TAYO FOR

EDUCATIOM (TED)

HUMAN RESOURCE MANUAL (HR- MANUAL)

ADOPTED IN 2023
TAYO HUMAN RESOURCE POLICIES AND PROCEDURES
CHAPTER 1: INTRODUCTION
CHAPTER 2: ORGANISATION DEVELOPMENT AND STRUCTURING
CHAPTER 3: RECRUITMENT AND SELECTION
CHAPTER 4: CRIMINAL BACKGROUND CHECKS
CHAPTER5: EMPLOYMENT CONTRACT
CHAPTER 6: EMPLOYEE ORIENTATION
CHAPTER 7: PERSONNEL RECORDS
CHAPTER 8: PROBATION /CONFIRMATION
CHAPTER 9: ATTENDANCE HOURS
CHAPTER 10: LEAVE
CHAPTER 11: JOB AND SALARY GRADING
CHAPTER 12: EMPLOYEE COMPENSATION AND BENEFITS
CHAPTER 13: PAYROLL ADMINISTRATION
CHAPTER 14: TRAINING AND DEVELOPMENT
CHAPTER 15: PERFORMANCE MANAGEMENT GUIDELINES
CHAPTER 16: PROGRAM PARTICIPANT PROTECTION POLICY & CODE OF CONDUCT
CHAPTER 17: EQUALITY POLICY
CHAPTER 18: FIELD INCIDENT MANAGEMENT
CHAPTER 19: ANTI FRAUD
CHAPTER 20: GRIEVANCE HANDLING AND DISCIPLINARY PROCEDURE
CHAPTER 21: HEALTH AND SAFETY
CHAPTER 22: CODE OF CONDUCT
CHAPTER 23: END OF SERVICE
ANNEX I: SAMPLE EMPLOYMENT CONTRACT
ANNEX II STAFF DATA FORM
ANNEX III LEAVE REQUEST AND APPROVAL FORM
ANNEX IV LEAVE APPLICATION FORM
ANNEX V FINAL WARNING LETTER
ANNEX VI. GUIDING INTERVIEW NOTES
ANNEX VII. SCREENING CRITERIA
CHAPTER 1; INTRODUCTION
1.1 OVERVIEW OF THE ORGANISATION
Founded in September 2017, Tayo for Education is a national, non-sectarian, non-partisan,
nonprofit organization, which provides educational services to vulnerable Somali students
regardless of faith, race or nationality.
Tayo for Education is proud to be actively involved in the education programs within the Somali
community where we are running twelve schools that provide affordable, quality education.
Tayo for Education has mandate in the fundamental principles of humanity, neutrality,
impartiality and independence particular attention to human suffering supporting and serving
the most vulnerable in the society which includes but not limited to refugees, IDPs, orphans,
people with disability, war returnees, host communities and victims of natural calamities such
as floods and drought.
Tayo for Education focuses on the provision of quality education services, improving access to
education, delivering of basic learning materials, community training, Teacher’s trainings and
capacity building and creating awareness in the society on matters education.
Tayo for Education staff has field experience in working with the international, local authority,
humanitarian partners and relevant community in education sector with evident results of
successful students who have benefited from the program. The organization respects the
importance of a participatory approach in all stages of its programs, and ensures active
involvement of the targeted beneficiaries, local community, authority and stakeholders to
maintain the accountability, transparency among the project stakeholders.
1.1. VISION
“Helping deprived Somali children to realize their full potential through education”
1.2. MISSION
Reaching to maximum number of deprived children through education centres and schools and
bringing about sustainable changes in their lives through education
1.4. OBJECTIVES
a) Imparting quality education to most disadvantaged, victimized and marginalized
children by unique educational interventions primarily to include support for
infrastructure such as classrooms, providing learning aids, promoting socially
meaningful curriculum development and child-cantered joyful learning techniques.
b) To support and cooperate with persons and groups including those already engaged in
similar activities.
c) To raise the required human and other resources to achieve Tayo foe
education’s mission.
d) To address, whenever possible, other issues affecting human life such as health care,
environment, socio-economic aspects and women’s issues.
1.4 GOVERNANCE STRUCTURE
The governance structure of Tayo for Education comprises of three main organs as listed below:
a. General Assembly (GA)
The supreme decision-making body of Tayo Educational Services Association that consists of all
memberships of the Association excluding the honorary membership
b. The Board
The Board is the policy making organ of the organization that the General Assembly members
elects at Annual General Meeting for five (5) years term to provide overall policy, governance
and leadership directions of the Association as per the powers and duties vested in it by this
Constitution.
The members of the Board shall be a minimum of five (5) and a maximum of nine (9) members
including the Chair, Deputy Chair, Secretary, Treasurer and Deputy Treasurer.
The Board is accountable & reports to the GA
c. The Management
The Management is an executive organ of the organization and it consists of the Executive
Director (ED) and other diverse professionals recruit from and outside members of the
organisation with the merits and competencies through transparency and competitive process.
The ED is recruited or nominated by the Board to be the head of the Management who shall be
in charge and responsible for the management of the day-to-day factions of the organization.
The ED shall be an employee of the organization and is accountable and report to the board.
1.5. EXECUTIVE SUMMARY OF THE MANUAL
Tayo for education has prepared this manual as a guide to employment and it contains policies
and procedures intended as both regulations and guide for all national staff and international
staff that works for the organization.
Employees
The TED seeks to ensure that all employees, beneficiaries, and third parties are treated with
respect and dignity under all circumstances. In establishing a system by which we can enforce
standards of respectful treatment, we adhere to a series of basic behavioural, managerial, and
legal guidelines. We integrate these guidelines into our daily interactions by following Equal
Employment Opportunity regulations, with the support of the Open Door Policy.
The manual will be effective as from 1ST December 2017.

1.7. GUIDELINE ON USE OF THE PROCEDURES

It is the responsibility of each employee to ensure that they understand the policies and
procedures contained within the manual and abide by them.
In case of lack of clarity or difficulties in interpretation, the employee should consult with the
HR officer or the head of Admin/Finance for an explanation. To ensure this, when faced with a
decision on a human resources matter, the HR officer or the head of Admin/Finance should read
the appropriate chapter in the policy document and act in accordance with the established
procedure.
Where there is no policy on a particular human resources issue, or where for some reason the
policy and/or procedures written down for a particular human resources issue cannot be
implemented, the field management should contact the human resource officer for clarification,
if a decision on interpretation is required then the human resource officer will consult the
Executive Director. The head of human resources will monitor the implementation of policies
and will encourage and seek the opinions and views of all employees regarding the
appropriateness and effectiveness of various human resources strategies, policies and
procedures.
1.8. CONTENTS AND REVISIONS
The human resources manual determines contractual conditions, defines the rights and duties
of the employee and the employer, determine the overall rights and duties that can be applied to
employees. The manual should be reviewed whenever necessary. Tayo for education’s human
resources section in collaboration with key stakeholders should propose revisions and, upon
agreement from Tayo for education’s Governing Board, make amendments for subsequent re-
circulation & application among TED’s national & international staff.

CHAPTER 2: ORGANISATION DEVELOPMENT AND STRUCTURING

2.1 POLICY
Tayo for education’s operations are governed by an organization’s structure, which shall be
reviewed from time to time by the Board.
2.2 PURPOSE
The aim of this policy is to ensure that the organization’s structure supports the mission and
goals, and also enables the organization to be responsive to the local operating environment.
2.3 CATEGORIES OF PERSONNEL
All personnel working for EG are classified into following categories:
2.3.1. EMPLOYEES
Employees are designate salaried individuals who, after a probationary period, are given
ongoing assignments, either part-time or full-time, and are paid on monthly basis. They will be
contracted on long-term basis subject to periodic evaluations and performance assessments.
2.3.2. VOLUNTEERS
Volunteers are individuals who work at TED out of their own choice. They will be assigned tasks
from time to time as deemed necessary by TED.
TED will have a limited contract with volunteers and will not provide any compensation except
under special conditions.
2.4. GUIDELINES
The organization’s structure needs to be periodically reviewed against TED’s experiences in the
implementation of the programs and take into consideration programs planning and the wider
organizational strategy. The organization’s structure takes view of positions, reporting
relationships, levels of authority, job grades and headcount. The Executive Director has the
discretion to change the organization’s structure as required. Any member of the management
team may suggest changes. All operational changes whether or not they involve an increase in
the headcount and human resources costs are approved directly by the Executive Director in
writing.
2.5. PROCEDURE
The Executive Director and Board discuss and revise the proposed organization’s structure and
the approved implementation plan. The activities and results achieved in the field, and the fit of
the current organization’s structure with the field office experiences are taken into
consideration. The Executive Director will make the final decision regarding the new
organization structure.
CHAPTER 3: RECRUITMENT AND SELECTION
3.1 POLICY
TED will ensure that the recruitment and selection process will be conducted in a standard
manner to promote equality, fairness and transparency at all times. The minimum legal age for
employment years and TED will adhere to this closely.
3.2 PURPOSE
The aim of this policy is to ensure that the recruitment process exercise results in TED
identifying, attracting and recruiting suitably qualified staff to match specific job requirements.
This policy also ensures the use of the most cost effective and efficient methods of recruitment.
3.3 GUIDELINES

a) Recruitment needs to be continuously reviewed against TED’s needs & job description
adjustments

b) The recruitment process takes into account the job description, roles and
responsibilities and required competencies

c) All recruitment is within the approved staffing plan

d) All positions can be advertised externally and internally
e) All TED staff are free to submit an application for any position advertised
f) All recruitment is subject to two reference checks from line Manager of most recent
employers.

3.4 RECRUITMENT METHODS

3.4.1 UNSOLICITED APPLICATIONS
Suitable unsolicited applications are kept on file in each office in case a vacancy arises within.
The Admin/Finance Director and Human Resource Officer shall be responsible for keeping a
schedule of candidates using the Candidate Schedule Shortlist. Such candidates may be asked to
attend an interview for a given post based on their being on the Shortlist.
3.4.2 INTERNAL RECRUITMENT

a) It is TED policy to encourage internal applications for any positions advertised both
internally and externally if they meet the requirements of the advertised position

b) However, the Executive Director may in certain circumstances, waive the necessity of a
full recruitment process (advertisement, short-listing and multiple interviews)
 c) If there is a strong internal candidate, who can be interviewed for the post-an
appointment will only be made if such a candidate clearly demonstrates that they have the
capacity for the position

d) Staff members wishing to apply for an advertised post should do so having ascertained
that they meet the essential criteria for the position, those applying without meeting
essential criteria will not normally be offered an interview

e) No internal candidate will be awarded a position without having fulfilled the necessary
criteria and a successful interview

f) Where no internal candidate meets the criteria, a full recruitment process will be carried
out.
3.4.3 ADVERTISEMENTS

a) A standard advertisement shall be used for all recruitments and all offices have a copy
b) For all new position advertisements, the HR officer and Executive Director draws up and
approves the contents based on the organization’s standards as agreed and approved by
the Executive Director

c) All positions should be advertised at TED’s website, newspapers, as well as by email

circulation to all TED Field Offices and other available forums and be placed on notice
boards in all TED’s offices.
Advertisements should include the following:

a) Job Title and Short Description of the Job

b) Short description of the Person Specification/ Skill and experience requirements
c) Instructions on how to apply including a closing date
d) The contact address/s of Head Office and Field Offices
3.4.4 EMPLOYEE REQUISITION
Replacing within an existing post or additional recruitment to existing positions
a) The field management and/or line manager shall identify the need for new staff
member(s) before completing a requisition form, the field management/line manager
must verify that the request is within approved manning and budgetary levels
b) The field management/line manager must provide justification for increase in staff
complement on the Employee Requisition Template
c) All employee requisitions should clearly indicate whether a new/replacement staff post
is being submitted for approval
d) In all cases requisitions for staff must be sent to the Executive Director for approval

e) For posts greater than one year duration, the Executive Director will make the final
authorization for approval using the employee requisition template
f) Once approval is obtained an advertisement is to be drawn up

3.4.5 RECRUITING FOR A NEW POSITION

Recruitment is done by formal procedures, starting from identifying the need to fill a post to
reaching the stage of official appointment. The primary responsible person within the
organization for the proper execution of the recruitment process is the Admin/Finance Director.
He/she of course does not have to execute all tasks but is responsible to control all the time that
all tasks are properly and timely executed by the involved persons.
In cases where the post is new, the field management/line manager must -

a) Attach a copy of the intended job description and a person specification

b) Allocate a provisional grade that will be confirmed at Head Office (Programme
Officers) The recruitment procedure is divided into the following phases:
3.5. KEY COMPETENCIES AND DEFINITIONS
Planning and Decision Making: systematically develops plans towards achieving TED’s
objectives and delivers on commitments, makes clear informed and timely decisions
appropriate to role, in the interests of TED and those we work with
Creativity and Innovation: seeks out, develops and successfully implements new ideas that
further the needs of TED and those we work with, builds on proven approaches and learns
from ongoing work to improve it. For managers nurtures a creative and innovative
environment
Leadership: acts to inspire others by clearly articulating and demonstrating the values and
principles that underpin TED’s work, holds a sense of pride in TED and loyalty to TED.
Supports others to achieve excellent results. For managers: nurtures a productive,
motivating and responsive environment to develop people’s capacity and helps people
align themselves to TED’s objectives
Managing Yourself: hold an awareness of own abilities and areas for development, and uses
abilities to work well with others and to help achieve TED’s objectives
Communicating and Working with Others: uses the most appropriate channel to share
information with others both inside & outside TED, adapts message to meet
communication needs of audiences
Delivering Results: systematically develops plans towards achieving TED’s objectives and
delivers on commitments, uses appropriate techniques to help achieve agreed objectives.
For managers creates an environment in which people can work to the best of their
abilities, developing the team and empowering others to achieve excellent results
Influence, Advocacy and Networking: engages with others inside and outside the
organization to promote the interests of the TED and those we work with, gathers and
shares a wider knowledge of issues relevant to TED’s work
Change: responds positively and constructively to change, manages or takes part in change
process in a way that is appropriate to the role in the organization.
3.6 EMPLOYEE REQUISITION

a) The employee request is forwarded to the Executive Director to initiate the recruitment
process, which then verifies this request/need

b) A copy of the employee requisition must be kept on file

 c) Employee requisitions must be submitted a minimum of 14 days before the individual is
needed to enable time for the request to be considered and approved, and for the sourcing
process to be conducted effectively.
3.7 SOURCING CANDIDATES
The candidates can be sourced from:

a) A database of candidates who have applied for jobs with TED

b) A database of candidates who are former TED employees
c) Local sourcing from the community
d) Placing a job advertisement in the local community and at the national level
The Admin/Finance Manager and Human Resources Officer compiles a master list of all
candidates being considered for the vacancy.
3.8 EVALUATION AND SELECTION
3.8.1 INTERVIEW PREPARATION
The team that will undertake the interview will initiate a screening process using the TED
competency based interviewing techniques, candidates will be appraised against the job
requirements and a short list for interview will be prepared.
Only candidates meeting the minimum entry requirements will be considered. The decision of
the selection team is final. No canvassing is allowed. Once the final shortlist of candidates has
been completed, the relevant office shall organize the interviews.
The candidates are informed that their referees may be contacted and it stressed that it is their
responsibility that a referee supplies a reference if requested to do so.
In the case of internal candidates applying for a position in the same field office, or where the
interviewer has a prior regular working relationship with the candidate, then head office must
be asked to arrange an impartial panel.
The Admin/Finance Manager and Human Resources Officer facilitate the setting up of the
interviews.
This includes:

a) Contacting candidates
b) Scheduling of interviews
c) Briefing of line managers involved in interviews, and
d) Organising the venue.
The Admin/Finance Manager and Human Resources Officer must keep and complete
interview scheduling form to keep on record.
Interviews are conducted using the structured interview guides (see interview panel
composition below). Each interviewer is required to complete a record of the interview noting
their impressions under the various headings and to give their recommendations, noting the
reasons for their decision.
In cases where the field offices, administrators have a heavy workload, head office should be
contacted for additional assistance, for example, conducting reference checks.
Where field offices feel that new questions are required, they need to inform head office that will
prepare new interview guides. Interview guides are confidential and should be kept in a secure
place at all times.
All interviews must have a minimum of two (2) interviewers present to increase objectivity and
transparency of the process, and to make a recommendation. The interview tracking form is to
be used to track all interviews that take place across field offices and maintained by Human
Resource Officer.
3.8.2 INTERVIEW DOCUMENTATION AND COMPETENCY BASED INTERVIEWING
Interview guidelines support the interview process and enable proceedings to be documented
and kept on file for future reference.
It is important that all interviews are documented. Interviews should be conducted in a
consistent manner, and the interview must remain consistent for all candidates throughout the
interview process in regards to the interview panel, the interview questions, the time allowed
for each interview, use of exercises and scoring method.
The contents of the interview are confidential/private and will be seen by those responsible for
candidate selection. TED uses the competency based interviewing approach, which is also
known as behavioural or capacity interviewing and is regarded as the most reliable form of
interviewing. The competency-based interviewing is based on the premise that past behaviour
best predicts future behaviour.
The interviewers’ goal is to

a) Design interview questions that probe specific skills and competencies

b) Assess candidate responses, how they behaved & responded to specific situations or
tasks in the past.

