HR
LANKA JATHIKA SARVODAYA SHRAMADANA SANGAMAYA (Inc)
Policy Manual
Approved by
The Executive and Official Committee
Date approved Policy owner
Status Manager HR
Version
PERSONAL MANUAL - LJSSS
Date of next review
September 2020
Page 1
LANKA JATHIKA SARVODAYA SHRAMADANA SANGAMAYA (Inc) RECRUITMENT AND SELECTION POLICY
Section 01
PERSONNEL MANUAL
Page 1-5
1.
Policy Statement
The Organization is committed to attracting and retaining high performing staff that make a valuable contribution to its ongoing success. Effective recruitment is essential to the delivery of the Organization’s strategy and as such we adopt recruitment practices and processes which ensure that the best candidate is appointed. The Organization is also committed to ensuring equality of access and opportunity in these practices and processes for all applicants. The policy ensures that all positions identified are staffed by persons who have competencies required to perform the respective jobs, effectively. 2. Principles The objectives of the Recruitment Policy are: To ensure the recruitment and selection process meets the Organization’s operational and strategic requirements To ensure appointments are made on the basis of the candidate’s suitability for the position based on the role specific selection criteria To ensure a fair and consistent approach is taken throughout the recruitment process To ensure compliance the organization’s Equity and Diversity Policy and employment legislation by promoting equal opportunities in the recruitment process
The policy applies to all applicants and prospective employees engaged in the Organizations’ recruitment process. The Organization is committed to promoting equal opportunities for all and does not discriminate against any applicant at any stage of the recruitment process. The Organization is committed to promoting equal opportunities throughout the recruitment process. Managers involved in the recruitment process should refer to the recruitment guidance notes for further guidance on promoting equal opportunities. Selection criteria will be derived from the job description and person specification and used to match an applicant’s qualifications, skills and personal attributes to the requirements of the advertised role. A fair and consistent approach is taken to select the best candidate for the role using objective criteria.
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All applications will be treated confidentially. Recruitment documentation will be stored in the Human Resources Department. Recruitment documentation will be kept for a period of 6 months before being destroyed. 3. Sourcing. Normally the following six methods of sourcing should be adopted.
3.1 4
Press Advertisements. Online Advertisements. Recommendations made by staff members. Overview of the recruitment and selection process
The recruitment process can be broken down into the following stages:
Pre-vacancy tasks Screening and Short-listing Selection Methods/ Interviews Approval for Job Offer Offer Process Reference Check Relatives of staff Induction Process
5
Pre-vacancy tasks
5.1
Job descriptions and person specifications Each vacancy will have a job description and person specification. The aim of the job description is to describe the main purpose and responsibilities of the job and the tasks to be performed. It is essential that job descriptions are realistic and describe the job as it really is. A job description and person specification is available to prospective applicants for each University vacancy. This provides essential information for applicant’s as well as a basis for selection criteria. The hiring manager will ensure the job description is up to date and that the role is graded fairly and consistently in accordance with the relevant job evaluation scheme. Managers should refer to the Job Evaluation Guidance Note for further information on job evaluation and grading.
5.2
Vacancy approval Vacancy approval given by the Executive Director is required for all vacancies within the Organization.
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5.3
Advertisements The Organization uses a variety of methods to advertise vacancies, depending on the nature and grade of the role. The most appropriate method of advertising for a role will be agreed by Manger HR.
6.
Screening & Short Listing.
6.1
All applications will be screened by HRD based on the personal specification against the position profile.
6.2
Applications prima – facie suitable for the position will be discussed with the concerned Divisional Head.
6.3
It is preferable to consider 3-5 candidates for a position before a final selection. The selected applicants will be requested to complete the standard Application form for Employment after the final interview. Personal in-charge of recruitment will check for completeness and accuracy of applicant’s curriculum vitae.
7
Selection Methods/ Interviews.
7.1
Short-listed candidates will be called for an interviews depending on the level for which they are considered.
7.2
The interview Panel for the selection of Assistant Manager and below grades will consist of representatives from HRD and the concerned Department and an officer nominated jointly by the Head of HR.
7.3
For KMP positions, General Secretary was consultation with the Officials Committee members will decide the appropriate Assessment Methods inclusive of a Structured Interview.
7.4
The General Secretary and the members of Officials Committee will conduct the final interview of KMPs shortlisted after preliminary evaluation conducted by an interview panel chaired by the ED.
8
Offer Process
8.1
Appointment will be based on the best match of knowledge, experience and behaviors to the role requirements. Notification of the outcome will be provided to candidates as soon as possible, normally within 5 working days of the interview.
