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The HR plan should include sections regarding how to

Provide Team Training

Identify and agree employee erformance objectives.

Review employee performance

Manage the Team performance

improve employee performance,

Recognize and Success and reward superior performance,

discipline minimal performers

Key Policies and Principles

The Human Resources (HR) policies listed below contain detailed information that support the content of this guide. The policies are also considered to be key to the management of staff within Oxfam Great Britain (Oxfam GB or OGB) but they do not form the definitive list of HR policies that can be found at: http://intranet.oxfam.org.uk/support/hr/emprelations/hr_policy_a_to_z

§ Attendance Management

§ Behaviour at Work

§ Benefits Policy

§ Bullying/Harassment (Anti Bullying and Harassment Policy)

§ Change Management (included redundancy, restructuring)

§ Child Protection

§ Disciplinary /Grievance (Dealing with Problems at Work Policy)

§ Equal Opportunities policy

§ Health and Safety

§ Staff Involvement and Employee Relations

§ Job Evaluation Policy

§ Leavers policy

§ Malpractice (Disclosure of Malpractice in the Workplace)

§ Maternity Leave and Pay

§ Probationary, induction and trial periods

§ Recruitment Policy

§ Removal and Relocation Expenses (worldwide)

Security Policy
http://intranet.oxfam.org.uk/programme/humanitarian/mainstream/security

Principles

The following principles inform the development and implementation of Oxfam GB’s HR policy and provide the framework for staff management.

All managers will make decisions in line with Oxfam GB policies and procedures. It is very important to refer to and seek advice from the Regional Human Resources Manager (RHRM) in the Regional Centre or line management where appropriate.

Legal Compliance Principles

All staff must:

§ Be aware of and abide by the local laws and customs of the countries in which they operate.

§ Understand that the local laws will generally supersede the Oxfam GB policies and procedures if these give more protection to staff.

§ Refer to the RHRM if they are in any doubt about what to do

There should be legal compliance and an objective approach to risk management where the law is subject to interpretation.

http://intranet.oxfam.org.uk/support/hr/emprelations/staff/locallawscustomnonukmandatory

Child Protection

Where Oxfam staff are working with children or vulnerable people a risk assessment should be undertaken and, where appropriate, staff should be screened through an appropriate criminal record check, such as the Criminal Records Bureau in the UK.

Protection of Children Act 1999 (UK) - http://www.opsi.gov.uk/acts/acts1999/19990014.htm

Staff Health, Safety and Security Principles

Managers:

§ Must take reasonable steps to put the health and safety of staff before business considerations and reduce identified risks to a minimum as far as is practical.

§ Must identify health and safety risks to which staff are likely to be exposed and take appropriate action as soon as possible to minimise risk.

§ Must give a higher priority to staff than to the protection of assets.

§ Must ensure the health and safety of all people affected by the business activities under their control

§ Must ensure that all staff, temporary workers, agency workers, consultants, and contractors fully comply with their legal duties relating to health and safety.

§ Must ensure that staff are aware that it is a disciplinary offence to smoke in any areas other than those designated for smoking.

§ Are responsible for establishing security guidelines, which include plans for evacuation, a procedure for medical emergencies and immediate reporting of security incidents.

Staff:

§ Are responsible for their own security and for adhering to security guidelines.

Diversity and Equal Opportunities Principles

All staff must ensure that:

§ They do not directly or indirectly discriminate against other employees and volunteers.

§ All managers must maintain high equal opportunities standards and follow Oxfam procedures in the Anti Harassment and Bullying policy to address discrimination issues raised by employees and volunteers.

· In addition staff should ensure that:

§ Individuals are treated with fairness and respect, and individuals have an equal right to access resources and opportunities in recruitment, training and development.

§ They carry personal responsibility for putting diversity values into practice, by actively contributing to an inclusive environment where all differences are valued and respected.

§ They recognise the benefits of having a diversity of people involved in, and working with, the organisation. This means positively utilising the varied perspectives, experiences and approaches of staff as a resource in our ways of working.

Performance Management and Staff Development Principles

All staff have a right to:

§ Receive regular and constructive feedback

§ Receive support for their development in their role and career.

Staff are encouraged to take personal responsibility for their own development but line managers have a responsibility to support and enable the development of their staff.

