HR Manual by Corporate Consulting Group

8/11/2019 HR Manual by Corporate Consulting Group

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INJAZ Pakistan

Private Company Limited by Guarantee

Personnel Management Manual

Committed to Justice, Equality, Harmony and Transparency

Developed by

Corporate Consulting Group, Pakistan

Email: [email protected]


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INJAZ Pakistan

Draft for Discussion

Corporate Consulting Group, Pakistan Page 2

Table ofContents

1.

POLICY DIRECTIONS

2. Organization Structure

3. Employment Terms, and Conditions

4.

Compensation Framework

5.

Performance Planning

6.

General Policy Guidelines

7.

Closure of Employment Contract

8. Exhibits

a. Standard Position Profiles


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Policy Directions

INJAZ Pakistan is positioned as a (Social-catalyst) with a focus on developing entrepreneurship and

vocational skills amongst Pakistani youth through empowering them in their professional careers, while

enhancing their:

Leadership

Self-esteem;

Dignity of entrepreneurship;

Creativity and innovation;

Sustainability;

Higher human values; and last but not the least,

Opportunities for all.

INJAZ Pakistan operates as a local chapter of Junior Achievement, US through INJAZ Al Arab. Currently it is

optimally leveraging its entitlement to replicate training programs and products of the parent institutions.

While this relationship provides easier rout to early success, however in the longer run it raises the question of

sustainability of INJAZ Pakistan as an independent institution. Moreover, dependent relationship also inhabits

INJAZ Pakistans efficacy in terms of it programs and productssuitability in the Pakistani context.

Business Model

The business model presented below integrates core, support and supervisory processes. The Board of

Directors through various committees have a supervisory function in the overall management of the institution

as portrayed in the model. Core processes represent the line functions per se. These are Project management

and Program management. Support processes include Research and Development; Corporate Governance,

Personnel and Organization Development; and, Accounting, Administration and IT services.

In the short term, the institution is financed through the sponsors and it leverages solely on the products ofINJAZ Al Arab and Junior Achievement. Thus its chances to manage its operations efficiently and effectively

Program management

Board Committees: Funds Management, Audit, Projects & Programs, and Personnel

Liaisonwith

Istitti

s

EventsScheduling

Trainer-Sourcing

Logistics&Budgeting

Learning

easure

ent

Corporate Governance, Personnel and Organization Development

Accounting & Administration, Information Services and MIS

We are a social-catalyst

with a focus on

developing entrepreneur-

ship and vocational skills

amongst Pakistani youth

through empowering

them in their professional

careers, while enhancing

their:

Self-esteem;

Dignity of

entrepreneurship;

Leadership

Creativity and

innovation;

Sustainability;

Higher human values;

and last but not the

least,

Opportunities for all.

*Training resources are currently incubated and distributed from JA / INJAZ Al Arab. At a later stage, INJAZ Pakistan will

develop capability to incubate training resources indigenously and to diversify its portfolio of training programs

**Project management will have lead role while other functions will participate in the process

StrategicPlanning**

FundsMobilization,

Budgeting

ontrol

Monitoringand

Evaluation

Project management

Research & Development: Course curriculum, material, instruction manuals, activities*


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are primarily contingent upon its capacity in programs management. In the long run, however, the institution

must achieve capability to self-sustain. In this regard, the critical strengths would be project management;

sustainable funds mobilization and their efficient management; research and development to develop and/or

adopt training resources in the local context; and, development of specialized streams of personnel. Other

areas of critical importance would be Corporate Governance & Compliance, Audit, and last but not the least,

Accreditations that would right strengthen its public image and credibility of its products.

From the external perspective, the institution aims to sink deeper through building sustainable linkages with

the academia and community organizations in the short run. Subsequently, it aims to consolidate its linkages

with the academia and community organizations and diversify its interventions while continuing to expand its

outreach across the country. Furthermore, it will constantly forge its image as most preferred and transparent

organization.

Having said this, the institution aims to build its capability in terms of its structure and personnel. This follows

that the institution shall simultaneously spell out its Personnel Strategy from the short term and long term

perspectives.

Proposed (Personnel Strategy)1

As evident from the business model above, in the short run INJAZ Pakistan shall continue to build upon its

capability in Program management. The implication of this on personnel would be to develop a core team of

Program management specialists supported by a cadre of short term Incumbents, and external mentors or

training specialists (not volunteers2).

In the long run, however, the institution envisages to building its capacity in project management; research

and development for curriculum design; and materials development to augment the support in training

resources from the parent institutions. This would entail nurturing a cadre of (Researchers and Developers)

in the long run, who would take up the roles in training resource development.

Proposed (Personnel Policy Objectives)

To position INJAZ as preferred career choice amongst its contemporaries

To promote integrity, commitment, objectivity, results focus and productivity

To accelerate learning, engagement, and success

To propagate equal opportunity, fairness, and transparency

To make performances truly value-driven

To achieve consistency, validity and reliability of personnel management practices

Proposed (Performance Vision)

INJAZ Pakistan is committed to promoting performance culture wherein each team player severally and

together contributes towards empowering professional careers of Pakistani youth at the grass root levels. In

doing so, the team players within their respective roles always conform to the highest standards of

professionalism; ethics; and, social responsibility in mobilizing, managing and deploying intellectual and

financial resources.

Guiding Virtues


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Professionalism Continually demonstrate adequate capacity to manage and execute on their jobs in a

manner that is best suited to the situation and conform to the INJAZ values.

Ethics Take responsibility to always endeavour to protect the rights of the INJAZ constituents,

stakeholders, fellows, and of themselves.

Social Responsibility Respond to the societys needs and expectations, especially of the marginalized

individuals within the bounds of fairness, morality, social justice and transparency.

Scope of Personnel Policy Environment

The personnel policy environment at INJAZ Pakistan is designed to stimulate individuals and group

performance through harnessing quality of Incumbents; immediate physical environment; and, last but not the

least subtle behaviours.

Incumbents Management

INJAZ Pakistan is an equal opportunity employer. It offers long term and short career opportunities toqualified

3 individuals, depending on their area of specialization and experience. Besides, it also offers

internships to qualified freshmen and volunteer positions. It aims to hire individuals as objectively4 as

possible to ensure optimal employee performance at each position. Consequently, the individuals are

engaged on the job in accordance to the accredited employment practices and in a socially responsible

manner. INJAZ commits to fair and equitable compensation and reinforcement plans.

Immediate Physical Environment

INJAZ Pakistan corporate structure complies with its business objectives and strategy and aims to foster

team work, empowerment at individuals and group level leading to outcome-effectiveness5; output-

efficiency

6

; work coordination, control, and ownership; and, last but not the least synergistic-work-culture.Furthermore, it strives continually to adopt and implement best international work practices, adhere to

the stakeholders legitimate rights and always comply with the laws, regulations, policies and standards in

the letter and spirit.

INJAZ Pakistan stands committed to reinforce team performance and individuals behaviours in a

transparent and timely manner. As a prelude, team performances are planned, key results and

performance indicators are agreed upon, and individuals roles (behaviours) are identified.

Subtle Behaviours

INJAZ Pakistan promotes virtues of professionalism, ethics, and social responsibility; and, supports

building interdependent work relations.

_____________________________________________________________________________________1. The term Personnel being used in place of HR because it is believed that people are the subject not the resource per se.

2. The term Volunteer does not reflect the true value of contributors. Secondly, volunteering is generally considered external to the

organization hence volunteers fail to demonstrate ownership and commitment, much needed for successful implementation.

3. The term Qualified refers to work specific personality make up, professional and technical competencies, and work experience.

