I

HUMAN RESOURCES
PROCEDURE MANUAL

Revised April 2018

Effective 1 May 2019
II

HUMAN RESOURCES PROCEDURE MANUAL

TABLE OF CONTENTS

Introduction...............................................................................................................................................v
Purpose and Application...........................................................................................................................v
Commencement........................................................................................................................................v
Acronyms...................................................................................................................................................vi
CHAPTER 1 – GENERAL POLICIES’ PROCEDURES...............................................................................01
1.0 Implementation of the Integrity Policy...............................................................................................01
1.1 Integrity Procedures..........................................................................................................................01
1.2 Reporting an Allegation.....................................................................................................................01
1.3 Content of Allegations.......................................................................................................................01
1.4 Treatment of Allegations....................................................................................................................01
1.5 Investigations.....................................................................................................................................02
1.6 Confidentiality and Anonymity...........................................................................................................02
1.7 Protection..........................................................................................................................................02
1.8 Conflict of Interest Guidelines...........................................................................................................02
CHAPTER 2 – RECRUITMENT PROCEDURES........................................................................................03
2.1 Recruitment Procedures....................................................................................................................03
2.2 Selection Procedures........................................................................................................................04
2.3 Reference and Background Check Procedure..................................................................................04
2.4 Contracting Procedure......................................................................................................................04
CHAPTER 3 – COMPENSATION, BENEFITS AND ALLOWANCES PROCEDURES................................05
3.1 Procedures for Competitiveness, Equity, Simplicity and Basic Needs Coverage.............................05
3.2 Procedures for Payroll Deductions and Contributions......................................................................05
3.3 Procedure for Method of Payment for RRS and IRS.........................................................................05
3.4 Taxation and Statutory Deductions...................................................................................................05
3.5 Salary policy in level changes due to promotion...............................................................................06
3.6 Acting Allowance Procedures and Guidelines..................................................................................06
3.7 Overtime Procedures and Guidelines................................................................................................06
3.8 Records Procedure...........................................................................................................................07
3.9 Moving Allowance.............................................................................................................................07
3.10 Procedures and Guidelines for Housing RRS and IRS....................................................................08
3.11 Dependants’ Education Procedures and Guidelines.......................................................................08
3.12 Transport Procedures and Guidelines.............................................................................................08
3.13 Position Adjustment Procedures and Guidelines............................................................................08
 III

3.14 Leave Travel Allowance Procedure..................................................................................................09

3.15 Leave Terms and Conditions...........................................................................................................09
3.16 Leave Travel Conditions..................................................................................................................10
3.17 Eligible Family Members.................................................................................................................10
3.18 Repatriation Travel upon Separation Procedures and Guidelines...................................................10
3.19 Repatriation of Household Effects...................................................................................................11
3.20 Death while working outside the home country..............................................................................11
3.21 Pension Procedures........................................................................................................................11
CHAPTER 4 – WORK ENVIRONMENT......................................................................................................12
4.1 Flexible Hours....................................................................................................................................12
4.2 Working from Home..........................................................................................................................12
4.3 Time Employment.............................................................................................................................12
4.4 Mothers of Infants and Young Children Guidelines...........................................................................14
4.5 Gender, Diversity and Inclusion Procedures......................................................................................14
4.6 Health and Safety Procedures...........................................................................................................15
4.7 Associations Other than ISA..............................................................................................................15
CHAPTER 5 - PERFORMANCE MANAGEMENT AND STAFF DEVELOPMENT......................................16
5.1 Procedure for Approval of Education Programmes and Refund of Costs.........................................16
5.2 Procedure for Training away from workplace....................................................................................16
5.2 Eligibility for Promotion and In-grade Progression............................................................................16
5.3 Justification and criteria for promotion:.............................................................................................16
5.4 Submission Process:.........................................................................................................................17
CHAPTER 6 - STAFF ASSOCIATION........................................................................................................18
CHAPTER 7 - TERMINATION OF EMPLOYMENT....................................................................................19
CHAPTER 8 - GRIEVANCE AND CORRECTIVE ACTION.........................................................................20
8.1 Disciplinary Procedures.....................................................................................................................20
8.2 Report of Misconduct and Investigation...........................................................................................21
8.3 Dispute Resolution............................................................................................................................24
ADDITIONAL GUIDELINES........................................................................................................................27
Consultancy Procedures.........................................................................................................................27
Guidelines for Completing the Performance Management Plans...........................................................27
IV

HUMAN RESOURCES PROCEDURE MANUAL

Approved by: SLT

Issued by: ICRAF Head Human Resources

Dated: May 2019

Last amended: 2014

 V

INTRODUCTION

Purpose and Application

i. These procedures are to give effect to ICRAF’s Human Resources Policy approved by the Board of Trustees in April
2019.

ii. These procedures apply to:

a. The first chapter which outlines general policies, rights and obligations that apply to all staff of ICRAF, irrespective
of location;

b. The second chapter on governing recruitment and appointment of staff;

c. Chapters three and four that capture compensation, benefits and allowances, including the various categories of
leave;

d. Chapter five which specifies the requirements of performance management and staff development;

e. Chapter seven on conditions relevant to and

f. Chapter eight which deals with grievance policy and procedures, including harassment.

There are no procedures for chapter six and seven which cover Staff Association and termination of employment
respectively.

Commencement
These procedures commence on 1 May 2019.

Revisions
This document has been revised the following, the approval of the HRPPM, now the HRPM where HR procedures were
moved and compiled to constitute this HR Procedures Manual.
VI

HUMAN RESOURCES PROCEDURE MANUAL

LIST OF ACRONYMS

AIARC The Association of International Agricultural Research Centres (AIARC)

CGIAR Consortium of International Agricultural Research Centres

HRPPM Human Resources Policy and Procedures Manual

HRU Human Resources Unit

HQ Headquarters

ICRAF World Agroforestry

IRS Internationally Recruited Staff

LOA Letter of Agreement

MOU Memorandum of Understanding

NRS Nationally Recruited Staff

RRS Regionally Recruited Staff

SLT Senior Leadership Team

VAF Vacancy Authorization Form

VII

1. GENERAL POLICIES PROCEDURES
1.0 Implementation of the Integrity
Policy
This policy shall be implemented to address a
situation that has potential detrimental and serious
consequences for ICRAF or for other employees. Any
person who may have information on or be privy to
such a situation is encouraged to share their concerns,
questions, suggestions or complaints with their
immediate supervisor or any Director. If the person is
not comfortable speaking with the supervisor/Director or
is not satisfied with the supervisor/Director’s response,
the matter should be reported using the following
procedures.
1.1. Integrity Procedures
Reporting under this policy is meant to address matters
such as:
• Violation of ICRAF policies and procedures
• Perceived illegal, unethical and questionable actions
and behaviours
• Any matters which may cause damage to ICRAF
reputation
• Suspected fraud and corruption plus other matters
which might cause financial loss to ICRAF
The process should not be used for matters normally
handled by the HRU and ICRAF Staff Association
through regular grievance and staff welfare processes.
1.2. Reporting an Allegation
a. Through immediate supervisor/Director/Internal Audit
• Staff members are encouraged to share their
concerns/allegations with their immediate supervisor
or a Director.
• If staff members are not comfortable speaking with
the supervisor/Director or are not satisfied with the
supervisor/Director’s response, they are encouraged
to report to Head of Internal Audit Unit.
b. Through the anonymous platform
• If a staff member does not believe sharing their
concerns/allegations with the supervisor/Director/
01
Internal Audit is possible, the concerns/allegations
may be submitted through the anonymous platform.
• Staff members can download the anonymous
platform App onto their smartphones for easy access.
• Alternatively, staff members can use the anonymous
platform on-line reporting feature.
c. Through ICRAF Integrity Hotline
• Please email: integrityhotline@cgiar.org or
• Call +254 20 7224050.
1.3. Content of Allegations
Any concern/allegation should contain as much specific
factual information as possible, including:
• All facts describing the concern/allegation
• Name(s) of staff/person(s) involved
• Locations, dates, times and frequency
• Any other evidence available to support the concern/
allegation.
1.4. Treatment of Allegations
All reported allegations will be acknowledged, recorded
and screened by Internal Audit.
The Internal Audit Unit through the Head of Internal
Audit, will take each concern/allegation seriously
and investigate any concern/allegation which poses
a significant risk to the compliance, efficiency,
effectiveness and credibility of ICRAF.
An initial fact-finding investigation by Internal Audit will
be done in a confidential manner. Once completed, the
Head of Internal Audit shall engage with the Director
General to decide on follow-up actions to be taken in
order to resolve the concern/allegation.
In the case that the concern/allegation is against the
Director General, the Head of Internal Audit will engage
directly with the Board of Trustees.
02
HUMAN RESOURCES PROCEDURE MANUAL
1.5. Investigations
Staff members involved will normally be informed of the
concern/allegations at the outset of a formal investigation
and have opportunities for providing their inputs during
the investigation.
All staff members have a duty to co-operate during the
investigations and have a responsibility not to interfere
with the investigations. Evidence shall not be withheld,
destroyed or tampered with, and witnesses shall not be
influenced, coached, threatened or intimated by any staff
member.
At the conclusion of the investigation, the staff members
involved will be informed of the outcome.
If any staff member under investigation initiates an exit,
ICRAF reserves the right to pursue the investigations to
its logical conclusion.
Reports of violations or suspected violations shall be
kept confidential by all parties involved to the greatest
extent possible, consistent with the need to conduct an
adequate investigation.
1.6. Confidentiality and Anonymity
The identity of the whistleblower shall be kept
confidential to the extent possible and as permitted
under the law.
Any acts of violation of confidentiality shall result in
appropriate disciplinary action.
Anonymous allegations are discouraged, as they have a
greater potential for abuse and can make investigations
of the allegations more difficult.
1.7. Protection
Each whistleblower shall be protected from reprisal or
victimization, even if the disclosure does not result into
a disciplinary action. Any other staff member assisting
in the investigation shall also be protected to the same
extent as the whistleblower.
ICRAF aims to treat any individuals who reports
misconduct or cooperates with duly authorized audits
or investigations in a fair and equitable manner, with
afforded protection from retaliation and with enforcement
of utmost confidentiality for all concerned.
No employee, who in good faith reports a violation, shall
suffer harassment, retaliation or adverse employment
consequences.
Retaliation means any direct or indirect detrimental
action recommended, threatened, or taken because
an individual engaged in an activity protected by the
present Policy. When established, retaliation is by itself
misconduct, an employee who harasses or retaliates
against someone who has reported a violation in good
faith is subject to disciplinary measures.
The transmission or dissemination of unsubstantiated
rumours is not a protected activity. Making a report
or providing information that is intentionally false or
misleading constitutes gross misconduct and shall result
in appropriate disciplinary action.
1.8. Conflict of Interest Guidelines
Supervision. The appointment, reappointment, or
promotion of a person shall not place him or her
under an administrative supervisor who is Immediate
Family. Either the employee or the supervisor who is
an immediate family member shall be transferred to
another unit. All subsequent actions with regard to the
evaluation, reappointment, promotion, or salary shall be
the responsibility of the supervisor of the unit to which
they have been transferred. The same shall apply to
situations where two employees marry and one spouse is
the supervisor of the other.
Promotion. The appointment, reappointment, or
promotion of a person shall not place him or her in an
administrative or supervisory position with responsibility
to approve, recommend, or otherwise act with regard
to reappointment, promotion, or salary of a person who
is Immediate Family; neither shall the promotion place
him or her under the supervision of an immediate family
member.
ICRAF shall include conflict of interest clauses in the
MOUs, LOAs and contracts for consultants, vendors,
donors, partners and other stakeholders with various
interactions with ICRAF and other stakeholders as a
way of enforcing this HR procedures. Any breach of
contractual terms or false information by ICRAF staff or
consultants, vendors, donors and partners shall result in
termination of the relationship and/or contract.

