Docstoc

General

Document Sample
General Powered By Docstoc
					       ActionAid International Vietnam
HUMAN RESOURCES and ORGANISATION DEVELOPMENT
            POLICY MANUAL
                 September 2001
                    Edition 3
Human Resource and Organisation
Development Policy Manual (2001)



This is a revised and updated Human Resources and Organisational Development
Policy Manual (HRODPM) 2001 which will be applicable for ActionAid Vietnam
(AAV) with immediate effect. Please note that this Manual supersedes the earlier
version of the same which was produced in 1998.

This Manual takes into account the provisions laid down by the Global HROD
Framework. It has also benefited from the input of AA V staff. Furthermore, this
Manual complies with the prevailing law of land and recognises the specific
circumstances in which AA V operates.

You will recall that the changes brought about in the Manual were discussed in
detail in various Management Meetings in 2001 and many valuable comments
made by the members have been incorporated into it.

The Asia Regional Director has approved the HRODPM 2001.

I acknowledge the hard work put in by the HROD Manager and her staff in
reviewing and updating the HRPM 1998 and producing this one. I also thank all
other staff who provided their valuable comments and suggestions to improve it.

As this is a live document, your continuous feed back on this Manual to the
HRODM would be much appreciated.

This document will be translated into Vietnamese in the near future and made
available for easy reference of all.

Thank you,



Ramesh Khadka
Country Director


20th Sept 2001
Human Resource and Organisation
Development Policy Manual (2001)




TABLE OF CONTENTS
1.       INTRODUCTION ................................................................................................................................ 1
     1.1     THE ORGANISATION ........................................................................................................................... 1
     1.2     GUIDING PRINCIPLES AND VALUES .................................................................................................... 1
     1.3     GENDER STATEMENT ......................................................................................................................... 2
     1.4     EQUAL OPPORTUNITIES POLICY STATEMENT ..................................................................................... 2
2.       RECRUITMENT POLICY ................................................................................................................. 4
     2.1 EMPLOYMENT CATEGORIES: .............................................................................................................. 4
        2.1.1  Regular Status ........................................................................................................................ 4
        2.1.2 Long term contract
        4
        2.1.3  Short Term Contract Status .................................................................................................... 5
     2.2 EMPLOYMENT PROCEDURES .............................................................................................................. 5
        2.2.1  Policy ....................................................................................................................................... 5
        2.2.2  Procedure ................................................................................................................................ 5
        2.2.3  Interview .................................................................................................................................. 6
        2.2.4  Appointment ............................................................................................................................ 7
        2.2.5  Appointment letter .................................................................................................................. 8
        2.2.6  Probation period ..................................................................................................................... 8
        2.2.7  Notice Period (Termination Notice) ....................................................................................... 9
        2.2.8  Transfer ................................................................................................................................... 9
        2.2.9  Secondment:............................................................................................................................ 9
        2.2.10 Career Growth and Promotion ............................................................................................. 10
        2.2.11 Job sharing: .......................................................................................................................... 11
        2.2.12 Development position: .......................................................................................................... 12
        2.2.13 Voluntary position: ............................................................................................................... 12
3.       ORIENTATION/INDUCTION......................................................................................................... 16
     3.1 POLICY ............................................................................................................................................. 16
     3.2 OBJECTIVES ..................................................................................................................................... 16
     3.3 PROCESS .......................................................................................................................................... 16
        3.3.1 New Staff ............................................................................................................................... 16
        3.3.2 Existing staff ......................................................................................................................... 17
4.       SEPARATION FROM THE ORGANISATION ............................................................................ 18
     4.1 CATEGORIES OF SEPARATION ........................................................................................................... 18
        4.1.1 Resignation ........................................................................................................................... 18
        4.1.2 Service Termination .............................................................................................................. 19
        4.1.3 Dismissal ............................................................................................................................... 19
        4.1.4 Retirement ............................................................................................................................. 20
        4.1.5 Death ..................................................................................................................................... 20
5.       REMUNERATION AND BENEFIT PACKAGE ........................................................................... 21
     5.1 REMUNERATION ............................................................................................................................... 21
        5.1.1 Policy ..................................................................................................................................... 21
        5.1.2 Grade structure ..................................................................................................................... 21
        5.1.3 Date of payment .................................................................................................................... 21
        5.1.4 Salary review ......................................................................................................................... 21
        5.1.5 Social and Health payments ................................................................................................. 22
        5.1.6 Income Tax ........................................................................................................................... 22
        5.1.7 Overtime ................................................................................................................................ 22
        5.1.8 Salary advances .................................................................................................................... 22
Human Resource and Organisation
Development Policy Manual (2001)


        5.1.9 Loans ..................................................................................................................................... 23
     5.2 BENEFITS PACKAGE .......................................................................................................................... 24
        5.2.1 Allowances ............................................................................................................................ 24
     5.3 STAFF WELFARE SCHEMES ................................................................................................................ 26
        5.3.1 Social Insurance ................................................................................................................... 26
        5.3.2 Health Insurance .................................................................................................................. 26
        5.3.3 AAV Pension scheme ............................................................................................................ 26
        5.3.4 Gratuity ................................................................................................................................. 26
        5.3.5 Maternity payment ................................................................................................................ 26
        5.3.6 Project Termination .............................................................................................................. 27
        5.3.7 Redundancy/Phase out of project ......................................................................................... 27
        5.3.8 Workmen Compensation Insurance..................................................................................... 27
        5.3.9 Group Travel Policy .............................................................................................................. 27
     5.4 DEDUCTION...................................................................................................................................... 28
6.       LEAVE ................................................................................................................................................ 29
     6.1     ANNUAL LEAVE ................................................................................................................................ 29
     6.2     EMERGENCY LEAVE OR UNPLANNED LEAVE .................................................................................... 29
     6.3     SICK LEAVE ..................................................................................................................................... 30
     6.4     MATERNITY LEAVE .......................................................................................................................... 30
     6.5     TIME FOR BREAST FEEDING.............................................................................................................. 30
     6.6     RETURNING TO WORK ...................................................................................................................... 30
     6.7     PATERNITY LEAVE ........................................................................................................................... 31
     6.8     COMPULSORY LEAVE ....................................................................................................................... 31
     6.9     COMPASSIONATE LEAVE .................................................................................................................. 31
     6.10       LEAVE WITHOUT PAY .................................................................................................................. 31
     6.11       LEAVE IN LIEU ............................................................................................................................. 31
     6.12       WEDDING LEAVE ........................................................................................................................ 32
     6.13       STUDY LEAVE ............................................................................................................................. 32
     6.14       SABBATICAL LEAVE .................................................................................................................... 32
7.       PERFORMANCE DEVELOPMENT REVIEW............................................................................. 33
     7.1     PURPOSE .......................................................................................................................................... 33
     7.2     FREQUENCY ..................................................................................................................................... 33
     7.3     PROCEDURE ..................................................................................................................................... 33
     7.4     EVALUATION OFFICIAL/APPROVAL AUTHORITY............................................................................... 34
8.       WORKING HOURS AND HOLIDAYS .......................................................................................... 35
     8.1     OFFICIAL WORKING HOURS............................................................................................................... 35
     8.2     DAILY ATTENDANCE ........................................................................................................................ 35
     8.3     NATIONAL HOLIDAYS....................................................................................................................... 35
     8.4     FLEXIBLE WORKING ARRANGEMENTS:.............................................................................................. 36
9.       DISCIPLINARY PROCEDURES .................................................................................................... 37
     9.1     MINOR MISCONDUCT EXAMPLES ..................................................................................................... 37
     9.2     PROCEDURE ..................................................................................................................................... 37
     9.3     MAJOR MISCONDUCT EXAMPLES ..................................................................................................... 37
     9.4     INVESTIGATION PROCEDURE ............................................................................................................ 38
     9.5     ACTION ............................................................................................................................................ 39
     9.6     GRIEVANCE PROCEDURE/RIGHT OF APPEAL .................................................................................... 39
Human Resource and Organisation
Development Policy Manual (2001)