8.2
The Chair of the interview panel will make a verbal offer to the successful candidate which will be followed up by a written offer from the HR department (by email where possible). The candidate must return a signed copy of the offer to the HR department within 5 working days of the date of the letter or prior to commencing employment, whichever is earlier.
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9
Reference Check
9.1
Before finalizing the selection, and if that is not possible, during the probationary period, oral or written reference checks (at least one, and not from relatives) will be made by HRD from persons who are able to discreetly comment on the candidate’s suitability, abilities, attitude, etc. These references will be documented and kept in the personal file of the staff member.
10
Relatives of staff
10.1
Considering the Candidates of a relative of staff should not be encouraged. In case a relative of staff is to be hired, prior approval from the Executive Director is essential. Appointment of any such candidates is to be based strictly on merit and against approved vacancies.
11 11.1
Approval of Appointment Prior to making the employment offer in writing to the candidates cleared for appointment for KMP Positions, the Executive Director should submit his recommendations to the General Secretary and Official Committee for approval. In the case of Senior Manager Positions, the Executive Director should submit his/ her recommendations to the General Secretary for approval. Directors and below positions can be approved by the Executive Director on the recommendations of the respective interview Panel.
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Induction Process The final stage of recruitment is to ensure the new start employee on a thorough induction to the Organization and their role. Depending on the level of the candidates, the Manager HR will welcome the new staff and brief him/her on the Organization, All the Unit heads and District Heads have responsibility for ensuring the effective induction of all new appointees. Details of the Organization’s induction programme can be found at Sarvodaya Web page.
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LANKA JATHIKA SARVODAYA SHRAMADANA SANGAMAYA (Inc) APPOINTMENT, INDUCTION & CONFIRMATION POLICY
Section 02
PERSONNEL MANUAL
Page 6-9
1.
Appointment Letter A formal Appointment Letter (Contract of Employment) duly signed by the authorized signatory will be issued with all applicable details of employment to the selected candidate, in duplicate. The Management may also at its discretion give an Provisional Offer of Employment to candidates and issue a formal letter of appointment on joining ( A specimen Appointment Letter is attached).
1.2
The copy of the Appointment Letter is to be signed and returned by the Applicant signifying his/her acceptance of the terms and conditions.
1.3
The authorized signatory for the Appointment Letter is give below
2.
Level
Authorized Signatory
Executive Director
Hony, General Secretary
Directors, Managers and below grades
Executive Director
Pre-Joining Formalities
4.4.1 On receipt of the acceptance of the offer, the HR Department will inform the concerned Unit Heads of the likely date of joining and co-ordinate with Administration Department for the office equipment and other required facilities:
3.
Joining formalities For new staff joining, HRD will ensure that the following documents are obtained from the new recruit : Copies of all relevant certificates pertaining to qualifications, experience and service. Copy of National Identity Card & Copy of Birth Certificate attested by the Manger - HR after verifying the originals. Duly completed EPF/ETF documents Declaration of secrecy Referee Reports Marriage Certificate if applicable 2 passport sized photographs.
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4. Personal File 4.1
HR Department should maintain a personal file for each staff member.
4.2
The Personal file must be divided into different sections as indicated below using labeled separators to segregate the various documents/information.
Joining Documentation
Staff recruitment form Application for employment with a passport size photo Affixed Interview Evaluation form Photocopies of all relevant certificates pertaining to qualifications. Experience, service and National Identity Card and Birth Certificate annotated “Original verified” and certified by the Manger -HR Marriage Certificate ( if applicable) G.S. Certificate and Police Report (Where applicable) References from previous employer and Referee reports Oath of Secrecy Declaration Appointment Letter and acceptance thereof Copy of the job description/ accountabilities signed by the staff member
Leave Record
Summary of leave taken bi- annually with “No Pay” if any.
Performance Details
Probationary Assessment Confirmation Letter Annual Appraisals Increment / Promotion Letters Transfer Letters Letter of Recognition
Disciplinary Section Disciplinary action taken
Warning Letters acknowledged by the staff member
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Separation Details
Resignation Letter
Exit Interview Form
Final Clearance Form
Service Certificate
Release Letter
4.3
The Personal Files are to be kept strictly confidential and will be maintained under the control of the Manager HR. The Executive Director will maintain the manager HR’s personal file. The Hony General Secretary will maintain Executive Director’s Personal File.
4.4
Access to the Personal File is restricted. Relevant details of a staff member’s career and other particulars will be provided to the Divisional Head on a ‘need to know’ basis.
