Introduction

Human resource policies are guidelines on how organizations plan to manage people. The

policies define the values, philosophies of an organization and this gives principles that

managers are to us in management of staff. Human resource policies ensure that when

dealing with matters concerning staff, an approach in line with corporate values is adopted

throughout an organization. The policies provide a frame work through which consistent

decisions are made and thus promote equity.

Some of the areas of policy formulation include; employment, leave, compensation(reward),

code of ethics & conduct, staff benefits, Corporate social Responsibility (CSR), Email and

internet , Trade unions, Traveling , Statutory contributions, Education, training &

development, Staff Transfer, Health, Safety & Security, Team Building, Retirements

Benefits, Discipline policy & Procedure, Performance management and Misuse of

Organization’s property.

Proposed policies for our organization

1) Employment policy

a)Recruitment

The recruitment of staff of the desired quality and in sufficient numbers is a primary

requisite for the maintenance of a high standard of service to our clients, in turn; the

continued progress of the organization relies. To ensure that the success of the

organization is not hampered by lack of suitable personnel, from time to time the

Human Resource Manager will recruit suitable personnel.

The policy outlines; recruitment procedures, advertising (internally & externally) of

vacant positions, Head hunting procedure, short listing, terms of employment-

contract, Permanent terms or casual, Qualifications and requirements e.g Certificate

of good Conduct, References, academic certificates etc.

b) Interview

Based on the large numbers to be interviewed, recommended on an interview method

of selection, whether to be individual, panel or selection boards. The policy outlines

the interview procedures e.g who is to conduct the interview (internally or

outsourcing interviewing Co.), how the interviews are conducted- aptitude test, oral

interview, email, telephone etc.

c) Selection & Posting (placement)

This policy outlines selection criteria for a suitable candidate and the deployment

procedure.

d) Induction

This is the process of orientation whereby, the candidate is introduces to the

organizational day to day activities through training. It can also be described the

process of receiving and welcoming employees when they first join a company,

giving them the basic information they need to settle down quickly and happily start

to work. Employee hand book should be in place that clearly conveys in simple terms

to new staff the entire organization structure and the hierarchy of command how it

will look like.

e) Probation

This is the immediate period after deployment that enables the management to assess

the capabilities of the employee. It enables the management to understand the

employee better before confirmation. It also enables the new employee adapt to the

organization’s working environment. This is usually 6 months; which is the case in

many organizations in Kenya.

f)Confirmation

This is a certificate awarded to the employee upon successful completion of probation

period. It applies if one is employed on permanent basis.

2) Performance management Policy

a) Appraisals

i)Balanced Scorecard

ii) Performance contract

b)Work plans

3) Compensation Policy

It is the goal of any company to maintain levels of pay and benefits that are competitive

with the average compensation of employers offering similar employment and competing

in the same labour market. This is in the form of:-

i)Salary (remuneration)

ii) Overtime

iii) Commission

iv) Bonus

v) Promotion

vi)Certificate of recognition

vii)Reward in kind

4) Code of ethics & Conduct

a) Sexual harassment

This policy is committed to providing and promoting an atmosphere in which

employees can realize their maximum potential in the workplace. Toward this end, all

members of staff should understand that Sexual harassment is not tolerated at work

place.

Sexual harassment may be described as unwelcome sexual advances, requests for

sexual favours and other verbal and physical conduct and expressive behaviour of a
sexual nature, where raising objections or refusing may have negative consequences.

As applied in the workplace any unwanted sexual behaviour including but not limited

to suggestive looks, sexual jokes, physical touch, or pressure for sexual favours may

constitute sexual harassment.

Note; men also face sexual harassment, but overwhelmingly majority of sexual

harassment complaints are from women about men.

In determining whether alleged sexually harassing conduct warrants corrective action,

all relevant circumstances, including the context in which the conduct occurred will

be considered. Any serious relationship between two single consenting adults

although not constituting sexual harassment may not encouraged in the workplace as

it may lead to lack of concentration that inevitably impacts performance as is the case

in many local companies. This policy should highlight confidentiality, Assurance

against retaliation, procedure for handling complaints of this nature and disciplinary

measures.

b) HIV /Aids Policy

HIV/AIDS continues to pose some of the greatest challenges globally, nationally and

at the workplace. Any organization will acknowledge that its workforce has not been

spared the ravages and devastating effects of the AIDS scourge.

