Human Resources Manual 2 - HR Procedure Manual

I
HUMAN RESOURCES
PROCEDURE MANUAL
Revised April 2018

Effective 1 May 2019
II
HUMAN RESOURCES PROCEDURE MANUAL
TABLE OF CONTENTS
Introduction...............................................................................................................................................v
Purpose and Application...........................................................................................................................v
Commencement........................................................................................................................................v
Acronyms...................................................................................................................................................vi
CHAPTER 1 – GENERAL POLICIES’ PROCEDURES...............................................................................01
1.0 Implementation of the Integrity Policy...............................................................................................01
1.1 Integrity Procedures..........................................................................................................................01
1.2 Reporting an Allegation.....................................................................................................................01
1.3 Content of Allegations.......................................................................................................................01
1.4 Treatment of Allegations....................................................................................................................01
1.5 Investigations.....................................................................................................................................02
1.6 Confidentiality and Anonymity...........................................................................................................02
1.7 Protection..........................................................................................................................................02
1.8 Conflict of Interest Guidelines...........................................................................................................02
CHAPTER 2 – RECRUITMENT PROCEDURES........................................................................................03
2.1 Recruitment Procedures....................................................................................................................03
2.2 Selection Procedures........................................................................................................................04
2.3 Reference and Background Check Procedure..................................................................................04
2.4 Contracting Procedure......................................................................................................................04
CHAPTER 3 – COMPENSATION, BENEFITS AND ALLOWANCES PROCEDURES................................05
3.1 Procedures for Competitiveness, Equity, Simplicity and Basic Needs Coverage.............................05
3.2 Procedures for Payroll Deductions and Contributions......................................................................05
3.3 Procedure for Method of Payment for RRS and IRS.........................................................................05
3.4 Taxation and Statutory Deductions...................................................................................................05
3.5 Salary policy in level changes due to promotion...............................................................................06
3.6 Acting Allowance Procedures and Guidelines..................................................................................06
3.7 Overtime Procedures and Guidelines................................................................................................06
3.8 Records Procedure...........................................................................................................................07
3.9 Moving Allowance.............................................................................................................................07
3.10 Procedures and Guidelines for Housing RRS and IRS....................................................................08
3.11 Dependants’ Education Procedures and Guidelines.......................................................................08
3.12 Transport Procedures and Guidelines.............................................................................................08
3.13 Position Adjustment Procedures and Guidelines............................................................................08
III
3.14 Leave Travel Allowance Procedure..................................................................................................09

3.15 Leave Terms and Conditions...........................................................................................................09
3.16 Leave Travel Conditions..................................................................................................................10
3.17 Eligible Family Members.................................................................................................................10
3.18 Repatriation Travel upon Separation Procedures and Guidelines...................................................10
3.19 Repatriation of Household Effects...................................................................................................11
3.20 Death while working outside the home country..............................................................................11
3.21 Pension Procedures........................................................................................................................11
CHAPTER 4 – WORK ENVIRONMENT......................................................................................................12
4.1 Flexible Hours....................................................................................................................................12
4.2 Working from Home..........................................................................................................................12
4.3 Time Employment.............................................................................................................................12
4.4 Mothers of Infants and Young Children Guidelines...........................................................................14
4.5 Gender, Diversity and Inclusion Procedures......................................................................................14
4.6 Health and Safety Procedures...........................................................................................................15
4.7 Associations Other than ISA..............................................................................................................15
CHAPTER 5 - PERFORMANCE MANAGEMENT AND STAFF DEVELOPMENT......................................16
5.1 Procedure for Approval of Education Programmes and Refund of Costs.........................................16
5.2 Procedure for Training away from workplace....................................................................................16
5.2 Eligibility for Promotion and In-grade Progression............................................................................16
5.3 Justification and criteria for promotion:.............................................................................................16
5.4 Submission Process:.........................................................................................................................17
CHAPTER 6 - STAFF ASSOCIATION........................................................................................................18
CHAPTER 7 - TERMINATION OF EMPLOYMENT....................................................................................19
CHAPTER 8 - GRIEVANCE AND CORRECTIVE ACTION.........................................................................20
8.1 Disciplinary Procedures.....................................................................................................................20
8.2 Report of Misconduct and Investigation...........................................................................................21
8.3 Dispute Resolution............................................................................................................................24
ADDITIONAL GUIDELINES........................................................................................................................27
Consultancy Procedures.........................................................................................................................27
Guidelines for Completing the Performance Management Plans...........................................................27
IV
Approved by: SLT
Issued by: ICRAF Head Human Resources
Dated: May 2019
Last amended: 2014

V
INTRODUCTION
Purpose and Application

i. These procedures are to give effect to ICRAF’s Human Resources Policy approved by the Board of Trustees in April
2019.
ii. These procedures apply to:
a. The first chapter which outlines general policies, rights and obligations that apply to all staff of ICRAF, irrespective
of location;
b. The second chapter on governing recruitment and appointment of staff;
c. Chapters three and four that capture compensation, benefits and allowances, including the various categories of
leave;
d. Chapter five which specifies the requirements of performance management and staff development;
e. Chapter seven on conditions relevant to and
f. Chapter eight which deals with grievance policy and procedures, including harassment.
There are no procedures for chapter six and seven which cover Staff Association and termination of employment
respectively.
Commencement
These procedures commence on 1 May 2019.
Revisions
This document has been revised the following, the approval of the HRPPM, now the HRPM where HR procedures were
moved and compiled to constitute this HR Procedures Manual.
VI
LIST OF ACRONYMS
AIARC The Association of International Agricultural Research Centres (AIARC)
CGIAR Consortium of International Agricultural Research Centres
HRPPM Human Resources Policy and Procedures Manual
HRU Human Resources Unit
HQ Headquarters
ICRAF World Agroforestry
IRS Internationally Recruited Staff
LOA Letter of Agreement
MOU Memorandum of Understanding
NRS Nationally Recruited Staff
RRS Regionally Recruited Staff
SLT Senior Leadership Team
VAF Vacancy Authorization Form

VII
01
1. GENERAL POLICIES PROCEDURES
1.0 Implementation of the Integrity Internal Audit is possible, the concerns/allegations

Policy may be submitted through the anonymous platform.
• Staff members can download the anonymous

This policy shall be implemented to address a
platform App onto their smartphones for easy access.
situation that has potential detrimental and serious
consequences for ICRAF or for other employees. Any • Alternatively, staff members can use the anonymous
person who may have information on or be privy to platform on-line reporting feature.
such a situation is encouraged to share their concerns,
questions, suggestions or complaints with their c. Through ICRAF Integrity Hotline
immediate supervisor or any Director. If the person is
• Please email: [email protected] or
not comfortable speaking with the supervisor/Director or
is not satisfied with the supervisor/Director’s response, • Call +254 20 7224050.
the matter should be reported using the following
procedures.
1.1. Integrity Procedures 1.3. Content of Allegations

Reporting under this policy is meant to address matters Any concern/allegation should contain as much specific
such as: factual information as possible, including:
• Violation of ICRAF policies and procedures • All facts describing the concern/allegation
• Perceived illegal, unethical and questionable actions • Name(s) of staff/person(s) involved

and behaviours
• Locations, dates, times and frequency
• Any matters which may cause damage to ICRAF
reputation • Any other evidence available to support the concern/
allegation.
• Suspected fraud and corruption plus other matters
which might cause financial loss to ICRAF
The process should not be used for matters normally 1.4. Treatment of Allegations
handled by the HRU and ICRAF Staff Association All reported allegations will be acknowledged, recorded
through regular grievance and staff welfare processes. and screened by Internal Audit.
The Internal Audit Unit through the Head of Internal

1.2. Reporting an Allegation Audit, will take each concern/allegation seriously
and investigate any concern/allegation which poses
a. Through immediate supervisor/Director/Internal Audit a significant risk to the compliance, efficiency,
effectiveness and credibility of ICRAF.
• Staff members are encouraged to share their
concerns/allegations with their immediate supervisor An initial fact-finding investigation by Internal Audit will
or a Director. be done in a confidential manner. Once completed, the
Head of Internal Audit shall engage with the Director
• If staff members are not comfortable speaking with General to decide on follow-up actions to be taken in
the supervisor/Director or are not satisfied with the order to resolve the concern/allegation.
supervisor/Director’s response, they are encouraged
to report to Head of Internal Audit Unit. In the case that the concern/allegation is against the
Director General, the Head of Internal Audit will engage
b. Through the anonymous platform directly with the Board of Trustees.
• If a staff member does not believe sharing their
concerns/allegations with the supervisor/Director/
02
1.5. Investigations Retaliation means any direct or indirect detrimental

action recommended, threatened, or taken because
Staff members involved will normally be informed of the an individual engaged in an activity protected by the
concern/allegations at the outset of a formal investigation present Policy. When established, retaliation is by itself
and have opportunities for providing their inputs during misconduct, an employee who harasses or retaliates
the investigation. against someone who has reported a violation in good
faith is subject to disciplinary measures.
All staff members have a duty to co-operate during the
investigations and have a responsibility not to interfere The transmission or dissemination of unsubstantiated
with the investigations. Evidence shall not be withheld, rumours is not a protected activity. Making a report
destroyed or tampered with, and witnesses shall not be or providing information that is intentionally false or
influenced, coached, threatened or intimated by any staff misleading constitutes gross misconduct and shall result
member. in appropriate disciplinary action.
At the conclusion of the investigation, the staff members

involved will be informed of the outcome.
1.8. Conflict of Interest Guidelines
If any staff member under investigation initiates an exit,
ICRAF reserves the right to pursue the investigations to Supervision. The appointment, reappointment, or
its logical conclusion. promotion of a person shall not place him or her
under an administrative supervisor who is Immediate
Reports of violations or suspected violations shall be Family. Either the employee or the supervisor who is
kept confidential by all parties involved to the greatest an immediate family member shall be transferred to
extent possible, consistent with the need to conduct an another unit. All subsequent actions with regard to the
adequate investigation. evaluation, reappointment, promotion, or salary shall be
the responsibility of the supervisor of the unit to which
they have been transferred. The same shall apply to
1.6. Confidentiality and Anonymity situations where two employees marry and one spouse is
the supervisor of the other.
The identity of the whistleblower shall be kept
Promotion. The appointment, reappointment, or
confidential to the extent possible and as permitted
promotion of a person shall not place him or her in an
under the law.
administrative or supervisory position with responsibility
Any acts of violation of confidentiality shall result in to approve, recommend, or otherwise act with regard
appropriate disciplinary action. to reappointment, promotion, or salary of a person who
is Immediate Family; neither shall the promotion place
Anonymous allegations are discouraged, as they have a him or her under the supervision of an immediate family
greater potential for abuse and can make investigations member.
of the allegations more difficult.
ICRAF shall include conflict of interest clauses in the
MOUs, LOAs and contracts for consultants, vendors,
1.7. Protection donors, partners and other stakeholders with various
interactions with ICRAF and other stakeholders as a
Each whistleblower shall be protected from reprisal or way of enforcing this HR procedures. Any breach of
victimization, even if the disclosure does not result into contractual terms or false information by ICRAF staff or
a disciplinary action. Any other staff member assisting consultants, vendors, donors and partners shall result in
in the investigation shall also be protected to the same termination of the relationship and/or contract.
extent as the whistleblower.
ICRAF aims to treat any individuals who reports