Annex 1:    DEFINITION OF HARRASSMENT                        42

Annex 2:     STANDARDS OF PROFESSIONAL CONDUCT               44
Annex 3:     PROCEDURE FOR PERFORMANCE DEVELOPMENT REVIEW    48
Annex 4:     HIV/AIDS AND TERMINAL ILLNESSES                 51
Annex 5:     STAFF DEVELOPMENT AND TRAINING                  53
Annex 6:     CONSULTANCY POLICY                              54
Annex 7:     USE AND MAINTAINANCE OF AAV VEHICLES            57
Annex 8:     GUIDELINES FOR INTERVIEW                        60
Annex 9:     CURRENT RATES                                   62
Annex 10:    CONSULTANCY REQUEST FORM                        64
Annex 11:     PYAMENT REQUEST FORM                           67
Annex12:    GRADE STRUCTURE                                 69
Human Resource and Organisation
Development Policy Manual (2001)




                                   GENERAL

1. This manual governs all Vietnamese staff who are recruited in-country by
   ActionAid Vietnam.
2. Where the word "Organisation" is used in this manual, it shall take to mean
   "ActionAid Vietnam".
3. Where the acronym AAV is used it shall take to mean ActionAid Vietnam.
4. Where the word "Manual" is used it shall take to mean this Human Resources and
   Organisation Development Policy Manual.
5. This Manual will be revised and updated every 2 years. Interim review and
   revision as and when necessary will be minuted in the management meeting and
   communicated through memo and notice. The Human Resource and Organisation
   Development Manager (HRODM) in close consultation with the management
   team will coordinate this review and amendment process and submit to the Country
   Director (CD) for final approval. Revision of manual is done to bring us in line
   with change in environment or internal conditions and any staff member is free to
   submit amendments for consideration through their line manager or directly to
   HRODM.
6. Both Vietnamese and English versions will be made available to all Development
   areas (DAs) and Departments for their reference and use. Final interpretation in
   case of contradictions will be based on the English version of this manual.
7. Matters not covered in this manual will be interpreted and applied according to the
   current labour law of the country.
8. The CD can amend, cancel or modify the policies and procedures in this manual
   through memorandum as and when necessary. Similarly, the CD can introduce
   additional policies and procedures through memorandum as and when needed.
9. The CD is entrusted with the final responsibility for the interpretation,
   administration and application of the AAV Human Resource and Organisation
   Development Policies.


This manual will be produced in loose binder so that interim amendments can be
inserted                                                                 easily.
Human Resource and Organisation
Development Policy Manual (2001)



1.    INTRODUCTION

1.1   The Organisation
      Established in 1972, ActionAid (AA) is one of the UK's largest development charities.
      ActionAid has been working in Vietnam since 1989. At present ActionAid Vietnam
      (AAV) is involved in designing, implementing (in partnership with local authorities),
      facilitating and funding anti-poverty programmes in Son La, Ha Tinh, Quang Ninh,
      Lai Chau, Hatinh and Ninh Thuan Provinces.
      AAV's country office is based in Hanoi and has overall responsibility of management
      and representation of all activities in the country. AAV field offices are based within
      the geographical boundaries of the area where it works in various parts of the country.
      “The mission of ActionAid Vietnam is to eradicate poverty of poor women, men, girls
      and boys by ensuring their rights and entitlements to a life of equity and justice ”



1.2   Guiding Principles and Values
      The conduct and behaviour of AAV and its staff will be guided by its corporate values
      and principles. We believe,

      Mutual respect

      We will always respect the rights of individuals. We will respect and value each individual
      irrespective of age, gender, ethnicity, race or class. We will respect and recognise the
      contribution made by the poor and powerless and our partners towards the goal poverty
      eradication. Our dealings will always demonstrate our respect for Vietnam.

      Equity and Justice

      We will work to ensure that everyone irrespective of sex, age, race, colour, class and religion
      has equal opportunity to secure and enlarge their capabilities to lead a life with dignity. We
      will respect the rights of people to express freely their opinions.


      Honesty and transparency

      We will always respect people‟s rights to information and act accordingly. We will be
      accountable for the effectiveness of our actions and open in our judgements and
      communications with the poor people and with others.


      Solidarity with the poor and powerless

      We will always take sides of the poor and powerless in our programmes and dealings. The
      desire of the poor and powerless will be the basis of our programmes and behaviours.




                                                1
Human Resource and Organisation
Development Policy Manual (2001)


      Humility

      Our presentation and behaviour will be modest and we will be frugal in our spending always
      take the most cost effective approach possible to work.

      Courage of conviction


      We will be bold and courageous in our pursuit of poverty eradication and ensuring equity and
      justice for the poor with the due recognition and respect for the rights and freedoms of others.


      Happiness

      At work and in society we will respect each person‟s social and cultural rights for their
      dignity and free development of their personality to be happy. We will honour the right to
      rest, leisure and personal security and promote the same with whom we work. We will create
      a working environment in which there is mutual trust, respect and fair treatment.



1.3   Gender Statement
      Gender is a corporate issue and must be addressed as an integral part of the
      organisational development activity at all levels of AAV. Gender must permeate
      everything we do: how we design projects, how we staff them, how we communicate,
      how we manage and how we raise money. Until we adequately reflect gender
      sensitivity and equity in our internal practices we are not in a position to influence
      anyone outside the organisation.
      All parts of the organisation should provided gender awareness training; this should
      form part of an induction programme and be strongly encouraged for all existing staff
      and staff of partner organisation.

1.4   Equal Opportunities Policy Statement
       AAV is committed to the establishment and the development of equality of
        opportunity in policy and practice.
       AAV will apply this policy and practice in all aspects of working life with AAV,
        from recruitment through to cessation of employment, including personal and
        career development, terms and conditions.
       AAV will not discriminate against any individual or group within AAV on ground
        of sex, race, age, colour, nationality, marital status, home responsibility, sexual
        orientation, physical ability, health, culture, beliefs, trade union activity, political
        affiliation or social background. AAV reserves the right to add other categories to
        this list.
       AAV will not discriminate against any employee or applicant through a condition
        or requirement of a job which cannot be objectively justified. We shall value
        individuals for their contribution, and shall give them the opportunity to realise
        their full potential within the organisation insofar as this is affordable and
        contributes towards the fulfilment of its mission.



                                                 2
Human Resource and Organisation
Development Policy Manual (2001)


         AAV will ensure that all staff and volunteers abide by the content and spirit of the
          statements, policies and procedures in this manual.
         AAV is committed to a programme of action to make this policy fully effective
          and will constantly monitor and review the procedures, practices and guidelines
          that underpin it.




                                             3
Human Resource and Organisation
Development Policy Manual (2001)




2.      RECRUITMENT POLICY
        AAV's reaffirms its long-standing policy to provide equal employment opportunity for
        all applicants and equal opportunity for career development to all its staff. AAV
        subscribes fully to the philosophy and belief of non-discrimination in employment
        regarding race, colour, nationality, ethnic orgin or religious belief, age, disability,
        gender, family status or sexual orientation.
        To the extent possible, AAV promotes the policy of national staff development to
        further the casue of national self-sufficiency. In the spirit of internationalism, AAV
        may recruit staff from other countries but especially when suitable national staff
        recruitment is not possible.
        Employment of relatives:
        Spouses, partners or close relatives* may be hired by the Organisation under the
        following specific conditions:
        a) the above person is the most suitable candidate for the position.
        b) there will be no direct line management relationship between the relatives.
        c) they will not work within finance functions.
        d) they will not be hired in positions where one is in a position of having to
           audit/assess the work of the other.
        It is incumbent on the employee and the applicant to report to the HRODM or CD any
        knowledge regarding employment of relatives. Failure to do so shall result in
        disciplinary action.
        *Close relatives are defined as parents, parents-in-law, children, brother/sister,
        uncles/aunts, nieces/nephews, first cousins.
        Liaison with the Labour Supplier of Ministry of Foreign Affair:
        Staff are employees of AAV. AAV will inform the Labour Supplier of Ministry of
        Foreign Affair of its intention to an offer a contract of employment to a successful
        candidate through an official letter, signed by the CD or HRODM. It is requirement
        for a successful candidate to complete required formalities with the Labour Supplier
        of Ministry of Foreign Affair. AAV will also inform them in advance if it become
        necessary to terminate an employee‟s contract with the Organisation.
2.1     Employment Categories:

2.1.1   Regular Status
        All staff are employed for open ended contract with no discrimination between DA
        based and Hanoi based status. Such employment will be governed by this manual
        unless specifically stated in the letter of contract. All new staff will be offered a two
        months time for probation period for senior level and one month time for other level
        before the employment is converted into a Regular status.




