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TABLE OF CONTENTS
EXECUTIVE SUMMARY ................................................................................................................... 6
PREAMBLE .............................................................................................................................................................................. 6
ALPEX CONSULTING AFRICA LIMITED(ACAL) ........................................................................................................................ 6
VISION ......................................................................................................................................................................................................... 6 MISSION ...................................................................................................................................................................................................... 6 MOTTO ........................................................................................................................................................................................................ 6
CORE VALUES ......................................................................................................................................................................... 7
UPHOLD PROFESSIONAL INTEGRITY ..................................................................................................................................................... 7 Customer Focus ........................................................................................................................................................................................ 7 Promote Team Work ................................................................................................................................................................................ 7 Promote a culture of Innovation ............................................................................................................................................................ 7
QUALITY OBJECTIVES ............................................................................................................................................................ 7
CORPORATE OBJECTIVES ..................................................................................................................................................... 7
QUALITY POLICY..................................................................................................................................................................... 7
SCOPE OF THE MANUAL ........................................................................................................................................................ 8
OBJECTIVES ............................................................................................................................................................................................... 8 RESPONSIBILITIES .................................................................................................................................................................................... 8 REVIEW ........................................................................................................................................................................................................ 8 POWER OF CHIEF EXECUTIVE OFFICER ................................................................................................................................................. 8 DELEGATION .............................................................................................................................................................................................. 8 TERMINOLOGY ........................................................................................................................................................................................... 8
CONDITIONS OF EMPLOYMENT .....................................................................................................10
GENERAL POLICIES .............................................................................................................................................................. 10
CODE OF CONDUCT ............................................................................................................................................................. 11
EMPLOYEE RELATIONS ...........................................................................................................................................................................11 OPEN DOOR POLICY ...............................................................................................................................................................................11 PROFESSIONALISM .................................................................................................................................................................................11 CONFIDENTIALITY AND TRUST .............................................................................................................................................................11 CONFLICT OF INTEREST.........................................................................................................................................................................12 GIFTS .........................................................................................................................................................................................................12 SOLICITATION ..........................................................................................................................................................................................12 LOYALTY ....................................................................................................................................................................................................12 PERSONAL INTEGRITY ............................................................................................................................................................................13 DRESS CODE ............................................................................................................................................................................................13 OTHER PAID EMPLOYMENT / BUSINESS ENGAGEMENT...................................................................................................................13 SERVICE TO THE COMMUNITY AND CIVIC DUTIES .............................................................................................................................13 FIRM ASSETS ............................................................................................................................................................................................14 PERSONAL PROPERTY ............................................................................................................................................................................14 DISCRIMINATION .....................................................................................................................................................................................14 ALCOHOL, DRUGS AND SMOKING ........................................................................................................................................................14
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PUBLIC RELATIONS.............................................................................................................................................................. 14
Visitors Policy ...........................................................................................................................................................................................15
GOVERNMENT LAWS AND REGULATIONS ........................................................................................................................... 15
STAFF CATEGORIZATION AND GRADING .........................................................................................16
Staff Categorization ............................................................................................................................................................. 16
Staff Grades.......................................................................................................................................................................... 16
ORGANIZATIONAL STRUCTURE........................................................................................................................................... 18
Up-grading Posts.....................................................................................................................................................................................19 Down-grading Posts ...............................................................................................................................................................................19 Creating Posts ..........................................................................................................................................................................................19 Merging Posts ..........................................................................................................................................................................................19 Abolishing Posts ......................................................................................................................................................................................19 Redundancy .............................................................................................................................................................................................19
RECRUITMENT AND SELECTION .....................................................................................................20
RECRUITMENT AND PLACEMENT PROCEDURE .................................................................................................................. 20
SELECTION PROCESS OF EXTERNAL CANDIDATES ...........................................................................................................................21 SELECTION OF INTERNAL CANDIDATES ..............................................................................................................................................21 APPLICANT’S REFENCE CHECK .............................................................................................................................................................21 ACCEPTANCE OF OFFER.........................................................................................................................................................................22
CONTRACTS OF EMPLOYMENT ........................................................................................................................................... 22
JOB DESCRIPTIONS ............................................................................................................................................................. 22
REVIEW ......................................................................................................................................................................................................23 LAYOUT .....................................................................................................................................................................................................23 STAFF ORIENTATION AND INDUCTION................................................................................................................................................23
POSTING ............................................................................................................................................................................... 23
PROBATION AND CONFIRMATION ....................................................................................................................................... 24
BENEFITS DURING PROBATION .......................................................................................................................................... 24
EXTENSION OF PROBATION ................................................................................................................................................ 24
TERMINATION NOTICE DURING PROBATION ..................................................................................................................... 24
MEDICAL EXAMINATION ....................................................................................................................................................... 25
EMPLOYMENT OF RELATIVES .............................................................................................................................................. 25
SEPARATION FROM SERVICE ............................................................................................................................................... 25
Expiration of Service ............................................................................................................................................................ 25
4.5.8 Resignation ................................................................................................................................................................. 26
Retirement or abolition of office ......................................................................................................................................... 26
Death .................................................................................................................................................................................... 27
Termination By Employer ................................................................................................................................................... 27
Summary Dismissal ............................................................................................................................................................. 27
Employee Redundancy / Employee Lay-Offs ..................................................................................................................... 27
Clearance upon exit ............................................................................................................................................................. 28
EXIT INTERVIEWS ................................................................................................................................................................. 28
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RECOMMENDATION LETTER................................................................................................................................................ 28
PERSONNEL DATA...................................................................................................................................................................................28
HUMAN RESOURCE RECORDS ............................................................................................................................................. 28
STAFF DEVELOPMENT ..................................................................................................................30
STAFF TRAINING AND DEVELOPMENT ................................................................................................................................ 30
STAFF TRAINING .................................................................................................................................................................. 30
RESPONSIBILITY ......................................................................................................................................................................................30 STAFF DEVELOPMENT PLANS AND TRAINING BUDGET ....................................................................................................................30 CONDUCT & DISCIPLINE OF EMPLOYEES ATTENDING TRAINING ...................................................................................................31 MANAGEMENT DEVELOPMENT PROGRAMME ....................................................................................................................................31 ON-THE-JOB TRAINING ..........................................................................................................................................................................31 INTERNSHIP .............................................................................................................................................................................................32 MEMBERSHIP OF PROFESSIONAL INSTITUTIONS .............................................................................................................................33 TRAINING INSTITUTIONS .......................................................................................................................................................................33 PERFORMANCE INDICATORS AND EVALUATION ................................................................................................................................33 EMPLOYEE TRAINING ALLOCATION .....................................................................................................................................................33 APPROVAL OF TRAINING ........................................................................................................................................................................33 CONTRACTS FOR EXTERNAL TRAINERS ..............................................................................................................................................34 EMPLOYEE BONDING ..............................................................................................................................................................................34
SUCCESSION PLANNING AND PROMOTIONS ..................................................................................................................... 34
ACTING POSITIONS .............................................................................................................................................................. 35
ACTING PERIOD .......................................................................................................................................................................................35 INTERNAL TRANSFERS ...........................................................................................................................................................................35
TRANSFERS INITIATED BY THE FIRM ................................................................................................................................... 35
TRANSFERS AT THE REQUEST OF AN EMPLOYEE ..............................................................................................................................35
PERFORMANCE MANAGEMENT AND APPRAISAL ..............................................................................36
POLICY AND PURPOSE ......................................................................................................................................................... 36
PROCEDURES FOR PERFORMANCE APPRAISALS ............................................................................................................... 36
PERFORMANCE APPRAISAL SYSTEMS ................................................................................................................................. 37
WORKING ENVIRONMENT .............................................................................................................39
WORKING HOURS ................................................................................................................................................................ 39
ABSENCE FROM WORK ........................................................................................................................................................ 39
PUBLIC HOLIDAYS ................................................................................................................................................................ 39
REMUNERATION AND BENEFITS ......................................................................................................................................... 39
SALARY ......................................................................................................................................................................................................39 SALARY PROGRESSION SYSTEM ...........................................................................................................................................................40 FIXING SALARIES ON APPOINTMENT ...................................................................................................................................................40 JOB GRADING AND DEFINITION ............................................................................................................................................................40 FIXING SALARIES ON PROMOTION .......................................................................................................................................................40 FIXING SALARIES ON ADDITIONAL QUALIFICATIONS ........................................................................................................................41 GENERAL SALARY REVIEWS ...................................................................................................................................................................41 SALARY DEDUCTIONS .............................................................................................................................................................................41 SALARY WITH-HOLDING .........................................................................................................................................................................41 GUARANTEE OF LOANS AND ADVANCES OF SALARIES .....................................................................................................................41 CONFIDENTIALITY OF SALARIES ...........................................................................................................................................................42
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BENEFITS ............................................................................................................................................................................. 42
MEDICAL SCHEME ...................................................................................................................................................................................42 RETIREMENT BENEFIT ............................................................................................................................................................................43 LEAVE ........................................................................................................................................................................................................43 OTHER BENEFITS ....................................................................................................................................................................................44
Entertainment Allowance ................................................................................................................................................... 45
Settlement Allowance ......................................................................................................................................................... 45
Acting Allowance ................................................................................................................................................................. 45
GRIEVANCE AND DISCIPLINE .........................................................................................................47
GRIEVANCE PROCEDURES ................................................................................................................................................... 47
Grievance against One's Immediate Supervisor ................................................................................................................................47
GROUNDS FOR DISCIPLINE ................................................................................................................................................. 47
DISCIPLINARY PROCEDURES ............................................................................................................................................... 49
Handling Of Warning Letters .................................................................................................................................................................49 Suspension...............................................................................................................................................................................................50 Summary dismissal.................................................................................................................................................................................50
SAFETY AND WELFARE OF STAFF ...................................................................................................51
Staff Dignity ......................................................................................................................................................................... 51
Security ................................................................................................................................................................................ 51
First Aid Policy ..................................................................................................................................................................... 52
WELFARE FUND .................................................................................................................................................................... 52
ANNEXES ....................................................................................................................................53
ANNEX 1: ACAL DRESS CODE POLICY GUIDE ....................................................................................................................... 53
ANNEX 2: COMPANY CAR AGREEMENT AND POLICY ..........................................................................55
SECTION A: Agreement ........................................................................................................................................................ 55
RUNNING AND OTHER COSTS ............................................................................................................................................. 55
PRIVATE USE OF THE CAR .................................................................................................................................................... 56
EMPLOYEE’S OBLIGATION ................................................................................................................................................... 56
ACCIDENTS ........................................................................................................................................................................... 57
CRIMINAL/TRAFFIC OFFENCES ............................................................................................................................................ 57
TERMINATION OF EMPLOYMENT ........................................................................................................................................ 57
VARIATIONS .......................................................................................................................................................................... 57
SPECIAL CONDITION ............................................................................................................................................................ 58
CONDITION OF VEHICLE DURING HANDOVER .................................................................................................................... 58
ANNEX 3: MOBILE USAGE ..............................................................................................................62
1. COMPANY MOBILE PHONES ............................................................................................................................................ 62
2. USAGE ............................................................................................................................................................................... 62
3. STORAGE OF PHONES ...................................................................................................................................................... 63
ANNEX 4: ICT EQUIPMENT POSSESSION FORM – HR&ADM / F 34........................................................64
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ANNEX 5: ICT EQUIPMENT TRANSFER FORM - HR&ADM / F 35 ............................................................66
ANNEX 6: REQUEST TO RECRUIT ....................................................................................................68
ANNEX 7: APPLICANTS BACKGROUND CHECK – HR&ADM / F 47 .........................................................70
ANNEX 9: INDUCTION PROGRAMME ...............................................................................................77
ANNEX 12: INTERNSHIP POLICY .....................................................................................................85
ANNEX 13: PERFORMANCE APPRAISAL FORM ..................................................................................88
SECTION A: ASSESSMENT OF AGREED OUTPUTS AND TARGETS ...................................................................................... 91
SECTION C: OVERALL ASSESSMENT OF PERFORMANCE AND RECOMMENDATIONS ........................................................ 97
ANNEX 14: JOB DESCRIPTION FORMAT......................................................................................... 100
ANNEX 15: SAMPLE ASSOCIATE CONTRACT ................................................................................... 101
Terms of Reference .................................................................................................................... 108
BACKGROUND .................................................................................................................................................................... 108
OBJECTIVES AND PRINCIPLES OF KUSP ........................................................................................................................... 108
OBJECTIVE OF THE ASSIGNMENT ..................................................................................................................................... 109
SCOPE OF WORK AND TASKS ............................................................................................................................................ 110
DELIVERABLES ................................................................................................................................................................... 111
PERFORMANCE REQUIREMENTS....................................................................................................................................... 111
MANAGEMENT OF THE ASSIGNMENT................................................................................................................................ 113
RESPONSIBILITIES OF THE CLIENT ................................................................................................................................... 113
RESPONSIBILITIES OF THE CONSULTANTS ...................................................................................................................... 113
POSSIBILITY OF EXTENSION.............................................................................................................................................. 113
ANNEX 16: OUT OF OFFICE TIME SHEET FORM ............................................................................... 115
ANNEX 17: ACAL allowance schedule ........................................................................................... 116
ANNEX 18: FIELD EXPENDITURE SHEET / CHECKLIST 54 – HR & ADM / F 12 ....................................... 117
ANNEX 19: REQUISITION FORM – HR & ADM / F5 ............................................................................ 121
ANNEX 19: REIMBURSEMENT FORM ............................................................................................. 123
ANNEX 20: ACAL FUEL CHART ...................................................................................................... 125
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EXECUTIVE SUMMARY
PREAMBLE ACAL is a consultancy firm where we offer high quality management consultancy and training services across the Government and Private sectors in Africa. The ACAL Headquarters is in Nairobi. Since 2004, ACAL has
endeavored to offer unique solutions to African business and management challenges with the aim to be the premier consulting institution in the African continent.
Our vision is to foster the transformation of public and private sector management in Africa. In this pursuit, ACAL
offers quality management advisory and support services guaranteed to enhance organizations ability to
deliver value to their clients and society at large.
ALPEX CONSULTING AFRICA LIMITED(ACAL) ACAL is a leading management and consulting firm registered in Kenya and specializing in providing high quality
training and consulting services in the fields of Business Management, Systems, Research, Strategy and Organizational development and Human Resources. Since 2004, ACAL has endeavored to provide unique solutions to African business and challenges with the aim to be the premier consulting institutions in the African
continent. In this pursuit, ACAL offers quality management advisory and support services guaranteed to enhance organizations ability to deliver value to their clients and society at large. The company is bound by
high ethical standards of discipline and excellence as defined in the corporate value system.
ACAL is managed by a Board of Directors which is the policy making body and run on day to day by a
professional and skilled team of Directors and Managers. The team is mandated with providing leadership and
guidance to the strategic growth formulated by the Board.
VISION
Champion the transformation of public and private sector management in Africa
MISSION
To offer management advisory and support services. Through our work, we enhance organizations ability to
deliver value adding services to their clients and society at large.
MOTTO
Chang the game to improve economic and social development.
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CORE VALUES
UPHOLD PROFESSIONAL INTEGRITY
We subscribe to the highest level of professionalism, integrity, transparency and accountability in the delivery of services
CUSTOMER FOCUS
We put our clients first and strive to continuously meet and exceed their demands
PROMOTE TEAM WORK
We embrace team work and commitment to improve service delivery
PROMOTE A CULTURE OF INNOVATION
We encourage free flow of ideas to foster the atmosphere of continuous improvement performance
QUALITY OBJECTIVES ACAL’s Quality Objectives are:
1. To offer timely, high quality services that surpasses client expectations 2. To run a viable, competitive and statutory compliant firm that enhances national building as well as all-
round individuals
CORPORATE OBJECTIVES ACAL shall pursue the following corporate objectives;
- Grow Revenue and Profitability
- Provide market led products and services through Innovative Delivery Systems - To enhance Human Resource Utilization and Productivity - To enhance Corporate Image
QUALITY POLICY ACAL is committed to providing high quality management advisory services that consistently meet its quality objectives, and exceed the expectations of its customers’.
Top management shall establish and review quality objectives on yearly basis. The management shall provide
the necessary resources to achieve business excellence through continuous improvement of the Quality Management System as well as comply with the requirements of ISO 9001:2008 International Standards.
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SCOPE OF THE MANUAL The Human Resource Policies and Procedures Manual deals with matters of human resources policies,
procedures and terms and conditions of service. The Manual shall be updated from time to time in respect to
changes and developments; it is intended to be used hand in hand with the firm’s strategic plan.
The Human Resources and Administration Department is responsible for the implementation of the policies and procedures contained in this manual.
OBJECTIVES
The objectives of the Human Resource Policies and Procedures Manual shall be:
I. To serve as an administrative framework for the management of the Human Resources at ACAL;
II. To facilitate establishment of an engaging workplace where staff can grow professionally and personally
III. To define the rights and obligations of ACAL as the employer; and
IV. To define the rights and obligations of the employees of ACAL.
RESPONSIBILITIES
These policies and procedures shall apply to all persons employed by ACAL.
REVIEW
It is the responsibility of the Head of Human Resources working in consultation with the Top Management to
ensure that the manual is reviewed periodically to ensure that it is kept current and responds to changes in labour laws and practices.
Any policy changes only become effective after the change has been endorsed by Top Management and approved by the Board of Directors.
POWER OF CHIEF EXECUTIVE OFFICER
Where it appears to the CEO that the interests of the Firm require some changes in policies, he can after
consultations with the Top Management Team suspend application of any of the provisions of these policies and procedures in any particular case provided that the matter is ratified in the next meeting of the Board of Directors.
DELEGATION
The CEO may delegate any of the duties and powers under these policies and procedures to any Senior Manager.
TERMINOLOGY
For the purpose of this Manual, and unless the context otherwise demands, the under-listed terms are defined
as follows;
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TERM DEFINITION
The Firm ACAL CONSULTING LTD
Attachment A structured, credit-bearing work experience in a professional work setting during which the student applies and acquires knowledge and skills
Appraisee One undergoing an appraisal
Appraisal Committee /
Panel
A team of senior managers appointed to oversee an appraisal exercise
Business Unit Head Head of Department
Calendar Year Period from 1st January to 31st December
Casual Employment A person whose terms of whose engagement provide for his payment at the end of each day and is not engaged for a longer period than 24hrs at a time
Dependant A person who has not attained the age of eighteen years
Employee / Staff A person employed by ACAL on monthly rated terms
Employment contract An agreement entered into between an employer and an employee at the time the employee is hired that outlines the exact nature of their business relationship,
specifically what compensation the employee will receive in exchange for specific work performed
Gross Misconduct A breach of the provisions of these rules and regulation
Internship Internship is a work based experiential programme that culminates in a testimonial letter indicating the work areas to which the intern was exposed.
Redundancy The loss of employment, occupation, job or career by involuntary means through no fault of the employee, rather involves termination of employment at the
initiative of the employer
Performance Appraisal A performance appraisal is a method by which the job performance of an
employee is evaluated in terms of quality, quantity, resources and time, typically
by the corresponding supervisor
Probation ‘Probationary contract” means a contract of employment, which is of not more than twelve months duration or part thereof, is in writing and expressly states that
it is for a probationary period
Supervisor A person directly supervising work
Top Management All the Heads of Departments
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CONDITIONS OF EMPLOYMENT
GENERAL POLICIES ACAL is committed to employing persons who are committed to its course and who are of proven integrity. While ACAL is committed to bring in highly skilled and competent workforce, the firm is aware of the diversities
that exists in our society and is committed to promoting gender and ethnic balances within its establishment.
ACAL will therefore seek to;
i) Ensure that an optimum number of employees are maintained for efficient and effective operations
of the Firm;
ii) Offer compensation and maintain a salary structure that is competitive, attractive and can motivate
employees to strive for excellence in performance;
iii) Promote favorable and professional employee relations;
iv) Provide competitive terms and conditions of service for employees that are comparable with those
applicable for similar positions in other such organizations provided it shall have adequate funds and ability to pay;
v) Provide for an equitable starting salary for every employee that takes into account the competence, duties, qualifications, and experience and responsibility requirements for the job. This shall be made possible through a Job Evaluation exercise;
vi) Provide for promotions, transfers, training, bonuses and salary increments through a systematic process of performances appraisal undertaken for each employee;
vii) Provide for employment benefits that are in line with market practice and are in compliance with
statutory regulations;
viii) Provide adequate procedures to facilitate dealing effectively with inter-staff conflicts, disputes and grievances;
ix) Provide for employee retirement benefits in form of a provident fund pension scheme or such other
plan as may be approved by the Board of Directors;
x) Provide a conducive and engaging work environment where individual employees will participate in the development of their careers and where they will have opportunity to fully utilize individual
talents and ambitions. ACAL will always endeavor to place employees in functions that present
them with the necessary challenge and experiences;
xi) ACAL shall in as far as practicable provide healthy, safe and conducive working conditions and
facilities;
xii) Continuously train and develop its staff both internally and externally while encouraging and instilling a learning culture within; and
xiii) Keep employees informed of changes taking place in the organization to enable them appreciate
the reasons for the changes and the objects of their work.
