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1
Manual
Introduction
Welcome…………………………………………………………………………………7
Employee AcknowledgementForm…………………………………………8
About PWN……………………………………………………………………………11
History of PWN……………………………………………………………………..11
Vision……………………………………………………………………………………12
Mission………………………………………………………………………………...12
PWN’S pproach……………………………….………………………………..….12
2
Employment
PWN’s Statement of Commitment………………………………..……..15
EmploymentEquity………………………………………………………..…….15
Business Ethics & Conduct…………………………..………………………..15
Conflicts ofInterest……………………………………………………………….16
HIV/Aids in theWorkplace…………………………………………………….16
Promotionofa Non-Discriminatory Workplace……………….……17
HIV Testing & Respect for Confidentiality……………..……………...17
Promotionofa SafeWorkplace…………………………………………….17
Health Benefits &Other Considerations……………………………….18
Education……………………………………………………………………………..18
Disability Accommodation…………………………………………………….18
3
Employment
Status & Records
EmploymentCategories………………………………………………………..21
On Being Employed……………………………………………………………….21
ContractofEmployment/LetterofAppointment………………….21
Probationary Period………………………………………………………………22
Fixed-Term Contract……………………………………………………………..22
PersonnelFiles……………………………………………………………………..22
PersonnelData……………………………………………………………………..22
Salary Administration……………………………………………………………23
Relatives Working for PWN orCompetitors…………….…………….23
Medical Declaration………………………………………………………….…..24
Health,Safety,& Security…………………………………………….……….24
Making the Offer ofEmployment…………………………….……………24
Fixed Term Contract / Offer…………….……………………………………25
InductionProgramme…………………………………………………………..25
Languages…………………………………………………………………………….26
Disclosure ofBusiness Interests……………………………………………26
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4
Work Conditions
and Hours
6
Timekeeping and
Payroll
Work Conditions &Hours……………………………………………………..29
FlexibleScheduling……………………………………………………………….29
Employee Benefits………………………………………………………………..31
Study Leave…………………………………………………………………………..31
Annual Leave………………………………………………………………………..32
Sick Leave……………………………………………………………………………..32
ProofofIncapacity–Sick Leave……………………………………………33
Maternity Leave……………………………………………………………………34
Paternity Leave………………………………………………………….………….35
Family Responsibility Leave………………………………………….……….36
Public Holidays……………………………………………………………………..36
Medical Aid…………………………………………………………………………..37
Applicationfor Leave……………………………………………………………37
Cash In Lieu ofLeaveatTermination ofEmployment…….…….37
Encashmentof Leave……………………………………………………………38
Employee Loans……………………………………………………………………38
Policy on Timekeeping…………………………………………………………..41
Timekeeping………………………………………………………………………….41
Absence………………………………………………………………………………..41
CompensatoryTime……………………………………………………………..42
Paydays…………………………………………………………………………………42
Additional Pay &ExpensePolicies………………………………………..42
Payroll Deductions………………………………………………………………..43
Salary Garnishment Order…………………………………………………….43
Expense Reimbursement………………………………………………………43
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8
Employee Conduct
& Disciplinary
Action
Employee Conduct &Work Rules………………………………………….61
Drug Use……………………………………………………………………………….61
Sexual & OtherUnlawful Harassment…………………………………..62
Attendance& Punctuality……………………………………………………..63
Dress Code……………………………………………………………………………64
Office Environment……………………………………………………….………64
GeneralGuidelines for Everyone……………………………………….…64
Compliance……………………………………………………………………….….65
ProgressiveDiscipline………………………………………….………………..65
Disciplinary & Grievance Procedures……………………….…………..66
Disciplinary Procedure……………………………………………….…………66
Summary Dismissal…………………………………….…………………………69
Suspension on Full Pay………………………………………….………………69
Disciplinary Hearing…………………………………………….………………..69
Appeal Hearing……………………………………………………………………..70
Grievance Procedure…………………………………………………………….71
Procedure………………………………………………………………………….….72
Workplace Etiquette………………………………………………….…….……72
Graft & Gift Policy…………………………………………………………….…..73
Firearms & Weapons………………………………………….……….………..74
Childrenat theWorkplace…………………….………………………………74
Health &Safety…………………………………………………………………….76
Organisation’s Property………………………………………………………..76
9
Ending
Employment
Voluntary Terminations…………………………………..……………………79
Final Salary Payment…………………………………………………………….79
Severance Plan / 189 Procedure…………………………………………...79
Exit Interviews……………………………………………………………………...80
References………………………………………………………………………..….81
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Information Technology………………….……….………………………...83
Computer Usage PolicyDetails….………………………………………….83
Security………………….……………………………………….…………………….83
FraudulentUseor Behaviour……..…………………………………………84
System and Network Activities……………..……….……………………..85
Email andCommunications Activities..………………………………….86
Software Piracy……………….……………………………………………………87
Games….……………………………………………………………….………………87
Installing Computer-Related Hardware….…………….……………….87
Viruses…….……………………………………………………………………………88
Intranet/ Internet…….………………………………………………………….88
Email Usage.………………………………………………………………………….89
Remote Access……………………………………………………………………..90
Requirements…………………………………………………………………….…91
11
Salary Advance&
Payroll
Deductions
StandardForms……………………………………………………………………96
Salary Advance Request& PayrollDeduction……………………….97
Leave Application........…………………………………………………………98
Change in Banking Details…………………………………………………….99
PWN Reimbursement Form………………………………………………..100
PWN AdvanceRequestForm………………………………………………101
PWN Timesheet………………………………………………………………….102
New EmployeeDetails………………………………………………………..103
12
Standard
Forms
Objectives…………………………………………………………………………….93
Regulatory Framework………………………………………………………...93
Scope ofApplication…………………………………………………………….94
Policy Statement…………………………………………………………………..94
SettlementofAdvances………………………………………………………..94
Monitoring and Evaluation……………………………………………………95
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Welcome
Dear Sir/Madam,
Onbehalf of the Organisationandyourcolleagues,wewelcomeyou
and wish you every success during your employment with us. We
believe that each and every employee contributes directly to our
growth and success. We hope that you will take pride in being a
member of our team.
This HR Standard Policies and Operating Procedures manual
describe all our HR policiesandprocedures. We ask all employees
tocarefullyreview andfamiliarise themselveswiththisHRStandard
Policies and Procedures Handbook. It will answer many of your
questions concerning your employment with us.
If you have any questions about anything in this Employees
Handbook, please speak with our Executive Director.
We hope thatyour experience here willbe challenging,enjoyable
and rewarding.
Yours faithfully,
________________________
Executive Director.
Positive Women's Network
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Employee Acknowledgement Form
The HR Policies & Procedures Manual describes important
informationaboutPWN,andI understandthatI shouldconsultthe
Human Resources Manager regarding any questions not answered
in this manual.
The status of employment can only be changed through a written
agreement duly authorized and executed by Executive Director or
designated representative of PWN and the employee.
Since the information, policies, and benefits described in the
Manual are subject to change as needed, I acknowledge that
revisions to the Manual may occur. All such changes will be
communicated through official notices, and I understand that
revised informationmay supersede,modify, or eliminate existing
policies.
There have been no statements, agreements, promises,
representations,orunderstandingsmade byanyOfficer,employee,
or agent of PWN inconsistent with this Acknowledgement form.
Furthermore,IacknowledgethatIhave receivedthisManual,andI
understand that it is my responsibility, as an addendum to my
contract of employment, to read and comply with the policies
contained in this Manual and any revisions made to it.
____________________________
EMPLOYEE'S FULL NAME
____________________________ _____________________
EMPLOYEE'S SIGNATURE DATE
PleaseCutoutandHandbacktoHR/LineManager
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In this section…
About PWN
History of PWN
Vision
Mission
PWN’s Approach
1
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About PWN
PWN is a Non-Profit Organisationprovidingcommunityservices and programmes
to positively empower marginalised women and other people living with HIV in
South Africa. Since inception, andeveryyear since, our work positivelyimpacts the
lives of over 35,000 womeninfectedandaffectedbyHIV inGauteng, Mpumalanga,
the Eastern Cape, and KZN.
We provide access to clinics and treatment, outreach programmes & workshops,
support groups, income generation projects and condom distribution as well as
advocatingfor HIV, gender andhumanrights. PWN aims tocreate anenvironment
in which people living with HIV and AIDS are given opportunities to thrive and
remain health – free from stigmatisation and discrimination because of their HIV
status.
We believe our experience in the industry enables us to offer a high standard of
service to our PWN Members/Beneficiaries.
As in anyOrganisation, the people whowork together make anOrganisationwhat
it is. We pride ourselves inselectingpeople witha unique blend ofskills. Our staff
possesses backgrounds in Women’s Rights, Sexual and Reproductive health and
Rights and gender-based violence.
Our Organisationis dedicatedto providing guidance and empowerment for women
to achieve a soundsocio-economic and political environment intheir communities
within the context of HIV and AIDS in South Africa.