                                                4
Human Resource and Organisation
Development Policy Manual (2001)


2.1.2   Long term contract Status
        Such category of staff are employed for a set time frame normally up to a period of
        two years time. Such contract of employment may be extended by mutual agreement
        before the end of the tenure. Such employment will be governed by this manual
        unless specifically stated in the letter of contract. All new staff will be offered a two
        months time for probation period for senior level and one month time for other level
        before the employment is converted into a 2 years Contract status.


2.1.3   Short Term Contract Status
        Personnel may be hired for a short term period usually less than 12 months for
        temporary and will be based on the recommendation of Line Manager.
        Appointment procedure and authority of task-linked consultants, who are not
        appointed to any particular position are governed by separate memorandum. The
        employment policies, terms and conditions of such appointment will be governed
        entirely by the specific letter of agreement refer to in this manual.
        Status of staff may change from regular to contract or vice versa depending on
        situation arising from organisational need.

2.2     Employment Procedures

2.2.1   Policy
        AAV shall recruit suitably qualified, experienced and able Vietnamese citizens for all
        vacant posts unless there is a specific need for recruitment of expatriate staff. The
        recruitment process for all international positions will be overseen by International
        Human Resource (IHR) and will be governed by the International Terms and
        Conditions. (See International Terms and Conditions Policy). All international
        appointments are decided in country by the CD and approved by the Regional Director
        (RD).


2.2.2   Procedure
        Job description and person specification: The first step in the recruitment procedure
        should be the construction of a clear job description and a thorough and rigorous
        person specification to determine the skills and attitudes required for the post.
        Draft of the job description must be sent to HROD Manager for comment and
        suggestion.
        Advertisement: All vacancies shall be advertised. The advertisement will indicate the
        position, minimum education qualifications, work experience, location, other essential
        specifications and the major areas of responsibility of the position.
        It is the responsibility of Department, Unit or Programme Managers to advise the
        HROD Manager to initiate process of recruitment including internal and/or external
        advertisement for the positions, which are approved in the plans and budgets. It is a
        pre-requisite that a well defined job description, including key areas of



                                                5
Human Resource and Organisation
Development Policy Manual (2001)


        responsibilities, specific responsibilities, authority levels, grade and position
        specifications (qualification required), is prepared and agreed with CD.
        For reasons of consistency all advertisements - internal or external and in DA or in
        national press should be signed off by HR-OD Manager, whose responsibility it is to
        arrange for advertisement.
        National Vacancies: All positions will be advertised internally and externally for
        senior management levels, in national newspapers or other media.
        International Vacancies: All positions will be advertised internally within AAV and
        externally for senior management levels, in national newspapers or other media. If
        there is a need to look outside the country boundaries, then this position must be
        advertised throughout AA country programmes and through selected international
        media.
        Decision of non-advertisement and appointment of position must be taken by CD on
        recommendation of HROD Manager and representation of line manager(s) when there
        is a planned and obvious transfer or promotion is possible.
        Receiving applicants: All applications for posts on DA level, internally or externally
        will be submitted to the DA Manager. All applications for posts at Head Office (HQ)
        level and above shall be routed to HROD Manager.



2.2.3   Interview
        Short listing
        DA Level:
        The DA Manager will be responsible for short listing of all staff in DA. For the
        position that reports directly to the DA manager, HROD Manager should be included
        in the short listing.
        HQ Level: HR-OD Manager will be responsible for whole process of recruitment.
        Contacting the applicants and setting up of interview dates is the responsibility of the
        DA Manager (DA level) and the HROD Manager (all others).
        All travel expenses, or loss of income due to interview with the organisation, are the
        responsibility of the applicant. The CD, at her/his discretion, may make exceptions to
        this rule for the case of extended interviews or long distance travel by candidates.
        AAV will ensure that all short listed candidates will go through a rigorous selection
        procedure. A gender balanced interview panel will be set up by HR-OD Manager for
        the HQ position and approved by CD. For the DA based position DA Manager will set
        up a gender balanced interview panel in consultation with HROD Manager.
        Particularly in the case of senior manager interviews, inclusion of external consultants
        on the interview panel may be an effective and objective means of assessment and CD
        will identify such external interview panel member.
        Interview Panel:
        DA Level:


                                               6
Human Resource and Organisation
Development Policy Manual (2001)


         DA Manager
         HR-OD person
         Sector head
         Partner Representative
        HQ Level:
         Line Manager
         HR-OD Manager
         Other Department Manager
         External resource person (for senior management posts only) approved by CD
         Regional Finance Coordinator (for Head of Finance post only)
         CD (for all senior manager posts)
        Process:
        All candidates must appear for an interview. The Line Manager in consultation with
        HR-OD Manager will develop a set of criteria and grade/salary for each position and
        will agree a pattern of discussion to be followed. It is a pre-requisite that a well
        defined job description is prepared by the Line Manager and agree with CD prior to
        the interview.
        Depending upon the position, a variety of methods of assessment may be used.
        The interview panel with the HROD Manager will discuss and decide what
        assessment method will be used for a particular interview.
        Usually, there will be two rounds of interviews (essential only for senior positions).
        On the basis of the first round of interviews, the panels, through the HR-OD Manager
        will submit a written recommendation of selected candidates to the CD for the final
        round of interviews.
        In the event an internal candidate has already been identified, the concerned line
        manager will consult with the HR-OD Manager and recommend for interview and
        final approval by CD. In all cases, the process of candidate identification and
        selection must be documented for file by HRODM.
        In the case that both female and male candidates are qualified for a position, female
        candidate should be strongly recommended, especially for senior positions.

2.2.4   Appointment
        The appointment of CD is managed by RD and with final endorsement by the Chief
        Executive.
        All appointments for Hanoi staff and Senior managers in AAV will be signed by HR-
        OD Manager with the final approval of the CD. The RD will be informed of all such
        appointments.
        For the appointment of Head of Finance, the RD will be the final point of approval at
        the recommendation of CD.
        All DA appointment will be managed by DA Manager. All new appointment will be
        signed by the HR-OD Manager.




                                              7
Human Resource and Organisation
Development Policy Manual (2001)


        It is essential that HR-OD Manager or his/her representation is included in all the
        process leading up to and including appointment so as to ensure compliance and
        consistency in line with the policies and procedures.

2.2.5   Appointment letter
Every new employee shall be issued a letter of appointment. The letter will contain the
      following information:
       date of joining
       position/job title
       grade/step
       employment category
       job location
       line manager/management
       probation period (requirements/benefits)
       other benefits
       any specific arrangements that have been agreed to
       need to familiarise her/himself with the Human Resource Policy Manual and other
          policies of the Organisation.
      A job description must accompany the letter.
        The letter of appointment is valid only after it, together with the job description, has
        been signed as agreed and accepted by the new employee.
        A copy each of this letter will be sent to the Finance department, HRODM for staff
        personal file.
        It will be the responsibility of the HRODM to publish notice for each new
        appointment made (with brief introduction of the person and the job) for general
        information. This notice must be circulated to notice boards of all DAs and the
        country office.

2.2.6   Probation period
        A probation period of two months will be applied to all new staff on Regular Contract
        status and long term contract status, from the date of hire. AAV may decide to waive
        or to extend the probation period for a maximum of three months. There will not
        usually be any probation period for internal candidates taking up a new position. All
        new staff will be advised whether they will be offered a Regular Contract or long term
        contract one week before the completion of their probation period in writing..
        At the end of the probation period the employee shall be subject to a performance
        evaluation.
        The line manager is responsible for conducting this evaluation. S/he shall submit a
        written recommendation to the HROD Manager for further processing.
         During the probation period, the employee will be eligible to receive benefits and
        facilities as outlined in this manual, with the exception of the following:
         no leave during probation period
         no Tet or clothing allowances during probation period



                                               8
Human Resource and Organisation
Development Policy Manual (2001)


           not eligible to AAV pension scheme

2.2.7   Notice Period (Termination Notice)
         During probation, the notice period will be one week. After confirmation, a notice
        period of 45 days in case of staff in grade 1-2 only , and 30 days for others. Notice
        must be given in writing and submitted via line manager and HROD Manager to the
        CD. The Organisation or staff member will receive compensation in lieu of salary
        payment if the notice period is shorter.