4. The term Objectively refers to reliability, validity and transparency of hiring criteria

5. Outcome-effectiveness refers to a scenario of optimal accomplishment of performance goals / targets

6. Output-efficiency refers to demonstration of optimal behaviors or efforts


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Organization Design

1.

Context

INJAZ Pakistan is committed to always be a (Value Driven) organization. The commitment is essentially

reflected in its empowering organization design / structure. Having said this, functions are assigned todedicated teams within the ambiance of a supra INJAZ Team rather than to individuals. Furthermore, the

envisaged relationships within teams are not based on status (position on the hierarchy) but roles. Individuals

have their defined roles that are essentially non-competitive and complement each others roles and/or

performance. Teams and individuals are empowered and access appropriate authority to function effectively,

while the practice of leveraged actions / performance is completely negated.

Middle management layerper seis considered dysfunctional for inculcating empowering team culture. Hence,

the organization functions on a two-tiered structure Strategic Teamconsisting of Board of Directors and CEO

and Business Teams representing specialized functions. The Chairman BoD heads the Strategic Team while

the General Managers / Senior Managers head Business Teams. The Chief Executive Officer has a role to

represent the BoD at the Business level besides representing the organization in the sector. The BoD leveragesits roles through the CEO and the Board Committees. Individual may head multiple teams if necessary to keep

the organization lean and efficient.

2.

Functional Description

Function Key Responsibility Area Key Performance Indicator

Board of Directors Overall institutional steering,

monitoring and evaluation

Corporate Governance

Performance effectiveness vis--

vis companys object clause;

Growth & Sustainability; and,

Compliance

Chief Executive Officer Project management; Operations

management supervision;

Public relations;

Financial controls;

Team effectiveness

Performance effectiveness vis--

vis companys object clause;

Growth & Sustainability; and,

Compliance

Company Secretary

Comply with Company Registrar

Office / SECP / Stock Exchange

Corporate Governance

Trustee of the Gratuity / Pension

/ Other Employee Fund

Board matters

Regulatory compliance

Effective corporate governance

Efficient BoD facilitation

Prudent management of

employees funds

Internal Audit Internal financial and

management audit

Risk management

AML/CFT compliance

Regulatory compliance

Fiduciary and Financial discipline;

Regulatory and Policy compliance; Transparent and objective

external audit reports

Timely removal of audit

qualifications

Corporate Affairs Lead Strategic / Corporate

Planning & Evaluation Process

Planning and strategy-building:

corporate communication

Sustainability modelling and

strategy-building: funds raising

Project/Institutional business and

financial growth and sustainability,

Public awareness and voluntary

response from institutions and/or

participants,

Social compliance

Program Management

& Administration

Networking with Corporate,

Public sector organizations,Academia and

Growth in partner institutions,

Effectiveness of program plans, Growth in number of programs


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Independent Trainers

Partnering with academia

(Schools, Vocational Institutes,

Higher Education Institutes and

Universities)

Management of overalldepartments performance and

productivity

Mentor and supervise Task Team

Leads

Task Team Leads performance

planning and assessment

delivered successfully

Quality of learning evaluations

Quality of career competencies

assessments(Quality refers to reliability and validity of

process and data)

Finance and General

Services

Accounting, Funds management

(Cash and Bank Accounts), Payroll

and Taxation, Financial

statements, External Audits

Personnel Services IT Services

General administration

Compliance to International

Accounting Standards / Accepted

Accounting Practices, and

Financial Controls Standards

Accounting data reliability andvalidity for management decision

making and secure transactions

processing;

Employees optimal engagement,

satisfaction and retention;

Reliable and continuous IT

support and coordination with

AMAN IT Centre;

Safe and secure physical

environment, general discipline

and maintenance of the premises

and utilitiesBoard Committees

a.

Board Governance and Evaluationcommittee

b.

Board Audit & Compliancecommittee

c.

Board Personnel committee

d. Board Operations committee

Detailed position profiles are placed at exhibit [A]

3. Personnel Administration

a.

Rationale

Personnel administration structure is designed to ensure the followings

i.

Governance

ii.

Decentralization

iii. Efficacy

iv.

Transparency

b.

Board Personnel Committee

The Chairman Board of Directors shall appoint the Board Personnel Committee, comprising of three sitting

Directors for a period of two financial years. Board Personnel Committee shall oversee the Personnel

Administration. Detailed scope of work for the Board Personnel Committee shall be as follows:


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i.

To consider and approve personnel policies

ii. To make recommendations to the Board for the selection and recruitment of CEO.

iii.

To ratify decisions relating to hiring of management staff; compensation of management staff;

sanction of new positions; and annual personnel budgets.

iv.

To promote Code of Ethics and best International Practices in personnel administration

v. To promote fair, equitable, transparent and safe work environment

vi.

To redress Incumbents grievances and disputes

c. Chief Personnel Officer

The Chief Executive Officer shall have the additional charge of Chief Personnel Officer. The incumbent shall

exercise Executive Authority in matters relating to Personnel Administr ation and shall report to the

Chairman BoD through the Board Personnel Committee.

Detailed scope of work of the Chief Personnel Officer shall be as follows:

i.

To formulate personnel policies

ii.

To chair the Internal Personnel Committeeiii.

To ensure compliance to the laws, regulations and personnel policies

iv.

To represent the Personnel Administration to the Board of Directors

d.

Internal Personnel Committee

The CEO in the capacity of Chief Personnel Officer shall constitute an Internal Personnel Committee,

comprising of three senior managers along with himself / herself in Chair. The Internal Personnel Committee

shall exercise Executive Authority to the extent delegated by the Chief Personnel Officer in matters relating

to Personnel Administration. It shall report to the Chairman Board Personnel Committee through the Chief

Personnel Officer.

Detailed scope of work of the Internal Personnel Committee shall be as follows:

i.

To assist the Chief Personnel Officer in matters relating to Personnel Administration

ii.

To make recommendations on Personnel Policies

iii. To make recommendations on hiring, appraisal, compensation and other matters relating to non-

managerial staff

iv.

To make recommendations on Annual Personnel Budgets

v. To ensure compliance of laws, regulations, policies and rules relating to Personnel Administration

vi.

To maintain administrative discipline and control and foster congenial work environment

vii. To perform any other task relating to the Personnel Administration delegated by the Chief

Personnel Officer


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Notes:

i.

Corporate Affairs operates under the direct control of CEO

ii.

Internal Auditor is a retainer position

iii.

Research & Development task is presently limited to tweaking the school specific curriculum


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Employment Terms, Conditions & Process

1.

Rationale

Employment policy shall aim to attain the following objectives

a.

Equal opportunity

b.

Merit

c.

Equitability

d. Transparency

2. Context

All employment contracts shall be compliant with laws, regulations and policies in vogue, without prejudice;

and are entered into with mutual consent. Unless otherwise expressly stated and agreed upon in the contract

the usual terms and conditions set out by the company shall be binding on both parties.

3.

Types of Employment Contracts

All employment relationships shall be on contractual basis, with or without renewable terms. In general

following types of employment contracts shall be offered:

a.

Long term (3-year) renewable contracts (LTRC)

b.

Short term (Max 1 year) renewable contracts (STRC)

c. Short term (Project based) contracts (STPC)

d.

Voluntary Engagement Contracts (VEC)

4. Definitions

REGULAR FULL-TIME: Incumbents hired on LTRC and STRC basis are defined as (Regular) Incumbents of INJAJ

Pakistan. Such Incumbents are required to comply with general employment conditions framed from time to

time. The Incumbents shall have to successfully fulfil the required employment criteria and successfully

complete probation period before offered regular employment.

PROBATIONARYS: Incumbents are hired on probation. Initial probation period is three months maximum.

