Human Resources Management Manual

Conseil Ouest et Centre Africain pour la Recherche et le Développement Agricoles West and Central African Council for Agricultural Research and Development Human Resources Management Manual Version 1.2 7, Avenue Bourguiba, BP 48- cp18523- Dakar SENEGAL Tel 221 869 96 18 Fax 221 869 96 31 secoraf@coraf.org and www.coraf.org 1

Contents Foreword... 9 List of acronyms... 10 Definition of common terms... 11 I - Introduction to the HRM Manual... 12 Purpose... 12 Summary/ policy statement... 12 Specific provisions, processes and procedures... 12 Purpose of the HRM manual... 12 Applicability... 12 Sources of the HRM manual... 12 Current practices and organisational norms... 13 Senegalese Government legislation... 13 International best practices... 13 Provisions of individual contracts... 13 Authority of the manual... 13 Structure of the HRM manual... 13 Legal status of the HRM manual... 14 Limitations and exceptions... 14 Amendment and updating of the HRM manual... 14 Language of preparation... 14 Dissemination of updates... 14 Authorisation... 15 II - Introduction to CORAF/ WECARD... 16 Purpose... 16 Summary/ policy statement... 16 Specific provisions, processes and procedures... 16 History and membership... 16 Legal status... 16 The Vision of CORAF/WECARD... 17 The Mission of CORAF/WECARD... 17 The Purpose of CORAF/WECARD... 17 Structure... 17 The General Assembly... 18 The Governing Board... 18 Scientific and Technical Committee... 18 The Executive Secretariat... 18 Unique nature of CORAF/ WECARD organisation... 19 2

International organisation... 19 Programmatic nature of operations... 19 Respect for and observance of local laws and norms... 19 Authorisation... 20 III - Function of HRM in CORAF/WECARD... 21 Purpose... 21 Summary/ policy statement... 21 Specific provisions, processes and procedures... 21 Shared responsibility for HRM... 21 HR Functions of the Board... 21 Human Resources and Administrative Matters Sub-Committee... 21 Executive Director... 21 Director Administration and Finance... 22 Human Resources Officer... 22 Authorisation... 22 IV - HR planning in CORAF/WECARD... 23 Purpose... 23 Summary/ policy statement... 23 Specific provisions, processes and procedure... 23 HR planning described... 23 The human resource planning process... 23 Staff assignment and redeployment... 24 Use of job descriptions... 24 Authorisation... 24 V - Staff recruitment and induction... 25 Purpose... 25 Summary/ policy statement... 25 Specific provisions, processes and procedures... 25 Equal opportunity employment... 25 The recruitment procedure... 25 Staff requisition... 25 Authorization of recruitment... 26 Internal recruitment/ redeployment... 26 External recruitment and selection... 26 Letter of appointment... 26 Employment pre-conditions... 27 Issuance of HRM manual... 27 Probationary period... 27 Induction of new staff... 27 3

Authorisation... 27 VI - Employee records... 28 Purpose... 28 Summary/ policy statement... 28 Specific provisions, processes and procedures... 28 Pertinent Documents... 28 Personnel Record Information Changes... 29 Viewing Personnel File... 29 Authorisation... 29 VII - Training and development... 30 Purpose... 30 Summary/ policy statement... 30 Specific provisions, processes and provisions... 30 Definition of training and development... 30 Forms of training and development... 30 Education... 30 Staff development... 31 Training... 31 Training needs assessment... 31 Nature of support provided... 31 Authorisation... 31 VIII - Staff remuneration... 32 Purpose... 32 Summary/ policy statement... 32 Specific provisions, processes and procedures... 32 Basis of remuneration practices... 32 Salary scales... 32 Pay day... 33 Salary review and progression... 33 Advance Payments... 33 Authorisation... 33 IX - Leave... 34 Purpose... 34 Summary/ policy statement... 34 Specific provisions, processes and provisions... 34 Leave granted at discretion of management... 34 Annual leave entitlement... 34 4

Accrual of leave... 34 Cash in lieu of leave... 35 Sick leave entitlement... 35 Maternity leave... 35 Hospitalisation during the period of leave... 35 Vacation Schedule... 35 Leave application forms... 35 Authorisation... 36 X - Staff benefits... 37 Purpose... 37 Summary/ policy statement... 37 Specific provisions, processes and procedure... 37 Schedule of benefits... 37 Relocation allowance... 37 Terminal benefits... 37 Housing allowance/ Cost of living Allowance... 38 Security (Guard) allowance... 38 Education allowance... 38 Home travel allowance... 38 Pension/ retirement scheme... 38 Medical and travel insurance... 38 Accidental death & disability insurance... 38 Authorisation... 39 XI Travels & Missions... 40 Purpose... 40 Summary/ policy statement... 40 Specific provisions, processes and procedures... 40 Authorisation of official travel... 40 Management of Missions, Seminars and Meetings... 40 Management of Missions... 40 Declaration and adjustment of travel/mission expenses... 41 Daily substance allowance... 42 Travel insurance... 42 Authorisation... 42 XII - Working hours, statutory holidays and overtime... 43 Purpose... 43 Summary/ policy statement... 43 Specific provisions, processes and procedures... 43 Working hours... 43 5