2. RECRUITMENT PROCEDURES
2.1 Recruitment Procedures
The selection, appointment, transfer, promotion
or termination of staff shall of necessity be geared
towards attaining the highest standards of efficiency,
competence, integrity and close cultural fit.
2.1.1 Requests for recruitment action for all established
positions shall be sent through Directors to the
HRU. The requests must be accompanied by a job
description (with proposed job title and a grade), a VAF,
cost estimate and budgetary code.
2.1.2 On the basis of the information provided, the
HRU shall review the classification of the positions.
The HRU shall prepare draft vacancy announcement
for clearance by the director concerned. The vacancy
authorization form must be approved by the Director
prior to the actual commencement of the search
process.
2.1.3 All vacancy announcements are positioned on
ICRAF’s website. Vacancies may be announced in
selected newspapers and journals. The HRU may use
other appropriate means of advertising vacancies.
Specific vacancy announcement procedures or
candidate prospecting measures may be established,
in particular to increase the number of applications
from women and candidates from specific countries or
regions.
2.1.4 Head hunting: when recruiting for leadership
positions and specialised functional and thematic
roles – one cannot rely solely on advertisements to
find the most appropriate candidates. Thus, direct
and targeted searches for such candidates may be
conducted through head hunting. If such candidates
accept ICRAF’s invitation to apply they shall be placed
directly on the short list but must still go through the
same formal selection procedures applicable to all other
applicants.
2.1.5 The closing date to be established for the
submission of applications shall normally be at least
one month from the date of issue of the vacancy
announcement for positions in the international and
regional categories and at least two weeks in the case
of positions in the national category.
2.1.6 Candidates applying for an advertised position
shall be requested to submit curriculum vitae. They
shall also be requested to provide such supplementary
03
documentation as may be required to assess their
qualifications and competence. The HRU shall register
all applications and send applicants an immediate
acknowledgement letter.
2.1.7 All candidates not under Regional Coordinator
authority shall be referred to the HRU at HQ.
Interviews for such positions shall only be arranged by
the HRU.
2.1.8 After the closing date of a vacancy
announcement, the HRU shall prepare a summary of all
applications received (name of candidate, nationality,
qualifications, and experience) and highlight those
that satisfy the requirements set out in the vacancy
announcement. Notwithstanding, all applications
shall be sent to the unit director and/or supervisor for
evaluation.
2.1.9 In the interests of organisational stability and staff
motivation, commit to the promotion of internal staff
whenever such vacancies are available. Additionally,
maintain a balance between internal promotion and
fresh recruits to promote dynamism.
2.1.10 The HRU may include other candidates from the
database in the longlist who have been identified during
earlier recruitment processes in consultation with the
respective recruiting manager and/or supervisor.
2.1.11 The selection process should include an
interview with the candidates to be arranged through
the HRU. Interviews may be confined to those
candidates who appear to be equally qualified for
the position in order to provide a better basis for final
selection.
2.1.12 References check through a formal process
shall be done by HRU prior to confirming an offer of
employment. The names of referees shall be provided
by the candidates. References should highlight both
the professional and personal characteristics of the
candidate.
2.1.13 In cases of senior staff appointment, confidential
reference seeking is a valid part of the process.
However, the candidates must be informed in advance
that this forms part of the selection process and that
they have no objection.
2.1.14 All vacancies for positions should ideally be
filled within six months for IRS positions and four
04

HUMAN RESOURCES PROCEDURE MANUAL

months for NRS positions. If not, a review of the
recruitment process must be conducted by HR Unit.
2.1.15 All candidates who participated in the
interviewed will be notified of the interview outcomes
once the selection process is finalized
medical examination is strictly confidential.
2.3.9 ICRAF shall reimburse the cost of pre-
employment medical examination, as stipulated in
Annex VIII (a).

2.3 Reference and Background

2.2 Selection Procedures
2.3.1 A Selection Panel shall be nominated in
consultation with the appointing Unit to make
recommendations for appointments in each case
of recruitment. The Selection Panel shall normally
comprise five persons ensuring gender representation
in the panel, as follows:
• Three staff members identified by the appointing
Unit, which shall include the supervisor of the position
• The Head of Human Resources or a representative.
• A member of staff association
2.3.2 In all cases of recruitment, the HRU shall prepare
upon receipt of the shortlist a dossier including all
relevant details concerning each applicant. The dossier
shall be circulated to all members of the Selection
Panel.
Check Procedure
Candidate reference or background checking shall
include contacting at least three (3) of the applicant’s
former employers, supervisors, co-workers or colleges/
universities to verify their previous employment or
academic history and to obtain information about the
candidate’s knowledge, skills, abilities and character.
The referees shall be sent a reference check by HRU
and requested to complete and submit it within a certain
period. Candidates filling certain positions in Finance,
Procurement, and Administration (Drivers) shall be
required to present signed and stamped background
clearance certificates from local country criminal
investigation agencies. Reference and background
checks shall be conducted immediately the candidates
accepts to take up the new position and not later than
one week before they are due to report to work.

2.3.3 The Selection Panel shall seek to make its 2.4 Contracting Procedure
recommendations for appointment by consensus.
Contracts that are USD 40,000 and above in terms of
2.3.4 Any potential conflict of interest between panel staff costs for jobs in grades C4 and below shall be
members and potential staff must always be explored signed by the Head of Human Resources.
and avoided. It is also the responsibility of the panel
members to declare such conflict of interest where it is
not apparent to other members of the panel.

2.3.5 The HRU shall submit the recommendations of

the Selection Panel to the Director General for decision.
If no agreement can be reached the matter shall be
referred to the Director General for decision.

2.3.6 The grade at which selected candidates are

appointed depends on their qualifications and working
experience. An appointment may be made, in
particular if the selected candidate does not meet all
requirements of the position, at a lower grade.

2.3.7 All appointments of candidates are usually made

at entry level of each grade. If there are circumstances
to justify an exception, this may be authorized by the
Director General.

2.3.8 Medical Examination on Appointment- All

appointees are required to undergo a medical checkup
by a recognized Medical Officer/Service Provider upon
taking appointment. All information pertaining to the

3. COMPENSATION, BENEFITS AND ALLOWANCES
PROCEDURES
3.1 Procedures for Competitiveness,
Equity, Simplicity and Basic Needs
Coverage
i. In each country, the appropriate level of medical
benefits shall be determined so as to ensure that the
health concerns of staff and their dependants are
reasonably addressed.
ii. The ICRAF pension plan shall be determined at each
country in such a way as to secure the future of our
employees.
iii. Adequate insurance shall be provided so that work-
related accidents or death are properly covered.
3.2 Procedures for Payroll
Deductions and Contributions
i. The pension amount remitted by ICRAF shall be less
the social security amounts stipulated by various local
country laws. Where the social security amounts are
above the employer’s intended pension contribution,
ICRAF shall contribute only the social security amount.
ii. The employee’s contribution shall be deducted from
payments due to the employee as per respective local
labour laws.
iii. The total deductions from payroll shall normally
ensure the net salary payable is not less than a
percentage of their gross salary as stipulated in
respective country laws.
Deductions may also be made for the following
purposes:
a. For indebtedness to ICRAF;
b. For indebtedness to third parties when any deduction
for this purpose is authorised by the Head of Human
Resources and in line with respective laws.
c. Deductions may also be made upon request by staff
for voluntary contributions to the Pension fund, medical
and other saving schemes.
3.3 Procedure for Method of
Payment for RRS and IRS
05
AIARC is a non-profit association of CGIAR Centres,
based in the United States, is contracted by ICRAF to
pay RRS and IRS salaries. Salary and other authorized
payments are made by AIARC on instruction from
ICRAF. Individual staff members can, within the limits
of ICRAF’s agreement with AIARC, instruct AIARC as
to the manner in which such payments are made. For
IRS serving in their home country, in which the laws
do not permit payment of salary and other benefits in
foreign currencies, ICRAF shall arrange a comparable
compensation package in the home-country currency
and within applicable laws and regulations.
3.4 Taxation and Statutory
Deductions
3.4.1 Home Country Taxes
Staff members, regardless of the country to which they
are assigned, are responsible for their home-country
taxes on any funds (basic salary, allowances, benefits,
retirement benefits, and so on) paid by ICRAF. It is their
responsibility to report income for taxes, to file required
reports and to pay such taxes as are assessed unless
specifically exempted by their government. ICRAF
accepts no responsibility for home-country taxes.
ICRAF’s agreement with its various host governments
exempts internationally recruited staff from paying taxes
on ICRAF income except in those instances where
the staff members are citizens or residents of the host
country and thus are required by their government to
pay the normal taxes of the country. In this situation,
as set forth in the previous paragraph, ICRAF can take
no responsibility for such taxes. At some duty stations
where staff may be in their home country, the tax
laws may require ICRAF, as the employer, to deduct
withholding taxes and forward them to the taxing
authority. This does not transfer the responsibility to
ICRAF for the taxes so deducted or for any part of the
obligations of staff members to report and pay their
income taxes in full. The same will be done for social
security deductions at some duty stations. ICRAF shall
only make such contributions to governmental social
security taxes as it may be legally required to do as an
employer.
06
HUMAN RESOURCES PROCEDURE MANUAL
3.5 Salary Policy in Level Changes
Due to Promotion
3.5.1 Promotion shall mean the advancement of
a staff member to a position of a higher grade
normally as a result either of reassignment following
a competition, or reclassification of the position to
which he/she is assigned. Any staff member shall be
entitled to be considered for promotion as a result
of the reclassification of the position to which he/
she is assigned, provided he/she has the required
qualifications and his/her performance is satisfactory.
3.5.2 Notwithstanding item 3.5.1above, if an occupied
position is reclassified from the NRS category to the
RRS or IRS category, the position shall be announced
to the staff members and selection for that position
shall be on a competitive basis, subject to conditions
to be determined by the Director General. The staff
member occupying the advertised (reclassified)position
may be granted an acting allowance, in accordance
with the provisions of the Acting Allowance policy.
3.5.3 Without prejudice to the recruitment of fresh
talent, staff in service shall be given reasonable
promotion possibilities.
3.5.4 The Director General shall appoint a Promotion
Review Panel, whose membership shall comprise of the
following:
• At least one SLT member
• A representative of HRU
• A representative of Staff Association
3.5.5 All promotions shall be reviewed and either
approved or dis-approved, and salary grades proposed
by the Promotion Review Panel.
3.6 Acting Allowance Procedures and
Guidelines
3.6.1 Staff members shall be expected to assume
temporarily, as part of their customary work and without
extra compensation, the duties and responsibilities of
higher-level positions.
3.6.2 A staff member, who has been assigned
substantial additional responsibilities of a higher-level
position t than his/her own, must meet the minimum
requirements of the higher level position, to undertake
the functions of the higher position and demonstrate
from past performance the ability to carry out the higher
level functions.
3.6.3 Acting Allowance shall not be paid for standing
in for short periods of less than three months, or for a
lateral move. Only in exceptional cases shall an acting
allowance be paid for a period exceeding 12 months.
It is expected that during such an extended time frame
either a replacement shall be recruited for the vacant
position or the acting staff member shall be considered
for regularization or confirmation in the position.
3.6.4 Computation for the payment of an acting
allowance, shall be established taking into account
where relevant, the local labour laws, and the local
markets and practices. The monthly rate applicable to
international and regional staff and above is reflected in
Annex VI.
3.7 Overtime Procedures and
Guidelines
3.7.1 Only nationally recruited staff in non-professional
staff grades (C1 and C2) are entitled to payment
for overtime or time in lieu. Overtime for which
compensation is requested shall have advance
authority and approval from the immediate supervisor.
Each supervisor is responsible for implementing the
overtime policy for their respective units, approving
overtime hours and justifying overtime expenses.
Overtime will only be approved after considering the
current workload, staffing levels; the overtime budgeted
for, the duration of the overtime, the recurring need
for overtime and adequacy of the budget. Employees
eligible for overtime shall not claim overtime pay unless
the overtime had been approved in writing or on email
beforehand.
3.7.2 Overtime or time off in lieu shall be awarded in the
same or the next pay period after which it is earned.
The following shall not be counted as hours worked for
purposes of determining the time worked or overtime:
i. Normal commuting time to and from home and
work, whether the employee works at a single, fixed
location or at different duty stations. The time spent
travelling from home to the assigned position and
back each day is excluded from hours counted for
purposes of determining overtime;
ii. Meal time;
iii. Other time away from the duty station when the
staff member is not required to conduct official
business.