Incumbents performance is evaluated on fortnightly basis to assess the behaviour, competence and

performance to assess whether or not s/he is appropriate candidate for regular employment in a specific

position with INJAZ Pakistan. Incumbents who demonstrate or otherwise sufficient suitability for the

employment shall be notified accordingly, in writing. Probationary Incumbents shall be eligible for a monetized

monthly compensation with no additional benefits, whatsoever.

CASUALS: Incumbents those who have established an employment relationship with the INJAZ Pakistan but

who are assigned to work on an intermittent and/or non-predictable basis. Casual incumbents are paid

monetized compensation per month or part thereof but are ineligible for the other benefit programs of the

INJAZ Pakistan.

CONSULTANTS: Consultants hired on STPC basis are offered temporary position in a project. The consultants

are assigned specified work-days/hours, which they are required to put in the project during a specified

period. They are paid for the assigned work-days/hours either in full or in piece meal upon providing the

required deliverables at the assigned rate. Consultants may be allowed to work on-site and/or off-site.

VOLUNTARY RESOURCE: Incumbents services are solicited on pro-bono basis to facilitate specialized tasks,

such as Mentors and Trainers. Standard selection and recruitment criteria shall be adhered in hiring the

voluntary resource. Similarly, objective performance appraisal shall be conducted at the culmination of theirtask and their subsequent solicitation shall be based on their performance ranking.


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5. Entitlements

Employment Type of

Contract

Maximum

Period per

term

Compensation Fringe

Benefits

Contributions

Regular Long term

renewable

contracts

3 Years Salary As per

position

As per policy

Short

renewable

contracts

(STRC)

1 Year Salary Standard None

Consultants Short term

(Project

based)

contracts

Project based,

with specific

tenure

Fee None None

Voluntary

Resource

Voluntary

Engagement

Contracts

(VEC)

Task based None None None

Probationary Probation Three months

with options

to induction

as regulars

Monetized

Salary

None None

Casual Interim

Contract

Daily basis for

a maximum

period of 89

days

Monetized

Salary

None None

INJAZ Pakistan make all the efforts to ensure that the working environment, salary and benefits and career

opportunities it offers to the Incumbents are competitive with those offered by other employers in a similar

category. Nevertheless, if Incumbents, at any point in time, have a grievance they are encouraged to approach

CEO. It is the responsibility of the employee to make sure that his or her grievance holds sufficient grounds

before putting it up for discussion and/or resolution.


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Compensation Framework (Draft)

1.

Context

Many organizations are being challenged to establish equity in compensation across the Positions. Ignorance

or inability to achieve equity leads to serious employee performance and commitment challenges. Such as low

morale, rivalry amongst Incumbents, lack of commitment, general dissatisfaction all affecting productivity and

performance. Secondly, it distorts the Incumbents psychological contracts hence their ownership and

responsibility towards their jobs.

In modern days, organization have innovated several variants of compensation to improve at least perceptual

equity. Some variants are briefly listed below:

Pay for Performance: This regime has its roots in the famous Management by Objectives theory articulated by

Peter F. Drucker a renowned management expert. It aims to connect compensation directly with employee

performance. Per sethis regime offers an acceptable basis of equity. However, it is something that is easy to

say but rather impossible to do in the letter and spirit. While it encourages Incumbents to perform more and

more if they wish to earn more. Yet, the irony is the system allows people if they wish to abuse it by

manipulating their marginal performance into a big performance. Consequently, Incumbents focus on

quantitative performance while ignore the qualitative side. For instance, a Credit Manager would sell more

and more loans and to do so s/he will not consider which are less risky and which are more risky borrowers.

Thus would end up selling more but high risk loans. Another serious dilemma attached to this regime is that at

many instances performance measurement is much subjective leaving room for window dressing and

articulation.

Market Based Salaries: In the first place we must acknowledge that Market Value of an employee is a

subjective phenomenon. Primary drivers to this are the opportunities at hand and the choices made by the

respective Incumbents. Furthermore, it is relatively a new variant primarily introduced by the organizations to

justify lateral hiring at much higher salaries than what is being paid to existing Incumbents at the same

position. In essence it allows organizations to attract Incumbents from their competitors with ease for all the

competitive reasons. Firstly, observation has shown that this approach does not provide long term competitive

advantage. Real beneficiaries are the Incumbents who take advantage of this and always sit at the fence

looking for even higher salary in the market. Eventually a price war is ignited in the market which effectively

erodes profit margins for every organization. Even it is observed that presence of such Incumbents cause wide

spread dissatisfaction amongst the existing loyal Incumbents. In fact they begin to think that they are being

deprived of their rightful rewards. Not only this but at times they also think that the organization is punishing

them for their commitment and loyalty by paying less compensation than the new hires.

Qualification Based Salaries: Traditionally organizations used qualification and skill set as a prime basis fordetermining salaries across. Although it provides an objective basis for establishing equity amongst

Incumbents, however, ironically studies have proved that Incumbents productivity and competence does not

always correlate positively. Another significant problem with this system is that Incumbents tend to give more

attention to improving their qualification and skill set without any concern for on the job performance and

productivity.

2. Compensation Framework

INJAZ Pakistan leverages compensation as a strategic tool to direct individuals and group performance. Having

said this, INJAZ Pakistans compensation is well integrated within the performance management framework.

At present standard compensation ranges are used to determine Gross Salaries at all positions. This model is


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excessively discretionary and subjective. Furthermore it does not provide explicit correlation with the required

performance. The framework has its premise on the following rationales:

a.

Value for money

b.

Fair and equitable

c.

Competitived.

Team based

INJAZ Pakistan is cognizant of its donor driven status and is committed to optimize each rupee-value spent vis-

-vis its object clause. Incumbents compensation is also an integral part of overall expenditure strategy.

Hence, INJAZ Pakistan envisages that the Incumbents compensation must yield value for money. This is

achieved through maintaining equity between what value a team or an employee delivers and the

compensation paid. Nevertheless, INJAZ Pakistan is also committed to pay fair compensation as per the going

rate in the market and achieve horizontal and vertical compensation equity within and outside the INJAZ

Pakistan. Going a step further, INJAZ Pakistan recognizes the need for retaining talented and high performing

Incumbents. In order to do that successfully, it aims to maintain long term competitive edge in careers vis--vis

the industry. Nonetheless, employee-retention is a moving target hence it needs to be pursued ratherselectively. Last but not the least, INJAZ wants to promote team synergy hence Team Performance is yet

another benchmark used in determining team and individual compensation.

The proposed compensation framework is more objective. Accordingly, salaries are computed on more

objective basis. Having said this, Incumbents Net-Salary1 at any point in time, is based on Incumbents

respective position; length of service; amount and diversity of experience (exposure); proficiency (professional

skill set, knowledge and perspective); and team performance.

Salaries are based on the representative positions of the Incumbents. Incumbents Net-Salaries shall be

computed vis--vis their seniority in the company and/or compatible positions held outside the company and

demonstrated competence. However, the net-salary shall be within salary range, determined from time totime, for the specific position at which the employee is working / being hired. Refer to Annexe s for Salary

Ranges.

Annual increments shall consist of three components, namely;

- General Annual Increment Award2

-

Performance Award

-

Competency Award

General Annual Increment Award (GAIA) shall compensate for the

inflation during the preceding 12 months. Incumbents with less than 12

months of service shall be awarded this increment on pro-rata basis.

Performance based increments are separately determined and awarded

on the basis of individual and team performance appraisals3.

Competence based increments are admissible subject to measureable

improvement in competence, which will be determined on the basis of

additional relevant qualification obtained and qualitative assessment of

the immediate supervisor.