2.2.8   Transfer
        Staff may be transferred from their place of hire from one geographic location to
        another or from one part of the Organisation to another. Transfer will be done in
        consultation with the respective line managers and the staff member concerned.
        Transfers from one departments/DAs to another must be approved by the CD.
        Since the transfers will always be guided by the need of the Organisation, it is
        expected that concerned staff members will abide by the decision. Transfers may or
        may not include any changes in salary or grade depending upon the allowance
        structure, but basic salary will never be less than being earned by the individual
        concerned.
        Procedure: All recommendations for transfer of staff between Departments/DAs must
        be routed via the HROD Manager. Pre-recommendation consultation with the HROD
        Manager is essential, to agree on changes in salary, grade or status if any.
        After a transfer has been agreed with the people concerned and approved by the CD.
        The manager will issue a release letter, accompanied by clearance certificates from the
        Head of Finance.
        The HRODM will issue an appointment letter indicating new geographic location,
        employment category, job title, date of joining, new duty station, grades and salary.

2.2.9 Secondment:
        Policy: Secondment is a placement of a staff member from one Department/DAs to
        another Department/DA within AAV, from AAV to another AA or from AAV to
        other organisation in Vietnam. AAV can also receive staff on secondment.
        It is AAV policy to send or receive staff on secondment primarily either for the
        purposes of learning for staff and organisation or for the purposes of fulfilling a
        particular expertise. Secondments are for specifically defined tasks and roles and for a
        defined period of time. This is also a means of staff development.


        Procedures:
        1. DA Manager and Department Head wishing to send or receive any level of staff
           should forward their request to the CD via HRODM with specification of purpose
           and need supported by clear justifications.
        2. It will be responsibility of the HRODM to ascertain the need and set the process in
           motion for identification of suitable candidate from appropriate department within
           AAV or from organisation outside AAV.



                                               9
Human Resource and Organisation
Development Policy Manual (2001)


      3. For internal secondment within AAV, the process and authority level will be same
         as in the case of internal transfer. However, any secondment to and from
         organisation outside AAV must be approved by the CD.
      4. The formal letter of secondment will be similar to appointment letter of a contract
         employee and will mention among other things the expected outcomes in terms of
         learning or expertise sharing, time frame, and cost bearing or sharing
         arrangements. The formal letter of secondment inside AAV will be issued by the
         CD, on recommendation from HRODM. Secondment involving organisation
         outside AAV will be formalised through a letter from CD.
      5. The cost of secondment within AAV will be borne by the primary beneficiary DA
         or Department requesting the secondment. However, for the secondment
         involving organisation outside AAV, AAV or the recipient organisation may bear
         full cost or share cost as will be the case when AAV receives staff member on
         secondment form outside AAV.
      6. The time period for any secondment at any one instance will not be any longer
         than 12 consecutive months.
      7. Secondment procedures involving AAV staff and other staff from AA country
         programs will be governed by the AA global policy and previously established
         practices.
      8. The term and condition including remuneration of the secondment will be decided
         on case by case basis but will be generally governed by the nature of job and duty
         location.

      .



2.2.10 Career Growth and Promotion
      Policy: It is   AAV policy to create suitable environment and make appropriate
      investment for progressive career growth of each staff in the organisation. Career
      growth may involve promotion involving higher grades and increased responsibilities
      or may involve lateral change in responsibilities (not entailing increased grades or
      salary) with prospect of higher employability and promotion in future. However, it is
      recognised that in a small organisation like AAV opportunity for upward or lateral
      growth will be limited.


      Procedures:
      1. Opportunity for career growth and promotion will result only from creation of new
         positions involving increased or different responsibilities as per the need of the
         Organisation and due to vacancy created by the departure of staff members.
      2. Discussion about lateral or vertical career growth of each staff will normally
         emerge at the time of periodic performance appraisal but this must be formally
         discussed and documented at least once in a year at the time of calendar year end
         appraisal.
      3. Annually, the HROD Manager and DA Manager will produce a report detailing
         the list of staff ready for career growth, potential opportunities and necessary



                                            10
Human Resource and Organisation
Development Policy Manual (2001)


            investment for discussion at the Management Meeting in the first quarter of each
            calendar year.
       4.   Succession plan for each of the senior management position will be prepared and
            reviewed annually by the Management Meeting in the first quarter of calendar
            year. While each senior manager prepares succession plan for his/her position and
            discusses with the potential successor, if any, it is the responsibility of HROD
            Manager to present a collated report in the Management Meeting.
       5.   Agreed and planned career growth appointments are approved by CD. The
            authority of waiving need for advertising for new or vacant positions to facilitate
            internal career growth rests only with the CD for all categories of staff.
       6.   Each career growth appointment must be routed through HRODM.
       7.   Appointment formalities are same as mentioned in Section 2.2.4 and 2.2.5.



2.2.11 Job sharing:
       Policy:
       It must be recognised that not all posts may be suitable for job sharing.
       Job sharing policy is applied in the following cases: there is a vacancy of a position
       within AAV or AA in case staff left for either training, maternity or sick leave for
       more than one month with a notice in advance about their leave.

       Procedure:

1. It is the line manager‟s responsibility to consider any requests for job sharing. The line
   manager must examine the job description for the post and determine how the elements of
   the full-time post might be divided and whether the working arrangements could
   accommodate a job sharing arrangement.

2. If the line manager considers that a job share arrangement is possible then the proposals
   should be discussed by the line manager with HRODM.

3. If the post is considered unsuitable for job sharing then where an existing employee has
   applied for a job share arrangement the reasons why a job share arrangement is not
   possible will be given to the individual in writing.

4. If one of the job sharers leaves, the manager may decide not to fill that part of the post, to
   fill it with another suitable job sharer or to offer the post to one full-time employee. In
   this case the remaining job sharer might be offered the whole post.

5. Terms and conditions for the person in charge of sharing job must be based in very
   specific responsibility, which must be agreed by the person in charge with his or her Line
   manager in consultation with HRODM and gone though whole process of a consideration
   about timeframe, possibility, capacity.




                                               11
Human Resource and Organisation
Development Policy Manual (2001)


2.2.12 Development position:
       Policy:
       The concept of “Development Positions” provides employment opportunity for
       external recruits with potential as well as successionship opportunities within
       organisation.


       Staff with growth potential but needing a certain degree of development are recruited
       under “ Development Positions” in a grade lower than the regular position grade for a
       period of six months to one year. The position will be prefixed by “Acting".


       Procedure:
       In case if there is a vacancy of the certain position in the organisation and a candidate
       with desired competencies is not available, a person with development potential
       (internal or external) may be recruited as an Acting of the position for an appropriate
       period of time not exceeding one year.
       During this period the incoming person‟s Line Manager will discuss development
       needs of the person and set objectives to meet them. For Country Office and Senior
       Management positions the HRODM will be involved in these discussions.

       After the end of the above period the person will be upgraded to a full position
       subject to the findings of the review taken by the person with appointment authority. If
       however gaps are still seen the development period may be extended.
       For the internal candidate during the Acting period they will be entitle to have an
       Acting allowance ( see 5.2.1 for Allowance guideline).




2.2.13 Voluntary position:
       Policy:

       AAV recognises that it is in the interests of the organisation to recruit and utilise
       volunteers in order to maximise its efficiency, to achieve its aims and to bring new
       skills, experience and perspectives to our work. At the same time AAV believes that
       it can offer valuable training and work experience to volunteers together with a chance
       to directly contribute to our work.

       We believe that people wish to volunteer their time and labour to AAV for a variety of
       reasons. Many wish to support AAV in a non financial way whilst others wish to gain
       valuable work experience or new skills. Others may wish to meet new people with
       similar interests or to readjust to the world of work following an absence.

       Procedure:




                                              12
Human Resource and Organisation
Development Policy Manual (2001)


       The policy and procedures set out guidelines for the recruitment, management and
       deployment of volunteers and are designed to ensure consistency and fair treatment of
       all non paid staff.

a) Recruitment of volunteer:

The principal responsibility for the co-ordination of volunteer recruitment shall rest with the
following staff:
               Country office -        Line manager and HDODM
               DA              -       DA Manager and HRODM


Volunteers may be recruited in the following circumstances:

-       where non paid work can be packaged to create a suitable mixture of training and
work experience
-       where short term help is needed for specific, easily identifiable tasks
-       where a permanent non paid trainee post is created which can be filled by a number of
trainees over a period of time

Volunteers must not be recruited to cover posts which are normally part of the
establishment of paid jobs or to cover work which is so important to AAV that the
organisation would be critically affected if the volunteer left suddenly.

The following guidelines should be followed once the need for a volunteer has been
identified:

(i)    Request for volunteers: A request should be made to the member of staff
responsible for volunteer co-ordination named above.