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CODE OF CONDUCT The following are the basic ethical principles that employees are expected to adhere to. Employees have to
adhere to the principles of good customer care practice to develop as professionals, and embrace the concept
of profitability and vibrant business growth.
EMPLOYEE RELATIONS
An employee of ACAL shall respect the principles of hierarchy and discipline. All employees will be expected to
portray the utmost respect for one another irrespective of seniority or personal status.
Staff witch-hunting or any form of discrimination or favoritism of any employee by another will not be tolerated.
OPEN DOOR POLICY
The Open Door Policy allows reasonable access to all managers, without the fear that such action will penalize
an individual. Employees who have discussed an issue with their supervisors, and then with HR, and have not
had a resolution, should escalate the problem with the CEO.
PROFESSIONALISM
Professionalism is a combination of knowledge, experience, common sense and sound judgment. It places an
obligation on the employee to acquire all knowledge and skills necessary to carry out the assignment to the highest standards possible. Employees of ACAL are expected to be aware of the changes that are constantly taking place, not only within their profession but also the effects of legal and other constraints that are being
applied from a variety of sources outside the sector.
The employees are also expected to maintain the highest professional standards at all times. Employees should share the vision and mission of the firm and contribute to their realization.
High standards of personal behaviour are expected in more routine areas such as courtesy and cleanliness of
both self and premises.
CONFIDENTIALITY AND TRUST
During employment or at any time thereafter employees shall not without the prior written authority from the
CEO divulge to any person, firm or corporation whatsoever, any information concerning the business or of their respective dealings, transactions or affairs which may come to their knowledge during or in the course of their
employment. All information concerning any aspect of the firm is to be considered confidential.
Any unauthorized disclosure of such information is illegal and employees found violating this principle will face
disciplinary action. This policy applies to any and all information whether spoken, written, stored in computer memory or stored in any form of media even after leaving employment at ACAL.
Considerable care must be exercised to ensure that any communication by word of mouth, by writing, by mail, by electronic means or any other form of communications is treated with the utmost confidentiality and sensitivity. In conversations with clients or fellow employees on the telephone, care must be taken to prevent
outsiders from overhearing confidential information.
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There are exceptional circumstances under which information may be disclosed. Such circumstances include:
I. Where consent has been obtained from the Chief Executive Officer
II. Where there is a public duty
III. Where there is a legal duty
While there are other circumstances, the utmost care and discretion must be taken when considering disclosure
and it is strongly recommended that legal advice be sought from the approved authority.
CONFLICT OF INTEREST
There shall be no business transactions between any employee of the Firm or any of his /her relatives, involving
a conflict between the duty of the employee and the firm’s interests.
It is the responsibility of supervisors to ensure that no activity deemed to be conflict of interest occurs and to report any cases of suspected conflict of interest to the Head of Human Resources and /or the CEO. All areas
that might present a conflict of interest in any relationships or dealings with external parties should be reported
to the CEO in writing without delay.
It is difficult if not impossible to describe all of the situations that may involve a possible conflict of interest. If
employees are in doubt they should report or seek guidance from their supervisors. However, examples of
potential conflict situations include
I. Having a financial interest in any business transaction with ACAL; and
II. Owning or having a significant financial interest in, or other relationship with, ACAL’s competitor, client
or supplier.
For associate consultants who are part of our business model shall have Conflict of interest requirements covered in their contract.
GIFTS
No employee shall accept gifts from any person or firm doing or seeking to do business with the firm if such gifts are aimed at influencing the employee’s decision to do business with the third party. Such gifts should be
returned with a note of explanation. However, employees are not prohibited from accepting advertising novelties such as pens, pencils, calendars etc. or other gifts of minimal value when circumstances clearly show that the gifts are offered as a sign of appreciation for the business relationship.
Specific procedures are covered in the ACAL Anticorruption Policy.
SOLICITATION
No employee shall solicit for any help, gift, or favors from co-workers, clients, suppliers, investors and
shareholders. The Firm limits solicitation and distribution of materials that might in any way interfere with
normal business operations, negatively impact on employee efficiency, interfere with customer service or pose a threat to security. However, solicitations connected with charitable activities and community programs
authorized by the CEO. Work premises are to be used for work purposes. Solicitation and distribution of materials by non-employees on the firm premises is prohibited.
LOYALTY
An employee is expected to maintain the highest standard of personal behaviour in order to safeguard that trust
and confidence.
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An employee’s relationship with the Firm is covered by the employment contract. They should recognize that primary loyalty and responsibility is owed to the Firm.
PERSONAL INTEGRITY
An employee is expected to uphold their personal integrity by adhering to generally acceptable moral principles such as honesty, fairness, impartiality and strength of character.
Whether on or off duty employees are expected to conduct themselves as professionals displaying the highest level of integrity and honesty in all dealings. Any sign of lack of integrity in any matter will reflect poorly on an
employee and may be grounds for disciplinary action.
Employees will be expected;
i) Not to use confidential information for personal gain or abuse his /her position in anyway;
ii) Not to use his / her authority for own personal interest;
iii) Not to use funds that are assets owned by the Firm for his own personal interest;
iv) To avoid gifts, services or hospitality on a scale which would affect or could be interpreted as affecting the integrity or the ability to exercise independent judgment;
v) Not to convert to own use or benefit any resources not personally owned or approved for such use;
vi) To avoid any conduct or activity either directly or indirectly which may bring discredit to another employee or his employer;
vii) To disclose any relationships or any potentially compromising, or conflicting business relationships
and sexual harassments that are going on between employees;
viii) To avoid practices that could make an individual vulnerable to financial difficulties; and
ix) To be very cautious in their attitudes and actions. The decision made by the employees in carrying
out their duties must be free from influences of other considerations except those based on the
interest of the Firm.
Specific procedures are covered in the ACAL Anticorruption Policy.
DRESS CODE
Decent formal attire and neat personal appearance is a daily requirement for all categories of employees, for it has an impact on not only employee’s personal brand as well as the firm’s business and image. All employees
must dress in a manner that depicts the integrity professionalism and maturity expected. Fridays will be a dress down day and staff will be allowed to wear as guided by the policy. (See Annex 1: ACAL Dress Code Policy).
OTHER PAID EMPLOYMENT / BUSINESS ENGAGEMENT
Employees are expected not to engage in businesses or activities that directly conflict with the nature of the Firm’s general perception to the public or against their contracts. Any employee working against the employment contract by working for two companies will be disengaged immediately from the service of ACAL.
SERVICE TO THE COMMUNITY AND CIVIC DUTIES
The firm shall engage itself in Community Social Responsibly (CSR) activities. The goal of CSR is to embrace
responsibility for the company's actions and encourage a positive impact through its activities on the
environment, clients, employees, communities, stakeholders and all other members of the public sphere who may also be considered as stakeholders.
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Additionally, an employee may volunteer responsible participation in community affairs by contributing their time or resources to charitable purposes. Such participation should be undertaken with the knowledge of the
Firm and should not be in conflict with the interests of the Firm.
The Firm will also encourage its employees to respond to their civic responsibilities. Where such is necessary, the Firm will allow employees reasonable time off without loss of pay (at the discretion of the employee’s
supervisor) to attend to civic duties such as court appearances and voting.
FIRM ASSETS
Firm vehicles, mobile phones, Personal computers, Laptops, Projectors, supplies, funds and any other property
shall be used for purposes for which it is meant.
An employee shall be liable for loss or damage of the Firm’s property or equipment if such loss or damage is occasioned by his willful act or negligence. Such loss or damage shall be made good in the form of deductions
from his or her salary or any other benefits. Where the loss or damage is beyond the employee’s salary and benefits, the Chief Executive Officer shall decide on the course of action. Misuse of those assets amounts to
gross misconduct (See Annex 2: Company Car Agreement And Policy; Annex 3: Mobile Phone Usage Policy; Annex 4: ICT Equipment Possession Form – HR&ADM / F34; and Annex 5: ICT Transfer Form – HR&ADM /F35).
PERSONAL PROPERTY
While the firm shall try its best to ensure that its premises are safe and secure, it shall assume no risk for any
loss or damage to personal belongings left at the office.
Should an employee use personal equipment / and or computers while on duty, the employee shall have written approval to use the equipment and / or computers. In the case of damage or loss of the belongings during duty, the firm shall compensate the employee at 100%. To safe guard this property against eventualities
such as fire, floods, loss, theft etc the firm shall insure the said belongings in line with the firm’s asset cover policies.
DISCRIMINATION
The Firm is strongly opposed to all forms of discrimination as they are inconsistent with the values of the Firm
and Laws of the land. Discrimination of any sort should be reported as soon as it occurs so that the matter can be investigated thoroughly and appropriate action taken. Allegations will be treated with confidence at all
times.
The Firm shall not discriminate directly or indirectly against an employee or prospective employee or harass an
employee or prospective employee.
ALCOHOL, DRUGS AND SMOKING
The Firm maintains a no smoking and a drug-free workplace policy in all its premises. ACAL premises shall be
considered as ‘Non-Smoking Zones’.
PUBLIC RELATIONS
Every employee is a brand ambassador of the Firm, whether at a formal or informal meeting, in private or a public forum. All employees are expected to portray a positive image of the Firm at all times. Employees are
expected to show politeness, respect and courtesy to all external parties.
Employees are expected to defend the firm from negative publicity through proper and professional relationships with the general public and all the stakeholders including past, current and potential clients.
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No press statements and / or interviews relating to ACAL’s operations or employees shall be issued to any media house by any employee that is not affiliated to the Public Relations or Human Resource Departments. The Head
of the PR Department shall be expected to receive a written authorization before releasing such statements and interviews.
VISITORS POLICY
Visitors shall be accompanied while on the premises. While this is not always possible, employees shall follow this guideline as closely as is practicable. The visitor’s host shall responsible for the visitor to ensure that the purpose of the visit is accomplished and the visitor ushered out of the premise.
GOVERNMENT LAWS AND REGULATIONS All employees are expected to abide by the laws of the country. The payment of taxes and maintenance of
appropriate licenses and permits are just a few of the areas in which compliance is required.
Should employees encounter legal problems, they should inform their supervisor immediately. Employees are
expected to keep away from all criminal activities. Conviction of a criminal offence is ground for immediate dismissal.
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STAFF CATEGORIZATION AND GRADING
STAFF CATEGORIZATION The staff at ACAL has been growing rapidly since the formation of the company. This growth has necessitated the rationalization of the firm in terms of staff categories and grading. The Employees at ACAL shall comprise
the following Categories:
1. CEO/ Partners
2. Directors
3. Associate Directors
4. Manager
5. Senior Management Consultants
6. Management Consultant
7. Management Trainee
STAFF GRADES The Job grades at ACAL shall include:
1. CEO/ Partners
2. Country Director
3. Directors
4. Senior Managers
5. Managers and Senior Management Consultants
6. Management Consultant
7. Support Staff (Administrator, Accountant, Designer and Office Assistant/Driver)
8. Management Trainee
In addition to the regular staff the firm shall engage the services of Interns, and attachés as need arises. The proposed ACAL Organization Structure is as in Figure 1 below:
The Chief Executive Officer in liaison with the management team shall, when deemed necessary undertake a
review of the organizational structure and staffing requirements of the Firm and make recommendations to the Board for approval.
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A Job Evaluation exercise will be commissioned from time to time and may recommend the re-grading of posts. The effect of re-grading of posts may lead to up-grading or down-grading, creation, abolition or merging of
some posts. Other posts may remain at the same level.
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ORGANIZATIONAL STRUCTURE
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UP-GRADING POSTS
Up-grading of a post does not automatically up-grade the incumbent. Up-graded posts are vacant posts and
shall be filled in as per the recruitment policy and procedure.
DOWN-GRADING POSTS
Where a post is down-graded, the incumbent shall remain with his or her salary on a personal to holder basis up to the end of the running contract.
CREATING POSTS
New posts created as a result of a job evaluation exercise shall be filled as specified under the recruitment policy and procedure.
MERGING POSTS
Where two or more posts merge, the incumbents affected shall be interviewed and the best candidate shall be recommended to take the job. However, in the absence of a suitable candidate among the incumbent of the
merged posts, the post shall be advertised. The unsuccessful incumbent will be redeployed where possible
otherwise their services shall be terminated and their terminal benefits shall be determined in accordance with the firms service regulations.
ABOLISHING POSTS
Where posts are abolished, the incumbents may after being interviewed be redeployed where possible, otherwise, their services shall be terminated and their terminal benefits shall be determined in accordance with the firms service regulations.
REDUNDANCY
Members of staff who are declared redundant as a result of upgrading, downgrading, merging or abolition of
posts shall where possible be redeployed to positions for which they are qualified. In case this is not possible,
their services shall be terminated.
Without prejudice to the recruitment of fresh talent when filling posts created through restructuring and review
of the Firms structure, first priority shall be given to the persons already in the service of the Firm provided such
persons have requisite qualifications, and experience required of the post and have demonstrated competence and integrity in service .
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RECRUITMENT AND SELECTION
RECRUITMENT AND PLACEMENT PROCEDURE The Firm shall invest in attracting, developing and retaining a high quality workforce. The recruitment process shall be based on the principle of “Quality at the Gate” focusing on recruiting persons who are ready to deliver
the required results with minimum training to perform competently. Any recruitment into the firm shall be based on an 80% competence level.
It is a requirement that all recruitments, whether to newly created positions or as replacement, are properly
justified. Business Unit Heads are therefore required to include their staff requirements and any projections in
their annual budgets.
In addition, Business Unit Heads are required to complete a Request to Recruit Form HR&ADM / F 45 – Annex 6
as attached in this manual.
Any recruitments that were not budgeted for except for direct replacements of vacant positions will have to be accompanied by a comprehensive needs justification proposal at least three (3) weeks prior to the start of the
recruitment process and forwarded to the Head of HR once the Management has approved.
All recruitments are subject to approval by the Chief Executive Officer. Business Unit Heads are required to follow the following steps:
i) The recruiting department shall submit a completed Request to Recruit Form to the Head of HR
who will check it to ascertain that it is fully completed, that the position is provided for in the
establishment and in the budget for the respective department and that the required procedure has been followed.
ii) The Head of HR will then pass the request to the Chief Executive Officer for approval. The request
to recruit shall form an agenda at the management meeting.
iii) Once the recruitment has been approved, the Head of HR will liaise with the Business Unit Heads in developing a full job description in the standard format in case one does not exist.
iv) The Head of HR with the direction of the CEO will conduct an evaluation process with reference, to the grade definitions and assign the job into the firm’s grading structure.
v) Once the job has been assigned to a grade, the Head of HR in consultation with the CEO shall
determine the salary at which the appointment is to be made.
vi) The Head of HR will then organize for internal and /or external advertisements as appropriate and carry out the short listing in liaison with the recruiting department.
vii) The Head of HR shall together with the recruiting department convene a panel and will carry out interviews, selection and agree the terms of employment in line with the existing salary structure, similar positions, the candidate's qualifications, previous employment and the staff budget of the
recruiting department.
viii) All contracts of employment and letters of appointment will be issued by the CEO.
All records relating to the recruitment process shall remain part of the confidential records in custody of HR Department.
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SELECTION PROCESS OF EXTERNAL CANDIDATES
The selection of external candidates will be through the following;
i) Advertisements through the local media
Once the request to recruit form has been finalized, the Head of HR in consultation with respective Business Unit Head will draft an advertisement which shall require the CEO’s approval.
ii) Consultancy Services
Certain job positions and grades shall warrant the use of an appointed independent external consultant.
iii) Single Sourcing
Senior management in close consultation with the Head of HR will be allowed and encouraged to scout for new and already seasoned talent for various positions and the names, CV’s and Testimonials shall be forwarded to Human Resources for reference.
iv) Open Applicants
The Head of HR will from time to time use the general open applications received through mail and the Firm’s database for use in the interview process.
Employees of ACAL should not promise candidates’ positions within the Firm before, in-between or after the
recruitment and selection process. Canvassing will be treated as gross misconduct and the relevant disciplinary actions taken towards the employee in question.
Once the relevant applications are received, the HR officer will ensure that only suitably qualified candidates
are selected in order to ensure effective and efficient realization of desired results.
The Head of HR shall develop a shortlist focusing on age, gender, education level, skills and experience required. The shortlist shall be handed over to the departmental head where he /she will further shortlist based
on technical know-how and expertise required.
After the short listing process is finalized, the candidates will be called in for an interview where the Head of HR the Business Unit Head, an appointed departmental staff and any other member recommended by the Top
Management will constitute the panelists needed to conduct the interviews.
The selection process shall be transparent, competitive, fair and equitable and shall be based on the set requirements for each post.
SELECTION OF INTERNAL CANDIDATES
It is the policy of ACAL that all vacant positions shall be open to internal staff as well as external applicants. The
Firm shall recruit from outside only if no suitable candidates are available internally.
Openings shall be communicated via the intranet and / or general internal communication to all employees.
APPLICANT’S REFENCE CHECK
ACAL shall conduct background reference checks on all successful applicants before confirming them for
employment. An ‘APPLICANT BACKGROUND CHECK FORM’ – HR & ADM / F 46, Annex 7 may be used. Applicants who shall have provided false information may be eliminated from further consideration for employment. The form shall be mailed through any of the determined official communication channels.
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ACCEPTANCE OF OFFER
I. The Firm shall write to a successful applicant informing him /her of the offer of appointment. The
prospective employee who has been offered employment shall accept the offer in writing within 14
days from the date of the offer.
II. Acceptance to offers of employment shall be communicated in writing to the CEO. It will be assumed
that the offer has been rejected if it is not accepted within a period of two (2) months of offer. In such a situation, the next qualified candidate may be considered for the post, or the post may be re-advertised.
III. The prospective employee shall assume duty within thirty (30) days from the date of appointment.
Appointment shall become effective on the date an employee reports for duty. Upon acceptance, the prospective employee shall be required to fill the EMPLOYEE BIO DATA FORM HR & ADM - HR&ADM / F 40, Annex 8
IV. The Head of Human Resources Unit shall sign all letters of appointment with the prospective employee on behalf of the Firm.
V. Where the selected candidate declines or fails to take up the offer, the next best candidate on the list shall be considered after consultation the Chief Executive Director.
CONTRACTS OF EMPLOYMENT The following are the various types of contracts offered by ACAL and may from time to time be changed in accordance with the Labour Laws and / or The Top Managements decisions.
i) Permanent and Pensionable terms
ii) Contract Terms
iii) Retainer terms
iv) Casual employment
v) Associate Contract*
*Associate Consultants form a key part of our business model, as such they shall be engaged through contracts spelling out their rights and obligations. The Associate consultants shall be on a regular basis be briefed on key
ACAL policies that regulate our internal and external affairs. Key will be their commitment and availability during projects execution for which they have signed for.(See ANNEX 15 for an associate contract sample)
JOB DESCRIPTIONS Upon employment every employee shall be issued with a job description which is the most important tool in staff management. Managers will require job descriptions for the following uses:
- As a selection tool in the recruitment and selection process
- As the terms of reference document for the job holder
- As a useful tool in performance management and appraisal
- As a tool in the identification of training needs
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It is a requirement of ACAL that Business Unit Heads take the necessary steps to ensure that they have job descriptions for all positions in their departments and that they are issued to staff and updated as necessary.
The Head of HR will assist in the development of job descriptions.
It is a right of every member of staff to have a job description and they should demand that they are issued with one on employment or as soon as possible after joining.
REVIEW
Job descriptions change as a result of new work methods, job re-assignment, change in the organization
structure and reporting relationships, change in the work processes, etc. It is therefore important that job
descriptions are reviewed regularly but at least annually. The Head of HR will coordinate the review exercise to ensure that all staff have current and descriptive job descriptions at all times.
LAYOUT
All job descriptions shall follow a standard format. Refer to Appendix 14.
STAFF ORIENTATION AND INDUCTION
The primary object of staff induction and Orientation is to:
- Provide new employees with required basic guidelines and information about their new employer; its vision, mission, values, history, philosophy, culture, ownership, operations, obligations, requirements
and the terms and conditions of employment, aimed at enabling them to settle in quickly and
conveniently at their jobs. Thus more confident start off is easily achievable.
- Expose new employees to the institutional work culture and ethics; thus enhancing their knowledge and indirectly facilitating compliance with the companies operating policies, processes and
procedures.
- Assist new employees to gain faster understanding of the institutional framework and thus evolve and develop the right attitudes to work and positive orientation towards the organization.
- Enable faster and effective integration into the organization service, as part of the organization's staff
retention strategy.
- As much as possible, act or serve as a one-stop-source or point of reference to users about the required
basic guidelines and information on ACAL.
New employees shall report to the Human Resource Management Department who will have arranged an
appropriate induction programme in collaboration with the relevant Business Unit Head. An Induction programme shall be developed and updated from time to time for purposes of orientation of new employees
about the Firm. Refer to The Induction Programme – Annex 9.