Performance awards are based on the moving average points that Incumbents earn on their individual and

team performance evaluations over the preceding three years. The impact of improvement or decay in the

recent years performance ranking will be partially neutralized by previous years performance ranking. Hence

it is hoped that an exceptional (biased) performance ranking in a year does not affect the performance award

in the direct proportion. This shall not exceed 50% of applicable GAIA percentage.

General Annual

Increment Award (GAIA)

Competency

Award

Performance

Award


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Competence award is based on number of variables such as amount and diversity of experience (exposure),

proficiency (professional skill set and knowledge), and last but not the least all perspective at work. The

employees competence (each variable) is ranked in quantitative terms. Competence ranking does not change

over time except for acquiring new skill set and knowledge through training programs or additional academic

qualification and on the basis of qualitative evaluation of change in Incumbents perspective. This shall not

exceed 30% of applicable GAIA percentage.

It is expected that average employee shall stay in one position for not more than [2 to 3] years. However,

fewer Incumbents may stay in the same position for longer period depending on their type of employment.

They will have their primary salaries capped once they attain maximum till the time, management may decide

to award mover-over or their employment terms are modified, as the case may be. It is hoped that by

introducing the above increment-regime, gross salaries will eventually reflect fair and competitive

compensation over a period of 5 years.

3. Administrative Control

Position Recommending Authority Approving Authority

CEO / Executive Director Board HR Committee Board of Directors

General Managers / Senior

Managers

CEO Board HR Committee

Managers Internal HR Committee CEO

Executives Officers Internal HR Committee CEO

Staff Internal HR Committee CEO

The Board of Directors accord annual budget for salaries as a percentage (%) of annual funding (donations) and

place the same at the discretion of Board HR Committee and/or CEO.

i.

Disclaimer:The above framework is rather simplistic. It does not take into account the need for salary differentiation at similar positions across two or

more functions, such as operations, marketing and administration. The underlying rationale for this is to ensure team spirit per se.

However, it is hoped that the scales are constantly benchmarked against market value to ensure fair rewards for all without bias.

Furthermore, it is aimed to reduce subjectivity and discretionary orientations observed in the prevailing system. Unlike the prevailing

system, this tentative framework is based on rather discrete variables such as responsibility areamanagement, operational or functional

that is represented by the Position, moving average performance points, education and training, etc. The additional advantage of this

framework is that the incumbent can hardly disagree with what salary he or she is paid, for the framework is quite quantified and

transparent. Thus it is hoped that this will lead to greater equity perception amongst the incumbents.

ii. Increment Computations Exemplified:

Data: Inflation 10 p.a. Incumbents performance achievements of A & B are 100% and 80% respectively. Team Performance Achievement

80%.

Incumbents competency improvement scores of A & B are 50% and 75% respectively.

Name Base Increment % Performance Award % Competence Award % Total Increment %A

10.0%

Composite Performance (0.8*1) 80%

Performance Award (0.8*0.1*0.5) 4.0%

(0.5*0.1*0.3)

1.5%

(10 + 4 + 1.5)

15.50%

B

10.0%

Composite Performance (0.8*0.8) 64%

Performance Award (0.64*0.1*0.5) 3.2%

(0.75*0.1*0.3)

2.25%

(10 + 3.20 + 2.25)

15.45%

Notes:1Net Salary refers to gross salary minus other admissible allowances.

2Gneral Annual Increment Award is determined on Year to Year basis by the management.

3For working details please refer to Performance Appraisal Framework in the following chapters of this manual.


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EMPLOYEE BENEFITS

Eligible incumbents of the company are provided with a range of benefits that are designed to

provide for adequate personal security. A number of programs (such as EOBI) cover all Incumbents

in the manner prescribed by law. Benefits eligibility is dependent upon a variety of factors, including

employee classification. Your supervisor can identify the programs for which you are eligible.

1. Leaves of Absence

INJAZ Pakistan observes all public holidays including festival celebrations declared as holidays by the

Federal Government of Pakistan. In addition to the above, incumbents are also granted earned and

unpaid leaves of absence. Incumbent cannot claim leaves of absence as a matter of their rights.

Management reserves the right to grant. In case of refusal, the management may grant the requested

leaves during another period or offer cash benefits, as it may deem fit.

Type Eligibility Criteria

Casual leaves of absence 10 working days in a calendar

year for regular incumbents; XXdays for probationary and

casual incumbents

Earned in advance

Annual leaves of absence 24 working days in a calendar

year for regular incumbents

Earned on retrospect basis

Medical leaves of absence 08 working days in a calendar

year for regular incumbents

Earned on retrospect basis.

Upon availing maximum earned

leaves, management may grant

additional leaves by debiting

the available balance of annual

leave of absence

Maternity leaves of absence 12 consecutive weeks once in

two calendar years for regularincumbents

Available to only women

incumbents for a maximum of 3times in the entire service

tenure.

Unpaid leaves of absence /

Pilgrimage leave of absence

Regular employees only Management may decide on

case to case basis.

2. Health Program

The company offers health program all eligible incumbents and their first family members,

as follows:

Medical Allowance and Hospitalisation Insurance

Accident Insurance.

i.

Medical Allowance

The company provides to all eligible incumbents a Medical Allowance benefit after

completion of the probationary period. The annual Medical Allowance is equal to 55% of one

months salary.

ii. Hospitalization Insurance

The company provides a basic Hospitalisation Insurance plan for eligible incumbents.

Hospital Insurance offers you and your family important financial protection.


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iii.

Accident Insurance

The company provides Accident Insurance for all eligible incumbents only?. Accident

insurance provides protection in cases of serious injury or death resulting from an accident.

AD&D insurance coverage is provided as part of the basic life insurance plan.

Note: These recommendations are modification of the general employment categories of AMAN Foundation. The basis for these

recommendations is mainly: To simplify company legal obligations and to improve market competitiveness, and last but not the least to

offer higher value to the Incumbents. Upon reaching agreement in principle, the document will be appropriately expanded.


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PERFORMANCE PLANNING AND REINFROCEMENT FRAMEWORK*

General Guidelines

The Performance Management Program is a process that involves both the Manager/Supervisor and

the staff reporting to him/her. The Program has four individual components to ensure achievementof goals throughout the year. The components are:

1.

The Probationary Period Assessment

An initial Performance Assessment is conducted at the completion of the three month

Probationary period.

2. The Performance Plan is to be developed at the end of the Probationary period. The purpose of

the Performance Plan is to identify the level of performance expected and for the

Manager/Supervisor to provide on-going coaching to assist the employee towards achievement

of stated expectations.

3. A Progress Check, is an informal review of performance to

a. Determine that goals and objectives that were being set are being achieved,

b. Review progress,

c. Recognise achievements,

d.

Discuss developmental needs, and/or

e.

Provide assistance in the accomplishment of performance goals.

4. The Annual Performance Review.

A formal Performance Review may be conducted for all Incumbents once a year, at the end of

each calendar year by the reporting Manager/Supervisor.

*Adopted from AMAN Foundation on as is basis.


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General Policy Guidelines

iv.

General Conduct

INJAZ Pakistan places high priority to its corporate and social responsibilities towards its constituents

(institutions and trainees) and Pakistani community at large. It is therefore expected of every

incumbent to take cognizance of the corporate and social responsibility while delivering any service;

demonstrate respect to the social and religious values of the constituents; maintain congenial

working relations; and last but not the least, optimize service value.

v. Work Ethics and Conflicts of Interest

INJAZ Pakistan commits to always comply with all applicable laws and regulations and expects its

directors, officers, and incumbents to conduct all activities in accordance with the letter, spirit, and

intent of all relevant laws and to refrain from any illegal, dishonest, or unethical conduct.

Furthermore, incumbents are mandated to conduct business within guidelines that prohibit actual or

potential conflicts of interest.

