HUMAN RESOURCES MANAGEMENT POLICIES · PURPOSE: The purpose of this section of the Human Resources Management Policy is the explanation and clarification of processes and procedures

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HUMAN RESOURCES MANAGEMENT

POLICIES


PART ONE - RECRUITMENT and APPOINTMENT

(Also refer to Co. procedure on Recruitment, Selection and Placement - HR 001)

PURPOSE: The purpose of this section of the Human Resources Management Policy is

the explanation and clarification of processes and procedures governing

the recruitment and appointment of personnel in the Organisation.

The policy aims to describe the relevant steps to be followed in the

initiating of a vacancy, the internal and external advertising, selection and

appointment of staff to meet the operational requirements to enable

optimal functioning for the Organisation.

INITIATION OF

RECRUITMENT:

Recruitment is initiated with the approval of a position or vacancy within

the organization. Interviews may be conducted in accordance with the

competency based specifications and job criteria for vacancies

CREATION OF

POSITIONS:

Prior to the establishment of a position for a specific operational area it is

the responsibility of the management to ensure that the relevant tasks

associated with the position is identified and described in a formal job

description of the organisation.

In addition management will also satisfy itself that the necessary resource

to sustain the position is available in the organisation.


JOB DESCRIPTIONS:The organization will create a job description, job title and remuneration

structure incorporating the following details:

Title of the position

Purpose and aim of the position

Who the description was obtained from and who approved the job

description

Key responsibilities

Individual levels of authority

Reporting structure

Minimum requirements for the position

Review dates and redefining of the job description

CONDITIONS FOR

APPOINTMENT:The organisation may appoint employees on a permanent basis, fixed term

or temporary basis as either full-time or part-time employees.

The organisation is however restricted from the appointment of any

underage person.

VETO The Management Team are empowered to veto selection and or

appointments of any level of employment.

EMPLOYMENT

EQUITY

Refer to 6 – SOA Policy on Employment Equity

RECRUITMENT: The main objectives of recruitment include:

- To ensure that all categories of employment within the organization


reflects the demographic profile of the country.

- To ensure that all employees have equal access to development and

advancement based on merit, performance and development.

- To ensure a non-discriminating working environment.

The organisation will identify and list the requirements of any position and

will ensure that the requirements for employment do not discriminate

against historically disadvantaged persons and will comply with all

statutory requirements for appointment of employees, and based on the

requirements of the job, determine the combined requirements for

employment in terms of competence, i.e. knowledge, skills, behavior,

attitude and values.

ADVERTISING: The organization has the option to use both internal and external

advertising to communicate identified vacancies. The organization may

make use of the services of an appropriate agency or agencies to identify

candidates for positions.

The organization will advertise positions and vacancies internally prior to

any public advertising. Management reserves the right not to advertise

positions where employees had already been identified for promotion in

accordance with their development/succession plans. Management also

reserves the right not to consider employees for transfers within their first

year of service within the company, unless authorized by the CEO.

An advertisement for a position shall include the realistic requirements as

determined by the organization, the post title and core functions of the

position.


SELECTION: A paper-based selection is completed and only short-listed candidates

meeting the level of experience and qualifications required for the vacancy

is invited for an interview.

Such interviews is not perceived to be discriminatory but a vehicle to obtain

the relevant information required by the organisation to make relevant

decisions about a candidates suitability towards a position based on

relevant levels of knowledge and skill as per job requirements.

A closing date stipulating that candidates not receiving a response prior of

on a specific due date, were not considered for the position, is

communicated in published advertisements for the recruiting of candidates.

A written letter of rejection is not required.

Proper reference checking on all short listed candidates should be

conducted prior to an offer of employment being made to a selected

candidate.

For reasons relating to the applicant's right to privacy any reference check

should ideally be conducted with the full knowledge and consent of the

applicant.

OFFER OF

EMPLOYMENT:

Final approval for selection and an offer of employment lies with the

Management team of the organization. After finalization of the selection

process Management of the organisation will make an offer of employment

to the successful candidate. Letters of appointment will be compiled and


generated by the office of the Management team of the organization.

The following forms and material is submitted for the creation of a

personnel file for all employees:

- Curriculum Vitae

- Certified copy of Identification

- Certified copies of qualifications

- Signed letter of appointment

- Signed job description (Copy for file, original to be kept by

employee)

- Copy of drivers license

- Banking details for processing of salaries.

- Employee personal detail form, and all other forms required from

the payroll department.

CONTRACT OF

EMPLOYMENT:

Subsequent to the acceptance of the offer of employment the candidate will

be issued with a letter / contract of employment.