misconduct or cooperates with duly authorized audits
or investigations in a fair and equitable manner, with
afforded protection from retaliation and with enforcement
of utmost confidentiality for all concerned.
No employee, who in good faith reports a violation, shall

suffer harassment, retaliation or adverse employment
consequences.
03
2. RECRUITMENT PROCEDURES
2.1 Recruitment Procedures documentation as may be required to assess their

qualifications and competence. The HRU shall register
The selection, appointment, transfer, promotion all applications and send applicants an immediate
or termination of staff shall of necessity be geared acknowledgement letter.
towards attaining the highest standards of efficiency,
competence, integrity and close cultural fit. 2.1.7 All candidates not under Regional Coordinator
authority shall be referred to the HRU at HQ.
2.1.1 Requests for recruitment action for all established Interviews for such positions shall only be arranged by
positions shall be sent through Directors to the the HRU.
HRU. The requests must be accompanied by a job
description (with proposed job title and a grade), a VAF, 2.1.8 After the closing date of a vacancy
cost estimate and budgetary code. announcement, the HRU shall prepare a summary of all
applications received (name of candidate, nationality,
2.1.2 On the basis of the information provided, the qualifications, and experience) and highlight those
HRU shall review the classification of the positions. that satisfy the requirements set out in the vacancy
The HRU shall prepare draft vacancy announcement announcement. Notwithstanding, all applications
for clearance by the director concerned. The vacancy shall be sent to the unit director and/or supervisor for
authorization form must be approved by the Director evaluation.
prior to the actual commencement of the search
process. 2.1.9 In the interests of organisational stability and staff
motivation, commit to the promotion of internal staff
2.1.3 All vacancy announcements are positioned on whenever such vacancies are available. Additionally,
ICRAF’s website. Vacancies may be announced in maintain a balance between internal promotion and
selected newspapers and journals. The HRU may use fresh recruits to promote dynamism.
other appropriate means of advertising vacancies.
Specific vacancy announcement procedures or 2.1.10 The HRU may include other candidates from the
candidate prospecting measures may be established, database in the longlist who have been identified during
in particular to increase the number of applications earlier recruitment processes in consultation with the
from women and candidates from specific countries or respective recruiting manager and/or supervisor.
regions.
2.1.11 The selection process should include an
2.1.4 Head hunting: when recruiting for leadership interview with the candidates to be arranged through
positions and specialised functional and thematic the HRU. Interviews may be confined to those
roles – one cannot rely solely on advertisements to candidates who appear to be equally qualified for
find the most appropriate candidates. Thus, direct the position in order to provide a better basis for final
and targeted searches for such candidates may be selection.
conducted through head hunting. If such candidates
2.1.12 References check through a formal process
accept ICRAF’s invitation to apply they shall be placed
shall be done by HRU prior to confirming an offer of
directly on the short list but must still go through the
employment. The names of referees shall be provided
same formal selection procedures applicable to all other
by the candidates. References should highlight both
applicants.
the professional and personal characteristics of the
2.1.5 The closing date to be established for the candidate.
submission of applications shall normally be at least
2.1.13 In cases of senior staff appointment, confidential
one month from the date of issue of the vacancy
reference seeking is a valid part of the process.
announcement for positions in the international and
However, the candidates must be informed in advance
regional categories and at least two weeks in the case
that this forms part of the selection process and that
of positions in the national category.
they have no objection.
2.1.6 Candidates applying for an advertised position
2.1.14 All vacancies for positions should ideally be
shall be requested to submit curriculum vitae. They
filled within six months for IRS positions and four
shall also be requested to provide such supplementary
04
months for NRS positions. If not, a review of the medical examination is strictly confidential.
recruitment process must be conducted by HR Unit.
2.3.9 ICRAF shall reimburse the cost of pre-
2.1.15 All candidates who participated in the employment medical examination, as stipulated in
interviewed will be notified of the interview outcomes Annex VIII (a).
once the selection process is finalized
2.3 Reference and Background

2.2 Selection Procedures Check Procedure
2.3.1 A Selection Panel shall be nominated in Candidate reference or background checking shall
consultation with the appointing Unit to make include contacting at least three (3) of the applicant’s
recommendations for appointments in each case former employers, supervisors, co-workers or colleges/
of recruitment. The Selection Panel shall normally universities to verify their previous employment or
comprise five persons ensuring gender representation academic history and to obtain information about the
in the panel, as follows: candidate’s knowledge, skills, abilities and character.
The referees shall be sent a reference check by HRU
• Three staff members identified by the appointing and requested to complete and submit it within a certain
Unit, which shall include the supervisor of the position period. Candidates filling certain positions in Finance,
Procurement, and Administration (Drivers) shall be
• The Head of Human Resources or a representative.
required to present signed and stamped background
• A member of staff association clearance certificates from local country criminal
investigation agencies. Reference and background
2.3.2 In all cases of recruitment, the HRU shall prepare checks shall be conducted immediately the candidates
upon receipt of the shortlist a dossier including all accepts to take up the new position and not later than
relevant details concerning each applicant. The dossier one week before they are due to report to work.
shall be circulated to all members of the Selection
Panel.
2.3.3 The Selection Panel shall seek to make its 2.4 Contracting Procedure
recommendations for appointment by consensus.
Contracts that are USD 40,000 and above in terms of
2.3.4 Any potential conflict of interest between panel staff costs for jobs in grades C4 and below shall be
members and potential staff must always be explored signed by the Head of Human Resources.
and avoided. It is also the responsibility of the panel
members to declare such conflict of interest where it is
not apparent to other members of the panel.
2.3.5 The HRU shall submit the recommendations of

the Selection Panel to the Director General for decision.
If no agreement can be reached the matter shall be
referred to the Director General for decision.
2.3.6 The grade at which selected candidates are

appointed depends on their qualifications and working
experience. An appointment may be made, in
particular if the selected candidate does not meet all
requirements of the position, at a lower grade.
2.3.7 All appointments of candidates are usually made

at entry level of each grade. If there are circumstances
to justify an exception, this may be authorized by the
Director General.
2.3.8 Medical Examination on Appointment- All

appointees are required to undergo a medical checkup
by a recognized Medical Officer/Service Provider upon
taking appointment. All information pertaining to the
05
3. COMPENSATION, BENEFITS AND ALLOWANCES

PROCEDURES
3.1 Procedures for Competitiveness, AIARC is a non-profit association of CGIAR Centres,

Equity, Simplicity and Basic Needs based in the United States, is contracted by ICRAF to
Coverage pay RRS and IRS salaries. Salary and other authorized
payments are made by AIARC on instruction from
i. In each country, the appropriate level of medical ICRAF. Individual staff members can, within the limits
benefits shall be determined so as to ensure that the of ICRAF’s agreement with AIARC, instruct AIARC as
health concerns of staff and their dependants are to the manner in which such payments are made. For
reasonably addressed. IRS serving in their home country, in which the laws
do not permit payment of salary and other benefits in
ii. The ICRAF pension plan shall be determined at each foreign currencies, ICRAF shall arrange a comparable
country in such a way as to secure the future of our compensation package in the home-country currency
employees. and within applicable laws and regulations.
iii. Adequate insurance shall be provided so that work-
related accidents or death are properly covered.
3.4 Taxation and Statutory
Deductions
3.2 Procedures for Payroll 3.4.1 Home Country Taxes
Deductions and Contributions
Staff members, regardless of the country to which they
i. The pension amount remitted by ICRAF shall be less are assigned, are responsible for their home-country
the social security amounts stipulated by various local taxes on any funds (basic salary, allowances, benefits,
country laws. Where the social security amounts are retirement benefits, and so on) paid by ICRAF. It is their
above the employer’s intended pension contribution, responsibility to report income for taxes, to file required
ICRAF shall contribute only the social security amount. reports and to pay such taxes as are assessed unless
specifically exempted by their government. ICRAF
ii. The employee’s contribution shall be deducted from
accepts no responsibility for home-country taxes.
payments due to the employee as per respective local
labour laws. ICRAF’s agreement with its various host governments
exempts internationally recruited staff from paying taxes
iii. The total deductions from payroll shall normally
on ICRAF income except in those instances where
ensure the net salary payable is not less than a
the staff members are citizens or residents of the host
percentage of their gross salary as stipulated in
country and thus are required by their government to
respective country laws.
pay the normal taxes of the country. In this situation,
Deductions may also be made for the following as set forth in the previous paragraph, ICRAF can take
purposes: no responsibility for such taxes. At some duty stations
where staff may be in their home country, the tax
a. For indebtedness to ICRAF; laws may require ICRAF, as the employer, to deduct
withholding taxes and forward them to the taxing
b. For indebtedness to third parties when any deduction
authority. This does not transfer the responsibility to
for this purpose is authorised by the Head of Human
ICRAF for the taxes so deducted or for any part of the
Resources and in line with respective laws.
obligations of staff members to report and pay their
c. Deductions may also be made upon request by staff income taxes in full. The same will be done for social
for voluntary contributions to the Pension fund, medical security deductions at some duty stations. ICRAF shall
and other saving schemes. only make such contributions to governmental social
security taxes as it may be legally required to do as an
employer.
3.3 Procedure for Method of