Work Week... 43 Starting and Ending Times... 43 Overtime... 43 Statutory Holidays... 44 Payment... 44 Absence from duty... 44 Authorisation... 44 XIII - General guidelines for behaviour... 45 Purpose... 45 Summary/ policy statement... 45 Specific provisions, processes and procedures... 45 Communication... 45 Staff representative... 45 Conflict of Interest... 45 Code of Business Conduct... 46 No smoking... 46 13.7. Smoking is prohibited in the building and offices of CORAF/WECARD.... 46 Workplace Harassment... 46 Authorisation... 46 XIV - Performance assessment... 47 Purpose... 47 Summary/ policy statement... 47 Specific provisions, processes and provisions... 47 Objectives of the performance assessment system... 47 Stages (or components) of performance assessment... 48 Stage 1: Developing of individual work plans... 48 Stage 2: Formal performance assessment... 48 Stage 3: Implementation of performance assessment decisions... 48 Stage 4: Follow-up of performance assessment... 49 Authorisation... 49 XV - Gender policy... 50 Purpose... 50 Summary/ policy statement... 50 Specific provisions, processes and procedures... 50 Concept of Gender... 50 Purpose and aims of gender policy... 50 Policy guiding principles and key elements... 51 Authorisation... 52 XVI - HIV/AIDS policy... 53 6

Purpose... 53 Summary/ policy statement... 53 Specific provisions, processes and provisions... 53 Legal basis of the policy... 53 Rights of employees who are HIV-positive... 53 Employment opportunities and termination of employment... 53 HIV Testing... 54 Confidentiality... 54 Education and awareness... 54 The promotion of employees' well-being... 54 Work performance and reasonable accommodation... 54 Access to compensation and benefits... 55 Authorisation... 55 XVII - Workplace safety policy... 56 Purpose... 56 Summary/ policy statement... 56 Specific provisions, processes and procedures... 56 CORAF/WECARD s role on safety... 56 Employee/staff role for health and safety... 57 Responsibilities of HRO... 57 Authorisation... 57 XVIII - Disciplinary and grievance procedure... 58 Purpose... 58 Summary/ policy statement... 58 Specific provisions, processes and procedures... 58 Definitions... 58 Disciplinary procedures... 58 Examples of minor offences... 59 Examples of serious offences... 59 Sanctions for offences... 60 Stage 1- Verbal Warning... 60 Stage 2- Written Warning... 60 Stage 3 - Final Written Warning... 61 Stage 4 - Dismissal... 61 Right of appeal... 61 Grievance Procedures... 61 Records... 62 Authorisation... 62 XIX - Termination of employment... 63 7

Purpose... 63 Summary/ policy statement... 63 Specific provisions, processes and procedures... 63 Types of termination covered... 63 Resignation notice... 63 Death of an employee... 64 Termination for Cause... 64 Rehire... 64 Payments due Employee... 64 Exit Interviews... 64 Authorisation... 65 XX - Whistleblower Protection... 66 8

Foreword In order to respond to the numerous challenges facing agriculture in West and Central Africa, CORAF/WECARD in 2006, adopted a 10-year Strategic Plan (2007-2016), supported by a 5-year Operational Plan (2008-2013). The preparation of the Strategic and Operational Plans was accompanied by the implementation of an institutional reform program aimed at strengthening the institution s governance bodies, the implementation process of programs which follow the new IAR4D paradigm, the appropriation of the vision and programs by the different stakeholders in Agricultural Research and Development in West and Central Africa and finally, increase the coherence between the different initiatives operated by CORAF/WECARD. To ensure the effective implementation of its programmes and the coordination of the sub-regional cooperation, the Executive Secretariat of CORAF/WECARD needs competent, honest, committed and motivated human resource. The staff statutes drafted in 2003 and 2004 proved to be inadequate in organizing the Human Resource Management (HRM) to fit into this new context. As an international institution, CORAF/ WECARD operates in an increasingly complex and challenging employment environmental which necessitate the adoption and use of modern HRM practices. This Human Resources Management manual has therefore been prepared to integrate not only the growth of its mandate as a coordinating institution for Agricultural Research and Development in West and Central Africa, but also its relations with the Senegalese authorities who host its headquarters in Dakar. It is in conformity with international standards established by FAO and with conditions of the Employment Code in force in Senegal. The CORAF/WECARD executive staff and representatives of various programmes and departments were interviewed to obtain their views and input into document and these have been incorporated into this manual. Each one of us has a role to play in meeting the challenge of improving our HRM practices and maintaining a dynamic and progressive approach to managing people. This HRM manual not only encapsulates the vision and principles of how we intend to manage people in the future, but it also provides a practical tool to assist us all in realizing that vision. CORAF/WECARD is a unique and wonderful organisation to work for and people are our most precious assets. We hope management and staff will make the most of this manual to upgrade the value of our "assets" and uphold the high reputation of our service delivery to stakeholders. CORAF/WECARD is committed to providing its staff with a professional working environment with opportunities for personal growth and development. Chairman Executive Director 9