3.9. GUIDE TO CONDUCTING INTERVIEWS

a) Clearly mark the interviewees name, names of assessor and date of interview
b) During the interview, each candidate’s response is noted in the appropriate space
c) In the column labelled comments, comments can be added on the interviewee’s answer,
physical reaction to that particular question and competencies exhibited through the
answer

d) A score is placed in the score column (from 1–5, see rating guide). A candidate with the
highest score will be offered the job.

e) On completion of the interview questions, each candidate is rated on the competencies

indicated on the score guide.

f) Additional comments are added providing an overall summary of the candidate’s

performance.
 g) The interview panel discusses the candidate’s performance after the interviewee has left
the room (before the next candidate is interviewed) and a decision is noted in the
appropriate space if they will be considered suitable pending the interview process.

h) When deciding between candidates with identical or similar scores, if the tie is between
a male and a female, the TED will give the position to the female.

i) If both candidates that have tied are male then it is necessary to decide that high scores
in certain competencies are more important than in others. It may also be a good idea to
consider if the developmental needs can be met where a candidate scored low in certain
competency.
The overall decision will rest on the answers to the following two questions

a) Does the candidate pass the necessary scoring hurdles (if any)?
b) Which candidate is most desirable when taking all other factors into consideration (e.g
salary requirements, motivation and aspirations, notice periods, etc)?
At the end of the interviewing session, the Admin/Finance Manager/Human Resource Officer
consolidates the resultant information. After undertaking a comparative analysis between final
applicants, the interviewers make a final selection decision.
Then the Admin/Finance Manager and Human Resources Officer proceeds to:

a) Reject unsuccessful candidates:

b) Depending on the magnitude of the recruitment exercise, the Admin/Finance Manager
and Human Resources Officer issues either a standard block employment rejection advert
and posts it in the local newspapers or sends out standard rejection letters;
The process to be used in communicating the outcomes of the interview will be as follows:

a) The interview panel will complete an interview-rating sheet at the end of the interview.
b) This rating sheet consolidates the interview performance notes for each applicant and
ranks their performance. At this stage of the interview process, other factors relevant to
the application will be considered and discussed.

c) Offering an alternate post to the one interviewed for in cases where the interview panel
feels that the successful candidate is more suited for another position than that applied for,
the panel reserves the right to recommend the candidate for another vacant post.

d) The relevant management shall proceed and inform the successful individuals of the
outcomes.

e) Once the announcement is made to the successful candidates, the Admin/Finance

Manager and Human Resource Officer can prepare Employment Contracts as per normal
procedures and inform the finance staff upon commencement of contract.

f) The interviewing office will send the unsuccessful candidates interviewed individual
letters informing them of the outcome.
3.9.1 REFERENCE CHECKS
The Admin/Finance Manager and Human Resource Officer must obtain reference checks of
potential employees prior to offer of an employment contract being issued and signed.
At least 2 (two) reference checks should be obtained for each candidate. Written references are
preferred, these should be from the current or most recent employer, if it is not possible to get a
reference from the current employer, dependent on the validity of the inability to access such a
reference, then another alternative employer reference may be acceptable. Candidates will be
informed before reference checking commences, subject to satisfactory references, an offer
letter will be made.
In the event that it is not possible to access a written reference, the Administrator should be
informed and s/he will instruct as to whether one of the interview panel or the Administrator
themselves will solicit a verbal reference by phone.
This is less transparent and such cases should be kept to a minimum. Where a verbal reference
is obtained, this should be documented and signed for by the receiving member of staff.
Furthermore, if no reference being available, the Executive Director must be consulted to make
the final determination.
The Reference Check Form must be completed and signed by person undertaking the check.
3.9.2 GUIDE TO COMPLETING THE REFERENCE CHECK FORM

a) Where possible use references from most recent employers. For this information look at
the candidate’s CV

b) Ensure that you record the person’s name and position before commencing the
reference report

c) Use the headings as guidelines to obtain information on the candidate

d) Try and complete all information required on the form
e) At the end of the report, sign and date the reference report
The Admin/Finance Manager and Human Resource Officer should then forward the reference
check report to the interview panel for review.
For the successful candidate, the Admin/Finance Manager and Human Resource Officer makes
an offer in writing based on the remuneration package for that position on authorization of the
Executive Director. In case of uncertainty, the Executive Director should be asked for
confirmation.
3.9.3. ACADEMIC AND OTHER CERTIFICATES
The successful candidate is expected to provide certified copies of;

a) Educational certificates
b) Service certificates
c) Driver licenses (Specially for Drivers must produce a clean driver’s license of not less
than five years duration).

d) Any other documents specified by the Admin/Finance Manager and Human Resource
Officer.
In the event where the candidate is unable to produce the required certificates, then shall be
given time to source the documents from the relevant authorities. Since all job offers are subject
to the production of certified certificates, failure to provide the documents can result in the
withdrawal of the job offer. The Admin/Finance Manager and Human Resource Officer can hold
a number of CVs of eligible but unsuccessful candidates for the future reference, and they shall
inform the candidates.
3.10. REFUSAL TO ACCEPT POST
If candidate decides to decline the offer, and the other suitable candidates have been considered,
then the recruitment cycle re-commences.
3.11. ACCEPTANCE OF THE POST
If the candidate wishes to accept the offer, then the Admin/Finance Manager and Human
Resource Officer prepares an employment contract for signing by both parties (Offer of
Employment and General Policies and Conditions of Service). Only the Executive Director or in
his/her absence by the Deputy Executive Director may sign Employment Contracts.
The Admin/Finance Manager and Human Resource Officer then creates an employee file and
submits a copy of contract to the Payroll and Cashier Administrator and inform him/her
immediately of any new joiners, by email and provide as much information possible on the new
recruit employment details.

CHAPTER 4: CRIMINAL BACKGROUND CHECKS

4.1. GUIDELINES
Due to the current situation of Somalia, where some people may pose as potential employees
whilst being members of terrorist or criminal organizations, it has become of utmost
importance for TED to perform background checks on its potential employees.
Therefore, once the interviews have been completed and successful candidates identified, they
must undergo criminal background checks before a job offer is made. Finger print forms are
kept by the Admin/Finance Manager and Human Resource Officer and can be collected from
their offices upon request. The report is then sent forwarded to the Executive Director who will
make a selection decision on the basis of information received. The full report remains at Head
Office, and contents remain confidential.
TED shall pay the expenses for any finger printing and police clearance. In the event that the
potential recruit has had to pay for the expenses, reimbursements shall be made upon
production of a valid receipt. The Admin/Finance Manager and Human Resource Officer need to
cross check the information contained within the report with the interview guide in which
candidates are asked if they have been convicted of any criminal charges or if they have
outstanding court cases.

CHAPTER5: EMPLOYMENT CONTRACT

5.1. POLICY
All TED employees will sign standard employment contract, which is consistent with the laws of
Somalia.
5.2. PURPOSE
The aim of this policy is to provide a standard written format for all employment contracts and
to ensure that the contract clearly communicates all the contractual terms and conditions.
5.3. GUIDELINES
TED offers contracts in accordance with the Somalia labour laws.
TED signs employment contracts with all its employees. No person shall be employed unless
there is a written contract. The contract consists of two (2) parts:

a) Offer of Employment Letter

b) TED General Policies, Terms and Conditions of Employment
The Offer letter sets out the major terms and conditions such as:
a) Job title and Location (work station)
b) Relevant grade, salary scale and starting salary
c) Commencing and end of contract dates
d) Working hours
e) Probation period
f) leave
g) Staff with previous work experience with TED
h) Termination conditions (including notice periods)
i) Health and safety
j) Weekend Work
k) Medical Aid
l) Discipline
m) Beneficiary protection
n) Receipt of Gifts/Corrupt practices
o) Discrimination
p) Code of Conduct
q) Processes and Procedures
r) Vehicle regulations and Guidelines; and
s) Confidentiality agreement;
Three copies of the contract are to be signed by both parties.

a) Copy 1 is signed by the employee, together with a fully completed Employee Details
Form shall be placed on his/her personal file.
 b) Copy 2 is to be forwarded by the Admin/Finance Manager/Human Resource Officer to
Payroll and Cashier Administrator to process payroll.

c) Copy 3 is to be retained by the employee.

The employee’s signature on the contract indicates acceptance of the position/job offered and
TED’s Terms and Conditions of Employment, Acceptance of TED’s Procedures and Policies, and
the TED Code of Conduct. If a prospective employee requires further time to consider prior to
signing, they should not leave with a copy of a contract signed by TED and not by them. All
employment contracts are for fixed periods commencing and expiring on the dates set out in the
contract.
A job offer letter, signed by the employee and the Executive Director (or delegated
representative) constitutes a contract of employment between TED and the employee. TED and
the employee will honour all the terms and conditions of the contract. The employee returns a
signed copy of the contract to the Admin/Finance Manager and Human Resource Officer
on/before the start date of the contract.
If the terms and conditions of the contract change, TED will provide employees with notice of
any change in writing. In case of any disagreement on interpretation of the terms and conditions
of the contract, the Executive Director provides the decisive interpretation. The employee will
also be provided with a clear job description that outlines the reporting relationships and the
main duties of the position.
For all contracts, Field Office Management, Head Office Management and Admin/Finance
Manager/Human Resource Officers are required to carefully read the contracts and address any
queries before issuing contract to employees.
5.4. COOPERATIVES
Cooperatives will have a clear contract stating their roles and responsibilities
5.5. PROCEDURE FOR NEW EMPLOYEES – REGARDING CONTRACT

a) The Admin/Finance Manager and Human Resource Officer receives a signed/completed

copy of the employment contract and employee details form for the new employee.

b) This information is forwarded to the payroll and cashier administrator who facilitates
the entering of the employee’s personal details in the payroll system

c) The Admin/Finance Manager and Human Resource Officer records the end of
probationary period

d) If the employee is a mid-month joiner, all remuneration will be automatically pro-rated

by the payroll system for mid-month joiners and leavers.

CHAPTER 6: EMPLOYEE ORIENTATION

6.1. PURPOSE
The aim of this policy is to induct new employees into TED
All new employees are expected to undergo orientation that will begin to integrate the
individual into the organization. The purpose of orientation is to enable an employee to gain an
understanding of:
a. Individual and team roles and responsibilities
b. Objectives of the current programs in relation to overall TED strategic objectives
c. Context in which TED operates – code of conduct, policies and procedures, systems and
security.
d. Orientation will cover:
e. Completion of all relevant forms
f. Overview of TED Main Office and Field Office operations and programme structures.
g. Introduction to relevant Management Team
h. Person Specific Induction plan including meetings with relevant individuals/
departments
6.2. GUIDELINES
Each employee is given an induction fact sheet of frequently asked questions from each
department at the start of their employment by the Admin/Finance Manager, Human Resource
Officer and/or Line Manager. An employee will also undergo through a detailed induction over a
period of one week that will cover of the following

a) Copy of the employees signed contract

b) Copy of TED’s Code of Conduct
c) TED accountability framework
d) Instructions on accessing policies and procedures which each employee has a
responsibility to read

e) Brief on TED’s security operation plan (those relevant to the position)

f) Briefing on TED’s work and programs
g) Feedback sessions from the employee being inducted to the line manager of that person
of any gaps in the induction.

CHAPTER 7: PERSONNEL RECORDS

Confidential individual files are opened for all new employees. An employee file contents
checklist is placed in each file indicating the documentation contained. Files should contain all
information relevant to the employee such as:

a) Curriculum Vitae

b) Educational Certificates

c) Finger printing and police clearance

d) Reference Letters

e) Signed Offer Letters

f) Job Confirmation Letter

 g) Employee Details Form

h) Probation Assessment Form

i) Performance Assessment Form

j) Objectives Set

k) Next of Kin (for leave purpose & events of death)

l) Written warnings

m) Record of Verbal warnings

n) Control Sheet & Leave forms

The Payroll and Cashier Administrator retains copies of the following documentation:
a. Signed Offer Letters
b. Job confirmation letter
c. Leave History
The following documentation is to be kept in the file.

a) Signed Offer Letter

b) Reference Checks
c) Disciplinary Records
d) Medical Certificates (these should be in a sealed enveloped)
Copies may be sent to Head Office for reference and safekeeping.
No member of staff should hold their own personnel record. The files of the Admin/Finance
Manager and
Human Resource Officer shall be held by their line managers and the rest of the staff files are
held by the Human Resource Officer in TED
The Human Resource Officer/persons holding employee files should ensure that all verbal or
written agreements or communications between TED and the employee are placed in his/her
file.
Access to the personnel files is limited to the Head/Field Office Management and the Human
Resource Officer. Authorized individuals accessing the files should use the Employee Access
Record.
Information required to complete include the date file was accessed, names and signature. This
form ensures that access into the files is monitored and contents are updated.
These are kept locked up in a safe and secure location.

CHAPTER-8: PROBATION /CONFIRMATION

8.1. POLICY
All new fixed term employees (see CHAPTER-5 above) will be hired subject to the successful
completion of a probationary period of 60 calendar days.
8.2. PURPOSE
The aim of this policy is to ensure that the new employees and TED are able to evaluate each
other during the initial employment period. The purpose of a probation period is:

a) To assist the employee develops his/her career in a manner, which is both personally
satisfying and consistent with the needs and goals of the TED.

b) To provide the organization with an opportunity to assess the performance and future
potential of the employee before deciding whether or not to confirm the appointment.

c) To help identify the appointee’s training and development needs and provide
appropriate development activities to assist in achieving his/her full potential.
8.3. GUIDELINES

a) All new TED employees will serve a probationary period of sixty (60) calendar days.
However existing employees will have the probationary period in their contract but will
not necessarily go through a probation assessment unless there is an issue during the
probationary period.

b) During this period of probation, either party may terminate the contract by providing
notice set out in the contract.

c) TED operates single non-renewable probationary periods.

d) The formal procedures for assessing achievement & performance during the
probationary period are;
 Continual observation
 An appraisal meeting to be held during the seventh (7th) week of employment,
using the probation assessment form.
Assessment of performance includes evaluation against specific work tasks and progress in
these as well as adherence to general policies and the other charters and guidelines referred to
in the contract of employment. The employees’ contract may be terminated during probationary
period.
8.4. DETERMINATIONS
Upon successful probation completion, the Admin/Finance Manager and Human Resource
Officer obtains the locations manager’s agreement to job confirmation and issues a confirmation
letter to the employee. In the case of unacceptable behaviour or unsatisfactory performance, the
employee may have his/her employment contract terminated within the probationary period
given the requisite notice period. If the employee receives no written confirmation at the end of
probation, then the contract automatically expires.
The payroll and cashier administrator must be informed of the relevant change in employment
status. In order to be eligible for consideration of confirmation, employees must attend work for
a minimum of 45 (Forty-Five) working days within the probationary period.
8.5. PROCEDURE
The Admin/Finance Manager and Human Resource Officer uses the diary system to identify the
employees who complete their probationary period in the following month.
The Admin/Finance Manager and Human Resource Officer lists those employees on probation
by position and forwards the list along with the probation assessment forms to the relevant line
managers upon commencement of employment. It is the responsibility of the Admin/Finance
Manager and Human Resource Officer to record the end of probation period date and to inform
the relevant line manager at least seven (7) days in advance of the end of the period.
The line manager organizes to meet with the employee and conducts an assessment based on
the criteria set out in the form.
8.5.1. PROBATIONARY ASSESSMENT FORM
The specific requirements involved in probationary review cover and the two main areas for all
individuals are;

a) What individual has achieved (Core Competencies/Key Responsibilities)

b) How individual has achieved the above (performance)
8.5.2. WHAT INDIVIDUAL HAS ACHIEVED
This looks at the individual’s achievement of their core competencies/key responsibilities that
were set at the beginning of the period and any relevant tasks or activities from their job
description.
8.5.3. HOW INDIVIDUAL ACHIEVED
As a general guide, the following competencies are employed in judging performance. They
concentrate on ‘how’ individual has behaved and performed during the review period.

a) Punctuality, attendance and reliability

b) Communication skills
c) Management style and leadership skills
d) Team work
e) Meeting of targets and deadlines
8.5.4. STAGE 1: BEFORE ASSESSMENT
At the start of the probationary period, the Admin/Finance Manager and/or Line Manager meet
the incumbent to explain how the review process works. At least one week before the end of the
probationary period arrange to meet with the incumbent to review probationary performance.
Arrange the logistics of the discussion, that is, a time and place for the discussion.
A minimum of three days’ notice should be given. The employee should be given a copy of the
assessment form before the meeting
8.5.5. STAGE 2: PROBATION ASSESSMENT DISCUSSION

a) There should be 2 (two) assessors present at all assessments. This increases the
objectivity and transparency of the process.
 b) During the review meeting, the Admin/Finance Manager and/or Line Manager together
with the employee discuss the contents of probation assessment forms and how the
assessment will proceed.

c) The Admin/Finance Manager facilitates the probation assessment discussion. The

procedure to be followed as bellow:
 Discuss the overall assessment of probationary performance
 Agree the current performance and ratings given
 Review and discuss performance tasks and make comments where necessary
 Discuss areas of potential, limitations and identified training needs
 Provide an overall rating for performance
8.5.6. STAGE 3: AFTER ASSESSMENT

a) Before the end of the probationary period the Admin/Finance Manager and/or Line
Manager communicates the results of the probation assessment exercise and any
additional comments to the employee

b) The forms are to be completed by the Admin/Finance Manager and/or Line Manager
and signed off by the employee and these are added to the employee files.

c) At the end of assessment, the employee should be given a complete copy of assessment
form.
8.6. CONFIMRATION

a) Immediately prior to the end of the probation period, the line manager should meet the
employee to discuss their probation and advise the employee as to whether or not they are
confirming their appointment.

b) If the employee’s probation assessment is satisfactory, the Admin/Finance Manager and

Human Resource Officer prepares a job confirmation letter. With approval from the
Management, the Admin/Finance Manager and Human Resource Officer issues the
confirmation letter to the employee.

c) If the employee’s performance or behaviour is unsatisfactory, the Field/ Head Office

Management can terminate the contract as provided for.

d) Set objectives to be achieved by the next assessment–the line Manager, together with the
employee should set objectives that are SMART, within 3 weeks of commencing the
confirmed contract.