Payment for RRS and IRS
06
3.5 Salary Policy in Level Changes in for short periods of less than three months, or for a
Due to Promotion lateral move. Only in exceptional cases shall an acting
allowance be paid for a period exceeding 12 months.
3.5.1 Promotion shall mean the advancement of It is expected that during such an extended time frame
a staff member to a position of a higher grade either a replacement shall be recruited for the vacant
normally as a result either of reassignment following position or the acting staff member shall be considered
a competition, or reclassification of the position to for regularization or confirmation in the position.
which he/she is assigned. Any staff member shall be
entitled to be considered for promotion as a result 3.6.4 Computation for the payment of an acting
of the reclassification of the position to which he/ allowance, shall be established taking into account
she is assigned, provided he/she has the required where relevant, the local labour laws, and the local
qualifications and his/her performance is satisfactory. markets and practices. The monthly rate applicable to
international and regional staff and above is reflected in
3.5.2 Notwithstanding item 3.5.1above, if an occupied Annex VI.
position is reclassified from the NRS category to the
RRS or IRS category, the position shall be announced
to the staff members and selection for that position 3.7 Overtime Procedures and
shall be on a competitive basis, subject to conditions Guidelines
to be determined by the Director General. The staff
member occupying the advertised (reclassified)position 3.7.1 Only nationally recruited staff in non-professional
may be granted an acting allowance, in accordance staff grades (C1 and C2) are entitled to payment
with the provisions of the Acting Allowance policy. for overtime or time in lieu. Overtime for which
compensation is requested shall have advance
3.5.3 Without prejudice to the recruitment of fresh authority and approval from the immediate supervisor.
talent, staff in service shall be given reasonable Each supervisor is responsible for implementing the
promotion possibilities. overtime policy for their respective units, approving
3.5.4 The Director General shall appoint a Promotion overtime hours and justifying overtime expenses.
Review Panel, whose membership shall comprise of the Overtime will only be approved after considering the
following: current workload, staffing levels; the overtime budgeted
for, the duration of the overtime, the recurring need
• At least one SLT member for overtime and adequacy of the budget. Employees
eligible for overtime shall not claim overtime pay unless
• A representative of HRU the overtime had been approved in writing or on email
beforehand.
• A representative of Staff Association
3.7.2 Overtime or time off in lieu shall be awarded in the
3.5.5 All promotions shall be reviewed and either
same or the next pay period after which it is earned.
approved or dis-approved, and salary grades proposed
by the Promotion Review Panel. The following shall not be counted as hours worked for
purposes of determining the time worked or overtime:
3.6 Acting Allowance Procedures and i. Normal commuting time to and from home and
Guidelines work, whether the employee works at a single, fixed
location or at different duty stations. The time spent
3.6.1 Staff members shall be expected to assume travelling from home to the assigned position and
temporarily, as part of their customary work and without back each day is excluded from hours counted for
extra compensation, the duties and responsibilities of purposes of determining overtime;
higher-level positions.
ii. Meal time;
3.6.2 A staff member, who has been assigned
iii. Other time away from the duty station when the
substantial additional responsibilities of a higher-level
staff member is not required to conduct official
position t than his/her own, must meet the minimum
business.
requirements of the higher level position, to undertake
the functions of the higher position and demonstrate
from past performance the ability to carry out the higher
level functions.
3.6.3 Acting Allowance shall not be paid for standing

07
3.8 Staff Records Procedure vii. In the event a staff member who separates from
ICRAF is then re-hired to the same duty station within
Staff records shall be changed when a staff 12 months, no moving allowance shall be paid.
member advises the HRU and completes applicable
documentation to change their records or add a newborn viii. If a staff member is re-appointed to a different duty
child to delete the former dependant from the staff station, the moving allowance will be paid as the staff
member’s list of dependents. member will be considered to have been reassigned.
ix. If the spouse or the partner of the staff member is

employed by another organisation at the same duty
3.9 Moving Allowance station and benefitted from the payment of a moving
allowance (relocation allowance) of which the staff
3.9.1 RRS and IRS member benefitted, then no moving allowance shall be
paid.
RRS and IRS serving outside their home country shall
receive a moving allowance on initial appointment and x. The moving allowance shall be paid with the firm
a repatriation allowance on exiting ICRAF to facilitate understanding that no former employer is providing
the shipment of household and personal effects. Moving such assistance. Staff are required to declare if such
allowance for RRS and IRS shall be applicable upon the allowance is being paid by the former employer. In
following to facilitate the shipment of personal effects: such situations, ICRAF’s allowance shall be reduced by
the amount contributed to moving costs by the other
- Initial appointment
employer, hence ICRAF’s share shall be less than the
- Reassignment/transfer to a new duty station; amount indicated in Annex 1.
- Separation from service 3.9.2 Moving Allowance Applicability and Procedure
i. The staff member shall manage the shipment of his/ a. The staff member shall manage the shipment of his/
her personal effects and accepts full responsibility for her personal effects and accepts full responsibility for
all costs related to, and resulting from such shipments, all costs related to, and resulting from such shipments,
including but not limited to insurance claims for loss including, but not limited to, insurance claims for loss
or damage to personal effects, customs formalities, or damage to personal effects, customs formalities,
customs fees, demurrages, storage charges, security customs fees, demurrages, storage charges, security
examination charges, tax and duties. examination charges, tax and duties.
ii. The staff member shall accept full responsibility for b. The staff member shall accept full responsibility for
taking out appropriate insurance coverage. taking out appropriate insurance coverage.
iii. ICRAF shall not be responsible for any delays in c. ICRAF shall not be responsible for any delays in
the departure/arrival of personal effects or additional the departure/arrival of personal effects or additional
expenses that may be incurred, or liabilities that may expenses that may be incurred, or liabilities that may
arise. arise.
iv. Export/import formalities shall be handled by the d. Export/import formalities should be handled by the
staff member through his/her contracted shipping staff member through his/her contracted shipping
agent or customs broker. ICRAF shall only assist staff agent or customs broker. ICRAF shall only assist staff
in providing advice on eligibility of duty-free import and in providing advice on eligibility of duty-free import and
conditions and facilitating customs clearance when conditions and facilitating customs clearance when
required by the host country agreement. required by the host country agreement.
v. The moving allowance may be used at the staff e. The moving allowance may be used at the staff
member’s discretion, in any manner deemed best to member’s discretion, in any manner deemed best to
facilitate his/her relocation (e.g. through storage of facilitate his/her relocation (e.g. through storage of
personal effects, total or partial shipment, or disposal personal effects, total or partial shipment, or disposal
and replacement at the duty station, etc.) and replacement at the duty station, etc.).
vi. The moving allowance is paid in US dollars as f. The moving allowance is paid in US dollars as per the
per the schedule outlined in Annex II and before the schedule outlined in Annex II (A and B), and before the
estimated departure of the staff member. estimated departure of the staff member.
08
g. In the event a staff member who separates is re-hired iii. Employees are required to file a statement on
to the same duty station within 12 months, no moving a prescribed form available from the HRU at the
allowance shall normally be paid. beginning of each school year attesting to the
existence, name and age of each dependant child, and
h. If a staff member is re-appointed to a different duty the name and location of the school they are attending.
station, the full moving allowance could be paid as the
staff member could be considered to have been re- iv. The actual reimbursable costs are outlined in in
assigned. Annex V.
i. If the spouse or partner of the staff member is v. ICRAF shall provide parents who elect to educate
employed by another organisation at the same duty their children with special needs at home with a non-
station and benefitted from the payment of a moving accountable education allowance to cater for special
allowance (relocation allowance) of which the staff education needs for the home schooling. Home
member benefitted, then no moving allowance shall be schooling is defined as the provision of an equivalent
paid. to formal education to eligible dependent children in a
non-school setting and preferably at home.
j. The moving allowance shall be paid with the firm
understanding that no other employer or organisation is vi. For nationally recruited staff at each location,
providing such assistance. In such situations, ICRAF’s the home-schooling education allowance shall be
allowance shall be reduced by the amount contributed established taking into account the local labour laws,
to moving costs by the other employer. the local markets and practices, particularly those of
other CGIAR centres operating in such countries.
3.10 Procedures and Guidelines for

Housing RRS and IRS 3.12 Transport Procedures and
Guidelines
The cost of a modest three-bedroom house shall be
determined and revised when necessary by the HRU The staff transport situation at outreach stations is
with input from the Regional Coordinators for locations determined according to local practices and hosting
outside ICRAF’s headquarters. All residences of institution policies where applicable.
internationally recruited staff shall be subject to a security
check before occupancy to ensure that the security is i. When personal vehicles are used for official ICRAF
reasonable and in line with standards compatible to mission, reimbursement shall be made to the staff
other international organisations but not less than what is member as provided for in the travel policy. No
applicable to UN Staff. reimbursement shall be made for personal vehicles
used for commuting to work.
ii. Official vehicles shall not be used for personal

3.11 Dependants’ Education purposes.
Procedures and Guidelines
i. At positions where no international schools exist and
parents opt to send their children to school elsewhere, 3.13 Position Adjustment Procedures
ICRAF shall provide the same level of reimbursement as and Guidelines
stipulated in Annex V at the nearest international school
i. ICRAF has chosen to be guided by the Cost of
designated by the Director General or as delegated.
Living index survey of the US State Department and
ii. To be eligible for the education allowance, a to apply this to a graduated percentage of the basic
dependant shall be a child aged two or older with proof salary. The position adjustment formula is outlined in
of attendance of Playschool, pre-primary, primary Annex VI.
or high school. This benefit is valid for up to three
ii. Position adjustment for eligible staff members shall
dependants. The allowance shall be discontinued at
be paid during certified sick leave if the staff member
graduation from high school or the age of 19, whichever
and/or their family are at the duty station.
comes first. There shall be no addition of younger
dependants, after previously approved dependants
come off the allowance, that is, each staff member is
allowed support for a total of only four dependants
during their tenure with ICRAF.
09
3.14 Home Leave Travel Allowance the staff member’s declared nationality, subject to the
Procedure following terms, conditions and exceptions:
Three types of travel are commonly categorized under iii. The place of home leave of the staff member within
home-leave travel: his or her country shall be, for the purposes of travel
and transportation entitlements, the place which the
i. Home-leave travel is the biennial leave travel from staff member had the closest residential ties during the
the duty station to the recognized home base of an period of his or her most recent residence in the home
international staff member and eligible dependants. The country.
entitlement is the most direct excursion airfare from the
duty station to the home base for the staff member and iv. In exceptional circumstances, the change in the
eligible dependants. Any further yearly entitlement shall place in the country of home leave may be authorised,
fall due the ninth month following the anniversary of under conditions established by the Director General.
entry date. v. Home leave may be taken, subject to the exigencies
ii. Family visit is the travel to an international staff of service and at any time during the calendar year in
member’s duty station by the staff member’s eligible which it falls due.
dependants residing at the staff member’s recognized vi. A staff member may be required to take his or
home base. ICRAF shall reimburse the most direct and her home leave in conjunction with travel on official
economical excursion fare from the home base to the business, due regard being paid to the interests of the
duty station for the dependants plus necessary ground staff member and his family.
transportation and airport taxes. Like with home leave,
the entitlement is once every two years and is in lieu of vii. Travel of eligible family members shall be in
home leave. This benefit is not applicable to regionally conjunction with the approved home leave of the staff
recruited staff. member, provided that exceptions may be granted if the
exigencies of the service or other special circumstances
iii. Education travel may be requested by a staff prevent the staff member and his or her family members
member once every two year collectively to visit all of from travelling together.
the staff member’s eligible children study at a location
that is neither the duty station nor the home base viii. In exceptional circumstances, the Director General
and are eligible for the education allowance. ICRAF may approve an alternate place of home leave, based
shall reimburse the expenses for the most direct and on special circumstances of the staff member and
economical excursion fare from the place where the provided that the cost would not exceed the cost of
studies are conducted to either the recognized home travel to his or her home country.
base or the duty station, up to a maximum of the
cost incurred during travel from the home base to the ix. Home-leave travel is approved only if the vacation
duty station. Education travel is taken in lieu of home is for two weeks or more, except when circumstances
leave and family visit. This benefit is not applicable to outside the staff member’s control, such as sick leave,
regionally recruited staff. shorten the vacation.
x. Home-leave ticket travel not used during two years