3.8 Staff Records Procedure
Staff records shall be changed when a staff
member advises the HRU and completes applicable
documentation to change their records or add a newborn
child to delete the former dependant from the staff
member’s list of dependents.
3.9 Moving Allowance
3.9.1 RRS and IRS
RRS and IRS serving outside their home country shall
receive a moving allowance on initial appointment and
a repatriation allowance on exiting ICRAF to facilitate
the shipment of household and personal effects. Moving
allowance for RRS and IRS shall be applicable upon the
following to facilitate the shipment of personal effects:
- Initial appointment
- Reassignment/transfer to a new duty station;
- Separation from service
i. The staff member shall manage the shipment of his/
her personal effects and accepts full responsibility for
all costs related to, and resulting from such shipments,
including but not limited to insurance claims for loss
or damage to personal effects, customs formalities,
customs fees, demurrages, storage charges, security
examination charges, tax and duties.
ii. The staff member shall accept full responsibility for
taking out appropriate insurance coverage.
iii. ICRAF shall not be responsible for any delays in
the departure/arrival of personal effects or additional
expenses that may be incurred, or liabilities that may
arise.
iv. Export/import formalities shall be handled by the
staff member through his/her contracted shipping
agent or customs broker. ICRAF shall only assist staff
in providing advice on eligibility of duty-free import and
conditions and facilitating customs clearance when
required by the host country agreement.
v. The moving allowance may be used at the staff
member’s discretion, in any manner deemed best to
facilitate his/her relocation (e.g. through storage of
personal effects, total or partial shipment, or disposal
and replacement at the duty station, etc.)
vi. The moving allowance is paid in US dollars as
per the schedule outlined in Annex II and before the
estimated departure of the staff member.
07
vii. In the event a staff member who separates from
ICRAF is then re-hired to the same duty station within
12 months, no moving allowance shall be paid.
viii. If a staff member is re-appointed to a different duty
station, the moving allowance will be paid as the staff
member will be considered to have been reassigned.
ix. If the spouse or the partner of the staff member is
employed by another organisation at the same duty
station and benefitted from the payment of a moving
allowance (relocation allowance) of which the staff
member benefitted, then no moving allowance shall be
paid.
x. The moving allowance shall be paid with the firm
understanding that no former employer is providing
such assistance. Staff are required to declare if such
allowance is being paid by the former employer. In
such situations, ICRAF’s allowance shall be reduced by
the amount contributed to moving costs by the other
employer, hence ICRAF’s share shall be less than the
amount indicated in Annex 1.
3.9.2 Moving Allowance Applicability and Procedure
a. The staff member shall manage the shipment of his/
her personal effects and accepts full responsibility for
all costs related to, and resulting from such shipments,
including, but not limited to, insurance claims for loss
or damage to personal effects, customs formalities,
customs fees, demurrages, storage charges, security
examination charges, tax and duties.
b. The staff member shall accept full responsibility for
taking out appropriate insurance coverage.
c. ICRAF shall not be responsible for any delays in
the departure/arrival of personal effects or additional
expenses that may be incurred, or liabilities that may
arise.
d. Export/import formalities should be handled by the
staff member through his/her contracted shipping
agent or customs broker. ICRAF shall only assist staff
in providing advice on eligibility of duty-free import and
conditions and facilitating customs clearance when
required by the host country agreement.
e. The moving allowance may be used at the staff
member’s discretion, in any manner deemed best to
facilitate his/her relocation (e.g. through storage of
personal effects, total or partial shipment, or disposal
and replacement at the duty station, etc.).
f. The moving allowance is paid in US dollars as per the
schedule outlined in Annex II (A and B), and before the
estimated departure of the staff member.
08
HUMAN RESOURCES PROCEDURE MANUAL
g. In the event a staff member who separates is re-hired
to the same duty station within 12 months, no moving
allowance shall normally be paid.
h. If a staff member is re-appointed to a different duty
station, the full moving allowance could be paid as the
staff member could be considered to have been re-
assigned.
i. If the spouse or partner of the staff member is
employed by another organisation at the same duty
station and benefitted from the payment of a moving
allowance (relocation allowance) of which the staff
member benefitted, then no moving allowance shall be
paid.
j. The moving allowance shall be paid with the firm
understanding that no other employer or organisation is
providing such assistance. In such situations, ICRAF’s
allowance shall be reduced by the amount contributed
to moving costs by the other employer.
3.10 Procedures and Guidelines for
Housing RRS and IRS
The cost of a modest three-bedroom house shall be
determined and revised when necessary by the HRU
with input from the Regional Coordinators for locations
outside ICRAF’s headquarters. All residences of
internationally recruited staff shall be subject to a security
check before occupancy to ensure that the security is
reasonable and in line with standards compatible to
other international organisations but not less than what is
applicable to UN Staff.
3.11 Dependants’ Education
Procedures and Guidelines
i. At positions where no international schools exist and
parents opt to send their children to school elsewhere,
ICRAF shall provide the same level of reimbursement as
stipulated in Annex V at the nearest international school
designated by the Director General or as delegated.
ii. To be eligible for the education allowance, a
dependant shall be a child aged two or older with proof
of attendance of Playschool, pre-primary, primary
or high school. This benefit is valid for up to three
dependants. The allowance shall be discontinued at
graduation from high school or the age of 19, whichever
comes first. There shall be no addition of younger
dependants, after previously approved dependants
come off the allowance, that is, each staff member is
allowed support for a total of only four dependants
during their tenure with ICRAF.
iii. Employees are required to file a statement on
a prescribed form available from the HRU at the
beginning of each school year attesting to the
existence, name and age of each dependant child, and
the name and location of the school they are attending.
iv. The actual reimbursable costs are outlined in in
Annex V.
v. ICRAF shall provide parents who elect to educate
their children with special needs at home with a non-
accountable education allowance to cater for special
education needs for the home schooling. Home
schooling is defined as the provision of an equivalent
to formal education to eligible dependent children in a
non-school setting and preferably at home.
vi. For nationally recruited staff at each location,
the home-schooling education allowance shall be
established taking into account the local labour laws,
the local markets and practices, particularly those of
other CGIAR centres operating in such countries.
3.12 Transport Procedures and
Guidelines
The staff transport situation at outreach stations is
determined according to local practices and hosting
institution policies where applicable.
i. When personal vehicles are used for official ICRAF
mission, reimbursement shall be made to the staff
member as provided for in the travel policy. No
reimbursement shall be made for personal vehicles
used for commuting to work.
ii. Official vehicles shall not be used for personal
purposes.
3.13 Position Adjustment Procedures
and Guidelines
i. ICRAF has chosen to be guided by the Cost of
Living index survey of the US State Department and
to apply this to a graduated percentage of the basic
salary. The position adjustment formula is outlined in
Annex VI.
ii. Position adjustment for eligible staff members shall
be paid during certified sick leave if the staff member
and/or their family are at the duty station.