Finally all staff must be aware of and abide by Oxfam GB ‘s Code of Conduct (See Preface). The Code clearly outlines the standards of behaviour that are required of staff by the organisation.

Staff Involvement

Staff are encouraged to set up staff associations to facilitate communication. For a Staff Association/Trade Union to be formally recognised by Oxfam GB, a formal agreement must be signed up to by the staff association and Oxfam GB.

All staff are encouraged to make their views known collectively to management through a recognised staff association/union.

Summary of Mandatory Procedures

8.3 Recruitment

The recruiting manager must:

§ Obtain authorisation to recruit from the budget holder and senior manager using a Staff Requisition Form,

§ Check with the RHRM to confirm: recruitment is within regional workforce plan, deadlines for advertisements, costs for recruitment have been sanctioned, the terms and conditions to be offered, and the designation of a post as Global or National Plus (where appropriate),

§ References must be checked for all candidates to whom Oxfam GB wishes to make an offer of employment. At least one reference must be taken up before the start of employment; this reference should be from the most recent line manager from the candidate’s last employer (refer to the Referencing Guidelines at https://intranet.oxfam.org.uk/support/hr/resourcing/refs). Candidates should also obtain a satisfactory medical report confirming fitness to work and relevant visas and work permits which demonstrate that the candidate has the legal right to work in the country.

In an emergency recruitment a reference from the most recent line manager from the candidate’s last employer must be obtained prior to the job offer being made. (See Section 5.3.2 of the Appendix), and

§ Complete a business case form to agree use of flexible starting pay, or any other variation to standard terms and conditions or benefits and submit to the RHRM.

8.4 Change Management (restructuring, redundancy)

When considering making changes that will have a significant impact on staff, managers must:

§ Take advice from the relevant HR team member/HR contact person, who will check local legislation for any legal requirements, including informing relevant authorities and advise on relevant Oxfam GB HR Policy.

§ Ensure all affected staff members are appropriately consulted about the proposed changes.

§ If redundancy is unavoidable, ensure that severance terms for staff comply with the statutory requirement of each country and Oxfam HR Policy where appropriate.

8.5 Contract

Line managers must ensure that all staff receive the following documents at the beginning of their employment:

§ a contract of employment, usually consisting of an offer letter, a statement of terms and conditions, relevant Staff Charters/Handbook and a Code of Conduct.

Line managers must ensure that all staff receive the following documents when they change employment within Oxfam GB:

§ New contract/amendment letter

§ New Staff Charter/Handbook if they move to a new country

§ Code of Conduct if customised to comply with law in new country

8.7 Consultants

Before engaging a consultant, managers must:

§ Confirm authority with the budget holder and check with the RHRM to ensure it is legally compliant to engage a consultant.

8.8 Reward

Posts must be graded according to the principles set out in the Job Evaluation Policy.

Pay Administration:

§ Line managers must provide the HR Contact with the details of any changes affecting employees’ pay (e.g. starters, leavers, contract amendments, allowances, benefits, hours of work, etc.).

§ Line managers must check with the HR Contact for payroll deadlines in the regions (Regional Centre or country).

§ Details for staff being paid by the payroll team in Oxford must be received by that team by the 10^th of the month.

8.9 Attendance

All staff must:

§ Attend work in accordance with their contract of employment and within agreed working patterns.

§ Comply with sickness and absence reporting procedures

8.10 Staff Files

HR Managers must ensure that:

§ All personal details of staff are kept in a confidential file in a locked cabinet in a secure place.

§ Only those who have a legitimate need to access the information within a staff file will be authorised to do so.

§ They are aware that under the Data Proetection Act, any information provided regarding an individual (including referrals) must be provided upon request of the individual. Assume that all information can be made available to the individual involved. For more information see Chapter 7 File and Document Management, Section 7.8.

HR staff must enter employee data onto the HR Database.

8.11 Employee Relations

In cases of malpractice, misconduct, individual and collective disputes and poor performance managers must:

§ Seek advice from their RHRM on how to proceed

§ Follow Oxfam GB’s policies, procedures and guidelines carefully to avoid invalidating the process.

8.12 Health and Safety

Staff must comply with Oxfam health and safety rules and procedures. In addition, managers must ensure that:

§ Any incidents of work related injuries or illness are reported to line management and the RHRM.