may be claimed in kind within 24 months after the year
3.15 Home Leave Terms and in which it was earned (that is the employment year),
Conditions but no part of the home-leave travel may be converted
to cash, whether unused or underutilized.
i. Internationally recruited staff and regionally recruited
staff shall be granted home leave once every two years. xi. A staff member may transfer home-leave travel
A staff member shall be eligible for home leave provided entitlement to another eligible dependant, or a staff
the following conditions are fulfilled: member’s eligible dependants may transfer their home-
leave travel to the staff member. Home-leave travel may
a. While performing his or her official duties the staff not be transferred to any other persons.
member continues to reside in a country other than
that of which he or she is a national; xii. The entitlement for home-leave travel, family visit or
education travel may be used to go to another location
b. The staff member’s service is expected to continue only with the specific approval of the Head of Human
at least six months beyond the date of his or her Resources, in which case ICRAF’s reimbursement is
commencement of any proposed home leave; limited to the most direct and economic excursion
ii. The country of home leave shall be the country of airfare actually incurred, or the excursion fare from
10
the duty station to the home base, whichever is lower, children recognised as dependants.
excluding airport taxes or ground transportation.
xiii. No home-leave travel, family visits or education

travel entitlement shall be granted in respect of staff 3.18 Repatriation Travel upon
members’ dependants (spouse or children) who enjoy Separation Procedures and
similar benefits from other organizations. Guidelines
xiv. No home leave travel, family visits or education i. Repatriation travel fulfils ICRAF’s obligation to return
travel shall be granted during the first nine months of internationally recruited staff members and their eligible
the probation period or during the termination notice dependants to their recognized home base. As such,
period. it is not transferable to other persons or benefits or
convertible to cash.
xv. Staff members may want to check their entitlement
and eligibility for home-leave travel, education travel or ii. Repatriation travel is paid at the least cost, economy-
family visits with the Head of Human Resources before class rates for the most direct route. It is granted
incurring the expenses. Unless the staff members or door-to-door, and all costs associated with the travel,
their dependants are specifically authorized to make such as connecting fares for ground transportation,
other arrangements, all tickets for staff members and/ which shall be reimbursed upon submission of an
or their eligible dependants are purchased by ICRAF in expense claim to ICRAF. It is paid from the duty
advance. The ICRAF travel office shall process requests station to the recognized home base or to any other
for air tickets only if an approved travel authorization destination if the cost to that other destination is lower
is presented or if the staff member’s personal account than the cost for repatriation to the home base. Costs
with ICRAF has sufficient funds to cover the cost of the for accommodation enroute are reimbursed by ICRAF
ticket. No travel advances shall be given for home-leave only if they are incurred during the shortest possible or
travel, no foreign exchange shall be issued, and no per most direct routing, or if a stopover is necessitated by a
diem shall be paid. substantial reduction in airfare as calculated by ICRAF’s
travel office. Reimbursable costs include room, taxes,
xvi. Reimbursable expenses incurred during home- service charges, and other compulsory charges. In
leave travel must be reported on the ‘Travel expense addition, ICRAF shall pay for 10 kilogrammes of excess
report form’ to be completed by the staff member. baggage for the staff member and each dependant.
All claims for reimbursement must be accompanied
by receipts or other evidence that the expense was iii. To facilitate the staff member to settle back
actually incurred, unless the claim is for an amount less home, ICRAF shall pay for 100 kilogrammes of
than USD 25. Expenses not properly supported or not unaccompanied airfreight baggage for the staff member
allowable under the provisions of travel entitlements and each dependant.
may be rejected by ICRAF. A staff member’s claims are
iv. This assistance is provided with the firm
normally settled in the currency of the duty station or
understanding that no other employer or organization is
credited to the staff member’s personal account.
providing such assistance. In such situations ICRAF’s
xvii. Transportation by rail is payable by ICRAF at allowance shall be adjusted accordingly.
second class fare. Other transportation expenses
v. For a husband and wife or partner who are both
such as bus or taxi charges shall be reimbursed upon
internationally recruited staff members and who are
presentation of receipts. Costs for accommodation
both eligible for repatriation travel, repatriation travel
enroute are reimbursed by ICRAF only if incurred
shall be granted as if only one of the spouses were
during the shortest possible or most direct routing,
employed.
or if a stopover is necessitated by a substantial
reduction in airfare as calculated by ICRAF’s travel vi. Repatriation entitlement may be used to go to a
office. Reimbursable costs include room, taxes, service location other than the home country, in which case
charges and other compulsory charges. ICRAF’s reimbursement shall be equivalent to the cost
of repatriation to the home country.
vii. The repatriation travel entitlement shall be applicable

3.16 Home Leave Travel Conditions only if there is a physical move during the three months
3.17 Eligible Family Members following the end of the contract, but in exceptional
circumstances it may be extended with the approval
Eligible family members, for the purposes of home leave of the Director General for up to a maximum of six
travel, shall be deemed to comprise spouse and three months.
11
3.19 Repatriation of Household authority or jurisdiction on behalf of any staff in the

Effects pension plan. Therefore, it is the responsibility of a
staff registered in the pension plan to be properly
All internationally recruited staff members of ICRAF acquainted with the applicable laws and regulations of
who are entitled to repatriation travel are eligible for the jurisdictions where they are residents or citizens.
reimbursement of the cost of repatriating their household ICRAF assumes no responsibility or liability for taxes or
effects. The entitlement shall be granted as follows: other concerns that may affect staff exiting a retirement
plan.
i. A non-accountable allowance shall be paid to staff
actually returning to their home base in accordance with iv. In addition, staff may make voluntary contributions to
the entitlement stipulated under ‘Moving allowance’ the pension plan. These contributions shall be deducted
in Annex II. This assistance is provided with the firm from the salary payments of the individual staff plan and
understanding that no other employer or organization is applied to the staff voluntary account.
providing such assistance.
v. The pension contribution in relation to regionally
ii. If another employer is participating in the repatriation recruited staff shall be the same as that of the
of the staff member to a new duty station, then ICRAF’s internationally recruited staff.
allowance shall be reduced by the amount contributed
to the repatriation costs by the other employer. vi. The pension fund trustees through their website shall
notify all members the cumulative amount of the fund in
iii. The repatriation entitlement may be used to go their respective accounts at the end of each year.
to a location other than the home country, in which
case ICRAF’s reimbursement is limited to the cost of vii. The cumulative amount of the scheme shall be
repatriation to the home country. released to respective staff members only at the end of
service with ICRAF.
viii. The pension scheme participants who leave

3.20 Death while working outside the the employment of ICRAF will observe the policies
home country applicable to the retirement pension plan in relation to
withdrawal, transfer or maintenance of funds.
Costs of repatriation of the remains to the home country
shall be paid as the situation warrants in lieu of a ix. For IRS and RRS pension shall be paid at attainment
repatriation ticket entitlement. ICRAF shall pay for funeral of 55 years or a charge of 33% shall be effected.
expenses from the repatriation entitlement. However,
if the repatriation entitlement is fully used to repatriate
household effects, then ICRAF shall provide for additional
funeral expenses as provided in Annex VII. If this amount
is exceeded, then the balance shall be provided from
the terminal dues owing to the staff member. The funeral
expenses covered shall include the cost of a position-
mortem, a coffin, preservation of the remains, storage
of the remains in the mortuary for up to a maximum of
one week, repatriation of the remains, and transportation
of personal effects of the staff member to the declared
home base.
3.21 Pension Procedures

i. Employees begin participating in the retirement plan
on the first day of their employment.
ii. Contributions to the pension plan shall be made on

a monthly basis except for months in which no salary
is paid. No pension contributions shall be provided for
employees over 65 years of age.
iii. No tax payment shall be made to any country,

12
4. WORK ENVIRONMENT
4.1 Flexible Hours from home;
4.2.1. ICRAF recognizes that for certain positions ii. Staff members must ensure availability in the office
continuous staff presence in the office is not always to attend meetings and various appointments requiring
mandatory. In such cases and at ICRAF’s discretion their presence in the office and for official assignments.
and for such periods to be determined in writing by
ICRAF, staff may be allowed to work flexible hours.
Staff members who may wish to exercise this option 4.3 Part-Time Employment
must submit a request in writing to their immediate
supervisor. These requests should specify the reason 4.4.1 Staff may request that their regular employment
for the request, the proposed new hours, the period, contracts be reduced to less than 12 months in a year to
and how the duties shall be carried out without enable them to pursue individual interests for personal
jeopardizing the staff member’s professional output growth during their tenure with ICRAF. These reductions
and ICRAF’s objectives. The supervisor must ensure shall not normally exceed 6 months of the normal 12
that the stipulated working hours are adhered to and working months in a year. Such arrangements may
performance is not jeopardized. be authorized in writing on the basis of a request that
clearly specifies that:
4.2.2 The approval in writing of individual arrangements
rests with the relevant immediate supervisor and the i. There is a valid reason for the request;
supervisor’s director, in consultation with the Head of
ii. Part-time work shall not be an impediment to the
Human Resources. A review is necessary every six
normal functioning and delivery of the expected output;
months to assess the staff member’s output during
the period the staff member is on flexible hours. The iii. Proper supervision and control of professional
following conditions shall apply: output against indicators shall be maintained;
i. There shall normally be no special assistance from iv. The arrangement is limited in time;
ICRAF for transportation, equipment or other services
to the staff member who has been authorized to work v. The period of absence does not coincide with
from home; important institutional events, such as, but not limited
to, the annual programme review and the Board of
ii. The staff member must ensure that he or she is Trustees meeting;
available in the office during specific hours to attend
meetings and various appointments requiring his or vi. Part-time employment shall not be granted to staff
her presence and for official assignments. who are on fixed-term employment for a period of less
than two years;
4.4.2. During the period of part-time employment,