Job clarification shall be carried out for all new employees by immediate supervisors on assumption of duty
and they will agree on the performance objectives and targets to be achieved.
POSTING Posting of employees will be effected once the full induction program is finalized by the Head of HR and the relevant documentation is complete.
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PROBATION AND CONFIRMATION
A probationary period shall not be more than six months but it may be extended for a further period of not more
than six months. All employees shall serve a probationary term which either the firm or employee can terminate.
Employees who satisfactorily complete the probation period shall be confirmed in the post. If his or her probationary service is unsatisfactory after the extended period, the appointment shall be terminated. The employment contract shall contain a clause specifying the probationary period. Probation shall begin from the
date of assumption of duty.
A performance appraisal report covering the probation period shall be prepared by the immediate supervisor and submitted to the Head of HR with appropriate recommendations, at least one month before the
probationary period ends.
The Head of HR shall study the recommendations and submit appropriate advice to the CEO. In all cases, if the period of probationary service has been unsatisfactory, it may be extended.
If the period is extended, the individual’s performance shall be reviewed again by the immediate supervisor to determine whether or not performance has improved and make appropriate recommendations.
The effective date of confirmation shall be the date of assumption of the probationary period.
BENEFITS DURING PROBATION Staff who have joined the Firm and are currently serving their probation period will enjoy the following benefits;
i) A fixed salary
ii) Leave days
iii) The employee will be expected to take care of personal medical cover until he/she is confirmed
EXTENSION OF PROBATION A probation period extension can only be implemented with the approval of the Head of HR once appropriate
documented justifications have been issued by the Business Unit Head in writing and approved by the CEO.
The following scenarios will warrant the extension of the probation period;
i) Poor conduct report from the Business Unit Heads
ii) Unsatisfactory technical performance
TERMINATION NOTICE DURING PROBATION A party to the contract for a probationary period may terminate the contract by giving not less than seven days’ notice of termination of the contract, or by payment by the employer to the employee of seven days’ wages in
lieu of notice.
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MEDICAL EXAMINATION The Firm does not require any new employee to undergo a medical examination prior to his / her placement or
confirmation of probation period. However, this does not limit the Insurance provider demanding of the same
from employees.
EMPLOYMENT OF RELATIVES ACAL may hire relatives of employees where there are no potential problems of supervision, safety, security,
morale or potential conflict of interest. Relatives include an employee’s parent, child, spouse, domestic partner, sibling, cousin, in-laws and step relationships.
Employees who marry or become related will be permitted to continue to work as long as there are no
substantial conflicts.
In the case of marriage, the Top Management will evaluate each case on its own with a view to determining whether one partner should be transferred to an associate institution or terminated.
SEPARATION FROM SERVICE Separation from the service shall be within the defined rules and procedures. The firm shall facilitate a smooth separation from service of the staff.
Separation from service may be by:
1. Expiration of Service Contract
2. Resignation
3. Retirement
4. Retrenchment or abolition of office
5. Death
6. Termination (Including but not limited to; termination for unsatisfactory performance, health reasons and disciplinary reasons)
Every member of staff separating from the service of the firm shall be required to undergo an exit interview. The
Human Resource Department shall issue a recommendation letter to the employee exiting, the letter shall be issued after the Exit Form has been dully filled and signed off.
EXPIRATION OF SERVICE Upon expiration of an employee’s contract of service the firm may after due consideration, renew or opt not to renew the employee’s service contract. The separation from service benefits shall include the following:
i) Accrued salary up to the last day of duty
ii) Payment in lieu of any outstanding entitlements
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At the time of separation from service, the terminal benefits shall be deducted to offset any obligations owed by the employee to the firm.
4.5.8 RESIGNATION Employees may leave office or position on their own volition before expiry of their contract. An Employee shall resign from service by giving written notice to the CEO or Head of the institution and a copy to the head of HR
I. The Head of HR will acknowledge and accept the notice of resignation after consultation with the
Business Unit Head and the CEO in writing informing the employee of the date of termination and his /her terminal benefits, if any.
II. Any employee desiring to resign shall be required to give a one month’s notice. The period of notice will
run from the date on which the written notification is received by the Human Resources Department; however the Firm will have the discretion to decide whether or not the employee will serve the whole
or part of his notice. Failure to serve the notice period unless otherwise agreed in writing by the
employee will be deemed to be in breach of his contract of service with the Firm and will be required to pay the Firm in lieu of notice.
A resigning employee shall be paid salary up to and including the last day on which he/she was present on duty. Payment will also be made for leave days earned but not taken in the year.
An employee giving notice of resignation from service may pay the number of month’s salary required for notice, at his /her job level, in lieu of notice.
An Employee who resigns from or vacates his /her position shall be required to hand-over all the firm’s property,
and give a satisfactory account for all the firm’s funds in his/her possession before officially vacating the premises.
Upon payment in lieu of notice, the employee shall hand over his / her office and receive a recommendation
letter of service together with any dues owed to him by the firm.
RETIREMENT OR ABOLITION OF OFFICE The compulsory retirement age will be 65 years, but this period may be extended at the discretion of the Board of Directors. The firm may also-require an employee to retire at an earlier age on account of ill health.
The firm may end the existence of a position or re-organize the structure of firm causing a position to cease to exist.
i. Where the firm deems fit to retrench or abolish an office by reason of re-organization or where the
exigencies of the service so demand, the contracts of the incumbent employees shall be terminated.
ii. An employee whose office has been retrenched or abolished shall be entitled to a separation from service benefit and:
a. One month’s gross salary for each completed year of service for employees that have worked for up to four years.
b. Two months gross salary for each completed year of service for employees that have worked
for more than four years.
c. Not less than fifteen days for every year worked (Employment Act, section 40 (1) (g))
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d. Where applicable, payment in lieu of notice by the firm
iii. An Employee shall be required to hand-over all ACAL property, and give a satisfactory account for all
the firm’s funds in his /her possession before officially vacating the premises.
iv. The retrenched employee shall make payment of all debts owed by him/her to the firm. He / she shall hand over the office and receive a recommendation letter together with any dues owed to him by the
firm
v. An employee who has been retrenched shall undergo an exit interview.
DEATH The termination of a deceased employee's employment will be effective from the date of death. Accrued wages
and benefits will be paid to the next of kin as per the details provided in his Employee Bio Data Form.
TERMINATION BY EMPLOYER It is a condition of employment that written notice of intention to terminate employment shall be given by the employer in accordance with the individual employee's contract of employment.
Should it be desirable, the employer or the employee may opt to pay cash in lieu of notice, in accordance with the conditions laid down in the contract of employment. The decision to terminate any employee between will be made by the Chief Executive Officer with recommendation from the supervisor and in consultation with the
Board of Directors.
SUMMARY DISMISSAL The power to dismiss employees will rest with the Chief Executive Officer
i) Any employee arrested on a criminal charge will automatically be dismissed from duty the day of
arrest
ii) A full report of the circumstances of the case will be forwarded immediately by the supervisor to the Chief Executive Officer through the Head of HR.
iii) In the event of summary dismissal, the employee shall be paid all moneys, allowances and benefits due to him up to the date of his dismissal.
EMPLOYEE REDUNDANCY / EMPLOYEE LAY-OFFS An employee may be declared redundant if the Firm has more employees than it can economically employ either as result of Technology, Rationalization or a decrease in the activity of the Firm due to economic or other causes. However, this will be in accordance with Employment Act and the Labour Laws.
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CLEARANCE UPON EXIT At the time of separation, all property belonging to ACAL must be handed over to the Head of HR. Such property
includes assets, records and files such as vehicles, computers, office equipment, machines, keys, security badge
etc
The items must be confirmed against inventory records and any missing items recorded and countersigned for by the exiting employee.
The employee will be required to make good for any missing items. Final compensation for employees leaving
ACAL will be paid when it has been confirmed that the employee has handed over all keys, equipment, and all property belonging to the Firm and proper accounting for money and equipment under their custody.
A Clearance Form - HR&ADM / F 47 shall be used for this process. Refer to Appendix 10.
EXIT INTERVIEWS Where an employee resigns from the Firm voluntarily, an exit interview shall be conducted Exit Interview Form – HR & ADM / F 48, Appendix 11. For Top management, the Chief Executive Officer shall conduct the interview.
For all other staff the Head of HR and the Business Unit Head shall be responsible for this exercise.
The results of the interview shall be documented and kept in the Employee Exit Interviews file. The aim is to help identify issues that could affect the Firm growth and rectify them.
RECOMMENDATION LETTER An employee, who, for any reason, has had his / her services terminated, will be entitled to a Recommendation Letter.
PERSONNEL DATA
On acceptance of an appointment, the new staff member will be required to complete the Employee Bio Data
Form. New employees must also furnish ACAL with a declaration of dependants, that is spouse, and own
children; next of kin and provide photocopies of certificates and other testimonials.
Any changes in personal status shall be reported promptly to the Head of HR by completing a fresh Employee Bio Data Form. Employee records and related correspondence shall be treated confidentially at all times.
Employees who have falsified information on their employment records will be disciplined, which could include
termination.
HUMAN RESOURCE RECORDS A confidential file on each employee will be maintained. This file will include but will not be limited to the
employment contract, application letter, curriculum vitae, copies of certificates and testimonials, employees picture, copies of NSSF, PIN, NHIF and ID Cards, key correspondence emergency contact information and
performance appraisals. The file will be in the custody of the Head of HR.
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All information of a personal nature maintained by the Firm in each employees file might be released for inspection only when requested by duly authorized agencies with the written consent of the employee or by
due process of law.
Employees must notify the Head of HR to any changes in status in the following areas:-
i) Addresses and phone numbers
ii) Person to be notified in case of emergency / Next of Kin
iii) Legal change in name with the effective date
iv) Change of marital status with effective date
v) Birth of child or any change of dependents
vi) Change in academics or professional qualifications
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STAFF DEVELOPMENT
STAFF TRAINING AND DEVELOPMENT The Firm provides opportunity for personal growth in the job by availing relevant training for its employees. A training and staff development plan shall be developed to provide the necessary administrative infrastructure
to enable employees acquire skills and knowledge required to perform their duties effectively and to develop their potential for enhanced responsibilities and future opportunities and demands. Training budgets will be
included in the annual budgets every year.
The ACAL training and staff development plan will have the following objectives:
i. The need to keep abreast of new knowledge and developments in all disciplines within the Firm
ii. The need to align individual employee's training needs to job requirements, personal performance shortfalls and weaknesses and the requirements of the Firm
iii. The training objectives will not be solely to enable those being trained to do their jobs. Part of the objective should be to provide the employee with broad-based training that will also help them
understand and develop their potential roles.
iv. In view of the stated organization training objective, all training will be tailored to provide skills required now and to meet the firm’s future needs
v. Although the Firm will consider employees for specialized training to meet an identified need in the
firm, in-house customized training is preferred
vi. Business Unit Heads shall encourage their staff to seek self-development opportunities in their respective disciplines as far as possible through attending evening classes and /or completing their
professional qualifications
vii. Business Unit Heads should regard the on-the-job training of their staff as one of their major responsibilities. On-the-job training is the most effective and relevant training method.
STAFF TRAINING
RESPONSIBILITY
All staff training activities will be coordinated by the Human Resources Department and will be considered on a need basis. The HR department is charged with the responsibility of managing relevant and cost-effective
trainings. The HR Department will be able to relate training requests to the firm’s corporate strategy and to all the other aspects of staff management and development systems, namely: manpower and succession planning, career pathing, staffing levels and performance management and appraisals.
STAFF DEVELOPMENT PLANS AND TRAINING BUDGET
The following will be the sequencing of task in the developing of the Firm’s annual training plan.
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i. November – Performance appraisals shall be conducted across all the departments. A copy of the appraisal form shall be submitted to the Human Resources department with the appraiser and the
appraisee each retaining a copy for reference on the agreed objectives and improvement areas.
ii. The HR department shall extract training needs from the forms. These will determine the number and type of training to be mounted for the next financial year. It is therefore important for Business Unit
Heads and supervisors to pay attention to the identification of training needs during appraisals.
iii. The HR department in consultation with the Business Unit Heads shall determine where to source training from, either internally or externally and draw the training budget including all costs and overheads.
iv. The HR department shall prepare the training schedule agreeing on dates with the Business Unit Heads to ensure minimum disruption of work. The year’s training schedule shall include such details as names of the course, names of participants, type of training, dates and costs. The Schedule is then circulated
to the Business Unit Heads so that they can organize the work to allow their staff to attend training.
v. The HR Department will design each training programme to ensure that every course is tailored to meet
the identified performance requirements of the individual members of staff and the business
requirements of the departments.
vi. The Business Unit Head shall in addition propose any other training or staff developments activities relevant to their departmental staff. This type of training shall be identified as a result of ‘critical
incidents’ i.e. new projects, new equipment etc
CONDUCT & DISCIPLINE OF EMPLOYEES ATTENDING TRAINING
Any premises that the Firm shall hire for training shall be considered the firm’s premises for as long as the
contract holds. Employees are therefore expected to observe discipline and professional conduct at all times. Disciplinary cases of employees attending training shall be handled in line with firm’s disciplinary procedures.
All employees shall be required to submit training reports upon their return to duty highlighting the course
content, benefits achieved, and a course evaluation. The reports should be submitted through the Head of Department within two weeks of the completion of the course.
MANAGEMENT DEVELOPMENT PROGRAMME
The Firm shall arrange for a programme for a selected number of existing or new staff earmarked for
management positions in future. Such staff shall be identified by Business Unit Heads and the Top Management team upon assessment of their potential.
The Head of HR shall develop a detailed training plan each year as part of the firm’s HR strategy. Recruitment of management trainees and student attachments shall also be earmarked for this scheme. Suitable internal seminars, workshops and courses for staff on various relevant experiential topics at suitable times and for appropriate duration e.g. etiquette training, team building and public speaking shall be organized. The
programmes may be lead by the HR team and /or consultants. All the necessary arrangements for the programme shall be made by the Human Resource Department in consultation with the relevant Business Unit Heads.
ON-THE-JOB TRAINING
In this approach the trainee learns in the actual work setting, usually under the guidance of an experienced employee supervisor, coach, trainer or mentor.
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The purpose of OJT is to guide the employee’s day-to-day activities with the aim of providing them with the skills and knowledge to be able to carry out the job responsibilities to the standards required.
The following are the types of OJT within the Firm that can be practiced.
Job Rotations
In Job rotation, the department initiates the development of the employee by assigning them to work in
another section from time to time. This ensures that an employee stays motivated, informed about the departments procedures and prepares them for a more senior position. Inter – departmental rotations shall be encouraged where applicable.
Mentoring
Mentoring is a developmentally oriented relationship between senior and junior colleagues or peers that involves advising, role modeling, sharing knowledge and networks and giving general support.
Coaching
Coaching is a short-term means of developing staff in order that they perform more effectively and reach their
potential to meet the business objectives. It is delivered through one on one developmental sessions and/or discussions.
Staff Secondment
This is the temporary movement or ‘loan’ of an employee to another part of an organization or to a completely different organization. A secondment assignment provides;
▪ An opportunity for employee to gain professional development within another environment
▪ Short-term corporate expertise for project or programs.
INTERNSHIP
ACAL has devised an effective system aimed at providing valuable work experience for students pursuing their
studies at various colleges and for graduates. The internship programme shall also serve as a bridge between the academic world and the workplace for young professionals who would like to gain hands on experience. It
will also act as one of the Corporate Social Responsibility programmes of the firm and another source of
recruitment for future staffing needs.
The Human Resource Department shall ensure that;
i. Interns have the necessary tools and equipments to enable them acquire the necessary experience in
their field;
ii. Interns have work to do and are afforded quality supervision;
iii. Ensure that interns are aware of their, obligations and responsibilities;
iv. Ensure that professional competencies of the interns are enhanced;
v. Ensure that they are aware of the rules and regulations of the Firm ; and
vi. Ensure that they have acquired a medical insurance cover for the period of engagement
The Interns responsibilities shall include:
i. Organize their supervision with the institution;
ii. Demonstrate willingness and activeness to fully participate in the learning process;
iii. Adhere to the firm’s policies and procedures;
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iv. Maintain confidentiality of any information that one may come across in the course of his/her duties;
v. Sign in duplicate the internship confidentiality clause in the internship offer letter;
vi. Under the supervision of the immediate supervisor, the intern shall write a report to the Head of HR on
the attachment after completion of the same ; and
vii. Be responsible for organizing their insurance cover while on internship
The firm may consider paying the intern a monthly allowance for the duration of the internship to cater for Incidentals
The following documents must be produced by the intern:
i. Internship request letter from the institution ;
ii. CV & Academic transcripts;
iii. Insurance cover; and
iv. Copy of National ID
A clearly defined framework that will guide and give direction to the management of the Internship Programme within ACAL is outlined in Appendix 12.
MEMBERSHIP OF PROFESSIONAL INSTITUTIONS
The firm shall sponsor employees to membership of professional bodies, if it considers such membership
necessary for carrying out of their duties, or for promoting the interest of the organization’s image. This determination shall be made by the CEO upon advice from the Head of Department concerned and the HR
Department, as part of the staff development plans and the general firm’s networking.
TRAINING INSTITUTIONS
The firm shall make use of local and overseas training institutions. For special cases the Firm in the effort of
developing an employee, may organize a local or overseas attachment, exposure visits, conferences or seminars as may be appropriate.
PERFORMANCE INDICATORS AND EVALUATION
The following methods will be used to evaluate the performance and outcome of a training program;
▪ Evaluation of participants’ reaction during training and at the end of training by use of administering evaluation forms / questionnaires, examinations, role plays etc This will be done by the trainer /
consultant / facilitator conducting the training.
▪ Evaluation of the training impact through work performance e.g. during specific project execution
EMPLOYEE TRAINING ALLOCATION
The firm shall ensure equitable treatment in allocation of training opportunities and shall ensure that staff will not spend more time than necessary in trainings.
APPROVAL OF TRAINING
The Head of HR shall manage and implement all approved training of the firms employees.
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CONTRACTS FOR EXTERNAL TRAINERS
All external facilitators shall enter into a written contract between themselves and the firm before any training
commences. This contract shall be signed by the CEO or any other person with express authority from him.
EMPLOYEE BONDING
The employee having been nominated to attend the course and the firm agreeing to finance the costs and all expenses involved including traveling and hotel cost for the said course, the employee will be obliged to attend the complete course and thereafter continue in the employment for a period of not less than one year.
Should the employee for any reason except death, fail to fulfill the above conditions, will repay to the firm the
amount of the Bond. The written obligation shall be void in case the firm duly completes the said course and the period of employment stated herein.
SUCCESSION PLANNING AND PROMOTIONS Promotion may be defined as the movement of an employee to a higher graded position. For such a move to
be meaningful to both the employer and the employee, the latter would need to have acquired higher skills either through formal training - i.e. attending courses or through on-the-job training.
Additionally, he would need to have demonstrated that he can assume enhanced and /or additional
responsibilities. Such growth will be achieved through a properly executed performance management and appraisal scheme through which staff will have defined targets /objectives for performance and self-improvement.
ACAL’s policy on promotion and succession planning is as follows:
a) There will be full involvement of the immediate Business Unit Head in staff development,
promotion and succession planning process.
b) Business Unit Heads are required to encourage their staff to seek job enrichment and personal growth through continuous professional education programmes in their disciplines.
c) The organization remuneration system allows for meritorial increment within the same grade for
employees who excel and seek job enrichment and demonstrate willingness to assume additional
responsibilities.
d) Promotion from one grade to the next will not be automatic for any category of staff, instead, all promotions will be performance-related whereby the staff concerned consistently excel and
meet the targets /objectives agreed with their Managers through the performance management and appraisal system.
e) Promotions from one grade to the next or to a higher graded position will be based on a significant
change in the job content and the jobholder's contribution to the effectiveness of his department. The job will need to be re-evaluated and re-graded accordingly.
f) Through the performance management and appraisal system, Managers will be responsible
for charting and monitoring the development of their staff as part of the latter's preparation for additional /enhanced responsibilities. Managers are required to report staff with potential to the
Head of HR whose job it is to coordinate the training programme and succession plan.
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ACTING POSITIONS When an employee is called upon to assume duties in an office which has become vacant and which carries
higher emoluments than those which the employee is receiving at the time, the employee shall be considered
for an Acting Allowance equal to the difference between his /her basic salaries and the starting salary of the acting position.
i. Where a position is likely to remain vacant for more than one month, an appropriate employee with the
necessary qualifications may be appointed to act in the un-occupied post in an acting capacity.
ii. Acting in any position shall not exceed six months before the post is substantively filled. All acting appointments shall be in writing.
iii. In the event that the position is filled, the employee on acting appointment shall automatically revert to his /her substantive position.
ACTING PERIOD
To qualify for Acting Allowance, one must act for a minimum period of 3 months (90 days). This should be
continuous and the person should also be duly appointed in writing by the Human Resources Department.
INTERNAL TRANSFERS
All internal transfers will be requested by the Business Unit Heads with written communication of the same sent to the SMFO of HR and a copy to the CEO.