List of acronyms CORAF/WECARD DFA DSA ED ES FAO GA GB HIV/AIDS HR HRM HRO IAR4D NARS STC West and Central African Council for Agricultural Research and Development Director of Finance and Administration Daily Subsistence Allowance Executive Director Executive Secretariat Food and Agriculture Organization General Assembly Governing Board Human Immuno deficiency Virus / Acquired Immuno deficiency Syndrome Human Resource Human Resource Management Human Resource Officer Integrated Agricultural Research for Development / Recherche Agricole Intégrée pour le Développement National Agricultural Research System Scientific and Technical Committee 10

Definition of common terms Locally recruited staff Internationally recruited staff Human resources management Recruitment Local versus international conditions of service Staff categories Human Resource Management is a strategic and coherent approach to the management of an organisation s most valued asset the people working there who individually and collectively contribute to the achievement of its goals. 11

I - Introduction to the HRM Manual Purpose 1.1. To outline the concept and principles of the HRM manual including its, background, context, purpose, objectives and other subsidiary and administrative issues. Summary/ policy statement 1.2. The main purpose of the HRM manual is to provide CORAF/WECARD with a mechanism for implementing consistent policies and practices that guide the management of human resources in the institution. Specific provisions, processes and procedures Purpose of the HRM manual 1.3. The main purpose of the HRM manual is to provide CORAF/ WECARD with the capacity and mechanism to develop and implement consistent policies and practices that guide the management of human resources in the institution. Having a consistent policy applied fairly and transparently to all employees helps to motivate and to resolve disputes concerning entitlement. The manual serves the interests of both CORAF/ WECARD as an employer (by providing guidelines to facilitate consistent and equitable decision making) and those of its staff members (by clarifying their entitlements and reducing managerial discretion). Applicability 1.4. The provisions of this manual will only apply to staff employed on a full time basis or on fixed contract Sources of the HRM manual 1.5. The contents of the HRM manual have been derived from several sources which are briefly described below. 12

Current practices and organisational norms 1.6. Since its establishment, CORAF/ WECARD has developed its own unique HRM policies and practices and these provide the base upon which the manual is designed and developed. Senegalese Government legislation 1.7. CORAF/ WECARD Executive Secretariat is hosted by the Senegalese government and thus it operates under the laws and regulations of the country. The country agreement is the main legal instrument under which the organisation operates. International best practices 1.8. The manual also incorporates HRM international best practices as established or gained through knowledge of policies, customs and practices in other organisations as established specific research studies and from knowledge and experience of CORAF/ WECARD staff and associates. Provisions of individual contracts 1.9. The HRM manual also draws on the provisions of individual contracts of employees of CORAF/ WECARD and while respecting the sanctity of individual contracts it seeks to ensure that the provisions of these contracts are consistent, fair and equitable. Authority of the manual 1.10. The HRM manual is issued under the authority of the Board of Directors of CORAF/WECARD. Therefore any revisions or amendments of the manual should be approved by resolution of the Board. The Executive Director will endorse by signature for and on behalf of the Board all policies and provisions of the HRM manual and any changes and amendments to the manual. Structure of the HRM manual 1.11. The manual is structured so as to provide clear and succinct guidelines on the main policy elements or aspects of HRM in CORAF/WECARD. Each policy is provided with a title, purpose and description followed by detailed statements of processes, procedures and provisions. These statements are clearly headed and numbered for ease of reference. 13

Legal status of the HRM manual 1.12. As an accompaniment to employee contracts, the HRM manual has an implicit legal status in addition to its function as an administrative tool. However in the event of a conflict between the provisions of the manual and any Senegalese government laws and regulations the provisions of the law shall take precedence over the provisions of the HRM manual. Limitations and exceptions 1.13. The HRM manual provides guidelines on the handling of specific and common HRM issues but it does not cover every situation and eventuality that can and will arise in an institution. The Executive Director of CORAF/WECARD working in conjunction with the management team shall review any new situations and shall exercise their management discretion on resolving such situations on a case by case basis. Amendment and updating of the HRM manual 1.14. The HRM manual is subject to regular review, amendment and revision and any member of CORAF/WECARD management and staff or Board Member may propose changes to the manual. The Personnel Sub-Committee will be responsible for consultation with staff and Board Members. Changes recommended by the Personnel Committee shall be submitted to the Board of Directors for approval. Language of preparation 1.15. The HRM manual has been prepared in the English language and translated into French and is disseminated in both languages. Where there are differences in meanings and interpretations between the two language versions or in the event of any conflict of interpretation of the provisions, the closest meaning or interpretation in the English version will be regarded as providing the original intent of the provision in contention. Dissemination of updates 1.16. Every employee of CORAF/ WECARD is entitled to a copy of the HRM manual for his or her personal use and reference. Hard and electronic copies of the HRM manual and any updates of the manual shall be distributed to all serving and new employees and a copy shall be available on the restricted area of the website of the institution. The HR Officer shall be responsible for maintaining the manual up to date and for interpreting, administering and disseminating its provisions. 14

Authorisation Date of Board Approval/ Authorisation:.. Date of Issue: Signature:... EXECUTIVE DIRECTOR 15