(ii)    Selection of volunteers will be the responsibility of the member of staff who has
made the request for a volunteer. The volunteer placement will be subject to references which
will be taken up for all new volunteers by the volunteer co-ordinators.

(iii) A Job Outline clearly listing the tasks and responsibilities of the volunteer should be
produced and agreed with the volunteer.

(iv)   Work Space: The person responsible for the volunteer should ensure that adequate
work space and equipment is available before making a firm offer to a volunteer.

        (v)    Notification to other staff: Reception and the person named above as co-
ordinating volunteer recruitment should be told at least the day before that a new volunteer is
starting.

b) Induction of volunteers:




                                               13
Human Resource and Organisation
Development Policy Manual (2001)


New volunteers should receive at least a tour of the building in which they are based and an
introduction to Reception and to colleagues with whom they will work. They must be shown
and introduced relevant office equipment, security arrangements and other facilities.

Wherever possible, long term volunteers, i.e, those with us for at least three months, should
be subject to the Induction program which is relevant to them.

c) Volunteer expenses:

All volunteers are entitled to claim direct reimbursement of their travel expenses to and
from the office in which they are based or to take advantage of free transport where
applicable.

In addition, in recognition of the higher costs incurred, volunteers in Country office and in
DAs and will receive 10,000 VND lunch allowance if they work for at least five hours per
day.

Payment will be via petty cash and will be from the budget of the department in which the
volunteer is based.

d) Management support:

It will be the responsibility of the person managing the volunteer' to ensure that the necessary
support is given so that the volunteer works effectively and derives maximum benefit from
their time with us.

e) Training and development:

Volunteers will be encouraged to expand their skills, knowledge and experience in the
following ways:

-      attendance at relevant departmental/organisational meetings/talks
-      attendance at internal training courses where appropriate
-      by receiving formal feedback from their supervisor on their performance, if they wish,
-      by moving between departments and volunteer positions.
-      access to careers and job advice from the HROD Department

f) Recruitment to paid work:

    Whilst it will be made clear to all volunteers that there is no guarantee that paid work with
    AAV will become available or that they will receive preferential treatment in a
    competitive recruitment process, it is true that volunteers who have performed well and
    gained experience and skills with us will be in a strong position to apply for paid jobs
    when they do arise.

    Volunteers will therefore be eligible to apply for internally advertised positions when they
    have completed at least one month's voluntary work with us. As a courtesy, all volunteers



                                               14
Human Resource and Organisation
Development Policy Manual (2001)


   should inform their supervisor that they have been offered paid work and should negotiate
   a minimum handover period.

g) Disciplinary and grievance procedures:

   All volunteers will be expected to abide by AAV's rules and expected standards of
   behaviour. Failure to do so may result in the volunteer being asked to leave. All such
   cases will be fully investigated by the HROD function.

   Volunteers who have grievances are encouraged to consult their supervisor in the first
   instance to discuss this and will be entitled to have a thorough investigation of the matter.
   They may also consult the HROD function if they wish.




                                              15
Human Resource and Organisation
Development Policy Manual (2001)




3.      ORIENTATION/INDUCTION

3.1     Policy
        It is the policy of AAV to orient and induct all new staff at time of joining and of
        existing staff members through a structured and periodic process.

3.2     Objectives
        To ensure:
         thorough understanding of the Organisations mission, vision and values, its
           philosophy and approach.
         understanding of its strategies, major policies and work in Vietnam
         build relationships with immediate colleagues and key staff in the organisation

3.3     Process

3.3.1   New Staff
        Induction management is the responsibility of HR-OD Manager for country office
        and DA Manager for DA office.
        To be achieved within 2 months of employment:
         introduction to colleagues
         packet of essential documents: CSP, LTP, HROD Policy Manual, Organisation
           structure and names, Last Annual Report, AA Agency wide strategy papers,
           Handing over documents if any, Corporate and Regional Strategy (for senior
           management staff only), at least one DA visit.
        On joining, an induction programme schedule will be given to concerned staff
        member.
        At the end of their probation period, staff member will write their views/comments
        and gaps concerning the induction process they passed through to the HRM with a
        copy to their line manager.
        Job specific orientation:
        Line manager shall organise job specific orientation to all new staff, covering the
        following areas:
        a) discussion of duties
        b) introduction of staff to other team members
        c) introduction to CD and senior management staff in the country office, in
            coordination with the HRODM
        d) introduction to community counterparts
        e) review of job specific issues

        ** Development of information pack for job specific orientation is the responsibility
        of the DA manager/Department Head.
        Job related induction will be the responsibility of the line manager.


                                               16
Human Resource and Organisation
Development Policy Manual (2001)


        It is essential that the end of probation review discusses and notes the adequacy and
        effectiveness of orientation and induction. It will be the responsibility of the HRODM
        to summarise such individual comments of orientation and induction and make
        necessary improvements.

3.3.2   Existing staff
        As and when necessary. However HRODM will organise reorientation and Induction
        workshop once every year for staff.




                                              17
Human Resource and Organisation
Development Policy Manual (2001)




4.      SEPARATION FROM THE ORGANISATION

        AAV recognises that the employment with AAV is not permanent. Staff at their own
        volition may leave the Organisation. Similarly AAV may let go of staff for a variety
        of reasons. However, it is the policy of AAV to ensure that staff members have
        maximum possible opportunity of growth and development in the Organisation and
        that they remain with the Organisation as long as it is possible. AAV will consider the
        level of staff turnover a factor to review as its success or failure particularly of its
        organisational policies.

4.1     Categories of separation

4.1.1   Resignation
        Policy:
        Regular and Long term contract status staff on grade 1-2 may resign at 45 day‟s
        notice or pay to the organisation salary in lieu of notice if agreed by CD .
        All other staff may resign at a month‟s notice or pay to the organisation salary in lieu
        of notice if agreed by CD.
        Notice of resignation shall be made in writing before one or one and half month notice
        of resignation to the line manager, stating reasons for resignation and effective
        resignation date.
        Staff resigning in appropriate manner shall be entitled to gratuity, which will be based
        on their current (year of leaving) basic salary, AAV pension and no other termination
        payment will be paid.
        Staff resigning is entitled to have one month‟s salary for Tet allowance of the year
        provided that up to resignation date, he or she has worked for more than 6 months of
        that year.
        Procedure:
        DA based staff: Resignation letters must be submitted to line manager, who will then
        recommend to the DA Manager for acceptance/action. Resignation acceptance letter
        will be issued by DA Manager with copy to HRODM at country office, for processing
        and records. Final payment at separation will be made by the country office.
        The acceptance letter must be accompanied by certificate indicating clearance of
        floats, equipment handover, monies due and leave balance if any as well as employee
        personal file before the final settlement in country office can be approved.
        Country office based staff: Resignation letters will be submitted to the line manager,
        who will then recommend to CD for action. The final acceptance letter will be signed
        off by the CD with copy to HRODM.




                                               18
Human Resource and Organisation
Development Policy Manual (2001)


        Final clearance will be processed by the HRODM. Acceptance letter must be
        accompanied by certificate indicating clearance of floats, equipment handover,
        monies and leave balance.


        Managers: Resignation letter must be submitted to the CD. The CD will hold the final
        responsibility of signing off the acceptance letter, with copy to HRODM.
        Final clearance will be processed by the HRODM as per above.
        Exit report: This will be written by the departing employee. This is a pre-requisite for
        final clearance and should be submitted directly to the HRODM. It is the
        responsibility of the HRODM to conduct the exit interview and discuss the report.
        Final payment: Final clearance form is attached as annex. The outgoing employee is
        responsible to complete the form and submit to HRODM for certification and forward
        to Head of Finance for payment.

4.1.2   Service Termination
        The services of Regular status staff may be terminated by the Organisation for the
        following reasons:
        a) redundancy arising due to financial difficulties or programme shrinkage/closure
        b) employee medical reasons (refer illness policy - annex 4)
        c) continued unsatisfactory performance
        The services of Contract status staff may be terminated for the following reasons:
        a) redundancy arising due to financial difficulties or programme shrinkage/closure
        b) employee medical reasons (refer illness policy - annex 4)
        c) unsatisfactory performance (job related or as AAV staff member in general)
        d) end of contract
        Procedure: The service of Regular Contract status staff at Grade 1-2 may be
        terminated by the Organisation by giving one and half month‟s notice or salary in lieu
        thereof and one month‟s notice for other staff or salary in lieu thereof. All accrued
        gratuity, AAV pension up to the end of employment will be paid to the employee. No
        other termination payment will be paid.
        The DA Manager will make the final decision and sign off all resignation for DA staff
        not reporting directly to the DA Manager. The CD will sign all resignation for the
        other staff.