§ They receive a “Fitness to Work” form from the Oxfam GB approved doctor before new staff are confirmed in post, and a full medical examination is carried out at the beginning of the contract for staff expected to travel to other countries on Oxfam GB business.

8.13 Security of Staff

Staff:

§ Must never carry or take up arms.

§ Must never use or hire armed personnel either directly or indirectly.

§ Must only undertake involvement with the armed forces (national, non-state or international) when it can be done without undermining our identity as an independent humanitarian actor.

Up to date security management plans or welcome packs must be available in all locations where staff work.

For insecure locations (defined as locations where staff safety is jeopardised regularly or where there is a dangerous working environment due to crime and/or conflict) a security management plan is required.

For secure locations (defined as locations where staff safety is not jeopardised regularly and where the working environment is generally safe, although minor crime may be common) a welcome pack is required, containing general guidance for staff and visitors on staying safe.

8.14 Performance Management And Development

Managers must ensure that:

§ They agree an Induction Plan with staff at the start of their employment, establish performance objectives for the probationary period and monitor performance during this period to make an informed decision about confirming staff in post.

§ They set staff objectives each May/June for the coming year and include personal development objectives, that shows clear links to programme delivery.

§ That they review objectives at least once a year in an Interim Review discussion in November.

§ They conduct a formal performance review annually in May/June or at the end of the contract, make a written record of the review and log the rating with HR by the end of July. See: http://intranet.oxfam.org.uk/support/hr/learning/performance/english/index

§ Practical action in support of Oxfam’s policy on gender equality is integrated either as part of an existing objective or as a stand alone objective on gender. See: http://intranet.oxfam.org.uk/programme/gender/overview/resources/gender_non_negotiables.htm

8.15 Secondments/Headhunting

Line Managers must ensure the following:

§ They may headhunt (recruit an individual into post without following the recruitment process) for posts lasting no longer than 6 months, but for posts over 6 months a full recruitment process must be undertaken (for headhunting to roles in excess of 6 months, sign-off must be sought from the Regional Director or Regional HR Manager). For International Division (ID) staff within the UK, Oxfam Joint Trade Union Shop (OJTUS) must also be consulted.

§ Staff must obtain authorisation from their manager before applying for a secondment.

8.16 Vehicles

§ Maintain safe speeds

§ Wear seat belts in cars or crash helmets on motorcycles and ensure any passengers do the same

§ Avoid driving at night, when tired or in other hazardous conditions

§ Avoid carrying passengers in the back of pick-up trucks

§ Keep a record of mileage

§ Have a first aid kit in the vehicle

§ Drivers must not drive under the influence of alcohol or drugs

8.17 End of Employment

§ Relevant RHRM or the Reward Team (as applicable) are informed and staff are removed from the payroll and relevant HR database.

§ All outstanding holiday and other end of contract payments are authorised and paid in accordance with the contract.

§ All monies owed to Oxfam GB are paid in full by the staff member.

§ A resignation letter, if relevant, is kept on the personal file.

8.1 Introduction and Background

The information in this chapter contains agreed Human Resources (HR) policy and procedure, however this “Guide to Human Resources” only offers a key summary of the HR information that staff need to be aware of. It is not a substitute for Oxfam Great Britain’s (Oxfam GB or OGB) comprehensive policies and procedures, which can be found at http://intranet.oxfam.org.uk/support/hr

For questions on clarification regarding the content of this chapter, you can contact one of the following: HR Policy Adviser based in the Employee Relations Team, Corporate HR, Oxford. HR Manager, International HR, Oxford.

Objectives
The key objectives of this section are to ensure that:

§ All staff are managed well and know what is expected of them

§ All staff, particularly managers, are be familiar with Oxfam GB’s approach to HR management and understand the implications of HR policies and practices for their work

§ The basics of employment (recruitment, contracts, pay and benefits, performance management), are be managed within the law and according to Oxfam GB policy minimising risk to the organisation and ensuring consistency and fairness in the treatment of staff.

§ All staff take responsibility for their security, health and safety.

8.2 Equal Opportunities

Managers are expected to base decisions on all aspects of employment (e.g. performance management and development on objective measures) and, as part of induction, to ensure that all staff have read and understood the equal opportunities policy.