History of PWN
It was inthis context that in 1996, Prudence Mabele, along with60 other women,
founded PWN. They united to create “a safe place” outside the Ga-Rankuwa
Hospital near Pretoria;anoutlet for HIV positive women toexpress and share their
feelings and needs regarding their status .
PWN grew in ambition as its members began to design ‘positive’ projects to
empower themselves and other marginalisedwomenin communities across South
Africa.
Today, PWN is a registered NGO that works with local and international partners
to make a difference to the lives of over 35,000 women every year.
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It facilitates support groups, assists ineconomic empowerment, refers HIV positive
women to appropriate health facilities, andadvocates for their rights. It has been
a key player in South Africa in the campaign for access to ARV treatment.
Vision
To guide and empower women to achieve a sound socio-economic and political
environment in their communities within the context of HIV and AIDS in South
Africa.
Mission
To plan andmanage care andsupport programs, harness and buildresources, build
capacity and to support and monitor developmental initiatives to improve the
qualityof life of womenand children infected and affected by HIV and AIDS.
PWN’S Approach
Combine the best of public health sector experience, knowledge, and
commitment with the best of private sector innovation, efficiency, and
accountability.
Deploy a world-class team of experienced, dedicated, and creative
professionals from multi-disciplinary fields of expertise.
Integrate into the communities we serve and honour local traditions by
identifying and employing top local talent.
Bring all keyparties tothe table throughstrategic partnerships with local
government, funders and organisations.
Deliver uncompromising highquality, objectivity, and integrityinall work
undertaken.
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In this section…
PWN Statement of commitment
Employment equity
Business ethics and conduct
Conflict of interest
HIV/Aids in the workplace
Promotions of a non-discriminatory workplace
HIV Testing and respect for confidentiality
Promotions of a non-discriminatory workplace
HIV Testing and respect for confidentiality
Promotions of a safe workplace
Health Benefits and other considerations
Education
Disability Accommodation
2
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PWN’s Statement of Commitment
PWN is committed to providing a workplace culture and environment that is free
of discriminationand harassment. All employment policies at PWN are designedto
stipulate equal and non-discriminatory employment opportunities.
Employment Equity
PWN is committed to achieving equity in the workplace by promoting equal
opportunity and fair treatment in employment.
To ensure fairnessinemployment andpromotion, we make employment decisions
at PWN based on each person's performance, qualifications, and abilities. We do
not discriminate in employment opportunities or practices on the basis of race,
color, religion, sex, nationalorigin, age, sexual orientation, disability, or anyother
characteristic protected by law.
Business Ethics & Conduct
The successful operationandreputation ofPWN is built uponthe principles of fair
dealing and ethical conduct of our employees. Our reputation for integrity and
excellence requires careful observance ofthe spirit andletter ofall applicable laws
and regulations, as well as a highregardfor the highest standards of conduct and
personal integrity.
Our continuedsuccessis dependent upon our donors'trust andwe are dedicated
to preserving that trust. Employees owe a duty to PWN, our beneficiaries, and
funders to act in ways that will merit the continued trust and confidence of the
public.
As an organisation, PWN will comply with all applicable laws and regulations and
we expect our directors, officers, contractors, and employees to conduct business
in accordance with the letter, spirit, and intent of all relevant laws and to refrain
from any illegal, dishonest, or unethical conduct.
In general, you should find that using good judgment, based on high ethical
principles, will guide you to act appropriately. If you are unsure about the proper
course of action, you should discuss the matter openly with your manager. If
necessary, you may also contact the Human Resources Manager or Executive
Director for advice and consultation.
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It is the responsibilityof everyPWN employee to complywithour policyof business
ethics andconduct. Disregarding or failingto complywiththis standard couldlead
to disciplinaryaction, upto and including possible termination of employment.
Conflicts of Interest
As an employee of PWN, you have the obligation to conduct business within
guidelines that prohibit actual or potential conflicts of interest. This policy is
intended to provide certain guidelines so that you can get further clarification on
areas that affect you. For more information or questions on conflicts of interest,
contact the Human Resources Manager.
An actual or potential conflict of interest occurs whenanemployee is ina position
to influence a decision that mayresult ina personal gain, which mayinclude but is
not limited to financial, for that employee or for a relative because of business
dealings with PWN.
For the purposes ofthis policy, we define a relative as anyperson whois related by
blood or marriage, or whose relationship with the employee is similar to that of
persons who are related by blood or marriage.
There is no"presumption of guilt" createdbythe mere existence of a relationship
with outside firms. However, if you have any influence on transactions involving
purchases, contracts, or leases, it is imperative that youdisclose this fact toa Board
Member or Executive Director of PWN as soon as possible. By alerting us to the
existence of any actual or even potential conflict of interest, we can establish
safeguards to protect all parties.
The potential for personal gain is not limited to situations where an employee or
relative has a significant ownership in a firm with which PWN does business.
Personal gains can also result from situations where an employee or relative
receives a kickback, bribe, substantial gift, or special considerationresultingfrom a
transaction or business dealings involving PWN.
HIV/Aids in the Workplace
HumanImmunodeficiencyVirus (HIV) andAcquired Immune DeficiencySyndrome
(AIDS) impact workplaces andcommunitiesacross the globe. PWN recognizes HIV
and AIDS as chronic, life-threatening illness with a variety of social and economic
implications. Accordingly, we have established the following guidelines and
principles that apply to all employees, serving as the basis for handling employee
situations and concerns related to HIV and AIDS.
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Promotion of a Non-Discriminatory Workplace
The Organisationseeks to promote a workplace where people livingwithHIV/AIDS
are free to be open about their status without fear of rejection, stigma or unfair
treatment. No person will be unfairly discriminated against on the basis of his or
her HIV/AIDS status within the employment relationship with regard to:
• Methods of recruitment, advertising, selection criteria and
appointments;
• Remuneration, job classification and grading practices;
• Opportunities for training and development;
• Performance management practices;
• Termination of employment.
Any employee who refuses to work with, withholds services from, harasses, or
otherwise discriminates against an employee with HIV or AIDS will be subject to
the same disciplinary procedures that apply to other policy violations.
HIV Testing & Respect for Confidentiality
PWN will not require employeesto be testedfor HIV/AIDS. However, we encourage
employees to be tested, so that they are aware of their HIV/AIDS status.
We recognise that persons withHIV/AIDShave a right to privacyconcerningtheir
HIV/AIDS status. Employees do not have a legal duty to disclose their HIV/AIDS
status or medical records.
Where employees are aware of the HIV positive status of another employee or
anyone else connected with PWN, they are required to keep the matter
confidential unless the person has given written consent for their HIV positive
status to be disclosed.
Promotion of a Safe Workplace
The Organisation is committed to maintaining a safe and healthy work
environment for all employees and will enforce legal, acceptable, and recognized
occupational safety precautions to minimize the risk of exposure to HIV. This
commitment stands on the recognition that HIV, and therefore AIDS, is not
transmitted through casual contact. However, PWN will promote safe practices
such as the use of gloves when dealing with first aid emergencies.
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Health Benefits & Other Considerations
The Organisationtreats HIV infection andAIDS the same as other illnessesinterms
of all of our employee policies andbenefits whichcurrentlyonlyincludesmedical
aid. PWN wouldnever dismissanyemployee solelyon the basis of their HIV/AIDS
status.
Education
PWN is opposedto anyform ofdiscriminationagainst HIV positive people or those
with AIDS and their partners, family, and friends on the basis of HIV infection or
AIDS. Further, with no cure in sight, we are committed to education as the only
means of prevention available to us.
Recognizing the need for all employees to be accurately informed about HIV and
AIDS so that they may take appropriate measures to protect themselves from
infection, PWN will make information and educational materials available and
conduct educational programmes on an as needed basis.
PWN maintains an “open-door” policy. Employees living with or affected by HIV
infection and AIDS, and those who have any related concerns, are encouraged to
contact their manager, any Officer of the Organisation, or the Human Resources
Manager to discuss their concerns and obtain additional information.
Disability Accommodation
PWN is committed to ensuring equal opportunity in employment for qualified
persons with disabilities.
All employment practices and activities are conducted on a non-discriminatory
basis. Our hiring procedures have been reviewed and provide persons with
disabilities meaningful employment opportunities. Pre-employment inquiries are
made onlyregarding anapplicant's abilityto performthe dutiesof the positionand
the operational requirements of the organisation.
Reasonable accommodationis available for qualified individualswith a disability, if
the disability affects the performance of their job function, unless making the
reasonable accommodationwouldresult inan undue hardshipto the Organisation.
We make all employment decisions based on the merits of the situation in
accordance with defined criteria, not the disability of the individual.
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Qualified individuals with disabilities are entitled to equal payandother forms of
compensation as well as job assignments and classifications, promotions, and
seniority.
PWN is also committed to not discriminating against any qualified employee or
applicant because the person is related to or associated with a person with a
disability.
This policyis neither exhaustive nor exclusive. PWN is committedto takingall other
actions necessary to ensure equal employment opportunity for persons with
disabilities.
