The Human Resource Manual of EJAG has approved by the Executive Committee for practice. I hope the policy will provide comprehensive and clear guidelines to all staff of EJAG.
I would like to thank to all who have extended their cooperation and have been involved in the process of development of this manual.
Organizational development is a continuous process for smooth running of an organization, some system and values are needed .The Gender policy of ESHO JATI GORHI (EJAG) is within ESHO JATI GORHI (EJAG)’s values and systems. It is our pleasure that we have a Gender Policy for our organization and we are working for gender equalization. We have sixty percent female staffs. The policy has been developed for sustainable development and social welfare.
We are thankful to our staff members for their inspiration for taking up this task.
Esho Jati Gorhi (EJAG), the first human rights organization in Bangladesh, has been working for promoting human rights for the poor, particularly, women, children, and marginalized since its inception in 2001. EJAG strives to bring about a positive change in the quality of life of the poor establishing just society where human rights are upheld.
Vision: EJAG’s dream is to build a healthy and environmentally sound society, free from illiteracy, exploitation, oppression and injustice where every individual will be able to live in peace, justice, prosperity and harmony, where human rights and gender equity will be honored. It is also EJAG’s vision to build the rights of disables in the society by converting them from burden to productive through education, training and motivation so that they will be included in IGA, education, leadership, development and in all sectors of the society.
Mission: To establish an effective process through which the poor and vulnerable people, especially the women, children and disabled in the society will be capable, self-sufficient and self-governed by building capacity, institution, capital, utilization of local available resources and imparting need based problem solving healthy and environmentally sound programs by involving necessary skilled, trained and experienced staff.
Main Objective: Improvement of poor women’s life status through promoting livelihoods, economic status, professional skills, institution building, raising collective voices, human rights, mother and child health and protection of environmental degradation and violence against women by implementing different development programs and finally access to sustainable socio-economic development of the disadvantaged and vulnerable poor men, women and children through appropriate programs.
The staff members of EJAG have played an important role to achieve EJAG’s mission. Therefore, it was decided to work out a comprehensive Human Resource Management & Development policy Manual, which is more planned, and specific and which will enable EJAG to fulfill its mission in a more effective and satisfactory way.
This Manual presents the standard human resource policies and procedures of EJAG. It is intended for use by coordinators, managers at all levels, but truly belongs to all employees of EJAG.
Each section of this manual is designed to clarify mission policies and procedures with regard to a certain area of performance, conduct or circumstances. However, not all events can be foreseen. As a result, in certain places this manual presents some statements of principle. These statements provide the foundation, which underlies each of the detailed policies and procedures contained in this manual. The principles are meant as a common-sense guide for Coordinators & Managers who may confront a situation that is not adequately foreseen by this manual. By referring to the statements of principle, Coordinators & Managers can try to remain true to the intent of EJAG’s human resource policies, even in special cases where procedures may not offer specific guidance.
This manual is intended to be a living and evolving document that is expected to change over time. All proposed change affecting benefits and working condition would be reviewed, ratified and approved by the Executive Committee of EJAG. Approved changes will be incorporated into the manual. Updates will be produced and distributed by the Human Resource Development & Management Department of EJAG when required.
This manual reflects current policies and procedures of EJAG and is in concert with other EJAG manuals for Finance and Administration. In addition, this manual has been developed consistent with the requirements of the EJAG human resource objectives. Finally, the policies and procedures of this manual have been enduring objective of fairness to all.
This manual shall apply to full-time employees and contract/part-time basis employees of EJAG. Except:
In the event of any dispute, interpretation will be given by the Executive Director of EJAG.
The Executive Committee of EJAG shall have the right to modify, amend, replace, revise and/or add any of the provisions of these rules in such a manner and to such an extent, as they may deem fit and necessary.
Staffs who are appointed in the service of EJAG by the EC or the Executive Director of EJAG for an open ended period as long as the needs for them exist in the organization and has been confirmed as a regular staff member of EJAG after having satisfactory completion his or her probationary period.
Human Resources Management Department, of EJAG prepares all new contracts of Employment/appointment letter.
