ensuring health and safety at that
workplace

Only permit smoking in designated smoking areas that will be no less than 9 meters away from
building entrances. Smoking in offices is strictly prohibited. .

Implement a zero tolerance policy in regards to the use of illicit drugs on their premises or the
attending of other business related premises (e.g. clients) while under the influence of illicit
drugs. Contravening either of these points may lead to performance improvement action or
instant dismissal.

COMMUNICATIONS AND ITS POLICY

Computers and Printing

When necessary, computing and printing facilities will be provided to employees to fulfill their
role as employee. This may include the use of stationary computers within the office or the
assignment of laptops which may be used both on and off-site.

It is expected that PDO will maintain and repair these systems to a reasonable standard
required for work purposes.

Any use of computer software or hardware falling outside of intended work related purposes is
prohibited. While it is understandable that there may be some limited private usage, the
corruption of hardware and software systems resulting use beyond the intended purpose of
assignment will be repaired at the expense of the employee assigned to that computer.

Any use of printing facilities that falls outside of what would normally be expected in
performing the employees duties may lead to corrective measures, including reimbursement of
printing costs by offending staff.
Personal communications

It is expected private phone calls will be kept to reasonable levels so as not to interfere with the
operations of the Organization and will be borne at the expense of the individual.

Work related phone communications will be funded through departmental budget lines and all
payments or reimbursements will be disbursed based on the approval of the departments
Program Manager.

Email policy

Email facilities are provided for formal correspondence.

Employees must take care to maintain the confidentiality of sensitive information. If emails
need to be preserved, they should be backed up and stored offsite.

Limited private use of email is allowed if it doesnt interfere with or distract from an employees
work. However, management has the right to access incoming and outgoing email messages to
check if an employees usage or involvement is excessive or inappropriate.

Non-essential email, including personal messages, should be deleted regularly from the Sent
Items, Inbox and Deleted Items folders to avoid congestion.

To protect the Organization from the potential effects of the misuse and abuse of email, the
following instructions are for all users.

No material is to be sent as email that is defamatory, in breach of copyright or business

confidentiality, or prejudicial to the good standing of the Organization in the community or to its
relationship with staff and any other person or stakeholder with whom it has a relationship.

Email must not contain material that amounts to gossip about colleagues or that could be
offensive, demeaning, persistently irritating, threatening, and discriminatory, involves the
harassment of others or concerns personal relationships.

The email records of other persons are not to be accessed except by management (or persons
authorised by management) ensuring compliance with this policy, or by authorised staff who
have been requested to attend to a fault, upgrade or similar situation. Access in each case will be
limited to the minimum needed for the task.
When using email a person must not pretend to be another person or use another persons
computer without permission.

Excessive private use, including mass mailing, reply to all etc. that are not part of the persons
duties, is not permitted.

Failure to comply with these instructions is a performance improvement offence and will be
investigated. In serious cases, the penalty for breach of policy, or repetition of an offence, may
include dismissal.

All emails sent must include the following Organizational disclaimer:

"The content of this email may contain personal views which are not the views of Peoples
Development Organization (PDO) unless specifically stated. Internet communications are not
secure and PDO accepts no responsibility for the content of this e-mail. The information
contained in this message and any attachments is intended solely for the use of the person(s) to
whom the message is addressed. The information may be confidential. If you are not the
intended recipient, you must not copy, distribute or take any action in relation to it, and you
must delete it. For the content of this e-mail to be contractually binding, it must be signed by an
authorized representative of PDO. Emails may be monitored by PDO for security reasons."

Internet use policy

Funding permitted, the internet is provided by the Organization for business use.

Limited private use is permitted if the private use does not interfere with a persons work and
that inappropriate sites are not accessed e.g. pornographic, gambling. Management has the
right to access the system to check if private use is excessive or inappropriate, and the right to
block access to sites deemed non-essential for the performance of staff duties.

Failure to comply with these instructions is an offence and will be subject to appropriate
investigation. In serious cases, the penalty for an offence, or repetition of an offence, may
include dismissal. Staff needs to be aware that some forms of internet conduct may lead to
criminal prosecution.