4.1.3   Dismissal
        Services of staff may be terminated by the Organisation due to reasons of
        misconduct*, without giving any notice or salary in lieu thereof. In the event of
        summary dismissal salary will be paid upto the day of dismissal.
        *Please refer to Section 9 “Disciplinary Action Procedures”
        The employee shall be dismissed according to the disciplinary procedure of the
        Organisation and shall be informed in writing of the cause of dismissal.




                                              19
Human Resource and Organisation
Development Policy Manual (2001)


        Staff who are dismissed on disciplinary ground will not be eligible to receive
        notice/salary in lieu of or payment of gratuity, but will be entitled to AAV pension
        only.
        Procedure: The DA Manager or CD will issue a letter indicting cause of dismissal
        and effective date. Clearance certificate and employee file must be sent on to
        HRODM for further processing.
        The DA Manager will make the final decision and sign off all dismissal letters for DA
        staff not reporting to the DA Manager.
        The CD will approve and sign off all dismissal letters in the country office and all
        senior management positions and other position.

4.1.4   Retirement
        Retirement from service is automatic and mandatory upon a male employee attaining
        his 60th birthday and a female employee at her 55th birthday. However AAV would
        offer the same retirement age of 6o years for female staff if they so wish. The CD can
        defer the retirement of the employee for a maximum of additional 5 years, in
        agreement with staff and the line manager. S/he will be entitled to all accrued gratuity
        and AAV pension at the time of retiring. No other retirement payment will be paid.
        Procedure: The HRODM will inform the concerned employee in writing, with three
        months notice with copies to line manager and Head of Finance. Clearance certificate
        and staff personal files must be forwarded to HRODM for processing.

4.1.5   Death
        Upon the death of an employee, the date of employment termination will be deemed
        from the date of death. Nominated next of kin or legal claimant will be entitled to
        receive accrued benefits of the employee.
        Procedure: Information of such occurrence must be sent immediately to HRODM
        along with necessary documents for further processing. All accrued gratuity, which
        will be based on the staff‟s current basic salary, AAV pension will be paid to the
        employee‟s nominated next of kin. No other payment will be paid.
        AAV shall be entitled to deduct from monies due to staff member, any sum due to the
        Organisation.




                                              20
Human Resource and Organisation
Development Policy Manual (2001)




5.      REMUNERATION AND BENEFIT PACKAGE

5.1     Remuneration

5.1.1   Policy
        AAV aims to attract and retain the most suitably qualified staff for its work. AAV
        remuneration package will be competitive in the market. AAV will have a
        remuneration system which will place it among the top 10 comparable INGOs in
        Vietnam (the list of such INGO will be decided and reviewed periodically by the
        Management Team).
        No discrimination will be made on the basis of race, colour, nationality, ethnic origin
        or religious belief, age, disability, gender, family status or sexual orientation. Salary
        structure is based on relative responsibility levels and will allow for flexibility to take
        into different levels of education qualifications and experience.

5.1.2   Grade structure
        Current grade structure is attached as annex 12. There are grades, each of them
        represents responsibility levels. Each grade is divided into several increasing steps.
        Movement between grade will be result of promotion but not a result of length of
        service.

5.1.3   Date of payment
        Salaries shall be paid monthly in Vietnamese Dong according to current salary scale.
        Country office based staff salaries are in US dollars, converted to Dong at the time of
        payment at the inter bank rate. Salary payments to staff shall be paid in the last
        working day of the month.

5.1.4   Salary review
        Due to changes in external circumstances, e.g. cost of living adjustments due to
        inflation, AAV may adjust salaries annually depending upon, among other things,
        resources available for overhead cost in the Organisation.
         Salary review due to Inflation rate will be applied annually only to those staff whose
        salaries are based and paid in Vietnamese Dong. This review will be proceeded in the
        first quarter of the following year based as the adjustment will figure official inflation
        published by the appropriate Government office e.g Department of statistics. In case if
        there will be an unusual inflation rate in a particular year, CD will intervene to make
        a final decision.
        Major salary review which would take into account local market value (across
        comparable INGOs) or devaluation must be done at least once in three years. Salary
        review will be initiated by the CD and will be carried out with the assistance of HR-
        OD Manager, Head of Finance and external consultant if and when necessary. Such
        major salary review must be approved by the RD as part of the Annual Plan Budget
        approval system.




                                                21
Human Resource and Organisation
Development Policy Manual (2001)


        Salary review due to inflation will not be applied to those staff whose salaries are
        based in US dollars.

5.1.5   Social and Health payments
        The Organisation shall deduct social and health payment at source at the time of salary
        payment according to the current Social and Health laws. Deductions from staff and
        contribution from the Organisation will be calculated based on staff basic salary. All
        deductions/contributions will be made to the DIPSERCO (for country based staff) and
        to Vietnamese Social Insurance Organisation/Health Insurance Company (for DA
        based staff) on a monthly basis.

5.1.6   Income Tax
        The Organisation shall deduct income tax at source at the time of salary payment
        according to the Government‟s Prevailing tax laws. The deduction will be paid to the
        DIPSERCO.

5.1.7   Overtime
        AAV will not have a policy of forcing staff to work overtime. Therefore, AAV does
        not have any system of paying staff for overtime work. However, staff are expected to
        fulfil their agreed and committed tasks and in doing so may voluntarily at their own
        free will, work longer hours for which they are entitled to leave in lieu (refer 6.11)
        Only office guards are eligible for overtime payment. Overtime payment will be
        based on the rate stipulated in the current Labour law.

5.1.8   Salary advances
        National staff travelling overseas:
        Advances to national staff travelling overseas can only be made with the written
        approval of the CD. This must be obtained before the individual leaves.
        The advance size should be recommended by the HRODM and approved by the CD.
        It should be based on the length of time the individual will be overseas on official
        business.
        When the advance is authorised by the CD, the agreement of the individual concerned
        to a fixed repayment schedule must be obtained in writing. The repayment period
        should not exceed three months.
        It is the responsibility of the HRODM to ensure that the exchange control regulations
        of the country concerned are not breached by the operation of this policy. Host
        government exchange control regulations have priority over application of this policy.
        International staff:
        It is difficult for international staff to make local personal banking arrangements.
        AAV will therefore provide an advance facility allowing international staff (staff paid
        in the UK) to draw funds locally from AAV being refunded by deductions from the
        staff member's salary in UK or accepting personal cheques made payable to AAUK to
        be credited to AAV vide probal. This should be approved by CD.




                                              22
Human Resource and Organisation
Development Policy Manual (2001)


        It is the responsibility of HRODM to advise AAUK HRD division accordingly of the
        arrangement when staff concerned salary need to be deducted.
        The above will be shown as a debtor and will be cleared when the relevant Probal
        statement is received from the UK indicating receipt of the funds by means of salary
        deduction or credit from bank.

5.1.9   Loans
        Policy:
        Staff may be able to receive a loan of maximum amount equivalent to three month's
        salary for meeting urgent financial needs.
        Procedures:
        All application of loan must be submitted to the CD. An explanation of the purpose of
        the loan must be given. All loan must be approved by the CD.
        There must be a clear repayments terms and conditions. Repayments must be
        deducted from salaries automatically (or any money due to the staff concerned) and
        within 12 months from the date of receiving loan. It must be determined and agreed
        whether interest will be charged on loans overdue by the CD.
        The total volume of loan to staff in Country office and in DAs in any point in time
        should not be exceed 150,000,000 VND ( equivalent to 5% total staff salary cost)
        Urgent financial needs are identified based on the following:
        (a) Lost of money or property equivalent to or more than 10,000,000 VND
        (b) Emergency situations in case when immediate staff salary is not enough to cover
            the expenses.
        (c) Medical expenses for staff themselves or their family in case if their salary is not
            enough to cover the cost.
        (d) Salary in advance for female staff ( if they want it) before their maternity leave.


        As there is a limitation of the total volume of loan so that one more principle “ first
        come first serve”, which is applied for giving loan apart from other necessary
        principles and criteria.