EJAG shall open a personal file for each individual employee, starting from the date of his/her appointment. This personal file should have all records starting from job application, CV, copy of certificates, licenses, interview result sheet, test related papers, reference letters, appointment letter, job description, important correspondence on leave, medical records, performance appraisal, employee’s status and salary changes including transfer (if there is any), increment, promotion, disciplinary actions and any communications with regard to his/her personal behavior, performance etc.
The personal file is treated as a confidential document and nobody will have any access to those files. These should be kept under direct control of the HRD section. On written request of an employee; Executive Director may allow the employee to see his/her personnel documents with some restrictions. All the pages of personal file must be marked with page number, which will start from the first document.
The personal files of ex-employees, subject to the final payment are made, will be destroyed after 5-years from the date of employee’s separation. A committee should be formed by Executive Director to destroy any document of EJAG. In the event of any dispute between the employee and EJAG, the concerned file can’t be destroyed until it is over.
Orientation is defined as the act of introducing a new employee to a job in the organization. It is the guided adjustment of the employees to the organization and their work environment. It is EJAG’s policy to orient all new employees to become acquainted with their new positions within 15 days of joining.
In consultation with the Executive Director, the HRD will arrange and coordinate the orientation program depending on the level of the employee like head of a department, field or support staff and type of job to be performed by the employee like program, finance, technical, administrative or consultant. Whatever the level and the job of the employee, some important areas of orientation based on values and philosophy of EJAG must be included in the orientation program for the employee.
The objectives of the orientation of the employees are to:
A standard orientation program will include at least the following:
At the end of the orientation program, new staff member(s) will write their views/comments and gaps in the orientation process and will send them to Executive Director. Executive Director will then distribute to concerned staff through HRD for feedback.
(i) EJAG’s official working hours will be 45 hours a week for the central and Field offices.
(ii) EJAG’s central and Field office will work for six days. From Saturday to Wednesday from 9.00am to 5.00pm with half an hour break from 1 pm to 1:30 pm and Thursday from 9.00 am to 2.00 pm.
The normal office hours in EJAG central and Field office will be from 9:00 am until 5.00 pm with half an hour lunch break. The office timing for Thursday will be 9 am. to 2 pm. with no break. However, as the job is very demanding in nature all staff must be willing to work beyond office hour if the management desires so. No over time is given to the staffs from grade. But, in case of support staffs, the normal office hours will be from 8 a.m. to 6 p.m. The support staff (Office Attendant, Office Helper, guards, cooks, cleaners and messengers) will receive overtime as per rules.
It is the duty of all staff to timely report for work every official working day unless they are on leave, on tour or sick. Staffs are required to sign the “Attendance Register” by 9:00 a.m. Staff arriving and signing after 9:30 am with information will be allowed but staff arriving and signing after 9:30 am without information will be treated as late and will result deduct of one (1) day’s leave without pay. In addition to that, late arrival of one day delay in reaching office after above mentioned delays will result deduct of one day equivalent basic salary for each day.
(i) Employees, when unable to report to work due to unavoidable circumstances, should
inform their line Managers or HRD as quickly as possible on the same day of their inability to work.
(ii) Habitual tardiness and unauthorized absence will not be allowed and for these, the staff will face with disciplinary action. ACTION MUST BE IN WRITING.
(iii) No staff will be allowed to leave the office during office hours without permission from his/her line manager even if the staff leaves office to attend meeting with any agency.
(i) EJAG will provide a work place free from recognized health and safety hazards.
(ii) All injuries shall be reported immediately to the line manager or HRD/Admin or in their absence to the Executive Director.
Statement of Principles: It is EJAG’s policy to support staff development initiatives, which meet the objectives of developing and strengthening technical skills specific to the concerned project; as well as developing and strengthening managerial skills, and responding to EJAG’s longer term organizational needs. EJAG recognizes that upgrading the skills of its staff contributes to increased organizational effectiveness and improved morale and confidence of the employees. Staff must also recognize the EJAG’s investments in staff development and training are made with limited resources and EJAG expects that staffs who receive such benefits should use them for the betterment of the organization. Finally it is recognized that training and staff development are shared responsibilities. While EJAG will endeavor to create staff development opportunities, it is up to individual staff to seek such opportunities inside or outside EJAG, consistent with a mutually agreed upon development plan.