All documentary and other proof of confirmation of his/her application may

be requested by management. Such documentation may include

qualification and certificates, valid identification document or work permit.

The written contract of employment should be signed by the employee and

a signed copy thereof retained in the personnel file of the employee.

The contract of employment issued to employees of the organisation will

include:

i. The full name and address of the employer;

ii. The name and occupation of the employee + department + paypoint

iii. The place of work, and, where the employee is required or permitted

to work at various places, an indication of this;


iv. The date on which the employment starts;

v. The employee's ordinary hours of work and days of work;

vi. The employee's salary.

vii. The stipulations of pay for overtime work;

viii. Any other cash payments that the employee is entitled to;

ix. The intervals at which remuneration will be paid;

x. Any deductions to be made from the employee's remuneration;

xi. The leave to which the employee is entitled;

xii. The period of notice required to terminate employment, or if

employment is for a specified period, the date when employment is to

terminate;

EMPLOYEE

RECORDS:

The Organization will ensure that a record is kept of each employee with, as

a minimum, the following particulars:

Full names;

Date of birth;

Identity number;

Citizenship;

Name, address and telephone number of next of kin;

Employee demographics

Home address and telephone number;

Date of joining the employ of Organization;

Nature of contract;

Job title;

Occupation and position as defined by the Organisation.

Current and previous positions in the Organisation in the event of

promotion and records of such promotion;

Details of remuneration and performance awards;

Details of pension/provident fund, medical assistance and other

benefits;


Details of leave authorised for any purpose; and

In addition to the above, the Basic Conditions of Employment Act requires

the following further information to be kept record of by an employer:

The time worked by each employee as determined in the contract of

employment;

The remuneration paid to each employee as determined in the

contract of employment.

RETENTION OF

RECORDS:

All information is required to be kept by an employer in terms of the Basic

Conditions of Employment Act must be kept for a period of 3 years from the

date of last entry in the record

PROBATION: All new employees on full time employment will be required to undergo a

three month period of probation to enable opportunity to evaluate the

employee's performance before confirming the appointment and also to

allow a supervisor to judge and train a suitable candidate for permanent

employment. Managers/Supervisors must review performance on a monthly

basis. (Probation forms to be completed are available from the HR

dept.)(must returned to the HR department)

TERMINATION OF

APPOINTMENT:

The management may terminate the probationary appointment of an

employee but will always act within the ambit of the Labour Relations Act’s

Code of Good Practise.

PROMOTION IN THE

ORGANISATION.

Appointments and promotions will be made strictly on merit and

competency levels required to prevent accusations of discrimination or

window-dressing.


Rewards will be based on merit, competence, objectivity and transparency.

All existing staff will receive equal consideration for promotion based on

merit and decisions for promotion will be motivated with identified reasons

for consideration.

Where promotion is approved change in job description, responsibilities,

conditions of employment and appointment will be communicated to the

individual in writing.


PROCESS DIAGRAM

RECRUITMENT

YES

NO

YES

Position becomes vacant

or is established according tooperational needs

Organisation has theresources to support the

position

Position or filling of vacancy isauthorized by Director

Offer of employment made tosuccessful candidate / other

candidates informed

Suitable candidate

Identified

Candidates from applicationsreceived are short-listed and

interviews scheduled

Interviews conducted byManagement Team

Internal sourcing

Tasks determined or described toestablish job description

Employment Equitytargets.

External sourcing andadvertising

Requirementsassessed against job

function anddescription

Offer accepted

Finalise appointment andrelevant administration

Induction and trainingprovided and signed off


PART 2 - TERMINATION OF SERVICE

PURPOSE: This section of the Human Resources Policy provides the relevant

guidelines, processes and procedures associated with the termination of

services in the Organisation.

The following conditions govern the termination of services in the

Organisation:

Employment shall be automatically terminated by the employee

through retirement (65 years of age), or if the employee is disqualified

from acting as an employee of the organization through statutory

provisions.

Resignation, retirement, dismissal or retrenchment results in the

leaving of the organisation by employees.

In the event dismissal or retrenchment, the organization will respect

employees’ rights whilst also acting in the best interest of the

organisation.

RESIGNATION:Notice of termination of service by the employer or employee will be in

writing. The following will apply:

One month for junior or probationary staff members

Two months for senior or head office staff members


Where operational requirements allow, the organisation has the option of

accepting a shorter notice period.

The organization reserves the right to pay the employee the remuneration

that would have been received had an employee worked the notice period,

and request the immediate evacuation of the position to protect the

interests of the organisation in specific circumstances.