INJAZ Pakistan defines Ethical or Responsible Behaviour as being able to assert own rights in a

manner that does not undermine rights of others. Furthermore, the incumbents behaviour must also

conform to legal, moral and social contract. Incumbents are expected to must demonstrate ethical

and/or responsible behaviour with the constituents, organization, co-workers and society in general.

In a situation where it becomes difficult to determine an appropriate course of action, the incumbent

should discuss the issue openly with the immediate supervisor, and, if necessary, with the Head of the

Department, for further advice and guidance.

Compliance with the policy of work ethics and conflicts of interest is the responsibility of every

incumbent. While INJAZ Pakistan is confident that incumbents will respect this standard of business

ethics and conduct; disregard or failure to comply may lead to disciplinary action, up to and including

possible termination of employment.

Incumbent is responsible for the accuracy and correctness of information contained in the

Employment Application, as well as other personal data presented in the due course of time. Any

misrepresentations, falsifications, or material omissions in any of this information or data may result

in the exclusion of the individual from further consideration for employment or, if the person has

been hired, termination of employment.

vi.

vii. Work Relationships

INJAZ Pakistan aims to foster interdependent work culture within its ranks. Team work is highly

encouraged while solo performance is not appreciated unless otherwise the task entails. Team work is

described as a working relationship where everyone contributes unique (diverse) value and alsoenables each other to do so thus synergizing the whole team performance. Every one doing

everything is not considered team-work.

viii.

ix.

Work Schedules

The normal work schedule is 9.00 a.m. to 5.00 p.m., Monday to Friday. The management may,

however, consider in certain circumstances to allow Flexible Work Schedule to all or specific

incumbents, if deemed productive for the conduct of their assignments. Incumbents are expected to

plan their daily work activities in such a manner that the work is completed within the work schedule.

However, they may be required to work beyond the work schedule when necessary.

Incumbents should arrange to report to their work stations preferably 15 minutes before the start

time and occasionally not later than 15 minutes past the scheduled time. Incumbents are alsoexpected to maintain punctuality of their attendance. However, we recognize the personal casualties


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of the incumbents. Therefore, occasionally incumbents may avail casual leaves of absence, but not for

more than 3 consecutive days. Preferably an advance approval in this regard should be taken

however, in case of emergencies the incumbent should notify of his or her absence via email or phone

to the immediate supervisor or any other responsible person followed by initiating retrospect-

approval. In case emergency prevails beyond 3 days, the incumbent should initiate request for

approval of medical or annual leave of absence. Ignorance of above guidelines may lead to

disciplinary action against the incumbent.

CONFIDENTIALITY

Incumbents are not eligible to access all information of INJAZ Pakistan operations. They can

access only the information relevant to their work responsibilities. Some information will be

to all on the dashboard / in printed form. Such as INJAZ Pakistan schedule of events, list of

partner institutions, and training materials. Nevertheless, incumbents shall be responsible to

keep all the information that comes to them in the due course of work confidential and must

not divulge upon the same in public, unless otherwise instructed by the company.

x. MEALS/PRAYER BREAKS

Lunch breaks are available between 1:00 p.m. to 2:00 p.m. Incumbents are advised to make

arrangements to perform their mid-day (Dhur) prayers during the same break. Incumbents

may avail 15 minutes break to perform their evening (Asr) prayers when it falls during the

usual work schedule. It is expected that the incumbents will compensate the 15 minutes

break by working longer at the close of the day.

xi.

PERSONAL ATTIRE & CONDUCT

INJAZ Pakistan commits to demonstrate professional environment at its offices.

Nevertheless, it does not prescribe uniform or standard dress. Rather it mandates a dress

and appearance guidelines, which apply to all incumbents.

Clothing: Incumbents must make arrangements to wear cloths, which are formal

dresses suitable to present themselves as upright and sober professionals.

Incumbent may choose to wear casual-smart cloths. However, cloths should

not be fancy, vulgar, provocative, and extra-casual. Nor the incumbents

should contribute in fostering show-off culture.

Grooming: Incumbents should adhere to cleanliness, neatness and hygiene standards at

all times. Incumbents are encouraged to use perfumes / deodorants

however, they must not overdo it. Ladies shall avoid wearing party make-

ups. Men shall keep their hairs and beards / mustachios properly trimmed

and combed all the time.

Dialogue: Incumbents should always use an appropriate language while greeting and

communicating, either in person or over the phone. Give full attention to

the constituent by listening and understanding his or her message. Always

confirm their understanding of the message before responding. Make all

efforts to provide correct and complete answer/solution to the constituent.

Should you must refer the constituent to another person, you must do it

promptly. Avoid general or out of scope discussions.


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Smoking: Smoking is recognized as injurious to physical and mental health of the

smoker as well as of the individuals in the vicinity. Therefore, all offices /

work stations and events of INJAZ Pakistan are declared as No Smoking

Areas. Violation may lead to disciplinary action.

xii.

USE OF FACILITIES

INJAZ Pakistan has provided physical facilities and equipment to aid the performance of

incumbents. Such as work stations, computers, access to internet and intranet, telephones,

lightening and air conditioning, etc. Incumbents are entitled to make use of the physical

facilities in the due course of their work in most appropriate, efficient and effective manner.

Inappropriate, extravagant and misuse of the facilities would amount to Abuse and would

make the incumbent liable to make good of the losses thereof or disciplinary action or both,

as deem fit.

xiii.VISITORS

Incumbents should encourage the visitors to take prior appointment to avert disruption in

their work activities. Incumbent should provide visitors information to the Security in

advance. This will help the Security to clear the visitors promptly. Unauthorized visitors are

prohibited from entering in the premises. Incumbent may also receive personal visitors

occasionally. Similar security check would be done for them as well.


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Closure of Employment Contract

INJAZ Pakistan while encourages perpetuity of employment contracts. Nevertheless, the contracts

may be severed either by the company or incumbent at future date, if deemed necessary.

RESIGNATION

Incumbent who wishes to close the contract at his or her own accord may resign by serving a prior

Notice of Resignation of not less than 30 days. The company, however, reserves the right to accept

or reject the resignation and may extend or reduce the notice period requirement, as it deems fit. In

case of not completing the notice period in full or part thereof, the incumbent shall deem to have

agreed to pay gross salary in lieu of the full notice period or part thereof, as the case may be. The

company shall not issue experience letter to incumbents resigning within first year of their

employment contract.

INVOLUNTARY CLOSURE

INJAZ Pakistan reserves the right to severe the contract(s) if deemed necessary by the circumstances

in vogue:

i. Disciplinary Action against an incumbent may lead to closure of the contract by the

company. It is termed as Discharge. In this case, depending on the nature of

disciplinary action and the underlying misconduct of the incumbent the company

reserves the right to make decision whether or not to pay the usual terminal

benefits to the subject.

ii.

Any other inevitable circumstance(s) may entail closure of the contract by the

company. It is termed as Lay Off. In this case the company shall be liable to pay full

terminal benefits as per usual policy / practice, including pay for the notice period if

the incumbent is laid off with immediate effect. The company also reserves the right

to decide paying ad hoc terminal benefits in addition to the usual terminal benefits

with a view to make the incumbent as comfortable as possible.

FULL AND FINAL SETTLEMENT

Incumbents are relieved from the services upon full and final settlement of reciprocal claims:

i. Incumbents are responsible to immediately surrender all properties, materials, or

written information issued to them or in their possession or control. The company

reserves the right to withhold from the final pay check and terminal dues of the

incumbent, the cost of properties either not returned or damaged by the

incumbent. The also reserves the right to take legal actions deemed appropriate to

recover or protect its property.

ii. Gratuity shall not be admissible to incumbents who have not completed six months

or less in the employment.

iii. The company shall make all efforts to pay the final pay check and the terminal dues

within reasonable time. In this regard, the incumbent is also expected to cooperate.