4.5
The Personal File is accessible only to the Hony General Secretary ,Executive Director & Manager HR in the normal course. However, the Files may be shown to the Auditors and Statutory Inspectors, if required.
4.6
The Personal File is to be maintained up to a period of six years after separation of the staff member, after which it shall be archived and kept in the store.
5. INDUCTION 5.1
Depending on the level of the candidates, the Manager HR will welcome the new staff and brief him/her on the Organization, its history, general rules, facilities and human resource policies and procedures. The Staff Handbook can be used for reinforcement. The Manager-HR should introduce the new staff member to various Units in the Head Quarters and the independent units.
5.2
A memo informing the Organization staff about the new staff member joining in Executive Level and above will be circulated under the signature of the Head of HR depending on the level of the person.
5.3
HRD is responsible for the structured induction of staff in order to ensure their smooth and easy assimilation into the Organization. Depending on the level of the new staff member and the specific requirements of the job, an induction program will be prepared by HRD covering an orientation to various units.
6. Probation 6.1 All new recruitments would be on one year contract, after completing one year would be on Permanent Appointment with probation for a period of 9 months. During the probation period, the performance of the new recruit is assessed at least once on completion of 8 months service. If the performance is found to be unsatisfactory in the first appraisal, steps should be taken to counsel the staff and offer scope for improvement, if warranted.
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6.2 The services of a probationer can be terminated without any notice during the probationary period on account of unsatisfactory performance. 6.3 The extension of probationary period on a non-performing staff member should be limited to a three months spell, on completion of the 9 months probation. Extensions or Terminations to be approved by the Executive Director.
7. Confirmation 7.1 The services of a new recruit will be confirmed upon satisfactory completion of the probationary period or extended probation and obtaining satisfactory reports. HRD will seek the approval of the Appointing Authority in this regard on the form prescribed. 7.2 The confirmation letter will be signed by the appointing authority. There shall be no automatic confirmation in your employment. 8. Retirement Age of retirement shall be 55 years and, for the purpose of determining the date of retirement, the declaration made by you at the time of joining and the date of birth mentioned in your birth certificate shall be conclusive. Therefore, upon reaching 55 years of age you will be deemed to be retired without any notice whatsoever. However the services of Management Members/Key Management Personnel services may be extended up to 60 years (maximum) on contact basis at the sole discretion of the management exigency of the service and job expertise.
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LANKA JATHIKA SARVODAYA SHRAMADANA SANGAMAYA (Inc) ATTENDANCE AND LEAVE POLICY
Section 03
PERSONNEL MANUAL
Page 10-13
These guidelines for attendance recording and the request, approval, and use of leave are established in accordance with the applicable statute, “ Shop and office Employees Act NO 19 of 1954 and are applicable to both regular staff and contractual staff. Leave of any kind (Annual, Casual, Sick, Maternity, Duty or Special) will have to be applied for, by the staff in the prescribed from and approval of the / Head of the department as the case may be obtained.
1. RECORDING ATTENDENCE 1.1 At present the working hours of the Sangamaya are from 8.30 a.m to 5.00 p.m From Monday to Friday. And the Last Saturday from 8.30 a.m to 12.30 p.m Each staff member except ED and Senior Management Committee should please his/ her thumb impression on the attendance marking machine to record daily attendance. The staff member should ensure that his/ her attendance is recorded once the machine gives “ Thank You” message and displays the relevant EPF Number on the screen. If the time of arrival is not recorded even after several attempts, an in/ out recording sheet should be submitted to the respective Head of The Department on the same day indicating the arrival time. Those who are working on assignment/ consultant basis said condition may not applicable for them. 1.2
In the same manner, if the departure time is not recorded, an IN/ OUT recording sheet should be submitted to the Head of the Department on the following working day indicating the departure time. Attendance recorded on or after 8.31 a.m shall be treated as “Late Attendance”.
1.3
However, a grace period of 15 Minutes has been given for staff to report for Work up to 8.45 a.m subject to a maximum of three days per month.
1.4
Late attendance beyond three days per month will be treated as half day leave and will be set off against un – availed casual leave. If the casual leave quota is exhausted, any further late attendance will be treated as “Leave without Pay” and a letter of caution will be served to the staff member. In a similar manner, for early departures the same rules shall apply.
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1.5
Unauthorized absence and late attendance will be treated as grave misconduct and severe disciplinary action will be taken against such staff. If any staff member stays away from office without prior approval or any formal intimation, action will be taken to terminate his/ her services after giving written notice to report for work immediately and if failed to do so.