3.14 Home Leave Travel Allowance
Procedure
Three types of travel are commonly categorized under
home-leave travel:
i. Home-leave travel is the biennial leave travel from
the duty station to the recognized home base of an
international staff member and eligible dependants. The
entitlement is the most direct excursion airfare from the
duty station to the home base for the staff member and
eligible dependants. Any further yearly entitlement shall
fall due the ninth month following the anniversary of
entry date.
ii. Family visit is the travel to an international staff
member’s duty station by the staff member’s eligible
dependants residing at the staff member’s recognized
home base. ICRAF shall reimburse the most direct and
economical excursion fare from the home base to the
duty station for the dependants plus necessary ground
transportation and airport taxes. Like with home leave,
the entitlement is once every two years and is in lieu of
home leave. This benefit is not applicable to regionally
recruited staff.
iii. Education travel may be requested by a staff
member once every two year collectively to visit all of
the staff member’s eligible children study at a location
that is neither the duty station nor the home base
and are eligible for the education allowance. ICRAF
shall reimburse the expenses for the most direct and
economical excursion fare from the place where the
studies are conducted to either the recognized home
base or the duty station, up to a maximum of the
cost incurred during travel from the home base to the
duty station. Education travel is taken in lieu of home
leave and family visit. This benefit is not applicable to
regionally recruited staff.
3.15 Home Leave Terms and
Conditions
i. Internationally recruited staff and regionally recruited
staff shall be granted home leave once every two years.
A staff member shall be eligible for home leave provided
the following conditions are fulfilled:
a. While performing his or her official duties the staff
member continues to reside in a country other than
that of which he or she is a national;
b. The staff member’s service is expected to continue
at least six months beyond the date of his or her
commencement of any proposed home leave;
ii. The country of home leave shall be the country of
09
the staff member’s declared nationality, subject to the
following terms, conditions and exceptions:
iii. The place of home leave of the staff member within
his or her country shall be, for the purposes of travel
and transportation entitlements, the place which the
staff member had the closest residential ties during the
period of his or her most recent residence in the home
country.
iv. In exceptional circumstances, the change in the
place in the country of home leave may be authorised,
under conditions established by the Director General.
v. Home leave may be taken, subject to the exigencies
of service and at any time during the calendar year in
which it falls due.
vi. A staff member may be required to take his or
her home leave in conjunction with travel on official
business, due regard being paid to the interests of the
staff member and his family.
vii. Travel of eligible family members shall be in
conjunction with the approved home leave of the staff
member, provided that exceptions may be granted if the
exigencies of the service or other special circumstances
prevent the staff member and his or her family members
from travelling together.
viii. In exceptional circumstances, the Director General
may approve an alternate place of home leave, based
on special circumstances of the staff member and
provided that the cost would not exceed the cost of
travel to his or her home country.
ix. Home-leave travel is approved only if the vacation
is for two weeks or more, except when circumstances
outside the staff member’s control, such as sick leave,
shorten the vacation.
x. Home-leave ticket travel not used during two years
may be claimed in kind within 24 months after the year
in which it was earned (that is the employment year),
but no part of the home-leave travel may be converted
to cash, whether unused or underutilized.
xi. A staff member may transfer home-leave travel
entitlement to another eligible dependant, or a staff
member’s eligible dependants may transfer their home-
leave travel to the staff member. Home-leave travel may
not be transferred to any other persons.
xii. The entitlement for home-leave travel, family visit or
education travel may be used to go to another location
only with the specific approval of the Head of Human
Resources, in which case ICRAF’s reimbursement is
limited to the most direct and economic excursion
airfare actually incurred, or the excursion fare from
10
HUMAN RESOURCES PROCEDURE MANUAL
the duty station to the home base, whichever is lower,
excluding airport taxes or ground transportation.
xiii. No home-leave travel, family visits or education
travel entitlement shall be granted in respect of staff
members’ dependants (spouse or children) who enjoy
similar benefits from other organizations.
xiv. No home leave travel, family visits or education
travel shall be granted during the first nine months of
the probation period or during the termination notice
period.
xv. Staff members may want to check their entitlement
and eligibility for home-leave travel, education travel or
family visits with the Head of Human Resources before
incurring the expenses. Unless the staff members or
their dependants are specifically authorized to make
other arrangements, all tickets for staff members and/
or their eligible dependants are purchased by ICRAF in
advance. The ICRAF travel office shall process requests
for air tickets only if an approved travel authorization
is presented or if the staff member’s personal account
with ICRAF has sufficient funds to cover the cost of the
ticket. No travel advances shall be given for home-leave
travel, no foreign exchange shall be issued, and no per
diem shall be paid.
xvi. Reimbursable expenses incurred during home-
leave travel must be reported on the ‘Travel expense
report form’ to be completed by the staff member.
All claims for reimbursement must be accompanied
by receipts or other evidence that the expense was
actually incurred, unless the claim is for an amount less
than USD 25. Expenses not properly supported or not
allowable under the provisions of travel entitlements
may be rejected by ICRAF. A staff member’s claims are
normally settled in the currency of the duty station or
credited to the staff member’s personal account.
xvii. Transportation by rail is payable by ICRAF at
second class fare. Other transportation expenses
such as bus or taxi charges shall be reimbursed upon
presentation of receipts. Costs for accommodation
enroute are reimbursed by ICRAF only if incurred
during the shortest possible or most direct routing,
or if a stopover is necessitated by a substantial
reduction in airfare as calculated by ICRAF’s travel
office. Reimbursable costs include room, taxes, service
charges and other compulsory charges.
3.16 Home Leave Travel Conditions
3.17 Eligible Family Members
Eligible family members, for the purposes of home leave
travel, shall be deemed to comprise spouse and three
children recognised as dependants.
3.18 Repatriation Travel upon
Separation Procedures and
Guidelines
i. Repatriation travel fulfils ICRAF’s obligation to return
internationally recruited staff members and their eligible
dependants to their recognized home base. As such,
it is not transferable to other persons or benefits or
convertible to cash.
ii. Repatriation travel is paid at the least cost, economy-
class rates for the most direct route. It is granted
door-to-door, and all costs associated with the travel,
such as connecting fares for ground transportation,
which shall be reimbursed upon submission of an
expense claim to ICRAF. It is paid from the duty
station to the recognized home base or to any other
destination if the cost to that other destination is lower
than the cost for repatriation to the home base. Costs
for accommodation enroute are reimbursed by ICRAF
only if they are incurred during the shortest possible or
most direct routing, or if a stopover is necessitated by a
substantial reduction in airfare as calculated by ICRAF’s
travel office. Reimbursable costs include room, taxes,
service charges, and other compulsory charges. In
addition, ICRAF shall pay for 10 kilogrammes of excess
baggage for the staff member and each dependant.
iii. To facilitate the staff member to settle back
home, ICRAF shall pay for 100 kilogrammes of
unaccompanied airfreight baggage for the staff member
and each dependant.
iv. This assistance is provided with the firm
understanding that no other employer or organization is
providing such assistance. In such situations ICRAF’s
allowance shall be adjusted accordingly.
v. For a husband and wife or partner who are both
internationally recruited staff members and who are
both eligible for repatriation travel, repatriation travel
shall be granted as if only one of the spouses were
employed.
vi. Repatriation entitlement may be used to go to a
location other than the home country, in which case
ICRAF’s reimbursement shall be equivalent to the cost
of repatriation to the home country.
vii. The repatriation travel entitlement shall be applicable
only if there is a physical move during the three months
following the end of the contract, but in exceptional
circumstances it may be extended with the approval
of the Director General for up to a maximum of six
months.
 11

3.19 Repatriation of Household authority or jurisdiction on behalf of any staff in the

Effects
All internationally recruited staff members of ICRAF
who are entitled to repatriation travel are eligible for
reimbursement of the cost of repatriating their household
effects. The entitlement shall be granted as follows:
i. A non-accountable allowance shall be paid to staff
actually returning to their home base in accordance with
the entitlement stipulated under ‘Moving allowance’
in Annex II. This assistance is provided with the firm
understanding that no other employer or organization is
providing such assistance.
ii. If another employer is participating in the repatriation
of the staff member to a new duty station, then ICRAF’s
allowance shall be reduced by the amount contributed
to the repatriation costs by the other employer.
iii. The repatriation entitlement may be used to go
to a location other than the home country, in which
case ICRAF’s reimbursement is limited to the cost of
repatriation to the home country.
pension plan. Therefore, it is the responsibility of a
staff registered in the pension plan to be properly
acquainted with the applicable laws and regulations of
the jurisdictions where they are residents or citizens.
ICRAF assumes no responsibility or liability for taxes or
other concerns that may affect staff exiting a retirement
plan.
iv. In addition, staff may make voluntary contributions to
the pension plan. These contributions shall be deducted
from the salary payments of the individual staff plan and
applied to the staff voluntary account.
v. The pension contribution in relation to regionally
recruited staff shall be the same as that of the
internationally recruited staff.
vi. The pension fund trustees through their website shall
notify all members the cumulative amount of the fund in
their respective accounts at the end of each year.
vii. The cumulative amount of the scheme shall be
released to respective staff members only at the end of
service with ICRAF.

viii. The pension scheme participants who leave

3.20 Death while working outside the the employment of ICRAF will observe the policies
home country applicable to the retirement pension plan in relation to
withdrawal, transfer or maintenance of funds.
Costs of repatriation of the remains to the home country
shall be paid as the situation warrants in lieu of a ix. For IRS and RRS pension shall be paid at attainment
repatriation ticket entitlement. ICRAF shall pay for funeral of 55 years or a charge of 33% shall be effected.
expenses from the repatriation entitlement. However,
if the repatriation entitlement is fully used to repatriate
household effects, then ICRAF shall provide for additional
funeral expenses as provided in Annex VII. If this amount
is exceeded, then the balance shall be provided from
the terminal dues owing to the staff member. The funeral
expenses covered shall include the cost of a position-
mortem, a coffin, preservation of the remains, storage
of the remains in the mortuary for up to a maximum of
one week, repatriation of the remains, and transportation
of personal effects of the staff member to the declared
home base.

3.21 Pension Procedures

i. Employees begin participating in the retirement plan
on the first day of their employment.

ii. Contributions to the pension plan shall be made on

a monthly basis except for months in which no salary
is paid. No pension contributions shall be provided for
employees over 65 years of age.

iii. No tax payment shall be made to any country,

12
HUMAN RESOURCES PROCEDURE MANUAL
4. WORK ENVIRONMENT
4.1 Flexible Hours
4.2.1. ICRAF recognizes that for certain positions
continuous staff presence in the office is not always
mandatory. In such cases and at ICRAF’s discretion
and for such periods to be determined in writing by
ICRAF, staff may be allowed to work flexible hours.
Staff members who may wish to exercise this option
must submit a request in writing to their immediate
supervisor. These requests should specify the reason
for the request, the proposed new hours, the period,
and how the duties shall be carried out without
jeopardizing the staff member’s professional output
and ICRAF’s objectives. The supervisor must ensure
that the stipulated working hours are adhered to and
performance is not jeopardized.
4.2.2 The approval in writing of individual arrangements
rests with the relevant immediate supervisor and the
supervisor’s director, in consultation with the Head of
Human Resources. A review is necessary every six
months to assess the staff member’s output during
the period the staff member is on flexible hours. The
following conditions shall apply:
i. There shall normally be no special assistance from
ICRAF for transportation, equipment or other services
to the staff member who has been authorized to work
from home;
ii. The staff member must ensure that he or she is
available in the office during specific hours to attend
meetings and various appointments requiring his or
her presence and for official assignments.
4.2 Working from Home
Staff may request in writing for written approval from
supervisors to work from home if and when the need
arises. Working from home may be authorized on the
basis of the same conditions specified for flexible hours.
A review is necessary at the discretion of ICRAF and for
such periods as may be determined by ICRAF to assess
the staff member’s output during the period the staff
member is working away from the office. The following
conditions shall apply:
i. There shall be no special assistance from ICRAF for
transportation, equipment and possibly other facilities
to staff members who have been authorized to work
from home;
ii. Staff members must ensure availability in the office
to attend meetings and various appointments requiring
their presence in the office and for official assignments.
4.3 Part-Time Employment
4.4.1 Staff may request that their regular employment
contracts be reduced to less than 12 months in a year to
enable them to pursue individual interests for personal
growth during their tenure with ICRAF. These reductions
shall not normally exceed 6 months of the normal 12
working months in a year. Such arrangements may
be authorized in writing on the basis of a request that
clearly specifies that:
i. There is a valid reason for the request;
ii. Part-time work shall not be an impediment to the
normal functioning and delivery of the expected output;
iii. Proper supervision and control of professional
output against indicators shall be maintained;
iv. The arrangement is limited in time;
v. The period of absence does not coincide with
important institutional events, such as, but not limited
to, the annual programme review and the Board of
Trustees meeting;
vi. Part-time employment shall not be granted to staff
who are on fixed-term employment for a period of less
than two years;
4.4.2. During the period of part-time employment,
payment of salary, allowances and benefits will be made
on a prorated basis to reflect the staff time applicable.
4.4.2. ICRAF may request that a staff member’s
employment contract be reduced to a period not less
than six months of the normal 12 months in a year. The
same conditions of service above shall apply.
 