Managers should include messages of encouragement for applicants from under-represented groups, for recruitment, promotion, secondment, training and development opportunities.

Managers should encourage staff to complete equal opportunities forms.

For further information see:

http://intranet.oxfam.org.uk/support/hr/emprelations/diversityequal/equalopps

8.3 Recruitment

The recruiting manager must:

§ Obtain authorisation to recruit from the budget holder and senior manager using a Staff Requisition Form,

§ Complete a business case form to agree use of flexible starting pay, or any other variation to standard terms and conditions or benefits and submit to the RHRM.

Managers should ensure that:

§ the job description/profile are written or updated prior to advertising

§ ensure that the recruitment process reflects Oxfam's Gender non-negotiables

http://intranet.oxfam.org.uk/programme/gender/overview/resources/gender_non_negotiables.htm

For further guidance regarding recruitment best practice and minimum standards, see:
https://intranet.oxfam.org.uk/support/hr/resourcing

8.4 Change Management (restructuring, redundancy)

When considering making changes that will have a significant impact on staff, managers must:

§ Ensure all affected staff members are appropriately consulted about the proposed changes.

§ If redundancy is unavoidable, ensure that severance terms for staff comply with the statutory requirement of each country and Oxfam HR Policy where appropriate.

http://intranet.oxfam.org.uk/support/hr/emprelations/restructuring/index.htm

8.5 Contract

Line managers must ensure that all staff receive the following documents at the beginning of their employment:

§ a contract of employment, usually consisting of an offer letter, a statement of terms and conditions, relevant Staff Charters/Handbook and a Code of Conduct.

Customised contracts for specific countries can be found on the intranet: http://intranet.oxfam.org.uk/support/hr/emprelations/employment/customised/index.htm

Line managers must ensure that all staff receive the following documents when they change employment within Oxfam GB:

§ New contract/amendment letter

§ New Staff Charter/Handbook if they move to a new country

§ Code of Conduct if customised to comply with law in new country

More information on employment documents can be found at: http://intranet.oxfam.org.uk/support/hr/emprelations/employment

8.6 Staff Charters/Handbook

In countries where Staff Handbooks have not yet been approved, Staff Charters are given to staff on appointment as part of their contract, but reference should always be made to the most recent version available on the intranet. They are subject to amendment on agreement with recognised staff bodies.

See intranet:

http://intranet.oxfam.org.uk/support/hr/emprelations/employment/internationalcharters/index.htm

The Staff Charters are being replaced in all countries by Staff Handbooks, which give general information for each country and, once approved, can be found on the intranet in:

http://intranet.oxfam.org.uk/support/hr/emprelations/employment/staffhandbook%28nonuk%29

They have been adapted to take into account variations according to the law in each country.

8.7 Consultants

Before engaging a consultant, managers must:

§ Confirm authority with the budget holder and check with the RHRM to ensure it is legally compliant to engage a consultant.

In addition, managers should:

§ Read the relevant Management Guidelines on the Human Resources site including the checklist to ensure that a contract for services (consultancy agreement) is appropriate and not a contract of service (employment contract).

§ Liase with the RHRM before taking steps to engage a consultant.

See intranet: http://intranet.oxfam.org.uk/support/hr/emprelations/hrconsult

8.8 Reward

There are standard procedures for setting and paying in local and hard currencies, for determining whether salary payments are made by the Oxford GB payroll or by local payrolls; and whether salary payments are made into local, offshore or home base bank accounts. These procedures take account of local work base country legislation and tax and social security rules, and the staff member’s individual tax liabilities.

Salaries will only be paid gross on proof of liability and payment of tax.

Posts must be graded according to the principles set out in the Job Evaluation Policy.

Pay Administration:

§ Line managers must provide the HR Contact with the details of any changes affecting employees’ pay (e.g. starters, leavers, contract amendments, allowances, benefits, hours of work, etc.).

§ Line managers must check with the HR Contact for payroll deadlines in the regions (Regional Centre or country).

§ Details for staff being paid by the payroll team in Oxford must be received by that team by the 10^th of the month.

§ Staff are responsible for checking that they are being paid correctly (basic pay, allowances, one-off payments and deductions). Any queries should be directed to the local HR Contact.