2. LEAVE ENTITLEMENT. All your leave entitlement and utilization is governed by Shop & Office Employee’s Act. 2.1 Casual Leave – 07 days Casual leave is granted on the grounds of ill health, reasonable cause or private purposes. Casual leave requested for illness for more than two days must be supported by a medical certificate from a registered medical practitioner or a Hospital. Casual leave can be taken even in a half a day spell, however, cannot exceed 2 consecutive days at a time for reasons other than medical. ½ day’s leave demands 4 ½ hours work and therefore, leave in the afternoon means that staff are required to work 8.30 a.m to 1.00 p.m and leave granted for morning hours means that staff have to report work at 12.30 p.m and work up 5.00 p.m. During the first year of his/ her employment leave may be taken in that year and shall be computed on the basis of one day for each completed one month period of service. 2.2
2.3 2.4
If failed to obtain prior approval for Casual leave, due to an emergency, the Unit Head should be formally informed before 9.00 a.m on the same day giving reasons for the inability to report for work and on return to work, the very first day, covering approval should be obtained by forwarding a leave application. However, if you had not formally informed your Unit Head, he/ she may not recommend your leave and thus such absence will be treated as ‘No Pay’. Casual leave should not precede or follow annual leave. Annual Leave 14 days – Each staff member should plan ahead his/ her long spell of annual leave (7 days) and inform the Unit Head at the beginning of the year for consideration. With one long spell of 7 days at a stretch can be availed of after obtaining prior written approval and the long spell of annual leave should be marked in the annual Leave Roster prepared at the beginning of the year by the respective Unit Head.
The balance annual Leave days (except the 7 day spell) can be availed in not less than two days at a time.
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2.5 i) ii)
Entitlement. 1st Year of employment – No Annual Leave. 2nd Year
If Date Joined is within, 1st Quarter employment
of
1st
year
Annual Leave entitlement in the 2nd Year of 14 Days
2nd Quarter of 1st year of 10 Days employment 3rd Quarter of 1st year of 07 Days employment 4th Quarter of 1st year of 04 Days employment
iii)
From the 3rd year of employment – 14 Days.
2.6
Sick Leave : 07 days – in the event of sudden illness, the company must be Immediately informed by SMS, telephone or through a third party of your inability to report for work. If the management is not informed, the leave will be treated as No Pay Leave. Illness of more than two days must be supported by a Medical Certificate from a qualified Practitioner. However, during the probation new staff will not be entitled to any medical leave.
2.7
Accumulation of Annual Leave Accumulation of annual leave subject to maximum of seven days per year will be permitted to avail prior to retirement. The accumulated leave stock will be limited to a maximum of 90 days. This facility will be allowed only on application and prior written approval of Manager HR Once agreed, the leave accumulated will not be allowed to be utilized prior to retirement. In the event of a resignation of a staff member, Annual leave cannot be utilized to cover the notice period, unless the Management is given sufficient notice (at least 3 months notice) to make such alternate arrangements. However, resignations tendered without giving adequate notice will not be permitted to avail annual leave prior to departure. In situations where the notice condition is nit met, the last working date will be considered as the effective date of resignation. Staff member’s cannot be utilized any type of leave during their notice period. If so it will considered as short of notice.
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2.8
3.
Leave for Travel aboard ED’s prior written approval is compulsory to travel abroad either on official or private purpose. A duly completed leave application recommended by the Head of the Department accompanying a separate letter giving the details of the intended visit with proof if any, should be forwarded to the ED two weeks prior to the departure.
MATERNITY LEAVE
3.1
Maternity Leave should be supported by a Medical Certificate issued by a Registered Medical Practitioner/ Hospital and should be forwarded to the Manager HR through Unit Head within two weeks of the confinement. However prior to availing maternity leave a letter should be sent to HR Manager mentioning the expected date of delivery and whether this is the 1st , 2nd or 3rd child birth etc.
3.2
Maternity Leave entitlement is 84 working days for the 1st and 2nd child births.1 ½ days weekly holidays i.e. Saturday half day and Sunday should be excluded in calculating the 84 working days. Poya days and Statutory Holidays are also excluded from the calculation of Maternity Leave. However, in relation to the birth of the 3rd or a subsequent child, or a dead child, or a viable Fetus, the leave entitlement would be 42 working days calculated as above.
3.3
Of the aforesaid leave, the applicant can take 14 days as pre – confinement leave.
4.
DUTY LEAVE/ SPECIAL LEAVE Duty leave/ Special Leave can be granted by the Unit Head or the following purposes. a) b) c) d)
5.
---------------------------------------Attending Training Programmes – Local and Foreign. (inclusive of travelling time) Casting of Votes in Provincial and General Elections For representing any National Team in recognized field of sports.