4.2 Working from Home payment of salary, allowances and benefits will be made
on a prorated basis to reflect the staff time applicable.
Staff may request in writing for written approval from
supervisors to work from home if and when the need 4.4.2. ICRAF may request that a staff member’s
arises. Working from home may be authorized on the employment contract be reduced to a period not less
basis of the same conditions specified for flexible hours. than six months of the normal 12 months in a year. The
A review is necessary at the discretion of ICRAF and for same conditions of service above shall apply.
such periods as may be determined by ICRAF to assess
the staff member’s output during the period the staff
member is working away from the office. The following
4.4 Mothers of Infants and Young
conditions shall apply:
Children Guidelines
i. There shall be no special assistance from ICRAF for
4.4.1. ICRAF is committed to provide breastfeeding
transportation, equipment and possibly other facilities
mothers with time and space for managing lactation
to staff members who have been authorized to work
responsibilities at work.
13
i. Breastfeeding mothers are allowed appropriate breaks Guidelines for equipping breastfeeding and lactation
totalling 60 minutes per working day until such time the space areas follows subject to each location realities:
baby stops breastfeeding or when the baby attains the
age of 24 months. • Comfortable chair (with arms rest and back support)
ii. As per the WHO recommendations breastfeeding • Table next to the chair (at least 24” x 24” to
mothers should be provided with a safe, clean and accommodate a standard breast pump)
private place in or near the workplace to continue
• Electric outlet near the chair and table
breastfeeding or to express and store their milk. (See
4.5.3 for equipping guidelines). • Light that is controllable from inside the room
4.4.2. Where feasible, a mother’s room shall be • Label or door sign that indicates the space is in use
established to allow not only for breastfeeding
responsibilities but also to allow caregivers to stay • Trash can
during the day with the infant or young child. (See 4.5.3
• Refrigerator
for recommended equipping). ICRAF being a global
organization, with a global workforce, may require • Temporary separator that can be used for privacy
mothers of infants and young children to travel on work if the space is being used by more than one
related purposes away from their duty stations after breastfeeding mother simultaneously
returning from maternity leave (See 4.5.4 for guidelines
for traveling with your baby). Guidelines for equipping a mother’s room follows
subject to each location realities (this list assumes the
i. Upon request, female employees with an infant or items above are already provided):
young child who are required to travel on work related
purpose will be supported to travel with their baby(s). • Cot
ii. The employee will have an option of travelling with • Rug

their baby’s caregivers, or to hire a caregiver at the
• Toy basket and toys
destination of travel. Issues of security, health and
emotional attachment of the baby(s) should be taken • Microwave oven
into consideration when making this choice.
4.4.4 Guidelines for Mothers Traveling With Their
iii. ICRAF will meet all travel related costs of the staff, Babies
caregiver and baby based on shared accommodation.
This includes travel insurance for both the baby and Please note that the mother, as parent and primary
caregiver. caregiver (and not ICRAF), has sole responsibility for the
well-being of her baby.
iv. The period supported to travel with an infant or
young child will be up to a time when the baby attains Before Travel:
the age of 24 months.
• Check for all immunizations your baby may need.
v. If the mother wishes to travel with their child beyond
• Talk to your doctor/pediatrician to confirm that it is
24 months of age it will be at their own expense.
fine to travel with your baby.
ICRAF will not be responsible for any of the following:
• Discuss with your family (especially your spouse)
a. Basic supplies for the baby such as medicines, about your travel.
formula, special baby foods, bottles, sterilizers, cutlery,
• Countercheck the itinerary for the total travel time
bedding, toys, clothes, basins, diapers, soaps, lotions,
including layovers if applicable, as some airports are
or cots.
not baby-friendly.
b. Salary and other benefits for the caregivers including
• Get information on the hotel where you will be staying
medical costs/insurance or emergency care.
as some hotels may not provide specialized infant
c. Any legal or diplomatic issues that arise regarding the foods/porridge and may restrict the mother’s access to
caregiver and/or their actions. the kitchen for public health reasons.
4.4.3 Guidelines for Equipping Breastfeeding and • Find out some basic information about the venue
Mothers Areas and country you will be traveling to (facilities, weather,
drinking water, political climate, endemic diseases
14
such as malaria, polio, yellow fever, influenza, sexuality, ethnicity, age or disability especially among
meningitis, etc.). Such information is easily available on senior researchers and managers. The nature of and
the Internet. You can also talk to colleagues and friends time period for affirmative action will be determined by
who may have traveled there before. management in consultation with the HRU. Management
may determine affirmative action is needed to address
• Alert ICRAF staff at your destination that you will be imbalances if other disadvantaged groups are at any
traveling with your baby and seek their assistance in point identified.
coordinating with the hotel and any advice they may
have on the destination. 4.5.5 Accountability
After arrival back home: All staff members of ICRAF in all locations are
responsible for the implementation of this policy and
• Observe your child for any changes/symptoms that management is expected to demonstrate leadership and
could be brought about by the stresses of travel/ commitment in promoting equity, gender parity, diversity
change of climate and/or food. and inclusion in ICRAF’s activities and practices.
At the earliest sign of complications, seek medical Specific responsibilities are captured here:
advice from your paediatrician.
Board of Trustees The Board is responsible
for approving
4.5 Gender, Diversity and Inclusion and oversight of
Procedures implementation of this
policy
The following measures will guide the implementation of
Senior Leadership Team The SLT is responsible
this policy:
(SLT) for ensuring the
4.5.1 Cultural Competence implementation of this
policy
ICRAF shall provide, relevant sensitization and training
HRU (HRU) HR is responsible for
opportunities on Gender, Diversity and Inclusion, to
the dissemination,
guard against assumptions, prejudices and stereotyping
maintenance, and direct
that may adversely affect inclusion.
implementation of this
4.5.2 GD & I Focal Points policy
Supervisors Supervisors are
ICRAF shall appoint GD&I focal points in all locations
responsible for
where it operates. The GD&I focal points shall have
implementing and
the responsibility of monitoring and evaluating the
following the policy
implementation of this policy, disseminating knowledge
on GD&I as well as monitoring the work environment Staff members Staff members are
in their areas to assess inclusiveness and to offer responsible for following
suggestions on any improvements required. the policy and holding
ICRAF accountable for
4.5.3 Dealings with Third Parties and Stakeholders implementation of the
policy
The same principles of equity, gender parity, diversity
and inclusion shall apply in all ICRAF’s dealings with third
parties, suppliers, contractors and other stakeholders. 4.5.6 Monitoring
4.5.4 Affirmative Action Implementation of the policy shall be monitored

continuously and the policy shall be reviewed regularly
ICRAF recognizes that there are groups that historically to ensure relevance and applicability. Quarterly reporting
have been disadvantaged in the work place and that of Gender, Diversity and Inclusion statistics by HRU to
this is not conducive to its commitment to equity or Senior Leadership and bi-annual reporting to the Board
to the delivery of its mission and mandate. In order to of Trustees shall be maintained.
address this, ICRAF is committed to the concept of
affirmative action to establish a better balance among
genders, race, tribe, place of origin, residence or other
local connection, political opinion, colour, creed, marital
status, pregnancy, parental status, family responsibilities,
15
4.6 Health and Safety Procedures

All ICRAF employees are expected undergo occupational
health and safety training during the induction period
for new appointees and at least once a year for existing
employees, to familiarise themselves with basic health
and safety rules of ICRAF, as provided for in the Health
and Safety policy. Counselling services for employees in
distress shall be part of the Health and Safety program.
Health and Safety is overseen by the ICRAF’s Operations

Unit and all relevant policies and procedures can be
found on the intranet under the Operations Unit module.
4.7 Associations Other than ISA

ICRAF encourages staff to join well established and
credible savings and credit organisations for purposes of
saving some of their income for personal development
projects e.g. housing, emergency situations and even
enjoying earnings from interest or dividends.
16
5. PERFORMANCE MANAGEMENT AND STAFF

DEVELOPMENT
5.1. Procedure for Approval of 5.3 Eligibility for Promotion and In-
Education Programmes and Refund grade Progression
of Costs
Staff member on a regular contract.
5.1.1 Employee contacts the institution of learning for
course information on fees and the course programme;
5.1.2 Employee and supervisor discuss: 5.4 Justification and criteria for
promotion
5.1.3 The relevance of the course to ICRAF’s mission;
To determine eligibility the following rules, apply:
5.1.4 The priority of the training to ICRAF, as well as
to the training and development plan agreed during • Evidence of consistently good performance (normally
performance appraisal; over three years, including merit bonus and significant
refereed publications or acknowledged contributions to
5.1.5 The state of the employee’s deductions — the institutional efficiency
total amount of all deductions that may be made by the
employer from the employee’s salary shall not at any • Duties and responsibilities have changed significantly
one time exceed one-half of the employee’s salary. for a higher grade level as shown by ICRAF’s HR tool
(i.e. the job description must equate to a higher grade
5.1.6 If there is mutual agreement based on the above unless staff is being recommended to a promotional
considerations, the employee seeks admission to the grade i.e. C8 for IRS and C6 for NRS and RRS) - Higher
institution offering the training; grade position or where the increase in responsibilities
as shown by the tool is not sufficient for a promotion
5.1.7 The employee completes the application form for
but is nonetheless significant, that when graded there
salary advance. For courses whose full cost of tuition
is a marked movement within the same grade (in-grade
exceeds 30% of the employee’s annual pay, advances
progression) THEN the staff member can be considered
shall be provided on an annual basis, recovered in 12
for Promotion or In-Grade Progression. Identified
equal monthly installments and reimbursed at 75% on
competencies with education and potential to perform at
a year-to-year basis, depending on the supervisor’s
the higher level can be taken into account provided they
approval of the reimbursement, achievement of grades
are shown to be relevant and beneficial.
and attendance.
5.4.1 Aspects not considered as a basis of
5.1.8 The supervisor reviews the request, approves it
nomination for promotion
and forwards it to the HRU, indicating the respective
budget code. • Length of service at existing grade
5.1.9 Upon completion of the course, the employee • Centile point on existing grade
must submit transcripts to demonstrate academic
performance. ICRAF shall reimburse costs for credit 5.4.2 Non eligible staff
and distinction passes only.
• On probation
• With less than three years’ service

5.2 Procedure for Training away from
• With disciplinary action over past two years
workplace
• On contract of service
Staff development and training activities that require time
away from the employee’s workplace must be approved • On retainer contract of service
by the supervisor.
• On temporary contracts
A staff member cannot disqualify themselves from

17
the process once nominated by their supervisor. They

may however inform the promotions panel of their
reservations. All regions and Units are advised to
review staff on an individual staff basis. Across ICRAF
approximately 10% of staff each year might qualify for
a promotion, although this may be higher or lower in
individual units.
5.4 Submission Process

All supervisors (through Regional Coordinators, RT
Leaders or Unit heads) are required to complete
a Promotion Review Form (HRU will provide more
detailed information) for their respective regions/RTs/
units, which will contain the names of all staff members
respectively. Every staff member will be reviewed even
if not recommended by the supervisor for promotion
this current year. This ensures no-one is omitted from
the process. Staff should be informed by the supervisor
if they have been nominated or not. Staff should be
informed if nominated and not endorsed for promotion
by their respective supervisors in advance of submitting
the forms to HRU. The completed review form must be
returned to HRU, even where no staff are recommended
for promotion. Additionally, supervisors must submit a
Promotion Consideration Request Form for each of the
staff members recommended for promotion.
It is expected that a promotion to higher grade would

generate not more than a 10% increase in base salary
unless the grade minima dictates higher. Similarly, the
in-grade progression would generate no more than 10%
increase in salary; and that any increase in salaries due
to promotion would be provided for by the respective
supervisors’ budgets. There exists no central budget
provision for this. Where a staff member is identified for
promotion but there is inadequate budget to pay for it,
supervisors will be requested to contact their respective
Directors for guidance. Also, it should be noted that
promotions would not normally affect the duration of
contract. The contract period remains the same but if
the contract is due for renewal that is 6 months to end/
renewal, then both promotion and renewal is done during
promotion panel. Persons selected for promotion should
expect to receive a letter confirming the new grade and/
or revised salary, including a revised job description
outlining the new responsibilities.
18
6. STAFF ASSOCIATION
There are no procedures for Chapter 6.

19
7. TERMINATION OF EMPLOYMENT
There are no procedures for Chapter 7.