Organizations should be committed to providing a healthy and safe working

environment for all its employees. The HIV/AIDS policy and program is intended to

ensure that everyone learns how to prevent the spread of HIV and be confident about

heath and safety in the workplace. This policy may capture the following; Training on

HIV/Aids, Counseling service, medical scheme, confidentiality & disclosure and non

discrimination of affected members.

c) Conflict of interest
A conflict of interest involves a conflict between duty as a staff of an organization,

and personal or private interests. Conflicts of interest can also be perceived or

potential.

The perception that a Staff’s private interests could improperly influence their

execution of duties can be as important to identify as an actual conflict of interest.

This is because public confidence in the integrity of the organization is vital.

A potential conflict of interest arises where a staff has private interests that could

conflict with their official duties in the future.

Another type of conflict of interest can exist where a member of has competing

interests through more than one official role or duty.

Conflicts of interest can occur quite frequently and are not necessarily unethical, or

wrong. However, it is how they are identified and managed that is important. If

conflict of interest situations are not properly identified and managed, they can

endanger the integrity of organizations and can result in corruption in the public

service.

The policy should therefore outline how conflicts of interest may occur and how they

can be managed at a workplace.

d) Dress code

The Corporate Dress Code is designed to guide employees of the organization on

standards of dress and appearance. All employees’ appearance must be professional at

all times both within the workplace and when representing the organization

.The Policy is not exhaustive in defining acceptable and unacceptable standards of

dress and appearance and staff should use common sense in adhering to the principles

underpinning the policy. This policy is subject to review as need arises.

This policy describes the specific dress code for both male and female, hair style,
jewellery and footwear.

e) Working Hours

This policy states the time at which the employees report to work in the morning and

leave in the evening. It also captures when an employee is working overtime.

5) Discipline Policy and procedure

Discipline is generally administered when an employee violates a company policy or falls

short of work expectations, and managers must act to remedy the situation. Discipline

usually progresses through a series of steps- warning, reprimand, probation, suspension,

disciplinary transfer, demotion, and discharge. This policy will therefore spell out the

disciplinary procedure and punishment depending on the case at hand.

6) Staff benefits

Staff or employee benefits and benefits in kind (also called fringe benefits, perquisites,

perks) are various non-wage compensations provided to employees in addition to their

normal wages or salaries. Where an employee exchanges (cash) wages for some other

form of benefit, this is generally referred to as a 'salary sacrifice' arrangement. In most

countries, most kinds of employee benefits are taxable to at least some degree.

Some of these benefits are: housing (employer-provided or employer-paid), group

insurance (health, dental, life etc.), disability income protection, retirement benefits,

daycare, sick leave, vacation (paid and non-paid), social security, company discounts,

mortgages and other specialized benefits.

The purpose of the benefits is to increase the economic security of employees. The term

perks is often used colloquially to refer to those benefits of a more discretionary nature.

Often, perks are given to employees who are doing notably well and/or have seniority.

Common perks are take-home vehicles, hotel stays, free refreshments, leisure activities on

work time (golf, etc.), stationery, allowances for lunch, and—when multiple choices exist
—first choice of such things as job assignments and vacation scheduling. They may also

be given first chance at job promotions when vacancies exist.

a) Allowances

i)House allowance

ii) Commuter allowance

iii) Responsibility

Allowance

iv) Hardship Allowance

v) House Help

allowance

vi) Mileage Allowance

vii)Utility allowances

viii)Professional

Bodies/Clubs

allowance

ix) Leave allowance

b) Loans

i)Car loan

ii) Mortgage

iii) Furniture

iv) Land Purchase

v) Compensation

vi) Education

vii)Salary advances

viii)Laptop loans
ix) Shares purchase

loans

c) Parking staff Cars

d) Staff Canteen & Clinic

e) Daycare

f)Medical Covers and insurance

7) Retirement Benefits policy

8) On-Job-Rotation policy

There is need to consistently expose our staff to various jobs so that

they become multi-skilled. This in essence ensures that the

organization always has sufficient skills at all times and gives

managers flexibility in using these resources. This may also be

carried out through job shadowing.

Job Rotation involves moving to a new job on full time basis, while

job shadowing involves attaching staff to another staff who has the

skills you would like to impart. The learner thus acquires the skills by

observation as well as assisting on the role during specified times

only. This is a flexible way of acquiring skills and has least

disruption on work flow.

9) Transfer policy

Transfers between departments may be permitted, when in the best

interests of the organization and the employee. The head of the

department from which the employee is transferring should verify

that the employee is a satisfactory employee and eligible for transfer.