Only, after the approval and amendment of the employee's personal data shall the internal transfer be effected.
The Human Resources Department will prepare a letter of transfer for the employee concerned.
TRANSFERS INITIATED BY THE FIRM All employees of ACAL are liable for transfer to any branch, department or office within the operational base of
the firm.
An employee shall be entitled to disturbance allowance amounting to one month's consolidated salary
provided the transfer is from one town to another and that it is at the firm's instance and not as a result of request by the employee. The Firm will take care of the employees accommodation at a reasonable rate
applicable to the grade for a period of one week to enable the person settle down.
TRANSFERS AT THE REQUEST OF AN EMPLOYEE
A request for transfer by a staff member will be done through their respective Business Unit Heads with a copy
sent to the Head of HR.
The HR in consultation with the Business Unit Heads will assess the needs justification for the request in line with the firm’s strategy, availability of a suitable replacement and / or vacancy in the requested area of transfer.
The final decision will be made by the CEO, and the transfer effected within 21 working days of the approval. An
employee shall NOT be entitled to any relocation allowance.
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PERFORMANCE MANAGEMENT AND APPRAISAL
POLICY AND PURPOSE Performance management is a continuous process through which the supervisor monitors the progress of his staff throughout the year and provides on-the-job training, guidance and support to improve their productivity
and effectiveness in their daily work.
It is a positive process for clarifying job accountabilities and standards and what is expected in each job. It is a shared discipline for setting objectives and agreeing what is to be achieved over a specified period of time. This
can only be achieved through meaningful dialogue between the supervisor and the employee as such
interaction builds employee commitment and self-reliance.
Supervisors at ACAL are required to practice performance management as a daily working method and to carry
out appraisals two times of each year at specified dates (January and July).
The firm shall adopt a Results Based Performance Management System that shall be guided by its Strategic Plan and Annual Work Plans.
The aim of the appraisal scheme are:
1. To review past targets, objectives and improvement areas as a basis for setting new targets/objectives
based on the business priorities of the department
2. To review the appraisee's performance in achieving his/her targets, to identify performance strengths and weaknesses in order to help the employee to improve
3. To review the appraisee's career progression and aspirations and to plan so that both ACAL and the individual's development plans are met
4. To review the appraisee's development and performance shortfalls as a basis for identifying his training
needs to enable him to perform his job more effectively and to take on more and enhanced responsibilities
5. To clarify any misunderstandings and to rectify any attitudes and assumptions that may be
hindering effective working
6. To produce records of appraisals for forecasting organization staff needs for succession planning
The Performance Appraisal Form - HR&ADM / F 49 is attached as Annex 13.
PROCEDURES FOR PERFORMANCE APPRAISALS ACAL shall prepare at least a three years Development Strategy. The Strategy shall provide broad guidelines on
its strategic intent and direction, clearly spelling out expected outcomes from the departments of the firm.
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Appraisals and objective-setting for all staff will be carried out twice a year during the months of June and November.
The CEO shall provide leadership in the development of the individual departmental plans, with clearly spelt
out, Strategic Objectives, outputs, outcomes, targets and indicators hinged on ACAL’s overall Co-operate Strategy.
The Head Institution shall ensure that every Business Unit develops an annual performance work plan and carries out quarterly performance assessments to review progress and take remedial actions where necessary.
Every Business Unit shall make an annual budget to facilitate the implementation of their annual work plans.
All the Units shall develop their departmental plans feeding on to the cooperate strategy and Results based
work plans
Individual employees shall develop and sign Performance Contracts. They will also develop their annual work plans together with their supervisors based on Business Unit plans, with clearly spelt out key result areas (KRA’s)
developed from the Strategic Plan or as maybe discussed with Management. The firm’s performance, monitoring and appraisal shall be based on the key result areas reflected in the annual work plans.
A competence based open appraisal and target setting shall guide the individual performance and form the
basis for evaluation, as well as contract renewal /non renewal.
In addition to the formal performance appraisals, other special appraisals shall be conducted as a result of;
a. A transfer to a different department or location
b. Upon re-assignment, and
c. On promotion
After the appraisals, the Human Resources Department will extract the training needs identified, prepare the training programme for the following year and have it approved for training to start in January. The training
programme should take into account all related costs such as trainers' fees, external attachments, training venues, etc.
The programme should also be aligned to work demands and availability of staff to attend training. Accordingly,
the Human Resources department will need to liaise very closely with the other Business Unit Heads.
Staff should be appraised by their immediate Supervisors. All Supervisors and supervisees shall ensure that performance targets are negotiated and agreed between the supervisor and appraisee at the beginning of the
appraisal.
All supervisors throughout the firm shall receive training in Performance Management and Appraisal. Business Unit Heads are required to contact the Human Resources department on any new and/or old staff who has not
undergone the training. The Human Resources department will organize the training and coordinate the annual performance appraisals.
PERFORMANCE APPRAISAL SYSTEMS The firm shall adopt Competency based performance appraisal system for its employees at Professional and
General Staff levels. The firm shall strive at all times to maintain an open, objective, just and fair performance appraisal process.
- The firm shall ensure that the Performance Appraisal System is used to evaluate both the Professional
and General Staff competence
- The Performance appraisal systems shall be based on every employee’s work plan and KRA’s.
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- Employees shall be appraised by the immediate supervisors in a formal and informal dialogue feedback format.
- The performance appraisal systems shall be an on-going process between the employee and his/her
supervisor.
- Formal Performance appraisal exercises shall be carried out for all employees by their supervisors twice
in a financial year.
- The Directors are under obligation to ensure that appraisal are done when due and forwarded in writing to the HR Department for custody
- The results of performance appraisals, unless otherwise specified by the firm, shall provide the basis for
training and development, promotion, contract renewal, and performance based benefits and incentives.
The appraisal across the firm’s departments shall be conducted under the following guidelines
a) The Performance appraisal Instrument shall be based on the employee’s KRA’s extracted from his/her
approved job description and work plan. Each KRA shall be evaluated based on the outputs carried out to achieve desired outcome
b) Regular joint review opportunities shall be used to agree on:
- Performance targets, indicators and date of delivery
- Standards to be achieved by the employee in the coming year
- The source where the data verifying target achievement will be found. These may include, but not be limited to; reports of assignments, records of delivery of assignments on time, records of process documents signed by the supervisee on time etc.
c) The supervisor and supervisee shall make their own evaluations independently. They will then meet to
negotiate using the appraisal form and evidence from the agreed source as the basis for the
negotiation.
d) During the Appraisal sessions, the two assessments (the supervisor’s and supervisees) shall be
compared and discussed, particularly in case of disagreement whereby each party shall be required to
substantiate their evaluation.
e) The Head of Human Resources shall develop and implement Performance appraisal training to
facilitate their due diligence role in the process
f) The Head of Human Resource will forward results the appraisal to the Appraisal Committee which shall make its recommendations to the CEO.
g) The firm shall use individual performance appraisal reports to determine;
- Renewal or termination of contracts
- Award of merit steps increases or bonuses
- Grant training and development programmes
- Special assignments
- Recognition of employee efforts
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WORKING ENVIRONMENT
WORKING HOURS The official working hours for the firm shall be adhered to. They are as follows:
Weekdays 7.00am – 4.00pm
Lunch Break 1.00pm – 2.00pm
The nature of the firm’s business may also require employees to work extra hours, on holidays and /or weekdays. Regular punctual attendance is essential for effective performance both by the supervisors and
members of his/her team.
Supervisors are responsible for monitoring the punctuality and attendance of all employees during working
hours. Supervisors should ensure that the out of office time sheet form is applied consistently and attendance related disciplinary actions documented clearly, carefully and promptly. Attendance problems should be
reflected in employee performance evaluations.
ABSENCE FROM WORK If any staff is unable to report to work as stipulated, or for some genuine reason has to report to work late,
he/she must call their supervisor and the HR manager to inform them accordingly. Employees who absent
themselves from duty and fail to contact their supervisors within twenty four hours will be considered to have absconded from duty and their services may be terminated.
PUBLIC HOLIDAYS The firm shall observe all public holidays including Id-ul-Filtri which is usually announced a couple of weeks in
advance and any other public holidays that may be gazzeted under the Public Holidays Cap 110 of the Law of Kenya.
REMUNERATION AND BENEFITS
SALARY
The firm shall establish a salary structure and all appointment, salary annual reviews and promotions will be
done within that structure. All salary payments shall be paid on a monthly basis in arrears on the twenty eighth
day of each month, unless this falls on a weekend or public holiday in which case the working day immediately following the date shall be the date on which salaries are paid.
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Any changes in an employee’s salary shall be notified to him/her in writing. The employee shall provide to HR Department the following details of his or her Bank Account;
a) Name of Bank
b) Branch and Address
c) Bank Account Number
d) Branch Code
e) Type of Account
Salaries shall be paid by direct transfer to the employee’s bank account. Employees are responsible for updating the HR Department on any changes on their Bank Account Details.
SALARY PROGRESSION SYSTEM
Salary progression for all staff will be flexible and will be based on work performance and related competencies.
Salary reviews will be done annually specifically in the month of December. Individual employees will be awarded percentage increments according to their performance ratings at performance appraisal and as harmonized between the departments, the CEO and the Head of HR. The control over the distribution of
increment awards ensures that the overall increase in salary expenditure is kept within the agreed budgets.
FIXING SALARIES ON APPOINTMENT
Generally, the starting salaries of new recruits will be fixed at the entry point of the respective grade. However,
in some cases new recruits may be employed at higher salary points within the grade depending on the candidate's qualifications and experience and previous salary. This is to ensure that the firm attracts the right talent.
JOB GRADING AND DEFINITION
Grade definitions describe the common characteristics of jobs grouped in the same job grade in terms of the nature of the work performed and the skills and experience required. All posts within the firm shall be described,
analyzed, evaluated and classified to determine the grading and salary scale for internal equity.
The Job Grading and Definition Structure is outlined in chapter 2 sub-section 3 of this manual
Grade definitions are useful in determining where to place jobs in the job grade structure. Ideally, job holders should meet the definitions of their job grade.
The first appointment to all posts within the firm shall be at the entry point of the appropriate salary scale,
except in exceptional circumstances where a candidate has outstanding qualifications and experience to warrant placement at a higher level within the same salary scale.
However, due to historical factors, there will be persons who do not possess the skills and experience of the grade into which their jobs have been placed. Grade definitions then become useful pointers to training needs to bring such jobholders to the required levels if they are trainable.
FIXING SALARIES ON PROMOTION
A promotion becomes meaningful to the employee concerned if the corresponding increase in salary is greater
than the typical annual increment. In some cases, promotions may be to the new grade minimum. In most cases
however, most promotion candidates will be above the next grade minimum and therefore the salary increments will be given at the next salary level of the new salary grade.
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FIXING SALARIES ON ADDITIONAL QUALIFICATIONS
ACAL encourages personal educational development and will recognize additional relevant qualification from
a recognized institution by awarding a maximum of 5% salary increment upon submissions of certificate or
completion.
GENERAL SALARY REVIEWS
The salary structure is not static. It will be reviewed from time to time in response to market salary levels, effects of inflation and the financial performance of firm. The firm will participate and/or conduct salary surveys as
need arises and will review the structure as appropriate. The objective is to make ACAL a competitive employer
within its sector.
It will be the work of the Head of HR to coordinate such surveys and to gather information on salaries and other employee practices, including relevant legislations and to advise the Top Management accordingly.
In the event of unsatisfactory staff performance, an employee may be denied an annual increment. The member
of staff concerned shall be informed accordingly.
The firm shall conduct job evaluations every 3 – 5 years to take into account the worth of the jobs as a result of
firm’s growth and the various market forces.
SALARY DEDUCTIONS
All salary deductions shall be made with prior knowledge of the member of staff. An employee’s total salary
deductions shall not exceed 50% of his or her/his monthly salary.
Salary payments will be subject to statutory regulations and the firm is under obligation to make statutory deductions such as Income Tax, NHIF and NSSF from all employees. Other reasons for deductions may include
but not limited to;
- Indebtedness to the firm
- Indebtedness to third parties where any deduction for this purpose was authorized by the CEO
- Satisfaction of a valid court order
Deductions that are not of a statutory nature shall be communicated to the Finance office by the Head Of Human Resource, these includes salary advance recovery, laptops repayments, Sacco deductions etc
SALARY WITH-HOLDING
The salary of a member of staff may be withheld in full or in part for the following reasons:
i. Unauthorized absence from duty
ii. Failure to provide required information
iii. Suspension from duty in line with the firm’s disciplinary procedures
GUARANTEE OF LOANS AND ADVANCES OF SALARIES
Salary Advances
Salary advances based on reasonable exigencies may be provided to employees to assist them in their various personal needs but not exceeding two months basic salary recoverable in equal installments within a period not exceeding 6 months, the first month being the first next monthly pay.
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An employee applying for a salary advance shall be required to do so in writing justifying the request. An agreement between the firm and the employee shall be put in writing indicating the loan guaranteed and the
repayment procedure.
Loan Guarantee
The CEO shall authorize and approve the loan guarantee applications to only those employees whose service
contracts have been confirmed and in cases where:
a) Full repayment shall be within 12 months or 3 months before retirement date or lapsing of the contract whichever is earlier
b) The monthly repayment installment does not exceed 50% of the employee’s basic monthly salary
c) The loan is drawn from a credible financial institution
Any outstanding salary advance or loan at the time of separation shall be deducted from the remaining salary, gratuity, or terminal benefits due to the employee, but in event of death the salary advance shall be declared a
bad debt and the beneficiaries’ of the employees shall be paid full gratuity, outstanding salary, or such other
terminal benefits
Except for salary advances as prescribed as above, the firm shall not advance any employee a loan of whatever
description.
CONFIDENTIALITY OF SALARIES
Staff salaries will be kept confidential. It will be an offence for staff to disclose information on salaries to persons
not entitled to receive such information.
Employees are expected not to disclose their salary or that of any other employee with another employee. If any employee has concern about his /her pay, the employee is advised to take up the matter with the Head of
Human Resource.
BENEFITS
MEDICAL SCHEME
The firm has established a medical scheme that provides in and out patient cover for employees.
For all employees, a maximum of up to three (3) dependants shall be included within the cover. Consideration shall be given to all other employees within the other grades to include their spouses and dependants on agreement that the extra premiums shall be met at 100% by the employee over a period not exceeding six
months.
The dependants to be covered under this medical scheme include (1) one spouse and children under the age
of 18 years. The details of the spouse and the children covered must be submitted to the Head of HR at the time
of enrolling in the scheme or when there is a change in the family circumstances. The employee without approval of the management cannot change the details of dependants that have been provided. Reference to the Employee Bio Data form shall be made.
The coverage of the scheme may change from time to time as determined by the management.
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RETIREMENT BENEFIT
It is assumed that the firm will maintain staff on contract basis. However, if the situation demands, then the firm
shall establish various schemes to cater for financial independence upon retirement or exit of an employee.
These are namely:-
- Gratuity Payment
- Pension Scheme
- Provident Fund
The rules and regulations governing the funds/scheme shall be under the custody of the Human Resources
Department.
LEAVE
Annual Leave
Annual leave shall be in accordance with each employee's contract of employment and shall be taken as per the agreed leave schedule. Gazetted Public Holidays in Kenya shall be additional to leave.
Each employee shall be entitled to annual leave of 21 days per annum.
An annual leave schedule shall be prepared by the Business Unit Heads at the beginning of the year and presented to the Head of HR for monitoring. Employees will be expected to identify the period they would like
to take their annual leave.
- Staff will be expected to apply for their annual leave at least twenty one (21) days in advance using the appropriate Out Of Office Form Timesheet – HR&ADM / F 35, Annex 15. Annual leave will only be authorized at the discretion of the management, all other factors notwithstanding. However, personal circumstances and preferences of the employee will as far as possible be considered in approving leave.
- It is recognized that circumstances may arise which do not allow employees to take all their annual
leave entitlement in one block. Where leave has to be broken, it will have to be done in such a way that in any calendar year the employee will have been on leave for a continuous period of 7 working days.
- Employees may only carry forward a maximum of five (5) days of the previous year's leave into the first
quarter of the following calendar year. Any leave days over and above this shall be forfeited. No cash payment will be made to a staff member for forfeited leave days.
- Leave is requested by completing the Leave Form. The employee's immediate supervisor and Business Unit Head must approve this leave application. One shall only proceed on leave upon receipt of a duly processed and signed copy of the leave form from the SMFO.
- Any leave outstanding at the time an employee ceases to be employed at ACAL shall be paid to the employee at the rate of pay applicable to him / her at that time.
- The Firm will pay half the gross salary as leave allowance for all staff
Sick Leave & Sick Off
Sick leave and sick offs are provided to cover illness which prevent an employee from attending work.
Sick Leave
1. After two years of consecutive service with the firm, employees are eligible to a maximum of one (1)
months sick leave at full salary and thereafter for a maximum of two (2) months at half salary.
2. The firm shall terminate employment of an individual employee who has exhausted his/her sick leave entitlement subject to a medical report from a qualified medical practitioner. Such terminations
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will be within the legal guidelines governing a medically determined illness being the cause for one’s incapacity to perform duties.
3. Sick leave entitlement shall include off duty days arising from outpatient treatment.
4. Payment of salary for sick leave in excess of the period as specified above shall be subject to approval by the Board.
Sick-Offs
1. Any absence from duty due to illness must be justified by the employee producing a medical certificate certifying incapacity to work duly signed by a qualified medical practitioner. In the absence of a doctor’s
certificate the employee’s absence will be treated as a leave day and a leave form shall be filled to that
effect.
2. When an employee is absent from the office on a given day due to sickness, they must inform their superior and the HR Manager at the start of the business day by way of making a telephone call.
3. An employee shall be granted up to five (5) days sick-offs in each period of twelve consecutive months
of service. This must be supported by a doctor’s sick-off certificate. Any sick-offs beyond five (5) days shall be recovered from one’s annual leave.
4. Sick-off duty granted by a doctor is considered on consecutive day’s basis and not on working days basis.
Study Leave
Due to the firm’s nature of Business, approval for study leave requests by employees shall be at the discretion of the CEO and the Board of Directors.
Maternity & Paternity Leave
- A female employee shall be entitled to three months maternity leave with full pay
- A female employee shall not forfeit her annual leave entitlement on account of taking her maternity
leave
- A male employee shall be entitled to two (2) calendar weeks paternity leave with full pay
Compassionate Leave
Compassionate leave shall be granted to any employee who has lost a parent, sibling, child or spouse for up to a maximum of 5 days in any calendar year
OTHER BENEFITS
Field and Out of Pocket Allowance
The firm shall pay its employees who stay overnight on official duty away from their duty stations, a field
allowance to cater for meals, accommodation, local transport and other basic requirements.
Any employee on assignment within a radius of more than 25 kilometers away from his /her duty station for a period of more than six hours but not amounting to one night shall be entitled to an out pocket allowance for
meals.
Where travel outside the duty station is partially funded by a third party, the member of staff shall be entitled to an out of pocket allowance. The out of pocket allowance is meant to cater for any incidentals; it shall be
calculated at the rate of 25% of the field allowance. The
Allowances Schedule is attached as Annex 16
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An Employee shall be required to fill a Field Expenditure Sheet - Checklist – HR & ADM / F 12 while on a client assignment and a requisition form – HR & ADM / F5 for all other financial requests.
In the event of a claim by the employee, a Reimbursement Form HR & ADM /F4 shall be filled. All receipts of
expenditure shall be attached.
All the referenced forms shall be approved before any money allocation. The forms are attached as:
Annex 17: Field Expenditure Sheet - Checklist - HR & ADM / F12
Annex 18: Requisition Form - HR & ADM / F5
Annex 19: Reimbursement Form – HR & ADM / F4
ENTERTAINMENT ALLOWANCE The firm may pay the Top Management and Business Development Staff entertainment allowance recognizing
that by the nature of their job they informally provide entertainment and hospitality to clients and prospective clients.
Entertainment Allowance shall be paid to the Business Development Staff in form of an imprest; the allowance shall be replenished upon surrender of the previous expenditure.
The expenditure or entertainment to be considered as a proper charge to the entertainment allowance shall be
formal and/ or Informal entertainment on the occasion of Business Meetings.
SETTLEMENT ALLOWANCE The firm shall provide settlement allowance to staff being posted away from their duty stations; the settlement
allowance shall also be applied in special cases where newly recruited staffs are being posted to duty stations
that are away from the recruiting office. Settlement allowance shall cater for the relocation expenses of the employee and his family.
The rates to be paid shall be determined by the Top Management giving consideration to the prevailing cost of
living and the employee’s grade.
ACTING ALLOWANCE The firm shall compensate an employee performing duties and responsibilities of a post above his or her own, in acting capacity with an acting allowance, provided he or she has the necessary qualifications for appointment to such a post and fulfils the requirements set in the rules and regulations herein.