II - Introduction to CORAF/ WECARD Purpose 2.1. To outline the history, vision, mission, structure and legal status of CORAF/WECARD and to highlight the organisation s uniqueness as an international employer. Summary/ policy statement 2.2. CORAF/WECARD is a non-profit public international agricultural research and development association and was established in accordance with public international law. The organisation has several features and aspects which make it a unique organisation to work for and these include its multi-national and multi-cultural workforce, the programmatic nature of its funding and operations and its legal obligations to the host country which result in compulsory disparities in the way its staff are treated. Specific provisions, processes and procedures History and membership 2.3. The Conseil Ouest et Centre Africain pour la Recherche et le Développement Agricoles/West and Central African Council for Agricultural Research and Development [CORAF/WECARD] was established in 1987 as conference for African and French Agronomic Research Directors. In 1995 it widened its coverage to include English and Portuguese speaking countries of West and Central Africa. It comprises 22 member states including Benin, Burkina Faso, Cameroon, Cape Verde, Central African Republic, Chad, Congo, Côte D Ivoire, Democratic Republic of Congo, Gabon, The Gambia, Ghana, Guinea, Guinea Bissau, Liberia, Mali, Mauritania, Niger, Nigeria, Senegal, Sierra Leone and Togo. In addition to these member states, representatives of the private sector, non-governmental organizations and civil societies can also become members of CORAF/WECARD. Legal status 2.4. CORAF/WECARD is a non-profit public international agricultural research and development association and was established in accordance with public international law. CORAF/WECARD possesses full legal authority under public 16

international law and under the national laws of Senegal, the country hosting its headquarters. The Vision of CORAF/WECARD 2.5. The vision of CORAF/WECARD is to strive for: Sustainable reduction in poverty and food security in the West and Central Africa sub-region through an increase in agriculture-led economic growth and sustainable improvement of key aspects of the agricultural research system The Mission of CORAF/WECARD 2.6. The mission of CORAF/WECARD is to achieve: Sustainable improvements to the competitiveness, productivity and markets of the agricultural system in West and Central Africa by meeting the key demands of the sub-regional research system as expressed by target groups The Purpose of CORAF/WECARD 2.7. CORAF/WECARD is mandated to implement the West and Central Africa subregional agricultural research policies defined by the national governments of the countries whose institutions are members of the Association. Its research and development objectives are to promote cooperation, consultation, and information exchange between member institutions and development partners; define joint sub-regional and regional research objectives and priorities; and to develop joint research programs in order to strengthen complementary activities of CORAF/WECARD and its partners. Structure 2.8. Four hierarchical bodies are responsible for the vision and objectives of CORAF/WECARD through operational units and these are briefly described below. 17

The General Assembly 2.9. The General Assembly (GA) is the supreme authority of CORAF/WECARD and is sovereign on all matters concerning the life of the association. It is composed of representatives of its national agricultural research systems (NARS), regional and international institutions in the sub-region, intergovernmental organisations in agriculture, regional economic communities of West and Central Africa and development partners. The Governing Board 2.10. The Governing Board (GA) is responsible for controlling and monitoring the implementation of the guidelines and decisions of the GA by the Secretariat. More specifically, they recommend the appointment of the Executive Director, supervise the activities of the executive secretariat, examine and approve the annual programmes and budgets and recommend for approval and ratification of the same by the GA. Scientific and Technical Committee 2.11. The Scientific and Technical Committee (STC) is a consultative organ of the GB and is composed of twelve members who are chosen on the basis of their expertise, experience and reputation in agricultural research for development and capacity strengthening. THE STC is responsible for reviewing and advising the GB on matters of scientific quality and relevance of research proposals, assisting with organizing and coordinating scientific meetings and evaluation of related activities. The Executive Secretariat 2.13. Based in Dakar, Senegal and headed by the Executive Director (ED) the Executive Secretariat (ES) is responsible for ensuring the coordination and implementation of CORAF/WECARD s strategic and operational plans including monitoring, evaluation, financial and administrative management. The ES serves as the focal point for development partners and other stakeholders and undertakes and coordinates the sharing and exchange of information between the member countries and agricultural research institutions. 18

Unique nature of CORAF/ WECARD organisation 2.14. In many respects, CORAF/WECARD is an organisation that has several features and aspects which make it a unique organisation to work for and three of these are highlighted and briefly discussed below. International organisation 2.15. Although based in Senegal and subject to the laws and regulations of that country, CORAF/WECARD is an international organisation established under international statute and protocols. Staff of the organization are recruited from across the region and this contributes to a truly multi-national and multi-cultural dimension and perspective to the organisation s operations and working environment. Programmatic nature of operations 2.16. The activities of CORAF/WECARD are funded by its members and development partners based on specific and time-bound strategic and operational plans. Consequently the future funding of the organisation is not guaranteed and this necessitates that the organisation cannot take long term commitments and positions including the employment of staff on permanent contracts and, instead, only offers fixed term contracts. While this presents a level of job insecurity to staff, this is more than offset by the more generous and competitive remuneration and benefits provided to staff and the challenging and exciting work environment. Respect for and observance of local laws and norms 2.17. Although it is an international organisation, CORAF/WECARD also employs local Senegalese staff and it is obliged to observe the host country s laws and norms in respect to its dealings with its local staff. These laws include the requirement that locally employed staff discharge their obligations for payment of taxes and other statutory deductions. Recognising that this observance of local laws may sometimes create disparities in the way staff are rewarded, CORAF/WECARD is constantly engaging with government officials to seek improvements in the country agreement which will lead to more favourable and equitable conditions of service for its locally recruited staff. 19