Social Media Policy

No employee, contractor or sub-contractor of PDO is to engage in Social Media as a

representative or on behalf of the Organization unless they first obtain written approval.
The Organization expects its employees to maintain a certain standard of behaviour when using
Social Media for work or personal purposes.

CATEGORIES OF PERSONNEL, PAY GRADES, PAY and DEDUCTION POLICIES

CATEGORIES OF PERSONNEL

The Administrations Manager based on industry practice, Organizational guidelines, consultation

with senior management and organizational sustainability requirements finalizes the
categorization. As of 2014, PDO has identified five relevant categories:

Probationer: A person who is put through a probation period (usually 3 months) from the time
of joining to assess his/her compatibility to the job and culture of the Organization.

Contract Employee: Any person hired by PDO on limited duration contract.

Permanent Employee: A person who has successfully completed his/her probation period and /
or whose services the Organization has confirmed in writing on either a full or part-time basis.

Volunteer: A person who is freshly qualified or new to the industry may be taken as a volunteer
usually for a specified period of 1 month/ 3 months and can be considered for employment in
appropriate work -level based on performance during training.

Consultants: Persons associated assigned projects/tasks for a specified time / towards specific
deliverable.

GRADES AND DESIGNATIONS

Permanent Full-time employees of the Organization shall be in any one of the following grades
paid not less than 75% of the before deductions figures outlined below. Permanent full-time
employees will have projects, responsibilities, and assignments delegated as a percentage of
time, and are not entitled to receive payment for more than one position unless otherwise
negotiated as an addition to current terms of references. Likewise, there is no overtime
allowance for additional hours worked unless if employee is requested by the Management to
work outside of the regular terms of reference for the position.

Part-time employees shall be assigned a grade based on the comparability to the terms of
reference for similar full-time positions, and paid monthly salary as a fraction of the full-time
pay-grade according to days worked.

Contract and Volunteer employees of the Organization shall be, but not limited, to any one of
the following positions. The before deductions figures below represent guidelines and not
guaranteed salaries. Consultant fees will be negotiated based on industry standards or
competitive bidding.

Example PositionsMonthly Salary or Stipend Before DeductionsDaily Spending Allowance for

time away from designated Office. Grade

Director 7,000,000180000A

Programs Manager5,000,000180000B

Program Manager/ Branch Manager / Project Manager3,500,000150000C

Assistant to Director / Assistant Program Manager / Assistant Project

Manager2,500,000125000D

Program Officer / Project Officer2,000,000110,000E

Cleaning, Security, Driver 500,000100,000F

Volunteer150,000 100,000n/a

PAY AND DEDUCTIONS

Salary Payment and Deductions for Permanent (full-time, part-time, Probationary) and Contract
Employees

Salary means payment for work, made to an employee with an employment contract, usually
done in the form of monthly cash or cheque payment. Wages means remuneration or earnings,
capable of being expressed in terms of money, which are payable to an employee under a
contract of service
The amount of salary is paid according to the employment contract of the employee. This may
be cash or by cheque, and each employee on the payroll (on permanent contract) signs a pay slip
(in duplicate) at the end of the month. One signed pay slip will remain with the employee and
the other with the organization.

Salaries are generally paid on the 25th of the Month. If the month-end falls on a Saturday or
Sunday then payment shall be made on a Friday before the weekend.

Staff shall be paid mid-month salary advance if one desires so and the remaining balance will
be paid at the end of month. For this purpose the employee has to fill in a mid-month salary
advance request, a maximum of one working day in advance. The mid-month salary advance
shall not exceed 50% of the salary/wages payable to the employee.

5% of the employees basic salary will be deducted for the National Social Security and
Insurance Scheme (NASSIT), with an additional 10% paid by the Organization.

Pay As You Earn (PAYE/nra)

3% will be deducted from monthly salaries to help cover the Organizations Program's,
Operation's, and Administration's expenditures.