See intranet:

http://intranet.oxfam.org.uk/support/hr/pay_benefits

http://intranet.oxfam.org.uk/support/hr/pay_benefits/benefits/maternity/maternityleaveandpay

http://intranet.oxfam.org.uk/support/hr/pay_benefits/benefits/relocation/relocationjune06.htm

For information on staff loans, see Chapter 5 Financial Procedures, Section

8.9 Attendance

All staff must:

§ Attend work in accordance with their contract of employment and within agreed working patterns.

§ Comply with sickness and absence reporting procedures

§ Maintain good health standards and take precautions against illness and accidents at work and elsewhere;

§ Give advance warning, wherever possible, of any problems that might affect attendance and timekeeping;

§ Wherever possible, attend to personal matters of a non-urgent nature, including non-urgent hospital, doctor and dental appointments outside their working hours.

See intranet: http://intranet.oxfam.org.uk/support/hr/pay_benefits/absence_leave/attendance_management_policy.htm

8.10 Staff Files

HR Managers must ensure that:

§ All personal details of staff are kept in a confidential file in a locked cabinet in a secure place.

§ Only those who have a legitimate need to access the information within a staff file will be authorised to do so.

There is an HR Database which is used by HR staff to record data on employees. This enables the production of HR management information reports to support HR and line managers in making people management decisions. The International Division mandatory HR Database is currently the Lotus Notes “HRMIS” system. In 2008 this will be replaced by the new PeopleSoft Global On Line Database, “HR Gold”.

HR staff must enter employee data onto the HR Database.

8.11 Employee Relations

Employee Consultation/Involvement

It is the manager’s responsibility to ensure that:

§ staff are consulted about significant issues that affect them

§ they consult with representatives of their staff association regarding local terms and conditions of employment.

Problems at work

In cases of malpractice, misconduct, individual and collective disputes and poor performance managers must:

§ Seek advice from their RHRM on how to proceed

§ Follow Oxfam GB’s policies, procedures and guidelines carefully to avoid invalidating the process.

HR will take local legal advice on whether these policies need to be adapted to the country context.

See intranet:

http://intranet.oxfam.org.uk/support/hr/emprelations/discipline_grievances/index.htm

http://intranet.oxfam.org.uk/support/hr/emprelations/representation

http://intranet.oxfam.org.uk/support/hr/emprelations/problems/disclosureofmalpracticeintheworkplace.htm

8.12 Health and Safety

Staff must comply with Oxfam health and safety rules and procedures. In addition, managers must ensure that:

§ Any incidents of work related injuries or illness are reported to line management and the RHRM.

See intranet: http://intranet.oxfam.org.uk/support/hr/emprelations/occhealth/certfitness

Managers should ensure:

§ That they work with the RHRM to draw up a policy on Rest and Recuperation (R&R) where staff are working excessive hours on assignments of humanitarian response, this will not form part of the contractual terms of employment, and can be changed as and when necessary.

http://intranet.oxfam.org.uk/support/hr/health

8.13 Security of Staff

Oxfam GB often works, or considers working, in insecure environments. It is inevitable that our work will expose staff to greater personal risk than they would otherwise face. As a responsible employer we must strive at all times to minimise and manage these risks, to ensure that none of our staff are exposed to unacceptable levels of risk and to take all reasonable steps to ensure staff security.

Staff:

§ Must never carry or take up arms.

§ Must never use or hire armed personnel either directly or indirectly.

§ Must only undertake involvement with the armed forces (national, non-state or international) when it can be done without undermining our identity as an independent humanitarian actor.

Up to date security management plans or welcome packs must be available in all locations where staff work.

See intranet: http://intranet.oxfam.org.uk/programme/humanitarian/mainstream/security

http://intranet.oxfam.org.uk/programme/humanitarian/mainstream/security/OGB%20Security%20Policy%20March%202007.doc

8.14 Performance Management And Development

It is a key part of the role of the manager to manage the performance and development of their staff.

Managers must ensure that:

§ They set staff objectives each May/June for the coming year and include personal development objectives, that shows clear links to programme delivery.

§ That they review objectives at least once a year in an Interim Review discussion in November.