Failure to do so may stretch the full and final settlement.


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Exhibit A

Stan dard Job Profil es

1.

Rationales

Job Profiles are the tools used for the following purposes:

a.

To provide consistent directions to employees behaviors and performance

b. To integrate teams performance for optimizing common goals

c. To generate information for making employee decisions, such as hiring, pricing and

conducting performance appraisals.

2. Framework

Incumbents Job Profiles are integrated within the team performance structure:

a. Key Responsibilities Areas, and

b. Key Performance Indicators

3. Contents

Job Profile Data

a. Employee Title / Position:

b.

Employment Terms: [Long term contract / Short term contract / Voluntary engagement]

c. Salary Range: [Starting/Min Maximum]

d. Reports to:

e.

Role Description: [Describe Incumbentsrespective responsibilities outcomes vis--vis Teams Key

Responsibilities]

f. Activities: [Describe Incumbentsrespective activities outputs they perform and/or are responsible for in

discharging their roles effectively]

g. Standards: [Describe measurable standards that reflect the quality of Incumbentsoutputs and outcomes]

Job Specification Data:

a.

Perspective:[Describe anchors for Incumbentsperspective. Use action verbs]b. Knowledge:

c. Skill Set:

d.

Qualification: Academic / Professional

e. Experience:

f. Any other information that may be considered critical:


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1.

Board of Directors (BoD)

Key Responsibility Area: Overall institutional steering and setting directions

Key Performance Indicators: Value for Money, Sustainability, and Compliance

i.

Board shall have following committees

a. Governance and Evaluation

b. Funds Mobilization and Management

c.

Projects & Programs

d. Audit

e. Personnel

2. Chief Executive Officer (CEO)

Key Responsibility Area: Strategic planning, Corporate management, Public relations and

Compliance

Key Performance Indicators: Efficiency & Effectiveness, Value for Money, Sustainability,

Compliance, and Corporate image

3. Company Secretary

Key Responsibility Area: SECP regulations, Coordination of the Board affairs including Board

Committees, Board meetings and Corporate Governance

Key Performance Indicators: SECP / CG compliance, Board effectiveness & efficiency, Meeting

coordination

4. Internal Auditor

Key Responsibility Area: Financial & internal controls, Financial and management auditing,

Coordination with the Board and external Auditors

Key Performance Indicators: Fiduciary and Financial discipline, Regulatory and Policy compliance,

Risk assessment and mitigation

5. Functions / Processes

ii. Corporate Affairs

Key Responsibility Area: Corporate Planning, Corporate Communication, Funds Raising,

Public relations, Corporate Evaluations, and Social Performance

Key Performance Indicators: Project/Institutional business and financial growth and

sustainability, Public awareness and voluntary response from

institutions and/or participants, Social compliance

iii.

Program Management and Administration


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Key Responsibility Area: Institutional relationship building, programs planning, programs

delivery, and learning evaluations

Key Performance Indicators: Growth in partner institutions, Effectiveness of program plans,

Growth in number of programs delivered successfully, Quality of

learning evaluations

iv. Finance and General Services

Key Responsibility Area: Finance and Accounting, Personnel Services, IT Services and Office

Administration

Key Performance Indicators: Accounting data reliability and validity for management decision

making and secure transactions processing; Employees optimal

engagement, satisfaction and retention; Reliable and continuous IT

support and coordination with AMAN IT Centre; Safe and secure

physical environment, general discipline and maintenance of the

premises and utilities

6. Detailed Position Profiles:

Team work is ensured through matrix structure design. Consequently, each incumbent irrespective

of being a supervisor or reportee, has been assigned unique responsibilities. Put it differently, each

incumbent is responsible for a specific set of responsibilities (This is contrary to conventional

approach where the supervisor owns the responsibility yet s/he delegates its implementation to the

reportees). It is expected that this will foster team culture, ownership where the work is done and

accountability of the incumbent. Furthermore, the overall organization structure is designed flat to

instill empowerment; focus on roles; and, effective communication. It is anticipated that an

incumbent shall be responsible for more than one activity. This job enlargement can be visualized in

two ways: an incumbent can be simultaneously assigned two processes, or the incumbent can be

Head of Department in one process and at the same time can be a reportee at another process.

Lastly, an incumbent can head more than one process. Detailed profiles for each position follow.

It is recommended that Terms of Reference should be written for each incumbent on case to case

basis, based on his or her job contents (number of processes).


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Department Management Team

Position: Chief Executive Officer

Titles: Not applicable

Reports to: Board of Directors, with dotted line reporting relationship to INJAZ Al Arab

and JA, USA.

Reportees: All operations and general services departments

Key Result

Areas - Strategic planning,

-

Corporate management and management of operations,

-

Public relations and social compliance

- Team development and management

- Coordinate with BoD, Board Committees and internally across thedepartments

Standard Operating

Procedures

(Please insert your responsibilities)


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Position: Company Secretary


Reports to: Board of Directors, with dotted line reporting relationship to CEO

Reportees: Note applicable

Key Result

Areas - Comply with Company Registrar Office / SECP / Stock Exchange

- Corporate Governance

- Trustee of the Gratuity / Pension / Other Employee Fund

- Board matters

- Coordinate with BoD, Board Committees, and Management Team

- Team work

Standard Operating

Procedures

Ensure implementation of Corporate Governance rules and regulations

Comply with SECP, CRO and KSE rules and regulations. File changes with the SECP/CRO

regarding the particulars of the Companys directors and officers, and the Companys

annual return.

Prepare and circulate agenda/working papers to Members of the Audit Committee;

Governance and Evaluation Committee; and Board of Directors for BOD and Audit

Committee and Governance and Evaluation Committee meetings. Draft minutes of meetings of the Board of Directors, Audit Committee and Governance

and Evaluation Committee and their subsequent circulation as per law.

Follow-up to convene Annual/Extraordinary General Meetings for the conduct of

ordinary/special business as requisitioned by the Directors.

Monitor filing of beneficial ownership returns as required by law.

Manage the affairs of the Pension, Gratuity, Provident Fund, and Benevolent Fund of the

employees.

File standard forms and returns with SECP and other Government Institutions in relation

to shareholders and directors etc. on timely basis


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Position: Internal Auditor


Reports to: Head of Board Audit Committee

Reportees: Note applicable

Key Result

Areas - Internal financial and management audit

- Risk management

- AML/CFT compliance

- Regulatory compliance

Standard Operating

Procedures

a. Develop annual audit plan and strategies for its implementation

b. Conduct functional assessment and audit evaluation of all financial, accounting and

physical operations of the organization and set out guidelines for improvement and

efficiency while addressing errors and irregularities

c. Ensure AML/CFT compliance in financial transactions, especially donor funds, with

zero tolerance.

d. Ensure regulatory compliance in financial transactions and company operations

e. Regularly assess risk in financial transactions and company operations, and suggest

appropriate risk management strategiesf.

Provide advice and recommendations in improving financial management system in

the organization

g. Ensure compliance of audit committee decisions and correspond with the concerned

departments

h. Evaluate to ascertain extent to which company assets are accounted for and

safeguarded from losses

i.

Prepare regular reports on audit activities that need to be submitted to Audit Board

Committee

j. Undertakes relationship management with key counterparts and stakeholders both

within and outside the company


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Department PROGRAMS MANAGEMENT AND ADMINISTRATION

(Process)

Position: Head of the Department (HOD)

Titles: Senior Manager; Deputy General Manager; General Manager; Senior

General Manager*

Reports to: Chief Executive Officer

Reportees: Task team leads (Curriculum; Volunteer Sourcing; Coordination; and,

Evaluation)

Key Result

Areas - Networking with Corporate, Public sector organizations, Academia and

Independent Trainers

-

Partnering with academia (Schools, Vocational Institutes, Higher

Education Institutes and Universities)

- Management of overall departments performance and productivity

- Mentor and supervise Task Team Leads

- Task Team Leads performance planning and assessment

- Coordinate within and inter-department

-

Team building

Standard Operating

Procedures

1.