Our organization needs this policy to guide staff transfers and

entitlements which include;

i)Disturbance allowance

ii)Traveling (movement) costs (Reimbursements)

10) Statutory Contributions policy

This is the deductions on staff income which are backed-up by the

law. They include NSSF, NHIF, Training levy (Directorate of

Industrial training).

11) Education, Training & Development

The major purpose of educating training and training are improving

employee performance, updating employee skills, avoiding

managerial obsolescence, preparing for promotion and managerial

succession, and satisfying personal growth needs. Training needs are

determined based on the organization's and the employee's needs.

Organizations provide training to employees in the areas of company

policies and procedures, specific skills, human relations, and

managerial skills. Some organizations also provide apprentice

training. There are two types of training methods - on-the-job and

off-the-job.

The policy should capture the scope of training and Development

activities, as in most other activities in an organization, depends on

the policy and strategies of the organization

12) Team Building policy

Organizations are quickly adopting team building sessions for their

staff to enhance team cohesion and spirit. This policy gives the

guidelines on how and when the team building sessions should be

carried out. For instance, Teambuilding events are no different from

workplace events in that managers are still responsible for the health

and safety of their staff. Health and Safety issues should always be

taken into account and risk assessment prepared where

necessary.

All events should have a clear structure and clearly defined

objectives. The event should be structured in such a way as to

develop team skills such as leadership and communication skills,

decision-making, and organization and planning. It should be clear

how they intend to develop motivation and morale.

13) Health, Safety &Security at work place

a) Fire/disaster assembly point

This policy is important to this organization and it spells the

following; adequate and suitable means of extinguishing fire must be

provided in every building and persons trained in the correct use of

such means shall be present during all working periods. Detailed

requirements are laid down in the Act as to the special precautions

necessary to ensure safety in the events of a fire.

Adequate means of escape in case of fire must be provided. Fire

exits must be marked by a notice printed in red letters of adequate

size. Effective steps must be taken to ensure that the workers are

familiar with the means of escape and the routine to be followed in

case of fire.

b) First Aid

In every workplace there must be provided a first-aid box or

cupboard of a prescribed standard, containing nothing except first-aid

requisites, and in charge of a responsible person who must be always

readily available during working hours. In every workroom a notice

must be affixed stating the name of the person in charge of the box or

cupboard provided in respect of that room.

c) Drinking Water supply

An adequate supply of wholesome drinking water must be provided.

The policy also includes; cleanliness of the workplace, ventilation,

adequate lighting, drainage of floors, sanitary accommodation,

removal of waste materials, protective clothing and appliances and

frequent maintenance of hoist or lifts.

14) Email and Internet Policy

In many organizations, access to the Internet was initially limited to a

few people in the IT or marketing groups. Today, with a PC on every

desk, many employees find themselves with access to the Internet and

email but with little understanding of either the potential problems or

the real benefits which this can bring.

The purpose of an acceptable use policy is to ensure that employees

understand the way in which these technologies should be used in the

workplace. This enables both employees and the organization to gain

the maximum value from email and the Internet, and alerts them to

the dangers that can arise to the organization if they are misused,

whiEmployers are responsible for their employees' activities when using

email and the Internet. For example, if software for use in an

organization is obtained illegally, the employer is liable even if it was

obtained without their knowledge or permission. Similarly,

information on an organization’s website or in its email can give rise

to legal action against the company.

The content of such policies will depend on the needs of the

organization and the expectations and requirements of its employees,

so before producing an acceptable use policy, an organization must

have developed an agreed strategy for using email and the Internet.

But the policy must always state the consequences of breaching the

rules: since the issues covered range from the inconsiderate through

to illegal activities, the sanctions would similarly be expected to

range from a verbal warning through to instant dismissal.

The policy should be introduced and explained during the employee

induction programme. Where necessary, it should be reinforced

during specialist training sessions.

15) Leave policy

a) Annual leave

Annual leave will be taken at the convenience of both the

individual concerned and that of the employer. Annual leave

entitlement for different categories of staff, leave allowance,

accumulation of leave days and compensation of leave days not

utilized are captured in this policy.