APPROVALS Unit Head are authorized to approve Annual, Casual, Medical and Maternity Leave from the available entitlement of each employee. Leave other than categories specified above need to be referred to Manager HR for consideration with specific recommendations. Staff requiring special approval should forward leave applications with recommendations of the respective Managers and Head of departments to Manager HR in writing, allowing at – least two weeks for processing.
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LANKA JATHIKA SARVODAYA SHRAMADANA SANGAMAYA (Inc) TRAINING POLICY
Section 04
PERSONNEL MANUAL
Pages 14-15
Rational “Training is a learning that is provided in order to improve performance on the present job. ” 1) Manager HR will be held responsible and accountable for implementation of the annual training plan. 2) The annual training plan will be established after carrying out training needs analysis and will in line with Lanka Jathika Sarvodaya Shramadana Sangamaya (Inc) strategic plan. 3) Based on identified needs, staff members will also be nominated by their heads to attain the suitable training programs conducted by in house training or other institutions. 4) Training resources will be identified by HR. Majority of the training programs will be decided by a committee and the training will be carried out by LJSSS training faculty members. Where possible/necessary outside parties will be employed for conducting training. Identify needs prior to performance appraisal will get this from the unit heads/ District Coordinators. The training calendar will be made available to all the unit heads annually. Nominations have to be done by the unit heads. Every employee must be trained for minimum of 10 hours per annum. The Unit Heads will be held responsible if this requirement is not met with by any subordinates. 5) The staff members’ are not expected to decline any training opportunity given to them. Unit heads/ District Coordinators should ensure releasing of their staff to attend training programs on the due dates. 6) After an attending a training program/workshop/seminar each & every individual should submit a report to HR department within a week highlighting/elaborating the program & its benefits, implementation of learning & expected results/achievement with time period. (time & action) 7) All new members will receive induction training which is designed to assist them and feel comfortable in their places of work. This will include familiarization of the organization as well as Independent units & its operation.
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8) Training on internal/external program calendar will be prepared by HRD and circulated periodically. Nominations on this training will be done by Manager HR or Unit head. However final decision lies on Manager HR / Executive Director. 9) Duty leave will be granted for all training programs arranged by the Organization. Accommodation if necessary will be arranged by the HRD. However lieu leave will not be granted for holidays. 10) Overseas training will be decided solely by the General Secretary/ Executive Director with the consultation of Manger HR. Nominated participants may be required to sign a bond. 11) All in house training will be conducted in a suitable lecture room with adequate facilities.
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LANKA JATHIKA SARVODAYA SHRAMADANA SANGAMAYA (Inc) SUCCESSION PLANNING POLICY
Section 05
PERSONNEL MANUAL
Pages 16-18
1. Purpose The Succession plan prepares the organization to provide continuity in leadership and avoid extended and costly vacancies in the key management positions. Succession plan is designed to identify and prepare candidates for high level management positions that become vacant due to retirement, resignation, death or new business opportunities. The policy covers the identified key management positions approved by the officials committee on the recommendation of the Management committee. The management committee reviews the progress made by individuals selected for grooming and their respective development planes on regular basis. 2. Desired Results The desired results of the succession planning programme are Identify high potential employees capable of rapid advancement to critical positions of higher responsibilities. Ensure the systematic and long term development of individuals to replace the key job incumbents as the need arises due to retirement, resignation, deaths, disabilities and other causes.
Provide a continuous flow of talented people to meet Organization’s leadership needs.
Stress the organization to search talents from outside, if no suitable talents can be found for Key positions, within 3. The Succession Pool Each Key Position can have one or more identified successors (two successors for each position). After evaluating the skill gaps against the position requirements, the successors can be identified under three stages.