Authorisation Date of Board Approval/ Authorisation:.. Date of Issue: Signature:... EXECUTIVE DIRECTOR 20

III - Function of HRM in CORAF/WECARD Purpose 3.1. To outline the functions of and responsibilities for HRM in CORAF/WECARD including the specification of responsibilities for formulation, authorisation, implementation and administration of HRM policies and procedures. Summary/ policy statement 3.2. The HRM function is a shared responsibility of the CORAF/WECARD Board of Directors and the Executive Director. The Board is responsible for enunciating and approving policies while the Executive Director and directors are responsible for the formulation and development of policies. Daily administration of HRM is the responsibility of the Human Resources Officer under the supervision of the Director Finance and Administration. Specific provisions, processes and procedures Shared responsibility for HRM 3.3. Human resources administration in CORAF/WECARD is a shared responsibility of the Governing Board, the Executive Director, the Director, Administration and Finance and the Human Resources Officer. HR Functions of the Board 3.4. The GB recognises that the mission and vision of CORAF/WECARD will be achieved by adopting and implementing best practices in HRM. The organisation relies upon a committed and caring staff and must continue to attract and retain the highest calibre of individuals through appropriate and effective HR policies. The role of the GB is to consider and approve HRM policies of the organization and to oversee their effective implementation by the ED and the ES management team. Human Resources and Administrative Matters Sub-Committee 3.5. The GB has an HR and Administrative Matters sub-committee which provides oversight to HRM functions in CORAF/WECARD and this sub-committee is responsible for overseeing and ensuring implementation of best practices in HRM and providing professional advice to the Governing Board on the organization s HRM and administrative systems. Executive Director 21

3.6. The ED exercises the delegated authority of the GB for implementation of the HRM policies and procedures. As the chief executive of the organization the ED is also responsible for development and formulation of HRM policies based on experiences and events on the ground and makes recommendations for their adoption or approval by the GB. Director Administration and Finance 3.7. The Director Finance and Administration (DFA) has responsibility for providing day to day supervision and oversight in the implementation of HRM policies and procedures. The DFA supervises the Human Resources Officer in the daily execution of HRM activities. Human Resources Officer 3.8. A position of Human Resources Officer (HRO) has been established to serve the purpose of implementation and administration of HRM on a daily basis. The is the first port of call in CORAF/WECARD on all matters relating to HRM and is responsible for the daily execution of all aspects of this manual and for ensuring that its provisions are widely communicated and explained to staff and that it is maintained up to date. Authorisation Date of Board Approval/ Authorisation:.. Date of Issue: Signature:... EXECUTIVE DIRECTOR 22

IV - HR planning in CORAF/WECARD Purpose 4.1. To outline the policies and procedure for ensuring CORAF/WECARD has he required number of staff to carry out its given mandate at any time. Summary/ policy statement 4.2. CORAF/WECARD will use systematic HR planning to ensure that it has the right number of qualified people doing the right jobs at the right time and to match and effectively deploy available resources to meet the organisation s strategic and operational plans. Specific provisions, processes and procedure HR planning described 4.3. HR planning is the process by which CORAF/WECARD ensures that it has the right number of qualified people doing the right jobs at the right time. HR planning is a systematic way of matching identifying the numbers and skills required for the effective implementation of the organisation s strategic and operational plans and for effectively deploying available human resources to meet the organisation s current and future needs The human resource planning process 4.4. Human resource planning consists of six basic steps: i. Reviewing the organisational objectives and strategies as laid down in the strategic and operations plans. ii. Determine the impact of the organisation s objectives on specific organisational units. For this purpose the cascade approach can be used, whereby the organisation s long term strategies are translated into the shorter term performance objectives and time schedules per division and department. iii. Define the skills, expertise and total number of employees (demand for human resources) required to achieve the organization and department 23

objectives using objective tools such as statistical methods and managerial estimates, etc. iv. Conduct an analysis of the organisation s current human resources by undertaking a skills inventory to establish the number of current employees in terms of their different competencies, skills, training levels, qualifications, work experience etc. v. Determine the additional (net) human resource requirements in light of the organisation s current human resources. vi. Develop action plans to meet the anticipated human resource needs: these may include internal redeployment of staff, external recruitment, staff development and other training programs and designing compensation packages to attract and retain quality staff, etc. Staff assignment and redeployment 4.5. The staffing levels in CORAF/WECARD are determined through the structured approach described above and are constantly reviewed and revised as necessary. However due to the cyclic nature of programme work there will be periods of extreme work pressure for some or all categories of staff and additional resources may be recruited on short-term contracts to provide additional support and relieve such pressure. Staff may also be temporarily reassigned to alleviate work pressure in other areas. Use of job descriptions 4.6. Each position in CORAF/WECARD will have a job description which is prepared by the personnel officer and regularly updated in consultation with the job holder and his/ her line manager or supervisor. Job descriptions provide a picture of the job at any given time but it is not a comprehensive document nor does it reflect every activity which the job holder is required to perform. Job holders are therefore required to undertake any lawful duties assigned by those in authority over them. Authorisation Date of Board Approval/ Authorisation:.. Date of Issue: Signature:... EXECUTIVE DIRECTOR 24