5.1.10 Deduction:
The employee who damages instruments or equipment or otherwise causes damage in
property to the employer must pay compensation as prescribed by law for the damages that
he/she has made.




                                                23
Human Resource and Organisation
Development Policy Manual (2001)


If the damage is not very serious, the maximum compensation shall not exceed three months
salaries and be gradually deducted from staff salary.




5.2     Benefits package

5.2.1   Allowances
        (a) TET allowance: All confirmed Regular contract status and 2 years contract status
            employees are entitled to Tet allowance equivalent to one month basic salary for
            all staff in cash each year and paid in a lump sum payment two weeks before Tet.
        (b) Clothing allowance: All confirmed Regular contract status and 2 years contract
             status employees are entitled to clothing allowance equivalent to one month of
             basic salary for all staff in cash each year. This allowance is paid in 12 monthly
             instalment together with monthly salary.
        (c) Upcountry allowance: : this allowance is provided to DA based staff, who come
             from outside the district and work in the DA or non DA area, as mentioned in
             their letter of appointment/ Job Description. Staff claiming up- country allowance
             will not be entitled to per diem at the same time.(The detail rate is in Annex 9).
        The allowance is meant to cover higher cost of food and for compensating the higher
        cost of commodity items in the field. The rate of allowance will be equal for all the
        above mentioned staff but can vary from one geographical area to another. The
        variation in allowance from one place to another will be guided by the following
        attributes:
        *           food availability in the area
        *           relative cost of food and other commodity items
        *           hardship, particularly in terms of access and communication
        The allowance is claimed by filling in allowance claim form, giving details of dates
        present in the duty stations and approved and signed by line manager. The form must
        be submitted two days before the last working day of the month.


        (d) Per Diem: This will be paid to all AAV staff, including national and expatriates,
            consultants, partner travelling to any area other than their duty station , and DA
            staff working outside the DA district. (see annex 9)

        (e) Travel allowance
        Travel within Vietnam: Where possible AAV will arrange accommodation and
        boarding to staff travelling on official business to any part of the country. Per diems
        will be provided to cover lodging and boarding costs where this arrangement is not
        possible. See annex 9 for per diem rates. Per diem rates are same for all staff but my
        vary according to locations.



                                               24
Human Resource and Organisation
Development Policy Manual (2001)


      Per diems are paid on the basis of each night outside the duty station of each staff on
      authorised business. Staff may claim 50% of per diems for any period spent more
      than 6 hours of working days outside the duty station. Staff proceeding on visit on
      official business may submit a claim for an advance float to their line manager for
      approval. Expense claim must be submitted within 7 days of return from place of
      visit.
      DA based staff movement outside duty station but within DA are not entitled to per
      diem.
      Travel in second country: AAV will base its allowances for travel in second country
      on allowances currently paid by the AA Office in that particular country. Should no
      such office exist, allowances paid by like agencies which has offices in Vietnam, will
      be used as guideline. In such cases travel authorisation must clearly state what per
      diem rate staff will be entitled to.
      (f) Relocation allowance: Staff who are transfered from one geographic location to
          another in a different part of Vietnam will be paid a relocation allowance. This
          relocation allowance is a one-off lump sum payment given to the staff member at
          the time of transfer and is calculated as equal to half of one month of the
          employee‟s new position basic salary. AAV will cover necessary transportation
          costs.
      (g) Acting allowance: A staff member who temporarily assumes responsibilities of a
          higher level position for a given period of time will be eligible to receive an acting
          allowance. Acting for higher position may or may not mean carrying on with the
          existing responsibilities. This allowance is available only for a period of acting
          responsibilities of one month or more. The acting period will be for maximum
          period of six months after which the person may be confirmed in the post
          following a structured review process.
      A person can be appointed to act in higher position only by the line manager of the
      position on recommendation of the person temporarily leaving the position. The
      acting appointment will be based first and foremost on the basis of the capacity of the
      person to perform in the job and then secondarily on the basis of seniority of grade. It
      is not necessary to have acting appointment for every position, every time, especially
      if the duration is too short or if there is no appropriate next line of management. An
      acting appointment should be formally made in writing, by the line manager of the
      position, with copies to the HRM and CD. The acting position can only be approved
      by the CD.
      An acting allowance will be the difference between the current basic salary of the
      person taking up acting position and the basic salary of the person temporarily leaving
      the position. This allowance should be claimed every month outside the salary
      vouchers and the payment should be approved by the line manager.
      In the event a staff member is required to take up acting responsibilities for a
      vacant position, s/he will receive an acting allowance equivalent to the difference in
      basic salary of staff member concerned and the expected basic salary of the position
      to be filled.




                                             25
Human Resource and Organisation
Development Policy Manual (2001)


        (h) Footwear allowance: Hanoi based staff who due to their work have to travel
            either within DA or to other provinces with a total of more than 120 days per year
            will be entitled to have the footwear allowance with amount of 500,000 VND
            annually.

5.3     Staff welfare schemes

5.3.1   Social Insurance
        Employee and AAV will contribute to Vietnam Social Insurance Organisation, the
        statutory requirement stipulated in the labour law. This account is managed by the
        DIPSERCO in the country office level, but it is managed by the Vietnam Social
        Insurance Organisation at the district/province level for DA office.

5.3.2   Health Insurance
        Employee and AAV will contribute to Health Insurance Company, the statutory
        requirement stipulated in the Labour Law. For country office level the contribution is
        managed by DIPSERCO and for DA level this is managed by the Health Insurance
        Company at the district. Health insurance entitles all staff to seek medical consultation
        and treatment without paying any medical fees.

5.3.3   AAV Pension scheme
        Once employees have completed their probation period, they are entitled to join AAV
        pension scheme. Under this scheme, AAV will open a bank account for each staff
        member and match the employees contribution of up to 6% of their total remuneration
        (for DA staff is salary) every month. The pension fund can only be withdrawn once
        the employee leaves AAV.
        In order to do this, employees must indicate their willingness to join the scheme in a
        memo to Head of Finance and a copy to HRODM. AAV will only open a pension
        account following receipt of this memo and will not backdate payments. For
        employees who do not wish to join the scheme, AAV will not contribute their share of
        pension.

5.3.4   Gratuity
        Each Regular and Long term Contract staff after completion of one year of service
        will be eligible to receive gratuity equivalent to one month's current basic salary for
        every year of service. This will be paid to staff when the staff leaves AAV. Staff
        dismissed due to disciplinary action will not be eligible to receive this. It is the
        responsibility of the HRODM to calculate gratuity and recommend to Head of Finance
        for payment.

5.3.5   Maternity payment
        Under the labour law female employees who have paid social insurance contribution
        will received their salary from the social security during their statutory leave. In the
        event the employee do not receive the full sum of remuneration or salary AAV will
        top up the difference between amount received from Social Security and the employee
        current remuneration/salary. Payment of receipt from Social Security must be



                                               26
Human Resource and Organisation
Development Policy Manual (2001)


        produced before any difference will be made to the employee. AAV will not pay more
        than 4 months of difference in remuneration/salary.
        In case if there is a delay in the maternity payment from Social Insurance, staff may
        apply for a loan refer to 5.1.10.

5.3.6   Project Termination
        In the event of any unplanned or unexpected termination of the project, each staff
        member will be given an equivalent of three month's total remuneration (basic salary
        for DA based staff) as compensation, all accrued gratuity and AAV pension. No other
        termination payment will be paid. The CD will be responsible for the issuance of
        such notice to staff. The final payments will be processed by the Head of Finance on
        advice of the HRODM.

5.3.7   Redundancy/Phase out of project
        In the event of any staff being made redundant due to the planned phase out of the
        project or the planned phase out of the position, s/he will be given an equivalent of
        three month's salary as compensation. All accrued gratuity and AAV pension will be
        paid, no other termination payment will be paid. Normally a three month notice will
        be given. In the event this is not possible, salary in lieu of notice will be given. The
        DA Manager will issue notice to staff on redundancy. A copy of this letter will be
        provided to the HRODM for further processing. The Head of Finance will be
        responsible for final payments on advice of the HRODM.
        In a situation of redundancy, all senior managers and staff in country office will be
        issued a letter by the CD. The HRODM and Head of Finance will be responsible for
        final payment.