A member of staff is eligible for an Acting Allowance if the following criteria are met:
a) The staff must have the necessary qualifications for appointment to such a post
b) The staff must be appointed in writing by the appointing authority
c) The position of appointment must be higher than the substantive position
d) The staff must be assigned full authority for a continuous period of at three months.
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Acting allowance shall not be paid for more than six months before the post is substantively filled. The amount of acting allowance to be paid shall be equivalent to the difference between the basic monthly salary of the higher post and the basic monthly salary of the acting member of staff.
The firm shall maintain a pool car that shall be chauffer driven. In situations where an employee is allocated to a pool car that is chauffeur driven vehicle, the vehicle shall be fully maintained by the firm.
Transport Allowance
Transport Allowance shall be paid to facilitate employees of the firm on official duty. All employees, not provided with official transport, shall be entitled to a transport allowance based on the approved means of
transport.
The firm shall not be responsible for any damage, accident or loss from or of a private vehicle used on official business or any fines or third party claims or service charges that may arise from the use of a private vehicle.
Mileage Allowance
An employee of the firm authorized to use his or her vehicle for travel on official duty outside the duty station
shall be entitled to a mileage allowance. Mileage allowance shall be paid as per the company determined rates.
Fuel Allowance
In the event that an employee is allocated a pool car, he / she shall be required to requisite for fuel allowance. The fuel rates shall be revised as per the fluctuating prices in the market. Refer to Annex 20: ACAL- Fuel Chart. Fuel receipts shall be presented to support the requests.
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GRIEVANCE AND DISCIPLINE
GRIEVANCE PROCEDURES ACAL believes that it is in the best interest of the firm and its employees that individuals resolve disputes arising
in the workplace by first seeking understanding between themselves. If a resolution cannot be reached, the individuals should then take up the matter with their immediate supervisor within 30 days of the start of the
conflict. All complaints or questions concerning the job, working conditions or the firm are to be discussed with
the supervisor. If satisfaction is not gained, the matter may be taken to the next level in writing.
GRIEVANCE AGAINST ONE'S IMMEDIATE SUPERVISOR
Complaints against one's immediate supervisor, shall as far as possible be first discussed between the two
parties. Employees shall have the right to refer such complaints and grievances if un-resolved, in writing to the
Head of HR and the CEO, as they have a right of appeal.
- Any employee of firm has a right to be heard in case of a wrong or hardship suffered, which becomes a ground of a complaint by such employee.
- All grievances presented in writing shall be handled within 7 days after receipt.
- Disclosure of information regarding complaints and grievances to the public media or to authorities
outside the firm, by an employee who is part of the resolution process, is forbidden unless such
disclosure is authorized and given in confidence for legal proceedings.
- The firm shall have the right to impose penalties as are appropriate in terms of disciplinary procedures
in cases misconduct, carelessness and / or negligence in the performance of duties.
- Where an Employee fails to comply with any of the provisions of this Manual, he /she shall be liable to
disciplinary penalties.
GROUNDS FOR DISCIPLINE ACAL expects every employee to adhere to the highest standards of job performance and of personal conduct,
including individual involvement with company personnel and outside business contacts.
The firm reserves the right to discipline or discharge any employee for violating any company policy, practice or rule of conduct. ACAL retains the discretion to determine the nature and extent of any discipline based upon
the circumstances of each individual case.
Employees may be disciplined or terminated for poor job performance, including, but not limited to the
following:
- Unsatisfactory quality or quantity of work
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- Repeated unexcused absences or lateness
- Failing to follow instructions or the firm’s procedures
Grounds for disciplinary action shall arise where an employee commits an act of misconduct. There shall be
three main grounds for disciplinary action arising from acts of misconduct. These shall be:
Minor offences
- Reporting to work late without informing and receiving permission from the supervisor;
- Leaving work before close of office hours without informing and receiving permission from the
supervisor
- Being absent without informing and receiving permission from the supervisor
- Unauthorized use of official property
- Minor damage of official property
- Abuse of sick leave
- Indecent Dressing
Serious offences
- Negligence of duty
- Abuse of privileges and immunities
- Use of abusive language
- Unauthorized habitual absence from duty without valid cause
- Serious damage of official property
- Repeated abuse of sick leave
- Sexual harassment
Grave offences
- Persistent repetition of serious offences
- Drunkenness on duty as a result of alcoholic intoxication
- Theft of Institution property including data, files, records etc
- Embezzlement or misuse of official funds
- Conviction by court of law of a criminal offence
- Gross insubordination or insolence
- Willful and repeated disregard of authority
- Serious and willful damage of official property
- Immoral or disgraceful conduct
- Knowingly withholding information on any employee who is inefficient, incompetent or dangerous to the security of Institution;
- Inciting an illegal strike or riot
Disciplinary measures that may be taken against an employee found guilty of misconduct shall include:
i. Verbal warning/ Reprimand
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ii. Written warning
iii. Deferment of annual salary increment
iv. Suspension from duty
v. Termination
vi. Dismissal
Employees that commit a minor offence shall receive a verbal warning for the first offence and a written warning for the second offence from their immediate supervisors. The third offence shall be considered serious offence
An employee who commits a serious offence shall receive a written warning for the first offence from the immediate supervisor and thereafter the subsequent offence may be considered as a ground for a grave offence
Commission of a grave offence shall be a ground for dismissal. Where an employee commits a grave offence, the immediate supervisor shall, through the Head of the Human Resource report the grave offence to the Head of firm
An employee alleged to have committed a grave offence or misconduct, shall have charges proffered against him and a letter of alleged misconduct issued to him/her. He/she will then be required to defend himself/herself, in writing, within a period not exceeding 7 days.
DISCIPLINARY PROCEDURES An employee whose work or conduct is unsatisfactory or who otherwise commits a misconduct which in the opinion of the Firm does not warrant dismissal shall be warned in writing in accordance with the firm’s regulations or the country’s labour laws. The warning shall be in writing and shall be given by the Human
Resources Department and signed by the recipient to signify his/her understanding of the contents.
Heads of Departments should submit their complaints to the Head of HR who will issue the warning letter. The employee against whom the complaint is being lodged shall be given an opportunity to give his/her defense in
writing before the warning is issued.
Disciplinary cases shall be dealt with expeditiously and concluded in a period of not later than ninety (90) days.
HANDLING OF WARNING LETTERS
The following procedures apply on warning letters.
i. All cautionary letters shall be written and signed by the Business Unit Head and copied to Head of HR.
ii. The Head of HR will sign all 1st and 2nd warning letters. This shall be copied to the personal file and
shall be enforce for 12 months.
iii. A letter of warning that is over one year old shall cease to be valid if not further complaints are registered against the employee.
iv. Any employee facing disciplinary action will be given the opportunity to defend himself both verbally and in writing.
v. Any employee serving a warning shall not be entitled to a promotion or salary increment during the
period of warning, unless the employee has demonstrated his remorse and ability to reform. This shall
be at the discretion of the Top Management .
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SUSPENSION
i. Any employee may be dismissed or suspended from duty for suspected acts of gross misconduct,
absence from duty without leave, insubordination, misappropriation of Firm funds or property,
criminal acts, sexual harassment, willful breach of the firm’s policies, regulations and procedures.
ii. In all cases, the power to suspend rests with the Head of Department but authority to suspend should
be obtained from the Head of HR Services before suspension is effected.
iii. When an employee is suspended from duty, the decision to suspend must be given in writing immediately it is taken
iv. During the suspension from duty, the employee is entitled to receive half salary, the remaining being withheld until the final decision is taken.
v. Heads of Departments can only be suspended from duty by the CEO.
vi. Should the employee be acquitted of the charge against them, their suspension from duty will be rescinded and all the monies withheld under this instruction will be repaid to them immediately.
vii. Any employee who receives a suspension shall not be eligible for any salary increments and promotions during the 12 months period of the warning.
SUMMARY DISMISSAL
Any of the following matters may amount to gross misconduct so as to justify the summary dismissal of an
employee for lawful cause;
a) without leave or other lawful cause, an employee absents himself from the place appointed for the performance of his work;
b) during working hours, by becoming or being intoxicated, an employee renders himself unwilling or
incapable to perform his work properly;
c) an employee willfully neglects to perform any work which it was his duty to perform, or if he carelessly and improperly performs any work which from its nature it was his duty, under his contract, to have
performed carefully and properly;
d) an employee uses abusive .or insulting language, or behaves in a manner insulting;' to his employer or to a person 'placed in authority over him by his employer;
e) an employee knowingly fails, or refuses, to obey a lawful and proper command which it was within the scope of his duty to obey, issued by his employer or a person placed in authority over him by his employer.
f) in the lawful exercise of any power of arrest given .by or under any written law, an employee is arrested for a cognizable offence punishable by imprisonment and is not within fourteen days either released
on bail or on bond or otherwise lawfully set at liberty; or
g) an employee commits, or on reasonable and sufficient grounds is suspected of having committed, a
criminal offence against or to the substantial detriment of his employer or his employer's property,
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SAFETY AND WELFARE OF STAFF
STAFF DIGNITY The firm recognizes that its employees are the most valuable resource; as a result, it is committed to supporting its staff and providing both for their professional growth and welfare.
The firm recognizes that each individual employee deserves respect, dignity, courtesy and fair treatment. To help ensure the continued treatment of its staff in this manner, it has developed the following guidelines that are designed to make the work place as productive and supportive to staff as possible.
i. No employee should be subjected to either verbal or physical harassment in the workplace. Staff behaviour that in any way seriously interferes with or disrupts the work of others, or in any way harasses another staff, will not be tolerated.
ii. The firm is committed to providing safe, healthy and pleasant working environment for its staff. Every
employee has the responsibility of working in cooperation with the management to maintain the facilities, equipment and general environment in safe and good condition.
iii. The firm will seek to provide a work environment that is free of discrimination. In keeping with this the
firm will maintain a strict policy prohibiting unlawful harassment including sexual harassment.
Harassment is behaviour, which could be verbal, physical, deliberate, unsolicited and unwelcome. This includes unwelcome remarks, jokes, innuendoes about a person’s body attire which cause awkwardness or
embarrassment, and acts which cause humiliation, insult or intimidation. Harassment is prohibited in the work
place and all employees should be made aware of this fact and it should be clear that it would not be tolerated.
This policy prohibits harassment in any form, including;
a) Verbal harassment in the form of derogatory comments
b) Physical harassment in the form of assault, impending or blocking movement, any physical interference with normal work or movement
c) Visual harassment through derogatory posters or drawings
SECURITY ACAL is committed to ensuring employees' security and therefore all employees are required to observe all safety requirements and regulations.
ACAL offices are equipped with fire extinguishers. Additionally all employees shall be issued with security access cards which also serve as staff identification. Employees shall be required to wear their identification cards at all times while on duty, whether you on or off the firms premises.
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FIRST AID POLICY Every employee should report any accident or incident experienced or witnessed to the HR Manager, where
he/she shall be responsible for calling for emergency services where required. The firm shall endeavor to have
all the staff trained on the basic first aid measures.
- First aid kits shall be maintained at relevant points.
WELFARE FUND There shall be a staff welfare fund that shall cater for all staff welfare related issues. Staff shall contribute a regular amount to the kitty with the firm matching the same. A staff welfare committee shall be elected to manage the affairs of the fund and develop a constitution to guide it.
Each member shall contribute kshs .500.00 monthly
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ANNEXES
ANNEX 1: ACAL DRESS CODE POLICY GUIDE
DRESS CODE SCHEDULE
CATEGORY ATTIRE DESCRIPTION COLOURS APPLICATION
LADIES Trouser Or Skirt Suits Assorted choice of colors that
compliment skin tone and suit color
Monday – Friday
Formal Shoes
Formal Blouses
GENTLEMEN Full Trouser Suit Striped or
Plain
Formal colours Monday – Friday
Formal Shirts With Buttons and collars
Tie Matching tie Single colored or
Shades of the single color
Fomal Shoes Leather Black
Brown
Formal Wear
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Khaki
OFFICE ASSISTANTS Shirt , polo t-shirt, cardigan or Sweater
Monday – Sat
Apron White
Blue
Below the knee dress or skirt
Flat formal shoes
If male also, refer to ‘company driver section’
ALL STAFF Shirt , jacket, cardigan or sweater Smart casual Friday
Trousers smart casual
Skirts smart casual
Shoes loafers
FIELD ASSIGNMENTS Shirt , , jacket or sweater Company Branded /smart casual
Shoes Loafers Matching
Leather
Applicable only to data
collectors
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ANNEX 2: COMPANY CAR AGREEMENT AND POLICY
SECTION A: AGREEMENT This Agreement is made this …………………………..…….………day of ……………………....... ……..…. between Alpex Consulting Africa Ltd (herein referred to as the ‘company’) which expression shall where the context so admit shall include its assignee or successor in title on one part and ………….…………………….ID
NO ………………………..….. and of P.O Box ………………Code:……………….. (herein referred to as the ‘employee’) which expression shall where the context so admit include her/his personal representatives and
assignee on the second part.
WHEREAS it is a well established policy of the company to give motor vehicle to its employee to facilitate their movement and convenience while in course of duty.
AND WHEREAS the employee request for such motor vehicle has been duly approved by the company.
Now This Agreement Witnesseth As Follows;
1. THAT the company shall give the employee motor vehicle whose full and better particulars are as follows
• Registration number
• Model
• Body
• Body type
• Engine number
• Chasis number
• Color
• Mileage (during contract signing)
Any other details
……………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………
RUNNING AND OTHER COSTS The Company shall ensure the car is comprehensively insured and fitted with the necessary security gadgets.
The employee shall maintain the car in good mechanical condition and ensure that the motor vehicle is clean
at all times.
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The company shall together with the employee meet the servicing, maintenance and repairs costs as per the schedule below;
Firm Employee
Servicing 60% 40%
Maintenance 50% 50%
Repairs shall be borne at 100% by the employee. Consideration to meet repair costs shall be given by the firm upon determination of extent of liability where the employee is on an official engagement.
2.3 The company shall Fuel the car from time to time and or reimburse to the employee the amounts spent in fuel provided that the employee shall be required to produce receipts and justify the mileage covered.
PRIVATE USE OF THE CAR The employee shall when not on duty or companies assignments be allowed to use the vehicle for his or her personal use provided that any expenses and liabilities incurred by the employee with respect to the use of the
vehicle while on private business shall be borne by the employee; the employee shall account for mileage accrued thereof
The motor vehicle shall not be used for hire or as taxi or P.S.V neither should it be lent or driven by any other person(s) other than the employee/staff or persons seconded or duly authorized by the company. Such a
person/driver must have a valid driving license a copy of which must be surrendered to the finance & administration manager.
EMPLOYEE’S OBLIGATION This being a company vehicle the employee must comply with the following requirements, which are conditions of entitlement to use or benefit of a company car:
i. To take reasonable care of the car and to keep it in a clean condition
ii. To keep the car in a roadworthy condition, regularly serviced and maintained, and to take appropriate
action to remedy any faults
iii. To report to the Company HR & Administration Manager at the earliest opportunity any damage to the
car or any accident arising from its use, regardless of how the damage or accident occurred.
a. Failure to report may cause the insurance to repudiate the insurance cover and refuse in which event the employee will be liable and shall indemnify the Company from any loss or damage that the company may suffer as a result of the accident or the employees of the company
vehicle
b. To report to the Company HR & Administration Manager at the earliest opportunity any incident involving the Police which arise from use of the company car.
iv. To assist the Company with insurance claims or investigations into accidents, damage or Police enquiries arising from use of the Company car.
v. To ensure he/she has valid driving license a copy of which must be surrendered to the company Finance
& Administration manager
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vi. The vehicle shall not be used to carry un-authorized passengers / persons unless with explicit authority from the Chief Executive Officer
vii. To at all times justify official usage of the company vehicle of all trips on an out of office sheet and
subsequently record mileage on a vehicle worksheet to be found in the individual vehicles. The out of office sheet shall be approved by the HR & Administration Manager
viii. Shall comply and adhere to the company’s car policy herein attached as appendix
ACCIDENTS Where the employee and/or his authorized driver are involved in 3 or more accidents with the company car within a 12 month period, in which the employee and/or the driver are wholly or partly at fault, the employee
will become liable to pay the company’s insurance excess for the third and subsequent accidents. And the company reserves the right to withdraw the car
Where the employee expressly or impliedly allows another person other than the named driver to use the
company car and car is involved in an accident while being used by such a person, the employee shall, at the
company’s discretion, pay for the cost of repairing or replacing the car. The employee shall further, indemnify the company for liability to any third party who suffers loss or damage.
CRIMINAL/TRAFFIC OFFENCES The company shall not be responsible for any criminal/traffic offence facing the employee arising from his /her reckless/negligent use of the motor vehicle Provided the said offence is not preferred against such employee due to defect on the motor vehicle.
f the employee or the company becomes involved in criminal proceedings from employees use of the company’s car, the named driver or any other person to whom the employee have expressly or impliedly given permission to use the company car, he will be responsible for all the parking costs and charges,
fines, criminal compensation and any other financial liabilities arising from the criminal proceedings. Incase the company initially pays some of the above liabilities you shall be liable to reimburse the company as soon as possible.
TERMINATION OF EMPLOYMENT
In the event of summary dismissal, you shall on the last day of work return the company car and you shall not be entitled to any further use or benefit of the car and or to any compensatory payment in lieu.
The company may at its discretion allow you the continued use of the car after termination from employment
subject to written permission specifying the terms and conditions of the continued use.
VARIATIONS The company reserves the right, at its sole discretion, to vary any of the terms of this agreement from time to time, and will give the employee one month’s notice prior to any changes.
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SPECIAL CONDITION This agreement does not constitute and should not be construed as an agreement for sale of the subject motor
vehicle.
CONDITION OF VEHICLE DURING HANDOVER By signing of the contract, the company and the employee consent the vehicle is in perfect state. The vehicle therefore;
i. Has a comprehensive insurance cover
ii. Is in excellent mechanical condition
iii. Paint or body work and is free of scratches, breakage or rust
iv. That the vehicle is free of any defects
v. The vehicle has a clean Title History and will pass a smog and safety inspection
IN WITNESS WHEREOF the parties herein have put their respective hands on the day and date afore mentioned.
Signed and sealed by ACAL CONSULTING Ltd
Director, Strategy and Operations……… …………………………….……Date……………………………………..
SMFO………..……………..……………………Date……………………………………………………………………
Signed by the said Employee
Employee’s…………………………………..Name…………………………… Date………………………………….
In presence of
Witness 1: ……….………………………………………………Date…………………………………………………...
Witness 2: …………………..……………………………………Date…………………………………………………..
SECTION B: COMPANY CAR USAGE POLICY
It is a well established policy of the firm to give motor vehicles to its employee to facilitate their movement and
convenience while in course of duty. These regulations incorporate vehicles owned by the firm (pool vehicles), and personal vehicles authorized for company use.
In applying the provisions of these regulations, the following words and expressions shall have the meanings against each of them, unless the context otherwise requires;
1. The firm / company; Alpex consulting Africa Limited
2. Staff member: any employee, worker or officer in the firm
Section 1: GENERAL
The firm is committed to safe, accident -free driving. Every staff member who drives a vehicle as part of their employment is responsible for its safe operation and condition; a staff member is considered to be at work while driving their personal vehicle if they are carrying out a task authorized by the firm and recording their
mileage/approved expenses for reimbursement. Drivers must practice careful driving and take every possible
precaution to avoid accidents.
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To ensure that no one is injured because of a mechanical defect, the firm’s driver shall be responsible for maintaining the firm’s vehicles in a mechanically safe condition and ensuring that they meet all legislative
requirements at all times; for personal vehicles authorized for company use, the individual driver is responsible for maintaining their vehicle.
Section 2: ROLES AND RESPONSIBILITIES
2.1 Management
The management shall;
1. Explain the firm’s commitment to safe driving before allowing the staff member to drive a company
vehicle, or before authorizing a them to drive a personal vehicle on company business
2. Explain the firm’s procedures on company assets and ensure that they are being followed. Any staff member failing to comply will be subject to disciplinary action as determined by the management.
3. Ensure that all reported vehicle problems or concerns are corrected
3. Ensure that staff operating company vehicles raise written requisitions before any maintenance or
service work is authorized
4. All company vehicles shall be serviced at one identified garage
5. All company vehicles shall be fuelled at one identified fuel station and that refills shall be on the basis of official mileage covered by the staff member
6. Ensure that Insurance coverage is extended to anyone using a personal vehicle for official business
2.2 Staff / Driver
1. Ensure that they are in possession of a valid driver’s license. A copy of the license must be submitted on an annual basis to the management to be registered on the list of valid firm’s drivers. Only employees whose names and license numbers appear on the drivers list are allowed and authorized to operate the
firm’s vehicles.
2. Staff / Drivers operating their own vehicles authorized for company use are responsible for ensuring that they are in possession of insurance appropriate to their vehicle; proof of insurance must be
provided to the firm.
3. Staff / Drivers who operate vehicles on company business are representing the firm and are personally responsible for driving in a safe and legal manner. All legal, statutory and firm’s procedures must be followed.