DISMISSAL FOR

DISCIPLINARY

REASONS:

A decision to dismiss an employee shall be taken after thorough

investigation. Immediate dismissal shall be effected if an employee:

- commits any act of gross misconduct or repeats or continues, after

written warning, any other material breach of his/her obligations.

- is guilty of any conduct, which in the opinion of the organization

brings him and the organization into disrepute.

- is convicted of any criminal offence.

- Commits an act of dishonesty whether relating to the organization,

any of its employees of otherwise.

- is in the opinion of the organization, incompetent in the performance

of his or her duties, after written warning and a person given the

opportunity for improvement.


RETRENCHMENT: In the event of dismissal for reasons based on the employer’s operational

requirements, the organisation will pay severance pay of a minimum of one

week basic remuneration for each completed year of continuous service,

subject to the required consultation process.

The organisation retains the right to discharge employees on account of

mal-performance or incapacity (ill health or injury) to carry out the required

duties efficiently. Any related actions will be handled in accordance with

practices described in relevant legislation.

EXIT INTERVIEW: Either the Management of the organisation or the human resources

department will conduct an exit interview with individuals leaving the

employ of the organisation for whatever reason in order to assess reasons

for resignation and the following of correct termination of employment

procedures.

Relevant organisational property including key’s, permits, access cards and

so forth will be handed in by the individual and signed for by a

representative of the organization.

CERTIFICATE OF

SERVICE:

On termination of employment the organisation will provide an employee

with a certificate of service.


PART 3 – REMUNERATION

PURPOSE: This section of the Human Resources Policy provides the relevant criteria

and guidelines governing the determining, communication and method of

payment of remuneration in the Organisation.

DETERMINATION OF

SALARIES ANDWAGES:

The management team shall approve the salary scales for all positions. In

deciding these, the question of market comparability, qualifications,

experience and suitability for the position shall be taken into consideration.

Remuneration packages can be structured to accommodate individual

responsibilities – such as a travel allowance or a car allowance.

Package structuring must be in line with current tax legislation

requirements.

COMMUNICATIONOF PAY AND

RELATED MATTERS:

Individuals will receive a monthly pay-slip reflecting the individual’s

remuneration, all relevant legislated deductions and the amount paid over to

the individual after deductions.

INCREMENTS: Increments are at the discretion of the organization and is offered where

applicable once per annum to employees with one year and more service..

PAYMENT: Salaries and wages will be paid on a predetermined date. Should the

predetermined date fall on a Saturday, payment will be received on the

Friday prior to the Saturday and in the event of the day falling on a Sunday;

payment may be received on the Monday following the Sunday.

METHOD OF

PAYMENT:

The salary of employees will be paid directly into the employee’s bank

account.


It is the responsibility of the employee to ensure that the banking details

recorded in the records held by the organisation is correct; and changes to

the employee’s banking details will be submitted by the employee to the

organisation within three working days of such change occurring.

In the event of an employee not having a bank account he/she will be given

guidance in opening such an account

DEDUCTIONS: The company will not hold back any payment from an employee or require

an employee to pay the company or any other person for the:

- employment or training of the employee (On the job training – excludes

external training initiated by the employee)

- supply of any work equipment or tools

- supply of anything necessary to ensure compliance with health and

safety requirements. The company will supply safety equipment as per

the requirements of the safety legislation. It is also the employee’s duty

to report any safety deviations or lack of required safety

clothing/equipment to his/her supervision

The company will not make any deductions from an employee’s

remuneration unless (a) the employee in writing agrees to the deduction in

respect of a debt, or (b) the deduction is required or permitted in terms of a

law, collective agreement, court order or arbitration award. The company

will deduct money for the reasons provided in the Sectoral Determination.

Deductions of the following will be considered:

- medical aid (where applicable) and retirement fund

- union fees (sufficiently representative trade union)

- court orders

- deductions for transport provision or accommodation (where


applicable)

- debt for purchases at the company’s shops on the resort/estate, or

second hand furniture bought by the employee from the employer.

Employees have a responsibility to look after the assets of the company.

Assets may include any equipment or money used by the worker during

his/her employment. If an employee is careless in looking after the assets,

the company will deduct for the loss or damage of these assets. However

the company will follow a fair procedure, give the employee an opportunity

to shoe why the deduction should not be made, ensure that the amount

claimed is not more than the actual amount of the loss or damage and

ensure that the deduction will not exceed one quarter of the employee’s

remuneration.