V - Staff recruitment and induction Purpose 5.1. To outline the policy and procedures for recruitment of staff to ensure the organisation is able to achieve its objectives and deliver its mandate. Summary/ policy statement 5.2. CORAF/WECARD is an equal opportunity employer is committed to following internationally established labour standards and practices in all respects and to provide a fair work environment. Recruitment and induction is undertaken following clearly established and professional policies and procedures. Specific provisions, processes and procedures Equal opportunity employment 5.3. CORAF/WECARD provides equal opportunities for employment and advancement to all, regardless of gender, race, ethnicity, religious, sexual orientation, age, political opinions, marital status, or other protected status. The organization is committed to following internationally established labour standards and practices in all respects and to provide a fair work environment. Recruitment shall also take into consideration other relevant policies such as the gender policy (see p 50) and HIV/AIDS policy (see p 53). The recruitment procedure Staff requisition 5.4. Recruitment will only be done on the basis of a written requisition for recruitment of staff which is be submitted to the HRO to initiate the recruitment process. The requisition will normally include all pertinent information about the job including job description / job profile of the proposed staff, the name of the project/ station/ department where the staff is to be deployed, the estimated salary and whether there is a provision in the project and any other relevant information to justify the recruitment. 25

Authorization of recruitment 5.5. For all positions already on the establishment (i.e. those for which GB approval is already granted) the ED will authorize the staff requisition otherwise the authorization of the GB (through the HR and Administration Sub-committee) will be required. Internal recruitment/ redeployment 5.6. In all instances and wherever practicable without being compulsory, consideration will first be given to filling positions internally by existing and interested CORAF/WECARD staff. In case of internal recruitment, selection will be based on merit, suitability for the position and candidate s potential for further advancement. Members of the staff are authorized to apply to position advertised in conformity with established procedures External recruitment and selection 5.7. If there are no suitable internal candidates, external recruitment will be undertaken. This will involve advertising the vacancies on the CORAF/WECARD website and in other national and regional media, receiving and processing applications, setting up a recruitment interview panels, interviewing and selecting successful candidates and submitting recommendation to the ED and GB. 5.7. Except for the position of Executive Director whose recruitment is handled by the Governing Board, all other positions at the Executive Secretariat are managed by the Executive Director. He is in charge of filling vacancies by advertising them on CORAF/WECARD website and on other national or regional media. The selection process fill be finalized by an interview with an appropriate panel and the final decision of the Executive Director. CORAF/WECARD Executive Secretariat can hire a specialized firm or select resource persons to conduct part or the whole recruitment process. Letter of appointment 5.8. Successful candidates are issued with a letter of appointment or contract detailing the terms and conditions of their employment with CORAF/WECARD. The candidates are required to sign and return to the organization a copy of the letter of appointment or contract and this will be held o the file of the employee. 26

Employment pre-conditions 5.9. Offers of employment may be subject to specified pre-conditions such as reference checks, police clearance, medical examination, etc. Successful candidates will be advised of any such pre-conditions as will be applicable to them and they are responsible for ensuring these are fulfilled as quickly as possible or within any specified deadlines. Issuance of HRM manual 5.10. All new employees shall be given an up-to-date copy of this MRM Manual for their information they shall be required to acknowledge in writing having received, read, understood and accepted the provisions of the Manual. However the HRM should be treated as confidential and should not be shared or discussed with outsiders who are not concerned with matters of the organization. Probationary period 5.11 New employees of the organization are hired on a probationary period in conformity with the Labour laws. During this period, the employee will benefit from all rights and advantages related to his position. At the completion of the period, the performance of the employee will be assessed by his supervisor. Satisfactory performance is subject to confirmation of employment whereas unsatisfactory performance may result in termination of employment. Induction of new staff 5.12. All new staff joining CORAF/WECARD is provided an induction programme to enable them to adjust and assimilate to the organization. The induction programme includes introduction to other staff and departments and spending time in other work units to full appreciate their work. In addition new staff are to be fully briefed on the goals, objectives, mission, vision, practices, policies and strategies of the organization. Authorisation Date of Board Approval/ Authorisation:.. Date of Issue: Signature:... EXECUTIVE DIRECTOR 27