4. No driver may operate a vehicle while impaired by the influence of alcohol, drugs or medicine, excessive fatigue, or extreme stress.
7. All drivers must immediately report and document accidents, damage, problems or concerns to the HR
& ADM Manager within 12 hours.
8. Each driver must wear a seat belt while operating a vehicle. The driver is responsible for ensuring that
seat belts are worn by all passengers in the vehicle. No driver shall carry excess passengers in any vehicle at any time; the vehicle must have enough seats and seat belts equal to the number of workers
being transported.
8. Drivers must not exceed the speed limit while driving as stipulated by the traffic Laws of Kenya.
9. In case of inclement weather or unsafe conditions, drivers will check road conditions prior to driving. If
conditions are unsafe, the trip should be postponed.
Section 3: ACCIDENT REPORTING AND INVESTIGATION
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When an accident occurs, a thorough investigation shall be conducted to determine the cause and to prevent future accidents
3.1 Management Responsibilities
1. When an accident occurs with a company owned vehicle; the HR & ADM Manager shall notify the insurance company; when an accident occurs with a personal vehicle authorized for company use, the
driver will notify the insurance company.
2. The accident report and accompanying documents will be reviewed within three days of the accident date by the HR & ADM Manager / Chief Executive Officer for the determination of:
a) Recommendation for training / retraining
b) Review / revision of current policies and procedures
c) Disciplinary action, if appropriate; if an accident is classified as preventable (def: an accident in which the driver failed to exercise every reasonable precaution and evasive maneuver in preventing
the accident), based upon charges laid or after review by certified accident investigators, the staff
member may be subject to disciplinary action.
3.2 Staff / Driver Responsibilities
1. All accidents must be reported immediately to the firm
2. Notify the police and call for an ambulance, if required
3. Complete the firm accident report form upon reporting the accident to the HR & ADM Manager
4. In cases involving police, ask the officer for a report number. Include this report number on the firm’s accident report form, to be submitted to the HR & ADM Manager.
5. Be available to answer any questions regarding the accident from the firm, the police, or the insurance company.
Section 4: CHOICE OF CAR
The firm shall permit the staff member to identify a car of choice that shall be within the firm’s budget upon the decision to facilitate the member of staff with a company vehicle for use. The specifications will however be
determined by the management in relation to;
• Color and make of the car
• Year of manufacture
• Car dealer
• Registration Number
Section 5: SAFETY EQUIPMENT
Every vehicle will be provided with a safety package as follows:
• First aid kit
• Fire extinguisher
• Flashlight
• Spare wheel
• One reflective warning triangles
• Blanket
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Section 6: RUNNING / OTHER COSTS
1. The Company shall ensure the car is comprehensively insured and fitted with the necessary security
gadgets.
2. The employee shall maintain the car in good mechanical condition and ensure that the motor vehicle is clean at all times.
3. The Company shall reimburse all reasonable parking, servicing and maintenance costs properly incurred while the vehicle is used in line with company’s business.
4. The company shall fuel the car from time to time and or reimbursed to the employee the amounts spent
in fuel provided that the employee shall be required to produce receipts and justify the mileage covered
Section 7: TERMINATION OF EMPLOYMENT
1. During the period of notice of termination of employment, the Company may direct that the staff member holds the car until end of notice period
2. Where the Company elects to pay in lieu of notice, then the Company shall require the driver to return the
vehicle immediately and to pay the employee the car value based on cost to company.
Section8: OTHER POLICY ISSUES
The following lists some of the points that you may want to include:
1. The minimum age of all drivers shall be 18years and above. All drivers shall be required to have a minimum of one year’s experience on the road to handle company vehicles
2. Smoking while in the vehicle shall not be permitted and will lead to disciplinary action
3. No staff member shall use of cell phones while driving
4. All reimbursements shall be honored upon submission of valid receipts not more than one week after receipt by the firm’s accountant
5. Members of staff shall take full responsibility for packing / speeding penalties
6. Staff members on assignment and using the company vehicles on short notice shall ensure that the company vehicle is returned to the designated parking area at the end of the work day / period as indicated
on the filed timesheet
7. Specific disciplinary measures to be taken if a driver is found to be at fault; for example, driving under the
influence of alcohol will result in the staff being terminated, while a warning or suspension may suffice if
the driver is found to have used the firm vehicle on personal business
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ANNEX 3: MOBILE USAGE
This Agreement is made this day of …………………….. between ALPEX CONSULTING AFRICA LTD (herein referred to as the ‘company’ which expression shall where the context so admit shall include its assignee or successor in title on one part and …………………….…….ID No………………….. and of P.O Box
……………………………….. (herein referred to as the ‘employee’) which expression shall where the context so admit include her/his personal representatives and assignee on the second part.
This agreement sets forth the company agreement about mobile phone usage and applies to all company
employees running the same. For the purpose of this agreement, the term ‘mobile phone’ is defined as any handled electronic device with the ability to receive and/or transmit voice text, or data messages without a cable connection. The company reserves the right to modify or update these policies at any time
1. COMPANY MOBILE PHONES The company may issue business mobile phones to employees for work – related communications aimed at
generating company revenues. To protect the employee from incurring tax liabilities for the personal use of such equipment, these company issued phones are to be used for business purposes only. The mobile number
assigned to you shall be +254 …………..
The mobile Phone and the mobile number shall remain a company asset and should be surrendered immediately on relinquishing a position entitled to a phone or if the employee leaves employment on
resignation or termination.
2. USAGE The employee shall be required to abide by the terms in the “Mobile Phone Agreement”.
(a) Usage – Commercial Use Only
The company mobile phone shall be used for official Business only, unless otherwise agreed and documented in a Employee’s “Employment Contract” or personnel file. The company mobile phones shall not to be used for individual “business” or private matters related to income generating activities. From time to time, the Finance
and Administration department will evaluate returns on resources spent on the phone usage and may advice on withdrawal of the facility.
(b) Private Use
The phone should not be used for private business.
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3. STORAGE OF PHONES The employee must use and care for the phone in their possession in a responsible manner. Breakages, damage
or loss of the mobile phone that may lead to the need for replacement or any associated costs incurred, may
be charged on the employee if the cause is determined to be out of reckless / careless handling.
The employee is required to;
i. Keep batteries charged at all times and report all irregularities immediately as discussed elsewhere in
this agreement.
ii. Activate the “Keypad Lock” at all times
iii. The employee shall not switch off their phone for more than a duration of 6HRS. In instances where
he/she travels abroad or is not in a position to handle phone calls for whatsoever reason, the employee shall hand over their phone to the HR & ADM DESK
iv. All PIN locks / codes shall be disclosed to the HR & ADM desk
(1) Home
The employee shall secure the mobile phone at home, as if it is their personal possession. Always use the keypad lock as you are responsible for the call charges billed to “your” mobile phone.
(2) Vehicle
The phone shall not to be left in vehicle while unattended to, to avoid theft or a car break ins. If such an occurrence occurs these costs shall be charged directly to the employee.
(3) Office
While in the office the mobile phone shall be stored with due care, if lending the phone to other officers, the officer shall document this use usage.
IN WITNESS WHEREOF the parties herein have put their respective hands on the day and date afore mentioned.
Signed and sealed by Alpex Consulting Africa Ltd
Director, Strategy and Operations…… ……………….…………………….Date……………..………………………
HR& ADM Manager…….……………………………..….………………... Date…………….…………………………
Signed by the said Employee
Employee’s Name ………………………………………………………………………………………………………..
Signature…………………………………..…………………….Date………………..………...………………………..
In presence of
Witness 1: …………………………….…………….…….…………………………………………….…………………
Date…………………………………………...………. Signature………………….…………….……………… …….
Witness 2: …………………..………...…………………………….….…………………………………………………..
Date………………………………………….………. Signature…………………………..……………………………
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ANNEX 4: ICT EQUIPMENT POSSESSION FORM – HR&ADM / F 34
(A) Employee Details
Name…………………………………………………………….…………………………….…………………………..
.
Staff Number……………………………………………….……………………..…..…....…..…………………………
ID No…………………………………………………….……………………..……............……………………………..
Date Engaged………………………………………….……………………..…………………………………………...
Department………………………………………….……………………..……………………………………………..
Position…………………………………………….……………………..………………….……………………………
(B) Computer Desktop/Laptop
Make…………………………………………….…………………………………………….…………………………..
Serial Number……………………………………………………………………………….……………………………
Specifications…………………………………………………….……………………..………………………………..
Adapter S/No……………………………………………….……………………..………………………………………
Carrying Bag yes/no……………………………….……………………..……………………………………………….
B) Computer Desktop/Laptop Peripherals (E.g. Modem)
Peripheral Name………………………………………………………………………………………………………….
Serial No…………………………………………………………………………………………………………………....
You are hereby required to:
1. Keep the data safe and secure from unauthorized person(s)
2. Be the custodian of the laptop / desktop whether it’s in the office, field or if you carried it home and
hence accountable to any loss, damage caused.
Note: Leave your laptop with the HR and admin manager to be kept in the safe if not carrying it home
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3. To avail the laptop for the scheduled maintenance according to the firm’s Procedure Number 4: Use Of Company Assets in the support department
4. Get permission from the ICT officer in case anyone (internal and external) needs to use your computer
5. Report any breakdown immediately to the ICT officer
6. Take care of the laptop hence any mishandling and loss of adapters will lead to direct charges
7. To submit the laptop and its accessories and clear with the ICT officer through the HR / ADM in case you intend to terminate your engagement with the firm
Employee Acceptance
I have read, understood and agree to accept and abide by the above Company ICT equipment possession policy.
Signature: ………………………………………Date:…………………………………
Note: The Company reserves the right, at its sole discretion, to amend or vary any of the terms of this policy
from time to time, and will give you one month’s prior notice of any change.
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ANNEX 5: ICT EQUIPMENT TRANSFER FORM - HR&ADM / F 35
(A) Employee Details
Name…………………………………………………………….…………………………….……
Staff Number……………………………………………….……………………..…..…....…..….
ID No…………………………………………………….……………………..……............…….
Date Engaged………………………………………….……………………..……………………
Department………………………………………….……………………..………………………
Position…………………………………………….……………………..………………….……..
(B) Computer Desktop/Laptop
Make…………………………………………….…………………………………………….……
Serial Number……………………………………………………………………………….…….
Specifications…………………………………………………….……………………..…………
Adapter S/No……………………………………………….……………………..……………….
Carrying Bag yes/no……………………………….……………………..……………………….
C) Computer Desktop/Laptop Peripherals (E.g. Modem)
Peripheral Name…………………………………………………………..
Serial No……………………………………………………………………
Declaration
I intend to pay the equipment within……………………..months whereby an amount not less than
Kshs………………………………..will be deducted from my salary
The following shall apply when owning up the equipment:
1. You only own the equipment after clearance with the administration upon payment of the total due.
2. Before clearance the equipment remains an asset of the firm.
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3. The equipment should be maintained in good condition and should be available for use within the firm
4. Incase you leave the firm before you clear you shall forfeit the equipment and make arrangements with
the administration on how to get your accumulated amount or clear the balance.
5. The maximum payment period of the equipment is 12 months
Employee Acceptance
I have read, understood and agree to accept and abide by the above Company ICT equipment possession
policy.
Signature: ……………………….………………………………Date:………………...…………………………
Note: The Company reserves the right, at its sole discretion, to amend or vary any of the terms of this policy
from time to time, and will give you one month’s prior notice of any change.
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ANNEX 6: REQUEST TO RECRUIT
DEPARTMENT: JOB TITLE: REQUESTED NO:
Justification of Request:
…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………
………………………………………………………………………..
Job Description:
…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………..
Qualifications Required (Academic & Professional)
……………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
………………………………………………………………………..
Candidate Specification
……………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………
……………………………………………………………………………………………..
Signed (HOD):______________________ Date: ___________________
69
Approved By: _______________________ Date: ___________________
Details Verified (Head of HR): ________________ Date: ______________
Recommended No:
(Attach extra sheets if the above space is limited)
70
ANNEX 7: APPLICANTS BACKGROUND CHECK – HR&ADM / F 47
Ref:
Date:
{Address}
STRICTLY PRIVATE AND CONFIDENTIAL
To Whom It May Concern:
The above named whose photograph is affixed on the reply from, has recently joined ACAL and has given your name as one of her referees.
We shall be grateful therefore, if you could respond to the questions overleaf, from your own knowledge to
enable us give consideration to her confirmation in the firm’s service.
Your feedback and other information that you will provide will be treated in strict confidence.
Yours
CHIEF EXECUTIVE OFFICER
71
If necessary, Please use the space behind this page to include additional information or to answer any questions more fully.
72
To the best of your knowledge:-
1. Is he / she well known to you?
- How long have you known him / her?
- Can you confirm that the photograph affixed overleaf is that of the person named
- That he / she is known by the names shown overleaf
2. Has she / he been suspected of any form of fraud or dishonesty?
3. Can you recommend him / her as a desirable person to be employed by ACAL?
4. Do you know anything else about him / her which you consider that we should know before deciding whether or not to employ the applicant?
……………………………………………………………………………………………………………………………………………………………………………………………………………..……………………………………………
5. If the applicant has ever been in your employment or you were his /her in charge under the same employer,
please answer the following:-
- When did he/she enter your employer’s service?
- Why did he/she leave your employer’s service?
- Has his/her conduct been entirely satisfactory?
6. Any additional information
……………………………………………………………………………………………………………………………
………………………………………………………………………………..……………………………………………
Name: ………………………………………………………………
Signature: ………………………………………………….………
Company Name: …………………………………………………
Postal Address: ……………………………………………………
Telephone: …………………………………………………………
Official Stamp: ……………………………………………………
Date:……………………………………………………...…………
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ANNEX 8: EMPLOYEE BIO DATA FORM
ACAL EMPLOYEE BIO DATA FORM
(Please answer each question clearly and completely)
1. DEPARTMENT 2. POSITION
3.NAME
4.SEX 5. YEAR OF BIRTH
(DD/MM/YY)
6.
PERSONNEL
FILE NO
7.PERSONAL ADDRESS
8.NATIONALITY
9. NATIONAL ID NO
10. TELEPHONE NUMBER (S) 11. NHIF NO 12. NSSF NO 13. BLOOD GROUP
14. DISTRICT OF ORIGIN 15. CURRENT RESIDENCE
16. PLOT NUMBER
17. MARITAL STATUS
(Please Tick)
SINGLE
MARRIED
WIDOW (ER)
DIVORCED
SEPARATED
18. SPOUSE DETAILS
SPOUSE NAME
Insert Passport size
Photograph
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PERMANENT ADDRESS
TELEPHONE NO NATIONAL ID NUMBER
(Please attach a copy of your spouses National ID card. You may be required to produce a copy of the marriage certificate upon request)
19. Do you any children below the age of 18? If the answer is “yes”, give the following information:
Yes No
NAME
DATE OF BIRTH RELATIONSHIP
20. NEXT OF KIN (Please attach a copy of your next of Kin’s details e.g. National ID card, marriage certificate, National Passport etc )
NAME
RELATIONSHIP
ADDRESS
MOBILE NO
21. A. EDUCATIONAL DETAILS Give full details - N.B. Please give exact titles of degrees. (UNIVERSITY OR EQUIVALENT). Attach copies of certificates
NAME OF INSTITUTION ATTENDED
FROM / TO
DEGREES AND
ACADEMIC
DISTINCTIONS OBTAINED
MAIN COURSE OF STUDY
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B. SCHOOLS OR OTHER FORMAL TRAINING OR EDUCATION FROM AGE 14 (e.g. high school, technical school
or apprenticeship). Attach copies of certificates
NAME OF INSTITUTION TYPE ATTENDED CERTIFICATES OR DIPLOMAS OBTAINED
FROM TO
22. EMPLOYMENT RECORD: Starting with your most former post, list in reverse order every employment you
have had. Use a separate block for each post.
NAME OF EMPLOYER PERIOD EXACT POST IMMEDIATE SUPERVISOR
FROM TO
ADDRESS OF EMPLOYER
TYPE OF BUSINESS
REASON FOR LEAVING
NAME OF EMPLOYER
PERIOD EXACT POST IMMEDIATE SUPERVISOR
FROM TO
ADDRESS OF EMPLOYER TYPE OF BUSINESS REASON FOR LEAVING
76
NAME OF EMPLOYER PERIOD EXACT POST REASON FOR LEAVING
FROM TO
ADDRESS OF EMPLOYER
TYPE OF BUSINESS REASON FOR LEAVING
23. REFERENCES: List three persons, not related to you, who are familiar with your character and qualifications. Do not repeat names of supervisors listed under item 20
FULL NAME FULL ADDRESS / EMAIL BUSINESS OR OCCUPATION
I certify that the statements made by me in answer to the foregoing questions are true, complete and correct to
the best of my knowledge and belief.
Date Signature
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ANNEX 9: INDUCTION PROGRAMME
1. Who are we
2. Our vision
3. Our mission
4. Key enables
5. Our history
6. Operating Policies
7. Terms & Conditions Of Employment And Probationary Period
8. Job Descriptions
9. Confidentiality and oath of secrecy
10. Attendance, attire, code of conduct and institutional culture
• Attendance
• Attire
• Code of conduct and institutional culture
11. Performance Management
12. Staff benefits
• Leave
• Medical insurance
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• Retirement benefit
• Traveling & out of pocket expenses
• Staff welfare and official transport
13. Training and staff development
14. Disciplinary actions
15. Recommended reading & references
i) Quality Management System
ii) The Organizational Chart
iii) The Firms Human Resources Policy and Procedures Manual
iv) Job Description
Staff name: Signature:
Staff number: Department:
HR & ADM: Date:
ANNEX 10: STAFF CLEARANCE FORM
Date:
Employees Name:
Designation:
Personnel Number:
Department:
Date of Leaving:
Reason for Leaving:
……………………………………………………………………………………………………………………..
We the undersigned do hereby certify that we have cleared with the above mentioned employee, who is leaving
the company and he / she can now be paid his final terminal benefits
1. Accounts Department
(a) Loans and salary advances
(b) Sacco
(c) Others specify
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Accountant:
HR & Adm:
2. Business Unit Head
(a) Departmental Documents
(b) Handover Notes
Director Strategy and Operation:
HR & Adm:
3. Head of ICT
(a) Disable Email Address
(b) Disable Computer Rights
(c) Other Accessories
Head of ICT:
HR & Adm:
4. Administration
(a) Disable Access Card
(b) Office workstation is in order
(c) Keys to doors / Cabinet
(d) Desk Accessories
Administrative Assistant:
HR & Adm:
5. Head of HR
(a) Medical Cards
(b) Medical Excesses
(c) HELB
(d) Clauses 1,2,3 and 4
Director Strategy and Operation:
HR & Adm:
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ANNEX 11: EXIT INTERVIEW
EMPLOYEE DEPARTMENT
JOB TITLE HOD
DATE EMPLOYED DATE TERMINATED
1. Do you feel you understood what your job duties and responsibilities entailed before you began employment?
Yes No > (If no, please explain)
2. Did you understand your performance expectations when you began employment?
Yes No > (If no, please explain)
3. Were your personal expectations regarding employment met?
Yes No > (If no, please explain)
4. Were you appropriately oriented to the organization and your current department?
Yes No > (If no, please explain)
5. Did anyone train or instruct you on how to perform your job duties?
Yes > (If yes, please rate or assess the quality of your training)
Excellent Good Fair Poor Very Poor
No > (If no, please explain how you learned to perform your job)
6. If you have another position, will you be doing the same /similar work?
Yes No > (If no, what kind of work will you be doing?)
7. What did you like most about working at ACAL?
Type of work Compensation Working conditions
Co-workers Supervisor It was an advancement
Opportunity
Type of work Compensation Working conditions
Co-workers Supervisor It was an advancement
Opportunity
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_________________________________________________________________________________________
8. What did you like least about working here?
________________________________________________________________________________________
___
9. What did you like most about your position?
___________________________________________________________________________________________
10. What did you like least about your position?
Co-workers Supervisor Lack of recognition
Education Co. reputation Other; explain
New career Benefits It was a foot in the door
Education Co. reputation Other; explain
New career Benefits It was a foot in the door
New career Benefits Business direction
Education Co. reputation Other; explain
Type of work Compensation Working conditions
Co-workers Supervisor Lack of recognition
Co-workers Supervisor Lack of recognition
Type of work Compensation Working conditions Type of work Compensation
New career Benefits Business direction
Type of work Co. reputation Other; explain
Working conditions Type of work Compensation
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________________________________________________________________________________________
___
11. How do you feel about the HOD/ guidance you received in your position?
If poor, what was the source of your dissatisfaction?
12.. Were you and your HOD able to work effectively together?
Yes No Somewhat
(Please elaborate on your response)
13. Did you get quality and timely feedback and recognition from your HOD?
Yes No Sometimes
(Please elaborate on your response)
14. Is there anything your HOD could have done to make your job easier & to help you in your job?
Yes No
(Please elaborate on your response)
15. How do you rate the physical working conditions in your department in which you worked?
If poor, what was the source of your dissatisfaction?