20
8. GRIEVANCE AND CORRECTIVE ACTION
8.1 Disciplinary Procedures i. The hearing rule requires a decision maker to give an
opportunity to be heard to a person whose interests
This Disciplinary Procedure relates to matters of shall be adversely affected by the decision;
misconduct, that is to say, inappropriate behaviour in the
workplace that directly and overwhelmingly has a bearing ii. The bias rule requires a decision maker to be
on the work of the staff or their relations to other staff disinterested or unbiased in the matter to be decided
members. on;
The Disciplinary Procedure is intended to ensure that iii. The no evidence rule requires that a decision be
allegations of misconduct are managed fairly and based on evidence.
consistently. The disciplinary process is not punitive in 8.1.1.3 In summary, every respondent to a complaint
nature, instead, its aim is to provide staff with appropriate has the right (where there may be detriment arising
advice and support which will equip them to achieve and from the resolution of that complaint) to be heard and
maintain the standards of conduct expected at ICRAF. to present provable evidence and submissions in their
Wherever possible, disciplinary matters are managed cause, and the opportunity to be heard promptly by an
informally. Formal action will only be taken in cases of impartial decision maker.
serious and/or repeated misconduct.
8.1.1.4 Employees are encouraged to discuss
The Director General shall administrative machinery with problems with their supervisors first, because
staff participation to advise them, based on the policies supervisors can often resolve these problems.
and procedures of ICRAF, in case of any appeal by staff Employees who have differences with their supervisors
members against an administrative decision on them. or co-workers may seek help from another staff
8.1.1 Informal action member or the Head of Human Resources.
Informal action will be taken in the form of a confidential 8.1.1.5 If an employee approaches a supervisor or a
conversation between the staff and their Supervisor and co-worker with a work-related problem, the co-worker
is most appropriate where alleged misconduct is not of a or the supervisor should listen carefully, discuss
serious nature. Together, the staff and their supervisor will possible solutions and follow through to ensure action
explore support mechanisms and ways in which the staff is taken. If need to investigate arises, the supervisor
can achieve the necessary improvement and how this will should promptly inform the employee of this and if the
be reviewed to monitor or assess progress. A record of allegation is against the supervisor, HR shall inform
these discussions may be shared to support the process the staff. If there is delay, the employee should be kept
and/or ensure clarity. informed about the status and reasons for the delay.
Employees who have differences with their supervisors or 8.1.1.6 An employee not satisfied with the answer
colleagues may seek help from ISA another staff member provided can approach the Head of Human Resources.
or the Head of Human Resources to resolve the issue 8.1.1.7 The final decision on a formally lodged
between them. grievance must be formally communicated to the staff
8.1.1.1 Before a formal grievance begins, staff with a copy to HR Unit.
members are encouraged to discuss the issue with 8.1.1.8 For staff reporting to the Director General,
their line managers. Line managers are expected to grievances handling may be taken up with the Board.
have an open discussion with their staff in an attempt
to reduce grievances. 8.1.2 Formal Resolution Mechanisms
8.1.1.2 A firmly established principle of natural justice 8.1.2.1 Management shall also give attention to any
is that no person should be condemned unheard grievance received from an anonymous source or
or without recourse to defense. It is this process to sources. All staff who feel aggrieved are encouraged to
be heard that is the subject of the rules of natural report the grievance following the grievance resolutions
justice or procedural fairness. The three principles of procedure.
procedural fairness are:
8.1.2.2 Any aggrieved staff member can bring their
21
case directly to the attention of Head of Human 8.2.1 Investigation

Resources in cases where it may be difficult to go
through the line manager. 8.2.3.1 The primary objective of the investigation
and resolution procedure is to ensure that some
8.1.2.3 All matters pertaining to grievances shall be understanding is reached between the parties as to
handled with utmost confidentiality. what constitutes inappropriate behaviour and about
how they shall relate to each other in the future. The
outcomes sought shall be those that shall maximize the
8.2 Report of Misconduct and restoration of harmonious workplace relations in the
Schedule shortest possible time.
Before taking disciplinary action against any employee 8.2.3.2. The Human Resources Manager shall bring the
for having committed an act of misconduct, the alleged offence to the attention of the Director General,
management should invariably get a specific written who shall use his discretion to determine the next
complaint. A complaint is a clear, sequential narration of course of action depending on the gravity of the matter.
the facts of incidence of indiscipline by the complainant, If in the Director General’s opinion the matter requires
in the form of a report. further investigation before a decision is made, the
following steps shall be taken:
The Head of HR will determine if the case is serious
enough to submit to an investigation and Disciplinary i. An investigation panel shall be appointed comprising
Panel review or whether the same can be handled two women and two men drawn from a longitudinal
informally. The decision should be made in writing and spectrum of all staff;
communicated to the originator of the Complaint. ii. One of the panel members shall be designated as
Where the Head of Human Resources decides that a the panel chair;
complaint is serious, the staff member should be formally iii. The panel shall develop the terms of reference for
notified of the allegations and the beginning of the the investigation and determine the reporting back
investigations. time;
The investigation is carried out to establish the facts. iv. The panel shall advise the Director General on the
An investigation can be a simple gathering of relevant immediate action to be taken on the alleged offender
documents, or it can involve interviewing the staff and pending the investigation;
relevant witnesses. If the staff is interviewed, they will
be given sufficient advance notice of the interview. It v. The panel shall advise the alleged offender that
is important to make the Head of Human Resources she or he is to have no contact whatsoever with the
aware of any special requirements the staff may have or complainant, either directly or by proxy.
reasonable adjustments that might be required for the
staff to attend the interview. 8.2.3.3 Once the panel is constituted, the Director
General shall:
Staff are encouraged to co-operate with any investigation
process and answer any questions as fully as the staff i. Inform the complainant of the receipt of the
can, setting out any special circumstances. Where limited complaint and of the activation of the investigation
facts are provided, it can mean that decisions about process;
possible disciplinary action are reached on the basis of
ii. Forward a written version of the complaint to the
partial information. Whilst the interview will be informal
alleged offender requesting him or her to provide a
and thus there is no right of representation, the individual
response to the Human Resources Unit within seven
undertaking the investigation may permit the staff to
days of the Director General’s communication;
be accompanied by a companion i.e. an ICRAF Staff
Association (ISA) Representative or work colleague, if iii. Instruct the investigation panel to schedule a
the Staff feel that this would be beneficial. Such requests meeting to discuss the complaint, the logistics of the
should be submitted to the Head of Human Resources, investigation process, the people involved, the timing
along with the proposed individual’s name/designation, of the investigation, and the reporting and constitution
at least 24 hours in advance of any investigation meeting. of the disciplinary panel.
Should the staff wish to provide a written submission
or submit any related evidence to assist with the 8.2.3.4 The panel shall conduct an investigation on a
investigation in advance of (or during) the meeting, the strictly confidential basis.
staff may also do so.
22
8.2.4 Hearing of the parties ii. Four (4) regular Staff of Grades equal to or higher
than the Staff
8.2.4.1 The panel shall:
Persons occupying the Legal Unit or Protocol will not
i. Schedule meetings and consider all available be allowed to participate in the Panel or be called as
information from the written complaint, the response witnesses unless with the Director General’s approval.
from the alleged offender and statements from various
witnesses or other relevant sources; The Head of Human Resources will be present to give
guidance on the process and policy matters and to
ii. Assess the reliability of the information, the present the facts of the case and call the witnesses
evidence provided and the existence of any previous to give testimony. The Head of Human Resources
complaints against the same offender that may will not participate in the deliberations of the Panel
indicate a pattern; but will record the proceedings. The Panel will make
its decision by majority vote and proceedings will be
iii. Hold interviews with the complainant, the alleged
strictly confidential. The vote may be by secret ballot or
offender and other witnesses;
by such other means as the Panel may agree and the
iv. Decide if there is a case and recommend final decision shall be presented by the Head of HR to
appropriate action in writing to the Director General. the Director General for final decision.
8.2.4.2 The recommendations should be received 8.2.6.2 Rules of Natural Justice

by the Director General no later than six weeks after
The procedure for taking disciplinary action against any
presentation of the complaint.
delinquent employee must be based on the rules of
8.2.5 Conclusion “natural justice”. This means the proceedings must be
guided by the following:
8.3.5.1 The Director General shall review all the written
information and evidence provided and may take any of i. The employee proceeded against has been informed
the following actions: clearly of the allegations levelled against them;
i. Close the case if the facts as established by the ii. The witnesses are examined ordinarily in the
investigation panel do not support misconduct. In this presence of the employee in respect of the complaint;
event, the complainant and the alleged offender shall
iii. The employee is given a fair opportunity to cross-
be informed of the decision and shall receive a copy
examine the witnesses;
of the findings of the panel within 15 working days
from the date of receipt of the findings by the Director iv. The employee is given a fair opportunity to examine
General; their own witnesses, including himself/herself in theirs
defence, if he/she so wishes;
ii. Transmit appropriate details from the panel’s report.
In this event the alleged offender shall be given five v. The decision must be made by someone free of
working days to submit his or her comments; bias;
iii. Submit the report of the investigation and vi. The decision must be based on evidence, not on
comments of the alleged offender, together with the speculation or suspicion, and the decision must be
panel’s recommendations, to the Human Resources communicated in a way that ensures that proper
Manager or any other authorized person to administer evidence was used in making the decision;
disciplinary action.
vii. The Head of Human Resources records the
8.2.6 Formal Disciplinary Hearing findings with reasons for the same in the report.
8.2.6.1 Disciplinary Panel At the hearing, a panel will consider all the evidence.
The staff will receive the following in writing at least 7
Disciplinary proceedings will be conducted by a
days before the hearing:
Disciplinary Panel appointed by the Director General on
counsel of the Head of Human Resources. • Confirmation of the date, time and location of the
hearing;
A Panel should as far as is reasonable be odd
numbered. At a minimum, the Panel will be made up of: • A statement of the allegation;
i. One (1) ISA Executive Committee Member to • Copies of the evidence to be considered;
advocate on behalf of the staff; and
23
• Notice of the people who will attend the hearing; Where the complaint is against the Head of Human
Resources or HRU Staff the matter shall be handled
• Notice of any witnesses who will attend the hearing; by the staff’s line Director, Country Leader or Regional
and Coordinator.
• Notice of the potential outcome. 8.2.6.3 Conclusion
At the hearing the staff may: The Director General shall review all the written
information and evidence provided and may take any of
• Be accompanied by a colleague or ISA
the following actions:
representative;
i. Close the case if the facts as established by the
• Have reasonable adjustments if the Staff are
investigation panel do not support misconduct. In this
disabled or have other special requirements;
event, the complainant and the alleged offender shall
• Rely on a written statement of case (a brief summary be informed of the decision and shall receive a copy
of the most important points that the panel should of the findings of the panel within 15 working days
consider, including special circumstances); and from the date of receipt of the findings by the Director
General;
• Call witnesses in support of the Staff case.
ii. Transmit appropriate details from the panel’s report.
Ahead of the hearing the staff should: In this event the alleged offender shall be given five
working days to submit his or her comments;
• Advise the disciplinary panel of the colleague
accompanying person (if the staff wish to be iii. Submit the report of the investigation and
accompanied); comments of the alleged offender, together with the
panel’s recommendations, to the Head of Human
• Advise the disciplinary panel of any special
Resources or any other authorized person to
requirements (e.g. disability, language requirements);
administer disciplinary action.
• Provide a copy of the staff written statement of case;
8.2.7 Reporting
and
8.2.7.1 Any ICRAF or non-ICRAF employee working as
• Tell the panel of any witnesses that the Staff may
part of a subcontracted service team who is the subject
wish to call in defence.
of, or who has knowledge of, or who witnesses any
At the hearing, the Head of Human Resources will harassment or discrimination should immediately bring
present the allegations, and the staff will have the such information to the attention of any one or more of
opportunity to ask questions of them and any witnesses the following persons:
called. The staff will then have the opportunity to
i. His or her immediate supervisor (where the offender
present their side of the matter. This is typically a
is the immediate supervisor, then the employee should
summary of the main points set out in the staff written
report to the next level up);
submissions, which the panel will have read before the
hearing. The panel and management representatives ii. Unit head or regional coordinator;
may then ask questions based on the staff’s evidence,
or that of their witnesses. iii. Director;
The staff can ask for an adjournment at any time during iv. A representative of the HRU.
the hearing. A nearby room will be made available for
8.2.7.2 ICRAF shall continue its practice of promptly
the staff and their representative should the staff wish
investigating concerns regarding harassment and
to exercise this option.
discrimination and, where appropriate, take prompt
The panel may inform the staff of its decision at the end corrective action. ICRAF management shall handle
of the hearing, but it’s more likely that the staff will be reports of such alleged misconduct with sensitivity and
informed of the outcome by letter after the hearing. The with concern for confidentiality, reputation and privacy
panel will dismiss the allegation where it finds there is of employees as far as is practicable.
no supporting evidence or where there is appropriate
8.2.7.3 Neither the employee against whom the
mitigation. Alternatively, if it finds that the allegations
complaint is made, nor any other employee may
are well founded it may recommend a disciplinary
at any time before, in the course of, or after the
sanction.
investigation, take any kind of retaliatory action against
24
an employee who has made or intends to make a good- the outcome. The enquiry should ascertain whether
faith complaint about harassment or discrimination the complainant has been subjected to retaliation by
prohibited by this policy. the alleged offender or any other staff member at the
workplace, then take appropriate action.
8.2.8 Documentation
8.2.8.1 All complaints made shall be fully documented,