Employees are required to make written applications for leave

through their head of department. All leave applications,

approvals, and related correspondence must be recorded in the

employees’ personal file.

b) Compassionate leave

An organization may give consideration to granting "special

leave" on compassionate grounds on the production of proof of

the necessity for such leave. Such may apply in cases of death of

employee's spouse, children or parents. The policy may set out

the maximum number of days.

c)Maternity leave

This is a legal requirement by Kenyan labour laws (Employment

Act), a female employee shall be entitled to three months (3)

maternity leave with full pay, in addition to her annual leave

entitlement for that year. Some organizations extend this by

offering one and a half hour early exit/late entry at workplace for

nursing mothers for a period of one month.

d) Paternity leave

A staff member may be granted two (2) weeks paternity leave

whenever his spouse delivers a baby. The leave shall be taken

within thirty (30) days from the date of delivery by the spouse.

This is a legal requirement by Kenyan labour laws.

e) Sick leave

In the event that a member of staff is unable to come to work as a

result of illness or accident, they are expected to notify the

supervisor at the earliest opportunity. A medical certificate is

required for absence and should be submitted to the HR office.

Staff members may be entitled to a specific number days per

annum on full pay. If the staff member is still unfit to perform

their duties after this, the situation will be reviewed by the

management and a decision to continue or terminate their

employment decided.

f)Study leave

The organization may offer study leave to members of staff for

courses approved by the management subject to job relevance.

For self sponsored courses, leave will be granted but deducted

from annual leave days.

g) Leave of absence

A leave of absence without pay may be granted when the

requirements of the department permit, when such leave is for

prolonged illness or injury, or for any exceptional personal or

institutional reason. Leaves of absence without pay may be

granted only after all appropriate accumulated leave has been

used. Such leave must be requested by the employee and

recommended by the department chairperson or administrative

head, and approved in accordance with the current delegation of

authority.

Any regular employee may be granted a leave of absence without

pay when approved by the proper authority in order to preserve

the employee's employment rights and benefits. A leave of

absence may be granted only if the employee has a bona fide

intention to return to the organization following the leave.

h) Unpaid leave

In exceptional circumstances an employee may seek permission

to take leave without pay. This may be granted at the

organization’s discretion and only in the most deserving of cases.

16) Misuse of Organization’s Property policy

This policy highlights how the organization’s assets should be

handled and the consequences for mishandling.

17) Traveling Policy

This policy highlights the entitlements and how staff should be

reimbursed expenses incurred while on is working out of the

usual work station. This capture items like Per diem, Daily

allowances etc

18) Trade Unions Policy

Trade unions are becoming popular and powerful in the modern

world and they cannot be ignored. Organizations need to recognize

union staff in the organization and entrench the bargaining agreement

in the staff manual.

19) Corporate Social Responsibility (CSR) Policy

Corporate social responsibility is a concept with a growing currency

around the globe. CSR is a concept that frequently overlaps with

similar approaches such as corporate sustainability, corporate

sustainable development, corporate responsibility, and corporate

citizenship. While CSR does not have a universal definition, many

see it as the private sector’s way of integrating the economic, social,

and environmental imperatives of their activities. As such, CSR

closely resembles the business pursuit of sustainable development

and the triple bottom line. In addition to integration into corporate

structures and processes, CSR also frequently involves creating

innovative and proactive solutions to societal and environmental

challenges, as well as collaborating with both internal and external

stakeholders to improve CSR performance.

Corporate social responsibility (CSR) promotes a vision of business

accountability to a wide range of stakeholders, besides shareholders

and investors. Key areas of concern are environmental protection and

the wellbeing of employees, the community and civil society in

general, both now and in the future.

The concept of CSR is underpinned by the idea that corporations can

no longer act as isolated economic entities operating in detachment

from broader society. Traditional views about competitiveness,

survival and profitability are being swept away.

Conclusion

All these policies when compiled in one booklet may be referred to as

staff manual.

Policies depend on the strategies of an organization.

These policies must be inline with the labour laws, human rights and the

constitution.

The policies should also have a clause on how they can be amended to

incorporate any changes.

References

Stoner, James A.F, Freeman R.E, Gilbert (Jr) D. R (2007), Management,

6th Edition, Prentice Hall.

Cole G.A (1996), Management; Theory and Practice, 5th edition,

Prentice Hall.

Armstrong M., A handbook of Human Resource Management Practice,

10th Edition

Cole G.A (2002), Personnel & Human Resource Management, 5th

edition, prentice Hall.

Armstrong M, (2000), Strategic Human Resource Management; A guide

to Action, 2nd edition, Kogan Page Limited.

Co-operative Bank of Kenya, staff Manual, 2007

Commercial Bank of Kenya, Staff Manual

Kenya Revenue Authority, Staff Manual