4.4 Mothers of Infants and Young
Children Guidelines
4.4.1. ICRAF is committed to provide breastfeeding
mothers with time and space for managing lactation
responsibilities at work.

i. Breastfeeding mothers are allowed appropriate breaks
totalling 60 minutes per working day until such time the
baby stops breastfeeding or when the baby attains the
age of 24 months.
ii. As per the WHO recommendations breastfeeding
mothers should be provided with a safe, clean and
private place in or near the workplace to continue
breastfeeding or to express and store their milk. (See
4.5.3 for equipping guidelines).
4.4.2. Where feasible, a mother’s room shall be
established to allow not only for breastfeeding
responsibilities but also to allow caregivers to stay
during the day with the infant or young child. (See 4.5.3
for recommended equipping). ICRAF being a global
organization, with a global workforce, may require
mothers of infants and young children to travel on work
related purposes away from their duty stations after
returning from maternity leave (See 4.5.4 for guidelines
for traveling with your baby).
i. Upon request, female employees with an infant or
young child who are required to travel on work related
purpose will be supported to travel with their baby(s).
ii. The employee will have an option of travelling with
their baby’s caregivers, or to hire a caregiver at the
destination of travel. Issues of security, health and
emotional attachment of the baby(s) should be taken
into consideration when making this choice.
iii. ICRAF will meet all travel related costs of the staff,
caregiver and baby based on shared accommodation.
This includes travel insurance for both the baby and
caregiver.
iv. The period supported to travel with an infant or
young child will be up to a time when the baby attains
the age of 24 months.
v. If the mother wishes to travel with their child beyond
24 months of age it will be at their own expense.
ICRAF will not be responsible for any of the following:
a. Basic supplies for the baby such as medicines,
formula, special baby foods, bottles, sterilizers, cutlery,
bedding, toys, clothes, basins, diapers, soaps, lotions,
or cots.
b. Salary and other benefits for the caregivers including
medical costs/insurance or emergency care.
c. Any legal or diplomatic issues that arise regarding the
caregiver and/or their actions.
4.4.3 Guidelines for Equipping Breastfeeding and
Mothers Areas
13
Guidelines for equipping breastfeeding and lactation
space areas follows subject to each location realities:
• Comfortable chair (with arms rest and back support)
• Table next to the chair (at least 24” x 24” to
accommodate a standard breast pump)
• Electric outlet near the chair and table
• Light that is controllable from inside the room
• Label or door sign that indicates the space is in use
• Trash can
• Refrigerator
• Temporary separator that can be used for privacy
if the space is being used by more than one
breastfeeding mother simultaneously
Guidelines for equipping a mother’s room follows
subject to each location realities (this list assumes the
items above are already provided):
• Cot
• Rug
• Toy basket and toys
• Microwave oven
4.4.4 Guidelines for Mothers Traveling With Their
Babies
Please note that the mother, as parent and primary
caregiver (and not ICRAF), has sole responsibility for the
well-being of her baby.
Before Travel:
• Check for all immunizations your baby may need.
• Talk to your doctor/pediatrician to confirm that it is
fine to travel with your baby.
• Discuss with your family (especially your spouse)
about your travel.
• Countercheck the itinerary for the total travel time
including layovers if applicable, as some airports are
not baby-friendly.
• Get information on the hotel where you will be staying
as some hotels may not provide specialized infant
foods/porridge and may restrict the mother’s access to
the kitchen for public health reasons.
• Find out some basic information about the venue
and country you will be traveling to (facilities, weather,
drinking water, political climate, endemic diseases
14

HUMAN RESOURCES PROCEDURE MANUAL

such as malaria, polio, yellow fever, influenza,
meningitis, etc.). Such information is easily available on
the Internet. You can also talk to colleagues and friends
who may have traveled there before.
• Alert ICRAF staff at your destination that you will be
traveling with your baby and seek their assistance in
coordinating with the hotel and any advice they may
have on the destination.
sexuality, ethnicity, age or disability especially among
senior researchers and managers. The nature of and
time period for affirmative action will be determined by
management in consultation with the HRU. Management
may determine affirmative action is needed to address
imbalances if other disadvantaged groups are at any
point identified.
4.5.5 Accountability

After arrival back home: All staff members of ICRAF in all locations are
responsible for the implementation of this policy and
• Observe your child for any changes/symptoms that management is expected to demonstrate leadership and
could be brought about by the stresses of travel/ commitment in promoting equity, gender parity, diversity
change of climate and/or food. and inclusion in ICRAF’s activities and practices.
At the earliest sign of complications, seek medical Specific responsibilities are captured here:
advice from your paediatrician.
Board of Trustees The Board is responsible
for approving
4.5 Gender, Diversity and Inclusion and oversight of
Procedures implementation of this
policy
The following measures will guide the implementation of
Senior Leadership Team The SLT is responsible
this policy:
(SLT) for ensuring the
4.5.1 Cultural Competence implementation of this
policy
ICRAF shall provide, relevant sensitization and training
HRU (HRU) HR is responsible for
opportunities on Gender, Diversity and Inclusion, to
the dissemination,
guard against assumptions, prejudices and stereotyping
maintenance, and direct
that may adversely affect inclusion.
implementation of this
4.5.2 GD & I Focal Points policy
Supervisors Supervisors are
ICRAF shall appoint GD&I focal points in all locations
responsible for
where it operates. The GD&I focal points shall have
implementing and
the responsibility of monitoring and evaluating the
following the policy
implementation of this policy, disseminating knowledge
on GD&I as well as monitoring the work environment Staff members Staff members are
in their areas to assess inclusiveness and to offer responsible for following
suggestions on any improvements required. the policy and holding
ICRAF accountable for
4.5.3 Dealings with Third Parties and Stakeholders implementation of the
policy
The same principles of equity, gender parity, diversity
and inclusion shall apply in all ICRAF’s dealings with third
parties, suppliers, contractors and other stakeholders. 4.5.6 Monitoring

4.5.4 Affirmative Action Implementation of the policy shall be monitored

continuously and the policy shall be reviewed regularly
ICRAF recognizes that there are groups that historically to ensure relevance and applicability. Quarterly reporting
have been disadvantaged in the work place and that of Gender, Diversity and Inclusion statistics by HRU to
this is not conducive to its commitment to equity or Senior Leadership and bi-annual reporting to the Board
to the delivery of its mission and mandate. In order to of Trustees shall be maintained.
address this, ICRAF is committed to the concept of
affirmative action to establish a better balance among
genders, race, tribe, place of origin, residence or other
local connection, political opinion, colour, creed, marital
status, pregnancy, parental status, family responsibilities,
 15

4.6 Health and Safety Procedures

All ICRAF employees are expected undergo occupational
health and safety training during the induction period
for new appointees and at least once a year for existing
employees, to familiarise themselves with basic health
and safety rules of ICRAF, as provided for in the Health
and Safety policy. Counselling services for employees in
distress shall be part of the Health and Safety program.

Health and Safety is overseen by the ICRAF’s Operations

Unit and all relevant policies and procedures can be
found on the intranet under the Operations Unit module.

4.7 Associations Other than ISA

ICRAF encourages staff to join well established and
credible savings and credit organisations for purposes of
saving some of their income for personal development
projects e.g. housing, emergency situations and even
enjoying earnings from interest or dividends.
16

HUMAN RESOURCES PROCEDURE MANUAL

5. PERFORMANCE MANAGEMENT AND STAFF

DEVELOPMENT

5.1. Procedure for Approval of 5.3 Eligibility for Promotion and In-
Education Programmes and Refund grade Progression
of Costs
Staff member on a regular contract.
5.1.1 Employee contacts the institution of learning for
course information on fees and the course programme;

5.1.2 Employee and supervisor discuss:
5.1.3 The relevance of the course to ICRAF’s mission;
5.1.4 The priority of the training to ICRAF, as well as
to the training and development plan agreed during
performance appraisal;
5.1.5 The state of the employee’s deductions — the
total amount of all deductions that may be made by the
employer from the employee’s salary shall not at any
one time exceed one-half of the employee’s salary.
5.1.6 If there is mutual agreement based on the above
considerations, the employee seeks admission to the
institution offering the training;
5.1.7 The employee completes the application form for
salary advance. For courses whose full cost of tuition
exceeds 30% of the employee’s annual pay, advances
shall be provided on an annual basis, recovered in 12
equal monthly installments and reimbursed at 75% on
a year-to-year basis, depending on the supervisor’s
approval of the reimbursement, achievement of grades
and attendance.
5.1.8 The supervisor reviews the request, approves it
and forwards it to the HRU, indicating the respective
budget code.
5.4 Justification and criteria for
promotion
To determine eligibility the following rules, apply:
• Evidence of consistently good performance (normally
over three years, including merit bonus and significant
refereed publications or acknowledged contributions to
institutional efficiency
• Duties and responsibilities have changed significantly
for a higher grade level as shown by ICRAF’s HR tool
(i.e. the job description must equate to a higher grade
unless staff is being recommended to a promotional
grade i.e. C8 for IRS and C6 for NRS and RRS) - Higher
grade position or where the increase in responsibilities
as shown by the tool is not sufficient for a promotion
but is nonetheless significant, that when graded there
is a marked movement within the same grade (in-grade
progression) THEN the staff member can be considered
for Promotion or In-Grade Progression. Identified
competencies with education and potential to perform at
the higher level can be taken into account provided they
are shown to be relevant and beneficial.
5.4.1 Aspects not considered as a basis of
nomination for promotion
• Length of service at existing grade

5.1.9 Upon completion of the course, the employee • Centile point on existing grade
must submit transcripts to demonstrate academic
performance. ICRAF shall reimburse costs for credit 5.4.2 Non eligible staff
and distinction passes only.
• On probation

• With less than three years’ service

5.2 Procedure for Training away from
• With disciplinary action over past two years
workplace
• On contract of service
Staff development and training activities that require time
away from the employee’s workplace must be approved • On retainer contract of service
by the supervisor.
• On temporary contracts

A staff member cannot disqualify themselves from

 17

the process once nominated by their supervisor. They

may however inform the promotions panel of their
reservations. All regions and Units are advised to
review staff on an individual staff basis. Across ICRAF
approximately 10% of staff each year might qualify for
a promotion, although this may be higher or lower in
individual units.