8.7. NON-CONFIRMATION

a) The Field/Head Office Management approves the termination of employment

recommendation issued by the line manager and forwards it to the Admin/Finance Manager
and Human Resource Officer with the completion of probation assessment forms.

b) The Admin/Finance Manager and Human Resource Officer issues a non-Confirmation

letter to the employee. He/she then processes the employee’s end of service procedure. A
copy of the non- confirmation letter is forwarded to the payroll and cashier administrator
CHAPTER-9: ATTENDANCE HOURS
9.1. PURPOSE
The aim of this policy is to specify the standard work schedule details for EG head and field
offices. All employees of EG must work (40) forty hours per week. However, due to the nature of
the organisations work, employees may be required to work beyond the hours stated. The
reporting times for work will be at the discretion of the Board /Executive Director.
9.2. WORKING HOURS
The current work hours across the TED head and field offices are summarized as below.

DAYS TIME
Saturday-Wednesday 08;00 am-04;00 pm EAT
Thursday 08;00 am-10;00 pm EAT

9.3. ATTENDANCE MANAGEMENT

9.3.1. PURPOSE
The aim of this policy is to ensure that all employees abide by the TED working hours and
punctuality standards.
9.3.2. GUIDELINES
The line managers are responsible for managing of the attendance and punctuality of the
employees in their departments. They should note late arrivals and unauthorized absence
during the day and investigate this with the member of staff.
All employees are expected to report to work on time every official working day as set out above.
When an employee is late more than 3 times in a month, he/she will be subject to a verbal
warning by the line manager in consultation with the Human Resource Officer.
Disciplinary action shall be taken against an employee who is repetitively late, absent during
working hours, or has a high rate of absenteeism. Absence includes late arrivals at work as well
as early departures. All lost time on the job for unexcused reasons is subject to disciplinary
action.
If an employee will be late or absent from work, the employee shall make every attempt to notify
his/her manager/supervisor. No non-supervisory employee shall be absent from the place
of work or duty during normal working hours without the consent of the line manager.
The line managers or supervisors who need to be absent from their work or office must inform
to the management of where they are going or can be reached. Permission must be sought for an
absence during the working day from the management.
9.4. SHIFT WORK

a) Certain categories of employees may be required to work shift hours.

b) In the event of this occurring employee shall be informed in advance of the working
schedule.

c) A shift worker will not work more than the 40 (Forty) hours per week contracted.
9.5. COMPENSATION FOR DAYS OFF WORK, PUBLIC HOLIDAYS OR EXTRA WORK HOURS
9.5.1. PURPOSE
The aim of this policy is to state the eligibility criteria and compensation for work during days
off and public holidays or extra work hours for TED employees.
9.5.2. GUIDELINES

a) It is the policy of TED to avoid additional working hours and to manage workloads
within the established contracted hours. However, when this is not possible due to
operational demands, TED will then, when additional hours have been authorized in
advance, give time off in lieu or can make payment for the same.

b) Contracted hours are generally those worked on a daily basis, and this should be used to
offset any additional hours in the particular month, prior to making any claim.

c) All employees, managerial and non-managerial are eligible to compensation for work
performed during off days and public holidays. Additional hours have to be authorized by
the Executive Director prior to undertaking. If payment is to be made rather than time of in
lieu, then this is affected on the payroll based upon this pre-authorization, with payment as
per the allowance table overleaf.

d) Employees are expected to complete their work within the regular working hours.
During times when this is not possible, the prior authorization is necessary before working
beyond stipulated working hours.
9.6. COMPENSATION FOR ADDITIONAL HOURS ON WORKING DAYS
Time off on lieu should be requested by the employee using the leave request form to obtain
prior approval as per the form and the relevant weekend working and additional hours form
should support this.
All employees are expected to demonstrate reasonable flexibility where they occasionally have
some time extra at work in the course of normal duty, such as hours spent travelling to and from
the field and accept that these are not hours attracting compensation.
Overtime needs to be approved first before one undertakes this, the hours worked need to be
supported with the relevant documentation.
It is the responsibility of the employee to record any weekend, public holiday or extra hours
worked and these signed for by the appropriate line manager.
Should an employee feel that their claim has not been attended to properly; then they should
have this recorded as per the grievance and disciplinary procedures within a period of one
month of the occurrence.

CHAPTER-10: LEAVE
10.1. VACATION LEAVE
10.1.1. POLICY
Provision is made for 2.5 leave days per month worked in accordance with local labour
legislation.
10.1.2. PURPOSE
The aim of this policy is to define the employee entitlements for annual leave.
10.1.3. GUIDELINES

a) TED provides 2.5 days of paid leave for each full month of completed service.
b) An employee fills in the application for leave form and forwards it to the Field
Administration and Admin/Finance Manager/HR Manager and Administrative Assistant in
TED who checks the leave balance from the leave register and updates the balances on the
form. Thereafter, the leave form is forwarded to the line manager, who will approve or
disapprove the leave. Line manager then forwards the form to the Field
Administration and Admin/Finance Manager/HR-Manager and Administrative
Assistant for filing of and recording the leave on leave register .

c) No leave should be granted until an employee has completed a month’s service with the
organization. This can only be approved in exceptional circumstances and a justification
must be provided.

d) The Admin/Finance Manager and Human Resource Officer in collaboration with the
respective line-managers, is responsible for ensuring that leave of employees is planned
from the outset of a contract period in order to ensure that programmed activities can take
place and that each employee takes their leave as appropriate. In addition, the
Admin/Finance Manager and Human Resource Officer will ensure that leave is taken in line
with TED policy and that an accurate record is maintained. Field Administration and
Admin/Finance Manager and Human Resources Officer should forward the leave balance
update to each departmental manager on quarterly basis for monitoring & planning
purposes.

e) No leave shall be carried forward. The intention of leave provision is to provide for
adequate rest periods for employees and therefore plans should be made and monitored by
line managers to ensure this. In exceptional circumstances there may be a small amount of
leave outstanding at the end of a contract, this should be calculated and given as cash in
lieu
10.2. ENTITLEMENT

a) Entitlement is 2.5 days paid leave per completed month of service.

b) The leave entitlement is calculated for each month of the contract duration.
c) Any leave taken beyond the entitlements for the contract shall be reflected as unpaid
leave.

10.3 RATE OF PAY

Leave pay is calculated as the same as basic pay.
10.4. LEAVE DOCUMENTATION
a) Leave Application Form
This form is to be completed when an employee requests leave.
b) Authorized Leave Summary
 At the end of each month, a summary report is to be submitted to the payroll and
cashier administrator. The summary report is to be completed by the Admin/Finance
Manager and Human Resources Officer with all the necessary leave documentation
attached.
 Information for the summary report is to be transferred from individual application
for leave forms.
 Line manager/human resource officer is required to check documentation & sign off
the authorized leave summary report before submitting to the payroll and cashier
administrator for processing.
10.5. SICK LEAVE
10.5.1 PURPOSE
The aim of this policy is to define sick leave entitlements and the impact on pay.
10.5.2 GUIDELINES
During any one year of service and upon production of a certificate signed by a registered
medical practitioner, and at the request of the employee, TED will grant a maximum of up to 60
(sixty) days sick leave on full pay if the employee is prevented from attending to his/her duties
owing to ill health.
If necessary, a further period of sick leave of a maximum of up to 30 (thirty) days on half pay
will be granted provided that a request for such is made and is supported by a certificate signed
by a registered medical practitioner who is of the opinion that the employee will be able to
resume duty after this further period of sick leave.
TED’s obligation towards the individual on sick leave is time bound to the fixed term contract on
which the person is employed. If an employee falls sick during the probationary period, he/she
must provide a medical certificate and the probationary period may be extended for the relevant
number of days at the discretion of the line manager.
Employees are required to produce a medical certificate to support their request for sick leave
to the Field Administration and Admin/Finance Manager and Human Resource Officer before
they are granted the leave. Technically no sick leave should be authorized unless a verified
medical certificate is produced. However, this may not be possible and as such all employees
shall be requested to submit a medical certificate within 3 days of illness.
If an employee fails to submit a certified medical certificate within the stipulated timeframe, the
absence shall be treated as annual leave or leave without pay depending on the circumstances.
The employee’s line manager shall report absences from duty due to illness, extending 3 days
and beyond to the Field Administrator and Human Resource Officer. It is critical that all
employees understand the sick leave entitlement and that the privilege is not abused. The
Admin/Finance Manager and line managers are responsible for monitoring the continued use of
sick leave.
10.5.3. INDICATORS OF SICK LEAVE ABUSE:

a) Single days of sick leave

b) Sick leave taken before or after a weekend
 c) Sick leave taken before vacation and statutory holidays
Abuses of sick leave shall be dealt with in accordance of the Code of Conduct.
In the case of a long period of sickness, it is the responsibility of the employee to inform his/her
line manager, Admin/Finance Manager of the dates of sick leave and return to work. In the case
where an employee is unable to come to the office or make contact personally to advise the
relevant managers about their situation, they may send someone else on their behalf. After
return from sick leave, the employee completes the leave form specifying his return date &
forwards it to Admin/Finance Manager.
All sick leave requests must be accompanied with medical certificate for TED to pay salary and
benefit entitlements. TED reserves the right to have employees examined by the TED appointed
doctor.
10.6. SPECIAL LEAVE
10.6.1. POLICY
TED will grant special leave in the circumstances as prescribed by the labour law.
10.6.2. PURPOSE
The aim of this policy is to define the entitlement for special leave.
10.6.3. GUIDELINES
Under certain circumstances, employees may apply for special leave. The field/head office
management uses his/her discretion on such applications on a case-by-case basis. The special
leave of up to 12 days per calendar year shall be granted to TED employees for the following
purposes:
a) When required to be absent from duty on the instructions of a medical practitioner
because of contact with an infectious disease
b) When summoned to attend any court in Somalia as a witness
c) When required to attend as a delegate or office bearer at any meeting of a
registered trade union representing employees within the undertaking or industry
in which the employee is employed
d) When detained for questioning by the police
e) On the death of a spouse, parent, child, or legal dependent
f) On any justifiable compassionate ground
10.7. COMPASSIONATE LEAVE
As per special leave entitlement, compassionate leave is granted immediately following the
death of next of kin defined as mother, father, spouse, children, grandparents, and siblings as
defined when initially recruited. Approval is required from the Executive Director.
The Executive Director has the authority to grant additional special leave with pay if s/he feels
that circumstances warrant the extension.
10.8. MATERNITY LEAVE
10.8.1. POLICY
TED will grant maternity leave as prescribed by the law.
10.8.2. PURPOSE
The aim of this policy is to define the entitlement for maternity leave.
10.8.3. GUIDELINES
Maternity leave on full pay for 90 days shall be granted to a female employee who has served at
least one- year continuous service. Where less than 90 days are remaining on a contract, then
this period will be granted as paid maternity leave up to the end of contract duration.
Fixed term contracts are separate employee – employer agreements and there is no link
between any numbers of these. However, for purposes of maternity leave, where an employee
has provided service for 12 months over more than one contract, without break, then she too
can be considered for paid maternity leave under this policy.
On production of a medical certificate signed by a doctor or the state registered nurse that she is
pregnant, a female may proceed on maternity leave not earlier than 45 th day and not later than
the 21st day prior to her expected delivery date.
A female employee is entitled to pay maternity leave once every two years. The period of two
years is calculated from the day of any previous maternity leave was granted.
The maximum entitlement with full pay is for three periods with respect to total service with
any one employer i.e. maximum of 3 periods of maternity leave with respect to her total service
to any one employer during which she shall be paid her full salary.
Any maternity leave requested in excess of that above might be granted as unpaid maternity
leave. Sick leave may not be granted once paid maternity leave has begun or during a period of
unpaid maternity leave unless sick leave or medical reason other than maternity has been
granted. Benefits and entitlements continue to accrue during maternity leave.
An employee who is breast-feeding is entitled to periods of up to one hour during normal
working time to breastfeed. She may choose periods and may combine then with any other
normal breaks. Provision is made for the breaks to be taken so as not to disrupt production or
interrupt efficient running of the office and field operations.
This entitlement lasts for six (6) months or for the period when she is actually breastfeeding
whichever less & starts from the date of commencing work after maternity leave.

10.9. PROCEDURE FOR ALL LEAVE

1. SICK LEAVE PROCEDURE

a) The employee informs his/her line manager on the day of illness by 8:00 am.
b) Where possible he/she completes sick leave application & forwards it to line manager
for approval.

c) All sick leave applications should be attached with a medical certificate.

2. ANNUAL, SPECIAL, COMPASSIONATE AND MATERNITY LEAVE PROCEDURE
The Admin/Finance Manager and Human Resource Officer should undertake a verification of
leave entitlement before the form is submitted to the line manager for approval
Approval by the line manager must be sought once the Admin/Finance Manager and Human
Resource Officer has completed verification.
Authorization by the Executive Director shall be given only if they are satisfied with the
information presented by the Admin/Finance Manager, Human Resource Officer and Line
Manager
In the sign off CHAPTER of the leave form, employee sign off, authorization, approval and
verification should be signed off on the same day.
The approved sick leave application along with the medical certificate is kept on file for
submission to Head Office at the end of the month.
10.10. PUBLIC HOLIDAY LEAVE
10.10.1. POLICY
TED employees are entitled to all national public holidays in Somalia.
10.10.2. PURPOSE
The aim of this policy is to define the entitlement for public holiday leave.
10.10.3. GUIDELINES
Employees and staff are entitled to all national public holidays in Somalia as set out in the
regulations. The current recognized holidays in Somalia are those listed below;

Date Event name Number of

days
1st Shawal (Islamic Calendar) EID UL-FITR Days
10th Dul-Hijah (Islamic Calendar) EID UL-AD HA Days
12th Mowlid (Islamic Calendar) Prophet Mohamed Birthday Days
25th Dec. (Christian staff only) Christmas Day Day
1st January The new year Day
8th March International women day Day
1st May International labour day Day
15th May National youth day Day
26th June National Independence Day Day
1st July National Independence & Unity Day Day

10.11. UNPAID LEAVE

In cases where the employee takes leave, which does not fit into any of the above leave
categories; the leave will be considered leave without pay. Leave without pay may be applied for
when an individual’s annual leave entitlement is used up and additional time off is required for
special circumstances.
In such cases after receiving an employee’s request in writing, the line manager should forward
a leave application form to the Executive Director, indicating the purpose for which it is required
and the length of time required along with his/her recommendation.
10.12. UNAUTHORIZED LEAVE OF ABSENCE WITHOUT PAY
An employee who takes leave without getting it sanctioned, or returns to work late after
completing the approved leave is considered absent. Days of absence are treated as
unauthorized and without pay. In such a case, salary will not be paid for the days absent.
The employee may be liable to disciplinary action unless such absence is proven to be beyond
the employee’s control, i.e., hospitalization, etc. and the employee should also make every effort
to inform the line manager and Admin/Finance Manager/ Human Resource Officer about the
reason for the delay.
Absence from work for a period of five (5) working days or more days without leave for any
reasonable cause is a dismissible offence.
10.13. RECALL FROM LEAVE
TED management may, should the need arise; recall an employee from leave not withstanding
that the employee’s approved leave has not expired. An employee so recalled shall be entitled to
take the remainder of his/her leave at a later mutually agreed date.
CHAPTER-11: JOB AND SALARY GRADING
11.1. PURPOSE
The aim of this policy is to specify the job grading and salary structure used in TED
11.2. JOB GRADING
TED uses a systematic job evaluation system that assigns jobs to the appropriate salary bands
based on the work content of the job the level of responsibility and the levels of experience and
education required of the job.
The job evaluation system focuses on jobs and their work content and not on the individual
employees filling a job position. The job grading structure is based on 10 grades (10 to 1) with 5
notch points between each grade. Grade 10 is lowest and Grade 1 is highest.
11.3 NOTCHES

a. Notches are reviewed on an annual basis in January for new and existing contracts.
b. For a new staff that previously worked for TED in the same grade for more than six
months, then their contract will begin at one notch higher than their previous one. In cases
where the period of previous employment in the same post at same grade was not more
than six months, then they will be offered a contract at the same notch level as they have
previously held.