Excellent Great Fair Poor Good
Type of work Co. reputation Other; explain
Excellent Great Fair Poor Good
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16. Is the decision to leave your current position influenced by any of the following? (Please check all that apply)
_______________________________
17. What main two factors contributed to your decision to leave your position? (Please explain)
18. Could anything have been done to prevent your departure?
Yes No (If not, please indicate why)
19. Before making your decision to leave, did you investigate options that might enable you to stay?
Yes No Somewhat (If not, please indicate why)
20. Did you seek career advancement while employed at the organization?
Yes No (If not, please indicate why)
21.Would you consider working at the organization again, if the right positions were available?
Yes No (If not, please indicate why)
22.If there is anything you could suggest to your Business Unit Head to improve the management, organization
and functioning of the Department what would it be?
Better Job Opportunity Family circumstances
Type of Work /Job Self-Employment
Physical illness or Condition Employee(s)
Return to School
Travelling Distance Supervision
Dissatisfied with Working Conditions (Others)
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23. Do you feel there are services or assistance Human Resources department should provide that are not
currently available?
Yes No (If yes, please elaborate on your response)
24. How did you feel about the following employee benefits?
Holidays
Vacation
Sick Leave
Personal Days
Educational Assistance
Health Insurance
Life Insurance
Employee Assistance
Training & Development
25. If poor, what benefits were the source of your dissatisfaction and why? (Please explain)
26. How would you rate your overall satisfaction with your employment in (Dept) or at the organization?
If poor, what were you dissatisfied with and why? (Explain)
Excellent Great Good Poor
Excellent Great Fair Poor Good
85
ANNEX 12: INTERNSHIP POLICY
GENERAL Alpex Consulting Africa Limited (ACAL) shall maintain a limited internship programme for student and graduate interns wishing to gain practical experience and deeper knowledge at the place.
Interested candidates shall follow the procedure and conform to the eligibility criteria set out below.
Intake to the programme is on a continuing basis with no specific recruitment period; there shall be no opening or closing date for applications.
PURPOSE
1. To provide unemployed graduates valuable work experience and skills to improve their chances of employability.
2. To provide student interns with opportunities to gain practical experience required to earn credits
towards a qualification.
3. To resolve the general shortage of qualified and skilled people in the workforce by encouraging graduates to equip themselves with necessary practical experience.
4. To address youth unemployment especially tertiary graduates by providing them work experience.
5. To exposes student to job and career opportunities
DEFINITION OF INTERNSHIP
Internship is a work based experiential programme that culminates in a testimonial letter indicating the work areas to which the intern was exposed.
The internship programme is divided into two: The Student Interns and The Graduate Interns.
i. A Student Intern will be considered a student who has been sent to the organization by a tertiary
institution to do practical in certain fields / areas in order to gain credits to complete his/her
studies.
ii. A Graduate Intern is a person who has completed his/her studies and out of his/her own initiative approaches
SCOPE OF APPLICATION
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i. Candidates shall be students, who are studying or have completed a diploma, degree or have recognized formal training from a registered institution of higher learning in case of graduate
interns.
ii. They should be unemployed, from all racial groups, who have not been exposed to work experience related to the area of study.
iii. Participation in the internship programme shall be through a competitive process. Ad hoc appointment shall be avoided.
RESOURCES AND INFRASTRUCTURE
• Interns shall have access to the necessary infrastructure for them to function professionally.
• A budget covering any form of remuneration / allowance and all other costs of the programme, shall be availed
• Managers or Heads of Departments of the sections where the interns are stationed shall act as
supervisors of the interns.
• All departmental policies on asset management, codes of conduct etc, applicable to permanent employees, will apply to them as well.
INTERNSHIP CONTRACT
i. Alpex Consulting Africa Limited (ACAL) shall make sure that all interns enter into a contract with the organization.
ii. The contract shall indicate the areas of work experience the intern should be exposed to including
roles and responsibilities.
iii. The intern shall work for the employer for the specified period as agreed in the contract.
iv. The contract shall express the commitment of the firm, the supervisor and the intern therefore all
three parties shall sign the contract.
v. On completion, the intern shall be provided with a testimonial letter specifying that the intern has completed the programme, and also indicating the skills and experiences that he/she was exposed to. No certificate shall be issued.
TERMINATION OF AGREEMENT AND DISPUTE RESOLUTIONS
1. Termination shall be as per agreement in the contract or per agreement between the firm and the intern
or the intern and the institution that sent the intern i.e. at the end of term.
2. On termination all documents, programmes, reports, etc, shall be handed over to the Head of HR
3. The intern indemnifies the employer against any claim or court actions, including all legal costs that may be instituted by any person against the employer resulting from any action or omission by the
intern, which is contrary to the agreement.
4. The firm will NOT, in any way, be liable for any injuries or losses sustained by the intern during his/her period of internship.
DISPUTE
1. Should a dispute be declared, internal processes should first be exhausted before consulting outside.
2. Should either Party fail to carry out any of its obligation in terms of the agreement, then the other Party shall be entitled to give the defaulting Party written notice to comply therewith, within no less than 10
days.
87
3. Should the other Party fail, the other Party may, without prejudice to any rights it may have, terminate the agreement without further notice.
CONFIDENTIALITY
The intern shall not communicate information obtained during official duties without written consent and shall keep confidential information as confidential.
GENERAL GUIDELINES
1. The HR Department shall remain the custodian of the programme. The department shall however collaborate with the Business Units on the intake of interns.
2. No one shall be discriminated against on the basis of their gender, colour, creed, physical and / or social
status, etc.
3. On completion of internship, the intern shall be given a testimonial letter that attests to their engagement with the firm
4. Interns shall be treated with dignity and they shall not be made to do work that does not add value to
their training.
5. Both student and graduate interns shall undergo induction immediately they arrive in the organization.
On Student Interns
6. The firm shall strive to assist students from nearby institutions and their number may not exceed two in any given department.
7. Student Interns shall be with the firm for not more than a period of three months, no extensions will be allowed. Extensions may be allowed only in extreme cases, based on strong recommendations by the relevant department.
8. The supervisor, under whom the intern is serving/learning the skills, shall, on a monthly basis write a
report on the performance of the intern
9. The programme does not guarantee jobs for the interns.
On Graduate Interns
i. In accordance with the definition for a graduate intern above, an experiential trainee shall be provided with the necessary training if there is space, resources and capacity available within the firm.
ii. Experiential training for graduate interns shall not exceed 12 months. Their stay will only be extended where reason for their extension is beyond question, e.g. someone in the section is on sick or maternity leave, etc.
iii. The firm does not guarantee any trainee a job after the training. Application procedures shall be followed should a post be vacant.
88
ANNEX 13: PERFORMANCE APPRAISAL FORM
NAME OF APPRAISEE:
JOB TITLE:
DEPARTMENT:
DIVISION:
NAME OF SUPERVISOR:
TITLE OF SUPERVISOR:
APPRAISAL PERIOD:
DATE OF APPRAISAL:
APPRAISER
APPRAISER’S JOB TITLE
General Notes
The objective of assessing the performance of an individual member of staff is as follows:
1. To assess the level of achievement of the agreed objectives and outputs
2. To identify areas for performance improvement
3. To reward and recognize good performance
4. To identify performance gaps and hence take relevant actions
5. To act as a basis for staff professional career development
Instructions:
1. This form shall be completed by the appraisee and the supervisor as per the guidelines of section A – D below
2. Staff being assessed shall be informed of any fault or shortcomings which result in an adverse report.
3. General Comments are important and all those involved in the process should provide full, frank and considered statements as appropriate.
4. The weight of the objectives allocated shall be determined by the supervisor according to the
importance of the appraisee’s duties. The weights shall be captures in form before the appraisal process begins.
89
5. The number of objectives being appraised may vary across the firm’s departments
Weighting:
The total of the weights column should add up to 100%. Each objective should be weighted according to the
priority of that objective relative to the other objectives. The weight should provide some indication of the amount of time spent on that objective. (e.g. if an objective requires ¼ of the person’s time, the weight should
be 25%) .
Do not shrink from giving low marking where this is deserved. Failure to give a honest and impartial opinion is not in the interest of the officer, his colleagues or the organization, and is also a serious reflection on the marking
or reporting officer concerned.
In the general comments and remarks columns, aim to give a clear picture of the officer's strengths and weakness. Do not make comments which merely repeat what has been indicated in the marking boxes.
Panel Assessment:
A panel of senior managers shall make a final assessment of the appraisal report, making any amendments
considered necessary. The panel shall additionally make specific recommendations on the action to be taken on the appraisee.
The Assessment of individual Outputs will be made basing on the following rating scale:
Rating Description Attendant Scores
5 Outstanding
The appraisee has exceeded the agreed targets and has consistently produced results of high quality. Demonstrates a high level of productivity and is a model of excellence in both the results achieved and the means by which they are
achieved.
85% and above
4 Performance above requirement
The appraisee achieved all the agreed targets. The appraisee
consistently meets expectations for the outputs achieved and the means by which they are achieved.
71 - 84%
3 Performance meets requirement
The appraisee achieved most but not all the agreed targets
and there was supporting rationale for not meeting the other commitments.
61 - 70%
2 Performance not up to requirement, needs great improvement
The appraisee has not achieved most of the agreed targets. Has no reason for failure to meet the targets.
51 - 60%
1 Poor Performance
The appraisee barely achieved any of the agreed targets in line with the agreed targets.
50% below
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SECTION A: To be completed by the appraisee and the supervisor
SECTION B: To be completed by the appraisee and the supervisor
SECTION C: To be completed by the supervisor and a member of the appraisal panel
SECTION D: To be completed by the appraisee, Head of Human Resource and the Chief Executive Officer
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SECTION A: ASSESSMENT OF AGREED OUTPUTS AND TARGETS List of Company’s Objectives to which you contribute:
1. Objective 1
2. Objective 2
3. Objective 3
4. Objective 4
5. Objective 5
Performance Objective #: Weight of objective:
1.
Targets
Evidence Summary and Comments
Rating Agreed Weight Weighted rating
(Agreed rating x
weight / 100)
Employee E %
Supervisor S
Performance Objective #: Weight of Objective
2.
Targets
Evidence summary and
comments
Rating Agreed
Rating
Weight Weighted
rating
(Agreed rating x
weight/100)
Staff E
%
Supervisor S
Performance Objective #: Weight Objective
3.
Targets
Evidence Summary and comments
Rating Agreed
Rating
Weight Weighted rating
(Agreed
rating x weight/100)
Staff E
92
Supervisor S %
Performance Objective #: Weight of objective:
4.
Targets
Evidence Summary and Comments
Rating Agreed Weight Weighted rating (Agreed
rating x weight/100)
Employee E
%
Supervisor S
Performance Objective #: Weight of objective
5.
Targets
Evidence Summary and comments
Rating Agreed
Rating
Weight Weighted rating
(Agreed rating x weight/100)
Staff
E
%
Supervisor S
Performance Objective #: Weight of objective:
6.
Targets
Evidence Summary and Comments
Rating Agreed Weight Weighted rating (Agreed
rating x weight/100)
Employee E
%
Supervisor S
Performance Objective #: Weight of objective:
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7.
Targets
Evidence Summary and Comments
Rating Agreed Weight Weighted rating
(Agreed
rating x weight/100)
Employee
.
E
5%
Supervisor
S
Performance Objective #: Weight of objective
8. Targets
Evidence Summary and
Comments
Rating Agreed Weight Weighted
rating
(Agreed
rating x weight/100)
Employee
.
E
%
Supervisor
S
Performance Objective #: Weight of objective:
9. Targets
Evidence Summary and Comments
Rating Agreed Weight Weighted rating
(Agreed rating x weight/100)
Employee
.
E
%
Supervisor
S
Section B: Job Related Competencies and Principals
This section contains the evaluation factors on employee work style effectiveness that reinforce performance
and delivery of results. It lists down some key competencies required for peak performance.
Using the rating table provided, rate each employee’s output per each attribute. When all attributes have been
rated, calculate the average score of the appraisee and rate as appropriate. Letter E on the form indicates
Employee’s own rating, S - Supervisor and A – Agreed rating between supervisor & appraisee.
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Job Competencies: Measures the effectiveness with which the employee applies job knowledge and skill to the
job.
Assessment of work style effectiveness Rating Comments
E S A
Knowledge of current Job E
S
Problem solving skills E
S
Planning and organization skills E
S
Quality of work: Level of accuracy,
neatness and consistency that characterizes individuals work
Rating Comments
E S A
Shows accuracy, clarity, consistency and thoroughness in work
E
S
Shows good judgment and decision
making skills
E
S
Responsive to request for service. Timely and honest feedback
E
S
Communication and teamwork:
Effectiveness of the employee’s interactions with colleagues and as a team player
Rating Comments
E S A
Is open to constructive criticism
E
S
Can clearly express themselves both
orally and in writing
E
S
E
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Actively contributes and participates in team activities
S
Approach to work: Characteristics the employee demonstrates while performing job assignments
Rating Comments
E S A
Open to new ideas and approaches
E
S
Actively seeks ways to streamline processes
E
S
Shows and takes initiative E
S
Compliance to ISO 9001:2008 Quality
Management System
Rating Comments
E S A
Is conversant with the firm’s QMS procedures of the Department
E
S
Maintains records required by the QMS during execution of tasks
E
S
E
S
Community Service: Individual’s participation in ACAL community
activities outside the individual
department
Rating Comments
E S A
Participation in ACAL wide activities
(presence)
E
S
Serving member of any of the ACAL’s Committee’s
E
S
Active contribution of ideas and or
resources in ACAL wide activities
E
S
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The average rating for this section is the mean of all the agreed ratings rounded to the nearest single decimal point
Overall rating = Total score of section A x 70% =
+
Total score of section B x .30 = ________
Overall rating rounded off
To the nearest decimal point (e.g 2.3)
Training Needs Identified
Training Need Training Course Required Training should take place by (insert dates)
Action and Follow up to be done by (insert name(s)
1.
2.
3.
4.
5.
6.
By my signature below I hereby confirm that I with the above evaluation and that my performance has been discussed with me by my Supervisor. (Tick as appropriate below)
Agree Disagree
Name:_______________________ Date:______________________ Signature:_______________
APPRAISEE
Name:_________________________ Date_______________ Signature:____________________
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SECTION C: OVERALL ASSESSMENT OF PERFORMANCE AND RECOMMENDATIONS The Assessment shall be based on the level of achievement of outputs and the competencies. The assessment
shall be out of 100%. The distribution will be 70% for output achievement and 30% on core competencies as indicated in the Guidelines.
Total Score
85+ Outstanding
71 - 84 Very Good (Performance significantly above requirement)
61 - 70 Good- Performance fully meets requirement
51 - 60 Average – Performance requires great improvement
50 & below Poor Performance
RECOMMENDATION INDICATE AS APPROPRIATE
1. Probationary period be extended (indicate number of months)
2. Suitable for confirmation
3. Not suitable for confirmation (give reasons)
4. Has fulfilled the requirements of the Performance
Contract
5. Has not fulfilled the requirements of the
Performance Contract
6. Requires training to improve performance (indicate
field)
7. Recommend for promotion
8. Promote to: (position)
9. Redeploy to (position /department / team)
10. Set performance targets & review performance after (months)
11. Outplace
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Comments by Supervisor
----------------------------------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------------
Signature: Date:
Comments and Recommendations by Panel Representative
----------------------------------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Name: Signature: Date:
SECTION D: APPROVAL AND IMPLEMENTATION
CHIEF EXECUTIVE OFFICER
Signature………………………………… Date …………………………………….
HUMAN RESOURCE OFFICER
Signature………………………………… DATE …………………………………….
APPRAISER
99
Signature………………………………… DATE …………………………………….
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ANNEX 14: JOB DESCRIPTION FORMAT
JOB TITLE:
DEPARTMENT:
CODE:
REPORTS TO:
1. Purpose of the Position
2. Responsibility and Authority
3. Key Result Areas
4. Key Performance Indicators
5. Quality Management Outputs
101
ANNEX 15: SAMPLE ASSOCIATE CONTRACT
CONTRACT 2019
This CONTRACT (hereinafter called the “Contract”) is made the …………… day of the month of …………., the
year 2019, between, on the one hand, Alpex Consulting Africa Ltd. (ACAL) of P.O. Box Number 20382-00100 Nairobi (hereinafter called the “Client”) and ……………………………….. of P.O. Box Number
………………………………………….. on the other hand, (hereinafter called the “Consultant”).
WHEREAS
The client has been contracted by The Ministry of Infrastructure, Transport , Housing and Urban Development (MUTIHUD) under the Kenya Urban Support Programme to provide consultancy services for the first full annual
assessment of the 45 county governments (i.e excluding nairobi and mombasa), concerning minimum conditions and performance standards applicable to eligibility to participate in “kusp”. The project requires close working relationship with the National Project Steering Committee (NPSC) and the county Government.
a) The implementation of this engagement will be for a duration of 3 months;
b) the Consultant, having presented to the Client that they have the required professional skills, and personnel and technical resources, has agreed to provide the Services on the terms and conditions set
forth in this Contract;
NOW THEREFORE, ACAL Consulting hereby appoints …………………………………….. an ASSOCIATE
CONSULTANT, for the duration of the above assignment as provided for in their respective work plans but not
exceeding ………….. Man Month/Days
The execution of these assignments shall be in accordance with:
(a) Detailed Terms of Reference as provided by the Client;
(b) Detailed proposal detailing Approach & Methodology in undertaking the assignment; work-plan; Outputs and deliverables at all phases of the assignment which forms an integral part of this contract; and
(c) The final and approved project inception report.
TERMS AND CONDITIONS
This Contract replaces and supersedes any previous proposals, correspondence understandings or other
communications whether written or oral.
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1. Key responsibilities: The associate is appointed as an Assessment Team Leader responsible for project
execution and specifically:
a) Support project planning. Review and enhance the detailed project plan, documents required,
stakeholder listing, project risks and mitigation measure
b) Support the identification of key stakeholders and develop master diary list
c) Undertake a thorough desk review of the all the relevant project documents, policies, strategies and other related documents
d) Pilot data collection and assessment tool
e) Update data collection tools
f) Data collection and assessment training - support team
g) Assessment roll out in clusters
h) Reporting (a draft assessment report for each county, detailing compliance (or non-
compliance) with UIG/UDG MCs and the extent to which PSs have been met;)
i) Present the assessment report to the QA Secretariat
j) Support the development of the comprehensive assessment report
2. Key deliverables
# Key Deliverables Content
1 Draft assessment report Post fieldwork draft assessment report for each county, detailing
compliance (or non-compliance) with UIG/UDG MCs and the extent to
which PSs have been met;
2 Draft report for each county Detailing compliance (or non-compliance) with UIG/UDG MCs and the
extent to which PSs have been met; and
the documentary evidence that counties need to submit (by 30th
September) in order to meet UIG/UDG MCs.
3 Final assessment report Detailing compliance (or non-compliance) with UIG/UDG MCs, based
on either fieldwork data or documentary evidence submitted by
counties prior to 30th September; indicating UIG and UDG allocations
(for FY 2019-20) based on MC compliance.
3. Fees and additional services
For services rendered the consultant shall be remunerated a total of Kshs……………………… and for the
performance of the contract as the total fees, exclusive of 5% withholding tax. ACAL will not bear or pay any
other compensation, subsidy, nor any other payments whatsoever other than what is provided for under this contract. This is a lump sum contract and the remuneration shall be based on the time spent in the above project and deliverables as set out above;
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The breakdown of payments shall be as per the milestones in the terms of reference and upon submission of reports acceptable to the client represented as follows: -
1. 50% of the contract amount upon submission and acceptance of the draft report
2. 50% of the contract amount upon submission, presentation and acceptance of the final report.
Payments shall be made against a Consultants’ invoice, based on the proposed payment schedule and as per
the terms stipulated in this contract, and subject to payment by the client upon submission and acceptance of deliverables.
To facilitate smooth working, ACAL will avail to the consultant office space and services, with internet access,
printing facilities and facilitate field data collection.
The consultant shall be solely responsible for the work and fees of any other party engaged by him/her to participate in the engagement regardless of whether such party was introduced by ACAL. Except as provided in the Letter of Engagement, ACAL shall not be responsible for providing or reviewing specialist advice or services
including legal, regulatory, accounting or taxation matters, due diligence or any other investigative services.
4. Confidentiality
Neither party will disclose to any third party without the prior written consent of the other party any confidential
information which is received from the other party for the purposes of providing or receiving Services which if
disclosed in tangible form is marked confidential or if disclosed otherwise is confirmed in writing as being confidential or, if disclosed in tangible form or otherwise, is manifestly confidential. Both parties agree that any confidential information received from the other party shall only be used for the purposes of providing or
receiving Services under this or any other contract between us. These restrictions will not apply to any information which:
a) is or becomes generally available to the public other than as a result of a breach of an obligation under this clause 5
b) is acquired from a third party who owes no obligation of confidence in respect of the information; or
c) Is or has been independently developed by the recipient.