5.4 Submission Process

All supervisors (through Regional Coordinators, RT
Leaders or Unit heads) are required to complete
a Promotion Review Form (HRU will provide more
detailed information) for their respective regions/RTs/
units, which will contain the names of all staff members
respectively. Every staff member will be reviewed even
if not recommended by the supervisor for promotion
this current year. This ensures no-one is omitted from
the process. Staff should be informed by the supervisor
if they have been nominated or not. Staff should be
informed if nominated and not endorsed for promotion
by their respective supervisors in advance of submitting
the forms to HRU. The completed review form must be
returned to HRU, even where no staff are recommended
for promotion. Additionally, supervisors must submit a
Promotion Consideration Request Form for each of the
staff members recommended for promotion.

It is expected that a promotion to higher grade would

generate not more than a 10% increase in base salary
unless the grade minima dictates higher. Similarly, the
in-grade progression would generate no more than 10%
increase in salary; and that any increase in salaries due
to promotion would be provided for by the respective
supervisors’ budgets. There exists no central budget
provision for this. Where a staff member is identified for
promotion but there is inadequate budget to pay for it,
supervisors will be requested to contact their respective
Directors for guidance. Also, it should be noted that
promotions would not normally affect the duration of
contract. The contract period remains the same but if
the contract is due for renewal that is 6 months to end/
renewal, then both promotion and renewal is done during
promotion panel. Persons selected for promotion should
expect to receive a letter confirming the new grade and/
or revised salary, including a revised job description
outlining the new responsibilities.
18

HUMAN RESOURCES PROCEDURE MANUAL

6. STAFF ASSOCIATION

There are no procedures for Chapter 6.

 19

7. TERMINATION OF EMPLOYMENT

There are no procedures for Chapter 7.

20
HUMAN RESOURCES PROCEDURE MANUAL
8. GRIEVANCE AND CORRECTIVE ACTION
8.1 Disciplinary Procedures
This Disciplinary Procedure relates to matters of
misconduct, that is to say, inappropriate behaviour in the
workplace that directly and overwhelmingly has a bearing
on the work of the staff or their relations to other staff
members.
The Disciplinary Procedure is intended to ensure that
allegations of misconduct are managed fairly and
consistently. The disciplinary process is not punitive in
nature, instead, its aim is to provide staff with appropriate
advice and support which will equip them to achieve and
maintain the standards of conduct expected at ICRAF.
Wherever possible, disciplinary matters are managed
informally. Formal action will only be taken in cases of
serious and/or repeated misconduct.
The Director General shall administrative machinery with
staff participation to advise them, based on the policies
and procedures of ICRAF, in case of any appeal by staff
members against an administrative decision on them.
8.1.1 Informal action
Informal action will be taken in the form of a confidential
conversation between the staff and their Supervisor and
is most appropriate where alleged misconduct is not of a
serious nature. Together, the staff and their supervisor will
explore support mechanisms and ways in which the staff
can achieve the necessary improvement and how this will
be reviewed to monitor or assess progress. A record of
these discussions may be shared to support the process
and/or ensure clarity.
Employees who have differences with their supervisors or
colleagues may seek help from ISA another staff member
or the Head of Human Resources to resolve the issue
between them.
8.1.1.1 Before a formal grievance begins, staff
members are encouraged to discuss the issue with
their line managers. Line managers are expected to
have an open discussion with their staff in an attempt
to reduce grievances.
8.1.1.2 A firmly established principle of natural justice
is that no person should be condemned unheard
or without recourse to defense. It is this process to
be heard that is the subject of the rules of natural
justice or procedural fairness. The three principles of
procedural fairness are:
i. The hearing rule requires a decision maker to give an
opportunity to be heard to a person whose interests
shall be adversely affected by the decision;
ii. The bias rule requires a decision maker to be
disinterested or unbiased in the matter to be decided
on;
iii. The no evidence rule requires that a decision be
based on evidence.
8.1.1.3 In summary, every respondent to a complaint
has the right (where there may be detriment arising
from the resolution of that complaint) to be heard and
to present provable evidence and submissions in their
cause, and the opportunity to be heard promptly by an
impartial decision maker.
8.1.1.4 Employees are encouraged to discuss
problems with their supervisors first, because
supervisors can often resolve these problems.
Employees who have differences with their supervisors
or co-workers may seek help from another staff
member or the Head of Human Resources.
8.1.1.5 If an employee approaches a supervisor or a
co-worker with a work-related problem, the co-worker
or the supervisor should listen carefully, discuss
possible solutions and follow through to ensure action
is taken. If need to investigate arises, the supervisor
should promptly inform the employee of this and if the
allegation is against the supervisor, HR shall inform
the staff. If there is delay, the employee should be kept
informed about the status and reasons for the delay.
8.1.1.6 An employee not satisfied with the answer
provided can approach the Head of Human Resources.
8.1.1.7 The final decision on a formally lodged
grievance must be formally communicated to the staff
with a copy to HR Unit.
8.1.1.8 For staff reporting to the Director General,
grievances handling may be taken up with the Board.
8.1.2 Formal Resolution Mechanisms
8.1.2.1 Management shall also give attention to any
grievance received from an anonymous source or
sources. All staff who feel aggrieved are encouraged to
report the grievance following the grievance resolutions
procedure.
8.1.2.2 Any aggrieved staff member can bring their

case directly to the attention of Head of Human
Resources in cases where it may be difficult to go
through the line manager.
8.1.2.3 All matters pertaining to grievances shall be
handled with utmost confidentiality.
8.2 Report of Misconduct and
Schedule
Before taking disciplinary action against any employee
for having committed an act of misconduct, the
management should invariably get a specific written
complaint. A complaint is a clear, sequential narration of
the facts of incidence of indiscipline by the complainant,
in the form of a report.
The Head of HR will determine if the case is serious
enough to submit to an investigation and Disciplinary
Panel review or whether the same can be handled
informally. The decision should be made in writing and
communicated to the originator of the Complaint.
Where the Head of Human Resources decides that a
complaint is serious, the staff member should be formally
notified of the allegations and the beginning of the
investigations.
The investigation is carried out to establish the facts.
An investigation can be a simple gathering of relevant
documents, or it can involve interviewing the staff and
relevant witnesses. If the staff is interviewed, they will
be given sufficient advance notice of the interview. It
is important to make the Head of Human Resources
aware of any special requirements the staff may have or
reasonable adjustments that might be required for the
staff to attend the interview.
Staff are encouraged to co-operate with any investigation
process and answer any questions as fully as the staff
can, setting out any special circumstances. Where limited
facts are provided, it can mean that decisions about
possible disciplinary action are reached on the basis of
partial information. Whilst the interview will be informal
and thus there is no right of representation, the individual
undertaking the investigation may permit the staff to
be accompanied by a companion i.e. an ICRAF Staff
Association (ISA) Representative or work colleague, if
the Staff feel that this would be beneficial. Such requests
should be submitted to the Head of Human Resources,
along with the proposed individual’s name/designation,
at least 24 hours in advance of any investigation meeting.
Should the staff wish to provide a written submission
or submit any related evidence to assist with the
investigation in advance of (or during) the meeting, the
staff may also do so.
21
8.2.1 Investigation
8.2.3.1 The primary objective of the investigation
and resolution procedure is to ensure that some
understanding is reached between the parties as to
what constitutes inappropriate behaviour and about
how they shall relate to each other in the future. The
outcomes sought shall be those that shall maximize the
restoration of harmonious workplace relations in the
shortest possible time.
8.2.3.2. The Human Resources Manager shall bring the
alleged offence to the attention of the Director General,
who shall use his discretion to determine the next
course of action depending on the gravity of the matter.
If in the Director General’s opinion the matter requires
further investigation before a decision is made, the
following steps shall be taken:
i. An investigation panel shall be appointed comprising
two women and two men drawn from a longitudinal
spectrum of all staff;
ii. One of the panel members shall be designated as
the panel chair;
iii. The panel shall develop the terms of reference for
the investigation and determine the reporting back
time;
iv. The panel shall advise the Director General on the
immediate action to be taken on the alleged offender
pending the investigation;
v. The panel shall advise the alleged offender that
she or he is to have no contact whatsoever with the
complainant, either directly or by proxy.
8.2.3.3 Once the panel is constituted, the Director
General shall:
i. Inform the complainant of the receipt of the
complaint and of the activation of the investigation
process;
ii. Forward a written version of the complaint to the
alleged offender requesting him or her to provide a
response to the Human Resources Unit within seven
days of the Director General’s communication;
iii. Instruct the investigation panel to schedule a
meeting to discuss the complaint, the logistics of the
investigation process, the people involved, the timing
of the investigation, and the reporting and constitution
of the disciplinary panel.
8.2.3.4 The panel shall conduct an investigation on a
strictly confidential basis.
22
HUMAN RESOURCES PROCEDURE MANUAL
8.2.4 Hearing of the parties
8.2.4.1 The panel shall:
i. Schedule meetings and consider all available
information from the written complaint, the response
from the alleged offender and statements from various
witnesses or other relevant sources;
ii. Assess the reliability of the information, the
evidence provided and the existence of any previous
complaints against the same offender that may
indicate a pattern;
iii. Hold interviews with the complainant, the alleged
offender and other witnesses;
iv. Decide if there is a case and recommend
appropriate action in writing to the Director General.
8.2.4.2 The recommendations should be received
by the Director General no later than six weeks after
presentation of the complaint.
8.2.5 Conclusion
8.3.5.1 The Director General shall review all the written
information and evidence provided and may take any of
the following actions:
i. Close the case if the facts as established by the
investigation panel do not support misconduct. In this
event, the complainant and the alleged offender shall
be informed of the decision and shall receive a copy
of the findings of the panel within 15 working days
from the date of receipt of the findings by the Director
General;
ii. Transmit appropriate details from the panel’s report.
In this event the alleged offender shall be given five
working days to submit his or her comments;
iii. Submit the report of the investigation and
comments of the alleged offender, together with the
panel’s recommendations, to the Human Resources
Manager or any other authorized person to administer
disciplinary action.
8.2.6 Formal Disciplinary Hearing
8.2.6.1 Disciplinary Panel
Disciplinary proceedings will be conducted by a
Disciplinary Panel appointed by the Director General on
counsel of the Head of Human Resources.
A Panel should as far as is reasonable be odd
numbered. At a minimum, the Panel will be made up of:
i. One (1) ISA Executive Committee Member to
advocate on behalf of the staff; and
ii. Four (4) regular Staff of Grades equal to or higher
than the Staff
Persons occupying the Legal Unit or Protocol will not
be allowed to participate in the Panel or be called as
witnesses unless with the Director General’s approval.
The Head of Human Resources will be present to give
guidance on the process and policy matters and to
present the facts of the case and call the witnesses
to give testimony. The Head of Human Resources
will not participate in the deliberations of the Panel
but will record the proceedings. The Panel will make
its decision by majority vote and proceedings will be
strictly confidential. The vote may be by secret ballot or
by such other means as the Panel may agree and the
final decision shall be presented by the Head of HR to
the Director General for final decision.
8.2.6.2 Rules of Natural Justice
The procedure for taking disciplinary action against any
delinquent employee must be based on the rules of
“natural justice”. This means the proceedings must be
guided by the following:
i. The employee proceeded against has been informed
clearly of the allegations levelled against them;
ii. The witnesses are examined ordinarily in the
presence of the employee in respect of the complaint;
iii. The employee is given a fair opportunity to cross-
examine the witnesses;
iv. The employee is given a fair opportunity to examine
their own witnesses, including himself/herself in theirs
defence, if he/she so wishes;
v. The decision must be made by someone free of
bias;
vi. The decision must be based on evidence, not on
speculation or suspicion, and the decision must be
communicated in a way that ensures that proper
evidence was used in making the decision;
vii. The Head of Human Resources records the
findings with reasons for the same in the report.
At the hearing, a panel will consider all the evidence.
The staff will receive the following in writing at least 7
days before the hearing:
• Confirmation of the date, time and location of the
hearing;
• A statement of the allegation;
• Copies of the evidence to be considered;