c. If a member of staff has been on a higher grade and is taking on a lower position then
their contract will start at Notch 3 of the lower grade.

d. All new employees start on Notch 1, entry level.

e. Only in exceptional cases is Notches 2 –5 used as entry-level points for new employees
and this is only with the approval and authorization by the Executive Director.

f. Increments are not automatically awarded and an employee’s notch on a particular

grade does not necessarily reflect their years of service.

g. Notch increments are performance dependant–an employee who has completed time
requirement will receive an incremental notch position in the following review provided
 that they have had a satisfactory performance review and that they have not received a
written warning in the course of their current contract.

h. 12 months service of different grades or notches does not make employee eligible for
review.

i. When an employee reaches Notch 5 of their grade, it is not possible to award any further
increments, and the employee does not automatically move up a grade.

j. The grades are position and responsibility dependant, not based upon time served.
k. An employee can only move up a grade if they are successful in winning an advertised
position whether it is internally or externally advertised.

l. Where an employee is moved to the next grade, this is equivalent to a promotion and
must be authorized by the Executive Director.

m. Promotion to a new grade means that the employee will start at Notch 1 within
that new grade.

n. Academic qualifications required for a particular post are set upon establishing the
grade, and are only one of the criteria. Whilst TED supports actively the training and
development of the team through its Training Policy and Procedures, achievement of
further qualifications beyond those required for the post does not result in re-grading.
11.4. PROCEDURE

a) Field Admin/Finance Manager and HR Officer must submit recommendations regarding

incremental notches to CEO for approval after the end of contract performance
assessments

b) Before sending the recommendations Admin/Finance Manager and HR Officer should

check the employee personnel file for period worked and be satisfied that it is above the
required period.

c) No notch increment is processed without the confirmation and approval of the Executive
Director
11.5. SALARY STRUCTURING

a) The salary bands have minimum entry and maximum bands determined by the notches.
b) The salary scale is reviewed periodically as indicated by the Executive Director and
reviews are conducted by comparing remuneration packages and conditions of service
from comparative NGO’s (local and international), the private and public sector.
The review is done in consultation with the Board and changes authorized by the Executive
Director.

c) All job and salary grades must be signed off by Executive Director before
implementation

CHAPTER-12: EMPLOYEE COMPENSATION AND BENEFITS

12.1. PURPOSE
The aim of these policies is to attract, motivate and retain the best human resources that will
help TED achieve the organizational objectives and to be an employer of choice.
12.2. SALARY
TED pays a fixed monthly remuneration to all employees less all statutory deductions as
required by law from time to time.
The fixed monthly remuneration includes basic salary and allowances. Salaries are paid on the
last day of every month and in case that day falls on the weekend or public holiday, the payday
will be the day before or the first day of the coming month or as directed by the Finance
Manager. Payments are in the form of cheques or using bank transfers. Each employee receives a
pay slip with a breakdown of salary and deductions.
12.3. DEDUCTIONS, TAXES AND NATIONAL SOCIAL SECURITY
Salaries are subject to the tax laws of Somalia.
12.4. RELOCATION ALLOWANCE
12.4.1. EXISTING EMPLOYEES
For existing employees who have been requested to transfer on a permanent or temporary basis
to another TED location, which necessitates their moving residence, support will be provided.
The Executive Director must approve such a transfer in writing following the request of relevant
Program Director or manager.
The Program Director or manager in making such a request will recommend a package of
support that will consider: The cost of moving home (unless accommodation is to be provided);
transport of the staff member and dependents living with them to the new location using
reasonable public transport, where TED transport is not appropriate.
Given the level of inconvenience and cost involved, it is expected that such requests will be only
made and approved in exceptional circumstances.
12.4.2. NEW EMPLOYEES
For new employees of grade 6 and below joining to the organization that have not worked on a
previous contract, to work in a district other than where they are currently resident, TED will
endeavour to provide for the first five (5) nights of unaccompanied accommodation on a room
basis only
For new employees of grade 5 and above joining TED or those at this level who have previously
worked for the organization but are being offered a contract in a different location to that of
their previous employment, TED will endeavour to provide the following as required
12.5. ALLOWANCES

a) TED provides transport, housing, and hardship allowances to assist employees in

meeting some of the costs of living.

b) The allowance rates are reviewed in line with salary review and increments are at the
discretion of the Governing Board.

c) Domestic staff living in accommodation provided by TED shall not be entitled to and will
not be paid a transport allowance.
 d) All allowances are subject to local taxation laws and shall be reviewed at the discretion
of the Governing Board.

e) Provision is made of an additional allowance forward based staff of grade 5 and above
working on programme, the provision and amount of this allowance can change from time
to time as deemed appropriate by the Governing Board. The intention behind this
allowance is to recruit and retain skilled technical field staff, through provision of an
additional amount that would support an improvement in their rural living environment.
12.6. TRAVEL AND SUBSISTENCE ALLOWANCES

a) Employees are paid subsistence allowances for travel and business undertaken on behalf
of TED out of their normal work location.

b) An overnight/per diem allowance is payable only when spending an actual night away
from your normal place of work. An overnight/per diem allowance is meant to cover the
costs of breakfast, lunch, evening meal and incidentals where these are not provided for by
other means such as direct provision of meals by TED or another organization.

c) If any component is provided (for instance lunch at a training), then individuals are not
entitled to claim this component of overnight allowance.

d) The cost of bedding is also provided and this is normally paid directly by TED.
e) An overnight is defined as spending an actual night in a given location. Leaving for a site
very early in the morning or returning in the evening (which should be within curfew)
does not attract an allowance.

f) Subject to availability, employees of grade 5 and above may stay in the TED guesthouses
when they are travelling to any TED location for work reasons. Where the house has a
resident and if the meals are provided then the visitor should contribute the appropriate
part of the overnight allowance to the resident.

g) Staff that may be booked into TED accommodation for purposes of work should clearly
indicate to the organisation whether they would be requiring being booked on bed and
breakfast or accommodation only with their request for accommodation prior to their
booking.
12.6.1. URBAN AREA
A member of any office staff, who in line with their duty, is requested to spend a night out of
their district will be entitled to the allowance appropriate to the urban allowance in their
destination district.
In the case whereby accommodation is booked in advance and payment is through invoice from
the hotel to the field office, the staff member will receive only the allowance for meals not
covered within the invoice of the hotel.
12.6.2. RURAL AREA
This applies to any member of a team that is required to overnight in a rural area in line with
their authorized duties. Each member of that team is entitled to the relevant overnight
allowance as per overnight costs table.
12.6.3. ISSUING ALLOWANCE
It is the responsibility of the office to which the team members are arriving to issue the
allowances in line with the values of the overnight allowances cost table. The issuing office
should provide each team member with the appropriate allowance for the projected number of
nights that will be spent in the field.
12.7. ALLOWANCE REVIEW
It is the responsibility of each office to maintain an awareness of cost changes in their location of
the designated hotels and hostels where TED staff overnight.
Furthermore, if staff finds that the costs have changed at a location, they should retain receipts
from the location, provide a copy to the Field Office Administrator who then must submit those
to the Head Office. Overnight allowances are not subject to local tax regulations, in as much as
allowances must meet exactly the costs of overnight. Allowance paid, but not expended in the
cost of the overnight is taxable.
12.8. ACTING APPOINTMENTS AND ALLOWANCES

a) An employee may be appointed to act in any post senior to his/her own during the
absence on account of leave, illness or for any other reason whatsoever of the permanent
incumbent of that post during any period that such post is vacant.

b) An employee appointed to act in the above-mentioned terms, shall carry out all or some
of the duties, which would ordinarily have been carried out by the employee for whom
he/she acts.

c) The management in consultation with the Executive Director shall make acting
appointments.

d) The details and duration of the acting period should be clearly laid out in writing at the
commencement of engagement.
12.8.1. ALLOWANCE

a) An allowance will be given staff acting in a position that is vacant for more than 30 days.
b) The rate shall be 10% of the basic salary of the position in which they are acting at notch
1

c) The Executive Director shall authorize any payment of an acting allowance.

d) Where an employee is absent for less than 30 days, key duties may be covered by
another or a number of employees, this will not normally involve the payment of an
allowance.
12.9. ACCOMODATION PROVISION

a) Any employee, who is appointed to a post for which accommodation is provided, shall
occupy such accommodation if required to do so in terms as laid out in this policy

b) Where a staff member is asked to attend work in another district from that in which they
are contracted to work in

c) This accommodation would be available subject to availability and may change with
increases in leases. However, the organisation would ensure a minimum one-month notice
of change in availability
 d) In order that accommodation under this arrangement is available for business purposes
and business visitors, it is offered on an un accompanied basis, and staff wishing to have
friends or visitors stay must first seek the written permission of the Executive Director
(email permission is adequate)

e) Staff staying in TED guest house are responsible for their own cosmetics & personal
hygiene products

f) TED will pay security and domestic staff costs as necessary for the upkeep of the
property and availability for business purposes, as deemed necessary by management
12.10. ADVANCES
TED does not provide loans, however advances may be provided in exceptional circumstances
with the approval of the Executive Director up to 25% of the employee’s gross monthly salary.
CHAPTER-13: PAYROLL ADMINISTRATION
13.1. PURPOSE
The aim of this policy is to have a standard and efficient salary payment system.
13.2. GUIDELINES
All information related to salary calculations, i.e. deductions, additions or changes in employee
status that have an impact on the payroll entitlements should be sent to the payroll and cashier
administrator as set out below:

EMPLOYEES STATUS SOURCE OF INFORMATION

New Employee Employment contract, employee details, job
confirmation & non confirmation
Employee Leaving Termination form and sign off form
Existing Employees Monthly attendance register, changes to jobs and/or
remuneration
Amendments Change of bank details form and changes of address

All information must be submitted to payroll/cashier administrator in line with monthly payroll
timetable.
13.3. NEW EMPLOYEE

a) For all starters, the payroll and cashier administrator must be informed immediately of
their commencement of employment.

b) New starter details will only be processed for the payroll upon submission of
employment contract and employee details form.
13.4. EMPLOYEE LEAVING

a) All leavers are required to complete a termination form and sign off form before their
salaries and benefits can be processed.

b) Admin/Finance Manager and Human Resource Officer must inform Payroll and Cashier
Administrator immediately of the leavers’ details
 c) Salaries for leavers will be received on the normal payday.
d) If an employee leaves without notice, then the salary and terminal benefits should be
processed up until the last day of employment

e) However before transferring the monies into the employee’s account, the Payroll and
Cashier Administrator should await sign off and termination forms from the Field/Main
Office to confirm that there is no outstanding equipment, advances, etc. owing to the
organization
13.5. METHOD OF PAYMENT
13.5.1. BANK TRANSFERS

a) Employees on Fixed Term Contracts are normally paid by bank transfer

b) Casual employees are paid in cash/cheque/bank transfers at the end of the work
assignment

c) Envelopes containing the following documents will be sent to Field Administration and
Finance Manager & Human Resources Officer for employees on fixed term contracts before
payday:
 Pay sheets which set out name of employee, cheque number; signature of receipt
 Pay slips which set out salary details
13.5.2. CHEQUE PAYMENTS
Cheques may be used in some instances to pay salaries. For example, in the case a new employee
who starts after the date of submission of salary information (a bank transfer cannot be
processed)
13.6. CASUAL EMPLOYEES
Casual employees are paid as per Accounting Procedures.
13.7. SALARIES QUERIES
All salary queries are to be directed to the Payroll and Cashier Administrator. In the case of Field
Staff, the Field Administration and Finance Manager will communicate directly with the Payroll
and Cashier Administrator.
13.8. CHANGE OF BANK DETAILS
In cases where an employee needs to change existing personal details, this is done using the
change of bank details form. The Admin/Finance Manager and Human Resource Officer is
responsible for ensuring the accuracy & completeness of the form before forwarding to the
Payroll and Cashier Administrator.
13.9. ROLES AND RESPONSIBILITIES
13.10. PAYDAY
Payday is the last day of every month and in case that day falls on weekend or public holiday, the
payday will be the day before or the first day of the coming month or as directed by the Finance
Manager. The Field/Head Office Management and Admin/Finance Manager are provided with
list of payroll deadlines at the start of each month.
This template sets out the when specific documents are to be submitted to Finance department,
by whom and the date.

POSITION RESONSIBILITY/AUTHORITY
Field / Head Office Management Approves payroll information
Executive Director Reviews and cross checks report for HR and Payroll
and Cashier Administrator
Payroll and Cashier Administrator Processing salaries/payroll information
Finance Manager Supervises payroll processing, reviews and checks
reports
Admin/Finance Manager and HR Officer Administer payroll, forwards & receives payroll
information

13.11. SUPPORTING DOCUMENTS

The following documents are essential to processing of the payroll. Admin/Finance Manager
and Human
Resource Officer must ensure that they have copies of the following available in personal
files: -
a) Employment Contracts
b) Employee Details Form, Change of bank details Form
c) Termination Form
d) Daily Attendance Register
e) Authorized summary of leave application form
f) Proof of payment of medical aid scheme
CHAPTER-14: TRAINING AND DEVELOPMENT
14.1. POLICY STATEMENT
The success of any organization depends on the quality of its people and such quality is largely
influenced by the knowledge and skills the people have. TED recognizes that its human
resources are the most important of all its resources and hence the commitment to a planned
and well-coordinated training and development policy. TED is fully committed to ensuring that
all members of staff have relevant knowledge, skills and expertise to perform their work to
consistently high standards; to achieve their full potential compatible with TED’s policy and
priorities. Training and development will be used as a means to ensure that TED has the right
people with appropriate skills, knowledge and attitudes, in right places at the right time.
The principles underlying this policy are

a) Individuals will be provided with appropriate training and development for the needs
and requirements of their current role and any incremental changes that might occur.

b) Training and development must support the achievement of organizational strategic

objectives.

c) Training and development is the primary responsibility of management at all levels.

d) All employees will be treated equally in relation to the provision of training and
development opportunities and will be provided with equal access to training and
development relevant to their job requirements
14.2. PURPOSE OF TRAINING AND DEVELOPMENT

a) To enhance the capacity of staff to meet the challenges of programming

b) To ensure a pool of readily available and adequate replacements for personnel who may
leave or move up the organization.

c) To ensure adequate human resources for expansion into new programs.

d) To improve the performance of individuals current jobs thus enhancing efficiency.
e) To promote staff flexibility through multi-skilling of personnel.
f) To assist in building a more efficient, effective and highly motivated team, which
advances TED’s competitive edge and improves staff morale.

g) To change and reemphasize attitudes, skills and behaviour patterns required in the
programs.

h) To encourage self-development within the area of a person’s employment

i) To inculcate TED values and cultures into the group.
14.3. ROLE OF LINE MANAGEMENT
All line managers are responsible for promoting a work environment which encourages
employee consultation, involvement, achievement and growth which includes

a) Allocating time for, and ensuring that each employee attends, the appropriate induction
programme. Each manager is to ensure that the employee is welcomed and familiarized
with his or her division and that each new employee receives appropriate induction
training.

b) Line management has the responsibility for setting objectives and performance
standards and subsequent conducting of a full performance and development review with
all employees.

c) Assessing and identifies training needs in the department and any future development
needs and actions within a personal development plan for each employee.

d) Ensuring that training needs identification considers organizational needs and the most
cost-effective method for supporting their achievement

e) Identifies training priorities in the divisions.

f) Delivering and or participating in the delivery of training and development
interventions.

g) Ensures that planned training is implemented.

h) Assists employees in their development through training, coaching and counselling to
support both personal and organizational growth.