Consultant Payment

Terms of Service and Payment Schedules for Consultant will be negotiated on a case-by-case
basis, with deductions and taxes implemented according to Sierra Leonean Law.

Volunteers

Volunteers are filed as a Program expense, and therefore, the deductions as outlined above do
not apply.

Volunteer stipends are generally paid on the 25th of the Month. If the month-end falls on a
Saturday or Sunday then payment shall be made on a Friday before the weekend.

PDO is not legally or contractually bound to provide monthly stipends to Volunteers

HOLIDAY, LEAVE, and ABSENTEEISM POLICY

The Organizations operations will be closed on Statutory Holidays.

Leave Year and applicability

Leave is not a matter of right.

Sanctioning of leave is at Management discretion based on exigencies of Organizational

operations or seriousness of the case.

Leave year is applicable as per the calendar year from 1st January to 31st December.

The different types of leaves given under the policy are:

oAnnual Leave (AL)

oCasual Leave (CL)

oCompensatory Leave (CCL)

oSpecial Leave (SL)

oParental Leave (PL)

The Leave policy is applicable for all permanent full-time employees of the company and as
well as full-time contractual employees.

Employees who are appointed during the course of the year shall be entitled to the above
leaves on pro-rate basis.

Employees whose date of joining service falls between 1st to the 15th of a month are entitled
to get the leave credit for that month.

Employees whose date of joining service falls between 16th to the end of the month are not
entitled for the leave credit for that month.

If an employee is relieved on any day between 1st to 15th of a month, then he / she is not
entitled for leaves due for that month.

If an employee happens to leave on any day between 16th to the end of the month then he /
she is entitled for leaves due for that month

Leave without pay can be availed either after Earned Leave has been exhausted or if Earned
Leave cannot be availed.

Any leave application is to be applied at least one week/ 07 days in advance for approvals.
When leave is required for more than 7 days, the leave application should be submitted at least
15 days in advance for approval.

Half-day Casual Leave (CL) would be deducted automatically for every three instances of
reporting late to office. In case the employee has exhausted CL, then half-day deduction would
be done from Privilege Leave (PL)

PDO respects that some employees do not want any contact while on leave, and others do. The
manager should discuss with the employee what sort of communication the employee would
like while on leave, and record this agreement. Where a decision will have a significant effect on
the status, pay or location of the pre- leave position, the PDO will take all reasonable steps to
inform the employee and discuss the effect of the decision.

Any documents regarding leave will be kept on the employees personnel file.

Annual Leave (AL)

Employees are eligible for 12 days of annual leave per year, which accrues, on a monthly basis
from the date of joining. They shall be entitled to avail of all such leave or any part thereof only
in the subsequent period following the completion of three months of continuous service with
the Organization calculated from the date of joining.

An employee can avail minimum of 3 days of annual leave at any time.

If unable to exhaust the annual leaves, a maximum of 6 days of AL can be carried forward at the
end of each calendar year and which needs to availed by next year June (within 6 months from
the end of the calendar year). However, they may also be adjusted against shortfall in notice
period or for recovery of dues, on a case to case basis as per managements discretion

At the time of resignation / retirement / termination the balance earned leave (EL) will be en-
cashed at the basic pay rate as on the day of resignation / retirement.

Any absence of more than the number of EL sanctioned will be treated as leave without pay,
unless given valid reasons to the management.

In some circumstances, leave in advance of what leave has accrued may be approved. This is
conditional on the employee agreeing to PDO deducting any advance in the event of
termination, or to the employee accepting leave without pay.

Casual Leave (CL)

Twelve days of Casual Leaves will be available per calendar year.

Casual leaves will accrue on a pro rata basis at the rate of one leave per month from the date of
joining and can be combined with any other leave (AL/CCL) with prior approval.

Maximum of 3 casual leaves can be taken at a time.

Casual leaves will neither been-cashed nor be carried forward to the next calendar year.

If CL extends beyond 3 days, then the excess days taken will be treated under Leave without
Pay or Privilege Leave.