• Notice of the people who will attend the hearing;
• Notice of any witnesses who will attend the hearing;
and
• Notice of the potential outcome.
At the hearing the staff may:
• Be accompanied by a colleague or ISA
representative;
• Have reasonable adjustments if the Staff are
disabled or have other special requirements;
• Rely on a written statement of case (a brief summary
of the most important points that the panel should
consider, including special circumstances); and
• Call witnesses in support of the Staff case.
Ahead of the hearing the staff should:
• Advise the disciplinary panel of the colleague
accompanying person (if the staff wish to be
accompanied);
• Advise the disciplinary panel of any special
requirements (e.g. disability, language requirements);
• Provide a copy of the staff written statement of case;
and
• Tell the panel of any witnesses that the Staff may
wish to call in defence.
At the hearing, the Head of Human Resources will
present the allegations, and the staff will have the
opportunity to ask questions of them and any witnesses
called. The staff will then have the opportunity to
present their side of the matter. This is typically a
summary of the main points set out in the staff written
submissions, which the panel will have read before the
hearing. The panel and management representatives
may then ask questions based on the staff’s evidence,
or that of their witnesses.
The staff can ask for an adjournment at any time during
the hearing. A nearby room will be made available for
the staff and their representative should the staff wish
to exercise this option.
The panel may inform the staff of its decision at the end
of the hearing, but it’s more likely that the staff will be
informed of the outcome by letter after the hearing. The
panel will dismiss the allegation where it finds there is
no supporting evidence or where there is appropriate
mitigation. Alternatively, if it finds that the allegations
are well founded it may recommend a disciplinary
sanction.
23
Where the complaint is against the Head of Human
Resources or HRU Staff the matter shall be handled
by the staff’s line Director, Country Leader or Regional
Coordinator.
8.2.6.3 Conclusion
The Director General shall review all the written
information and evidence provided and may take any of
the following actions:
i. Close the case if the facts as established by the
investigation panel do not support misconduct. In this
event, the complainant and the alleged offender shall
be informed of the decision and shall receive a copy
of the findings of the panel within 15 working days
from the date of receipt of the findings by the Director
General;
ii. Transmit appropriate details from the panel’s report.
In this event the alleged offender shall be given five
working days to submit his or her comments;
iii. Submit the report of the investigation and
comments of the alleged offender, together with the
panel’s recommendations, to the Head of Human
Resources or any other authorized person to
administer disciplinary action.
8.2.7 Reporting
8.2.7.1 Any ICRAF or non-ICRAF employee working as
part of a subcontracted service team who is the subject
of, or who has knowledge of, or who witnesses any
harassment or discrimination should immediately bring
such information to the attention of any one or more of
the following persons:
i. His or her immediate supervisor (where the offender
is the immediate supervisor, then the employee should
report to the next level up);
ii. Unit head or regional coordinator;
iii. Director;
iv. A representative of the HRU.
8.2.7.2 ICRAF shall continue its practice of promptly
investigating concerns regarding harassment and
discrimination and, where appropriate, take prompt
corrective action. ICRAF management shall handle
reports of such alleged misconduct with sensitivity and
with concern for confidentiality, reputation and privacy
of employees as far as is practicable.
8.2.7.3 Neither the employee against whom the
complaint is made, nor any other employee may
at any time before, in the course of, or after the
investigation, take any kind of retaliatory action against
24
HUMAN RESOURCES PROCEDURE MANUAL
an employee who has made or intends to make a good-
faith complaint about harassment or discrimination
prohibited by this policy.
8.2.8 Documentation
8.2.8.1 All complaints made shall be fully documented,
respecting privacy. The key information concerning
the offensive acts to be included in the documentation
includes:
i. Description of the specific act;
ii. The time and date of the act;
iii. The circumstances surrounding the offensive act;
iv. The manner and location of the incident;
v. Whether and under what circumstances the
complainant made it clear to the alleged offender that
the disputed behaviour was unwelcome;
vi. Witnesses to the offence or persons to whom the
offence was mentioned;
vii. Other information relevant to the case.
8.2.8.2 If the alleged offender is the immediate
supervisor, the written complaint should be presented
to the next level supervisor, with a copy to the Head of
Human Resources.
8.2.9 Disciplinary Measures
8.2.9.1 Any of the following measures may be taken,
depending on the severity of the offence:
i. The offender may be required to provide a private or a
written public apology;
ii. The offender may receive a verbal warning and
professional counselling;
iii. The Director General may give a written warning to
the offender with a copy for his or her personal file;
iv. The offender’s contract may be terminated;
v. The offender may be dismissed summarily.
8.2.10 Follow-up Action
8.2.10.1 Counselling shall be available to the
complainant if requested;
8.2.10.2 Any staff member who believes that he or she
was unjustly treated by the investigation may follow
the grievance resolution procedure to seek resolution
of his or her concern. The Head of Human Resources
shall carry out a follow-up enquiry with the complainant
six months after the case is decided, regardless of
the outcome. The enquiry should ascertain whether
the complainant has been subjected to retaliation by
the alleged offender or any other staff member at the
workplace, then take appropriate action.
8.3 Dispute Resolution
8.3.1 It is the intention of ICRAF to treat staff fairly,
hence the need to develop and implement this human
resource policy manual, which includes appropriate
grievance resolution procedures. In the unfortunate
circumstance that a dispute arising between a staff
member and ICRAF is not solved internally, ICRAF’s
provisions for final resolution of the dispute are as
follows:
i. A staff member might choose to report the case to
the chair of the ICRAF Board of Trustees, who shall
determine the appropriate mechanism that shall
apply to arrive at the final binding settlement. This
may include but is not limited to external review or
mediation.
ii. Any dispute or difference that at any time may
arise between an employee and ICRAF regarding the
meaning or intention of anything contained here or the
rights or obligations of any party shall be referred to the
relevant government ministry in accordance with the
Host Country Agreement.
iii. In case the dispute is referred to arbitration, the
hearing shall take place in the city at which the ICRAF
headquarters is located and the law applicable shall
be that of the host country where the headquarters is
located.
8.3.2 Grievance Resolution and Corrective Action
Proceures
8.3.2.1 Corrective Action Guidelines
• Talk to immediate supervisor, if not satisfied
• Talk to the unit head or regional coordinator, if not
satisfied
• Talk to the Head of Human Resources.
In case the supervisor is the source of grievance,
staff are encouraged to talk to the Head of Human
Resources.
8.3.2.2 Formal grievance resolution procedure
By accepting employment with ICRAF, an employee
agrees to work in a responsible, loyal, disciplined,
harmonious and productive manner and to act in a
manner conducive to the organization’s values. The

employee, therefore, agrees to abide by the rules
and regulations of ICRAF and terms and conditions
of service, the provisions of the Human Resources
Policy Manual and any other lawful, reasonably written
or verbal instructions given by authorized officers of
ICRAF.
Should any employee feel aggrieved, the following
procedure shall apply:
• The employee raises the matter with the immediate
supervisor and files a grievance with the immediate
supervisor, copying the communication to the HRU;
• The supervisor listens to the employee and makes
a decision to resolve the grievance(s). The supervisor
must give his or her decision to the employee in writing;
• An employee who is not satisfied with the supervisor’s
decision should write to the Head of Human Resources
indicating this. The Head of Human Resources then
considers the matter, consults the supervisor and
writes back to the employee, copying the letter to the
supervisor;
• An employee who is not satisfied with this decision
may appeal to the ad hoc grievance panel (see below),
by presenting the HRU a written statement of the
grounds of the appeal within 10 working days of notice
of the grievance action that is contested.
At all points in the grievance process, supervisors
should follow these principles:
• Listen: do not brush off the complaint until you
have heard it fully. Do not interrupt the employee’s
explanation. If you must ask questions, do so without
becoming argumentative;
• Make sure you understand the complaint. Observe the
time limits for making a reply, but before you answer the
complaint make sure you understand the facts of the
situation and the rules and policies that apply;
• Check all available records, including records of
attendance, overtime, etc;
• Check on proper interpretation of any policies or
contract provisions. When in doubt consult the Head of
Human Resources;
• In preparing the answer make sure your resolution is
based on all the facts and is consistent with all policies
and other requirements involved. Beware of personal
interpretation that might cause problems when applied
to other ICRAF stations.
8.3.2.3 Ad hoc grievance panel
The grievance panel is an ad hoc body convened
25
by the Head of Human Resources within 10 days of
notification of the lodging of an appeal. It includes:
• a representative of the relevant director
• a representative of the staff association
• a representative of the HRU
• an independent party, preferably from another
directorate
Any person who has substantively been involved in a
case pending investigation is excluded from serving
on the grievance panel. Such individuals must exempt
themselves should they be appointed to the panel. The
panel selects its own chair.
The grievance panel may summon any person or
examine any evidence that it deems pertinent to the
case under discussion.
The staff member filing the grievance case may invite
an ICRAF colleague to accompany him or her to the
panel meetings he or she attends. The staff member
and colleagues shall also be accorded access to all
documentation pertinent to the case. Non-ICRAF
persons shall not participate in any of the meetings of
the internally convened ad hoc committee.
Within 20 working days of the convening of a grievance
panel, a written report from the panel is submitted to
the Director General representing the majority view of
the grievance panel. It should be prepared by the chair
of the grievance panel and should contain a summary
of the background to the appeal, proceedings of the
panel and the recommendation of the panel. The
final recommendations shall be communicated to the
Director General for action. The Director General may
recommend further deliberations.
8.3.2.4 Corrective Action Procedure
Corrective action rules and procedures are necessary
for fairness and order in the treatment of individuals.
This Corrective Action Procedure is developed to inform
staff members of the possible consequences of actions
that are contrary to the standard code of conduct of
staff members.
The need to invoke corrective action measures is
rare and should remain so. The objective of ICRAF’s
corrective action procedure is primarily correction
or prevention rather than punishment. Corrective
action other than dismissal shall be taken when it is
reasonable to do so, considering all the circumstances,
but the following conditions should prevail:
• There should be a good enough reason (as articulated
in the policy, work procedures and law) and clear
26

HUMAN RESOURCES PROCEDURE MANUAL

evidence of indiscipline;

• Action should be appropriate to the nature of the

offence that has been committed;

• The principles of natural justice and procedural

fairness shall apply;

• Corrective action shall be fair and consistent with

previous corrective actions in similar circumstances;

• Employees should have a right of appeal.