respecting privacy. The key information concerning 8.3 Dispute Resolution
the offensive acts to be included in the documentation
includes: 8.3.1 It is the intention of ICRAF to treat staff fairly,
hence the need to develop and implement this human
i. Description of the specific act; resource policy manual, which includes appropriate
grievance resolution procedures. In the unfortunate
ii. The time and date of the act; circumstance that a dispute arising between a staff
member and ICRAF is not solved internally, ICRAF’s
iii. The circumstances surrounding the offensive act;
provisions for final resolution of the dispute are as
iv. The manner and location of the incident; follows:
v. Whether and under what circumstances the i. A staff member might choose to report the case to
complainant made it clear to the alleged offender that the chair of the ICRAF Board of Trustees, who shall
the disputed behaviour was unwelcome; determine the appropriate mechanism that shall
apply to arrive at the final binding settlement. This
vi. Witnesses to the offence or persons to whom the may include but is not limited to external review or
offence was mentioned; mediation.
vii. Other information relevant to the case. ii. Any dispute or difference that at any time may
arise between an employee and ICRAF regarding the
8.2.8.2 If the alleged offender is the immediate
meaning or intention of anything contained here or the
supervisor, the written complaint should be presented
rights or obligations of any party shall be referred to the
to the next level supervisor, with a copy to the Head of
relevant government ministry in accordance with the
Human Resources.
Host Country Agreement.
8.2.9 Disciplinary Measures
iii. In case the dispute is referred to arbitration, the
8.2.9.1 Any of the following measures may be taken, hearing shall take place in the city at which the ICRAF
depending on the severity of the offence: headquarters is located and the law applicable shall
be that of the host country where the headquarters is
i. The offender may be required to provide a private or a located.
written public apology;
8.3.2 Grievance Resolution and Corrective Action
ii. The offender may receive a verbal warning and Proceures
professional counselling;
8.3.2.1 Corrective Action Guidelines
iii. The Director General may give a written warning to
the offender with a copy for his or her personal file; • Talk to immediate supervisor, if not satisfied
iv. The offender’s contract may be terminated; • Talk to the unit head or regional coordinator, if not
satisfied
v. The offender may be dismissed summarily.
• Talk to the Head of Human Resources.
8.2.10 Follow-up Action
In case the supervisor is the source of grievance,
8.2.10.1 Counselling shall be available to the staff are encouraged to talk to the Head of Human
complainant if requested; Resources.
8.2.10.2 Any staff member who believes that he or she 8.3.2.2 Formal grievance resolution procedure
was unjustly treated by the investigation may follow
the grievance resolution procedure to seek resolution By accepting employment with ICRAF, an employee
of his or her concern. The Head of Human Resources agrees to work in a responsible, loyal, disciplined,
shall carry out a follow-up enquiry with the complainant harmonious and productive manner and to act in a
six months after the case is decided, regardless of manner conducive to the organization’s values. The
25
employee, therefore, agrees to abide by the rules by the Head of Human Resources within 10 days of
and regulations of ICRAF and terms and conditions notification of the lodging of an appeal. It includes:
of service, the provisions of the Human Resources
Policy Manual and any other lawful, reasonably written • a representative of the relevant director
or verbal instructions given by authorized officers of
• a representative of the staff association
ICRAF.
• a representative of the HRU
Should any employee feel aggrieved, the following
procedure shall apply: • an independent party, preferably from another
directorate
• The employee raises the matter with the immediate
supervisor and files a grievance with the immediate Any person who has substantively been involved in a
supervisor, copying the communication to the HRU; case pending investigation is excluded from serving
on the grievance panel. Such individuals must exempt
• The supervisor listens to the employee and makes
themselves should they be appointed to the panel. The
a decision to resolve the grievance(s). The supervisor
panel selects its own chair.
must give his or her decision to the employee in writing;
The grievance panel may summon any person or
• An employee who is not satisfied with the supervisor’s
examine any evidence that it deems pertinent to the
decision should write to the Head of Human Resources
case under discussion.
indicating this. The Head of Human Resources then
considers the matter, consults the supervisor and The staff member filing the grievance case may invite
writes back to the employee, copying the letter to the an ICRAF colleague to accompany him or her to the
supervisor; panel meetings he or she attends. The staff member
and colleagues shall also be accorded access to all
• An employee who is not satisfied with this decision
documentation pertinent to the case. Non-ICRAF
may appeal to the ad hoc grievance panel (see below),
persons shall not participate in any of the meetings of
by presenting the HRU a written statement of the
the internally convened ad hoc committee.
grounds of the appeal within 10 working days of notice
of the grievance action that is contested. Within 20 working days of the convening of a grievance
panel, a written report from the panel is submitted to
At all points in the grievance process, supervisors
the Director General representing the majority view of
should follow these principles:
the grievance panel. It should be prepared by the chair
• Listen: do not brush off the complaint until you of the grievance panel and should contain a summary
have heard it fully. Do not interrupt the employee’s of the background to the appeal, proceedings of the
explanation. If you must ask questions, do so without panel and the recommendation of the panel. The
becoming argumentative; final recommendations shall be communicated to the
Director General for action. The Director General may
• Make sure you understand the complaint. Observe the recommend further deliberations.
time limits for making a reply, but before you answer the
complaint make sure you understand the facts of the 8.3.2.4 Corrective Action Procedure
situation and the rules and policies that apply;
Corrective action rules and procedures are necessary
• Check all available records, including records of for fairness and order in the treatment of individuals.
attendance, overtime, etc; This Corrective Action Procedure is developed to inform
staff members of the possible consequences of actions
• Check on proper interpretation of any policies or that are contrary to the standard code of conduct of
contract provisions. When in doubt consult the Head of staff members.
Human Resources;
The need to invoke corrective action measures is
• In preparing the answer make sure your resolution is rare and should remain so. The objective of ICRAF’s
based on all the facts and is consistent with all policies corrective action procedure is primarily correction
and other requirements involved. Beware of personal or prevention rather than punishment. Corrective
interpretation that might cause problems when applied action other than dismissal shall be taken when it is
to other ICRAF stations. reasonable to do so, considering all the circumstances,
but the following conditions should prevail:
8.3.2.3 Ad hoc grievance panel
• There should be a good enough reason (as articulated
The grievance panel is an ad hoc body convened in the policy, work procedures and law) and clear
26
evidence of indiscipline;
• Action should be appropriate to the nature of the

offence that has been committed;
• The principles of natural justice and procedural

fairness shall apply;
• Corrective action shall be fair and consistent with

previous corrective actions in similar circumstances;
• Employees should have a right of appeal.

27
ADDITIONAL GUIDELINES
1. Consultancy Procedures extension of a contract beyond the maximum allowable

limit. He may also approve a higher fee than that stated
i. During the Programme of Work and Budget in the schedule in Annex 4.
formulation, Enterprise Leaders are required to provide to
the HRU, the anticipated additional temporary manpower viii. If a consultant has worked for ICRAF under
requirements that need to be put in place to support the the same terms for two years, the supervisor shall
effective implementation of work programmes for the determine whether the position should be regularized
budgeted period. and recommend to the relevant authority to establish a
fixed term position. Should a determination be taken to
ii. The request for the hiring of a consultant shall be convert a consultancy assignment to a regular fixed term
forwarded to the Head of Human Resources together position, appointment to that position shall normally be
with a detailed description of the work assignment made on a competitive basis.
and terms of reference. The substantive Directorate
or section shall complete a Request for Consultant ix. Negotiations with consultants on contractual terms
Form. Note that it is the responsibility of the substantive shall be carried out by the HRU in consultation with
Directorate/Section to ensure the availability of funds. Directorate/Regional/Unit Heads, unless otherwise
delegated. And Directorate/Regional/Unit Heads have
iii. A consultant shall be selected from among highly full authority and responsibility in managing the work of
qualified candidates in their specific field of expertise, the consultants. Accordingly, they are accountable for
on the basis of a well-documented process. As required the results achieved and the cost effectiveness of the
consultancy assignments should be advertised both assignments, based on the requirements of the terms of
locally and internationally and a selection shall be made reference and the contractual terms, regardless of who
on a competitive basis. In exceptional circumstances, the consultant shall be reporting to under the terms of
the Director General may approve the engagement of reference.
a consultant on the basis of sole source with adequate
justification that the skills and expertise required for x. Recruitment of consultants should be initiated in a
the assignment cannot be acquired via a competitive timely manner, so as to allow appropriate search for
process. candidates, negotiations and conclusion of contracts.
The HRU shall maintain a roster of candidates for
iv. Where no adequate choice of a consultant can be consultancy assignments. The Roster of candidates
made from the roster and advertising, the HRU shall refer shall be available to all Directorate/Sections at all times.
the request to the Directorate of Finance and Operations The request to engage specialized consultants, such
to initiate a procurement process to call for tenders, as writers, editors, IT specialists, etc. should be vetted
proposals or quotations. Consultancy contracts awarded by the relevant ICRAF Unit, irrespective whether the
in accordance with the provisions of a procurement assignment is under the purview of another unit.
process shall be remunerated based on a negotiated
fee between ICRAF and the contractor/service provider, xi. It is the responsibility of the Directorate or Section
within the Procurement Policy requirements of ICRAF. hiring the consultant to arrange for office space and other
facilities. The HRU shall arrange either directly or via its
v. Candidates identified outside the roster, need to be representatives, for a ground pass for the consultant and
evaluated by the HRU for inclusion in the roster before provide all other relevant administrative support to bring
they can be considered for an assignment. the consultant on board.
vi. No consultant should be brought on board prior the