It is up to the Managements discretion to sanction more than 3 days of CL at a stretch.

National / Festival / Declared / weekly off days can be prefixed and / or suffixed to CL.

When leave is taken without prior sanction (under certain unavoidable circumstances), the
absence should be notified to the respective Unit Manager on the same day through phone.

Approved leave application should reach the Administration Unit within 3 working days of
rejoining.

Compensatory Leaves (CCL)

Employees who are eligible for paid holidays but who may be required to work on the
Organizations paid holiday are entitled to compensatory off with a prior approval from reporting
manager/authority.

It should be noted that the employee is eligible for Compensatory leave only if he/she has
worked for at-least 6 hours on the organization paid holiday.

Compensatory leave should be availed within 30 days of the leave being generated.

Compensatory off when not availed within the stipulated time period will lapse.

Compensatory leaves cannot be en-cashed.

Special Leave (SL)

Employees are eligible for special leave only post minimum 6 months of their joining.

The special leave can be taken only if all the other leaves are exhausted.

The approval should be taken at least 15 days in advance before the leave starts

The special leave could be of the following types;

i.Sick/ Hospitalization Leave:

Applicable to all employees

The number of days would depend on case to case basis and on the discretion of the
management. In general, the employee is entitled to a minimum of 5 days of paid
personal/carers leave every 12 months which can all be taken as carers leave if required. If this
5 days have been used, subsequent days will generally be unpaid; Depending on the severity of
the case, the sick leave could be approved as paid leave.

After 3 consecutive Sick/Hospitalization Leave days have been used, relevant medical
documentation is required.

Approved leave application along with relevant medical documents should reach the
Administration Unit within 3 working days of rejoining.

ii.Leave without Pay:

An employee can apply LWOP when no other leave is available. During the period of LWOP, the
employee is not entitled for any pay or any allowance.

A maximum of 30 days (1 month) can be availed on the prior approval of the relevant Unit
Manager.

If the employee fails to report to duty on the specified date after the sanctioned LWOP, it is
deemed that the employee has abandoned his service with the company on his own accord

Parental Leave (PL)

All employees (including a de facto or same sex partner, or single person) with primary
responsibility for the care and welfare of a childare entitled for 8 weeks or 60 paid days provided
the employee has worked with Organization for a minimum period of 12 months before availing
the maternity leave for giving birth or adopting an infant child of less than 1 year.

All employees (including a de facto or same sex partner, or single person) withprimary
responsibility for the care and welfare of a child is also entitled to another 44 weeks unpaid
leave provided the employee has worked with Organization for a minimum period of 12 months
before availing the maternity leave for giving birth or adopting an infant child of less than 1 year.

Generally, only the parent with responsibility for the care and welfare of the child is entitled to
take unpaid parental leave. However, up to three weeks unpaid parental leave may be taken at
the same time by both members of an employee couple, with the period of concurrent leave
starting on the day of the birth (unless the manager agrees to other arrangements).
An employee wishing to take paid parental leave must provide written notice at least 10 weeks
before starting the leave (or as soon as is practicable) including the intended leave start and end
dates. Extensions of leave must be communicated within 4 weeks of extension period.

Because PDO recognizes that the timing of placement for an adopted infant may be uncertain,
employees should keep their manager informed of any changes to the likely placement date and
commencement of leave.

Maternity leave can be availed only twice during the entire lifetime by an employee

The leave period could start at least 6 weeks prior to expected date of delivery. In case of
adopting an infant less than a 1 year, it starts from no more than two days prior to the date of
adoption.

A woman suffering from illness arising out of pregnancy, delivery, premature birth of child,
miscarriage, or tubectomy operation shall on production of proof be entitled in additional paid
leave for a maximum period of one month.

Paid maternity leave does not affect the Annual leaves and Casual Leaves

Parental leave can be pre-fixed or suffixed with AL or LWP provided it is duly approved and
signed off by the relevant Program Unit and Administration Unit Managers.

Maternity leave cannot be accumulated, carried forward or en-cashed.