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In this section…
Employment Categories
On Being Employed
Contract of Employment / Letter of Appointment
Probationary Period
Fixed-Term Contract
PersonnelFiles
PersonnelData
Salary Administration
Relatives Working for PWN or Competitors
Medical Declaration
Health, Safety, & Security
Making the Offer of Employment
Fixed Term Contract / Offer
Induction Programme
Languages
Disclosureof Business Interests
3
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Employment Categories
It is important that you understand the definitions of the employment
classifications at PWN. Your contract of employment helps determine your
employment status and benefit eligibility. If you have questions or are not sure
what your employment classification is, please see your manager or the Human
Resources Manager.
You are a Fixed Term contracted regular full-time employee if you are regularly
scheduled to work the full-time schedule at PWN, which equates to 40 hours per
week.
You are a Fixed Term contracted PART-TIME employee if you are regularly
scheduled to work less than 30 hours per week or contracted as a full-time
employee for less than a consecutive 12 month period. Part-time employees
receive all legally mandated benefits, such as the Unemployment Insurance Fund
(UIF).
You are a Fixed Term contracted TEMPORARY employee if you were hired as an
interim replacement or temporarilyto help to finish a specific project. Employees
are in the temporarycategoryfor a limited time. Even if you work at PWN longer
than the original agreed upon time period, you will stay a temporary employee
until you are officiallynotifiedthat you have been assignedto a different category.
Temporary employees receive all legally mandated benefits, such as UIF but are
not eligible for other PWN benefits.
On Being Employed
It is commonpractice to disclose all conditions ofemployment, whichmayinclude
policies and procedures, before finalising employment in order to ensure
consensus and understanding.
The importance lies in the need to facilitate transition into different working
environments and to assist in equipping staff members in common areas of
operation.
Contract of Employment / Letter of Appointment
Your Contract of Employment is a written recordof the contract between you and
PWN. Such contract willbe provided for allcategories ofemployees. It contains a
summary of general terms and conditions of employment and specific terms
related to the individual.
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Probationary Period
All employees will be subject to a 90-dayprobationaryperiod beginning onthe day
theycommence employment. For part-time employees and consultants, the length
of the probationary period may vary, according to the length of the contract.
During the probationaryperiod, monthlyperformance reviews maybe held. Inthe
unlikely event that performance does not meet expectations, performance
counselling and/or enquiries will be conducted. Not meeting expectations during
the probationary period may lead to contract termination.
When an employee has already completed a fixed-term contract with PWN with
subsequent renewal, the probationary period may be waived at the discretion of
the Executive Director or designated representative.
Fixed-Term Contract
All employee contracts are fixed-term contracts. A contract setting out the
conditions governing the contract of employment willbe drawnup andsignedby
the employee and PWN. Supervision will be performed regularly by the manager
responsible for managing the employee during the contract period.
Personnel Files
PWN keeps personnel files on all employees. The personnel files include job
applications and related hiring documents, training records, performance
documentation, and other employment records. Because personnel files contain
confidential information, the only people who can see them are those with a
legitimate business reason. All requests must be approved by the Human
Resources Manager, andanyreviews of personnel filesmust be done witha Human
Resources Manager present.
Personnel Data
At the time of engagement, all employees must produce satisfactory evidence of
date of birth, identitydocument andanyother official documentation whichmay
include diploma and degree certificates.
It is important that PWN have certain personal information about you in our
records. You needto tell us as soon asthere is a change to your home address, next
of kin, telephone numbers, marital status, dependents' information, educational
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qualifications, and other related information. We also need to have information
about whom to contact in the case of an emergency.
If any changes occur, including address or telephone number, banking account
details, marital status, number of dependents, or a ny other change of personal
details, whichmaybe of concernto the Organisation, Receiver of Revenue, or the
Medical AidScheme, the employee must immediatelynotifythe Human Resources
Manager.
Salary Administration
We have a salary administration programme at PWN which helps us provide
consistent pay practices, comply with legislation, support our commitment to
employment equity, andoffer competitive salaries within our labour market.
We are committedto payingequitablewages that are basedonthe requirements
and responsibilities of each job. Compensation for each job is based on several
factors, including job analysis and evaluation and the essential duties and
responsibilities of the job.
We maygive performance-basedpayadjustments to employees as recognition of
superior performance. These adjustments are based on a number of factors
including the information documented by the formal performance review.
Relatives Working for PWN or Competitors
Candidates for employment are required to disclose if they are immediate family
members of existing staff or if any of their immediate family members or
acquaintances work for competitors of the Organisation.
If a candidate fallsinto the above category, the nature of the position applied for,
the location and nature of the position of the immediate family member or
acquaintance, and operational needs will be considered and a recommendation
made on the merits of the case to the Executive Director or designated
representative for approval.
For purposes of this section and any following, immediate family includes spouse
or life partner, the employee’s parent, adoptive parent, grandparent, child,
adoptedchild, grandchildor sibling, andall relations byvirtue of marriage and any
other recognised partnership of this nature.
In general PWN has no objection to the employment of relatives provided the
selection process has been fairly applied and the person meets the requirements
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of the position. If a relative is employedin the Organisation, it is expectedthat the
relatedpeople will not workindirect reporting relationshipto each other. Incases
where relatives work in the same physical office, PWN senior management will
developa determination of how reporting andperformance evaluation will be best
conducted to avoid any potential opportunity for bias.
Medical Declaration
Candidates must disclose medical information and conditions and/or illnesses
(irrespective of physical, psychological, or related nature) which may prevent
performance of dutiesas far as suitabilityfor the job is concerned. Candidates may
thereafter be required to undergo medical examinations in order to determine
cover afforded in terms of Medical Funding. Hence, pre and post-employment
medical examinations may be required from time to time.
Health, Safety, & Security
Employees expresslyagree to submit to medical tests (including alcohol anddrug
tests) to be carried out bythe Organisationinterms of law, equitable employment
practice, and/or in order to determine access to benefits.
Employees agree to strictlyabide bythe Safetyand Health Act and regulations of
the SouthAfrican Health andSafetyAct, whilst at the office andin regional offices.
All employees expresslyagree to submit their personandpersonal belongings to a
search by any individual designated by PWN, whenever deemed necessary. In
addition, all employees expressly agree to be subject to surveillance on
Organisation premises and polygraph examinations, as required.
Employees shall abide by all security regulations of PWN.
Making the Offer of Employment
Any offer of employment, transfer, or promotion shall be formally extended and
after signing the offer the employee shall be sent a FixedTerm Contract, updated
job description, andHRPolicy& Procedure Manual and PWNEmployee handbook).
Both PWN and the candidate have a duty to disclose material information about
the other asit relates tothe requirements of the position. A failure bythe candidate
to disclose material information or misrepresentation thereof will result in
disciplinary action, which may lead to dismissal.
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Fixed Term Contract / Offer
The applicable Contract shall be used and may be modified where necessary in
order to describe accurately the conditions of employment. Only the Executive
Director may sign letters of appointment.
Wherever possible, an updated job description will accompany the letter of
appointment. While the description can never be exhaustive, it should list key
performance areas and indicators and any other material requirements. The
candidate shall ensure that all the terms andconditions are clearlyunderstoodand
should raise anyqueries withmanagement or the Human Resources Manager.
The Employee Emergency Information Form, personal banking details and an
employee details form will be attachedto the contract with a request to returnthe
same, fully completed, on acceptance of the offer. The purpose of the form is to
record all personal particulars of the employee including banking account
information.
Induction Programme
All new employees should complete, within one (1) month of hire, an induction
programme, which includes the following:
Mission, vision and structure of PWN
Detailed focus on the culture and resources of PWN
The PWN Way: work and performance expectations
Health and safety matters
An overview of all administrative and policy issues contained within Policy &
Procedure Manuals and any additional policies
Orientationto disciplinary, grievance, andperformance management systems
Any fundamental or necessary training
Finance policies and procedures
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Languages
PWN adopts English as the language for conducting daily business affairs.
Employees reasonably and legitimately requiring explanation or interpretation of
any communication, which directly or indirectly affects their jobs, will as far as is
reasonablypracticable, be providedtherewith, please contact your manager or the
Human Resources Manager.
Disclosure of Business Interests
All existing or newlyhiredemployees shall disclose in writinganybusiness interests
and spouse’s or immediate familymember’s interests withrespect to anybusiness
relating to, in competition with, or supplementary to any business of the
Organisation. Notwithstandingthe foregoing, nothing contained hereinshall limit
the right of employees or immediate family members to hold and make “passive
investments” insecurities ofanybusiness, as outlinedabove. Anybusiness interest
will be evaluated on its own merit, and approval will be at the discretion of the
Organisation. No interest shall:
Interfere with working hours
Be a conflict of interest
Be in respect of an opportunity for PWN
Notwithstanding compliance with the disclosure requirements above, should any
business or enterprise, where an employee or respective immediate family
member(s) hold interest, enter into any contractual arrangement with PWN, the
employee will disclose the interest details to the Executive Director.