i) Participates in the evaluation of the training initiative to evaluate the benefits of the
training and development in both commercial and behavioural terms for the team within
the department
 j) Records all training development activities accurately, maintain all training records and
statistics.
14.4. HUMAN RESOURCES RESPONSIBILITIES
Human resources provide management with advice, guidance and assistance necessary for them
to execute their training and development responsibilities which includes
a) Determining the training and development policy to support TED’s strategic
objectives.
b) Giving guidance, support & suggestions to all line managers on how to implement
policy effectively.
c) Assists line managers to identify and define training needs and to determine the
relevant training plan to meet the needs.
d) Gives guidance to line managers on the appropriate training and development
interventions, activities and sources i.e. identifies trainers and training providers.
e) Develops TED annual training plan and monitors continuation.
f) Coordinates and or facilitates training.
g) Participates in training evaluation in consultation with line managers to evaluate the
continuing appropriateness, effectiveness and organizational impact of the training
and development initiatives.
h) Maintains training records and statistics.
i) Acting as an internal consultant in all training and development matters.
14.5. THE RESPONSIBILITIES OF THE EMPLOYEE
In consultation with the immediate line manager employees share the responsibility for their
own development and for creating their own personal development, which includes

a) The identification of their key personal development/ learning needs

b) Implementing agreed personal development plan actions
c) Identifying areas that can be satisfied through self-development and self-learning
activities
14.6. GUIDANCE TO THE PROVISION OF TRAINING
The intended beneficiaries of TED’s work are the poorest and the most vulnerable within the
communities of intervention. In order to better deliver programs to ensure sustainable
livelihoods and socioeconomic development equal to all people, TED recognizes the need to
have effectively trained and supported personnel.
In establishing which training initiatives should be supported, employees and their managers
will consider the programme need for such training. This will include consideration as to other
staff already possessing these skills and whether there is a need to disseminate these skills
and/or to expand the number of employees with such skills.
As set out in the policy, there are many methods of securing the provision of training, these
include; on the job support/mentoring; visits to other departments/areas of work; internal
programs of training facilitated either by internal or external resources, as well as specifically
organized external workshops all providing exposure to an expanded area of work for gaining
experience.
All in both of assessing training needs as well as planning training should consider the most
effective use of these options. For example, where a number of staff requires a particular skill, it
may be cost effective if undertaken within TED using an external facilitator, as more employees
will be accommodated, rather than supporting a smaller number to attend an external course.
14.7. TRAINING BUDGETS

a) Respective department heads will draft their training plans and budgets for internal
courses.

b) In budgeting for training priority will be given in the following order

 Programme and support service-related internal courses, workshops and on the
job
 Supervisory management development
 Resources centre material
 Self-development assistance
14.8. STUDY AND EXAM LEAVE
Workshops and periods of study instigated by the organization will dispense the employee on
full pay for the agreed duration. For leave and study including the sitting of exams, TED will
provide 50% of the time required to a maximum of 8 days paid leave to any one employee in a
calendar year in addition to the employee’s annual leave entitlement.
Study leave must be applied for with a minimum of one month’s notice, and a plan of the leave
using institutional exam dates and any supporting documentation must accompany the request.
Additional periods of study or exam leave will be taken either as annual or unpaid leave, the
latter being subject to approval by line management.
14.9. GENERAL
Contracts are issued according to the established needs of the programme for a given period of
time, and are graded according to policy, considering factors including academic requirements,
experience as well as levels of responsibility.
Embarking on/or completion of any courses or studies does not guarantee promotion and/or
salary increase.
However, depending on overall performance, it enhances chances for promotion and /or
movements within the organization
14.10. NEW EMPLOYEE ORIENTATION PROGRAMME
Induction training is the responsibility of the relevant line manager, who will be responsible for
implementing induction training with support from Administrator.
All new employees are expected to undergo orientation that will begin to integrate individual
into the organization.
14.10.1. PURPOSE
Induction is to enable employees gain an understanding of the following.

a) Individual and team roles and responsibilities

 b) Objectives of the current development programs in relation to overall TED strategic
objectives.

c) Context in which TED operates code of conduct, policies and procedures, systems and
security.
14.10.2. EMPLOYEE ORIENTATION WILL COVER

a) Signing on of the new employee

b) Completion of all relevant forms.
c) Overview of TED Head Office and Field Office operations and programme structure.
d) Introduction to relevant team and managers.
e) Introduction and orientation to policies and procedures as relevant to the post
14.10.3. PROCEDURE
At the start of their employment a new employee is given an induction package by the
Administrator/
Line Manager, which includes

a) Copy of the employees signed contract.

b) Copy of TED code of conduct
c) TED profile and constitution
d) TED strategic plan
e) Instructions on accessing the key policies and procedures which employee has a
responsibility to read, including human resource and other relevant policies

f) Brief of TED’s standard operating procedures (those relevant to the position)

14.11. INTERNAL TRAINING (ON THE JOB TRAINING, MENTORING AND SECONDMENT)
14.11.1. INTERNAL TRAINING
Workshops or seminars may be identified from time to time and under taken on due approval.
In response to training requests, which have been approved by the Executive Director or in
accordance with the annual training plan, Operations Managers/ Departmental Managers will
plan and organize formal training courses in house.
There will be occasions when the most appropriate response to an individual’s training and
development needs will be to participate in externally organized short courses or seminars
in/outside Somalia.
Applications for training of this nature must be done in writing to the Executive Director and
must be approved before an individual can take part in such training.
14.11.2. ON THE JOB TRAINING/ MENTORING
On the job training/mentoring is the responsibility of the relevant line manager. This process
involves the line manager offering support to a subordinate in their area of specialty. Mentoring
is a useful tool with which TED can encourage the formal and informal growth of the potential of
staff members.
The following is the foundation of a solid mentoring programme.

a) The mentor’s job is to promote intentional learning, which includes capacity building
through methods such as instructing, coaching, providing experiences, modelling and
advising.

b) Mentors as leaders of the learning experience need to share their “how to do it so it

comes out right” stories and their “how I did it wrong” Both types of stories are powerful
lessons for analysing individual and organizational realities.

c) Mentors need to talk about themselves as this establishes rapport and makes them
learning leaders.

d) Mentoring is not an event, or a string of discreet events but it is an ongoing event;

embracing experiences, observation, studies and thoughtful analyses.

e) Mentoring is a joint venture and involves sharing the responsibility for learning
regardless of the facilities, the subject matter and the timing.
14.12. SECONDMENT
The process of on job/mentoring may also include visits or temporary transfers to relevant
districts within Somalia, as during an employee’s employment with TED.
It may be necessary for an employee to visit or to be temporarily moved to another District in
Somalia in order to be exposed to a certain skill. In these cases, travel and accommodation costs
will be covered by TED as necessary. If a temporary move is considered appropriate, then the
Executive Director should approve this in advance and an agreement reached with the employee
regarding the costs to be covered by the organization.
14.13. RESOURCES CENTRES
Resources centres will be established in each district for the benefit of employees and their aim
is to encourage a reading culture and increase knowledge within the organization and partners
14.13.1. OBJECTIVES OF RESOURCES CENTERS

a) To give employees exposure to material other than that directly linked to their day-to-
day work.

b) To foster a reading and research culture. Material kept and made available will cover a
wide range of development related subjects however special emphasis will be put on
education, WASH, health/nutrition, agriculture, climate change, environment, natural
resource management, gender, peace and stability.
14.13.2. PROCEDURE

a) The resource centres will be equipped by the programme officers and controlled by the
administrators in each office (HR & Admin Assistant in TED) in consultation with the field/
departmental managers. Some resources such as leaflets will be for the employee to take
away, others will need to be signed out using an issue book maintained by the
administrator.
 b) Each district will develop local rules governing use of the resource centres.
c) Employees together with their line managers may schedule time to use resources
centres into their activity plans; some resources may be removed for consultation outside
of office hours.

d) Material in the centre will remain TED property and such should be handled with
extreme care.

e) The administrator will come up with an annual budget for books at the beginning of
every year, following input received from programme/support staff as to requirements.
14.14. SUPERVISORY AND MANAGEMENT DEVELOPMENT PROGRAMME
The success of any organization depends largely on the level of preparedness, skills and
attitudes of its human resources and more specifically managerial levels.
It is therefore essential that TED develop management thinking and behaviour/actions in line
with its overall long-term objectives.
Training and development of all managerial ranks is therefore of paramount importance.
This component is not considered appropriate for casual employees or students on attachments.
14.14.1. OBJECTIVES

a) To expose employees to management issues and generate enthusiasm on general

programme and organizational leadership.

b) To ensure adequate human resources for expansion into new programs.

c) To keep TED on the cutting edge of competitive environments.
d) To foster quality leadership debate and generation of innovative ideas.
Examples of supervisory and management programme skill areas include, but not limited to; a)
Communication skills

b) Team building
c) Time management principles
d) Project management/ specific to NGO work
e) Proposal writing and budget development
f) Report writing and presentation
g) Monitoring and Evaluation
h) Networking, Advocacy and Coordination
i) Leadership and conflict management

14.14.2. PROCEDURE
 a) Line managers have the responsibility to establish candidates in order of priority of
required areas for improvement of management skills including weaknesses, and forward
them to the Human Resource Officer at the beginning of each year, this will be based on
either probationary or performance assessments that form part of the general training
planning.

b) Board will approve of the candidature and duration of the course.

c) The Human Resource Officer will then draw up terms of reference in consultation with
the Board for the training to be forwarded to relevant trainers and this decision is to be
based on the following
 External expertise: experience which is not available in the organization is required
 Additional resources: are required to supplement the current resources.
 Budget: provided that there is a budget to pay for the external consultants
 Selection method: the Human Resource Officer must ensure that he/she has
carefully selected the consultants and are confident that they can deliver to a
quality and standard that is to be expected.

d) The Human Resource Officer in consultation with the Line Managers will decide on the
selection of trainers on the basis of quotations and relevant skills.

e) It is the responsibility of line management to ensure that staff are released for the
programme

f) A review of the effectiveness of the training will be carried out either within the period
of training or post training as appropriate

g) Managers in consultation with the Human Resource Officer will recommend any changes
and/or additions to course content depending on the finding of the review.
14.15. SELF DEVELOPMENT
TED encourages its employees to take the initiative to improve their educational, professional,
technical and managerial skills by undertaking part time or correspondence courses that lead to
recognized qualifications. In this respect assistance to self-development is offered.
14.15.1. OBJECTIVES

a) To encourage continuous and controlled self-development by staff.

b) To improve the general skills levels of employees.
c) To develop employee attachment to TED worldwide.
d) To increase in-house trainability and career advancement potential of employees.
14.15.2. PROCEDURE
a) Employee discusses intended self-development plans with immediate supervisor.
b) Line Manager ensures that development plans are in line with the employee’s
employment profession, where in doubt Human Resources should be consulted.
c) Line Manager issues self-development course request form for completion by
employee prior to embarking on course.
 d) Self-development course commitment form duly completed and signed by
employee and superior to be submitted to the Executive Director for approval.
Employee may be interviewed if required.
e) Employee is given a copy of duly approved forms as approval to embark on course
and eligibility for financial assistance
f) Employees that are eligible for a gratuity can apply for a study loan to the value of
gratuity which be held onto as collateral if the employee leaves without paying the
loan, then TED will recover this amount. The employee has to sign a loan
acknowledgement form and submit this together with their duly approved forms
to study
g) The employee is to pay back the study loan with a reasonable period and
deductions will be done through payroll.
h) On completion of course or accepted stages, the employee presents certificates to
Human Resources and submits statements and receipts etc. for reimbursement.
i) No financial reimbursement can be made without official receipt of payment of the
institution and amounts approved cannot subsequently be increased without the
written authorization.
j) No financial assistance will be given for course(s) not successfully completed
k) After reimbursement, the employee makes a commitment to serve TED for at least
a period as lay out in their commitment form. Should an employee leave before
serving the required period a pro-rata recovery will be made
l) A record of qualification is entered to the employees record and Head of
Department is notified of the employee’s progress and achievement
m) For new employees joining TED, any courses being done must be declared to the
immediate supervisor within 30 days of joining. TED will have the discretion to
fund such training after considering the programme need for such a course and
the current budget, and subject to written request as per above
n) No self-development courses will be supported for employees on contracts of less
than six months duration nor for those who are still within their probationary
period
o) Self-development courses will not be supported for individuals have a current
warning letter on file.
14.15.3. ASSISTANCE

a) Assistance will be limited to tuition and examination fees, wherein the amount paid by
the employee will be refunded on conditions specified in clause f, g and h above up to a
maximum of 85%
(Depending on relevance of course and costs involved)

b) In considering the level of support, management will assess the request made, funds
available and the benefit to be achieved by the organization.

c) No assistance will be given in advance i.e., at the time of enrolling for the course.
d) There will be no refunds for course embarked on without appropriate approval
e) Reimbursement at the time of writing is not subject to taxation
14.16. RECORDING, MONOTORING AND EVALUATING TRAINING
14.16.1. RECORD KEEPING
A record of all training that has taken place should be incorporated training record form; these
records are needed for a number of reasons, which include funding, auditors and legal
requirements.
14.16.2. MONITORING
All study trips/exchange visits made by staff will have a clear, written TOR, (including
objectives) agreed by the line manager and participating staff.
The TOR will detail what method of feedback and discussion will be used on return. If the study
trips or exchange visits are international, they need to be approved by the Executive Director.
Written training reports will be required of all courses/external workshop participants.
The responsibility for ensuring that this happens lies with the line manager and participating
staff. The training report should focus on what the individual participant learnt and how they
intend to use the training in order to achieve their objectives.
14.16.3. EVALUATION
Whenever financial investments are made by the organization, a return is expected. Training
and development is such an investment and only becomes effective when it meets the needs of
the organization and the individual. Training evaluation forms should be completed and
forwarded to the Human Resource Officer

CHAPTER-15: PERFORMANCE MANAGEMENT GUIDELINES

15.1. PERFORMANCE & DEVELOPMENT REVIEW
The Performance and Development Review (PDR) provides a regular and systematic basis for
assessing an employee’s performance against previously agreed objectives.
From this a personal development plan is devised, focused on the needs and potential of each
person.
The process requires the employee and line manager to agree realistic and relevant plans
through open and frank two-way communication. PDR take place at agreed regular intervals and
at least once a year. The goals, objectives and development plans for each employee are agreed
and documented for the coming period.
In preparation for PDR, each employee must complete the review form and return it to their line
manager. The line manager will complete their CHAPTER of the document and return this to the
employee at least two days before the review meeting.
The remainder of the document serves as a record of objectives and actions agreed at the
meeting. Each CHAPTER of the form should be discussed at the meeting.
Any issues arising should be explored and measures put in place to resolve them.
15.2 COMPETENCIES
15.2.1. TED COMPETENCY FRAMEWORK
The TED competency framework helps articulate what behaviours staff require to be most
effective and successful in their day-to-day work with TED. The framework identifies eight key
competency areas in;

a) Managing yourself
b) Leadership
c) Communicating and working with others
d) Delivering results
e) Planning and decision making
f) Creativity and innovation
g) Influence, advocacy and networking, and change
h) Clear and consistent standards concerning job expectations and performance are
provided.
Competencies are the ‘HOW’ we achieve results i.e. the skills and behaviours an employee uses
and how they incorporate TED’s values in their work.
15.3. PERFORMANCE ASSESSMENT
Performance assessments are conducted at least once during any fixed period of employment
with assessments conducted at least six months where contract duration is longer than this.
The Performance Assessment (PA) provides a regular and systematic basis for assessing
individual’s performance against previously agreed objectives and key competencies. The
process depends on individual and line manager agreeing relevant objectives through open and
two-way communication.
15.3.1. DURATION OF AN ASSESSMENT
It is recommended to set aside a minimum of 60 minutes (1 hour) per person, though some may
require additional or less time. While you may initially believe that this is a significant amount of
time to invest-the benefits will be

a) Provide a valuable insight into the work being done and those who are doing it.
b) Good communication with individuals about job expectations, performance and results,
create an environment for new ideas and improved methods that optimizes performances.

c) Increased productivity as individuals receive feedback and know how they are doing.
15.3.2. THE PROCESS

a) Briefing session and issue of documents

b) Appraise completes preparation document
c) Appraiser completes their preparation
 d) PA meeting with both appraise and appraiser-forms completed
e) Completed documents signed and filed, including additional notes taken.
(There should be one other assessor in addition to the Line Manager, this is often the
Administrator/ HRM, but can be another staff member of the same or higher grade).
15.3.3. PURPOSE
The purpose for performance assessments is

a) To review individual personal performance and development achievements since the

beginning of the contract or previous assessment – whichever is most recent

b) To identify training and development needs within each department and across the
organization.

c) To enhance each individual’s performance and contribution thus optimizing EG’s overall
performance by ensuring that all employees are focused on achievement of EG goals.
Assessments measure performance against duties outlined in the job description, agreed
performance objectives and general job competencies including policies and procedures.
Throughout duration of an employment contract, Line Managers/Supervisors and employees
are encouraged to;

a) Keep employees informed as to how they are performing

b) Identify and try to correct any problems
c) Commend good work
d) Adjust any work procedures or objectives if necessary
e) Document employee performance and file in personnel file
f) Employees are expected to highlight any difficulties they are having meeting their
objectives without waiting for their assessment.

g) Employees are expected to request any additional support required from their Line
Manager

h) Both Line Manager and employee may renegotiate objectives.