During any restructures, employees on parental leave will be treated no less favourably than
other employees and will be kept informed of the process.

An employee can resign while on parental leave but they must give the required notice of
resignation as set out in their contract letter.

Employees should not undertake any activity during leave which is inconsistent with the
employment contract, including other employment and they should remain responsible for the
care of the child.

Absenteeism

An employee is considered absent if he/ she is not present for work as scheduled, regardless of
cause.

An employee is responsible for notifying his reporting manager of his/her absence each day of
the absence and advising when he/she will report to work. Excessive absence would attract
disciplinary action, which may result in termination. In addition to the disciplinary action, two
days salary would be deducted for every single day of unauthorized absence.

The organization also reserves the right to terminate any employee who is absent without
notification. After seven days of unauthorized absence the employee will be treated as
absconding. There would be a show cause notice sent to the permanent address for the
employee to respond or else it could lead to termination of employment.

Employees will not be allowed to apply any leave to regularize their absenteeism.

Reporting Managers/authorities should give special attention to absence patterns such as:

oAbsent the day before and/or the day after a scheduled holiday or unscheduled holiday.

oAbsent the day after payday.

oCalling in sick regularly.

oIt is mandatory for an employee to call the reporting manager/authority in advance and
communicate if they are going to be absent.

Procedure

Any employee who wishes to avail leave should forward to the Administration Unit a Leave
Application Form duly signed and sanctioned by the reporting manager/ authority prior to
proceeding on leave.

When it is not possible to take prior sanction, the reporting manager may be informed verbally
of the duration of absence. The leave note may be forwarded after the date of joining duty.

Any leave availed without prior sanction and or verbal consent of the reporting authority shall
be treated as unauthorized leave.

Normally, the employees application for leave will be treated favorably. However the
Organization reserves the rights to curtail/refuse the leave applied for or recall an employee who
has already been granted leave, if exigencies of operations so grant.

PERFOMANCE MANAGEMENT POLICY

The purpose of performance management is to improve performance. It is an ongoing process. It
should include informal and formal review. We encourage a two-way process, that is, employees
can also give management feedback on performance.

Annual Performance Review

All employees will undergo a formal performance review with their immediate managers at
least 2 times a year.

Assessments will be standardized according to Unit using defined performance measures and
indicators.

Procedure

The manager and the employee agree on the date for a performance appraisal meeting to
allow time to prepare.

The manager and employee will meet and openly and constructively discuss performance over
the period.

The manager and the employee will agree any objectives and outcomes for the next appraisal
period.

Training and development will be considered as part of the process.

Notes should be taken of the meeting and copies kept.

Outside of this formal process, employees are encouraged to raise any issues they have when
they arise.

Performance Improvement

Where warranted PDO will use improvement processes to improve performance. Depending on
the circumstances, performance improvement action may include verbal or written warnings,
counselling or retraining.

Each employee must understand their responsibilities, be counselled and given the opportunity
to reach the standards expected of them. PDO will give an employee the opportunity to defend
themselves before management takes further action.

Formal performance improvement procedures will generally only start when other corrective
action fails.

Should such improvement processes be unsuccessful in improving an employees performance,

PDO may decide to end an employees employment.

If an employee deliberately breaches Organizational policy or procedure, or engages in

misconduct, PDO may start improvement procedures, or, in cases of serious misconduct or
breach of policy, may dismiss an employee.

Note: If employees have a disability that requires reasonable adjustments to be made to the
workplace or job to allow you to work safely and productively, they should raise this with their
manager. PDO will only refuse such requests on reasonable organizational grounds.

Procedure

1.PDO will advise the employee of any shortfall in their performance, and give them an
opportunity to respond.

2.Once they respond, the manager will consider their response and decide if performance
improvement action should be taken. PDO will provide support such as training where
appropriate.

3.If the employee is given a verbal warning, the manager should make a note of it, date it and
sign it.

4.The manager will advise the employee in clear terms what they see as the performance
problem or the unacceptable conduct. To highlight the deficiency they should use specific
examples, and refer to the correct policy or procedure.