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In this section…
Work Conditions and Hours
4
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Work Conditions & Hours
Regular full-time employees with PWN generally work a 40-hour week, not
inclusive of lunch breaks. The normal work schedule is 8 hours a day, Monday to
Friday, with one hour forlunch, 08h00 to 17h00. The Executive Director mayamend
the above hours of work, after the required negotiation procedure.
Our staffingneeds and work demands mayrequire that we change the starting and
endingtimes of work schedules. We mayalsoneedto change the number of work
hours that are scheduledeach dayandweek but this will be communicatedas the
need arises.
Flexible Scheduling
The organisationdoes not have a formal policyregardingflexible scheduling, also
known as flexi time. However, we will be sensitive tospecial needs that individuals
may have from time to time, and on a case-by-case basis, try to accommodate
requests where possible.
Flexi time must be preapproved by your manager taking into account the
requirement that you must be available duringcore workhours, Mondaythrough
Friday.
Arrangements for flexi time shouldbe workedout between the Executive Director,
Manager and the employee, keeping in mind:
PWN responsibilities and deadlines;
The needs of those with whom the employee works; and
The needs of the beneficiaries, communities and partners involved with the
employees’ work.
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In this section…
Employee benefits
Study leave
Annual leave
Sick leave
Proof of incapacity – sick leave
Maternity leave
Paternity leave
Public holidays
Medical Aid
Application for leave
Cash in lieu of leave
Employee loans
5
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Employee Benefits
PWN offers employeessome benefits andsome of these benefits are requiredby
law andcover allemployees, while others are available to eligible employees. The
legally required benefits available to all employees include unemployment
insurance.
Several factors decide if you are eligible for a benefit. The most important factor is
your employment classification. Only fixed term contract regular full time
employees are considered “eligible” for PWN employee benefits.
This Manual contains policies describing many of the benefit programmes. The
following benefit programmes are available to eligible employees:
Study Leave
Annual Leave
Sick Leave Benefits
Maternity Leave
Paternity Leave
Family Responsibility Leave
Public Holidays
Personal Day & Religious Observances
Medical Aid
PWN fullypays for manyofthese benefits;however, incertaincases, the employee
may have to pay a portion of the benefit cost.
Study Leave
Paid study leave is available, on a case-by-case basis, for one (1) day of study
immediatelyprior to an examination andone (1) dayto write the examination for
coursework directly related to your current work with the Organisation.
You shall, when obtaining approval to register for coursework, indicate to your
manager the coursework and subjects for which you have enrolled and the
anticipated number of examinations to be completed. Study leave must be
preapproved by your manager as well as the Executive Director or designated
representative. A copyofthe examinationtimetable shall be attachedto the leave
form.
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No more than six (6) days per calendar year, two (2) days per calendar year per
subject, maybe granted. If the examinationis ona Monday, the preceding Friday
will not be givenas studyleave. Shouldmore leave days be required, normalleave
must be taken with the necessary approval.
Annual Leave
PWN offers annual leave with pay to employees. Every employee who joins PWN
is entitled to 15 working days annualleave each benefit year. Leave will accrue in
accordance withthe annual leave regulations of PWN inforce fromtime to time.
Once you become an employee, you begin to earn annual leave commencing on
the first dayof the payperiodin whichyou begin employment. Youcan request to
use annual leave after it is earned.
To schedule your annual leave, you must seek advance approval from your
manager by completing the Application for Leave Form. Each request will be
reviewedbasedon a number of factors, including our business needs andstaffing
requirements.
We encourage you to use your annual leave for rest and relaxation. If you do not
use your available annual leave bythe endof a calendar year, you maycarryover
no more than 5 days of unused time to the next calendar year.
When public holidays fallwithinleave periods, suchdays willnot be considered as
leave days.
If your employment terminates for any reason, you will be paid for any unused
annual leave time that has been earned, but not used, through your last day of
work, subject to applicable withholding. Conversely, if you have exceeded your
accrued annual leave, the excess time will be applied against your salary. Annual
leave is paid in accordance with the employee’s base salary and does not include
any allowance or benefit.
Sick Leave
Employees are entitled to 30 days’ paidsick leave over a 36-month period. During
the first six (6) months of employment, an employee is entitled to one (1) daypaid
sick leave for every26 days worked. Excess sickleave takenbeyondwhat has been
earned will be unpaid. PWN reserves the right to take further action against
employees who abuse sick leave.
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If an employee has been hospitalised and has used up the current sick leave
entitlement, The Organisation will contemplate, at its discretion, affording the
employee anyunusedsickleave from the previous sick leave cycle to set off against
the period during which hospitalisation occurred.
In cases where employeesexceed sickleave allocations for reasons of extensive or
severe illness or injury, PWN, where possible, will consider remedies available,
considering:
The prognosis and the impact thereof on the future needs of the job
Benefits afforded by UIF and the medical aid as well as any other disability
cover
Usage of annual leave (only under very exceptional circumstances)
Incapacity: ill health or injury guidelines
In order to provide for equitable administration of sick leave and incapacity, the
medical certificate must be signed byeither a medical practitioner or a personwho
is certified to diagnose and treat patients andwhois registeredwitha professional
council in terms of applicable statute.
An employee who is absent from work owing to illness must immediately make
every effort to inform his/her manager of the reason for absence. It is our policy
that employees must contact their manager at least one (1) hour prior to the
commencement of their workday to inform of absence.
Proof of Incapacity – Sick Leave
If an employee is absent from work for more than two (2) consecutive days or on
more than one (1) occasion during an eight (8) week period, the said employee
shall produce a medical certificate. The Organisation also reserves the right to
request the submission oflegitimate proof of incapacityfor shorter absences than
described herein.
It is the policy of PWN to request a medical certificate from employees who are
absent from work due to illness on a Mondayor Fridayandthe daybefore or the
dayafter a public holiday. The certificate shall state that the employee was unable
to perform work for the durationof absence because of sickness or injury. Failing
this, we will not treat the absence as paid sick leave.
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It is the policy of the Organisation that all employees are required to ensure that
they complete and submit the Application for Leave Form with supporting
documentation.
Maternity Leave
An Employee is entitledto at least four (4) consecutive months’ maternity leave.
Employees are encouraged to notify management at least six (6) months prior to
the expected birth or adoption.
An Employee maycommence maternityleave at anytime from four weeks before
the expected date of birth, unless otherwise agreed; or on a date from which a
medical practitioner or a midwife certifies that it is necessary for the Employee’s
health or that of her unborn child.
An Employee who has a miscarriage during the third trimester of pregnancy or
bears a stillborn child is entitled to maternity leave for six weeks after the
miscarriage or birth, whether or not the Employee had commenced maternity
leave at the time of the miscarriage or stillbirth.
No Employee maywork for six weeks after the birth ofher child, unless a medical
practitioner or midwife certifies that she is fit to do so.
In the case of legal adoption, the Employee must submit documentaryproof of the
adoptionandwrittenevidence insupport of their application for maternityleave.
In general, maternityleave is onlygrantedat the time of adoptionof a childup to
two years of age.
A maternity leave agreement must be signed prior to the Employee taking
maternity leave.
Annual leave will only accrue during the period of paid maternity leave and not
during unpaid maternity leave.
Employees withtwelve (12) consecutive months’ service withthe Organisation will
be eligible for a maternitybenefit at a rate of50% of the base remunerationfor a
periodoffour (4) months. A further contributionmaybe claimedbythe employee
from the Unemployment Insurance Fund.
Employees, who have less than twelve (12) months’ consecutive service with the
Organisation, will be entitled to four (4) months’ unpaid leave.
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The Organisation will assist applicable Employees to obtain UIF payments by
supplying and helping them complete the necessary documentation.
The Employee will be entitledto UIFbenefits as determined bylegislation in force
at the time of the
Employee’s maternity leave.
Medical Aid and FuneralCover will be coveredbyPWN for the period ofapproved
maternity leave. This applies to employees on both paid and unpaid maternity
leave.
Employees who qualify for paid maternity leave are required to remain in the
Organisation’s employ for a period equal to double the number of month’s
maternityleave takenupon return of maternityleave. Shouldanemployee resign
or be dismissed during this period they will be required to repay all benefits
received fromPWN whilst on maternityleave, thisincludes anymonies paidto or
on behalf of the employee and is not limited to salary, annual leave accrued,
medical aid and funeral cover.
The total cost to Organisation while on Maternity Leave shall be calculated and
reducedpro-rata over the requiredworkback period fromthe date the employee
returns towork. Shouldthe employee resignor be dismissedbefore the period has
expired, she will be liable for the pro-rata balance of the outstanding calculated
amount.
Employees who do not qualify for paid maternity leave are required to remain in
the Organisation’s employfor a period equal to the number of months maternity
leave takenor theywill be requiredto repayall benefits received from PWN whilst
on maternity leave. This will reduce on a pro-rata basis.