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1st Stage - A short term Successors Those could be groomed to take up the full responsibility of the higher position within two or three years. 2nd Stage - Midterm Successors Those could be groomed to take up full responsibility of the higher position within three to four years. 3rd Stage - Long Term Successors Those could be groomed to take up full responsibility of the higher position after 5 years. 4. Steps in identifying Key Management Positions and Leadership pool On the recommendation of the Executive Director, Management Committee identifies the Key Management Positions. The Official Committee approves the identified designations as Key Management Positions. Select candidates for each position deploying appropriate selection methods. Identify skill gaps of potential leaders as against the skill requirements of the respective positions. 5. Individual development planes Once the KMP positions and respective successors for these positions are finalized, the head of the HR together with the respective Unit Heads to prepares the individual development plans for each successor. However, the responsibility for the development initiatives lies with the individual identified as a successor. Further, his/ her unit head provide inputs and guidance required to carry out development actions. The Executive Director with the assistance of Head of HR arranges and monitors special leadership development training, mentoring, coaching, action learning, challenging assignments and other development initiatives for the identified successors. 6. Progress Review Progress made by successors for top positions shall be reviewed by the Management Committee bi-annually. PERSONAL MANUAL - LJSSS
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The management committee decides on succession pool “entry - exist” recommendations at the end of each year. If nominees do not show progress on the development actions envisaged, the Management committee shall decide to de- list the respective successor. The Executive Director as the key sponsor of Successor plan shall have a constant dialogue with successors and review progress of each individual on quarterly basis. In the event of a key Management Position falling vacant, the Executive Director recommends the most suitable successor for consideration of the board, If the respective successor had achieved the required competencies to effectively perform in that job role by that time.
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LANKA JATHIKA SARVODAYA SHRAMADANA SANGAMAYA (Inc) GENDER POLICY
Section 06
PERSONNEL MANUAL
Page 19 - 22
1. INTRODUCTION Sarvodaya Movement has implemented its development programmes and has been operational in Sri Lanka and among the international community for over half a century. These activities are continuing to be implemented. The reason why Sarvodaya has been successful in carrying out its activities for such a long period of time is because of its vision, policies and goals for social and economic justice and impartiality. Irrespective of barriers based on differences such as male, female, literate, illiterate, caste, race, creed, political affiliations and colour, Sarvodaya always acted honoring the ideology of “oneness of the human race”. . Sarvodaya without changing its philosophy, has faced fierce challenges of local and global transformations in the social, economic and political environment, and has developed strategic changes to ensure the development of the community, working with the community and enabling them to liberate the hidden strengths within them. Sarvodaya is in full agreement and is fully committed to act according to the articles included in the International conventions proclaimed by the United Nations, other global conventions, policies, resolutions and agreements, that affect the global human society and nature as a whole. The development focus of Sarvodaya targets the entire human community from the pregnant mother to the most senior citizen. Sarvodaya has never given to women the second place. The tenets in Sarvodaya philosophy, pleasant speech, sympathetic joy, loving kindness, compassion and equanimity, disregards gender discrimination and works for the well being of all human beings. Women are 51% of Sri Lankan society. In the development arena this fact cannot be overlooked. In respect of this, Sarvodaya established the Sarvodaya Women’s Movement as an Independent Legal Entity. The aim is to empower women and place them in the highest position in society and get maximum participation of women in the overall development process. Special women’s programmes are being implemented. It is accepted that in the overall development of Sri Lanka, women’s participation is an important factor.
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In the whole of South Asia, women’s status and position is negatively affected by social and cultural constraints. However due to the influence of Buddhist teachings these limitations are minimized in Sri Lanka, although a few limitations still remain. Sarvodaya’s strategic document “Nawasiyawasata Maga “, the path to the next century, which was launched when Sarvodaya reached fifty years, contains the following statement “…through women’s empowerment an exemplary family unit, virtuous younger generation, a prosperous country is envisaged”. Accordingly, specific programmes to generate active participation of women are planned. Information technology and development in global communication has brought the human race closer to each other. In such a society Sarvodaya contributes towards the development of women’s personality, identity and capacities and ensures and secures for women, access to an environmentally balanced, sustainable development process, and sound human relationships. In 1979 on 18th December the United Nations Resolution on the Elimination of All Forms of Discrimination against Women (CEDAW) became an international convention and on 03 rd September 1981. On 05 Th October 1981 Sri Lanka adopted the Convention. Sarvodaya fully endorses the clauses in the CEDAW Convention and accordingly the Gender Policy was developed for Sarvodaya. 2. METHODOLY USED TO DEVELOP THE POLICY A scientific and academic methodology was used in developing the policy. A participatory process was used and was conducted in three steps Step 1. Awareness creation on the Gender concept Thirty participants, both male and female were selected to represent the different layers of the Sarvodaya movement and were selected from the senior management, mid management, field base and from the independent units. An external resource person specialized in the subject facilitated the one day workshop using small groups and discussions to impart knowledge and skills on the subject. Step 2. Identifying principles relevant to develop Sarvodaya’s gender policy The same group as above participated in the second activity too. An in depth analysis of the Services provided by Sarvodaya philosophy, policies, development concepts, aims and objectives, were discussed in four small groups. The participants identified 20 principles that were then grouped under different headings according to their similarities and differences and handed over to a committee of 8 persons to develop the gender policy. Step 3. Compilation of the principles and developing the draft policy The 20 principles were discussed in depth, the similar ones were compiled together and the different ones were separated and compiled. Accordingly the draft Sarvodaya gender policy was developed using 10 main principles. PERSONAL MANUAL - LJSSS