15.3.4. GUIDELINES FOR CONDUCTING ASSESSMENTS

a) An assessment should be for the relevant period, i.e., refer to an individual’s current
contract period and the period for which objectives have been set.

b) Other than the assessor, a second member of the team is also present in the assessment.
This person can either be at the same level or higher than the employee and will help aid
objectivity as well as to record the meeting.

c) Clearly introduce the assessment and create a conducive environment

d) The employee must be given adequate notice (1-2days) to prepare for the assessment
e) Set objectives should be SMART and progress towards these should be measured per
objective and relate to the established indicators. Comments and rating should be related
 to the staff member’s role and make allowances for key events outside the control of the
employee.

f) The assessor(s) must avoid passing several negative comments but should be
constructive i.e., focus on what employee did and suggest ways of how best they can
improve this performance

g) The appraisal is not a disciplinary and should highlight areas of good performance as
well those needing improvement or that are less than satisfactory

CHAPTER 16: PROGRAM PARTICIPANT PROTECTION POLICY & CODE OF CONDUCT

TED’s Program Participant Protection Policy and TED’s Code of Conduct have been developed to
ensure the maximum protection of programme participants from exploitation, and to clarify the
responsibilities of TED staff, consultants, visitors to the programme and partner organizations,
and the standards of behaviour expected of them.
CHAPTER 17: EQUALITY POLICY
17.1. EQUALITY
TED’s Human Resource Policy is committed to achieving fair and efficient work equality through
commitment to the principles and practices of equality for all staff members. Equality underpins
all TED’s Human Resource policies and practices, from recruitment right through to cessation of
employment.
CHAPTER 18: FIELD INCIDENT MANAGEMENT
18.1. INTRODUCTION
An incident can be described as an undesirable occurrence. This may also be a breach of TED
policies and procedures as referenced in the all TED policies and procedures.
There are two types of incidents, one would relate to security and second are linked to the
programme participant protection policy but are not limited to the following misuse of drugs
and alcoholic drinks, personal gifts, sexual relationships with children, sexual relationships with
programme participants and sexual harassment.
18.2. REPORTING PROCEDURES
Security incidents that occur in the field are dealt with the standard operating procedures in the
Security Operational Plan.
The incidences or occurrences due to internal breaches will be dealt with through the grievance
and disciplinary procedures including disciplinary action up to dismissal.
It is the duty of all employees that have become aware of any breaches to report this to their
immediate line manager, if not appropriate to the line manager’s manager.
Failure to report is a disciplinary offence on the part of TED employees. Beneficiaries are to be
advised to report any incidents to a member of the TED team whom they are comfortable with.
A report needs to be made on the day the incidence occurs.
Incidence Form should be used for all incidents
18.3. INVESTIGATING TEAMS
Where required an investigating team shall be set up to facilitate the collection and
consolidation of evidence. The Investigation team shall comprise

a) Assistant Operations Director

b) Logistician/Head of Departments
c) Administration and Finance Director
d) Community Investigation team members as appropriate
18.4. TIME FRAME FOR REPORTING AND INVESTIGATIONS
All persons involved in the process shall as best possible in the circumstances endeavour to hear
and determine matters brought before it within the time frames as set out below.
Within 24 hours of receiving the report the following activity needs to be undertaken:

a) Head Office (Executive Director, Deputy ED and Human Resource Officer) needs to be
informed as soon as incident details are known and within the time lines provided.

b) The Field Management should then instruct the investigation team to proceed with
investigations with the purposes of preparing an incident report for submission to Head
Office.

c) Employee needs to be spoken to within 24 hours a report is received from the

complainant of receipt. The employee should be requested to complete an Employee
Incident Report.

d) Where required TED employees should also be interviewed & requested to submit
Incident Report
Within 48 hours of receiving report the following activities need to be undertaken:

a) The investigating team needs to visits the location from where the complaint was made
and the findings documented on the Incident Report

b) For security reasons a copy of the incident shall be kept in Head Office. No
documentation is to be kept in the employee’s file

c) From the investigation, if the staff member is involved than grievance and disciplinary
procedures as per next CHAPTER should be followed. If it is any other external involvement
or incident reporting, the field management will consult with senior management member
and take the decision.

CHAPTER 19: ANTI FRAUD

19.1. ANTI FRAUD POLICY
Fraud in all its forms is wrong and is unacceptable to TED. Fraud may have a major impact on
our reputation, on donor confidence and on our beneficiaries. Any indications of fraud will be
rigorously investigated and dealt with in a firm and controlled way.
CHAPTER 20: GRIEVANCE HANDLING AND DISCIPLINARY PROCEDURE
20.1. PREAMBLE
This document’s purpose is to provide guidelines for settling disputes or unfair labour practices
at a workplace. It is also meant to assist the employees in their understanding of the standard of
conduct that is expected of them and for management to know the powers they may fairly and
lawfully exercise. It also provides for a congenial working atmosphere and promotes
relationships amongst employees and between employees and the employer.
20.2. BASIC PRINCIPLES OF THE PROCEDURE
This document is intended to promote discipline:

a) Through fair, orderly and timely settlement of disputes leading to operational harmony,
efficiency, safety and increased efficiency and effectiveness.

b) This document will provide procedures for the orderly and timely settlement of
grievance and disciplinary matters.

c) To promote industrial tranquillity and consequently increase productivity

d) Encouraging the employer and employees to participate in solving disputes and reaching
timely solutions, through uniform application of procedures.

e) Facilitating that both employer and employee know, understand and utilize the
prescribed rules and procedures in dispute settling and that breach is properly
investigated before any final action is taken against an employee.

f) Encouraging that disciplinary action should where appropriate be progressively

educational, corrective and rehabilitative, through explanations of Job Descriptions,
recorded interviews and the use of PDR, except where the nature of the offence is so
serious as to warrant a more severe penalty.

g) To provide for the rights and duties of management and employees and their
representatives
20.3. APPOINTMENT AND ROLES
20.3.1. DESIGNATED OFFICER
For the purposes of this document, the Administrators (including hereafter the Administrator in
TED) shall serve as the designated Officer. The role of the designated officer shall be to act as
custodian of the procedure and generally to do all such things as may be necessary to ensure
that the procedures and substance are complied with at all times. In this role, the designated
officer shall at all times have access to any and all proceedings (that they are to deal with as laid
out below) and shall have such authority as is set out generally and specifically in procedure.
Where the Administrators/Administrator is the Line Manager of the person involved then the
operations Executive Director shall be the designated Officer
20.3.2. HEARING OFFICER
Except where otherwise provided the hearing officer in each case shall be a person/s senior to
the person being investigated or charged with the offence
A person shall not be appointed to be a Hearing Officer if he or she
 a) Is the complainant in this matter
b) Is witness in the matter
c) Reasonable objections are made provided that such objections are made within 3 days of
notification in writing to the Designated Officer.
20.3.3. APPEAL OFFICER
The Line Manager of the Hearing Officer shall serve as the appeals officer, in cases where they
are involved/ implicated in the dispute another line manager of the same/higher grade shall be
the appeals officer.
The Executive Director shall serve as the final Appeal Authority should an employee feel
aggrieved by the determination made by the Appeals Officer & the decision of Executive Director
is final
20.3.4. INVESTIGATING TEAMS
Where required an investigating team shall be set up to facilitate the collection and
consolidation of evidence. The investigation team shall be comprised of managers from the sub
office or Head Office. The composition of the team shall be at the fields: -

a) Operations Managers
b) Field Administration and Finance Manager or Logistician
20.4. INVESTIGATION PROCEDURE

a) Line Manager should immediately investigate the circumstances of the complaint while
maintaining the utmost confidentiality.

b) The Field Management should conduct recorded interview with the person who has
made the complaint to ascertain the facts behind the complaint.

c) It is imperative that the complainant is clearly informed of the procedures to be followed

and that they are aware that once the investigation begins it may be necessary to interview
other beneficiaries/staff. If other staff is involved in the investigation, it is again imperative
that the importance of confidentiality is stressed to them.

d) The information sought at this interview should include:

 Who was involved?
 When the incident (s) occurred:
 Where the incident (s) occurred?
 Whether there were any witnesses to the event (s)?
 What information/documentation do they have immediately available to assist
with the investigations?

e) Statements should be recorded in writing from all parties as this can make matters clear
and maintain clarity through the procedure. The documentation of statements should be
done on the Incident Report Form.

f) The investigating team should ensure that at all times and at all stages of the interview
there are no more than two interviewers present. The complainant should be accompanied
if they so wish (e.g., bringing their own interpreter or representative).
IMPORTANT NOTE:
All performance related meetings, procedural clarification, interviews, disciplinary procedures
should be attended by a minimum of two representatives of the organisation to support
transparency and objectivity – all such meetings/ hearings should be recorded on the
appropriate forms and signed for by those participating, prior to proceeding
20.5. DISCIPLINARY PROCEDURES EMPLOYEES

a) Where the Operations Manager has become aware that an employee has committed an
offence, they shall inform the Designated Officer who shall ensure investigations are
conducted.

b) Disciplinary procedures must be all fully completed in 14 days including arriving at and
issuing a decision regarding any penalty

c) Where the Designated Officer has good cause to believe that employee is guilty of an
offence or where the nature of the alleged offence is very serious, they may suspend such
employee with or without pay and benefits and notify the employee in writing of the
suspension setting out the reasons and grounds for suspension.

SCHEDULE 1, OFFENCES (VERBAL WARNING)

If a worker is involved in a minor misdemeanour or if his work is not satisfactory, a verbal
warning will be issued by his immediate supervisor in the presence of a workers committee
representative or another member of staff if the representative is not available.
SCHEDULE 2 AND 3 OFFENCES

a) If it is alleged or suspected on reasonable grounds that an employee has committed an

offence warranting a written warning or dismissal, the supervisor shall forthwith carry out
investigations to ascertain when, where and under what circumstances the offence was
allegedly committed.

b) The supervisor shall take statements from all potential witnesses and make copies of all
documentary evidence that may be required as evidence by the disciplinary committee

c) The supervisor shall collate the evidence and prepare a draft charge sheet setting out the
offence against the employee

d) The supervisor shall serve the respective employee with a copy of the charge and call
upon him to state the nature of his defence in writing 2 days from the date of receipt of the
charges.

e) The employee shall submit his defence to the Supervisor who shall immediately submit
the charge, evidence and the employee’s response to the disciplinary committee. The
supervisor may proceed with suspending the respective employee.

f) Upon receipt of evidence, the disciplinary committee shall within 7 working days
determine the case.
20.6. DISCIPLINARY COMMITTEE

a) At every Field office there shall be established a disciplinary committee who shall have
not been involved in the matter previously at any stage and shall be composed of
 Two management representatives
 Two workers committee representatives

b) The disciplinary committee shall be chaired by a member from management and in the
event of equality of votes; the chairperson shall have a casting vote.

c) The Chairperson shall pronounce the verdict.

d) If the employee is found not guilty, the acquittal shall be recorded and reflected in the
employee’s file.

e) If the employee is found guilty, the Chairperson shall be called upon to state all the facts
upon which the verdict is based, record the same and have this reflected in the employees
file.

f) The employee shall be advised of the penalty in writing.

20.7. HEARING FOR ALL EMPLOYEES
At a hearing, employee shall have the right to

a) At least three (3) working days’ notice of the proceedings against him/her and the
charge he/she is facing

b) Appear in person before the hearing committee and be represented a fellow employee,
friend or a legal practitioner.

c) Call witnesses and have them cross-examined.

d) Address in mitigation before the ultimate penalty is imposed.
20.7.1. PARTICIPANTS TO THE HEARING
Present at the hearing will be

e) Hearing Officer/Officers
f) To hear the evidence presented by both parties
g) Designated Officer
h) To provide guidance and ensure compliance with the procedure, and to record
the proceedings
i) Complainant
j) Accused employee
k) Witnesses for the complainant
l) Witnesses for the accused
m) Employer/Complainant Representative/Nominee
n) Representative of accused employee
o) Recorder of proceedings
20.7.2. PROCEEDINGS OF THE HEARING

a) The Hearing Officer/Executive Director of Disciplinary Committee shall set out the
alleged charges.

b) Employee shall appear in person before the Hearing Officer

c) Employee can prepare & present self-defence or be represented by a representative of
his/her choice

d) Both parties where required can present witnesses that can be cross examined by either
party

e) An appointed person shall prepare a comprehensive record of the proceeding of the

hearing, these are then signed as a true record of proceeding by Hearing Officer, Designated
Officer and Employee

f) Prepare a reasoned determination within 2 (two) days of the end of the hearing and
inform employee of reasons for decision in writing and also serve the penalty as
appropriate i.e., warning.

g) In the case of a proposed suspension or dismissal of an employee the Executive Director

should be consulted prior to a decision
20.7.3. PROCEDURES FOR PROVIDING EVIDENCE

a) During the disciplinary hearing the complainant will be called in to outline his complaint
and can be cross-examined.

b) Witnesses may be called in at appropriate times during the disciplinary hearing and may
be cross examined by the participants

c) The complainant and witnesses should only be present for relevant parts of the
proceedings and are not to participate in the determination of the final decision

d) Interview notes of the complainant and witnesses must be recorded on a separate

record sheet in order for them to sign for their statements

e) When taking down disciplinary hearing notes, these should reflect exactly what the
participant said (verbatim) and should reflect the name of the person and their title in the
hearing, i.e. witness, complainant, Hearing Officer, Designated Officer etc.

f) Should there be disagreement as to the contents of the minute proceedings of a hearing

or other recorded meeting and resolution cannot be reached between the participants,
then the disputed CHAPTER should be marked as ‘Person x does not agree with this
component.’ Then record their observation of proceedings in addition to original text.
20.7.4. DECISION OF THE HEARING OFFICER

a) After having conducted the hearing, the Hearing Officer shall consult with the
Designated Officer and if he/she is satisfied that the employee is not guilty of an offence,
he/she shall after consultation with the Designated Officer forthwith advise the employee,
in writing, to that effect and delete any reference to the offence from the employee’s
personal file.
 b) Where the hearing committee has not proved the grounds for suspension of staff
member; shall be served a notice in writing, removing the suspension and reinstating such
employee. Such a determination shall provide for back pay and benefits from the time of
summary suspension.

c) Satisfied that the employee is guilty/has committed an offence, the Hearing Officer may
impose the appropriate penalty in relation to that offence, after consulting the Designated
Officer.

d) If it appears to the Hearing Officer that the investigation has revealed an offence more
serious than that for which the employee was initially charged, he/she should refer the
matter to the Designated Officer together with a record of all evidence gathered. The
Designated Officer shall inform to the staff member for the fresh or additional charges.
20.7.5. APPEALS PROCEDURE
a) All appeals against the decisions of the Hearing Officer shall be made within seven (7) days
to the Line Manager of the Hearing Officer or where this person was involved in the
original preceding another person of the same/ higher grade.
b) In cases in which the penalty is dismissal, any appeal should be made to the Executive
Director or his/her appointee for that purpose.
c) All appeals shall be in writing and shall state:
 The Name of the Appellant,
 The detailed grounds of appeal; and,
 Whether the appeal is against the penalty or the finding of guilt or both.
d) An appeals officer shall have 14 working days from day of receipt of appeal to dispose of an
appeal.
e) An appeal shall not have the effect of suspending the decision appealed against.
f) On appeal, the appeal officer dealing with the matter may in his/her discretion determine
the matter on the record of proceedings or may call an appeal hearing.
g) An employee who is not satisfied by a decision made on appeal may refer the matter to
Labor Officer for conciliation or such other body as may be established by Law from time
to time within seven (7) working days of receipt of such a decision.
h) An appeal to the decision of the Disciplinary Committee must be addressed to the
Executive Director if he/she was not involved in the disciplinary hearing. If the Executive
Director was involved in the disciplinary hearing, then the Appeal shall be to the BOG
i) The appeal must be lodged within two days of receiving the determination of disciplinary
committee.
j) The Executive Director has five (5) days to determine the matter & advise the appellant of
the results.
k) An appellant to the decision of the Executive Director can appeal to the BOG within three
(3) days of having been notified of the verdict. An aggrieved party shall cause a copy of the
proceedings to be submitted to together with the reason for his appeal.
l) The BOG shall consider the appeal on the papers and shall advise the employee concerned
the decision regarding the appeal in writing not later than ten days from the date of receipt
of the appeal.
m) A non-managerial employee aggrieved by the decision of the BOG may appeal to the
Labor Court within fourteen (14) days of receipt of the decision.
 TABLE 2: TIME FRAME FOR DECISIONS AND HEARINGS
The person or body charged with hearing and determining any matter in terms of this
policy and procedure shall hear and determine matters brought before it within the time
frames as set out below.