5.The manager will allow the employee to respond before making a decision and consider the
employees responses. The employee may have a support person present at such meetings.

6.The manager will decide if more action is needed.

7.If a written warning is to follow, the manager is to:

odocument it and give the employee a copy (The warning must clearly define: the deficiency; a
clear explanation of the expected standard; by when the employee needs to achieve it; how the
Organization will help the employee achieve the improvement required consequences of failing
to improve)
ogive the employee the opportunity (and their support person the opportunity) to sign the
warning

okeep a copy on file

8.The manager concerned will keep a record of all meetings, training and/or coaching given and
a summary of discussions, and put a copy on the employees personnel file. This should include
date, location and time of discussion.

9.They will continue to support the employee and note the support they give, for example,
training or counselling.

10.If the employees performance or conduct doesnt improve, the manager will give the
employee a final written warning and follow steps 49 above. This document needs to warn the
employee in clear terms that PDO will terminate their employment if there is not enough
improvement, and a sustained improvement in, their performance.

Note: some circumstances justify going straight to a second or final warning.

Gross or serious misconduct policy

Summary (instant) dismissal for gross or very serious misconduct is possible (depending on the
facts involved). Management should seek advice before taking this step.

Procedure

The Program Manager is to investigate the alleged offence thoroughly, including talking to
witnesses, if any.

The manager should ask the employee for their response to the allegation (taking notes of this
discussion) and allow them to have representation. The manager should also have a witness
present. The manager shall give genuine consideration to the employees response and
circumstances.

If still appropriate, following a thorough investigation, the manager can terminate/dismiss the
employee.

The manager should keep a file of all evidence collected and action taken in these
circumstances.

PDO will send the employee a letter of termination noting brief details.
GRIEVANCES POLICY

PDO supports the right of every employee to lodge a grievance with their manager if they
believe a decision, behavior or action affecting their employment is unfair. An employee may
raise a grievance about any performance improvement action taken against them.

PDO aims to resolve problems and grievances promptly and as close to the source as possible.
When necessary, PDO will escalate a grievance to the next higher level of authority for more
discussion and resolution, and continue escalating it to the level above until it is resolved.

Managers will do their utmost to action grievances objectively, discreetly and promptly. Be
aware that grievances that are misconceived, vexatious, and lacking substance may result in
disciplinary action being taken against the employee lodging the grievance.

Procedure

1.The employee should try to resolve the grievance as close to the source as possible. This can
be informal and verbal. At this stage, every possible effort should be made to settle a grievance
before the formal grievance process starts. If the matter still cant be resolved, the process
continues and becomes formal.

2.To start the formal grievance process, the complainants must submit the complaint to the
Human Resource Manager and fully describe their grievance in writing, with dates and locations
wherever possible and how they have already tried to settle the grievance.

3.The person(s) against whom the grievance/complaint is made should be given the full details of
the allegation(s) against them. They should have the opportunity and a reasonable time to
respond before the process continues.

4.If the grievance still cant be resolved, refer the matter to the most senior manager for
consideration and a final decision. A grievance taken to this level must be in writing from the
employee.

CONFLICT OF INTEREST POLICY

Conflict of interest arises whenever the personal, professional or business interests of an
employee are potentially at odds with the best interests of the Organization.

Employees should aim to avoid being put in a situation where there may be a conflict between
the interests of PDO and their own personal or professional interests, or those of relatives or
friends.

All employees are required to act in good faith towards PDO. Employees need to be aware of
the potential for a conflict of interest to arise and should always act in the best interests of PDO.

Where such a conflict occurs (or is perceived to occur), the interests of PDO will be balanced
against the interests of the staff member and, unless exceptional circumstances exist, resolved in
favour of PDO.

It is impossible to define all potential areas of conflict of interest. If an employee is in doubt if a

conflict exists, they should raise the matter with their manager.

Employees must not set up or engage in private business or undertake other employment in
direct or indirect competition with PDO using knowledge and/or materials gained during the
course of employment with PDO.