An Employee’s securityof employment is protected during the period ofmaternity
leave and depending on the operational requirements of PWN; they will resume
employment in the same or similar position, as was the case before the
commencement of maternity leave.
Paternity Leave
An employee, with over 12 months of consecutive service, who is the father of a
newlyborn childor who has adopteda newlyborn child, maybe grantedpaternity
leave on full pay for a maximum period of five (5) days subject to:
Employee notificationto the manager two (2) months prior to the expectedbirth.
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In the case of unmarried parents, proof in the form of a registered Birth
Certificate must be submitted in support of the application and evidence
proving that personal support of the mother and child. Until the birth
certificate is submitted, the leave will be recorded as annual leave.
In the case of legal adoption, the employee must submit documentaryproof
of the adoption and written evidence in support of his application for
paternity leave. In general, paternity leave is only granted at the time of the
adoption of a young baby.
Family Responsibility Leave
Employees who consistently work four (4) days or more per week and who have
been in employment for longer than four (4) months may request three (3) days’
paid leave per annum (not per occurrence) on the following basis:
When the employee’s child is born (if the employee does not qualify for
maternity or paternity leave);
When the employee’s child is sick; or
The event of the death of the employee’s spouse or life partner or the
employee’s parent, adoptive parent, grandparent, child, stepchild, adopted
child, grandchild, or sibling.
Family responsibility leave may be taken as a complete day or part thereof. If
additional leave is required annual leave may be taken. The Executive Director or
designated representative mayonlyjustifyunpaid time off if the employee’sannual
leave is exhausted.
Public Holidays
PWN gives paid time off to all employees on a public holiday that means any day
that is a “public holiday” interms of the Public Holidays Act 1994, as amended from
time to time. Currently, South African public holidays are as follows:
New Years Day (1 January)
Human Rights Day (21 March)
Good Friday (varies)
Family Day (varies)
Freedom Day (27 April)
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Workers Day (1 May)
Youth Day (16 June)
National Woman’s Day (9 August)
Heritage Day (24 September)
Day of Reconciliation (16 December)
Christmas Day (25 December)
Day of Goodwill (26 December)
All eligible employees will be paid for public holiday time off. Temporary
employees must workthe business daybefore andthe businessdayafter the public
holiday in order to receive remuneration for the day of the holiday.
Medical Aid
We offer MedicalAidto eligible employees, of which a specified amount is paidfor
by the Organisation. It is compulsory for all eligible employees to belong to a
medical aidscheme. Employees become eligible for enrolment effective the 1st of
the month following employment start.
Should you wishto belong to a medical plannot endorsed byPWN, proof of such
coverage must be supplied to the Human Resources manager.
Eligible employees can enrol in the medical aid plan subject to the terms and
conditions of the agreement between PWN and its insurance carrier.
Application for Leave
To schedule leave, you must seek advance approval from your manager by
completing the Application for Leave Form. Each request will be reviewed based
on a number of factors, including our business needs and staffing requirements.
After approval by the relevant manager, the form shall be forwarded to the
Executive Director who will give final authorisation.
Cash In Lieu of Leave at Termination of Employment
An employee, wholeaves PWN’s employ, having exceeded anyleave entitlements
as defined above, will have the monetary value of the excess in leave deducted
from the final salary. Employees who have annual leave accrued but unused will
receive payment equal to the monetaryvalue of the leave basedonthe employee’s
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base salaryandwillnot include anyallowances or benefits. Leave maynot be taken
during the period after termination notification.
Encashment of Leave
PWN does not permit the encashment of leave.
Employee Loans
PWN is not a financial institution and is not in any position to loan money to
employees. PWN employees are prohibited from borrowing money from other
PWN staff, beneficiaries, partners, or anyone connected with the business of the
Organisation.
Any monies owed to PWN for any reason or cash value of any Organisation
properties not returned in good working order will be deducted from the final
amounts owed by the Organisation to the employee at termination.
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In this section…
Policy on timekeeping
Timekeeping
Absence
Compensatory time
Excessivetravel
Time worked in
Paydays
Additional Pay & Expense Policies
Payrolldeductions
Salary Garnishmentorder
Expense reimbursement
6
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Policy on Timekeeping
PWN endeavours to arrange labour regulations and other procedural matters of
employees in accordance withthe provisions of relevant Acts, including the Labour
Relations Act, Basic Conditions of Employment Act, Skills Development Act, and
Employment Equity Act, and with due regard to the family responsibilities of
employees, subject to inherent job requirements, which are justifiable.
Timekeeping
Hours ofworkare outlined in the Contract ofEmployment. All PWN employeesare
responsible for accuratelyrecordingthe hours theywork. We are required tokeep
accurate records of time worked in order to support donor-contracting
requirements. This is also a direct requirement to maintain compliance with our
donor funder. Completing timesheets accuratelyand promptlyis criticalin order to
most efficientlytrack project progress, manage contracts, report, create invoices,
and monitor cash flow.
Upon joining the Organisation, you will receive informationabout how to complete
your timesheet. Time should be entered promptly and on an ongoing basis. Fully
completed andsigned timesheets are to be submitted ontime according to PWN
monthlyrequirements, unless special circumstances exist that you have previously
communicated with your manager.
Falsifying time records is a serious matter. You may not intentionally enter false
time, tamper withtime records, or record other employees' time for them. If you
do any of these actions, you may be subject to disciplinary action, up to and
including termination.
All employees must sign their time records to saytheyare accurate. Inaccordance
with legislation, donor funder requirements, andpayroll processing policies, each
manager must review and approve your time record before submitting. If
corrections or changes are made to the time record, both you and your manager
must generally sign the new timesheet before it is re -submitted.
Absence
Prior permission must be obtained for any absence other than illness. Employees
are to personally inform their manager(s) as soon as possible on the first day of
absence (nolater than09:00) if unable to attendwork for anyunforeseen reason.
Unauthorised absenteeismmayresult indisciplinaryandother corrective action.
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COMPENSATORY TIME
Excessive Travel
Due to the nature of PWN’s work, it is understood that business is frequently
conducted outside of the office and away from home. As a result, time off is
granted for employees whose scope of work includes travelling away from home
base for extended periods of time.
For every10 days’ continuous travel, one-half (1/2) dayof leave is granted onfull
pay. For every15 days of continuous travel, one (1) full dayof leave is grantedon
full pay. The travel compensatorytime off must be takennolater thanthe calendar
month in which the travel occurs.
Time Worked In
Management and staff may be required to work longer hours and/or attend
meetings, seminars, andworkshops over weekends andinthe evenings. Overtime
is not allowable inaccordance with our agreement withour donor funder, andit is
the responsibility of the manager and the employee to ensure that a healthy
balance of work and time off is maintained.
Anyrequest for compensatorytime off due totime workedin must be preapproved
bythe employee’s manager andmust be takenno later thanthe endof the month
after the time is worked.
Paydays
All employees are paid monthly, in arrears, on the usual pay date of the
Organisation, currentlythe last dayofthe month. Eachsalarypayment includes pay
for all work performedthroughthe end of the previous payroll period. Ifa payday
falls ona weekend or holiday, you willbe paidonthe last business daybefore that
payday.
PWN has a direct transfer programme. Direct transfer means that we willdeposit
your pay directly into your bank account.
Payslips are provided ona monthlybasisexplaininghowmuchyou were paid with
back-up details.
Additional Pay & Expense Policies
PWN makes every attempt to make certain that you are paid correctly and on
scheduled paydays. Inthe case you finda mistake inyour pay, contact the Finance
Department immediatelysothat the error canbe correctedas quicklyas possible.
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Payroll Deductions
Your salaryreflects your total earnings for the payperiod, as wellas anymandatory
or voluntary deductions from your salary. Mandatory deductions are deductions
that we are legally required to take. Such deductions generally include PAYE and
UIF (Unemployment Insurance Fund).
Salary Garnishment Order
A salary garnishment order is an order from a court or a government agency
directing us towithholda certainamount of moneyfrom an employee's salaryand
send it to a person or agency. Salaries can be garnished to pay child support,
spousal support or alimony, tax debts, outstanding student loans, or moneyowed
to a creditor as a result of a judgment in a civil lawsuit.
If we are instructed by a court or agency to garnish an employee's salary, the
employee will be notified of the garnishment at once. Please note that we are
legallyrequiredto complywiththese orders. If youdispute or have concerns about
the amount ofa garnishment, you must contact the court or agencythat issuedthe
order.
Expense Reimbursement
From time to time, employeesmayincur expenseson behalf of our Organisation.
We will reimburse you for the actual work-related expenses you incur, as long as
those expenses are reasonable, necessary, and customary and within the Travel
and Expense Management Guidelines. Whenyou jointhe Organisation, you will be
given a copy of these guidelines for your review and adherence.
Please refer to them frequentlythroughout the course of your employas expenses
incurred that are not within the scope of these guidelines will not be reimbursed
and willbecome the personal liabilityof the employee andwill be deductedfrom
the employee’s salary as necessary.