PART 4 – LEAVE

PURPOSE: This section of the Human Resources Policy describes the criteria, guidelines

and relevant processes and procedures associated with the allocation of

leave as well as the types of leave and the conditions for leave within the

Organisation.

In addition it also clarified the responsibility of both the Organisation and its

employees as it relates to the administration of leave within the

Organisation.


This policy applies to all permanent employees of the organization including

those still serving a probationary period. Only those employees who work

less than twenty-four (24) hours a month for Organization will have this

policy not applicable to them.

ANNUAL LEAVE: As per the Basic Conditions of Employment Act, all permanent employees

are entitled to at least twenty one days consecutive days annual leave, at full

pay in respect of each completed twelve-month cycle of employment.

In addition to the above, all employees are entitled to full pay for all official

South African public holidays

PRO RATA LEAVE: During the first year of employment, leave will only be granted on a pro rata

basis. The company will reduce an employee’s entitlement to annual leave by

the number of days of occasional leave on full pay granted to the employee

in that annual leave cycle.

LEAVE CYCLE: Leave to which an employee is entitled must be taken not later than six

months after the end of each twelve-month leave cycle. The leave cycle is

defined as the 12-month period for any given year.

LEAVE CREDITS Will be displayed on pay slips of employees.

PAY IN LIEU OF

LEAVE:

The company will not pay an employee instead of granting paid leave, except

on termination of employment. The company will pay the company’s leave

pay applied for, on the employee’s usual pay day.

APPLICATION FOR

LEAVE:

Applications for annual leave will be made on the approved form, supported

by the relevant manager for recording. The approval of annual leave at a

particular date and time shall be at the discretion of the organization.


The organization is accordingly entitled to refuse to allow an employee to go

on leave at the employee's chosen date and time if the operational needs of

the organization require that the employee remain at work during the

period in respect of which leave has been requested. The principle of

reasonableness must be applied in all instances.

In particular, unless otherwise determined by the organization, annual leave

shall not be permitted during any period of notice of termination of

employment.

LEAVE ROSTER: Employees are required to apply for annual leave at least 14 working days,

prior to the commencement date of the planned leave.

SICK LEAVE: Employees are entitled to 36 days paid sick leave during a period of 3 year

Sick Leave cycle.“Sick leave cycle” means the period of 36 months

employment with the same employer immediately following- (a) an

employee’s commencement of employment; or (b) the completion of that

employee’s prior sick leave cycle.

PRO RATA

ENTITLEMENT:

During the first six months of employment an employee is entitled to one

day paid sick leave for every 26 days worked.

REPORTING ILLNESS: Upon being taken ill other than at work, it is the duty of the employee to

ensure that the illness is reported to the relevant manager without delay.

Application for sick leave shall be done on the company’s prescribed leave

form.


PAYMENT OF SICK

LEAVE:

In terms of the Basic Conditions of Employment Act, an employer is not

required to pay an employee sick leave if the employee has been absent

from work for more than two consecutive days, or on more than two

occasions during an eight (8) week period and does not produce a medical

certificate stating that the employee was unable to work for the duration of

the employees absence on account of sickness or injury.

Medical certificates must be issued and signed by a medical practitioner or

any other person who is certified to diagnose and treat patients and who is

registered with a professional council established by an Act of

Parliament.(Sick Leave is not accumulative in rand value)

MATERNITY LEAVE: An employee will be entitled to four consecutive months unpaid maternity

leave. Maternity leave may commence at any time from four weeks before

the expected date of birth, unless otherwise agreed; or on a date from which

a medical practitioner or a midwife certifies that it is necessary for the

employee’s health or that of her unborn child.

An employee may not work for six weeks after the birth of her child, unless a

medical practitioner or midwife certifies that she is fit to do so. An employee

who has a miscarriage during the third trimester of pregnancy or bears a

stillborn child will be entitled to maternity leave for six weeks after the

miscarriage or stillbirth, whether or not the employee had commenced

maternity leave at the time.

The appropriate leave forms shall also be completed in the event of

maternity leave being taken. Employees are to notify their HR Payroll

Department in writing at least four months before the employee intends to

commence maternity leave and of the expected return to work after

maternity leave. Further detail can be obtained from the Payroll

Department.


It is the responsibility of the employee to apply for compensation from the

Department of Labour for the above period.

FAMILY

RESPONSIBILITY

LEAVE:

Employees in the service of the organization for more than four months and

who works a minimum of four days a week shall annually be entitled to three

days family responsibility leave during each twelve months of employment

when the employee’s child is born; when the employee’s child is sick; or in

the event of death of the employee’s spouse or life partner; or the

employee’s parent, adoptive parent, grandparent, child, adopted child,

grandchildren or brother or sister.