Employees must disclose any other employment that might cause a conflict of interest with
PDO to their manager. Where there are external involvements that do not represent a conflict of
interest, these must not affect performance or attendance whilst working at PDO. If such
involvement does affect performance or attendance it will be considered a conflict of interest.

Engaging in other business interests during work hours may result in strong performance
improvement action.

Failure to declare a potential, actual or perceived conflict of interest or to take remedial action
agreed with PDO, in a timely manner, may result in performance improvement proceedings
including dismissal.

Procedure

Employees must:

odeclare any potential, actual or perceived conflicts of interest that exist on becoming employed
by PDO to management

odeclare any potential, actual or perceived conflicts of interest that arise or are likely to arise
during employment by PDO to management
oavoid being placed in a situation where there is potential, actual or perceived conflict of
interest if at all possible

If an employee declares such an interest, PDO will review the potential areas of conflict with
the employee and mutually agree on practical arrangements to resolve the situation.

Employees must disclose any other employment that might cause a conflict of interest with
PDO to their manager. Where there are external involvements that do not represent a conflict of
interest, these must not affect performance or attendance whilst working at PDO. If such
involvement does affect performance or attendance it will be considered a conflict of interest.

PROPERTY AND SECURITY POLICY

Employees may be given access to confidential information, data, organizational property, keys
to premises or any other business related property/information in the performance of their
duties. This must be protected and used only in the interests of PDO.

Employee on permanent or temporary terms and conditions of service will be personally

responsible for the organization's property, which is within his/her control either at work or
home. Loss of such property, which cannot be adequately accounted for or explained, shall be
treated as theft and if such case occurs it could lead to summary dismissal.

All intellectual property developed by employees during their employment with PDO, including
discoveries or inventions made in the performance of their duties related in any way to the
business of PDO, will remain the property of PDO.

oEmployees must not:

disclose or use any part of any confidential information outside of the performance of their
duties and in the interests of PDO; or

authorise or be involved in the improper use or disclosure of confidential information;

during or after their employment without the Employer's written consent, other than as
required by law.

oEmployees must:

act in good faith towards PDO and prevent (or if impractical, report) the unauthorised disclosure
of any confidential information.

Failure to comply with this policy may result in performance improvement proceedings
including dismissal, and PDO may also pursue monetary damages, replacement costs, or other
remedies.

Confidential information includes any information in any form relating to PDO and related
bodies, clients, beneficiaries, or contractors which is not in the public domain.

TERMINATION AND EXIT POLICY

Notice of termination of contract or resignation

Written notice to terminate employment, by the organization to the employee or by employee

to the organization must be done as follows:

During probation: 7 days in advance

Employees up to one year employed: 30 days in advance.

Employees longer than 1 year employed: 60 days in advance.

The organization may revoke these conditions on the basis of:

1.Provisions within disciplinary procedures. Immediate dismissal can be given in case of

insubordination, absenteeism, lack of performance, lack of co-operation and theft. The
procedures to be followed in any such case should follow the labor laws of Sierra Leone

2.The employee has been certified permanently unable to work by a medical practitioner
(consultation with the GOSL Labour Laws by SSM).

3.The employee has been imprisoned or convicted of an offense.

Tasks of the HR Unit

In case the contract of an employee or probationer is terminated or an employee or probationer

resigns, make sure that all required procedures are carried out according to the labor laws of the
country.

In such case also stop the insurances the organization is paying for this person from the date the
person has stopped working.
Re-employment

Former employees who have left the organization (whether being under casual/temporary or
permanent employment) by resignation (of their own accord) or who have had their
employment terminated for any reason connected with their performance or conduct will in
principle not be re-employed. However, the Director may use his/her discretion to modify this
policy where he/she considers if that it may be of mutual benefit to the individual and the
organization. The general exception to this rule will be where an employee has left the
organization as a result of redundancy in which case the Directors approval will not need to be
sought for re-employment. However, for this case of re-employment, the person would have to
apply through the formal application procedures (during recruitment round).