The following procedures must be followed to be reimbursed:
Discuss the nature ofthe expense andreceive permission from your manager
before incurring an expense
Order numbers must be obtained from the Finance Department prior to any
expenditure in excess of R500.
Spend the Organisation's money wisely, make an effort to save money, and
use approved vendors, when possible.
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Keep original receipts or some other proof of payment for everyexpense, as
we cannot reimburse an expense without an original receipt. All employees
must be aware that receipts are a requirement of our donor funder.
Submit your original receipts, along with the completed expense report, to
your manager for approval within 30 days of incurring an expense.
All travel must be pre-approved and follow specific guidelines.
Your manager is responsible for submitting your expense report to the Finance
Department for processing. When your report is approved, you will receive your
reimbursement with the next bi-monthly payment.
Please note:PWN reserves the right to disallowthe reimbursement of an expense
submitted more than 30 days after that expense was incurred.
Remember that you are spending the Organisation’s or our donor funder’s money
when you pay for business-related expenses. We expect you to save money
wherever possible. Please consult your manager indecidingwhether anexpense is
appropriate.
If you have not receiveda copyof the Travel andExpense Management Guidelines,
please contact your manager, the Human Resources Manager, or the Finance
Department.
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In this section…
Position requisition procedures
Job descriptions
Recruiting and hiring
Training, development and education
Employee performancemanagement
Employee morale
7
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Position Requisition Procedures
When job openings occur, all hiring managers must adhere to the following
requisition procedures to ensure fast and efficient filling of an open position. As
with all other aspects ofour selection andhiring process, PWN makeseveryeffort
to ensure employment equityfor all individuals andabidesbyall applicable laws.
Hiring Manager's Responsibilities
When filling a job vacancy, the manager to whom the position reports must
complete a PositionRequisition Form and ensure that anaccurate, up-to-date job
description exists for the open position. After completing and signing the
requisition form, the hiring manager should submit it, the necessary approval(s),
and the updated job description to the Human Resources Manager.
Job Description Requirements
No job requisition form can be submitted without a new or reviewed job
description for the openposition. Indrafting a jobdescriptionfor bothexisting and
newlycreated positions, the hiring manager must identifythe position's essential
functions. Hiring managers should be alert to the need to revise and update job
descriptions for anyexisting position whose duties, activities, or requirements have
been changed or modified since the last description was prepared. Human
Resources is available to assist hiring managers in completing jobdescriptions, and
can arrange for a jobanalysis of the positionin the event sucha systematic review
of the position's requirements, activities, and responsibilities is needed.
Post-Requisition Procedures
The HumanResources Manager is responsible for ensuringthat the job description
and requisitionform have beencompleted. Once bothdocuments are in order, HR
notifies the hiring manager and initiates recruitment activities, such as internal
postings, external advertisements, or other recruitment efforts. All postings and
other recruitment efforts must include notices indicating that PWN is an equal
opportunity employer.
Job Descriptions
PWN views the jobdescriptions preparedandmaintainedfor everypositionin the
organisationas one of the most important documents in ensuring effective hiring
practices andproviding equal employment opportunityto allqualified individuals.
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The following provisions are designed to ensure the accuracy, completeness,
timeliness, and fairness of PWN's job description procedures.
Basic Responsibilities & Requirements
Whenever a job vacancy occurs, the hiring manager must thoroughly review and
revise an existing job description or prepare a new description using the Position
Description Questionnaire, if one does not exist. Additionally, as part of the
organisation's ongoing review process, the HumanResources Manager periodically
can request a manager's assistance in reviewing their department's job
descriptions to ensure that they are accurate, complete, and up-to-date. The
Human Resources Manager is available to assist managers in preparing and
reviewing job descriptions or carrying out these periodic reviews.
Whenever possible, the reviewing manager or HumanResources willseek the input
of a position's incumbent in reviewing the description's accuracy and
completeness.
Identification of Essential Functions
When preparing or reviewing a job description, the hiring manager must identify
the position's essential functions. In identifying a position's essential functions, it is
important to focus on both the purpose of the position and the importance or
significance of a particular functioninachievingthat purpose. No functionshould
be listed as essential if incumbent employees do not perform the function either
as a regular part of the jobor on an occasional, critical-need basis. If doubt exists
as to whether or not a function is essential, Human Resources is responsible for
advising and assisting the manager and making any final determination as to the
essential nature of a particular function.
Changes & Modifications in Descriptions
In reviewinga description for an existing position, managers and others involvedin
the process should be alert to the need to revise and update the description to
reflect anychangesor other modifications in the job's essentialfunctions, as well
as other changes in the job's duties, activities, or requirements, since the last
description was prepared.
Keep in mind that your jobdescription doesnot necessarilycover everytaskor duty
that you might be assigned. You may be assigned additional responsibilities as
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necessary. If you have questions or concerns about your job description, contact
your manager.
Recruiting & Hiring
We believe that hiring qualified individuals contributes to the overall strategic
success of our organisation. When job openings occur, we follow the general
procedures outlinedbelow to identifyandpromote or hire qualifiedcandidates to
fill vacancies. In all of its internal and external recruitment and selection efforts,
the Organisation makes every effort to ensure employment equity.
Recruitment Policy
A vacancyis a position, whether new or existing, for which nointernal candidate,
i.e. existing staff member with the required competencies, has been identified in
accordance witha successionplan, career path or plan for transfer, promotion, or
related practices.
Vacancies can be advertised internally and externally simultaneously and all
candidates are given a fair opportunityto apply. However, the Organisationaffords
preferential consideration to internal candidates who are as competent as the
external candidates are. Recruitment is competency-based, focusing on the
knowledge, skills, and attributes required to do the job. Multiple recruiting
mechanisms are used including recruiters, word-of-mouth, job boards, media
advertisements, and other recognized equitable recruitment means.
Internal Recruitment
The Human Resources Manager is chargedwithcommunicating vacancies andshall
circulate an internal vacancyform andanyother relevant information(e.g. cut-off
times for applications) to all employees.
Internal candidates wishing to apply may do so once they have informed and
gained approval from their immediate manager. Internal candidates wishing to
apply for a position in another division must also obtain approval from their
manager. An employee’s manager will not unreasonably prohibit a move which
could enhance an employee’s career.
All internal ads must have a minimum of a two-week advertising period. Strict
compliance to these internal recruitment procedures is obligatory.
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External Recruitment
Due to the cost of using employment agencies for the recruitment of staff,
employment agencies may only be utilised subject to the prior approval by the
Executive Director or designatedrepresentative. The use of anemployment agency
will onlybe justified takinginto account the specific nature of a positionas well as
the skills required. Anyfees due to employment agencies shouldbe negotiatedon
the terms specified and signed off by the Executive Director.
Media with equitable coverage both geographically and via readership should be
used. Depending onthe level andtype of the positionandthe specific needs, local
media is the preferredchoice and thereafter, national and/or internationalmedia
may be used. Appropriate job boards and networking sites will also be actively
utilized, as appropriate, in any recruitment.
The content of the anyjob posting shouldbe derivedfrom updatedjobcriteria and
relevant specifications. Where targets are to be met inaccordance witha diversity
policy, it maynot be unfair discriminationtoadvertiseselectivelyfor disadvantaged
groups.
Policy on Selection
Selection criteria shall be objective, related to inherent job requirements and
competencies and consistently applied across all candidates. Any qualification or
condition shall be clearly justified as being job-related and necessary.
Interviews shall be structured with consistent criteria used to identify potential
incumbents, andbehaviourallyfocusedandcompetency-based, using updated job
criteria and specifications as the basis of question formulation. Tests and
assessments may be objectively used in conjunction with other measures of
screening.
The candidate response sheet will be kept for a period of at least 12 months, and
employment documentation ofsuccessful candidates for a periodofthree (3) years
after termination of services.
Employment Applications
We rely on the accuracy of the information you put on your employment
application. We also expect that you and your references give accurate and true
information during the hiring process and employment. If we find that any
information is misleading, false, or was left out on purpose, we may reject an
applicant from further consideration.
If the personwas alreadyhired, it could result in termination of employment.
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When we process an employment application, we may obtain a consumer credit
report for employment purposes concerning the applicant's credit worthiness,
credit standing, and credit capacity, only as specifically applicable to certain
positions.
You will receive advance notification if your credit report is being requested.
Criminal checks shall be conducted where necessary and justifiable, with due
regard to the rights ofprivacyand confidentialityof the candidate andthe referee.
Informationgathered relatedto prior detention, arrest, and/or convictionshall not
in itself constitute sufficient grounds to disqualify a candidate.
Any records shall be evaluated in the context of the possible material impact on
the inherent requirements of the job andshall be clarifiedand investigated as far
as is reasonablypracticable, taking into account privacy and confidentiality.
Screening of Responses: Internal & External
Justifiable inherent job requirements and competencies must be carefully
identifiedas derivedfrom updatedjobcriteriaandother specifications andusedto
consistently screen all qualifying responses. These requirements are detailed on
the candidate response sheet and the interview notes of each candidate are
recorded thereon.