Inductions and Orientation
EJAG initiated training: (staff skills development)
“EJAG initiated Training” refers to training which is identified and arranged by projects, sectors, department, or units within EJAG. This training could be long term or short term in nature, and take place either in house, in country or overseas. All substantive training will need to be approved first by the Project or Coordinators. The initiative for training may come from either the Sector or Project Coordinator or from the individual. The following criteria will be considered when reviewing potential training opportunities and requests:
(i) Job related training: Job related training for staff development is encouraged. All employees are eligible for training. The cost of approved training will be borne by EJAG, through staffs are encouraged to seek outside opportunities and funding.
(ii) Training needs: Each sector, Program, Project and Section will assess their own training needs and submit the same to the Coordinator for approval with a copy to HRD & Training Unit.
(iii) Review of Benchmark and Performance Appraisal: At the time of assessing training needs, due emphasis is to be given to the benchmark in the individual employees Job Description. A benchmark is defined as the required skills, competencies to perform a job. The employee may have deficiency in some of the key competencies in the benchmark in her/his current position, which must be taken into consideration first. Both the supervisor and the supervisee will agree this upon during the annual appraisal. The development Target/areas needing improvement section in the APA will be given due importance in this context.
(iv) Training Level: A particular training program may or may not apply for all staff in different grades/positions. During the assessment of a training need, the employees’ current skill level will be considered and all effort will be given to match it with the training and development program.
(v) Training Information: A Training Information From for all type of training request to be filled up by the individual employee which will be approved and signed by the respective coordinator/department head or her/his designate before sending it to HRD. HRD will be responsible to keep record of training information in centrally. Besides the training request from employees, HRD will organize additional training if necessary for any employees at the shake of organization. Approved Training Information Form will be submitted to the Finance department during payment request.
(vi) Payment for Training: EJAG will consider paying for all part of the training institution or other outside source. In general, EJAG prefers more cost effective “package” training courses, which include tuition, food and lodging.
(vii) Per-diem and Transport: EJAG will consider paying for these costs within the budget.
(viii) Salary and Benefits: In general, once the training requests have been approved, all staffs will continue to receive their full salary and benefits during the training.
Management Development is an attempt to improve managerial effectiveness through a planned and deliberate learning process. It is also defined as an activity directed at identifying managerial talents, developing them as resources.
The overall goal of the Management Development Program is to assist the EJAG managers to improve their management competencies, which are request for their current positions and for the personal/professional growth. The personal/professional growth refers to an increased capability and competence to meet a set of criteria that demonstrated in performance and individual is able to qualify the test for anticipated higher position in EJAG and/or the outside EJAG.
An equitable and transparent system will be followed in implementing this management development program. Individual managers are responsible to develop their professional competencies and project, sectors, Admin and mission management will provide support to make it happen.
Statement of principle: Performance Management system is a systematic process by which an individual employee’s performance is planned, organized, monitored, appraised, guided, and rewarded. The system does not merely represent an annual event rather it represents a systematic year-round process. The role of performance management is to ensure that an individual employee performs to the best of his/her abilities and realizing own potential and thus fulfill individual and organizational objectives.
Performance Management system is viewed as a cycle having different inter-linked components, each of those having sub-components. The system starts with establishing mutual goal setting at the initial stage of the performance year. Secondly, the system ensures ongoing performance monitoring and feedback, and encourages two-way communications between supervisor and supervisee. Finally, the performance cycle ends with annual performance appraisal. The various elements of EJAG Performance Management System are discussed below:
Performance planning is a clearly defined plan of action, which are mutually discussed and agreed upon by the supervisor and the supervisee at the beginning of the performance year. The discussion on the expectations and mutual goal setting is an important component of the performance planning process. The performance planning is actually brought at the start of the performance period. Expectations must be discussed between supervisors and employees to achieve a clear understanding of critical areas of performance. The most appropriate and efficient time to start this process is at the end of the prior appraisal period. In other words, during the end of the performance year, supervisors and supervisees will discuss and record their expectations for the coming year.