Notwithstanding clause i above either party will be entitled to disclose confidential information of the other (i)
to our respective insurers or legal advisors, or (ii) to a third party to the extent that this is required, by any court
of competent jurisdiction, or by a governmental or regulatory authority or where there is a legal right, duty or
requirement to disclose, provided that (and without breaching any legal or regulatory requirement) where
reasonably practicable not less than 2 business days notice in writing is first given to the other party.
5. Termination
Either party may terminate the Contract for whatever reason upon the expiry of 30 days’ notice to be given in
writing to the other commencing upon the date when that notice of termination is sent.
Either party may give immediate notice to the other suspending the performance of its duties and obligations
under the Contract in the event that:
a) circumstances exist or arise which, in the reasonable opinion of that party, materially and adversely
affect the performance of, or the ability to perform, that party’s duties and obligations under the Contract
b) either party becomes aware that the other party has failed (whether before or after the date of the Letter
of Engagement) to disclose to it information which in the reasonable opinion of that party is material to the performance of its duties and obligations under the Contract.
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6. Actions following termination upon termination of the Contract:
a) each party shall upon written request from the other return to the other all property and documentation of the other that is in its possession save that we shall be entitled to retain one copy
of such documents that we require to maintain a professional record of our involvement in the Engagement;
b) ACAL shall pay forthwith upon request all fees and expenses due in respect of the Services provided
up to the date of termination together with our reasonable costs and expenses incurred in connection with the termination of the Contract.
7. Consultants’ code of conduct
The consultant will be expected to perform their duties ethically and responsibly, to promote desired standards of practices and conduct and protect the integrity of ACAL as a professional Consulting Firm. Key integrity
principles shall cover, but not limited to professional standards and performances, confidentiality of
information, and conflicts of interest.
The Consultant commits to disclosing any personal interest that may affect the integrity of the services offered,
safeguarding confidential information, protecting the interests of ACAL, and providing independent and objective consultancy services.
The consultant will make no misleading statements to their client, will conduct themselves with integrity and
will deliver services with integrity and high professional standards to maintain the reputation of the consulting firm.
The consultant shall bear individual responsibility for any, deceptive or unlawful practices, performed by
him/her individually or jointly with others during the performance of this consultancy contract.
The consultant shall keep all information regarding this assignment entirely confidential, and not use, publish, or make known to any persons other than the personnel of the consulting firm/client prior written authorization. Further to this the Consultant shall have no authority/right to divulge any information to the media, or others,
about the Contract or the Services carried under the Contract, outcomes of the assignment but shall refer the request for information to the Secretariat for its response.
The Consultant shall provide professional, objective and impartial services without consideration for future
work. The Consultant shall not undertake other assignments that constitute an actual or apparent conflict of
interest. i.e the consultant shall not undertake to consult for the Counties in regard to Kenya Urban Support Programme (KUSP) . The Consultant further covenants that;
Non-solicitation.
He/she shall at no time during the term of this contract engage in any business activity which is competitive with the Company nor work for any County covered under this assignment.
For a period of one (1) year immediately following the termination of this contract shall not engage in any business activity which is in direct conflict with this assessment assignment and the company.
During the term of this contract, and during the assessment the consultant shall not be induced to alter the outcomes of the assessment for a gain or otherwise.
Non-Corrupt/fraudulent practice.
Shall not solicit for a bribe to offer a favorable opinion and shall not be involved in corrupt and fraudulent practices regarding this annual assessment project. The client (ACAL) shall bear no liability for the consultants
actions but the consultant shall bear full responsibility for their actions and shall compensate ACAL any damages that may be occasioned by their action, either directly or otherwise.
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8. Personal Insurance
The Consultant shall be responsible for his Medical, Personal accident, Travel and any other insurance cover
that may be deemed necessary in the course of the execution of this assignment. ACAL shall not be in any
circumstance be liable for any form of compensation arising thereof, insurance is the sole responsibility of the
consultant.
9. Indemnity against Third Party Liability
Except for any wilful misconduct or gross negligence by ACAL, the consultant agrees to indemnify ACAL to the
fullest extent permitted by law against all liabilities, losses, claims, demands and reasonable expenses,
including but not limited to legal fees and expenses and internal management time and administrative costs,
brought against ACAL by any party or person whatsoever, other than consultant, in connection with or arising
out of the Engagement.
10. Governing law
Applicable law - this Contract shall be governed by and interpreted in accordance with the laws of Kenya set
forth in the Letter of Engagement and the Courts shall have exclusive jurisdiction in relation to any claim,
dispute or difference concerning the Contract and any matter arising from it. The parties irrevocably waive any
right they may have to object to any action being brought in those Courts, to claim that the action has been
brought to an inconvenient forum or to claim that those Courts do not have jurisdiction.
Resolving disputes – If any dispute arises between the parties to the contract, both parties will attempt to
resolve the dispute in good faith by senior level negotiations. Where both parties agree that it may be beneficial
the parties will seek to resolve the dispute through mediation. If the dispute is not resolved through negotiation
or mediation both parties agree that the courts of the country or state shall have exclusive jurisdiction in
connection with the resolution of the dispute.
11. Subcontracting
The Consultant shall not subcontract without prior written authorisation from the Client nor cause the Contract to be performed in fact by third parties. Even where ACAL authorises the Consultant to
subcontract to third parties, he shall none the less remain bound by his obligations to ACAL under the Contract and shall bear exclusive liability for proper performance of the Contract. The Consultant shall
make sure that the subcontract does not affect rights and guarantees to which ACAL is entitled by virtue
of the Contract.
12. Taxation
The Consultant shall have sole responsibility for compliance with the tax laws which apply to him. The
consultant shall furnish ACAL with his/her PIN for purpose of remittance of the 5% withholding tax, this shall be well captured in the consultant’s Invoices.
13. Field Disbursements
The consultant shall be provided with daily subsistence allowance to cater for his/her upkeep while in the field.
This shall cater for accommodation and meals at the prevailing company rates. Transport shall also be provided
to and from the office, where a vehicle is required the company shall hire one on behalf of the consultant and
who shall be solely responsible for the vehicle and as such will sign off for it with the provider. Fuel shall also be
provided based on distance to be covered and at the pre-determined rate. The consultant is required to account
for at-least 50% of the disbursements; this shall be supported with ETR receipts for filing and shall be filed within
five days of completion of the field work.
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AUTHORISED REPRESENTATIVE
This Agreement is executed on behalf of the Client and the Consultant by the following duly authorized officials.
IN WITNESS whereof, each of the Client and the Consultant has executed this Agreement the day and year first
herein before written.
ALPEX CONSULTING AFRICA LIMITED
Name _____________________________________________________
Designation ________________________________________________
Sign ______________________________________________________
Dated this ___________________Day of ______________________2018
CONSULTANT
Name ________________________________________________________
Designation___________________________________________________
Sign _________________________________________________________
Dated this ___________________Day of ______________________2019
Witness:
Name ________________________________________________________
Designation___________________________________________________
Sign _________________________________________________________
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Dated this ___________________Day of ______________________2019
If the Consultant wishes to authorise the Client to subsequently use the consultant’s professional profile in
bidding for future opportunities, kindly append signature below:
Sign_________________________________________________
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Terms of Reference
BACKGROUND The Government of Kenya is preparing a proposed Kenya Urban Programme (KUSP), to be financed in part by the World Bank. The World Bank’s Board has approved its portion of the programme (KUSP) in July 2017.
OBJECTIVES AND PRINCIPLES OF KUSP Program Development Objectives. The development objective of the proposed programme is to support the establishment and strengthening of urban institutions and systems to deliver improved infrastructure and
services in participating municipalities in counties in Kenya through KUSP. The objective applies to 45 counties:
the cities of Nairobi and Mombasa are not part of SKUSP.
Program Description. SKUSP will offer grants to national government entities, county administrations, and
potentially, urban administrations that opt in to the programme and meet agreed minimum conditions and
performance measures. Specifically, the programme will:
• Support national government entities to implement the National Urban Development Policy (NUDP), provide capacity building support to national-level entities and to county administrations, and to manage annual county-level performance assessments; Window 1.
• Support county government administrations to develop and implement county-level urban development policies and integrated strategic plans, establish urban management systems, develop legislation and regulations to better manage urban areas, help to build the capacity of urban
administrations, and implement and enforce county policies and legislation; Window 2. The proposed
Urban Institutional Grant (UIG) for counties will be through this window.
• Support urban administrations—through their counties—for the development of urban plans, systems,
and the delivery of urban infrastructure and services; Window 3. The proposed Urban Development Grant (UDG) for establishment of physical investments and provision of basic services at the urban
board level will be through this window.
Urban Institutional Grants (UIGs)
This preliminary assessment concerns Window 2’s two MCs towards UIGs, only. UIGs are intended to achieve
two objectives:
(a) Provide eligible and qualifying counties (and their urban institutions) with some of the financial resources
needed to meet UDG Minimum Conditions and Performance Standards and thus access funding via the UDGs for urban infrastructure and service delivery. This is the primary objective of UIGs;
(b) Enable eligible and qualifying county governments to integrate urban development challenges and
opportunities into county-wide development plans and strategies. This is the secondary objective of UIGs.
Forty-five counties are eligible to receive UIGs, subject to meeting MCs. Counties that comply with UIG Minimum
Conditions will qualify for a UIG allocation of $200,000 each in FY 2018-19.
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Urban Development Grants (UDGs)
KUSP will provide eligible county governments with Urban Development Grants (UDGs) in order to finance
investments in urban infrastructure, which have been identified as priorities by each county with participation
of citizens through their municipal board. The UDGs are structured to provide incentives for counties and urban boards to strengthen their institutional, governance, and service delivery performance.
All urban areas that potentially qualify as municipalities or cities under the UAC Act will be eligible for UDGs, with the exception of urban areas in the city counties of Nairobi and Mombasa. This includes all urban areas with a population exceeding 70,000, and all designated county headquarters. This universe includes 66 urban areas which are home to a total population of 6.5 million residents.
The indicative UDG allocation for each urban area is determined entirely on the basis of urban population; in other words, each urban area is allocated Kshs 2,000 per urban resident (see table 3 below) per year. This is the simplest, most objective, and most transparent formula possible, and ensures that resources are distributed in
accordance with the best available measure of urban development needs. The lack of more detailed data precludes the use of a more complex formula at the current time. There is a minimum indicative UDG allocation
per urban area) of Kshs 50 million, intended to ensure that investment projects funded by the UDG are of a
minimum scale.
UDGs are allocated to specific and eligible urban areas within counties, provided that certain MCs are met.
Where all UDG MCs are met, the urban area in question will achieve a score of 50 (out of 100) and thus qualify
for 50% of its indicative (maximum) UDG allocation. Once Minimum Conditions have been met, the urban area in question can then qualify for additional percentages of its indicative (maximum) UDG allocation as a function
of the degree to which it is able to meet Performance Standards.
To illustrate: an urban area with 100,000 urban residents is eligible to receive an indicative (maximum) UDG
allocation of Kshs 200 million each year. If the urban area (and its parent county government) complies with all UDG Minimum Conditions, then 50% (Kshs 100 million) of its indicative UDG will be awarded. If the urban area, for example, is also able to meet 4 (out of 5) Institutional and Governance Performance Standards but none of
the Planning, Infrastructure and Service Delivery Performance Standards (see below), then it will receive an
additional score of 20, and will thus be awarded with a further 20% (Kshs 40 million) of its indicative UDG. In total, then, the urban area in question would have achieved a score of 70 (out of 100) and would thus qualify for
70% (or Kshs 140 million) of its indicative UDG allocation.
It is important to underline that MCs must be met fully (for FY 2018/19) before Performance Standard scores apply in the following annual assessment (for FY 2019/20).
OBJECTIVE OF THE ASSIGNMENT The primary objective of the consultancy is to assess the performance of eligible counties with respect to:
- the Minimum Conditions applicable to UIGs. Counties that demonstrate compliance with these Minimum
Conditions will qualify for their UIG allocations in FY 2018-19.
- the Minimum Conditions applicable to UDGs. Counties and their urban areas that demonstrate compliance with these Minimum Conditions will qualify for 50% of their UDG allocations in FY 2018-19.
A secondary objective of the consultancy is to establish (in year 1) and then allow for the client’s updating (in
each subsequent year) a performance baseline for all 45 counties concerning both UIG and UDG MCs as well as
the UDG performance standards (PSs).
The full assessment framework is in Part 6 below.
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SCOPE OF WORK AND TASKS The Government of Kenya seeks a firm of consultants to conduct the first full Annual Performance Assessment
of the 45 counties eligible to participate in the programme. The city counties of Nairobi and Mombasa are
excluded.
The consultants will be expected to assess county compliance with UIG Minimum Conditions, UDG Minimum Conditions and UDG Performance Standards in order to calculate UIG/UDG allocations for Year 2 of KUSP (FY
2018-19).
This ToR will be applicable for the first year, with the possibility of extension into a second year, subject to satisfactory performance.
Specific tasks are as follows:
(1) Conduct fieldwork in all 45 counties in order to collect data on the performance of each county government (and any urban institutions established by those counties), to be measured in terms of: (a) compliance with
UIG and UDG Minimum Conditions, and (b) meeting UDG Performance Standards.
(2) Analyze all field data in order to assess the performance of each county (in terms of MC compliance and
meeting PSs).
(3) Establish, for each county/urban area, initial UIG and UDG allocations (for FY 2018-19) on the basis of:
- UIG MCs that have and have not been met
- UDG MCs that have and have not been met
- UDG PSs that have and have not been met
(4) Following the above, provide a detailed, county-by-county, list of:
For UIGs:
- MCs that have been met at the time of fieldwork;
- MCs that had not been met at the time of fieldwork and identify what needs to be done in order to meet them by 30 April 2018;
For UDGs:
- MCs that have been met at the time of fieldwork;
- MCs that had not been met at the time of fieldwork and identify what needs to be done in order to meet them by 30 April 2018;
(5) Subsequent to the above, and over the period 1 December 2017 to 30 April 2018, receive and assess any
documentary evidence submitted by counties (and their urban areas) intended to provide proof of compliance with UIG and UDG MCs that had not been met at the time of fieldwork. Where needed, contact
counties to request clarification or further documentation.
(6) On the basis of fieldwork data and adequate documentary evidence submitted by counties (and their urban areas) prior to 30 April 2018, establish a final listing of all counties that have or have not complied with UIG and UDG Minimum Conditions and (consistent with MC compliance) a calculation of UIG/UDG allocations
for all counties for FY 2018-19.
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DELIVERABLES (a) Inception Report, outlining the consultants’ understanding of the assignment and proposed approach to
meeting UDD requirements;
(b) Following fieldwork, a draft assessment report for each county, detailing compliance (or non-compliance) with UIG/UDG MCs and the extent to which PSs have been met;
(c) Following fieldwork, a draft report for each county, detailing:
- compliance (or non-compliance) with UIG/UDG MCs and the extent to which PSs have been met; and
- the documentary evidence that counties need to submit (by 30 April) in order to meet UIG/UDG MCs.
(d) Following 30 April, a final assessment report:
- detailing compliance (or non-compliance) with UIG/UDG MCs, based on either fieldwork data or documentary evidence submitted by counties prior to 30 April;
- indicating UIG and UDG allocations (for FY 2018-19), based on MC compliance.
PERFORMANCE REQUIREMENTS The consultant shall determine how best to convey each county’s APA, in the light of the following MCs, PSs and their indicators.
For UIG: the MCs follow.
For UDG: the MCs and PSs follow.
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Performance standards (1)
Performance standards (2) - overleaf
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MANAGEMENT OF THE ASSIGNMENT The consultants shall report to the Coordinator of the KUSP preparation team and will be expected to work closely with members of UDD in ensuring timely and accurate delivery of the objectives and outputs of the
assignment.
RESPONSIBILITIES OF THE CLIENT The Client will provide office space for the consultants in the same location as the KUSP preparation team to
facilitate close cooperation/consultation with their counterparts. The Client will avail all relevant documents to the consultants and will facilitate meetings with stakeholders. The Client will organize and finance any stakeholder workshops. The Client will reimburse the consultants for expenses related to any approved travel
undertaken for the purposes of carrying out the assignment.
RESPONSIBILITIES OF THE CONSULTANTS The consultants shall be responsible for the provision of ICT equipment required to carry out the assignment, such as computers and mobile phones.
POSSIBILITY OF EXTENSION
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This APA contract may be renewed for a second year, subject to performance in the first year’s APA.
Documents to be provided by the client:
A. Project appraisal document (PAD)
B. Project operations manual (POM)
C. Financial management manual (FMM)
D. County urban-institutional development strategy template (CUIDS)
E. Any other material considered relevant during the procurement process.
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ANNEX 16: OUT OF OFFICE TIME SHEET FORM
(A) STAFF DETAILS
Name of Staff…..…………………...……………………...……………………….………………………………
Department……………………………………….………………….……………………..………………………
Position………….…...……………………………………………………………………..………………….……
Date……………..….……………………………………………………………………………………….………
Time Out………….…………………………..………...….……Signature…………………………...………..…
Nature of Engagement……………………………………………………………………………………………
…………………………………………………….……………………..………………………………………………
……………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………
Time In.…………………………………………………….… Signature……………………………....………..
(B) FOR OFFICIAL USE ONLY
Name of Authorizing Officer………………….…….…...….….…………………………………………….……
Date.…………………………………………...……...………..... Signature …........................................………..
Comments…………………………………………………….……………………..……………………………………
……………………………………………………...……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….…………………
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ANNEX 17: ACAL allowance schedule
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ANNEX 18: FIELD EXPENDITURE SHEET / CHECKLIST 54 – HR & ADM / F 12
To be filled before and after any field work by the team / leader
I/We………………………………………………………………….…………designation………………………………of………………….………… Department hereby request for facilitation with the following items for me / us
to effectively undertake………………………..……… assignment at……………………………..……… for a duration of …………….……….. day (s) starting …….……... to………………………….…of………………. 2012
NO . DESCRIPTION QTY COST @ AMOUNT
1. Alpex Banner
2. Alpex Folders
3. Projector
4. Laptop
5. Extension Cable
6. Camera
7. Flip Charts
8. Name tags – Alpex
9. Felt Pens
10. Alpex Official Receipt Book
11. Training Materials (copies)
12. Notepads
13. Pens – Fine points
14. Masking Tape
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Amount in words…………………………………………………………………………………………………………
Prepared By………………..……..……….Signature……………………..………..……… Date……………….……..
Approved/Not approved by……………………. Signature………………………………….….Date………………..
Amount released in words………………………………………………………………………………………………
___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ _
AFTER FIELD ACCOUNTING
No Description Amount
Balance Returned / claim by…………………………………… Date………….. Signed………………………………
Received By……………………………………………….……Date …………… Signed………..…………….………
To be filled before and after any field work by the team / leader
Clearance of the previous Assignments
15. Evaluation forms
16. Registration forms
17. Calculator
18. ETR Machine
19. Fuel (if using CAR) / FV Ref No……………..
20. Transport (if using public means)
21. Accommodation allowance
22. Meals Allowance
23. Air time
24. Miscellaneous
25. House / Guest House / Accommodation
TOTAL
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To be filled before and after any field work by the team / leader
ASSIGNMENT…………………………………………………………………..
CLIENT…………………………………………………………………………
NAME………………………………………Date…………………………………
No. Description/Explanation Before Field After Field
1. Tender advert / Request For Proposal
2. TOR
3 Offer/award letter
4 LPO
5 Letter of acceptance
6. Contract
7 Invoice
8. Appointment letter
9. Validation form
10 Field timesheet
11 Assignment completion
Checked by………………………………………..………… Sign: …………………………..…………………………
Date: ……………………..……………………………..…
Allowance Allocations
No. Officer Collecting Amount Sign HR & ADM Rep.
1.
2.
3
120
4
5
6.
7
8.
9.
10
ATTACHMENT
FV – Fuel Voucher
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ANNEX 19: REQUISITION FORM – HR & ADM / F5
DATE: _______________
NAME OF OFFICER REQUESTING……………………………………………….
DEPARTMENT……………………………………………………………………….
DESCRIPTION OF SPENDING AMOUNT
TOTAL AMOUNT REQUESTED
AMOUNT REQUESTED IN WORDS:
________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
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APPLICANTS SIGNATURE : _______________________
DATE : _______________
APPROVED/ NOT APPROVED: ____________________
BY: _____________________________________________
DATE : _______________
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ANNEX 19: REIMBURSEMENT FORM
DEPARTMENT………………………………………………………………………….........................................
NAME
AMOUNT
DESCRIPTION OF SPENDING:
TOTAL AMOUNT CLAIMED: Kshs. _____________________
AMOUNT REQUESTED IN WORDS:
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________________________________________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________
APPLICANTS SIGNATURE : _______________________
DATE : _______________
APPROVED/ NOT APPROVED: ____________________
DATE : _______________
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ANNEX 20: ACAL FUEL CHART