VI - Employee records Purpose 6.1. To outline the records to be maintained in respect of each employee, confidentiality and the rights of access to... Summary/ policy statement 6.2. CORAF/WECARD shall maintain a confidential personnel file for each employee. The file for each employee shall be established at the date of employment, continuously maintained throughout the employment period and permanently retained by the organization for seven years after termination. Employees shall have the right to access and view their personnel files. Specific provisions, processes and procedures Pertinent Documents 6.3. Each employee's individual personnel file shall contain all pertinent documents relating to the employee's status and job performance. The employee's file shall include the following pertinent documents whenever applicable: i. The employee's application ii. Letters of reference from previous employers iii. Correspondence with reference to the applicant iv. Letter of appointment v. Evaluations of performance vi. Copies of communications pertaining to performance vii. Copies of communications pertaining to resignation or termination viii. Salary history ix. Medical examination report x. Criminal/police record check report xi. Attendance records xii. Travel xiii. Leave accrual and usage xiv. Certified copies of degrees and work certificates xv. Other documents relating to the employee. 28

Personnel Record Information Changes 6.4. All staff are expected to promptly inform the HRO of any changes to their personal circumstance and of any developments that have a significant effect on their personnel record. This includes change of residential address and telephone number, email addresses and other contact details, whom to notify in case of emergency and how to reach them, number of children, etc. Viewing Personnel File 6.5. All employees may have access to view their personnel file upon request to the DFA. Employees shall have access to the file within 24 hours of this request, and will view their file in the presence of the DFA or the HRO. Authorisation Date of Board Approval/ Authorisation:.. Date of Issue: Signature:... EXECUTIVE DIRECTOR 29

VII - Training and development Purpose 7.1. To outline the policy and procedures for training and development in CORAF/WECARD and to highlight the various trainings available and how employees can seek to be benefit from training and development. Summary/ policy statement 7.2. The CORAF/WECARD recognizes that it is important for its employees to be provided with training opportunities and programmes in order to improve their job knowledge, skill and future performance. Proper training results in increased productivity, improvement in employee morale, reduces on employee supervision, provides opportunity for personal growth and contributes to organizational stability Specific provisions, processes and provisions Definition of training and development 7.3. Training and development encompasses all the activities related to the development of human resources in CORAF/WECARD at the individual as well as the collective level. Training and development can also be defined as the integrated use of education, training and development, organization development and career development to improve individual, group and organizational effectiveness. Forms of training and development Education 7.4. Education refers to a planned learning intervention intended to help individuals qualify for advancement and its emphasis is on individual career preparation. CORAF/WECARD will support staff who wish to improve their educational credentials to enable them to be considered for advanced levels of responsibility in their careers. 30

Staff development 7.5. CORAF/WECARD will support activities and initiatives which are aimed at stimulating new ideas and insights through planned learning that is not necessarily job related. This provides individual opportunities to grow so that the organization has employees who are capable of working smarter rather than harder because of increased experience and knowledge from which they can creatively draw. Examples of developmental activities will include participating in projects not directly related to one s job and attending conferences, locally and abroad, etc. Training 7.6. Training refers to a short term, planned learning intervention that is intended to establish or improve a match between current job requirements and the knowledge, skills and attitude of the individual. CORAF/WECARD shall provide staff with training to enable them to acquire the required knowledge and skills to meet the minimum requirements of the jobs and to improve their work performance. Training needs assessment 7.7. The nature of training and development interventions will be dictated by training needs assessment which will be conducted during periodic strategic and operational planning and in the course of annual employee performance assessment. The training needs assessment helps to gather information about the knowledge and skills that are needed to improve the performance of individuals and ultimately of the organization as a whole. Nature of support provided 7.8. CORAF/WECARD shall grant to staff paid leave and, as appropriate or within budget provision, expenses for attending conferences, institutes and courses which are considered as mutually beneficial to both organization and the staff concerned upon written authorization of the Executive Director. Authorisation Date of Board Approval/ Authorisation:.. Date of Issue: Signature:... EXECUTIVE DIRECTOR 31

VIII - Staff remuneration Purpose 8.1. To outline the policy for remuneration and administration of rewards. Summary/ policy statement 8.2. The performance of CORAF/WECARD depends on the quality and commitment of its staff and the organization s remuneration policy is aimed at assisting CORAF/WECARD to attract and retain staff capable of meeting the institution s human resources needs. The main principle is to ensure staff are paid fairly and are treated consistently in relation to one another. Specific provisions, processes and procedures Basis of remuneration practices 8.3. CORAF/WECARD seeks to provide fair consideration, remuneration, reward and incentive to all staff undertaking and contributing to the organization s objectives and mandates. This will be achieved through development and adoption of appropriate remuneration, reward and incentive mechanisms and frameworks that are guided by internal and external fairness, and equity; the competitive environments within which the organization operates; and alignment with CORAF/WECARD s corporate objectives. Salary scales 8.4. Given the international nature of the organization, CORAF/WECARD has adopted the pay scales of the Food and Agriculture Organization (FAO) to provide the basis for remuneration of staff in the organization. Job positions in CORAF/WECARD are appropriately slotted into the salary structure and the starting salary for each employee is negotiated individually based on their qualification and the experience which they bring into the organization. Staff should contact HRO to view the current pay scales or to discuss any matter concerning their salaries. 32