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3. PREAMBLE The Sarvodaya Shramadana Movement, with over half a century of experience in working towards sustainable development is launching its Gender Policy. The organizations goals and concepts contain a balance of both moral and physical dimensions. Sarvodaya gave to human society, a philosophy that treads the middle path and respects human values and made all this a reality by practice. Women’s unpararelled contribution to the past, present and future generations in the creation and nurturing of the human race and the incomparable services rendered by them cannot in any way be overlooked. Whilst giving women their due place in society and taking into consideration the existing constraints and limitations they face, Sarvodaya created an avenue for an in depth discussion of these problems. Sarvodaya with the intention of speeding up the process set an example by developing a policy to enable women to create model family institutions, build a morally sound younger generation and work towards a prosperous country. 4. POLICY 4.1 The management structure of the mother organization named Lanka Jathika Sarvodaya Shramadana Sangamaya ( Inc.), all the independent units using the name of Sarvodaya and all the affiliated units, the general body comprised of all the members, the Executive Council, the Officials committee and the management structure spreading out to the national, provincial and divisional secretary levels, women’s representation should be a minimum of 35 % - 50%. a)
In the recruitment of full time, part time and contract basis employees the number of women recruits to be increased to 50% as included in the Human Resources Policy of Sarvodaya.
b)
In the Sarvodaya Shramadana Sangamaya, in the Independent Units and in Affiliated Institutions, women’s representation at senior management level to be between 35%-50%.
c)
Develop and implement a formal programme to improve the social conditions of women on an individual, group and team basis.
4.2 Empower and develop the capacity of women to hold key positions and take up decision making positions in the social, economic and political fields, at national, provincial, district and village levels. a)
Develop a continuous and formal programme to enhance women’s leadership at national and local level, by empowering them and thereby building the personality of women as a whole, to enable them to be in decision making positions in state and private sector organizations and in political decision making positions.
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4.3 Create an enabling environment for Sri Lankan women. a)
Develop positive attitudes towards women, within the family, community based organizations, places of work, political institutions and entire society, to ensure women’s identity, respect and honor.
4.4 Identify strategies and develop operational plans and programmes, to actively engage women in broad social development programmes to strengthen women’s attitudes and physical and mental qualities. 4.5 Enable women to participate on an equal basis, in vocational skills development programmes and give them opportunities for higher education and to participate in local and foreign study tours, to develop women’s professional and vocational capacities. 4.6 Ensure equal participation of men and women in Sarvodaya activities as there is less participation of men at ground level. a)
Create awareness among women as well as men, in areas such as Reproductive health, Violence against women and other specific problems faced by women, and ensure the participation of both men and women, in finding solutions for such problems.
4.7 Through gender mainstreaming ensure transparency, in promoting gender equality and gender justice in the policies, programmes, projects, action plans and in the implementation and monitoring of programmes in the Sarvodaya movement, independent units and in affiliated institutions. 4.8 Include gender as a topic in the training programmes of Sarvodaya movement, independent units and affiliated institutions to change negative attitudes in society towards women. 4.9 Sarvodaya being a people’s movement and a holistic social development organization, will participate in developing a national dialogue on gender justice and women’s rights. 4.10 Restructure and empower the Sarvodaya Women’s Movement to ensure that the policies enshrined in the Sarvodaya Gender policy are converted into practice.
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LANKA JATHIKA SARVODAYA SHRAMADANA SANGAMAYA (Inc) REMUNERATION POLICY
Section 07
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1. Objective The remuneration policy of LJSSS aims to establish a formal and transpararent procedure for determining remuneration, salaries, allowances, incentives and other financial benefits to the Member of the Governing body, the ED the key management Personnel and all other employees of the Organization. The Policy aims for good corporate governance as well as sustained and long term value creation for stakeholders and ensure that the organization’s overall remuneration policy and practices are linked to the short term and ling term strategic direction of the Sarvodaya movement it aims to attract, motivate and retain qualified and competent persons (Key Management Persons as well as full time workers at all levels) to achieve its strategic and operational objectives. 2. The remuneration sub committee The remuneration subcommittee of the Officials committee of LJSSS assisting the Officials committee in fulfilling their role and responsibilities involving human resources development and remuneration of the Directors,Key Management Personnel’s and all other employee of the Organization. The remuneration Policy is a frame work for the executive committee of LJSSS to carry out its responsibilities in accordance with the act of ……\ 3. Amendment to and deviations from this Policy Whilst amendments to the policy shall be subject to the recommendation of the Remuneration Sub Committee and approval of the Executive Committee, the Officials Committee may deviate from this Policy if there are specific reasons to do so in an individual case subject to the concurrence of the Remuneration Committee. 4.