The company will require proof of the reason thereof before approving the

leave. Family responsibility may not be carried over to the next leave cycle.

UNPAID LEAVE: In exceptional circumstances unpaid leave may be granted to employees at

the sole discretion of the management of the organisation. Unpaid leave

must follow standard leave application procedures.

STUDY LEAVE: Staff shall be entitled to apply for 2 days study leave upon submission of

proof of registration with any registered or accredited training,

development or educational institution for any one subject being written.

This will include the day on which the exam is written and the day prior to

the examination date. Courses/subjects taken must be in an appropriate

field of study, approved by the employer.

Study leave must follow standard leave application procedures.

The organization has the right to request proof of access to examinations as

well as timetables for examination one month prior to the date (s) for which

leave is requested.

Where an examination date falls on a Monday employees are not entitled to

leave on the Friday commencing the weekend before the actual


LEAVE FOR LONG

SERVICE

examination.

In the case of a supplementary examination only the day of the examination

may be taken as leave. It is the employee’s obligation to submit his/her

results within two months of writing of examinations, failing of which the

particular days will be regarded as normal leave.

The company will provide long service leave to employees with the following

years of service:

- After 10 years service: an additional five working days annual leave.

- After fifteen years service: an additional five working days annual leave

in addition to the days above.

PART 5 - TRAINING AND DEVELOPMENT

PURPOSE: In line with the overall objectives of the organisation, it is the policy of the

organization to develop the competencies of all personnel in accordance of

their job function. Where cases have merit the company pays for training.

This is however at the discretion of the organisation.

Where possible the organisation will provide internal training, development,

mentoring and coaching to enable the training and development of the

individual over and above the normal employee induction and familiarising

with organisational operational procedures and formats.

Where internal training capacity cannot meet training and development


requirements of the organisation, external training and development is

supported.

This section of the Human Resources Policy governs all aspects, processes

and procedures associated with the management of training and

development of staff in the Organisation.

IDENTIFICATION OF

NEEDS:

Assessment of needs may be carried out in the work situation (individual

interviews) or as part of a group discussion with the view of identifying needs

or addressing those needs. To address identified needs, either internal or

external resources may be utilised.

Managers will analyse training, development and education needs of their

staff through the performance and other appropriate means. The

identification of individual development needs is closely related to:

Individual self-assessment and quality assurance of job requirements

as employees are encouraged to take responsibility for the

management of personal development.

Output requirements as stipulated in individual job descriptions.

Standard operational Procedures

Performance appraisals of individuals against identified areas of

responsibility

Where training needs are identified, either as the result of non compliance to

job specific requirements, or as part of the career path development of the

individual, it is the policy of the organization to ensure that the necessary

competencies and opportunities for development, where possible, is

obtained.


FUNDING: Where possible the organization will allocate funding for training,

development and education opportunities directly relevant to the

operational environment.

CRITERIA FOR

FINANCIAL

SUPPORT:

The following criteria govern the approval of financial support for

applications for training education or development:

1. The outcomes of a programme has to provide direct benefit to the

organization and the employee

2. Financial assistance for training, education and development will only be

extended to permanent employees.

3. Should an employee not conclude funded training, education or

development the organisation reserves the right to reclaim all funding

provided towards study.

4. An agreement between an employee and the organisation will be

concluded which will be binding on the employee to serve for a specific

period of time depending on the length of study and the financial

implications for the organization, currently identified as one year for

each year of study.

5. An employee who studies part-time will redeem the contract period by

serving at least one year after attaining the relevant qualification, or

otherwise as decided by Management.

6. Should an employee leave the services of the organization for whatever

reason before the agreed period of service has expired, the organization

reserves the right to seek repayment of all monies expended on the

training, education or development of the particular employee, including

interest.


APPROVAL

PROCEDURE:

The responsible manager will approve applications for training, education or

development, in conjunction with the Training and Development Manager..


PROCESS DIAGRAM

TRAINING AND DEVELOPMENT

NO

YES

YES

NO

Staff development

And training

Skills

Audit

Add Training Needs toWorkplace Skills Plan /Staff Development Plan

Funding Available andbudgeted for?

Implement Traininginterventions

Positive application ofskills and competencies to

address training gaps

Update Staff recordsand WSP Report

Evaluate training impactand application in the

workplace

Apply for funding whereapplicable or required

Identification

of Training Needs

Quality Policy/ visionand mission

Job descriptions

for staff

PerformanceAppraisals /

Management


PART 6 - CODE OF CONDUCT,

DISCIPLINARY PROCEDURE, DISCIPLINARY ACTION AND SCHEDULE OF OFFENCES.