An updated job description will serve as an important basis for annual performance appraisal. Job description lists duties and responsibilities that an employee has to perform in his/her position that need to be reviewed on regular basis. In most cases five major responsibilities will be considered, however, some staffs have fewer or more than five job responsibilities and their performance will be appraised according to actual job responsibilities. If the job responsibilities are changed the supervisors shall develop the new job description for the employee and a copy of the same should be sent to HRD.
The most recent appraisal pinpoints staff’s strength as well as areas that need to be improved. The APA highlights what an employee has accomplished in the past and what is his or her future potential. The future development section of the APA suggests formal or informal training, coaching and mentoring activities or other developmental activities as deemed necessary. Therefore, the review of the most recent appraisal has obvious implications for the new performance plan in the coming year.
Statement of principle: Performance appraisals are a way to encourage communications between supervisors and the employees under their supervision. If performance appraisals are completed without good communications taking place them the process has failed a critical test. At the end of each annual performance appraisal both employee and supervisors should better understand the expectations of the other and be better prepared for the coming year.
Communicating is a two-way process and requires good listening as well as clear speaking and writing. Supervisors and employees are all encouraged to make their communications clear and ensure that they are understood. Better communication leads to better understanding more capable management and stronger performance.
The job performance of all confirmed staff must be evaluated at least once annually by using the performance appraisal formats. In special circumstances an employee may be evaluated more frequently, but the minimum is once per year. There is one APA format that is used by all staff.
While doing self-evaluation all staff must be careful about judging their own actual performance against the expected performance target. All must remember that all staffs are hired to do a specific job in a complete, correct and timely manner. It is the responsibility of each individual staff to deliver a complete output based on the set performance target and this is not something additional.
An EJAG employee can be required to be transferred from one job to another or to be transferred to another geographical areas within EJAG offices as desired by the management. Or may be deputed to other agency (if management so desires). The purpose of a transfer is to broaden the experience of an employee or to meet the organizational need or also as punishment.
The salary status of an employee who is transferred will not be changed unless the new position involves a greater or complex responsibilities and the Executive Director agrees this change.
When an employee is transferred to another location, he/she will be entitled to a relocation allowance at the rate of Tk. 20.00 per km for transport and packaging his/her household goods. Besides, she/he will be given travel cost of spouse and for maximum two children. Only Staff will be given per diem for the day of journey. Employee is entitled of 2 days leave when he/she will be transferred to another office located outside the present working areas.
Any of the following acts on the part of an employee will amount to misconduct:
Without prejudice to the other provisions contained in these regulations, an employee of EJAG shall be given one or more penalties, if he/she:
There shall be two kinds of penalties, which may be imposed under these rules.
The following are the penalties:
An employee on whom a penalty has been imposed shall have the right of making an application for review and appeal within one month from the date on which the incumbent is informed of the punishment order.
EJAG will ensure that:
(i) employees understand the EJAG Grievance Procedure
(ii) employees are aware that no reprisals will be taken against them for using the procedure
(iii) employees should first bring any grievance(s) to the attention of their Line Manager within 7 days of the occurrence of the cause of such grievance in written. The Line Manager will reach a fair and reasonable solution within 7 days of receipt of such grievance, inquiring into the matter and give his/her decision, in writing, to the said employee(s) informing the head of HRD and to Executive Director.
(iv) if the Line Manager became unable to resolve it satisfactorily only then the Line Manager/ the employees should bring the grievance(s) to the attention of the Executive Director through the head of HRD.
All grievances/complaints must be in writing, signed and dated by the concerned employees(s).
(i) An employee, prior to his/her release from job through resignation or any action initiated by the organization, he/she must do a turnover of his/her responsibilities to his/her successor or to a staff as designated by EJAG Management.
(ii) An employee who resigns or is terminated, dismissed or retired must have a clearance certificate from the concerned sections of EJAG central office/chapter office and then submit copy of the same to the Executive Director.
(iii) A clearance certificate, approved by the Executive Director, will be sent to the Accounts Section. The Accounts Section will prepare a final settlement statement which will be signed by the outgoing employee indicating that he/she agrees to the settlement and nothing is due to him/her from EJAG and he/she will receive the final payment after having the approval of the Executive Director. The final settlement statement upon completion will be kept in the employee’s personal file.
(iv) An outgoing EJAG employee is entitled to a service certificate. The Executive Director will sign the service certificate.