ADDITIONAL GUIDELINES
1. Consultancy Procedures
i. During the Programme of Work and Budget
formulation, Enterprise Leaders are required to provide to
the HRU, the anticipated additional temporary manpower
requirements that need to be put in place to support the
effective implementation of work programmes for the
budgeted period.
ii. The request for the hiring of a consultant shall be
forwarded to the Head of Human Resources together
with a detailed description of the work assignment
and terms of reference. The substantive Directorate
or section shall complete a Request for Consultant
Form. Note that it is the responsibility of the substantive
Directorate/Section to ensure the availability of funds.
iii. A consultant shall be selected from among highly
qualified candidates in their specific field of expertise,
on the basis of a well-documented process. As required
consultancy assignments should be advertised both
locally and internationally and a selection shall be made
on a competitive basis. In exceptional circumstances,
the Director General may approve the engagement of
a consultant on the basis of sole source with adequate
justification that the skills and expertise required for
the assignment cannot be acquired via a competitive
process.
iv. Where no adequate choice of a consultant can be
made from the roster and advertising, the HRU shall refer
the request to the Directorate of Finance and Operations
to initiate a procurement process to call for tenders,
proposals or quotations. Consultancy contracts awarded
in accordance with the provisions of a procurement
process shall be remunerated based on a negotiated
fee between ICRAF and the contractor/service provider,
within the Procurement Policy requirements of ICRAF.
v. Candidates identified outside the roster, need to be
evaluated by the HRU for inclusion in the roster before
they can be considered for an assignment.
vi. No consultant should be brought on board prior the
completion of appointment procedures.
vii. Consultants may not simultaneously hold several
full-time contracts related to different projects/
assignments, which are normally issued over a period
of time. Generally, the total period of services provided
by a Consultant should be limited to six months in any
period of twelve consecutive months. In exceptional
circumstances the Director General may approve the
27
extension of a contract beyond the maximum allowable
limit. He may also approve a higher fee than that stated
in the schedule in Annex 4.
viii. If a consultant has worked for ICRAF under
the same terms for two years, the supervisor shall
determine whether the position should be regularized
and recommend to the relevant authority to establish a
fixed term position. Should a determination be taken to
convert a consultancy assignment to a regular fixed term
position, appointment to that position shall normally be
made on a competitive basis.
ix. Negotiations with consultants on contractual terms
shall be carried out by the HRU in consultation with
Directorate/Regional/Unit Heads, unless otherwise
delegated. And Directorate/Regional/Unit Heads have
full authority and responsibility in managing the work of
the consultants. Accordingly, they are accountable for
the results achieved and the cost effectiveness of the
assignments, based on the requirements of the terms of
reference and the contractual terms, regardless of who
the consultant shall be reporting to under the terms of
reference.
x. Recruitment of consultants should be initiated in a
timely manner, so as to allow appropriate search for
candidates, negotiations and conclusion of contracts.
The HRU shall maintain a roster of candidates for
consultancy assignments. The Roster of candidates
shall be available to all Directorate/Sections at all times.
The request to engage specialized consultants, such
as writers, editors, IT specialists, etc. should be vetted
by the relevant ICRAF Unit, irrespective whether the
assignment is under the purview of another unit.
xi. It is the responsibility of the Directorate or Section
hiring the consultant to arrange for office space and other
facilities. The HRU shall arrange either directly or via its
representatives, for a ground pass for the consultant and
provide all other relevant administrative support to bring
the consultant on board.
2. Guidelines for Completing the
Performance Management Plans
i. Scope
All staff on regular contracts including long-term
consultants and other non-regular staff working for 12
months or more are also expected to engage in this
28
HUMAN RESOURCES PROCEDURE MANUAL
performance evaluation and planning process and
complete the form.
ii. Background
The following guidelines aim to assist staff in
completing the Performance Evaluation (PE)
and Performance Contract (PC) plans. At World
Agroforestry, PE is carried out formally on an annual
basis to encourage and recognize performance
and identify areas for support, development and
improvement. Performance conversations should be
carried out less formally at more regular intervals during
the year as part of regular discussions and routine
meetings between staff and their supervisors. For
continued entrenchment of a culture of performance
excellence, ICRAF embraces the following:
a. Check-ins: Monthly performance check-ins are
an effective performance management tool that
ensures continuous dialogue between staff and their
supervisors and promotes shared accountability for
performance. During these meetings, apart from
review of goals and deliverables for progress and/
or adjustments, factors such as career development,
coaching etc. should be discussed.
b. Mid-Year Reviews – Mid-year reviews are formal
and driven by the supervisors. During this review
period, the supervisor and their staff are encouraged
to review progress in meeting identified goals or
activities, and may decide to revise, add, or delete any
of these in order to best meet changing organisational
needs.
c. Panel Reviews - Performance Evaluation Panel
Reviews include middle/project management levels.
The panel reviews are normally done formally
every other year. Staff are encouraged to make
conversations with supervisors in their teams a regular
part of performance evaluation and contracting
process.
d. Competency Framework – Staff are encouraged
to reflect on ICRAF’s Core Competencies and the
mastery of them. Ultimately, this would shape a
common performance culture across the organisation.
Performance Competencies I.e. Skills and Behaviours
is a means of developing and assessing how staff
perform/accomplish their tasks.
Staff will be expected to complete and send a soft
copy of the form to their 1st level supervisors for
review, discussions and agreement. Following are the
broad institutional expectations of the performance
evaluation and planning process:
• Staff to self-assess and reflect on their performance
and progress during the year.
• Staff to develop a clear understanding of work
standards, levels of performance expected and
receives input from supervisors on their actual
performance.
• Document progress and challenges and provide an
overall performance summary for the previous year.
• Staff and supervisors to dialogue and identify
learning and development needs e.g. training,
coaching and mentoring.
• Harness performance information to assist in
subsequent Centre-wide performance related
processes.
• Identify and implement first steps to address
performance concerns.
• Staff and supervisors to agree on and together sign
off the performance contract for the following year.
• The PE/PC form is to be completed and signed
off by both the staff member, supervisor and,
second level supervisor, scanned and then
submitted by the supervisor to HRU electronically
to myICRAFperformance@cgiar.org with a copy to
the staff member (electronic and/or paper copy)
and second level supervisor (Director, Regional
Coordinator, Theme Leader or Unit Head)
e. Completing the Performance Evaluation Section
This Part is filled in by the staff member before the
performance review discussions with the supervisor
and has sections addressing various performances
aspects:
i. Goals and Planned Deliverables - Should be
extracted from the previous year’s Performance
Contract, taking note of any adjustments made
during the mid-year performance review or where
applicable, monthly check-ins.
ii. Evaluation of Unplanned Goals/Deliverables –
Employees should focus on only major unplanned
activities with substantial/tangible outputs during
the review period. These should be mapped to the
corresponding performance pillars in keeping with
the previous year’s performance planning.
iii. Where Performance does not meet expectations,
this should be addressed under Learning, Growth
and Development planning.
iv. Scientific Publications – When reporting on
scientific publications, it is important that these are
fully captured since the compilation of these is what
 29

forms part of ICRAF Performance Monitoring Report.
v. Other writing outputs such as donor reports, other
reports, guidelines, policies or standard operating
procedures should also be captured and evaluated.
iii. Low Performance: Meets expectations but
occasionally fails to meet expectations
i. Section A4.1: Employee Overall Comments on
Performance

vi. To cultivate a common culture in ICRAF, the
process should help generate conversations
between individual staff and their supervisors
to reflect on the mastery of the ICRAF Core
Competencies in relation to the set objectives as
observed during the year under review. Staff and
their supervisor are expected reach a common
understanding on the key skills and behaviours
expected of them in relation to their roles as outlined
on the individual’s job description.
f. Risk Identification and Mitigation Section
This section is meant to help staff members reflect on
their role in ICRAF’s risk management and to integrate
staff’s efforts risk identification and mitigation with the
ICRAF Business Framework.
g. Peer Feedback Section
Peer assessment offers a broad spectrum of
feedback on staff performance and reinforces the
need for staff to work in teams for a common goal.
Through peer feedback, supervisors receive insights
on staff strengths and challenges that they may
not be aware of. The nominees to be approached
for peer feedback should be agreed upon by both
supervisor and staff. Supervisor should collect
feedback from the agreed upon nominated peers for
documentation. Feedback may be provided around
the following areas as applicable: Organisational
understanding; Quality of work; Team work; Support
to Diversity; Communications abilities; Planning and
organizing; Creativity and Innovation; Accountability
and Dependability; Empowering others and Risk
Awareness.
This section provides the employee with the
opportunity to capture things such as:
• Specific circumstances that affected performance
of year under review such as change in job
description or goals, personal skills, organisation
efficiency.
• Comment on what motivated them or demotivated
them during the year.
• Give direct feedback to the supervisor on
supervisory, performance needs and expectations.
j. Section A4.2: Supervisor Comments on Performance
in 2017
This section allows the supervisor to provide candid
and helpful feedback on performance level, taking into
consideration the job grade of the person (i.e. their
relative performance), as well as:
• Attainment of 2017 goals
• Contributions to ICRAF’s development and overall
CGIAR performance
• Particular work/time pressures in 2017
• Overall quality and quantity of deliverables provided
in 2017
• Degree of application of individual’s experience and
skills
• How ambitious or cautious a staff member is in
planning goals (i.e. easy to exceed goals if very
modest)

h. Overall Performance Rating Section k. Please take the opportunity to capture and
recognize specific examples of:
Having reviewed the previous year’s performance, in
this section, the supervisor should take into account • Good productivity, behaviour, attitude and team work
two main things when assigning performance ratings
• Possible improvements that could be made or new
i.e.: accomplishments of the staff against their planned
opportunities that should be exploited
goals and how the staff attained these results e.g.
are they supportive to ICRAF’s core values and core
competencies?

i. Above and Beyond Performance: Consistently far

exceeds expectations

ii. Solid Performance: Consistently meets and

frequently exceeds expectations.
30

HUMAN RESOURCES PROCEDURE MANUAL

World Agroforestry, United Nations Avenue, Gigiri,

P. O. Box 30677-00100, Nairobi, Kenya.
Phone + (254) 20 722 4000, Fax + (254) 20 722 4001,
Via USA phone (1-650) 833-6645,
Via USA fax (1-650) 833-6646,
Email: worldagroforestry@cgiar.org
Website: www.worldagroforestry.org