MATTER TIME FRAME

Resolution of the matter including decision.
Employee notification of hearing
Employee submit an appeal-to-Appeal Officer
Non managerial employees
Employee response to charges
Disciplinary committee to determine the matter
Employee to submit an appeal to Executive
Director
Executive Director to determine the matter
Employee to submit a further Appeal to the BOG
BOG to determine the matter
Employee to submit a further Appeal to Labour
Court
NOTES
Within fourteen (14) days
Within three (3) days after conclusion of
investigations and before the hearing date
Within seven (7) days after the hearing has
been concluded by Hearing Officer
Within fourteen (14) days
Within two (2) days of receipt of the charges
from the supervisor
Within seven (7) days of receipt of the charge,
evidence and employee’s response.
Within two (2) days of receipt of the decision of
the disciplinary committee
Within five (5) days of receipt of the appeal
Within three (3) days of receipt of the Appeals
determination/decision
Within ten (10) days of receipt of the appeal from
the employee
Within 14 days of receipt of the decision

a) Ideally and dependent upon the conduct disciplinary action should be in the first
instance, educational and then corrective. Punitive action should only be taken if the said
earlier steps have proved ineffective.

b) As far as possible similar offences committed in similar circumstances should be treated

equitably through the award of similar penalties allowing for mitigating and aggravating
circumstances.

c) The dismissal penalty to be imposed for an offence in terms of misconduct is not

obligatory but is meant as a guide to employees and an employer may at his/her discretion
apply a lesser penalty

d) For offences not warranting dismissal the employer may issue a warning as appropriate
20.7.6. FIRST WRITTEN WARNING
A first written warning shall be recorded in the employee’s file and is given generally in
respect of minor offence occurring for the first time without serious aggravation. The
record in the employees file shall record the validity by period.

a) Brief particulars of the alleged act of misconduct.

b) The period the warning shall remain in force.
c) The action to be taken if another act of a minor misconduct is committed while the initial
warning remains in force.
 20.7.7. SECOND WRITTEN WARNING
For all offences under the first written warning that are repeated (within the same period
of employment). This carries more weight than a first written warning and shall be in the
form of a letter clearly stating:

a) Brief particulars of the alleged act of misconduct.

b) Particulars of any previous warnings.
c) The period the warning shall remain in force.
d) The action to be taken if another act of a minor misconduct is committed while the initial
warning remains in force.
20.7.8. FINAL WRITTEN WARNING
A final written warning is given at the discretion of the disciplinary body or authority. This
warning carries more weight than the first and second warning
20.7.9. DISMISSAL
Dismissal is appropriate where the offender commits a dismissible offence or where the
offence committed or the manner of its commission and surrounding circumstances
warrant dismissal.
20.7.10. DEMOTION
A its discretion, the person or body administering discipline may direct demotion and or
reduction in salary and benefits of an employee.
20.7.11. SUSPENSION
A person or body administering discipline may determine that an employee be suspended
from work with or without pay and benefits for a special period. Penalties are not
progressive depending on the nature of the offence the employee may get a final written
warning or other punitive measure with no prior warning.
20.8. CLASSIFICATION OF OFFENSES
The classification of offences serves as a guideline only and the hearing officer dealing with
a disciplinary case may notwithstanding these, prescribe a penalty for any offence
depending on the circumstances of the offence, the manner of its commission and any
other aggravating circumstances in determining the nature in penalty.
20.9. SCHEDULE OF OFFENCES
20.9.1. MINOR OFFENCES

FIRST OFFENCES ECOND OFFENCE THIRD OFFENCE

st
First warning (1 Written) Second Written Warning Final Written Warning (Dismissal)
Validity 3 Months Validity 6 months Validity 12 Months
Examples of minor offences include but are not limited to:

a) Unauthorized absence from work for short periods not exceeding two hours
b) Extended or unauthorized breaks during working hours
 c) Leaving work early before end of work hours
d) Smoking in prohibited areas
e) Insulting a fellow employee
f) Malingering
g) Use of the telephone for personal business which are not emergencies
h) Lateness for work or poor time keeping
i) Laziness Horseplay
j) Disrupting other employees
k) Neglect of duty
FIRST OFFENCE SECOND OFFENCE
Written Warning DISMISAL
Validity 12 months

20.9.2. SERIOUS/VERY SERIOUS OFFENCES

Examples of serious/very serious offences include but are not limited to: -

e) Incompetence or inefficiency in the performance of work

f) Habitual lateness
g) Concealing one’s defective work
h) Discreditable conduct
i) Conducting private business during working hours
j) Sleeping on duty
k) Insulting superiors at the workplace (insulting colleagues)
l) Assault on employer or fellow workers causing bodily harm.
m) Fighting at workplace.
n) Use of abusive, offensive or insulting language.
o) Employee falling into debt to the extent of prejudicing efficiency at work or
bringing the organization into disrepute
p) Illegal trading and gambling on work premises
q) Abuse of privilege or office
r) Attempting or assisting to steal.
s) Making a false report
t) Negligence, wrongful act or omission that causes accident, injury or death at the
work place (unsafe conduct)
u) Instigating taking part, in, or condoning unlawful job action
v) Sexual harassment
w) A breach of confidentiality and making unauthorized press statements about
organization’s business or matters
x) Gross immorality, indecent or disgraceful conduct
y) Falsification of organization records or any application for employment v)
Sabotage
 z) Drunkenness or intoxication caused by alcohol or drugs that renders one
incapable of performing his duties or disrupts the work of other employees
aa) Possession of dangerous weapons whilst on duty.
20.9.3. GROSS MISCONDUCT
Examples of gross misconduct include but are not limited to:

e) Theft or fraud (including falsification of records);

f) Physical violence and/or attempted assault against colleagues, partners and
beneficiaries;
g) Deliberate and/or serious damage to TED’s property;
h) Serious misuse of EG’s property or name;
i) Serious insubordination;
j) Deliberate disregard of duties or of instructions relating to employment g) Seriou’s
neglect of duties;
k) Serious failure to carry out fundamental requirements of the job;
l) Acting in a manner that could reasonably be considered as seriously endangering
colleagues;
m) Deliberately accessing internet sites containing pornographic, offensive or obscene
material using TED computers or equipment and/or using TED computers or equipment
to transmit such materials;

n) Transmission of or making defamatory, abusive, sexist or racist messages, or acting in a

defamatory, abusive, sexist or racist manner;

o) Bringing TED into serious disrepute through any activity;

p) Serious incapability at work due to alcohol and other drugs;
q) Use of illegal drugs at any time whilst employed by TED and possession, custody or
control of illegal drugs on TED premises;

r) Causing loss, damage or injury through serious negligence;

s) Unlawful discrimination or harassment, including sexual harassment, against colleagues
and beneficiaries;

t) Use of confidential information obtained in the course of employment with TED for
personal benefit;

u) Serious negligence which results in unacceptable loss, damage or injury;

v) Criminal offence committed inside or outside employment that renders a staff member
unsuitable for employment by TED

w) Failure to disclose an unspent criminal conviction, which could affect suitability for
employment with TED. Examples of relevant convictions include, but are not restricted
to, fraud, theft, offences related to children, grievous or actual bodily harm, being
considered as a requirement in the TEA internal regulations, therefore refer to the
labour law regarding the cases that impose instant dismissal especially in relation with
the failure to comply with the contract obligation and the internal regulations)
 x) Failure to disclose family or personal relationship to other TED staff members, partners,
contractors, and suppliers, being considered as a requirement in the EG internal
regulations, therefore refer to the labour law regarding the cases that impose instant
dismissal, especially in relation with the failure to comply with the contract obligation
and the internal regulations)
20.10. FIRST OFFENCE DISMISSAL

a) Any act, conduct or omission inconsistent with the fulfilment of the express or implied
conditions of employment contract

b) Wilful disobedience to a lawful order/instruction given by the employer

c) Wilful and unlawful destruction of the employer’s property
d) Theft, fraud, embezzlement, extortion and/or corruption.
e) Absenteeism- absence from work without the employers’ permission and without leave
or reasonable cause for 5 or more working days in a year.

f) Gross incompetence or inefficiency in the performance of work

g) Habitual and substantial neglect of duties
h) Lack of skill, which the employee expressly or impliedly held himself out to possess.
All allegations under the schedule of group 20.9.2 and 20.9.3, should be reported to the Human
Resource Officer/Executive Director /Systems in TED.
20.11. CATEGORIES OF OFFENCES
The offences have been broken down into 4 major categories according to the BOG code of
conduct

a) Offences that warrant verbal warning

b) Offences that warrant a first written warning
c) Offences that warrant final written warning
d) Offences, which warrant dismissal

TABLE 3. SCHEDULE 1: MINOR OFFENCES (OFFENCES AND PENALTIES)

MISCONDUCT FIRST OFFENCE SECOND THIRD OFFENCE FOURTH

OFFENCE OFFENCE
Reporting late for duty Verbal Warning Written Warning Final Written Warning Dismissal
Leaving the workplace Verbal Warning Written Warning Final Written Warning Dismissal
before closing time
Failure to adhere to Verbal Warning Written Warning Final Written Warning Dismissal
prescribed tea or lunch
breaks
Excessive use of the Verbal Warning Written Warning Final Written Warning Dismissal
telephone for personal
calls
Mimor break of security Verbal Warning Written Warning Final Written Warning Dismissal
regulations
Concealing one’s Verbal Warning Written Warning Final Written Warning Dismissal
defective work
Performance of duty Verbal Warning Written Warning Final Written Warning Dismissal
without Due care and
attention

20.12. VALUE OF DAMAGE/LOSS TO EMPLOYERS’ PROPERTY

20.13. VALIDITY OF PENALTIES NON-MANAGERIAL EMPLOYEES GRADE 5-10
20.14 DEFINITION OF SOME KEY TERMS
ASSAULT
Undertaking a physical act which causes another reasonable fear or infliction of physical
violence by actually striking or touching the other in an angry, revengeful or insolent manner
ABUSE OF PRIVILEGE OR OFFICE/ CORRUPTION
To engage in personal hobby during working hours or, the receipt of gifts or favors in the
discharge of their duties to the needy or other members of the public or, any act or conduct
inconsistent with the express or implied fulfilment of one’s office. Soliciting, accepting or
obtaining gifts or favors whether in money or in kind for oneself or any person as an
inducement or reward for doing or not doing something in the course of employment, or for
showing favor or disfavor to any person in the course of employment.
CLOCK WATCHING
Abandoning work before time, even if there is no work to do, unless permission has been
obtained from immediate supervisor.
DISCREDITABLE CONDUCT Any criminal or unbecoming behavior towards fellow employees or
members of the public
IMPROPERLY CALLING A MEETING
Seeking to influence the mind of one or more employees to take part in a strike, boycott, sit in,
work in, lock in, or work to rule by means of any suggestion in order to force the employer to
submit to a demand whether related or unrelated to conditions of employment, without
following laid down procedures for settling grievances and disputes.
NEGLIGENCE
Not taking reasonable care in the performance of a job to avoid acts or omissions, this can be
reasonably foreseen that they are likely to cause loss, danger or injury.
MISUSE OF EQUIPMENT
Includes the misuse of telephones, cell phones, computers and internet circulation of
pornographic and chain letter (circular mail)
20.15. GRIEVANCE PROCEDURE FOR ALL EMPLOYEES
20.15.1. DEFINITION
A grievance is any dissatisfaction or feeling of injustice in connection with an employee’s work
and employment situation that is brought to the attention of management.
20.15.2. POLICY
Grievances will be resolved at the lowest management level possible and as quickly as possible.
All grievances will be dealt with in good faith, without discrimination or victimization.
20.15.3. PROCEDURE TO BE FOLLOWED BY AN INDIVIDUAL
It is often the case that a grievance is a misunderstanding between two individuals and can be
resolved without recourse to the procedures below, through open and professional discussion.
However, where this does not yield results, the issues persist or an employee feels unable to
tackle the matter in this way, then the following procedure can be applied:

a) An employee who wishes to raise any grievance in which he/she is directly concerned
shall firstly discuss it with their line-manager or in the absence of this person or if the
complaint is about the line manager, the next highest level of supervision.

b) The employee should complete a Grievance Form and present it to the line manager
(another supervisor as above).

c) The supervisor shall within two (2) working days of receipt of the grievance resolve the
problem

d) If he/she wishes, he/she may request the assistance of their employee representative.
The employee representative can be a peer within EG.
20.15.4. RECORDING THE GRIEVANCE1
a) In the event that the grievance is with a third party (i.e. not with the line manager)
the line manager and employee should have a recorded discussion in which the
aggrieved states specifically what the issue is – the discussion will be recorded by
someone who does not actively participate in the meeting. The discussion must
include;
 Description of the grievance
 Details of what the individual has done to address the situation
 Proposed solution for permanent resolution of the problem
b) Where the administrator is not line manager, the administrator should record the
interview.
c) Where the administrator is the line manager, the next appropriate uninvolved staff
member that is more senior to the aggrieved and any accused should record the
d) meeting
e) This document is to be treated strictly confidential & be held only by senior
manager in the location.
f) Where the line manager also manages the person cited as the source of grievance,
and the grievance is a minor offence (as per misconduct above), the line manager
should inform the administrator (or appropriate manager as above) and
undertake a further recorded meeting with the accused.
g) The grievance manager will decide whether there is justification to investigate
further. Should he/she feel there is no further requirement for investigation then
the grievance manager completes the remaining CHAPTERS of the Grievance Form
and provides a copy to the aggrieved and further copy goes to the administrator.
20.15.5. INVESTIGATION

1 Note that filing a false report is considered a Serious Offence and can lead to the instigation of
disciplinary procedures against the complainant.
The Grievance Manager will collect relevant facts and may undertake recorded interviews
(using the Recorded Interview Form) as set out above. Additionally, in certain circumstances
depending on the sensitivity of the issues involved a meeting may be required that involves the
aggrieved & accused party.
Should a meeting be convened, the following people should be present
a) Grievance Manager
b) Recorder
c) Aggrieved party
d) The accused party
e) An interpreter if necessary
It should be noted that where a meeting is considered appropriate, the organisation takes very
seriously the protection of the confidentiality of all parties involved. In so doing TED will strive
to ensure a safe and open environment using procedures that will enable the aggrieved to raise
their grievance without fear of recrimination. Should there be instances of recrimination or
threats made by one party to another then these will be treated as separate disciplinary issues,
possibly leading to dismissal
20.15.6. RESOLUTION
a) A permanent solution must be found which is in line with TED’s policies and
procedures
b) Ideally the two parties will come to resolution under facilitation of the Grievance
Manager, if this is not the case, the Grievance Manager will make a determination
and indicate how the issue is to be resolved, either within the meeting, or within
two working days. This is to be recorded in the Determination Form.
c) The Grievance Manager will identify any issues arising that warrant disciplinary
action and report these to the Designated officer.
d) If a longer period of time is required for the permanent resolution of the matter,
the parties present in the discussion must agree this.
e) Meetings should be recorded on the recorded interview form as a discussion. All
parties should sign on the final minutes of the discussion
f) If aggrieved employee feels that the matter is not resolved within two working
days or other documented period as agreed, he/she may request meeting with the
next level of management
g) Where the Designated Officer (DO) feels it is not possible to arrive at an agreed
resolution, the DO must write up the issue on– Unresolved Grievance Hearing
Form and provide this to the senior manager at the location who must forward it
to the Executive Director
20.15.7. EXTERNAL HEARINGS
Requests for the organisation to attend external grievance, disciplinary, labour disputes or legal
hearings should be directed to the Executive Director and Administrator, who will appoint an
appropriate representative as required.
CHAPTER 21: HEALTH AND SAFETY
21.1. POLICY
The organisation will do all that is reasonably practical to ensure that each of our locations are
maintained in a manner, which poses no foreseeable risk to the Health and Safety of employees
or damage or other loss to property arising from work activities. This policy aims to provide safe
and healthy working conditions for all its employees and to raise the awareness of TED
employees on some of the potential health risks within our areas of operation.
21.2. RESPONSIBILITY

a) It is the responsibility of the management to provide conducive environment for the

implementation of acceptable health and safety standards.

b) It is the responsibility of Head of Departments/Operations Managers to monitor the

safety standards and performance in all offices and workplaces of the TED and to take all
reasonably practical steps to see that working practices are assessed in order that potential
hazards may be identified.

c) Employees must be aware that they are under an obligation to safeguard their own
health and safety at work and that of their colleagues that may be affected by their
activities or omissions at work. It’s also the responsibility and duty of the employee to use
the protective materials and equipment provided by TED.