GRIEVANCE PROCEDURES

PURPOSE:Disciplined behavior is essential both for the successful achievement of the

company’s objectives and for the fair treatment of its employees. It is the

responsibility of management to maintain disciplined behavior. For

discipline to be maintained fairly, employees should know what constitutes

misconduct or poor work performance and the procedure which will be

followed when dealing with either.

The code of conduct refers to the general standards employees must

adhere to in daily performance and conduct in the workplace and assist

both management and employees of the organisation in promoting

efficient relationships supporting the developing of the organisation whilst

providing a framework, which promotes the co-operative functioning of

the organisation through the minimising of conflict within the organisation.

Where conduct requires disciplinary intervention disciplining of the

individual is aimed at a corrective rather than a punitive approach to

protect the interests of employees and the employer alike. The aim is to

bring about a change in the behavior of the employee who has indulged in

undesirable actions or poor work performance, so that such employees

adheres willingly through greater acceptance and understanding to

standards of conduct and performance.

An employee shall be given a reasonable opportunity to reply to

allegations of misconduct and may seek representation from within the

company if she/he deems fit. An appeal against a decision may also be


made within three (3) working days of receiving information about the

decision of the company.

Similar offences committed in similar circumstances should be treated

equally through similar disciplinary action subject to evident aggravating

or mitigating circumstances


DISCIPLINARY

INTERVENTION:

Disciplinary action requires the application of effective disciplinary

procedures to initiate corrective action where the behavior of the

employee has been unacceptable and to enable the organization to

function effectively and efficiently.

The organisation subscribes to the following principles:


Procedural

Fairness:

Procedural fairness requires that applicable action is taken

through the application of a fair and transparent procedure

in the appropriate and correct way.

Procedural fairness is maintained by following the general

principles of disciplinary hearings.

These include:

- timely notification of a hearing to all parties involved

- the complaint and nature of the alleged offence of

misconduct,

- date of the hearing,

- time of the hearing,

- venue where the hearing will take place,

- the right of the accused to allow for an interpreter and

internal representative and

- the right of both the accused and the Organisation to

call witnesses.

- the right to have mitigating factors considered in any

decision on the appropriate penalty

- feedback and advising in writing of the penalty

imposed

- the right to an appeal in terms of applicable legislation.

- Right to refer the matter to the CCMA after the

internal appeal, should he wish to do so.

Substantive

Fairness:

The confirmation of an alleged transgression and reasons

why an employee transgressed in terms of the policies,

procedures or operational standards of the organisation


must be verified in the investigation in order to ensure

substantial fairness in the handling of disciplinary

intervention.

DISCIPLINARY

ACTION:

The Disciplinary Procedure allows for progressively more serious

misconduct to be dealt with more severely. The range of actions include

Corrective

Counselling:

In the event of the seriousness of the misconduct warranting

corrective counselling the misconduct must be brought to

the employee’s attention and opportunity must be given to

establish the reasons for the misconduct.

Agreement must be sought and reached to rectify behaviour

or to take steps to implement identified action. The

employee must be given reasonable time to improve. This

process must be documented for both the employer and the

employee’s records. The employee must be informed that

should his/her performance not improve, this could lead to

further disciplinary action and possible dismissal.


Verbal

Warning:

The issuing of a recorded verbal warning serves to provide

relevant intervention that could result in more serious

disciplinary action in the event of further misconduct in the

absence of the effective resolving of misconduct.

The warning process must take the form of a private

interview with the employee. The employer must explain

what the undesirable behaviour is, why it is a problem and

explain ways and means whereby a recurrence can be

avoided. The employee is entitled to respond.

A verbal warning is intended to be informal with the

emphasis on correcting the employee’s conduct through

discussion. The verbal warning must be recorded in writing

on the employee’s personal file.

Verbal warnings are retained on the individuals personnel

file for a period of three months.


Written

Warning:

Where a verbal warning fails to improve performance or

conduct or where conduct is considered sufficiently serious

a written warning, describing the incident or behavior and

taking previous verbal warnings into consideration is issued,

signed by both parties and placed on record for a minimum

period of six months. The exact nature of the misconduct

must be recorded and explained to the employee.

Where the employee refuses to sign the written warning

form, the fact will be noted on the form, and the employee’s

refusal to sign the written warning will be witnessed by a

third party.