Managers should ensure that:

§ Programme Implementation Plan (PIP), project, and milestone delivery objectives are explicitly included in performance objectives for their staff where appropriate,

§ They agree amendments to objectives if necessary, and

§ They provide regular constructive feedback to staff so that there are no surprises at the formal performance review.

For critical posts, managers should be actively identifying and developing potential successors.

See intranet: http://intranet.oxfam.org.uk/support/hr/learning/performance/index.htm

8.15 Secondments/Headhunting

Line Managers must ensure the following:

§ Staff must obtain authorisation from their manager before applying for a secondment.

It is good practice for managers to:

§ Give consideration to offering staff the opportunity to be seconded from their current post to cover special projects, excessive workloads, illness, maternity leave etc., and

§ Ensure that secondments are built on a positive desire to learn and bring back learning, not on negative feelings of frustration or escape.

http://intranet.oxfam.org.uk/support/hr/emprelations/employment/Secondments

8.16 Vehicles

Oxfam GB provides vehicles for official duties to support programmes and managers are fully responsible and accountable for their proper use.

Staff driving Oxfam GB vehicles must:

§ Maintain safe speeds

§ Wear seat belts in cars or crash helmets on motorcycles and ensure any passengers do the same

§ Avoid driving at night, when tired or in other hazardous conditions

§ Avoid carrying passengers in the back of pick-up trucks

§ Keep a record of mileage

§ Have a first aid kit in the vehicle

§ Drivers must not drive under the influence of alcohol or drugs

http://intranet.oxfam.org.uk/support/hr/emprelations/staff/vehiclesuseofnonukmandatory

8.17 End of Employment

When staff are near the end of their employment contract with Oxfam GB, managers must ensure that:

§ Relevant RHRM or the Reward Team (as applicable) are informed and staff are removed from the payroll and relevant HR database.

§ All outstanding holiday and other end of contract payments are authorised and paid in accordance with the contract.

§ All monies owed to Oxfam GB are paid in full by the staff member.

§ A resignation letter, if relevant, is kept on the personal file.

§ Staff should complete a Leavers Questionnaire.

Also see Chapter 5 Financial Procedures, Section 5.7.8 End-of-Contract Procedure

See intranet: http://intranet.oxfam.org.uk/support/hr/emprelations/start_leave

For HR Management forms and templates, see intranet:

http://intranet.oxfam.org.uk/support/forms_az

KEY WORDS

performance management, induction, contract, starters, leavers, vehicles, secondments, health and safety, grievance, disciplinary, consultants, attendance, recruitment.

Employee performance review;

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8. HUMAN RESOURCES MANAGEMENT
Key Policies and Principles…………………………………………….	8-3
Summary of Mandatory Procedures…………………………………..	8-7
8.1 Introduction and Background………………………………………	8-13
8.2 Equal Opportunities…………………………………………………	8-13
8.3 Recruitment………………………………………………………….	8-14
8.4 Change Management (restructuring, redundancy) ……………..	8-15
8.5 Contract………………………………………………………………	8-15
8.6 Staff Charters/Handbook…………………………………………..	8-16
8.7 Consultants…………………………………………………………..	8-16
8.8 Reward……………………………………………..………………...	8-17
8.9 Attendance…………………………………………………………..	8-18
8.10 Staff Files…………………………………………………………...	8-18
8.11 Employee Relations……………………….……………………...	8-19
8.12 Health and Safety………………………………………………....	8-19
8.13 Security of Staff…….……………………………………………...	8-20
8.14 Performance Management And Development………………....	8-21
8.15 Secondments/Headhunting………………………………….…...	8-22
8.16 Vehicles…………………………………………………………….	8-22
8.17 End of Employment…………………………………………….…	8-23
Keywords…………………………………………………………………	8-23

8.5 Contract

8.7 Consultants

8.8 Reward

8.9 Attendance

8.12 Health and Safety

8.13 Security of Staff

8.14 Performance Management And Development

8.15 Secondments/Headhunting

8.16 Vehicles

8.17 End of Employment

8.1 Introduction and Background

Objectives The key objectives of this section are to ensure that:

8.2 Equal Opportunities

8.6 Staff Charters/Handbook

8.9 Attendance

8.13 Security of Staff

8.14 Performance Management And Development

8.15 Secondments/Headhunting

Objectives
The key objectives of this section are to ensure that: