Your Federal Quarterly Tax Payments are due April 15th Get Help Now >>

Footer template by Levone

VIEWS: 70 PAGES: 42

									  Staff
Handbook
Contents
Purpose of this Handbook.....................................................................................................4
ADVETI Mission Statement......................................................................................................4
ADVETI Vision Statement ........................................................................................................4
About ADVETI.........................................................................................................................4
Licensure and Accreditation .................................................................................................5
Roles and Responsibilities of Executive members ............................................................7
  Institute Director ....................................................................................................... 7
  Deputy Director......................................................................................................... 7
  Director Academic Services .................................................................................... 7
  Director Corporate Services .................................................................................... 7
  Chief Information Officer ......................................................................................... 7
  Manager, Quality and Accreditation ....................................................................... 7
  Manager, Finance and Administration.................................................................... 8
  Manager, Facilities and Assets ............................................................................... 8
  Manager, Human Resources ................................................................................... 8
  Manager, Student Administration ........................................................................... 8
Business Units .......................................................................................................................8
Working Conditions ...............................................................................................................8
Code of Conduct and Ethics .................................................................................................9
Intellectual Property...............................................................................................................9
Rights and Responsibilities ..................................................................................................9
  Rights.......................................................................................................................... 9
  Responsibilities:.......................................................................................................... 9
  Dress .......................................................................................................................... 9
Recruitment and Selection ..................................................................................................11
  Advertising ................................................................................................................ 11
  Selection Panel......................................................................................................... 11
  Applications .............................................................................................................. 12
  Merit Selection .......................................................................................................... 12
Orientation ............................................................................................................................13
Promotions ...........................................................................................................................13
Appeals .................................................................................................................................13
Professional development...................................................................................................14
Mentoring Program ..............................................................................................................14
Evaluation .............................................................................................................................14
Unsatisfactory Performance ...................................................................................................15
Appeals .................................................................................................................................16
Grievances ............................................................................................................................16
Contracts...............................................................................................................................18
  Types of contracts .................................................................................................... 18
  Initial contract............................................................................................................ 18
  Contract renewal....................................................................................................... 18
  Contract termination ................................................................................................. 18
  UAE Law................................................................................................................... 18
Leave .....................................................................................................................................20
  Sick Leave ............................................................................................................... 20
  Emergency leave .................................................................................................... 20
  Health Insurance..................................................................................................... 20
  Annual Leave & Vacation Period........................................................................... 21
  Haj leave .................................................................................................................. 21

Staff Handbook                                               Version 1                                                  Page 2 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
Appendix A - Policies...........................................................................................................23
 Code of Conduct and Ethics ..................................................................................... 23
 Recruitment Policy.................................................................................................... 28
 Selection Procedure ................................................................................................. 30
 Performance Management and Development Policy ............................................... 36
 Grievance Procedure................................................................................................ 38




Staff Handbook                                           Version 1                                            Page 3 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
Purpose of this Handbook
The Staff Handbook contains the main rules and regulations, practices, expectations and
responsibilities related to the effective operation and performance of the Institute. The
handbook is approved by the Executive and has been produced in consultation with senior
managers. The ADVETI Policy and Procedure Manual is another primary reference for staff
to refer and adhere to. Amendments to policies and procedures are made as per the
Developing Policies and Procedures documents.

Regular reviews and feedback ensure that ADVETI’s systems, processes, policies and
procedures remain relevant and current. This handbook will be reviewed annually led by the
Manager Quality and Accreditation in consultation with the Executive Committee, staff,
Human Resources and the Board.

ADVETI Mission Statement
To deliver nationally accredited, internationally recognised vocational education and training
to support economic and social development across the UAE.

ADVETI Vision Statement
Emirati Nationals competently trained for the world of work in a rapidly changing world
environment.

About ADVETI
The Abu Dhabi Vocational Education and Training Institute (ADVETI) was established by
Decree Law No. (25) of 2007 signed by Khalifah Bin Zayed Al Nahyan. ADVETI will assist
the Abu Dhabi government to realise the goals of the United Arab Emirates Government
Strategy to build an Emirati workforce that can effectively and efficiently manage the
challenges of their future labour market. The Institute will gain and maintain Licensure
through the Ministry of Higher Education.

ADVETI will prepare Emiratis to effectively perform in the UAE work force. ADVETI runs its
operation and plans its programs to facilitate student development and to reach the maturity
required in the workforce. ADVETI graduates entering the workforce are job ready. Job
readiness is one of the key strengths of vocational education and training graduates.

The Diplomas offered at ADVETI have been specifically designed in consultation with Abu
Dhabi industry and businesses to ensure that ADVETI graduates are ready to match the
knowledge and skill needs of industry and businesses. All programs will be accredited
through the Ministry of Higher Education.

Work environments are places of mixed genders, males and females must learn to work in a
mixed environment to successfully achieve outcomes. Whilst most classes separate males
and females, some activities at ADVETI involve mixed male and female participation. These
activities may include industry/ business forums, classes with small numbers and library
hours.

ADVETI will play a significant role in furthering the Emiratisation policy of the UAE and in
assisting the competitiveness of Abu Dhabi industry. The Institute’s Emiratisation policy has
a specific focus on recruiting, mentoring and supporting Emirati staff to develop the local
capability to ultimately manage and control the Institute.


Staff Handbook                                           Version 1                                            Page 4 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
Licensure and Accreditation

Institutions in the UAE are licensed by the Ministry of Higher Education. In 2008 ADVETI will
participate in an assessment process, organised by the Ministry of Higher Education, to
accredit all its programs. This process will comprise groups of international auditors
examining the development, delivery and assessment of the Diplomas programs.

Mostly academic staff will be involved in this process. Corporate services and administrative
staff may also be involved and asked to demonstrate the systems and processes that
underlie the efficiency and effectiveness of operations.

The Standards for Licensure and Accreditation can be found at the weblink
http://www.caa.ae/CAAweb/images/standards2007.pdf




Staff Handbook                                           Version 1                                            Page 5 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
Staff Handbook                                           Version 1                                            Page 6 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
Roles and Responsibilities of Executive members
Institute Director
The Institute Director reports to the Board. The Institute Director is accountable for providing
strategic guidance, oversight and leadership for the achievement of ADVETI’s strategic and
business objectives as prescribed in the TAFE NSW – ADEC contract. The leadership
should ensure that the Institute has the capacity to fulfil its role as an effective instrument of
support in the achievement of the UAE Government Strategy as it relates to vocational
education and training. The Institute Director leads the processes which set strategic and
long-term directions for the Institute and is also responsible for the day to day operational
management of the Institute.

Deputy Director
The Deputy Director reports to the Institute Director. The Deputy Director operates across all
portfolios to assist the Institute Director and members of the Executive in implementing
strategies to ensure the effective operation of the Institute. The Deputy facilitates a team
based approach with senior managers in applying a consistent and integrated business
model that achieves the Institute’s strategic outcomes.

Director Academic Services
Director Academic Services reports to the Institute Director. The Director Academic Services
directs the design, development, review and delivery of curriculum products and services to
meet the required Emirate and Institute priorities. The Director provides high level advice to
the ADVETI Management Board relating to local and international vocational education and
training to ensure that relevant curriculum strategies are developed to reflect the needs of
ADVETI target groups.

Director Corporate Services
Director Corporate Services reports to the Institute Director. The Director Corporate Services
manages the overall business support functions of the Institute to ensure the provision of
high quality, cost effective vocational educational and training services. The Director also
provides expert advice and support to the Institute Director and the Institute senior
management team.

Chief Information Officer
The Chief Information Officer reports to the Institute Director. The Chief Information Officer
provides organisational leadership, strategic management, technical and operational advice in
all Information Technology Communications, Library Services and Teaching & Learning
Support services that may impact on current and future educational programs or business
operations. The CIO is responsible for the provision and support of technology across all
Business Units and Institute services to support the achievement of the Institutes longer term
strategic goals.

Manager, Quality and Accreditation
Manager, Quality and Accreditation reports to the Institute Director. The Manager, Quality
and Accreditation provides leadership to ensure the Institute meets the UAE Standards for
Licensure and Accreditation and is responsible for institutional effectiveness. The manager
provides direction and advice in the establishment, implementation, review and improvement
of the Institute’s quality and business management systems in order to develop
organisational capacity, drive business improvement and achieve organisational excellence.


Staff Handbook                                           Version 1                                            Page 7 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
Manager, Finance and Administration
Manager, Finance and Administration reports to the Director Corporate Services. Manager,
Finance and Administration provides leadership and manages the business activities of
Finance, including corporate accounting, financial management, budget and resource
allocation, performance measurement, identification of business efficiencies and productivity
improvements, business objectives, monitoring of resource utilisation and asset
management.

Manager, Facilities and Assets
Manager, Facilities and Assets reports to the Director Corporate Services. Manager,
Facilities and Assets provides organisational leadership, strategic and operational advice on
asset management to enable the delivery of quality educational outcomes. The Manager
ensures an integrated asset management service to ADVETI by leading the development of
capital development and maintenance plans, the provision of direct properties maintenance
and minor capital works programs.

Manager, Human Resources
Manager, Human Resources reports to the Director Corporate Services. Manager, Human
Resources leads the development and implementation of the Institute’s Emiratisation Plan to
facilitate change management and development programs that result in the effective
leadership and management of ADVETI by an Emirati workforce. The Manager also provides
strategic advice to the Management Board and Executive Committee regarding UAE
Employment Law and Government Legislation and provides leadership and direction in the
management of the Institute’s Human Resource functions including Human Resources
Management, Organisational Development and the Workplace Environment.

Manager, Student Administration
Manager, Student Administration reports to the Director Corporate Services. Manager,
Student Administration provides strategic leadership and advice to Institute management and
staff to ensure effective management of the Institute’s student administration functions
including admissions and registration, student recognition and learning management
systems. The Manager leads the student administration team to ensure the provision of
excellent levels of customer service.

Business Units
Business Unit Managers lead a team of people in achieving the business unit outcomes.
Managers recruit staff as per the agreed staff establishment. The staff establishment is
determined by Business Unit Managers, Human Resources, the Director and the Board.
Business Unit Managers work with Human Resources to develop position descriptions to
ensure the unit has the capability to achieve its outcomes.

The organisational charts for each of the Business Units are in Appendix B.

Working Conditions
Non academic employees are required to work a 35 hour week. Hours of attendance are
generally between 8.00am to 5pm with a one hour lunch break however some positions may
be rostered to provide necessary coverage such as evening classes. Other arrangements
may be negotiated between an employee and their manager and may only be made if there
is no negative impact on productivity or outcomes.



Staff Handbook                                           Version 1                                            Page 8 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
Employees are expected to be onsite at all times. Any absences from the workplace must be
negotiated with the manager.

There may be occasions where employees are required to work outside their normal hours,
for example, for educational exhibitions or promotions or night student admissions. Time in
lieu will be negotiated with these employees. Employees do not receive overtime.

The compensation package is found later in this document.

Code of Conduct and Ethics
Each individual employee shares responsibility for creating and maintaining Abu Dhabi
Vocational Education and Training Institute‘s (ADVETI) ethical culture. The Code provides a
positive direction to assist in shaping the ideals we seek to realise. ADVETI is committed to
the effective application of the Code of Conduct and Ethics and to its periodic review.

The Code of Conduct and Ethics is documented in the ADVETI Policy and Procedure Manual
and can be found in Appendix A.

Intellectual Property
ADVETI owns, controls and manages all Intellectual Property (IP) created or acquired by its
employees. All employees, contractors and consultants have a responsibility to properly
identify, attribute and preserve the IP of ADVETI. Where ADVETI engages a contractor or
consultant, and that contractor or consultant creates any IP as part of that engagement, the
contractors agreement must clearly state that ADVETI owns this IP. Sourced work must be
acknowledged appropriately.

The Intellectual Property Policy is documented in the ADVETI Policy and Procedure Manual.

Rights and Responsibilities
Rights
Employees have the right to:
   be treated fairly and with respect by students and other staff
   work in an environment free from discrimination and harassment, and where non
   discriminatory and equity principles are maintained and advanced
   openly express opinions within the bounds of professional behaviour

Responsibilities:
Employees have a responsibility to:
   uphold the ADVETI Code of Conduct and Ethics
   uphold the highest standards of professional integrity and propriety
   contribute to and progress the achievement of strategic and business goals
   commit to discharging their duties and responsibilities in a fair and equitable manner
   promote a harassment free environment where employees and students are fully aware
   of their rights and responsibilities
   demonstrate respect and courtesy for all people
   abide by the ADVETI Privacy Policy and maintain confidentiality at all times

Dress
Expatriate staff are required to dress in business attire with regards to the local culture.

For men - business trousers and jacket with long sleeved shirt and tie.

Staff Handbook                                           Version 1                                            Page 9 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
For women – a suit, or tailored and conservative dress, or skirt and blouse combination. No
low neck-lines or bare arms. Hems should be well below the knee preferably calf or ankle
length, or just below knee with stockings. Closed shoes should always be worn.

For non- expat employees the National Dress is generally worn. If not, they are also required
to dress in business attire.




Staff Handbook                                           Version 1                                           Page 10 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
Recruitment and Selection
The Recruitment Policy aims to ensure the appointment of the most suitably qualified and
experienced personnel to ADVETI in compliance with ADVETI’s contractual agreement and
applicable UAE laws and regulations. All appointments are made on the basis of merit.

Recruitment action commences with the approval of the Institute Director and is conducted in
accordance with ADVETI delegations. Prior to commencing recruitment action, the Business
Unit Manager reviews vacancies within their unit with the Manager, Human Resources to
ensure the job design is still relevant and that the grade reflects the qualifications, skills and
knowledge required of the position.

Applicants must satisfy relevant educational, technical or professional qualification
requirements and must be fluent in English. The qualifications, skills and knowledge required
are specified in specific position descriptions which are available from Human Resources
when vacancies are advertised.

All staff are subjected to a security check in accordance with the Abu Dhabi and United Arab
Emirates governments’ requirements.

Selection decisions must also consider the social and moral mores of Islamic culture. One’s
personal circumstances are a factor in recruitment and must meet the cultural social and
moral expectations.

Advertising
ADVETI adopts Equal Employment Opportunity in the selection of staff. This means that all
individuals are given an equal chance of applying for a vacancy. When a vacancy occurs, the
role is advertised in local Abu Dhabi papers or other areas as deemed appropriate to attract
high calibre applicants. Interested applicants must contact the Recruitment Officer in Human
Resources to obtain an information package which will state the role of the position and the
essential criteria. A candidate must be able to demonstrate that they competently meet all
the essential criteria.

All individuals interested in applying for a vacancy must submit an application addressing
each of the essential criteria to the Recruitment Officer in Human Resources. A selection
panel will review all applications and call to interview those applications that demonstrate
competency in all the criteria.

Selection Panel
The manager of the position is responsible for establishing a selection panel. The selection
panel must consist of at least three (3) members. This can be varied to more than three
depending on the ability of the panel to satisfy the following requirements:
   • There must be at least one female and one male on the panel
   • At least one panel member should be thoroughly familiar with the position, its duties,
       its environment, and the knowledge, skills and aptitude required of the successful
       applicant
   • At least one independent member
   • All panel members must have knowledge of good staff selection techniques and
       Equal Employment Opportunity (EEO) practices



Staff Handbook                                           Version 1                                           Page 11 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
     •    No member of the panel is to have a close personal relationship with any other
          member of the panel or with any of the applicants
     •    Panel members who are employed by ADVETI must be at a salary or wage level
          above that of the vacant position, however, the Manager, Human Resources may
          approve the inclusion of a panel member of an equal or lower salary or wage where it
          is justified in the circumstances
     •    A manager may submit a request to the Manager, Human Resources if there is good
          reason to establish a selection panel of only two members

Applications
The selection process involves at least three components.
   1. Written application submitted by interested candidates
   2. Interview of the candidates who meet all the essential criteria by a selection panel
   3. Performance based referee reports from previous managers or supervisors

Employees are chosen on their demonstrated ability to meet the essential criteria in the
position description of the specific role they are applying for. Employees require a level of
competence, oral and written, in the English language to enable them to work effectively in
the work force. Selected positions also require a good command of Arabic.

The recommendation of the selection panel is based on merit selection of all candidates.

Merit Selection
All appointments made to ADVETI are to be made on the basis of merit in consideration of:
    • the nature of the duties of the position; and
    • the abilities, qualifications, experience, standard of work performance and personal
       qualities of the person that are relevant to the performance of those duties.




Staff Handbook                                           Version 1                                           Page 12 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
Orientation
Human Resources plan an orientation program for new employees to facilitate a smooth
transition to ADVETI and to assist the employee in settling into the Institute.

Promotions
Promotions are made possible when a position at a higher level becomes vacant within the
establishment of positions. The vacancy is advertised and managed through a merit based
selection process. All vacancies will be advertised in local Abu Dhabi papers. Promotions will
result in a salary increase pursuant to the established salary/remuneration guidelines.

The application process is open to any individual who meets the essential criteria stated for
the vacant position. A candidate will receive an information package from the Recruitment
Officer in Human Resources on inquiry of the vacant position. All applicants must submit an
application demonstrating that they competently meet all the essential criteria.

A selection panel will review all applications and call to interview those applicants whose
application demonstrates competency in all the criteria.

The manager of the position is responsible for establishing the selection panel. The selection
panel must consist of at least three (3) members. This can be varied to more than three
depending on the ability of the panel to satisfy the following requirements:

     •    There must be at least one female and one male on the panel
     •    At least one panel member should be thoroughly familiar with the position, its duties,
          its environment, and the knowledge, skills and aptitude required of the successful
          applicant
     •    At least one independent member
     •    All panel members must have knowledge of good staff selection techniques and
          Equal Employment Opportunity (EEO) practices
     •    No member of the panel is to have a close personal relationship with any other
          member of the panel or with any of the applicants
     •    Panel members who are employed by ADVETI must be at a salary or wage level
          above that of the vacant position, however, the Manager, Human Resources may
          approve the inclusion of a panel member of an equal or lower salary or wage where it
          is justified in the circumstances
     •    A manager may submit a request to the Manager, Human Resources if there is good
          reason to establish a selection panel of only two members

All promotions will be made on the basis of merit in consideration of:
    • the nature of the duties of the position
    • the abilities, qualifications, experience and standard of work performance and
    • personal qualities of the person that are relevant to the performance of those duties

Applicants must satisfy the educational, technical or professional qualification requirements
as stipulated in the position criteria as a condition of employment.

Appeals


Staff Handbook                                           Version 1                                           Page 13 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
An applicant may only appeal about a lack of integrity in the process. The appeal must be
submitted in writing to the Institute Director within three (3) weeks of the announcement of
the decision. The Director will review the process and provide a response within three (3)
weeks of receipt of the appeal. The Director will either:
    1. Confirm the decision of the Selection Panel or
    2. Direct that the recruitment process be re-conducted

The decision of the Director is final.

Professional development
Employees are encouraged and expected to remain up-to-date with recent developments in
their respective areas of expertise. The Institute supports professional development by
providing relevant resources, activities, mentoring and other relevant strategies. Professional
development is planned through the Performance Development and Management program.

Mentoring Program
A very important part of ADVETI’s mandate is to support and develop a workforce with the
capability to lead the Institute into the future. Our aim is to establish an Institute that is
recognised for the quality of our programmes and for the results our graduates achieve. We
also aim to be regarded as an employer of choice. To assist in developing a team of highly
skilled and motivated staff, a Mentoring Program for non Australian staff has been
established to further enhance their skills and capability.

This program involves group sessions and individual sessions with a mentor. The number
and frequency of sessions depends on the individual requirements and goals. Each
individual will develop their own set of goals and objectives in a Work Plan and Learning and
Development Plan.

Evaluation
Evaluation of performance is one component of the Performance Management and
Development program. The program provides a framework that acknowledges individual
contribution and builds capacity to ensure organisational effectiveness. The policy also
supports an organisational culture which promotes high quality performance and the
individual acceptance of responsibility and accountability. The framework is a key component
supporting the Emiratisation Program to achieve effective leadership and management of
ADVETI by an Emirati workforce.

Employees are to:
  • participate in a performance management and development process consistent with
      policy and their conditions of employment
  • demonstrate and be accountable for their performance in relation to the
      implementation of organisational and workplace goals
  • participate in ongoing review and formal performance review meetings
  • participate in appropriate and related professional development as required
  • act on constructive feedback and address any identified area of under performance
  • develop and follow the work plan

The Work Plan is regularly reviewed with an employee’s manager to ensure the achievement
of outcomes.


Staff Handbook                                           Version 1                                           Page 14 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
Work Plans
Each employee develops an annual Work Plan which is reviewed at least twice a year with
their manager. Key Responsibilities are recorded on the Work Plan and specific key results
to be achieved over the twelve month period are identified. The Work Plan also articulates
the Performance Indicators identifying how each Key Responsibility is measured.

New Work Plans should be developed by the end of September each year for existing
employees and within four weeks of commencement for new employees. A mid-point review
of performance should occur after six months.

The Work Plan will:
   • inform decisions regarding the provision of development opportunities
   • include review dates for scheduled feedback opportunities to discuss progress
      against the plan and renegotiate priorities
   • document performance review outcomes which inform the decisions regarding
      continuation of employment, ongoing performance management and development

Learning and Development Plan
During performance planning meetings between employees and their manager, areas for
professional growth and development are also identified. Areas for professional growth and
development for the coming twelve months and for the future are documented in the Work
Plan and recorded on the Learning and Development Plan.

Unsatisfactory Performance
Where unsatisfactory performance has been identified, the manager should implement
strategies to manage unsatisfactory performance and invoke disciplinary action where
necessary. Unsatisfactory performance should not be unveiled during performance
management meetings but dealt with on a daily and ongoing basis.

Before implementing disciplinary procedures, account should be taken of any mitigating
circumstances including:
    • where an employee has made genuine efforts to improve performance, but
       unforeseen circumstances (e.g. long term sick leave) have precluded any sustained
       performance improvement
    • where it appears that the employee should be able to improve work performance to a
       satisfactory standard in the near future

The following process is followed for unsatisfactory performance.

     •    The employee is interviewed by their manager. The Manager Human Resources or
          the Director Corporate Services may also be present if appropriate
     •    The interview outlines the areas of short comings and expected standard of
          performance
     •    An action plan is developed with targets
     •    A mentor is assigned if appropriate
     •    The action plan is monitored
     •    The employee has six weeks to achieve targets
     •    After six weeks the manager writes a report and submits to the Director, Corporate
          Services



Staff Handbook                                           Version 1                                           Page 15 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
     •    Director, Corporate Services reviews the report and with the manager decides
          whether:
              1. the action plan ceases
              2. the action plan continues
              3. the employee’s contract is terminated

The employee may appeal through the grievance procedure as described below.

Appeals
If an employee disagrees with a Work Plan, or performance review, he/she should in the first
instance discuss it with their manager and try to resolve the matter. If resolution cannot be
achieved an employee may appeal against the report in writing to Human Resources within
15 days of the decision by their manager.

Grievances
An essential part of developing an environment that is safe, fair and free from discrimination
is ensuring that employees are encouraged to come forward with their grievances in the
knowledge that the responsible line managers will take prompt and effective action to
address complaints of discrimination and harassment. Grievances that are not addressed
have the potential to grow into major problems that can cause tension, low morale and
reduced performance and productivity.

In addition, employees may also wish to seek the advice and assistance of any external
organisation or professional association.

Grievances are treated seriously and sensitively with regard to procedural fairness,
confidentiality and privacy. Grievances are handled quickly and as close as possible to their
source. Employees should raise concerns as early as possible after the incident/s has
occurred. Wherever possible, grievances are resolved by a process of discussion,
cooperation and conciliation that aims to reach an acceptable outcome that minimises any
potential detriment to ongoing relationships. Both the employee raising the grievance and the
person against whom the grievance is made will receive appropriate information, support and
assistance in resolving the grievance. Human Resources and managers can provide
information and assistance in grievance resolution. Grievances that are frivolous or malicious
may lead to disciplinary action. All employees are expected to participate in the grievance
resolution process in good faith.

Making a grievance

Preliminary Action
Before initiating the grievance procedures, try to resolve any grievance directly with the
person/s concerned. If this is not possible or appropriate, proceed to Step 1 of these
procedures.

Step 1 – Talk to your line manager
If you are unable to resolve the grievance yourself, take the matter up with your manager. If
the grievance involves that person, refer the matter to the next most appropriate level e.g.
the Director, Corporate Services or Institute Director.

The grievance should be addressed with a view to resolving it expeditiously, normally within
three weeks of receiving the complaint. This would usually involve the manager:

Staff Handbook                                           Version 1                                           Page 16 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
     a) carefully listening to your concerns and their desired outcomes
     b) providing you with a copy of the grievance procedures and the range of options open
        to you
     c) after consultation with Human Resources, either attempting to resolve the matter or
        referring the matter to Stage 2 or 3 of these procedures if it is unsuitable for resolution
        at this level
     d) keeping all those involved informed about the progress of the matter and
     e) monitoring the situation during and after the resolution process.

In any action taken, the manager must ensure procedural fairness for all parties involved,
including such steps as fully informing the respondent of the allegations made against them
and providing them with an opportunity to respond.

At the end of their direct involvement with the matter, the manager is to make appropriate file
notes on the grievance resolution process and outcomes, and store these in a separate and
confidential grievance file called a Restricted Access file. This file will be stored in Human
Resources.

Step 2 - Referral to a senior manager
If you believe the grievance has not been resolved to your satisfaction during Step 1, refer
the matter to the Manager Human Resources or another member of the Executive
Committee. You may be required to put the grievance in writing. The senior manager will try
to resolve the matter within three weeks of receiving the grievance, following similar
processes outlined in Step 1.

Step 3 - Referral to Director Corporate Services, Deputy Director, Director or delegate
If the grievance remains unresolved, or is felt to be of such a serious nature that it can not be
resolved without investigation, it may be referred in writing to the Director, Corporate
Services or Institute Director or a senior delegate. After giving due consideration to the
grievance, the delegate may do one or more of the following:

If the complaint is not clearly within the scope of ADVETI’s processes for misconduct, serious
misconduct or unsatisfactory performance for staff, the delegate may:
        i. refer the complaint back to the relevant manager or to a nominee, with advice, for
           resolution or
       ii. initiate an investigation into the matter. This may involve an external party
           (mediator).

Any determination made by the delegate in accordance with Step 3 of these procedures with
regard to the grievance will be final, save for the complainant’s or respondent's right to
pursue the matter externally under the provisions of UAE laws.

Outcomes
Outcomes will vary from case to case depending on the nature and circumstances of each
grievance. Outcomes could include:
    • the complainant gaining a better understanding of the situation and no longer feeling
       aggrieved
    • the complainant receiving a verbal or written apology
    • the respondent receiving a verbal or written reprimand
    • one or both parties agreeing to participate in some form of mediation/counselling



Staff Handbook                                           Version 1                                           Page 17 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
     •    disciplinary action where ADVETI’s Code of Conduct and Ethics is found to have
          been breached, and/or where misconduct, serious misconduct or unsatisfactory
          performance has occurred.

Disciplinary action may also be taken where:
   • a grievance is found to have been malicious or vexatious
   • a person victimises another person because of their involvement in the grievance
   • unnecessary disclosure of information (a breach of confidentiality) has occurred.

Advice and Information
Human Resources can provide procedural advice and information about grievances.
Managers should also be able to provide procedural advice about grievances.

Contracts
Types of contracts
All employees have individual employment agreements specifying salary, allowances and
general conditions of employment. The content of the individual employment agreement is
private and confidential.

Initial contract
Contracts are for a period of up to 3 years with 6 months probation and are reviewed
annually subject to satisfactory evaluation of the employee.

The performance of each employee is reviewed regularly and a formal evaluation is
conducted annually as per the Performance Management and Development Policy.

Contract renewal
The contract may not be renewed by ADVETI if the employee’s performance of service or
conduct is deemed to be unsatisfactory as part of the current evaluation.

Contract termination
ADVETI may terminate an employee’s contract without giving notice or paying end of service
entitlements under the following circumstances:
        • Breach of contract by the faculty member of any provision under the contract
        • Breach of confidentiality or conflict of interest
        • Breach of the Code of Conduct and Ethics
        • Unsatisfactory conduct
        • Unsatisfactory performance of duties
        • Other reasons, if considered necessary under the judgement of ADVETI

For termination as a result of unsatisfactory performance of duties see page 16.
For termination as a result of unsatisfactory conduct see the Code of Conduct and Ethics in
Appendix A (page 31) or the Policy and Procedure Manual.

Employees may terminate their contract by giving 4 weeks written notice to their manager. If
an employee terminates their contract prematurely the employee may forfeit certain benefits
which are outlined elsewhere in this policy.

UAE Law
ADVETI will abide by UAE labour law requirements regarding the employment of staff. This
includes restrictions on the employment of faculty staff beyond the age of 60.

Staff Handbook                                           Version 1                                           Page 18 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
In the UAE there is no separation of public and private life. Employees are expected to
comply with the social and moral mores of Islamic culture both on and off duty. Moral
indiscretions may result in termination.




Staff Handbook                                           Version 1                                           Page 19 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
Leave
Sick Leave
All employees will be entitled to sick leave of 15 days on full pay or 30 days on half pay per
annum. In addition, Sick leave without pay of 30 days per annum will be available to
employees should the need arise.

Employees will be required to produce a medical certificate from a registered medical
practitioner if the leave period exceeds 3 days.

Emergency leave
6 days of emergency leave per annum is available to employees above and beyond the sick
leave entitlement.

Health Insurance
ADVETI will provide Annual Health Insurance through DAMAN Insurance for employees
including spouse and children covering 100 percent of employer contribution.




Staff Handbook                                           Version 1                                           Page 20 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
Annual Leave & Vacation Period
ADVETI will provide an annual vacation of 43 days for the following categories of employees,
levels 1, 2 & 3:
Directors

An Annual vacation of 32 days will be provided to staff in the categories listed below at level
4 and above:
Managers/Supervisors
Professional Specialists
Librarian
Technical Managers
Health & Safety Officers
Administrative Officers
Office Assistant/Ancillary staff

Haj leave
Islamic employees may receive Haj leave once in their employment career. They must apply
for approval at least one month in advance.




Staff Handbook                                           Version 1                                           Page 21 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
Appendix A

     •    Code of Conduct and Ethics
     •    Recruitment Policy
     •    Selection Procedure
     •    Performance Management and Development Policy
     •    Grievance Procedure

Reference to the ADVETI Policy and Procedure Manual as the primary source for the
current version of policies and procedures.




Staff Handbook                                           Version 1                                           Page 22 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
Appendix A - Policies
                                             Code of Conduct and Ethics
1. Introduction
ADVETI staff are required to acknowledge and agree to uphold the principles and practices
described in this Code of Conduct and Ethics under the terms of their Contract of
Employment. Staff must be aware that Islamic law prevails in the UAE and behaviour, both
personally and professionally, is examined under these laws. Certain aspects of this Code
also relate to staff family members and guests to the accommodation and Institute.

Staff are expected to act in the public interest and to demonstrate ethical behaviour in
carrying out their official duties. They need to recognise the professional and ethical
dimensions of their work and give proper attention to the values which should guide their
decisions and actions.

This Code illustrates the values and behaviours expected and the obligations of staff and is
underpinned by the following ethical principles:
   • integrity
   • impartiality
   • responsiveness to the public interest
   • accountability
   • honesty

The Code is not intended to be read as a set of rules. It cannot address all possible ethical
challenges which individuals may face but provides guidance in ethical decision making. It is
recognised that there will be occasions where there is a need to balance competing interests
or values. Staff are encouraged to discuss issues which they find difficult to resolve with their
manager or with another member of the ADVETI Executive.

The successful development of an ethical environment relies upon individuals taking
responsibility for their own behaviour and senior management leading ethical behaviour and
ethical work practices. Active discussion of ethical issues and potential dilemmas will
contribute to a positive organisation culture that will lead to ethical decisions and a healthy
working environment.
2. Personal and professional behaviour
To maintain public confidence in the integrity of ADVETI, it is essential that ADVETI staff
exhibit, and are seen to exhibit, the highest ethical and moral standards in both carrying out
their duties and the manner in which they conduct themselves in public whilst an employee of
ADVETI.

Accordingly, staff are expected to:
   i.  perform their duties impartially, with professionalism, objectivity and integrity
  ii.  efficiently and effectively abide by the UAE laws
 iii.  observe fairness and honesty in all dealings with the public and other colleagues
 iv.   avoid real or apparent conflicts of interest and act in the best interests of ADVETI and
       its community
  v.   respect and accommodate different opinions and perspectives and manage
       disagreements by rational debate



Staff Handbook                                           Version 1                                           Page 23 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
  vi.     work cooperatively with fellow staff and actively participate in team discussions and
          meetings
 vii.     dress and behave in a manner which demonstrates professionalism and shows
          respect for others and the culture of the local context
viii.     comply with UAE and Sharia Law regarding personal relationships. Couples must be
          legally married. Defacto and same sex partnerships are forbidden, are an offence and
          are punishable in the UAE

In the performance of their duties, staff are expected to:
    i.  exercise their best possible technical or professional judgement
   ii.  maintain and develop knowledge of their professional field and seek ways of
        improving their performance
  iii.  take responsibility for systems improvement and for acting on the suggestions for
        improvements which they develop or receive
  iv.   maintain and develop their knowledge of UAE culture and relevant government
        strategies
   v.   develop knowledge of and comply with UAE law and ADVETI policies
  vi.   avoid engaging in acts or actions, which could be perceived illegal or unethical
        behaviour in relationships, actions and communications
 vii.   ensure the workplace is free from discrimination and harassment
 viii.  treat all persons with respect and sensitivity to their rights, providing appropriate
        example, guidance and assistance
  ix.   ensure that resources are used efficiently
   x.   lead by example.

Staff are also responsible for the behaviour of their family members and guests.
Family members and guests are expected to:
   i.   comply with UAE law
  ii.   dress appropriately to the culture of the UAE
 iii.   behave in a manner that is acceptable to the culture of the UAE
 iv.    behave in a manner that does not adversely impact on others
  v.    adhere to the expectations and agreements of the community within which they
        reside

Staff will be required to fully reimburse ADVETI the whole or proportional cost of school fees
if a child is expelled or suspended or invited to enrol at another school. Staff have an
obligation to inform the Manager, Human Resources if this occurs.

Any outstanding costs will be deducted from the staff member’s “final monies” payment.

Managers have a responsibility to ensure fairness in decision making and equity in
administration. In managing programs or in making decisions concerning individual matters,
managers are expected to consider fairness and act consistently in their decision making, for
example dealing with like cases in a similar way to ensure fairness of outcome and equity.

Managers should avoid acting in a way that is or could be seen to be unreasonable or could
be construed as unlawful discrimination.

Managers should take all reasonable steps to ensure that the information upon which they
base their decisions or actions is factually correct. Managers should avoid unnecessary
delay in making decisions or taking action.


Staff Handbook                                           Version 1                                           Page 24 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
3. Use of ADVETI information
Staff should not disclose confidential information or documents acquired in the course of their
employment.
 Staff should not misuse information gained in their official capacity. Misuse includes:
   i.   seeking to take advantage for personal reasons of another person on the basis of
        information about that person held in official records
  ii.   gossiping on the basis of personal or other information held in official records.

Staff should take care to maintain the integrity and security of official documents or
information for which they are responsible.

Any intellectual property developed, invented or created as a result of employment, is the
property of ADVETI, unless otherwise agreed in writing between the individual and ADVETI.
4. Use of ADVETI facilities and equipment
ADVETI facilities must not be used for private purposes, unless official permission has been
granted.
5. Conflicts of interest and disclosure
Staff must disclose in writing to the Institute Director or other appropriate senior officer, any
financial or other interests held by them immediately upon becoming aware that a potential
conflict between personal interest and official duty, whether real or apparent, has arisen or is
likely to arise. The employee should then discuss the matter with the Institute Director or
Manager Human Resources to decide whether:
    i.   the employee should be authorised to continue his or her duties in the area, because,
         for example, the potential for conflict is minimal or can be eliminated by disclosure.
   ii.   the employee should be requested to divest him or herself of the interest; or
  iii.   a rearrangement of duties should be organised.

The ultimate decision concerning the appropriate course of action is one for the Institute
Director.
If the Institute Director has a personal conflict of interest, they should discuss this with the
Management Board.
6. Bribes, gifts, benefits, travel, hospitality
Gifts and gratuities apply to a range of circumstances and may include the receipt of small
gifts to the transfer of money, or other property or benefits, without recompense or for a
consideration substantially less than the full market consideration. They may also include a
loan of money made on a permanent or indefinite basis.

Staff must not solicit or accept any bribe, or other improper inducement.

Where any gift that could be interpreted as a gift other than a token gesture, or suggestion of
such is made directly or indirectly to an employee, the employee must report the facts at the
first opportunity to their manager.
Staff may accept unsolicited gifts of a token kind or moderate acts of hospitality in some
circumstances. Accepting such gifts or benefits is essentially a matter of judgment for the
individual concerned, who must be satisfied that his or her position will not in any way be


Staff Handbook                                           Version 1                                           Page 25 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
compromised or appear to be compromised by acceptance. All gifts received with a value
above 50 Dirhams must be registered with Administration.

Gifts from students should be avoided.
   i.    Staff must not accept any gifts or benefits, the receipt or expectation of which might in
         any way tend to influence, or appear to influence, outcomes in his or her official
         capacity
  ii.    Staff should avoid all situations in which the appearance may be created that any
         person or body, through the provision of hospitality or benefits of any kind is securing,
         or attempting to secure, the influence or favour of the individual
 iii.    Staff should take all reasonable steps to ensure that spouses and children are not the
         recipients of benefits that could give the appearance of an indirect attempt to secure
         one’s influence or favour.
7. Outside employment
Staff members are not permitted to take up, any other employment or private practice. Doing
so may result in the termination of the employment contract and is strictly prohibited under
UAE law.
8. Relationships between staff and students
Staff must always maintain a high level of professionalism in their relationship with students
and behave in a manner appropriate to UAE culture. It is not acceptable for staff to invite
students to their homes or to a social event or for staff to accept invitations from students or
their families. On rare occasions where teachers or other staff are invited to public functions,
approval must be sought from Director, Academic Services.
9. Reporting corrupt conduct, maladministration and waste
Corrupt conduct, maladministration and serious and substantial waste of ADVETI resources
should be reported. Disclosures may be made to any member of the Executive. Managers
are expected to be supportive of staff who make or intend to make disclosures.
10. Discrimination, Harassment and Workplace Safety
Staff must not harass or discriminate against any person on the grounds of race, sex, marital
status, nationality, disability, sexual preferences, age unless as prescribed by UAE law.
Staff have an obligation to take steps to protect their own health and safety and that of their
colleagues, students and visitors. Staff must identify and report hazards promptly and ensure
risks are eliminated or controlled.
11. Breaches of the Code
Unlawful or unprofessional conduct may lead to disciplinary action. A breach of this Code by
an employee, their family or guests may result in the termination of the employee’s contract.
If a staff member’s contract is terminated due to unacceptable conduct/ behaviour by them,
their family or guests, the staff member, the staff member’s family or invited guests may be
required to:
    i.   Pay for their own and family members’ repatriation
   ii.   Reimburse ADVETI the cost of children’s school fees, if applicable
  iii.   Pay for any damage to property, if applicable



Staff Handbook                                           Version 1                                           Page 26 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
12. The Procedure to manage breaches
The integrity of the Code of Conduct and Ethics must be upheld by a firm and fair process in
managing breaches of the Code. This applies to all breaches at the workplace or in the
apartments and includes breaches by family members and guests of employees.

The procedure to be followed is:
   • A verbal or written complaint is received or a matter comes to the attention of
       management
   • The complaint is referred to a member of the executive
   • A designated manager will investigate the matter
   • The investigation will involve interviewing relevant persons, gathering information,
       making an assessment and providing a report with recommendation/s
   • A review group of 5 individuals composed of members of the executive,
       administrative and teaching staff and chaired by the Director Corporate Services will
       be formed to review the report and its details
   • The review group provides a recommendation to the Institute Director regarding
       whether a breach has occurred, the seriousness of the breach and proposed course
       of action
   • If a breach of the Code is found, the Institute Director will issue a warning to the
       employee
   • Subsequent breaches of any severity may result in termination
   • If a serious breach of the Code is found, the Institute Director may terminate the
       employee without first issuing a warning




Staff Handbook                                           Version 1                                           Page 27 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
                                                   Recruitment Policy

Purpose & Scope
The purpose of this policy is to ensure the appointment of the most suitably qualified and
experienced personnel to ADVETI in compliance with applicable UAE laws and regulations.

This document covers the employment of ADVETI administrative and support staff, teachers
and related employees, and managers.

Related Policies
Emiratisation Policy
Selection Procedure

Policy
     •    From the date of the Decree, staff required to enable ADVETI to exercise its functions
          will be employed by the ADVETI Board as prescribed by the Decree
     •    Recruitment action many not commence without the prior approval of the Institute
          Director or one delegate
     •    Recruitment is conducted in accordance with ADVETI delegations
     •    The manager of the position should consider whether the job is designed
          appropriately and whether the position grade reflects the qualifications, skills and
          knowledge required of the position
     •    The usual basis for the employment of staff is the employment of permanent officers.
          Permanent positions which are substantively vacant should be filled permanently
          whenever possible
     •    Prior to commencing recruitment action, the classification and grading of the position
          or work must be reviewed by the Manager, Human Resources

Merit
All appointments made to ADVETI are to be made on the basis of merit in consideration of:
    • the nature of the duties of the position; and
    • the abilities, qualifications, experience, standard of work performance and personal
       qualities of the person that are relevant to the performance of those duties.

While in special circumstances the best person may be chosen without a competitive
process, all selection decisions should be based on an assessment of the merit of the
applicants, assessed objectively on the best evidence obtainable. All such decisions must be
able to withstand scrutiny and be auditable under UAE law.

Applicants must satisfy educational, technical or professional qualification requirements as a
condition of employment.

All staff will be subjected to a security check in accordance with the Abu Dhabi and United
Arab Emirates governments’ requirements.

All staff will have individual employment contracts specifying salary, allowances and general
conditions of employment. The content of individual employment contracts is private and
confidential.


Staff Handbook                                           Version 1                                           Page 28 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
Permanent employees may be directed to transfer to another position to meet workplace
requirements.

There is no right of direct transfer to a position of the same or lower grade.

Definitions
Merit selection: Selection is based only on a person's ability to perform the work. The best
person is selected, resulting in a quality workforce capable of effectively designing and
delivering services and programs to the people of Abu Dhabi.

Accountabilities
Implementation:               Manager, Human Resources
Compliance:                   Director, Corporate Services

References and Related Information
UAE Labour laws

Consequences of non-compliance
An appointment of an individual outside this policy will not be valid.

Associated Forms, Systems and Documents
Recruitment Request Form




Staff Handbook                                           Version 1                                           Page 29 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
                                                  Selection Procedure

Purpose & Scope
The purpose of this procedure is to ensure the selection process for ADVETI staff is efficient
and effective and results in the most suitable, appointed candidate.

This procedure applies to the recruitment of all ADVETI staff. The procedure meets the
principles of merit, including standards of merit selection and is compliant with UAE law.

In special circumstances candidates for a position may be chosen without a competitive
process. All selection decisions should be based on an assessment of the merit of the
applicant which is assessed objectively on the best evidence obtainable. All selection
decisions must be able to withstand scrutiny and be auditable under UAE law.

Related Policies
Recruitment
Emiratisation

Procedure
The manager of the position will complete and submit a Recruitment Request Form to the
Manager, Human Resources
The manager of the position will develop the advertisement for the position in consultation
with Human Resources
    • The selection criteria must be consistent with the duties of the position, as identified
       in a current statement of duties or position description
    • Prior to advertising the position, the Manager, Human Resources will obtain
       clearance to advertise from the Institute Director

Selection Panel
The manager of the position, is responsible for establishing a selection panel
The selection panel must consist of at least three (3) members. This can be varied to more
than three depending on the ability of the panel to satisfy the following requirements:
   • There must be at least one female and one male on the panel
   • At least one panel member should be thoroughly familiar with the position, its duties,
        its environment, and the knowledge, skills and aptitude required of the successful
        applicant
   • At least one independent member
   • All panel members must have knowledge of good staff selection techniques and
        Equal Employment Opportunity (EEO) practices
   • No member of the panel is to have a close personal relationship with any other
        member of the panel or with any of the applicants
   • Panel members who are employed by ADVETI must be at a salary or wage level
        above that of the vacant position, however, the Manager, Human Resources may
        approve the inclusion of a panel member of an equal or lower salary or wage where it
        is justified in the circumstances
   • A manager may submit a request to the Manager, Human Resources if there is good
        reason to establish a selection panel of only two members


Staff Handbook                                           Version 1                                           Page 30 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
Responsibilities of the Convenor
In addition to establishing a selection panel, the panel convenor has the following
responsibilities:
   • Organising the dates, times and venues for the panel to meet for both short listing and
       interviewing of applicants
   • Ensuring that no panel member has a close personal relationship with, or bias towards
       any of the applicants which might influence that person in the panel’s deliberations
   • Organising a briefing session for panel members before short listing and interviews
       are conducted. The briefing session is to address EEO issues, the selection criteria,
       interview procedures and interview questions
   • Ensuring that the short listing of applications is undertaken in the correct manner
   • Ensuring that all written evidence regarding qualifications and experience is provided
       by the applicants for the position
   • Ensuring that there is no unfair questioning or assessment of applicants.

Responsibilities of the selection panel
The selection panel has the following responsibilities:
  • All selection panel members should be involved at all stages of the selection process
      except where otherwise stated in this document
  • If a selection panel member is unable to attend any part of the process, that member
      should notify the panel convenor as soon as possible. If an alternative time cannot be
      arranged, a new selection panel must be convened. The short listing process will then
      be undertaken by the new panel
  • Each selection panel member will be an equal participant in discussions, analysis and
      decision making. This will be reflected in the Selection Panel Report. The selection
      report summary must discriminate between the relative merits of the applicants in
      terms of the selection criteria for the position
  • All applicants must be treated with respect and be assessed in a fair and impartial
      manner. This includes observing the principles of EEO in all aspects of the selection
      process
  • The confidentiality of the selection process must be observed during and after the
      selection process. Selection panel members must not divulge information about the
      process or details of any applicant to anyone outside the selection panel
  • Selection panel members need to declare to Human Resources any prior personal
      knowledge or interest in any of the applicants. This will ensure that no member of the
      selection panel has a close personal relationship with, or bias in relation to, any of the
      applicants which might unduly influence that person in the panel’s deliberations. Prior
      knowledge does not necessarily exclude participating in the selection process
  • The recommendation to determine the most suitable applicant for the position is to be
      based on a comparative assessment of the merits of each applicant. The
      recommendation will be based on the extent to which each applicant meets the
      selection criteria for the position after assessing information from all stages of the
      selection process




Staff Handbook                                           Version 1                                           Page 31 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
Short listing
Short listing is important in ensuring all candidates have an equal and fair opportunity for
selection. It is important that the short listing process be conducted by all panel members.
    • If, in exceptional circumstances, a panel member is unable to attend the prearranged
        short listing date and time, all application documents should be made available to that
        member to ensure that all members agree with the outcome of the short listing
    • Each selection panel member must ensure that no candidate is unfairly excluded
        from the opportunity for further assessment, and that all recommendations are made
        on the basis of merit, according to the selection criteria
    • The selection panel must check that each applicant has supplied all necessary
        material and that these are all considered by each panel member
    • The panel should use its discretion in seeking any missing information such as the
        application form or letter, resume, referees’ names or in accepting late applications
        prior to short listing
    • A late application may be accepted from an applicant who sought and obtained an
        extension of time before the advertised closing time for applications. Late applications
        will not be accepted once short listing has commenced

The purpose of short listing applications is to exclude those applicants who, on the basis of
their written application:
    • Do not satisfy the selection criteria expressed in the advertisement
    • Show evidence that their knowledge, skills, experience and competencies are not
        competitive with other applicants
    • Where only one application is received, the panel convenor may assess the
        application for suitability. If the convenor deems the applicant meets all the selection
        criteria, the convenor may recommend appointment of the applicant. If the convenor
        determines that the applicant does not meet the selection criteria, a selection panel is
        to make a recommendation on suitability
    • Where no applications are received, the convenor must advise Human Resources to
        enable appropriate follow up action to be taken

Referees
     •    The names of at least two referees must be provided by the applicant. As a minimum
          requirement, comments from two referees must be sought for the recommended
          applicant and applicants placed on an eligibility list. Written personal references are
          not used for staff selection purposes
     •    The panel convenor prepares the questions and seeks agreement from the other
          panel members
     •    Referee checks can be used to further assess the applicant’s competence for the
          position, or to confirm facts offered by the applicant in the application or interview. As
          all applicants are different, it will be necessary to clarify and expand upon different
          aspects of the selection criteria with each referee

Selection Panel Report
The panel convenor must submit a concise selection panel report containing:
  • Short listing Sheet
  • Recommended applicant’s application
  • Recommended Applicant Report
  • Applicants Not Recommended

Staff Handbook                                           Version 1                                           Page 32 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
    •    Eligibility List
    •    Referee Reports

The panel convenor is responsible for ensuring that the successful applicant and those placed
on an eligibility list (where created) provide a certified copy of qualifications or academic
transcripts.

Recommendations or non-recommendations
 Precise reasons for the recommendation or non-recommendation of each applicant must be
 provided in the Selection Panel Report. Reasons will address the applicants’ ability to meet
 the requirements of the position.
 It is essential that the report be developed and agreed by the entire panel. The convenor
 should record the collective view of the panel so that he or she will be in a position to provide
 positive and developmental feedback to the applicants.
 If the panel is not prepared to make a recommendation, the convenor should submit the
 Selection Panel Report indicating the reasons for this decision. If the position is to be re-
 advertised, the content of the advertisement should be reviewed with regard to the
 requirements of the position and modified if necessary.
 The advertisement should indicate whether previous applicants will be reconsidered on the
 basis of their original application or whether they should be encouraged to submit a new
 application.
All selection panel members must sign the Selection Panel Report.

Once the Selection Panel Report has been completed and signed by all panel members, it is
to be forwarded to the Manager, Human Resources for recommendation. The Manager,
Human Resources will also provide a recommendation regarding the salary to be offered to
the successful applicant based on the approved ADVETI salary scale and on the applicant’s
skills, knowledge and experience. The report will then be referred to the Institute Director or
Director, Corporate Services for approval.

The successful applicant must enter on duty as soon as is possible

Eligibility List
The selection panel may create an eligibility list where more than one applicant is determined
to be suitable for the position. There is no obligation on the selection panel to create an
eligibility list.
Where the selection panel determines to create an eligibility list, the applicants determined to
be suitable for the position are to be ranked in order of merit. Applicants placed on the
eligibility list may be informed of their ranking on the list. The eligibility list is to be included
with the Selection Panel Report.
During its approved lifespan, an eligibility list created for a position may be used to fill a
vacancy in another position provided that the selection criteria for both positions are the
same or substantially the same.

Eligibility lists for entry level administrative and support positions may be created for up to 12
months (from the date on which the selection report is approved). For all other positions, the
maximum lifespan is six months.
Managers are not compelled to use an eligibility list where, in the circumstances, it is fairer or
more appropriate to conduct a fresh selection process or take other administrative action (for



Staff Handbook                                           Version 1                                           Page 33 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
example, where the manager determines that the pool of potential applicants has expanded
since the eligibility list was created).
Approval to use an eligibility list is required from Human Resources and the delegate who
approved its creation.

For appointees other than teachers, appointments are made at the minimum salary rate for
the classification or at an existing salary point within the salary range for the position, having
regard to the applicant's skills, experience and qualifications; the rate required to attract the
applicant; and the remuneration of existing staff performing similar work.

Feedback to Applicants
Feedback is to be available to all applicants who applied for the position following the
approval of the selection panel’s recommendation.

Feedback is an important aspect in the selection process. Handled sensitively, constructive
feedback can enhance self-esteem and assist the applicant to make choices about career
direction and future involvement in the merit selection process.
The provision of feedback is aimed at providing positive assistance to applicants who have
not been appointed to the position. It does not imply an unsatisfactory standard of work or
behaviour.
Feedback will focus on the selection criteria and the extent to which the applicant
demonstrated the ability to meet those selection criteria.
Feedback discussions will also review interview techniques. This will be done sensitively and
take into account cultural characteristics.
Where appropriate, individuals will be advised of areas where they could improve their
prospects of success. The panel convenor is the only panel member empowered to provide
feedback to applicants. Any inquiries made to selection panel members should be directed to
the panel convenor.

Retention of Documentation
All recruitment and staff selection documentation must be forwarded to Human Resources
where a file will be created. Recruitment files are to be retained for at least 12 months and
then destroyed.

Definitions
Merit selection: Selection is based only on a person's ability to perform the work. The best
person is selected, resulting in a quality workforce capable of effectively designing and
delivering services and programs to the people of Abu Dhabi.

Accountabilities
          Implementation:                Manager, Human Resources
          Compliance:                    Director, Corporate Services

References and Related Information
ADVETI Salary Scale

Consequences of non-compliance
Recruitment action outside this procedure may not be approved by Manager, Human
Resources.

Staff Handbook                                           Version 1                                           Page 34 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
Associated Forms, Systems and Documents
    •    Recruitment Request Form
    •    Short listing Sheet
    •    Recommended Applicant Report
    •    Applicants Not Recommended
    •    Eligibility List




Staff Handbook                                           Version 1                                           Page 35 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
                         Performance Management and Development Policy

Purpose & Scope
The purpose of this policy is to provide a framework that acknowledges individual
contribution, builds capacity to ensure organisational effectiveness and creates an
organisational culture which promotes high quality performance and the individual
acceptance of responsibility and accountability.
This policy applies to all staff, management, faculty and administrative. This policy does not
apply to the management of contractors.

Related Policies or Procedures
Performance Management and Development Procedure

Policy
The manager and staff member will identify appropriate goals for the staff member and
ensure appropriate progress towards their achievement in accordance with the timeframes
outlined in the individual’s work plan.

Staff are responsible for:
   • participating in a performance management and development process consistent with
        this policy and their conditions of employment
   • demonstrating and being accountable for their performance in relation to the
        implementation of organisational and workplace goals
   • participating in ongoing review and formal performance review meetings
   • participating in appropriate and related professional development as required
   • acting on constructive feedback and addressing any identified area of under
        performance
   • following the work plan

Managers are responsible for:
  • exercising leadership by working with staff members to implement the performance
     management and development process consistent with the policy and staff members’
     conditions of employment
  • creating an environment of open two way communication and feedback
  • determining clear priorities, directions and performances standards for staff
  • assisting in the identification of and participation in appropriate and related
     professional development which is to be documented in the staff member’s Work
     Plan
  • identifying and addressing any areas of under performance
  • providing continuing support and regular constructive feedback to staff members
  • ensuring staff have the resources required to complete their work and improve
     performance

     Work Plans
     The Work Plan will:
     • inform decisions regarding the provision of development opportunities
     • include review dates for scheduled feedback opportunities to discuss progress
        against the plan and renegotiate priorities


Staff Handbook                                           Version 1                                           Page 36 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
     •    document performance review outcomes which inform the decisions regarding
          continuation of employment, ongoing performance management and development

Definitions
Performance management and development: the continuous process of reflecting on,
negotiating, developing, reviewing and making decisions about an individual’s performance
in achieving organisational goals
Professional development activities: These activities can include participation in
individualised development, structured group learning activities or changes in job role

Accountabilities
          Implementation:                All managers
          Compliance:                    Manager, Human Resources

References and Related Information
Understanding Performance Management and Development

Consequences of non-compliance
The result of poor or inconsistent implementation could lead to a reduction in staff motivation
and adversely impact on institutional effectiveness.

Associated Forms and Documents
Guided questions for managers
Individual Learning and Development Plan template
Work Plan template




Staff Handbook                                           Version 1                                           Page 37 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
                                                  Grievance Procedure

Purpose & Scope
The purpose of this procedure is to ensure a process that supports and facilitates a work and
study environment that is safe, fair and free from discrimination for all staff members.
ADVETI will ensure that staff are not subjected to behaviour that is discriminatory and
harassing.

The procedure applies to all ADVETI staff and covers all staff grievances of discrimination
and harassment. These procedures also cover the use of ADVETI’s communication facilities
including email, telephone the Internet and other devices.
Related Policies
Code of Conduct and Ethics
Privacy

Procedure
Principles
    • Grievances are to be treated seriously and sensitively, having due regard to
        procedural fairness, and confidentiality and privacy. Requirements relating to
        confidentiality and privacy extend to the use and storage of any information and
        records related to a grievance
    • Grievances should be handled quickly and as close as possible to their source. This
        may be modified by the nature of the grievance and the staff member's wishes. Staff
        should raise concerns as early as possible after the incident/s occurred
    • Wherever possible, grievances should be resolved by a process of discussion,
        cooperation and conciliation. The aim is to reach an acceptable outcome that
        minimises any potential detriment to ongoing relationships
    • Both the staff member raising the grievance (the complainant) and the person against
        whom the grievance is made (the respondent) will receive appropriate information,
        support and assistance in resolving the grievance. Parties may bring a support
        person to any interview
    • No person should be victimised because they raise a complaint or are associated
        with a grievance
    • Staff should not instigate grievances that are frivolous or malicious. All staff are
        expected to participate in the grievance resolution process in good faith

Preliminary Action
Before initiating the grievance procedures, the complainant should try to resolve any
grievance directly with the person/s concerned. If this is not possible or appropriate, proceed
to Step 1 of these procedures.

Step 1 – Talk to line manager
If the complainant is unable to resolve the grievance themself, they should take the matter up
with their immediate line manager. Where the grievance involves that person, refer the
matter to the next most appropriate member of staff, e.g. the manager’s manager.

The manager should address the grievance with a view to resolving it expeditiously, normally
within three weeks of receiving the complaint. This would usually involve the manager:
    f) carefully listening to the staff member's concerns and their desired outcomes


Staff Handbook                                           Version 1                                           Page 38 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
     g) providing the staff member with a copy of this document, explaining the grievance
        procedures and the range of options open to them
     h) after consultation with Human Resources, either attempting to resolve the matter or
        referring the matter to Stage 2 or 3 of these procedures if it is unsuitable for resolution
        at this level
     i) keeping all those involved informed about the progress of the matter and
     j) monitoring the situation during and after the resolution process.

In any action taken, the manager must ensure procedural fairness for all parties involved,
including such steps as fully informing the respondent of the allegations made against them
and providing them with an opportunity to respond.

At the end of their direct involvement with the matter, the manager is to make appropriate file
notes on the grievance resolution process and outcomes, and store these in a separate and
confidential grievance file called a Restricted Access file. This file will be stored in Human
Resources.

Step 2 - Referral to a senior manager
If the complainant believes the grievance has not been resolved to their satisfaction during
Step 1, they can refer the matter to the senior manager in the Faculty, or a member of the
Executive Committee. The senior manager may require the complainant to put the grievance
in writing. The senior manager will try to resolve the matter within three weeks of receiving
the grievance, following similar processes outlined in Step 1.

Step 3 - Referral to Director Corporate Services, Deputy Director, Director or delegate
If the grievance remains unresolved, or is felt to be of such a serious nature that it can not be
resolved without investigation, it may be referred in writing to the Director Corporate Services
or Institute Director or a senior delegate. After giving due consideration to the grievance, the
delegate may do one or more of the following:

If the complaint is not clearly within the scope of ADVETI’s processes for misconduct, serious
misconduct or unsatisfactory performance for staff, the delegate may:
      iii. refer the complaint back to the relevant manager or to a nominee, with advice, for
           resolution or
      iv. initiate an investigation into the matter. This may involve an external party
           (mediator).

Any determination made by the delegate in accordance with Step 3 of these procedures with
regard to the grievance will be final, save for the complainant’s or respondent's right to
pursue the matter externally under the provisions of UAE laws.

Outcomes
Outcomes will vary from case to case depending on the nature and circumstances of each
grievance. Outcomes could include:
    • the complainant gaining a better understanding of the situation and no longer feeling
       aggrieved
    • the complainant receiving a verbal or written apology
    • the respondent receiving a verbal or written reprimand
    • one or both parties agreeing to participate in some form of mediation/counselling




Staff Handbook                                           Version 1                                           Page 39 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
     •    disciplinary action where ADVETI’s Code of Conduct and Ethics is found to have
          been breached, and/or where misconduct, serious misconduct or unsatisfactory
          performance has occurred.

Disciplinary action may also be taken where:
   • a grievance is found to have been malicious or vexatious
   • a person victimises another person because of their involvement in the grievance
   • unnecessary disclosure of information (a breach of confidentiality) has occurred.

Advice and Information
Human Resources can provide procedural advice and information about grievances.
Managers should also be able to provide procedural advice about grievances.

Definitions
Complainant: the person/s making the complaint
Confidentiality: limiting disclosure of information relating to a grievance to as few people as
possible, and only to those who are legitimately involved in the process of resolving the
grievance. ADVETI staff are bound to ensure that 'privacy' principles are upheld when
collecting personal information. For example, staff and students should be informed about
what information is being gathered about them, how it is to be used, who will have access to
it and how it will be stored
Direct discrimination: where someone is treated less favourably because of their sex, age,
race, disability, pregnancy or any of the other grounds considered to be anti discriminatory
Indirect discrimination: where everyone is treated the same, but in a way that is, or is likely
to, disadvantage students or staff of one sex, race, etc., and that is not reasonable. For
example, a decision to insist that all students complete an examination in a set time may
indirectly discriminate against a student with a vision impairment
Grievance: any complaint or incident of harassment or discrimination that occurred at or in
connection with an endorsed ADVETI related activity, on or off the Institute work location
Harassment: behaviour that another person does not want and does not return; offends,
humiliates or intimidates the other person/s and that, in the circumstances, a reasonable
person should have expected would offend, humiliate or intimidate them, and targets them
for less favourable treatment because of their (or their friends' or relatives') sex, race,
disability, pregnancy, or any of the other grounds covered by UAE legislation; behaviour that
includes verbal racist or homophobic comments, derogatory name calling, offensive labelling
of all people who belong to the same group, offensive graffiti or written comments,
distributing offensive material, making threats against particular people or groups because of
their race, colour or sexuality
Procedural fairness: a process that displays fairness to all parties. It includes the right to be
heard, the right to be treated without bias, the right to be informed of allegations being made
and to be provided with an opportunity to respond to them and the right to be able to find out
about the status of the grievance
Respondent: the individual/s against whom the complaint is made
Sexual harassment: behaviour such as physical contact (patting, touching), 'leering',
repeatedly asking for dates (especially after prior refusal) and asking for sexual favours.
However, it may also include sexually related behaviour that makes the work or study
environment uncomfortable such as displays of sexual or sexist materials, inappropriate
emails or pictures, sexist or sexual jokes or comments that stereotype people on the basis of
their sex


Staff Handbook                                           Version 1                                           Page 40 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
Unlawful discrimination: A grievance may involve unlawful discrimination if it contains
allegations of unfair and inequitable treatment on the basis of a person's race, ethnic and
ethno-religious origin or nationality; sex or marital status; status as carer; pregnancy or
potential pregnancy; age; disability; or on religious grounds
Unlawful harassment: Unwelcome and offensive or intimidating behaviour, comments or
images based on any of these grounds
Victimisation: any unfavourable treatment of a person as a consequence of their
involvement in a grievance under these procedures. Unfavourable treatment could include
such things as adverse changes to the work environment, denial of access to resources,
work opportunities or training, or ostracism

Accountabilities
  Implementation:             All managers
  Compliance:                 Manager, Human Resources

References and Related Information
UAE legislation

Consequences of non-compliance
Consequences of non compliance may lead to disciplinary action

Associated Forms, Systems and Documents
None at the time of publication




Staff Handbook                                           Version 1                                           Page 41 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency
Staff Handbook                                           Version 1                                           Page 42 of 42
Disclaimer: Printed versions of this document are regarded as uncontrolled. Check for the latest version in the drive to ensure
currency

								
To top