Final Written

Warning:

Where the seriousness of misconduct warrants a final

written warning the final warning will be recorded, signed by

both parties and will be placed on record for a period of six

months.

The procedure for the issuing of a final written warning is

the same as that of the written warning procedure.

Where the employee refuses to sign the final written

warning form, the fact will be noted on the form, and the

employee’s refusal to sign the written warning will be

witnessed by a third party.


Suspension: The organization is entitled to suspend an employee on full

pay whilst investigating a case of misconduct against the

employee, for as long as may be necessary to conduct an

investigation and hold a hearing.

The employer will normally suspend the employee if he/she

believes that it will be in the employer’s best interest for the

employee not to be on duty.

Demotion: The Presiding Officer may consider demotion, i.e. placing the

employee into a lower grade or job, as appropriate

disciplinary action pursuant to the holding of a disciplinary

enquiry.

Dismissal: Dismissal, either summarily or with notice, is considered the

ultimate sanction and is only applied when all remedial

action is deemed to have been taken with no satisfactory

result, or when corrective action would not been deemed

appropriate in view of the seriousness of the offence

committed by the employee.

PROCESS: The following process shall apply to the preparation, conducting and

recording of any disciplinary action in the Organisation:


STEP 1

Preparation

and notice of

a disciplinary

hearing.

The employee is notified of a disciplinary hearing taking

place, in writing, at least two days prior to the scheduled

date.

Notice includes all aspects defined to support procedural

and substantive fairness including details of the date and

time of the hearing, the place and venue and information on

the rights of the employee to representation by a fellow

employee, a witness or witnesses and an interpreter.

The individual is required to sign receipt of the notice; and

should the individual refuse to sign receipt of the notice, it

will be recorded as such by the Arraigner in the presence of

a fellow employee who will sign in confirmation that the

notice has been served on the alleged offender.


STEP 2

Conduct a

disciplinary

hearing

The disciplinary hearing must be held within the stipulated

time mentioned in the Notice of a Disciplinary hearing as

been forwarded to the employee.

The following proceedings should be adhered to during the

hearing:

1 Introduction of attendees and description of respective

roles in the hearing

2 Clarification of correct procedure followed for the

notification of the hearing

3 Introduction of attendees and description of respective

roles in the hearing

4 Clarification of correct procedure followed for the

notification of the hearing

5 Reading of charge or description of alleged misconduct


6 Confirmation of understanding of charge or misconduct

been investigated.

7 Opening Statement by the complaining manager and

thereafter by the alleged offender.

8 Alleged offender or his/her representative is given the

opportunity to plead.

9 Complainant leads evidence, calls witnesses and

presents the evidence.

10 Alleged offender will be given opportunity to question

any witnesses.

11 Alleged offender provides evidence, call witnesses and

present the evidence.

12 Complainant provided with an opportunity to question

witnesses.

13 Presiding officer reach verdict of guilty or not guilty on

all the evidence presented.

14 Plea in mitigation / leniency by alleged offender. Service

record and the disciplinary record to be taken into

account.

15 Plea in aggravation by complaining manager where

there are aggravating factors in existence.

16 Finding, reasons and penalty are made known to the

alleged offender by the presiding officer.

17 Rights to appeal must be clearly communicated.

18 The presiding officer may wish to adjourn the hearing in

order to consider the evidence before making a decision

on the guilt or otherwise of the alleged offender.

19 He may also wish to adjourn the hearing after having

heard the parties’ submissions in relation to mitigation

and aggravation in order to consider the appropriate

penalty.


APPEAL:

Appeal decisions will

Only be applicable for

Dismissals.

The purpose of the appeal procedure is to allow the fairness, legality,

justice and consistency of a disciplinary decision to be tested by a person

who was not involved in the disciplinary decision.

This is to ensure impartiality and to protect the interests of both the

employer and the employee. It is the organisation’s policy that all

employees will be afforded the opportunity to appeal against disciplinary

decisions within three (3) working days of the decision being taken.

Grounds for

Appeal:

An application to appeal against a disciplinary decision

may be based on substantive and procedural grounds

as outlined above.


Process of

Appeal:

At the time that the disciplinary decision is being given,

the employee should be made aware of his/her rights of

appeal and be afforded the opportunity to lodge an

appeal with the Chairperson within three (3) working

days after being informed of the disciplinary

decision/sanction. The Chairperson should forward the

appeal to his senior manager for consideration.

A written record of the proceedings of a

hearing/appeal and the decisions taken will be

recorded and filed by the relevant snr manager of the

appeal hearing.