Justifiable reasons for suitability or unsuitability must be clearly recorded and
related to inherent job requirements. Unsuitable candidates shall be regretted
immediately when disqualified.
Interviewing: Internal & External
Interviews are structured with consistent criteria used to identify potential
incumbents and behaviourallyfocusedand competency-based, usingupdatedjob
criteria and specifications as the basis of question formulation.
Tests andassessments maybe objectivelyusedin conjunctionwithother measures
of screening.
Competencies, which are material to the successful performance of the position,
are used to formulate questions and construct appropriate role-plays and
assessments. Candidate responses andperformance are recordedbyinterviewers
as accuratelyas possible onthe candidate response sheet andweightedin order to
identifythe best candidate for the position. Reasons for decisions are recorded.
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The candidate response sheet will be kept for a period of at least 12 months, and
employment documentation of successful candidates for a period of three (3)
years.
Initial interviews are generally conducted by Human Resources and the hiring
manager. Team interviews maybe conducted, as needed, for some positions. If a
team interview is conducted, a structured interview process is recommended.
Interviewquestions shouldbe compiled bythe interviewing team andreviewed by
Human Resources.
Upon completion of the interview process, the results of the interview are
forwarded to the hiring manager and Human Resources for review. The hiring
manager has ultimate responsibility for making a hiring decision.
No candidate will be eligible for hire unless interviewed by at least two (2)
interviewers (exclusive of the screening interview), including a representative of
Human Resources.
Assessments
Where it is decided to use assessments including appropriate testing, the
assessment must be, asfar as canbe reasonablydetermined, reliable and validated
as a job-related competency assessment. Assessments are to be consistently
applied in selecting for a specific vacancy or type of position and shall be used
according to standardised selection processes.
Assessments should incorporate an evaluation of potential, particularly where it
applies to the selection of previously disadvantaged persons or where the nature
of the career pathdictatessucha test. Assessment scores shall be kept confidential,
and onlythose who need toknowthe scores and/or are qualifiedto interpret them
shall have access.
Reference & Background Checks
To ensure that individuals whojointhe Organisationare well qualifiedand have a
strong potential to be productive and successful, we verify references and
background information provided by candidates. While personal references are
always welcome, we require that candidates submit at least three (3) references
who are credible, business-related, andina positionto give justifiable and factual
information regarding the business capa bilities of the candidate.
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The Reference Checking Form is used as a guideline in checking references. Only
justifiable and job-related issues may be elicited and taken into consideration.
Referencesmayonlybe checkedbythe hiringmanager or a member ofthe Human
Resources Manager.
In reviewing qualifications and backgrounds of candidates, we retain the services
of outside investigative agencies to conduct credit and background checks. In
conducting such checks, the Organisation complies with all notice, authorisation,
and other requirements and maintains the strict confidentiality of all reports and
records related to such investigations.
SA Citizens & Non-Citizens
PWN is committed to employing only South African citizens and aliens who are
legallyauthorizedto work inSouth Africa. We alsodo not unlawfullydiscriminate
on the basis of citizenship or national origin.
The responsibilityfor ensuringthe continuedvalidityof anyworkpermit rests with
the employee. PWN reserves the right to terminate the employment contract of
the non-citizenbygivingcontractualnotice ifthe employee errs inthis regard. This
termination will only be done after a formal enquiry has been launched into the
matter.
If you have questions or want more informationonimmigrationlaw issues, you are
encouraged to contact the Human Resources Manager.
Regretting Candidates: Internal & External
The standard letters of regret andcapturing candidate’s particulars on file should
be used. There is nolegal requirement to doso inwriting, but it is goodpractice to
do so. In anyevent, telephonic regrets must always be done ifno written regret is
made and activities should be recorded on the candidate response sheet.
Specifiedreasons for non-successmaybe requestedandshouldbe giveninterms
of their relation to inherent job requirements.
If the reason pertains to a confidential reference or could breach privacy, such
detailsshould not be disclosedunless the source ofthe information permits it or it
is dictated bya court of law or required interms of labour court proceedings and
the like.
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It is our policy to inform unsuccessful candidates as soon as is reasonably
practicable. Onlyinveryspecific circumstancesshouldcandidates be kept on file in
order to address issues related to creating expectations and to minimize
administration. The Organisation is not obliged to fill any position that has been
advertised internally or externally.
When anapplicationis submittedthat is not inresponse to a particular vacancy, it
is considered tobe unsolicited. As a result, there is no legitimate reasonon the part
of the applicant that they will be considered for a position. Preferably, the
Organisationwill regret such applications andreturndocuments as appropriate.
Re-Engagement of Former Employees
PWN has no objection to re-employing an employee who left the services of the
organisationproviding that at the separationthe employee was ingoodstanding.
The former employee wouldneed to be qualifiedand possess allrequirements of
the vacant position.
Where an employee is re-engaged within one year of having left PWN, the
calculation of the length of service will be considered continuous (less the period
away) and added to the previous service.
Where an employee is re-engaged after having been away from PWN for longer
than one year the calculationof the lengthof service willnot take previous service
into account.
Training, Development, & Education
All employeesare equitablyinformedof andhave equitable access to training and
development opportunities as far as is reasonably practicable and based on the
operationalneeds of the organisationand the guidelinesof thissection. PWN does
not generally fund formal tertiary education such as degree courses, but at its
discretionwillsupport the personalandprofessional development of its employees
through Professional Development courses.
Training and development aims to equip employees with competencies required
to fulfil job requirements and enhance career development, focusing particularly
on the transfer of skills from the classroom to the workplace.
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Needs Assessments
There are ongoing regular assessments of training and development needs of
employees via a formalisedperformance management process andthroughout the
year via ongoing feedback sessions between manager and employee. Each year
development plans are constructed for eachemployee, as well as organisationally.
Types of Training & Development
The identificationof training anddevelopment needs can result in various forms of
learning including:
Formal training (internal and external)
Orientation and on-boarding (initiation)
job-related IT training
On-the-job training
Mentorship and coaching programmes
Industry-specific programmes and workshops
Accelerated training and development needs
Appropriate Assistance
Once it has beenestablished that a course requested or identifiedis appropriate,
the Organisation will give consideration in providing funding assistance. In
determining whether assistance is appropriate, the following criteria are used:
Whether training resources can be secured internally
The direct relationship to inherent job requirements and/or possible career
path
The business strategy and financial resources of PWN (i.e. budgets and
strategic plans)
The outcome of needs analysesandperformance management processes
The diversity policies and programs of the Organisation
Prior to registeringand attending a course, writtenapproval must be obtainedfrom
your manager indicating the reasons for a nd benefits to attendance in order for
any consideration of reimbursement.
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Conference Attendance
Any employee whohas identifieda work related conference withcourse material
relevant to enhancing the output on their current job function should submit a
proposal to their manager requesting approval. For major international
conferences, an employee must have a designated role or accepted abstract as a
basis for applying to attend.
The manager, in turn, will request approval from the Executive Director. While it
would be preferable to claim the bulk of the cost of the conference from a
sponsoring organisation or individual, PWN mayagree to paya portion of the direct
or indirect costs associated with attendance at a conference.
It is obligatory that all employees attending a conference write a report on the
conference material and values gained and submit the same to their manager.
Please note that conference attendance andanyassociatedcosts are purelyat the
discretion of the PWN Executive Director.
Employee Performance Management
The performance management process isa critical element inupholding one of our
keyprinciples:“We recognize our employees as the fundamental core asset ofour
organisational value.”
Performance management isintended tobe an ongoingprocess ofcommunication
betweenmanager andemployee, focusedonhelpingthe employee achieve hisor
her best workplace results. It is the policy of PWN to conduct regular, consistent,
and objective performance reviews of its employees based on job criterion, key
performance objectives and competencies, and operational requirements.
The system accomplishes the following goals:
Provides direction and clarifies expectations.
Supplies feedback and coaching to employees concerning job
performance, what is done well and what needs improvement.
Identifies learningand professionaldevelopment goals as well as career
growth and development.
Documents performance.
Serves as data for human resource decisions including merit increases,
promotions, and workforce and succession planning.
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At PWN, we view performance management as a:
Shared commitment to high performance.
Proven methodto balance autonomyandaccountabilityat the individual
and organisational levels.
Tool to encourage and support career development and continual
learning.
Performance Planning
Clear performance expectations are discussed with each employee. These
expectations helpthe employee aligntheir individualperformance objectives with
those of the business unit, the organisation, and organisational/position-related
key competencies. Performance objectives are set for a defined period, typically
annually at the commencement of a calendar year; however, they should be set
soon, typically within one (1) month, after an employee joins the Organisation or
transfers into a new position.
Coaching
Coaching employeesfor improvedperformance is anintegral part of performance
management at the Organisation. Coaching may take various forms, including
observation, informal direction, andformal mentoring sessions, and should occur
on a regular basis.
Multiple Sources of Feedback
To increase the potential for performance excellence, it is helpful for employees to
receive feedbackfrom more thanone source. Clients, peers, project managers, and
direct reports provide important feedback to supplement the observations and
feedback of the manager.