d) It is the duty of all other contracted employees to provide normal clothing suitable for
the work for which they are engaged.
21.3. HEALTH PRECAUTIONS FOR KEY DISEASES
21.3.1. HIV/AIDS
TED as an organization realizes that employees are the most valuable assets to the organization.
Employees spend most of their time at the workplace and this should act as a centre for the
prevention education, awareness and support on HIV/AID’s.
21.3.2 MALARIA
This is still one of the biggest causes of death in the world today. It is important to remember
that malaria does not respect the amount of time that an individual may have spent in a malaria
zone. The danger with malaria is that symptoms are often similar to other less threatening
illnesses such as flu, and that the effects may be mild to severe and life threatening. All cases of
malaria regardless of the apparent severity should be treated seriously, as deterioration can be
very quick and mismanagement can prove fatal.
The following points are important to consider in relation to malaria:

a) Avoiding bites.
b) Chemo-prophylaxis
c) Early diagnosis and appropriate treatment
Avoiding Bites:
The female anopheles’ mosquito responsible for transmitting malaria normally feeds between
dusk and dawn, and makes her home in wet/ moist areas. It is important that areas around
houses and the office are kept free of items that might collect water such as flower pots or litter
than can act as water collection areas and breeding sites for mosquitoes and that dense
vegetation is cut down.
Buildings should have protective mosquito screens or meshes applied to doors and windows,
which staff should keep closed from before the onset of dusk until after dawn, to reduce the risk
of mosquitoes entering. It is important that these screens are checked for holes, and maintained
as necessary. Wherever appropriate and needed mosquito screens will be provided by EG. In the
time between dusk and dawn, staff should cover their skin as much as possible with long
trousers and sleeves to reduce the risk of bites. Skin repellents should also be used, particularly
on areas of the body that remain exposed such as the face, wrists, ankles etc. Repellents
containing DEET have proved to be very effective, and eucalyptus-based repellents can be useful
Staff should always sleep under a mosquito net in malaria hotspot areas. Nets should be free
from holes and the size chosen so that the skin of arms and legs is less likely to be in contact
with the net- providing opportunities for the mosquito to bite through the net.
All administrators will ensure that all EG guesthouses have mosquito nets and replaced
regularly that they don’t have any holes etc.
21.3.3. CHOLERA
Cholera is an acute disease caused by an infection of the intestine by the bacteria vibrio cholera.
This infection can be mild or severe. It is a diarrhoea illness.
SYMPTOMS OF CHOLERA
In its severe form, it is characterized by sudden onset of profuse painless watery stools, nausea
and vomiting early in the course of the illness, and, in untreated cases, rapid dehydration, shock
and death can occur within hours. Asymptomatic infection is much more frequent than clinical
illness. Mild cases with only diarrhoea are common, particularly among children. The incubation
period is noted as 2-3 days. Cholera is communicable, as long as stools are positive, usually only
a few days after recovery. Occasionally the carrier state may persist for several months.
TRANSMISSION
Eating food or drinking water that is contaminated with the cholera bacterium transmits
cholera. In epidemics, it is spread by contamination with stool of an infected person. Faulty
municipal water systems, contaminated surface waters, and unsafe domestic water storage
methods have resulted in extensive waterborne transmission of cholera. Beverages prepared
with contaminated water and sold by street vendors, ice and even bottled water have been
identified sources of cholera transmission. Vegetables and fruits washed with untreated sewage
wastewater have also served as vehicles for transmission. Outbreaks or epidemics as well as
sporadic cases are often attributed to raw or undercooked food. The disease is not spread from
person to person from casual contact. It may be spread when a person shares food and drink
with a cholera patient.
PREVENTION
All staff members traveling to fields or areas where cholera is endemic, are advised to take
certain precautions, which may include, but is not limited to some the following: do not eat from
street vendors, eat only cooked vegetables and eat only fruit that you have peeled yourself, drink
only water you have boiled or treated with chlorine or iodine (other safe beverages include tea
and coffee made with boiled water and carbonated, bottled beverages with no ice), eat food that
have been thoroughly cooked and are still hot.
It is the responsibility of the administrators to ensure that there is a safe water supply in all
offices/guest houses. Office water supplies should be boiled & filtered. Filtered or boil water
that is used for cooking, drinking and washing dishes.
TREATMENT
The treatment of patients with cholera includes rehydration therapy to replace fluids,
administration of effective antibiotics and treatment of complications. Anyone who may suspect
they have cholera is advised to seek medical treatment promptly.
23.3.4. DIAHOREA AND DEHYDRATION
Changes in dietary habits such as when moving to a new location can be the simple cause of
diarrhoea. At other times it is caused by allergies, or bacterial, viral and amoebic infections. If
the symptoms are mild and resolve within the first 48 hours, then often no more action is
required. However, where symptoms are severe, persist or are accompanied by blood or mucous
in the stools then medical advice should be sought.
It should always be remembered that diarrhoea with fever could be symptomatic of malaria and
medical personnel should investigate this. The main complication of diarrhoea is dehydration. It
is imperative to maintain sufficient fluid intake to avoid dehydration.
Fluids might include weak tea with sugar, light soup or soft drinks. With more severe or
persistent diarrhoea, Oral Re-hydration Salts (ORS) should be used. The simple formulae is 6
level teaspoons sugar plus 1 quarter teaspoon salt for 750ml of boiled water
Remember that diarrhoea and vomiting together increase considerably the risk of dehydration
and might also be malaria, and if this persists, medical advice should be sought. There is also a
risk of dehydration on field trips, or following alcoholic intake. All staff members need to ensure
that they take sufficient supplies of fluids and clean water on trips, and drink more than normal,
especially when exposed to the sun. Alcohol intake should always be in moderation, and
especially prior or during trips to the field.
21.4. FIRST AID KITS
TED will provide First Aid Kits in all offices and in each vehicle including motorbikes. The
Administrator in TED should control this including the recording of and replacement of used or
out of date material. For motorbikes, the field staff should maintain the record and submitted
the report on quarterly basis to administrators.
These people should also ensure that the kits are used only for their intended purpose and they
must be sealed at all times. Administrators should verify all first aid kits stocks on half yearly
basis
First Aid kits contain a variety of medical equipment and medicines, some of which should only
be used by trained and qualified personnel. The provision facilitates that in the event of need,
some products could be given to non-TED healthcare professionals to provide care for the
victim.
All administrators and domestic staff who look after children will be trained in First Aid by TED.
It is the responsibility of the Administrator to ensure this.
21.5. FIRES
Fires can be caused by overloading electrical systems and by faults within equipment. These are
caused by overheating or by electrical arcing where a faulty connection exists.
Minimize the fire risk by:

a) Storing flammable substances (gas cylinders, oil, paints, solvents, etc.) in locations away
from ignition sources and if possible, away from the main buildings.

b) Reducing the build-up of combustible rubbish such as paper, cardboard boxes, etc.
c) Prohibiting smoking within buildings (if possible).
d) Taking special precautions where naked flames are being used for cooking or during
work activities (e.g., welding).

e) Switching off electrical appliances when not in use.

Minimum Requirements

a) The field logistics and senior logistics in TED should ensure that all the TED properties
(Offices, Guest Houses, Staff houses, Stores and Warehouse) have adequate fire
extinguishers.

b) The field logistics and senior logistics are responsible to ensure that re-filling and
servicing of fire extinguishers is done as per the manufacturer’s guidelines.

c) The field logistics and senior logistics in TED are responsible for dissemination of
information and training of usage of fire extinguishers in case of fire.
21.6. PROTECTIVE CLOTHING
TED provides specific employees, free of charge, with protective clothing during the course of
employment. The following is a list of all protective clothing provided for by TED

a) Rain Coats
b) Boiler Suits
c) Riders Jacket
d) Riders Trousers
e) Riders Boots
f) Helmets
g) Gloves

21.6.1. ELIGIBILITY

a) Staff required to drive motorbikes as per the job requirement, will be eligible for the
receipt of rider gears.

b) In the case of drivers, a Boiler Suit will be issued to the vehicle and form part of the tool
kit checklist. It is to remain with the vehicle and is to be retained within the vehicle at the
end of the day (obviously it can be dried and returned to the vehicle, but it is not to be
taken home).

c) In the case of domestic workers, a uniform will be provided.

d) In the other case, if it is the need to provide protective clothing this should be provided
with the approval of Executive Director.
21.6.2. LOSS
 a) In the event that any clothing or equipment is lost, the employee shall/may be required
to refund the whole or any part of the costs of such lost items and EG shall make due
allowance for fair wear and tear in assessing such cost.

b) In the case of negligence or miss-usage, disciplinary action shall/may be instituted

against the employee of TED.

c) However, depending on the circumstances, loss or damage may constitute an act of

misconduct and disciplinary proceedings may be instituted against the employee of TED.
21.6.3. REPLACEMENT
It is the responsibility of employees to keep their protective clothing in good condition. TED as
an organisation will replace protective clothing for after assessing fair wear and tear after the
following periods:

a) Trousers-12 months
b) Jackets, boots glove etc. – 18 months
c) Domestics and Drivers – 12 months.
21.7. GUIDELINES ON PROTECTIVE CLOTHING
The employee shall be required to sign for any clothing or equipment provided on the Sign In
form issued by the Administration and Finance Manager/ Human Resource Officer

a) Upon start of employment, the Admin/Finance Manager and Human Resource Officer
shall record the equipment of clothing issued to the employees. Any subsequent issues
should also be recorded by the Admin/Finance Manager, Human Resource Officer and be
filed in the personal file of the employee.

b) The employee shall be responsible for ensuring that the clothing and any other
equipment provided is kept in reasonably good condition. This will require washing,
mending and general maintenance.

c) At the end of the contract the employee is required to handover all equipment and
clothing, as well as complete the Termination/Sign Off form. On termination of contract,
Admin/Finance Manager and Human Resource Officer should ensure from the personal file
of the employee that all the clothing and equipment provided to employee are returned.

d) For any items that are missing, lost or in a “poor” condition, the employee shall be
required to reimburse TED for the item. The cost of the item shall be at “market” or “book”
value and the employer shall make due allowance for fair wear and tear in assessing such
cost

e) Provided that proof of such cost shall be made available if required and
f) The amount of any refund an employee may be required to make shall not be more than
50% of the employee’s monthly wage in any one month, except where the contract of
employment is terminated.
21.8. OWNERSHIP
The protective clothing and equipment provided by TED remains the property of TED
particularly in cases where the emblem and insignia provided by the employer are printed on
21.8.1 CONDITIONS OF OWNERSHIP

a) Employees are obliged to wear and use the clothing provided by TED and the respective
field/line managers shall ensure that the clothing/equipment provided are not worn &
used by such employee.

b) Clothing and other equipment can only be used for TED business and any employee
found making other use of the clothing and equipment shall face disciplinary action.
21.9. TERMINATION OF EMPLOYMENT
In such a case the employee must surrender TED equipment to the Admin/Finance Manager,
Administrator and sign off relevant forms. Failure to do so will result in a deduction being made
on the final salary entitlements. Staff may however retain T-Shirts received in the course of duty.

CHAPTER 22: CODE OF CONDUCT

This is summary of the main TED code of conduct

a) Work honestly and carefully at all times.

b) You must not be absent from work, arrive late or leave work early without
permission.
c) Always wear protective clothing and equipment while riding motor cycle when
this is supplied to you, or use your safety belts whenever driving or traveling with
vehicle.
d) Follow all organisation health and safety rules.
e) Do not drink alcohol or consume narcotics during working hours.
f) Do not fight, assault or abuse a staff member or visitor.
g) Do not use organisation property in a careless or neglect way.
h) During working hours, you must not do any business except that for which the
organisation pays you.
You will be disciplined for any of the following offences.

a) Wilful failure to obey legitimate instructions.

b) Wilful misuse of Organisation’s property.
c) Improper publicity of information damaging to the organisation reputation.
d) Desertion (absence from work without permission for 5 consecutive days or more).
e) Sleeping on duty.
f) Lateness or leaving work early without permission.
g) Failure to cooperate with other employees on grounds of race, ethnic/tribe, religion or
gender
h) Acts in a prejudicial way against employee on grounds of race, ethnic/tribe religion or
gender.
i) Reporting on duty under influence of alcohol.
j) Driving or riding vehicle and motor cycle without given permission
k) All offences described above constitute serious misconduct and immediate dismissal
may occur
22.1. HEALTH AND SAFETY RULES
These rules below establish responsibility for both the organization and employees to provide
safe conditions at work place. You will be expected to take reasonable care to ensure your own
safety and of others who can be affected by what he/she does or does not do.

a) You must wear a helmet at construction sites and when riding motor cycle at all
times
b) Use your safety belt whenever driving or traveling with vehicle.
c) You must have under gone proper motor cycle/vehicle training course; this
means that a one must be in possession of a valid driving/riding (provisional) permit.
All employees who use organisation motor cycle or vehicle must submit a copy of
their driving/riding license to organisation Administrator for filing.
d) One can only ride a motor cycle or drive a vehicle with written permission from
the management for that particular motorcycle/vehicle.
e) Motor cycle maximum speed is 60 k.m.p.h on all roads.
f) No carrying of passenger on the motor cycle without helmet
g) No carrying of community members on the motor cycle in the project areas
h) No carrying of passengers in the boot of the vehicle(s) (for pick-ups).
Repetition of the same offence or new offence after committing an offence within a period of
twelve (12) months of the first offence could lead to summary dismissal.
I have read, understood and accept the above rules of conduct and agree these rules being a
condition of employment by TED.
Employee Name: _________________________________________
Employee No________________________
Employee Signature
Date_________/_______/_____________

CHAPTER 23: END OF SERVICE

23.1. PURPOSE
The aim of this CHAPTER is to specify the policy and procedure for termination of employees.
All terminations of the contract of employment shall be subject to the conditions and regulations
of the relevant Labour Laws and Legislation in force. Lawful termination of an employment
contract can be undertaken in the following way

a) In terms of a registered Code of Conduct

b) By mutual agreement in writing
c) In terms of a fixed term or fixed task contract

23.2. TERMS OF A FIXED TERM CONTRACT

23.2.1. PROBATIONARY PERIOD
During the probationary period, either party may terminate the employment contract as set out
in the offer letter. Neither of the parties shall be legally obliged to disclose the reason for
termination
If an employee has been unsuccessful during the probationary period, then TED shall not
confirm his/her employment
23.2.2. UPON EXPIRATION OF FIXED TERM CONTRACT
All contracts expire without notice on the end of term as set out in the employment contract.
23.2.3. NOTICE PERIOD/RESIGNATION
After the successful completion of the probation period, the following terms shall apply:
Both parties shall have the right to terminate the contract of employment prior to the end of the
term, the following notice periods apply for the contracts as stated below

a) Contracts of 0-6 Months= 2 weeks’ notice

b) Contracts of +6-12 Months= 1 month notice
In the case of resignations – the letter must be addressed to the Line Manager with a copy to the
Field Administration and Finance Manager/Human Resource Officer in TED. The Executive
Director and Human Resource Officer should be informed of all resignations in writing by the
relevant Admin/Finance Manager immediately upon receipt of a resignation letter
23.3. EXIT INTERVIEWS
During the notice period, the employee may be requested for or be asked to give an exit
interview by the line manager/appointed representative. An exit interview shall be conducted
using the Exit Interview Form. Employees shall also be requested to complete an Exit Interview
Questionnaire
The employee’s immediate supervisor will normally conduct interviews, and any information
should be noted in the employee’s personnel file. The Administrator in the fields/ Human
Resource Officer/Assistant in EG shall ensure that exit interviews are done. The key points of
the interview will be conveyed in confidence to the Assistant/Executive Director after the
employee has left.
23.4. EXTERNAL REFERENCES
Employees leaving the organization are entitled to and will be issued with a written
confirmation of their service with TED indicating the name of the employee, job title, period
employed by TED, programme under which they were employed and district where they were
based.
In cases where a staff member requires a more in-depth reference, this should be drafted by the
Operations Manager/Head of Department in consultation with the line manager and submitted
to the Human Resource Officer for checking before submission to the Executive Director for final
approval.
23.5. DEATH OF AN EMPLOYEE
22.5.1. POLICY
The aim of this policy is to specify the action to be taken and the support provided by TED in
case of an accident resulting death on duty. If employee of TED dies in the course of work as a
result of an accident, support will be as per the Group Personal Accident Insurance Policy.
23.5.2. BENEFICIARY IN EVENT OF DEATH
Any outstanding salary, leave pay, etc. due to the employee at the time of death are not normally
made until a medical certificate approved by the relevant health authorities has established the
cause of death. The beneficiary must produce documentation-confirming identity before the
payment is made.
Each employee is required to fill in a beneficiary form that should be filed in the employee’s
personal file.
The beneficiary form names the beneficiary to whom all dues may be paid in the event of their
death. The Admin/Finance Manager and Human Resource Officer is responsible for ensuring
that nominations for a beneficiary in the event of death are made on joining. The employee is
responsible for updating these when required.
23.6. END OF SERVICE PAYMENT
23.6.1. PURPOSE
The aim of this policy is to specify the end of service payment to the employee and the process
for the same. No matter what the reason for the termination, TED employees shall be entitled to
the following:

a) Salary/wages up to his/her last working day

b) A period of notice (or cash in lieu of notice as agreed)
c) Cash in lieu of any leave accrued
Upon termination, TED shall recover any amounts outstanding from offsetting against the
employee’s final payment For example:

a) Basic salary and allowances in lieu of notice where the employee has not given
sufficient notice; and
b) Advance or excess payments in respect of basic salary; leave; transportation
allowance or any other amounts
c) Recovery costs for equipment and clothing not returned
Employees are required to return any company assets (protective clothing, security access
cards, cell phones, laptops, motorbikes etc.) to the Admin/Finance Manager/HRM and sign that
items have been submitted to the relevant authorities using the Sign Off Form.

ANNEXES TEMPLATES APPLICABLE TO HUMAN RESOURCE

a) Annex I Specimen Contract

b) Annex II Staff data form
c) Annex III Leave request and approval form
d) Annex IV Leave application form
e) Annex V Final warning letter
f) Annex VI Guiding interview notes
g) Annex VII Interview screening criteria