Networking with Corporate, Public Sector Organizations, Academia and Independent Trainers

a. Conduct primary research to identify potential sources (organizations and individuals) of

volunteer-resources. Leverage personal/corporate references where available.

b.

Relationship building at the Corporate Level: -

i. Introduce INJAZ Pakistan mission and achievements to date

ii. Engage senior managers in INJAZ ceremonial events

c.

Pitching: -

i. Identify contact person(s). Usually HR Manager is most appropriate contact.

ii.

Solicit interest in volunteering as Trainers/Mentors (Highlight the social

responsibility and improvement in professional credentials) through CEO/HRDepartment. Subsequently, the TTL will follow up with the HR Department and

Volunteer-resources

2. Partnering with Academia

a. Conduct primary research to target schools, vocational institutes, and higher education

institutes/universities through

i.

Institutional references;

ii. Personal contacts;

iii.

Primary data-bases (Print media, web, etc.)

b.

Pitching: -

i. Solicit meeting with the Head of the Institute / Dean / Head Mistress


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ii.

Introduce INJAZ Pakistan mission and achievements to date, with focus on

advantages (value) to the students and their institutions.

iii. Create interest and solicit agreement in principle from the institution

iv.

Follow up with email to reinforce the institutes interest and agreement (If need

be, initiate signing of MoU between INJAZ Pakistan and the School)

v.

Identify contact person and introduce TTL (Curriculum) to initiate discussion on

the programs (The process is taken forward by the TTL Curriculum)

3. Management

a. Managementper seentails the followings:-

i.

Setting the directions (business / operational planning)

ii. Budgeting

iii.

Monitoring, assessing, adjusting and reporting departmental performance

b.

People Performance

i.

Supervisionper seentails assigning tasks, facilitating on the job, and mentoringii. Setting TTLs performance targets collaboratively

iii.

Monitoring and assessing TTLs performance collaboratively

iv. Identifying TTLs development needs and developing training/rotation plans

c. Coordination

i.

Coordinate across the TTLs for coordinated task accomplishments

ii.

Coordinate with other processes/functions for and on behalf of the

department/team


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(Process)

Position: Task Team Lead (Curriculum)

Titles: Executive; Assistant Manager; Deputy Manager; Manager

Reports to: Head of Department

Reportees: None

Key Result

Areas - Develop school/institution specific curriculum

-

Develop school/institution specific programs schedule

-

Coordinate within and inter-department

-

Team work

Standard Operating

Procedures

a.

Develop proposed curriculum based on overall assessment of academic

standard of the school/institution and general readiness of the target audience

(Trainees).

b.

Present and negotiate the curriculum with the school/institution (Focus on the

benefits to the school/institution and trainees).

c. Make necessary adjustments in the curriculum/programs to suit the

school/institutions expectations and trainees learning needs (Focus on

schedules and the program contents)

d.

Confirmed engagements are updated on INJAZ Pakistans programs calendar

e.

Forward the curriculum to TTLs (Volunteer-Resource and Coordination) for

volunteer-resource engagement and program execution planning, respectively.

f. Review periodically the curriculum in the back drop of training feedback of the

school/institution, trainees and volunteer-resource) and retention surveys.

g.

Make change recommendations in the curriculum and re-negotiate with the

school/institution to increase training efficacy.


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(Process)

Position: Task Team Lead (Volunteer Sourcing)



Reportees: None

Key Result

Areas - Build potential volunteer-resource

-

Identify and engage volunteer-resource

-


-

Team work

Standard Operating

Procedures

1.

Volunteer-Resource Sourcing (Done in three ways)

i. Initial database compiled; through emails/cold-calls to HR representatives of organizations

with active CSR initiatives

Introductory emails/phone calls to HR representatives

Interested corporations respond

Program details and schedules shared with interested corporations

HR representatives respond with contact details about interested employees

ii.

Individual volunteer-resources sourced; after reviewing resumes/volunteer forms sent via

email

iii.

Additional volunteer-resources are continually sourced through meetings with and/or

references

2. Volunteer-Resource Engagement

i. Volunteer-resource participation is solicited by sending out the Training Calendar to all

volunteer-resources available in the database.

ii. Upon receiving affirmative response, the trainers profile (as per database) is matched with

their choice(s) of trainings

iii.

Volunteer engagement contract is sent to the trainer, to accept and sign.

iv. Simultaneously, Trainers orientation session is scheduled with the Coordinator

v. Invite is sent to the Trainer for the orientation session at INJAZ Pakistan Offices (Repeat

trainers may not require the full length orientation session. Instead a pre-training briefing is

done by the coordinator)

3. Volunteer-Resource (Post-Program Follow up)

Volunteer survey conducted after the end of a scalable program

Program impact report sent to volunteer via academic team

New program schedules continually sent to all volunteers on database

Monthly highlights sent to all volunteers on database

Queries via email/phone calls addressed


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(Process)

Position: Task Team Lead (Coordination)



Reportees: None

Key Result

Areas - Program preparation

-

Program execution

-

Program evaluation and data compiling

- Coordinate within and inter-department

-

Team work

Standard Operating

Procedures

1. Program Preparation Stage

a.

Initiate:

i. Prepare and send out workshop details (Training overview; Target audience;

Learning outcomes; Trainer brief; Training methodology; Pre and post training

assessment; Optimal group size; venue and timings; and, responsibilities of the

school/institution and INJAZ Pakistan in effective execution of the program; INJAZcode of conduct for the trainee)

ii. Coordinate with TTL (Volunteer-Resource) for volunteer engagement and

orientation

iii. Send out reminders to all at least 2 days prior to the workshop

b.

Content Preparation

One Day Workshops

i. Translate and localize programs, if needed, as per the level of trainees

ii.

Prepare workshop material (Photocopying and compiling program material; andPreparing certificates)

Scalable Programs

i.

Prepare and provide program kits to volunteers (Delivering program material to

volunteers on a weekly basis, where needed)

ii. Coordinating program requirements with school/educational institutions and

volunteerAlready done in the initiating stage

iii. Evaluate and approve students projects (where required). Who decides this and

when is this done?

iv.

Plan and prepare for program graduation ceremony: Coordinate withschool/educational institution with regards to venue and logistics;


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v.

Coordinate with HoD for inviting Guest of Honor from the Corporate fraternity

c. Volunteer-Resource Orientation

i.

Run through the training contents, learning outcomes, methodology and code of

conduct with the volunteer-resource (Conduct in-depth training session at the

INJAZ Pakistan office, if deemed necessary)

2. Program Execution Stage

i. Set up venue

ii. Collect trainees attendance (on weekly basis for scalable programs)

iii.

Set the stage (Give training overview, learning outcomes, learning methodology and

code of conduct)

iv.

Explain the rationale of pre-training and post training assessment followed by giving Pre-

training Assessment

v.

Give feedback on the pre-training assessment followed by a pep talk to help traineesidentify their learning goals

vi.

Introduce Trainer (Volunteer resource) and hand-over the class to him/her

vii. Facilitate the training process (Content delivery - optional, student facilitation and

assistance, and management of group energy and conduct)

viii.

Give post-training assessment at the end of training program

ix.

Provide duly completed certificates to students and volunteer (Apply to scalable

programs only).

x.

Acquire duly completed INJAZ Pakistan Volunteer Survey from the volunteer (Apply to

scalable programs only).