completion of appointment procedures.
2. Guidelines for Completing the
vii. Consultants may not simultaneously hold several Performance Management Plans
full-time contracts related to different projects/
assignments, which are normally issued over a period i. Scope
of time. Generally, the total period of services provided All staff on regular contracts including long-term
by a Consultant should be limited to six months in any consultants and other non-regular staff working for 12
period of twelve consecutive months. In exceptional months or more are also expected to engage in this
circumstances the Director General may approve the
28
performance evaluation and planning process and and progress during the year.
complete the form.
• Staff to develop a clear understanding of work
ii. Background standards, levels of performance expected and
receives input from supervisors on their actual
The following guidelines aim to assist staff in performance.
completing the Performance Evaluation (PE)
and Performance Contract (PC) plans. At World • Document progress and challenges and provide an
Agroforestry, PE is carried out formally on an annual overall performance summary for the previous year.
basis to encourage and recognize performance
and identify areas for support, development and • Staff and supervisors to dialogue and identify
improvement. Performance conversations should be learning and development needs e.g. training,
carried out less formally at more regular intervals during coaching and mentoring.
the year as part of regular discussions and routine
• Harness performance information to assist in
meetings between staff and their supervisors. For
subsequent Centre-wide performance related
continued entrenchment of a culture of performance
processes.
excellence, ICRAF embraces the following:
• Identify and implement first steps to address
a. Check-ins: Monthly performance check-ins are
performance concerns.
an effective performance management tool that
ensures continuous dialogue between staff and their • Staff and supervisors to agree on and together sign
supervisors and promotes shared accountability for off the performance contract for the following year.
performance. During these meetings, apart from
review of goals and deliverables for progress and/ • The PE/PC form is to be completed and signed
or adjustments, factors such as career development, off by both the staff member, supervisor and,
coaching etc. should be discussed. second level supervisor, scanned and then
submitted by the supervisor to HRU electronically
b. Mid-Year Reviews – Mid-year reviews are formal to [email protected] with a copy to
and driven by the supervisors. During this review the staff member (electronic and/or paper copy)
period, the supervisor and their staff are encouraged and second level supervisor (Director, Regional
to review progress in meeting identified goals or Coordinator, Theme Leader or Unit Head)
activities, and may decide to revise, add, or delete any
of these in order to best meet changing organisational e. Completing the Performance Evaluation Section
needs.
This Part is filled in by the staff member before the
c. Panel Reviews - Performance Evaluation Panel performance review discussions with the supervisor
Reviews include middle/project management levels. and has sections addressing various performances
The panel reviews are normally done formally aspects:
every other year. Staff are encouraged to make
i. Goals and Planned Deliverables - Should be
conversations with supervisors in their teams a regular
extracted from the previous year’s Performance
part of performance evaluation and contracting
Contract, taking note of any adjustments made
process.
during the mid-year performance review or where
d. Competency Framework – Staff are encouraged applicable, monthly check-ins.
to reflect on ICRAF’s Core Competencies and the
ii. Evaluation of Unplanned Goals/Deliverables –
mastery of them. Ultimately, this would shape a
Employees should focus on only major unplanned
common performance culture across the organisation.
activities with substantial/tangible outputs during
Performance Competencies I.e. Skills and Behaviours
the review period. These should be mapped to the
is a means of developing and assessing how staff
corresponding performance pillars in keeping with
perform/accomplish their tasks.
the previous year’s performance planning.
Staff will be expected to complete and send a soft
iii. Where Performance does not meet expectations,
copy of the form to their 1st level supervisors for
this should be addressed under Learning, Growth
review, discussions and agreement. Following are the
and Development planning.
broad institutional expectations of the performance
evaluation and planning process: iv. Scientific Publications – When reporting on
scientific publications, it is important that these are
• Staff to self-assess and reflect on their performance
fully captured since the compilation of these is what
29
forms part of ICRAF Performance Monitoring Report. iii. Low Performance: Meets expectations but
occasionally fails to meet expectations
v. Other writing outputs such as donor reports, other
reports, guidelines, policies or standard operating i. Section A4.1: Employee Overall Comments on
procedures should also be captured and evaluated. Performance
vi. To cultivate a common culture in ICRAF, the This section provides the employee with the
process should help generate conversations opportunity to capture things such as:
between individual staff and their supervisors
to reflect on the mastery of the ICRAF Core • Specific circumstances that affected performance
Competencies in relation to the set objectives as of year under review such as change in job
observed during the year under review. Staff and description or goals, personal skills, organisation
their supervisor are expected reach a common efficiency.
understanding on the key skills and behaviours
• Comment on what motivated them or demotivated
expected of them in relation to their roles as outlined
them during the year.
on the individual’s job description.
• Give direct feedback to the supervisor on
f. Risk Identification and Mitigation Section
supervisory, performance needs and expectations.
This section is meant to help staff members reflect on
j. Section A4.2: Supervisor Comments on Performance
their role in ICRAF’s risk management and to integrate
in 2017
staff’s efforts risk identification and mitigation with the
ICRAF Business Framework. This section allows the supervisor to provide candid
and helpful feedback on performance level, taking into
g. Peer Feedback Section
consideration the job grade of the person (i.e. their
Peer assessment offers a broad spectrum of relative performance), as well as:
feedback on staff performance and reinforces the
• Attainment of 2017 goals
need for staff to work in teams for a common goal.
Through peer feedback, supervisors receive insights • Contributions to ICRAF’s development and overall
on staff strengths and challenges that they may CGIAR performance
not be aware of. The nominees to be approached
for peer feedback should be agreed upon by both • Particular work/time pressures in 2017
supervisor and staff. Supervisor should collect
• Overall quality and quantity of deliverables provided
feedback from the agreed upon nominated peers for
in 2017
documentation. Feedback may be provided around
the following areas as applicable: Organisational • Degree of application of individual’s experience and
understanding; Quality of work; Team work; Support skills
to Diversity; Communications abilities; Planning and
organizing; Creativity and Innovation; Accountability • How ambitious or cautious a staff member is in
and Dependability; Empowering others and Risk planning goals (i.e. easy to exceed goals if very
Awareness. modest)
h. Overall Performance Rating Section k. Please take the opportunity to capture and
recognize specific examples of:
Having reviewed the previous year’s performance, in
this section, the supervisor should take into account • Good productivity, behaviour, attitude and team work
two main things when assigning performance ratings
• Possible improvements that could be made or new
i.e.: accomplishments of the staff against their planned
opportunities that should be exploited
goals and how the staff attained these results e.g.
are they supportive to ICRAF’s core values and core
competencies?
i. Above and Beyond Performance: Consistently far

exceeds expectations
ii. Solid Performance: Consistently meets and

frequently exceeds expectations.
30
World Agroforestry, United Nations Avenue, Gigiri,

P. O. Box 30677-00100, Nairobi, Kenya.
Phone + (254) 20 722 4000, Fax + (254) 20 722 4001,
Via USA phone (1-650) 833-6645,
Via USA fax (1-650) 833-6646,
Email: [email protected]
Website: www.worldagroforestry.org

Human Resources Manual 2 - HR Procedure Manual

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Human Resources Manual 2 - HR Procedure Manual

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I

Revised April 2018

HUMAN RESOURCES PROCEDURE MANUAL

3.14 Leave Travel Allowance Procedure..................................................................................................09

HUMAN RESOURCES PROCEDURE MANUAL

Approved by: SLT

Issued by: ICRAF Head Human Resources

Dated: May 2019

Last amended: 2014

Purpose and Application

ii. These procedures apply to:

b. The second chapter on governing recruitment and appointment of staff;

e. Chapter seven on conditions relevant to and

HUMAN RESOURCES PROCEDURE MANUAL

AIARC The Association of International Agricultural Research Centres (AIARC)

CGIAR Consortium of International Agricultural Research Centres

HRPPM Human Resources Policy and Procedures Manual

HRU Human Resources Unit

ICRAF World Agroforestry

IRS Internationally Recruited Staff

LOA Letter of Agreement

MOU Memorandum of Understanding

NRS Nationally Recruited Staff

RRS Regionally Recruited Staff

SLT Senior Leadership Team

VAF Vacancy Authorization Form

1. GENERAL POLICIES PROCEDURES

1.0 Implementation of the Integrity Internal Audit is possible, the concerns/allegations

• Staff members can download the anonymous

1.1. Integrity Procedures 1.3. Content of Allegations

• Perceived illegal, unethical and questionable actions • Name(s) of staff/person(s) involved

The Internal Audit Unit through the Head of Internal

HUMAN RESOURCES PROCEDURE MANUAL

1.5. Investigations Retaliation means any direct or indirect detrimental

At the conclusion of the investigation, the staff members

ICRAF aims to treat any individuals who reports

No employee, who in good faith reports a violation, shall

2.1 Recruitment Procedures documentation as may be required to assess their

HUMAN RESOURCES PROCEDURE MANUAL

2.3 Reference and Background

2.3.5 The HRU shall submit the recommendations of

2.3.6 The grade at which selected candidates are

2.3.7 All appointments of candidates are usually made

2.3.8 Medical Examination on Appointment- All

3. COMPENSATION, BENEFITS AND ALLOWANCES

3.1 Procedures for Competitiveness, AIARC is a non-profit association of CGIAR Centres,

3.3 Procedure for Method of

HUMAN RESOURCES PROCEDURE MANUAL

3.6.3 Acting Allowance shall not be paid for standing

ix. If the spouse or the partner of the staff member is

- Separation from service 3.9.2 Moving Allowance Applicability and Procedure

HUMAN RESOURCES PROCEDURE MANUAL

3.10 Procedures and Guidelines for

ii. Official vehicles shall not be used for personal

x. Home-leave ticket travel not used during two years

HUMAN RESOURCES PROCEDURE MANUAL

xiii. No home-leave travel, family visits or education

vii. The repatriation travel entitlement shall be applicable

3.19 Repatriation of Household authority or jurisdiction on behalf of any staff in the