Performance Review
The annual performance review is the culminating communication of the
performance cycle and is a formal session based on a discussion of already
documented and consulted competencies, developmental goals, and key
performance and development objectives. All employees must have their
performance reviewed at least once a year, supported by a mid-year check-in on
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progress andadjustments, as necessary, based on current priorities. Managers are
encouraged to conduct additional reviews quarterly and/or as needed.
In support of a culture steeped in the concept of teamwork, a critical component
of the annual review is the solicitation of 360-degree feedback from managers,
peers, anddirect reports. The manager relies not onlyon his/her ownperspective
in developing and conducting the review, but also incorporates the feedback of
other team members.
Based upon objectives discussed and set early in the calendar year, the formal
performance review must be clearly documented with the following areas
addressed:
• Adherence to organisational and position-specific competencies.
• Performance against specified performance objectives.
• Performance against specified individual development goals.
• Adherence to Organisation policies and procedures.
• Identification of areas for improvement in performance, with the
underlying specifics.
• Identification of strengths.
• Agreement on developmental opportunities, including training,
development.
Context
A formal performance management process is one critical element of a talent
development strategy. It is used to recognise strong performance and motivate
future performance. It is alsousedto gainclarityaround performance expectations
and develop employee skills along a long-term career path. Informal feedback is
also critical, ideally consisting of frequent and regular communication between
team members.
At a strategic level, performance evaluations are consideredwithin the context of
promotions and long-term career progressions. It is a manager’s responsibility to
be aware of anemployee’s long-term career plan, andto assist in striving towards
that goal in a realistic manner.
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Employee Morale
In the spirit of promoting our Organisation culture and achieving greater
cohesiveness among colleagues, it is our policy to organise activities designed to
improve Organisation loyalty, team work, and team activities. We also s upport
activities designed to improve working conditions and the office environment,
employer-employee relations, employee morale and health, and employee
performance.
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In this section…
Employees conductand work rules
Drug use
Sexual and other unlawfulharassment
Attendance and punctuality
Dress code
Progressivediscipline
Disciplinary and grievance procedures
Workplaceetiquette
Graftand gift policy
Firearms and weapons
Children at the workplace
Health and safety
Non-smoking policy
Organisations property
8
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Employee Conduct & Work Rules
We expect you to follow certain work rules and conduct yourself in ways that
protect the interests and safety of all employees and PWN.
While it is impossible tolist everyactionthat is unacceptable conduct, the following
lists some examples. Employees whobreakwork rules suchas these maybe subject
to disciplinary action, up to and including termination of employment:
Theft or inappropriate removal or possession of property
Falsification of timekeeping records
Telling lies within PWN or to beneficiaries or stakeholders
Working under the influence of alcohol or illegal drugs
Use of Organisation resources for inappropriate or illegal purposes (e.g.
accessing pornography, use of Organisation resources for external non-PWN
business)
Possession, distribution, sale, transfer, or use of illegal drugs inthe workplace,
while on duty, or while operating employer-owned vehicles or equipment
Fighting or threatening violence in the workplace
Disruptive activity in the workplace
Negligence or improper conduct leading to damage of employer-owned or
partner-owned property
Insubordination or other disrespectful conduct
Violation of safety or health rules
Sexual or other unlawful or unwelcome ha rassment
Possession of dangerous or unauthorized materials, such as explosives or
firearms, in the workplace
Excessive absenteeism or any absence without notice
Unauthorized disclosure of business "secrets" or confidential information
Violation of personnel policies
Unsatisfactory performance or conduct
Since your employment withPWN is voluntaryandat will, you mayterminate your
employment at any time, with or without cause or advance notice.
Drug Use
PWN is committed to being a drug-free, healthful, and safe workplace. You are
requiredto come to workina mental andphysical conditionthat will allow you to
perform your job satisfactorily.
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PWN employees maynot use, possess, distribute, sell, or be under the influence of
illegal drugs while on PWN premises or while conducting any business-related
activityawayfrom PWN premises. Youmayuse legallyprescribeddrugs on the job
onlyif theydo not impair your abilityto perform the essential functions ofyour job
effectively and safely without endangering yourself or others.
If you violate this policy, it may lead to disciplinary action, up to and including
immediate termination of your employment. We may also require that you
participate in a substance abuse rehabilitation or treatment programme. There
could also be legal consequences for violation.
Sexual & Other Unlawful Harassment
PWN is committedto providing a work environment that is free from all forms of
discrimination and conduct that can be considered harassing, coercive, or
disruptive, including sexualharassment. PWN will not tolerate anyactions, words,
jokes, or comments based on a person's sex, race, colour, national origin, age,
religion, disability, sexual orientation, or anyother legallyprotected characteristic.
PWN provides ongoing sexual harassment training to ensure you the opportunity
to work in an environment free of sexual and other unlawful harassment.
Sexual harassment is defined as unwanted sexual advances, or visual, verbal, or
physical conduct of a sexual nature. This definition includes many forms of
offensive behaviour and includes gender-based harassment of a person of the
same sex as the harasser. The following is a partial list of sexual harassment
examples:
Unwanted sexual advances.
Offering employment benefits in exchange for sexual favors.
Makingor threateningreprisalsafter a negative responseto sexual advances.
Visual conduct that includesleering, making sexual gestures, or displaying of
sexually suggestive objects or pictures, cartoons or posters .
Verbal conduct that includes making or using derogatorycomments, epithets,
slurs, or jokes.
Verbal sexual advances or propositions.
Verbal abuse of a sexual nature, graphic verbal commentaries about an
individual's body, sexuallydegrading words used to describe anindividual, or
suggestive or obscene letters, notes, or invitations.
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Physical conduct that includes touching, assaulting, or impeding or blocking
movements.
Unwelcome sexual advances (either verbal or physical), requests for sexual
favours, and other verbal or physical conduct of a sexual nature constitute
sexual harassment when:
Submission to such conduct is made either explicitly or implicitly a term or
condition of employment;
Submission or rejection of the conduct is used as a basis for making
employment decisions; or
The conduct has the purpose or effect of interfering with work performance
or creating an intimidating, hostile, or offensive work environment.
If you experience or witness sexual or other unlawful harassment at work, report
it immediately to your manager. If your manager is unavailable or you believe it
would be inappropriate to discuss it with your manager, you should immediately
contact the Human Resources Manager or any other member of management.
There will not be punishment or reprisal if you report sexual harassment or ask
questions or raise concerns about it.
All allegations of sexual harassment will be quicklyand discreetlyinvestigated. To
the extent possible, your confidentiality and the confidentiality of any witnesses
and the alleged harasser will be protected against unnecessary disclosure. When
the investigation is completed, you will be informed of the outcome of the
investigation.
Anymanager whobecomes aware of possible sexualor other unlawful harassment
must immediately advise the Human Resources Manager or any member of
management so it canbe investigated in a timely and confidential manner.
Anyemployee whoengages in sexual or other unlawful harassment will be subject
to disciplinary action, up to and including termination of employment.
Attendance & Punctuality
We expect PWN employees tobe reliable andpunctual. Youshouldreport for work
on time and as scheduled. If you cannot come to work or you will be late for any
reason, you must notify your manager as soon as possible.
Unplanned absences can disrupt work, inconvenience other employees, andaffect
productivity. If you have a poor attendance record or excessive lateness, you may
be subject to disciplinaryaction, upto and includingterminationof employment.
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Dress Code
The Organisation considers appropriate attire very important in promoting a
positive Organisation image to our customers, both internally and externally. We
have adopted a smart casual dress code, but emphasize that some positions at
certaintimes maycallfor more traditional business attire. We want to stress that
a smart casual dress code is a benefit and must be adhered to in order to be
retained.
Office Environment
While the Organisation observes a smart casual dress environment, there maybe
situations requiring more traditional business attire. If you are conducting or
attending meetings, seminars, roundtables, etc. where you encounter other
business professionals, you are expected to represent the Organisation in a
professional manner and dress appropriately for conducting such business.
Know your audience, remember what you represent and dress accordingly.
General Guidelines for Everyone
The Organisation wishes to provide a work environment that is free of offensive
behaviour andharassment of anykindandpresent a professional image enhancing
our work product and image in the marketplace. In part, we convey that
environment and image through the appearance of our employees. We ask all
employees to use their commonsense whendressing for work andto wear attire
that is considered smart casual, professional and appropriate, maintaining a neat
and clean appearance at all times.
For men, appropriate attire includessmart pants or trousers, a collaredshirt, and
non-athletic footwear. For women, it includes slacks, a skirt (longor short, nomini-
skirts), a blouse or turtleneck, and flats or mid-heel non-athletic shoes. Sexually
provocative or suggestive attire which includes clothing with profanity, nude or
semi-nude pictures are not permitted. Clothing promoting anypolitical partyis not
permitted. We will tryto reasonablyaccommodate anemployee's special dress or
grooming needs that are the result of religion, ethnicity, race, or disability.