2.

Post Program Stage

i. Data entry of Pre and Post Tests on INJAZ Pakistans Student Survey Excel Sheets

ii. Data Analysis as and when required


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(Process)

Position: Task Team Lead (LearningEvaluations)



Reportees: None

Key Result

Areas - Data interpretation and analysis

-

Change recommendations building and report preparation (writing)

-

Tracking learning retention

-


- Team work

Standard Operating

Procedures

1)

Analysis

a. Data from pre and post tests of both one-day and scalable workshops is entered into

Excel worksheets; This step is already completed by the TTL Coordination

b. Pre-training and post-training data is analyzed on statistical software on following

dimensions (please mention)

c. Common trends and themes are highlighted and discussed with the Program

Management and Administration team.

d.

Draft recommendations in light of (c) above

e.

Write full report, including recommendations, data sets etc. and forwarded to HoD

Program Management and Administration and the CEO, INJAZ Pakistan for review

and approval.

f. Finalized report drafts are sent to the HoD; TTL Corporate Communications; etc. for

further dissemination.

2)

Retention surveys

a. Retention surveys (designed to ascertain beneficiaries retention levels) are

conducted intermittently

b. Retention survey data sets are analyzed and reports (incl. recommendations) are

drafted, and sent to HoD and CEO for their review

c.

Finalized drafts are sent to HoD; TTL Curriculum and CEO for their perusal and

making necessary changes in the curriculum/program delivery

3)

Volunteer Surveys

a. Data derived from Volunteer Survey is assessed.

b. Drafts report is sent to HoD and CEO for their reviews

c. Finalized drafts are sent to HoD; and TTL Volunteer-resource for feedback to

volunteer-resource and reference for future engagements.


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Department CORPORATE AFFAIRS (Operates under direct control of the CEO)

(Process)

Position: Head of Department (Operates under direct control of the CEO)

Titles: Not Applicable

Reports to: Not Applicable

Reportees: Task Team Leads

Key Result

Areas Lead Strategic / Corporate Planning & Evaluation Process

Planning and strategy-building: corporate communication

Sustainability modeling and strategy-building: funds raising


Team work

Standard Operating

Procedure 1. Corporate Planning & Evaluation Process

i.

Environmental scanning

ii. Institutional scanning

iii.Developing corporate strategic objectives and strategies

iv.Setting functional strategic objectives and strategies

v. Corporate assessments

2. Corporate Communication

i.

Develop PR objectives & strategy

ii.

Supervise corporate communication process

iii.

Evaluate PR efficacy

3. Fund Raising

i. Sustainability modeling

ii. Develop fund raising strategies

iii.

Corporate networking & disseminate INJAZ achievements


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Department CORPORATE AFFAIRS

(Process)

Position: Task Team Lead (Project Planning, Monitoring and Evaluation)



Reportees: None

Key Result

Areas Monitor corporate performance of INJAZ Pakistan vis--vis its strategic plans

and other actors in the sector

Monitor stakeholders satisfaction (Schools/institutions, corporates etc.)

Coordinate with

Team work

Standard Operating

Procedures (Insert here)


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Department CORPORATE AFFAIRS

(Process)

Position: Task Team Lead (Funds Raising)



Reportees: None

Key Result

Areas Mobilize funds from the Corporate Institutions

Develop relations with the Corporate Donors

Identify new Corporate Donors

Coordinate with

Team work

Standard Operating

Procedures

1.

Coordinate with HOD in building Fundraising Strategies

2. Develop and implement the annual fundraising campaign

Research and utilize regional board of director corporations, other

corporations, foundations, and government donors for potential

fundraising sources.

Develop fundraising materials and proposals for an effective

campaign.

Manage existing donor relations: write grant proposals and

reports. Ensure timely progress reports are submitted to donors.

Engage IP Board members in development process. ?

Develop communication tools and tool kits to effective optimize

fundraising potentials in the sector.


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Department Corporate Affairs

(Process)

Position: Task Team Lead (Corporate Communication)



Reportees: None

Key Result

Areas Build positive corporate image of INJAZ Pakistan

Promote public and institutional good-will and patronage

Enhance INJAZ Pakistans visibility

Coordinate with

Team work

Standard Operating

Procedures

1. Corporate Content Development and Dissemination

Flyers:

Junior Achievement (JA) portal accessed

Information/documents regarding pertinent INJAZ Pakistan/JA program searched for

and downloaded

Relevant information further modified to cater to local audience

Pre-defined JA flyer template modified to cater to INJAZ Pakistans needs and those of

local audience

For flyers developed from scratch; content produced after reviewing program material

(worksheets) and designed as per JA and INJAZ Al-Arab branding guidelines

Brochures:

Content developed as required

Additional necessary information gathered from academic development (program

numbers, academic targets, etc.)

Corresponding pictures selected as per INJAZ Al-Arabs branding guidelines

Layout/Design selected; brochure designed as per INJAZ Al-Arabs branding guidelines

Procurement department contacted regarding available vendors

Selected vendor contacted to print brochure

Newsletter

Monthly Newslettero Important highlights and developments presented as short articles


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o Any necessary facts about programs, student numbers or information handled

solely by academic team added after coordination with academic team

o Corresponding pictures selected as per guidelines for pictures stated in INJAZ Al-

Arabs branding guidelines

o Newsletter emailed to all volunteers on database

Quarterly Newsletter

o Testimonials gathered from achievers and volunteers (through comments/posts

on Facebook and volunteer/student program surveys)

o Coordination with academic team in order to acquire articles from students.

(academic team approaches select institutions/achievers for articles on their

experiences with INJAZ Pakistan)


solely by academic team compiled after coordination with academic team

o Important highlights and developments in the last quarter presented as

different articleso Corresponding pictures selected as per guidelines for pictures stated in INJAZ Al-

Arabs branding guidelines

o Procurement department contacted regarding available vendors

o Selected vendor contacted to design newsletter

o Email coordination with vendor regarding layout and formatting of newsletter. If

necessary, personal meeting arranged to discuss layout and design

o Necessary changes discussed with vendor via email and/or personal meeting

o Draft newsletter shared with Executive Director and team via physical

copy/email, for approval

o

Necessary changes discussed with vendor via email and/or personal meeting

o Approved newsletter sent for print via vendor

o Approved newsletter emailed to all volunteers on database

o Once printed, newsletters sent out to educational and corporate partners via

courier

Website

Designated external website developer (in Jordan) contacted via email/conference

call

Layout of website selected and discussed Extensive content developed as per INJAZ Al-Arabs branding guidelines

Educational/corporate partners contacted for additional content (such as board

member profiles/volunteer profiles)

Additional content reviewed and modified as per requirements

Pictures to be added selected as per INJAZ Al-Arabs branding guidelines

Content and pictures uploaded on Dropbox

Draft website layout reviewed after completion (to ensure proper formatting and

consistency with INJAZ Al-Arabs branding guidelines)

Necessary changes discussed with website developer via email/conference call


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Website content continually updated, added and maintained (after administrative

access is acquired). This entails updating events, articles, new

volunteer/educational/corporate partners, program and team/board members

information

Correspondence with website developer when changes to layout design needed

Regional and Local Organizations

Monthly News (to Regional OfficeINJAZ Al-Arab)

o Important highlights and developments related to INJAZ Pakistan, presented as

short articles


solely by academic team added after coordination with academic team

o Corresponding pictures selected as per guidelines for pictures stated in INJAZ Al-

Arabs branding guidelineso News and pictures emailed to designated marketing and communications head

at INJAZ Al-Arab, at the end of every month

Educational/Corporate Partners/Press Requests

o Request received for article to be written (r

Documents

HR Manual by Corporate Consulting Group