Remuneration of the President and member of Officials Committee and Executive Committee
4.1 President and member of the Officials Committee The Remuneration Sub Committee decides and recommends the remuneration, fees, allowances, benefits and perquisites to be offered to the Non - executive directors including President and also submits its recommendations for revisions, PERSONAL MANUAL - LJSSS
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amendments and adjustments to the remuneration, fees, allowances and benefits from time to time for the approval of the Board. Members of the Officials Committee and Executive Committee are not covered by performance based incentives and performance based bonus payment(Until they are salaried employees ….) 4.2 President The President is entitled for a. A fixed monthly professional fee b. An Organization maintained Vehicle and a driver. c. Mobile Telephone 4.3 Non executive Members of Official Committee / Executive Committee a. A fixed monthly professional fee and/ or b. Attendance fee for participating at Officials committee meeting / Executive committee meeting. 4.4 Special payment and/or benefits to Directors Special payments and /or benefits (if any) to any Non Executive Remuneration sub Committee of Officials committee and Executive committee. 5. Remuneration of the KMPs, Management and other staff members 5.1
The remuneration, perquisites and benefits applicable to the Key Management personal (KMP’s) are aligned with the actual performance and market compensation level.
The remuneration, allowances, perquisites and benefits to Executive Director including Performance based incentive if any, shall be exclusively determined by the Board Remuneration Sub Committee subject to the approval of the Members of Officials Committee. 2)- In the case of current KMP’s, the remuneration offered negotiated and recommended by the ED and submitted to the Remuneration Sub Committee for review and recommendation to the Members of Officials Committee. 3)- In the case of new recruitment to KMP Positions, the remuneration shall be negotiated and Remuneration Sub Committee to be reviewed and recommended to the Members of Officials Committee.
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5.2 Senior Management Personal (Other than KMP’s) The remuneration offered to current Management staff shall be reviewed and recommended based on performance by the respective Head of Department and/ or ED. In case of new recruits to the management positions, the remuneration offered to shall be negotiated and recommended by the ED.
5.3 Senior Managers, Executive and other staff The Management shall refer policy matters pertaining to remuneration of these staff members to the Remuneration Sub Committee for approval. 6. Remuneration Structure. Remuneration of staff members inclusive of the Key Management Personal comprises (1) Guaranteed Pay (basic salary plus monthly allowances) and (2) performance based incentives which are described below. a) Basic Salary b) Following benefits which are linked to the grade/ area of work or positions held, I.
Incentives- Monthly performance incentives, Incentives paid to District staff based on target achievement
II.
Allowances- Vehicle Allowance, Fuel allowance Transport or Travelling allowance, Special duty Allowance, Performance Allowance
III.
Reimbursements a) PersonalTelephone Bills Reimbursements and Fuel Reimbursement. b) Official Reimbursements of Official Entertainment expenses, Reimbursement of official traveling expenses, Reimbursement of Subsistence and Lodging expenses
7 Other Benefits. I.
Social Security Benefits
All staff in the regular cadre, Trainees and those who are serving on contract basis are entitled for Social Security benefits (EPF/ ETF & Gratuity) as approved by the relevant statutes. (Consultants and Special Assignees are excluded.) PERSONAL MANUAL - LJSSS
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II.
Staff welfare measures 1) Death Donations for staff members and their immediate family members will be made in line with existing policy guidelines & the practice. 2) Donation of school books & stationary items to the children of staff members who are below the age of 18 years.
8 Salary Revision and Increments. a) The Organization shall evaluate the performance of the staff members and decide to grant or not to grant annual increments based on the level of performances. However, the annual review of performance may not necessarily result in an increase in remuneration to the staff member. b) The Organization shall Study External Remuneration Surveys and make recommendations to the Members of Officials Committee through the Remuneration Sub Committee on overall salary reviews/ adjustments of the Organization staff in every 3 years. 9 Special Revision and Increments. a) A performance based Annual Increment Scheme effective 2017 covering all staff segments. b) Staff Loan scheme under concessionary interest rates is also under consideration. 10) Any exception to this rule/ other payments for the purpose of sign on, retention or termination of staff members which are not set out in the employment contracts must be reviewed by the Remuneration Sub Committee and approved by the Members of Officials Committee, before being agreed upon with the relevant party.
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