The senior manager shall then consider the appeal. In

reaching a decision on the appeal, the senior manager

shall be entitled to either: confirm, reduce, withdraw or

increase the penalty imposed.

He shall make a decision appropriate in the

circumstances. If not satisfied with the outcome of the

appeal hearing, the employee retains the right to utilise

the dispute-resolution mechanisms provided under the

Labour Relations Act.


DISCIPLINARY ACTION : Process Diagram

NO

Yes

NO

Transgression

by employee

Suspension /

not suspended

Employee found guilty ofalleged misconduct /

transgression

Appeal

Lodged

Employee returns towork

Transgressionevaluated against

definitions andappropriate action

Substantive andProcedural fairness

maintained

Disciplinary Hearingconducted by Disciplinary

Committee

Notice of DisciplinaryHearing

Appropriate disciplinaryaction provided and

recorded on file


PART 7 - HANDLING OF GRIEVANCES

Refer to Policy/Procedure

PART 8 – SEXUAL HARASSMENT


PART 9 – EMPLOYMENT EQUITY POLICY


PART 10 – HIV/AIDS POLICY


PART 11 – CAR ALLOWANCE SCHEME


PART 12 – THEFT/FRAUD POLICY

Refer to Policy/Procedure.


PART 13 - PERFORMANCE MANAGEMENT

PURPOSE:Evaluation of the performance of staff is conducted in the Organisation

in order to provide opportunity for the assessment of an individuals

output against areas of responsibility as reflected in the individuals job

description as it relates to the standard operational procedures and

acceptable output and delivery standards governed by the quality

management system the organization subscribes to.

The main purpose of performance management is the advancement of

communication between subordinates and supervisory staff/line

management, motivate staff, quality assure all operational aspects and

appraise and set uncomplicated, achievable and measurable objectives

for all personnel, identify output and performance gaps, training

requirements and to enhance career growth and personal development

within the organization.

PRINICPLES:Performance evaluations will be done on a continuous basis and the

management team will be informed of all personnel activities and

performance guided through standard operational procedures and key

performance areas of all positions as embedded in the Job descriptions

of employees.

Performance management procedures will be outcomes-focused and

aim to enhance the ability of employees to achieve the objectives of the

organisation, while at the same time linking-up with individual career


and skills development.

APPLICATION:The policy is applicable to all individuals employed by the organization

and at any delivery sites of the organization.

TRAINING:Management, supervisory staff and employees will be briefed and

where necessary trained in the utilization and finalization of

performance evaluations enabling optimum utilization of the system for

all levels of staff in the organization.

PROCESS:Both the appraiser and appraised complete the relevant forms

separately and then meet and discuss operational performance for key

and other areas of responsibility until agreement is reached to a final

joint completion of the appraisal through communication and dialogue.

FREQUENCY:Informal appraisal of performance is executed on a continuous basis

through meetings with personnel whilst a formal performance appraisal

is executed once a year.

DISAGREEMENT ON

PERFORMANCE

OUTPUT:

In the event of a difference of opinion that cannot be resolved through

agreement, the difference should be referred to the next level of

authority for finalization.

A Copy of the form, signed by both parties is provided to the individual

whilst a copy is also placed on the file of the individual to track areas

identified for improvement or development.

The organization will manage performance in a consultative,

developmental and non-discriminatory manner in order to enhance

efficiency and service delivery.


APPLICATION OF

OUTCOMES:

The resultant outcome of the performance appraisal will be

incorporated in the identification of training needs for employees in

accordance with the job function and areas of responsibilities assigned

to individuals.

In addition to the identification of individual training and development

requirements, the outcomes of performance appraisals could also be

applied towards the motivation of performance bonuses and annual

increases for staff.


PROCESS DIAGRAM - PERFORMANCE EVALUATION

Continuous Performance Evaluation

and annual performance appraisal

Performance appraisal process andprocedures trained

Performance Appraisals conducted

Identify developmentneeds and or areas for

improvement

Individual input

Job descriptions and Standard

Operational Procedures

Responsibility and monitoring ofindividual performance / output

Job specific requirements and KeyPerformance Indicators

Record the evaluation outcomes andsign agreement on final decisions

Performance probationif and when required

Training needs analysiscompleted and aligned to

organisational needs

Staff Development Cycleinitiated

Recognition ofexcellence

Disciplinary action if andwhen required

Documents

HUMAN RESOURCES MANAGEMENT POLICIES · PURPOSE: The purpose of this section of the Human Resources Management Policy is the explanation and clarification of processes and procedures