Pay day 8.5. Salaries will normally be paid in the last week of the month (from 25 th to 30 th of each month). Where payment of salaries is likely to be delayed beyond this period due to cash flow or other operational constraints, the DFA will notify the staff in writing in good time so that staff are not left in suspense. Salary review and progression 8.6. The frequency of salary review is generally set out in the contract of each employee but pay increment will normally be considered after the completion of each year or contract and will, in cases, be based on the review of the employee s performance as per annual performance assessment. Salary increase to the next step shall be effective on the anniversary date of the staff s employment. All salary increases are, however, dependent on the CORAF/WECARD's financial capability. Advance Payments 8.7. Advances on salary will not normally be paid by CORAF/WECARD other than in exceptional circumstances and in consultation with the Executive Director. In such a case, this amount will be repayable to the organization in terms set out by the Executive Director, and agreed to in writing by the organization and the employee concerned. This clause does not refer to payment of earned vacation pay in advance of vacation being taken. Authorisation Date of Board Approval/ Authorisation:.. Date of Issue: Signature:... EXECUTIVE DIRECTOR 33

IX - Leave Purpose 9.1. To specify entitlements, conditions and procedures for paid vacation and other forms of leave which are provided by CORAF/WECARD. Summary/ policy statement 9.2. CORAF/WECARD recognise that appropriate leave is necessary for the health and well being of employees and special circumstances that may arise from time to time. Leave should be taken by mutual arrangement in accordance with the relevant provisions of the policy. Specific provisions, processes and provisions Leave granted at discretion of management 9.3. The employee is entitled to a paid annual leave. The order and dates of leave are fixed by the employer. He can in no way hinder a staff to take his leave. If an employee cannot take his leave at the desired period, he is to receive a notification from the administration with proposition of another date. Annual leave entitlement 9.4. The number of days of earned leave is based on the employee s category. Internationally recruited staff are entitled to 30 working days for every year of completed service. Staff on local conditions of service are entitled to 24 working days for each year of completed service. Accrual of leave 9.5. All leave earned should be taken before the end of the following year as staff will not be allowed to accumulate leave balances in excess of one year s entitlement (i.e. 30 days for internationally recruited staff and 24 days for locally recruited staff). Leave accrued in excess of these days will be forfeited except in those cases where inability to take leave has been due to the requirements of CORAF/WECARD and has been approved by the Executive Director. 34

Cash in lieu of leave 9.6. Staff of CORAF/WECARD are entitled to payment of cash in lieu of earned leave up to a maximum of ten (10) days per annum. Cash in lieu can only be taken in conjunction with paid annual leave and the number of days to be cashed in will not be more than the days of leave being taken. Sick leave entitlement 9.7. Staff of CORAF/WECARD are entitled to an aggregate of 44 working days of paid sick leave in a year. An additional 88 working days are granted on half pay. Further periods of absences on sick leave may be granted without pay at the discretion of the Executive Director. All periods of absence on sick leave must be supported by a medical certificate issued by a doctor. Sick leave cannot be accrued. Maternity leave 9.8. CORAF/WECARD staff are entitled to 98 days (14 weeks) paid maternity leave. Staff must complete one year of service before they can qualify to maternity benefits. For locally recruited staff maternity benefits are paid by national social security of Senegal while those for internally recruited staff are paid by CORAF/WECARD. Maternity leave without pay in addition to that specified above may be approved by the Executive Director. Hospitalisation during the period of leave 9.9. Should an employee produce a medical certificate showing that s/he was admitted to as an "in-patient" during the course of a vacation leave, the employee shall be considered to be on "sick leave" for the period of the hospital stay. As a result, vacation time not taken due to such a stay in hospital shall be taken at a mutually agreeable later time. Vacation Schedule 9.10. To ensure minimum disruption to normal operations of CORAF/WECARD, employees must consult with their managers or supervisor to determine their vacation schedule. Leave application forms 9.11. All leave absences should be applied for using the prescribed leave application forms to be obtained from the HRO. Leave applications must be endorsed by the DFA and the ED. 35

Authorisation Date of Board Approval/ Authorisation:.. Date of Issue: Signature:... EXECUTIVE DIRECTOR 36

X - Staff benefits Purpose 10.1. To outline the range and nature of benefits which are available to CORAF/WECARD staff and their immediate dependents. Summary/ policy statement 10.2. CORAF/WECARD reserve the absolute right to modify or change, and to abolish or consolidate any of the benefits on offer or any part of the benefits as deemed appropriate and in the best economic and other interests of the organization and the generality of its staff. CORAF/WECARD will attempt to provide benefits that offer the best value to its staff at a reasonable cost to the organization and to its employees. Specific provisions, processes and procedure Schedule of benefits 10.3. The benefits which are offered by CORAF/WECARD are listed below together with a short description of the benefits. The monetary value of the benefits is subject to change from time to time and they have therefore not been included in this HRM manual. Employees should consult the HRO and the DFA for monetary value and other details pertaining to each benefit. Relocation allowance 10.4. This is payable to internationally recruited staff upon joining CORAF/WECARD. The amount paid is based on the level of the officer. In addition to the allowance staff, are entitled to an economy ticket for self and family and to paid accommodation in Senegal for one month. Terminal benefits 10.5. On leaving internationally recruited professional staff are entitled to an economy ticket for self and family. Locally recruited staff are paid in accordance with Senegalese labour legislation. 37