5.3.8   Workmen Compensation Insurance
        All Regular and 2 year Contract staff are insured against workmen compensation.
        Compensation will be paid to staff subject to the terms, exclusions, limits and
        conditions contained in the Workmen Compensation policy (copy of policy can be
        obtained from the HRODM) whilst employee sustain personal injury by accident
        arising out of and in the course of her/his employment. It is the responsibility of the
        HRODM to ensure that each staff is appropriately insured at all points of time.
        Staff/their next-of-kin are responsible to report any accident within 24 hours from the
        time of the accident either directly to HRODM or through their line manager and
        registered with the official authority i.e. police. Failure to inform the accident on time
        may result in non payment of claim.

5.3.9   Group Travel Policy
        All staff members travelling out of country on official business are covered under the
        Group Travel Policy administered through AAUK. This covers out of country travel
        and visit up to six months' period. Full details are available with HRODM. To
        facilitate the process of ensuring the staff are covered by the insurance, it is the
        responsibility of the line manager to inform the HRODM each time a staff member
        travels out of country on official business two weeks before the date of travel.




                                               27
Human Resource and Organisation
Development Policy Manual (2001)


5.4   Deduction
      Deductions from employee's salaries at source shall be made automatically for the
      following reasons:
        unpaid leave
        unauthorised leave of absence
        statutory contribution to Social and Health
        income tax payment
        float/advance payments
        loan repayments
        private usage of vehicle/phone/fax/email

      Deductions will be made through salary vouchers and will be the responsibility of the
      Head of Finance. Information regarding unpaid leave, unauthorised leave of absence
      and float/advance/loan payments will be provided 2 days before the last working day
      of the month by line manager through HRODM.




                                           28
Human Resource and Organisation
Development Policy Manual (2001)




6.    LEAVE
      AAV believes in making time available to staff for rest, recreation, re-energising and
      for fulfilling various social obligations. AAV will encourage staff members to take
      earned leave.
      The leave year shall be the period between January 1 to December 31 of each year.
      Probation period: During the probation period, staff will not be allowed to take leave
      except for emergency situation, but leave will be accumulated and can be taken after
      confirmation of employment.
      Temporary Contract: Staff/consultants employed on short term contract are not
      eligible for leave provisions in this manual. Special terms of reference may be drawn
      up outlining leave provisions if any, at the time of hire.
      Procedure:
      All staff who wish to take leave shall submit a written request of the leave application
      form, to their immediate line manager.
      Leave records shall be maintained at DA by the DA Manager as well as country office
      by the HRODM. All leave forms of staff at DA office must be sent to the HRODM in
      country office. Quarterly updates of leave records of staff must be sent to HRODM.
      Annual leave plan must be submitted by all staff to the line manager and copy to
      HRODM by the mid of January every year.

6.1   Annual leave
      All Regular and Long Term contract staff are entitled to 20 working days as annual
      leave. Employee who work less than 12 months during a year will be entitled to
      prorated annual leave, calculated at the rate of 1.66 days per month.

      Staff who wish to avail of annual leave must submit request in writing (leave
      application form) at least one week in advance to their line manager for approval. A
      maximum of 10 days carryover of unused leave may be approved by the CD.
      Employees will not be paid in lieu of unused annual leave.
      All annual leave entitlement terminate with date of separation from the Organisation.
      Payment of balance of annual leave (stipulated 20 days plus carryover up to 10 days)
      if any, will be made at the time of separation from the Organisation. No other
      category of leave will be considered for reimbursement.
      The carryover leave must be used by 31st March of the next leave year or be forfeited.

6.2   Emergency Leave or Unplanned leave
      Staff may take unplanned or emergency leave of upto 2 days by giving information as
      far as possible in advance to their line manager, but justifying retroactively reasons.
      The maximum number of days take should not be more than 3 working days, if more
      days are required this will need to be agreed with their line manager.



                                            29
Human Resource and Organisation
Development Policy Manual (2001)


6.3   Sick Leave
      All staff shall be entitled to 10 days sick leave per year.
      Staff who are ill and unable to attend work shall inform her/his line manager on the
      first day of absence. Staff who are sick for 3 days or more, shall submit a letter or
      certificate from a medical doctor. The letter must indicate the diagnosis and the
      estimated time before the employee can return to work. Any sick leave days taken in
      excess of 3 days and not accounted for with a letter from the doctor shall be charged
      to leave without pay. Leave application form must be submitted on immediate return
      to HRODM.
      In the event the entitled sick leave is already exhausted, staff may apply for leave to be
      deducted from their annual leave entitlement. Sick leave can not be carried over into
      the next leave year.
      If staff are sick during scheduled leave, they are not entitled to claim these days as
      sick leave.
      The Labour Law stipulates that employees who are absent for reasons of ill-health
      may retain their position provided they are not sick for more than 6 months
      (applicable to employee on contract between 1 to 3 years). During this time
      employees will be paid by social security, provided they have made contributions in
      the past.

6.4   Maternity Leave
      The Labour Law allows female employees to take between 4 to 6 months maternity
      leave in which 4 months full statutory leave could be extended to six months based on
      the recommendation of the doctor with an approval of the CD.
      Female AAV staff who have been confirmed in their contracts are entitled to the full
      statutory leave.
      Annual leave may be accrued during maternity leave, but any national holidays
      occurring during maternity leave will not be given at another time in lieu.
      Staff should inform their line manager 2 months in advance the tentative dates of
      taking their maternity leave.
      AAV will not be liable for the costs arising from pregnancy or childbirth as these are
      not considered as illness. In the event of complications or special medical treatment
      being required, costs for this may be reimbursed at the discretion of the CD.

6.5   Time for Breast feeding
      The Labour Law allows 60 minutes paid leave per day for female staff breast feeding a
      child under 12 months old. Staff should arrange with their line manager a mutually
      convenient time for breast feeding.

6.6   Returning to work
      The staff member must confirm whether or not she intends to return to work by the 7th
      Week after the birth of the baby. Three weeks before the provisional return date, a
      firm date must be given to the line manager.


                                              30
Human Resource and Organisation
Development Policy Manual (2001)


6.7    Paternity Leave
       Men whose recognised partner is pregnant are entitled up to 1 week (5 working days)
       paid paternity leave in order to assist their recognised partner. This leave, all in one
       block must be taken within two weeks after the birth. Advance notice of the dates to
       be used should be given to their line manager as far in advance as possible.

6.8    Compulsory Leave
       In special circumstances (particularly for health or disciplinary reasons), an employee
       may be ordered to take leave by their line manager or the CD. Whether this leave is
       treated as paid leave, time off in lieu, or as leave without pay will be considered on a
       case by case basis.

6.9    Compassionate Leave
       Upon the death or unexpected serious illness of an immediate family member
       (spouse/partner, children, parents, brothers/sisters) and parent-in-law each contracted
       staff is entitled to 5 days of compassionate leave.

       Verbal request to line manager and in their absence HRODM, shall be accepted in
       advance of taking compassionate leave but a written leave application must be
       submitted to the line manage on return to work. This leave cannot be carried over
       into the next leave year.

6.10   Leave without pay
       Staff members may be able to take leave without pay under the following special
       circumstances:
        actions taken on own initiative for professional benefits such as, consultancies,
           study, training etc
        exceptional circumstances
       The maximum length of leave without pay will be:
        staff under 5 years of employment                  1.5 months
        above 5 years - 10 years                           3 months
       One month's advance notice is required for any unpaid leave, but a minimum of three
       month's advance notice is required for leave of 30 days or more. All requests for leave
       without pay will be approved by the CD.
       During leave without pay, employees are not eligible for any salary or non-salary
       benefits.

6.11   Leave in lieu
       Staff who, as a result of their work schedule, are obliged and approved by line
       manager to work for more than 5 hours during official holiday, may make a formal
       request in writing to their line manager for a day off in lieu. Such lieu must be availed
       of within the next 30 days.




                                              31
Human Resource and Organisation
Development Policy Manual (2001)


6.12   Wedding Leave
       Employees will be entitled to 3 days paid leave on their own wedding and one day for
       their children's wedding.
       Office will be closed 1.5 hours earlier to allow staff to attend their colleagues wedding
       party. AAV will provide car on availability and a fixed sum of money towards
       contribution of gift for staff wedding.
       Staff who intend to attend their friend's and relatives wedding party should take their
       annual leave.

6.13   Study Leave
       This category of leave will be available to staff on officially agreed and planned study
       in line with the Organisation's Training policy.

       Staff who wish to take leave for preparing or appearing in examination at their own
       initiative can only take annual leave for this purpose.

6.14   Sabbatical Leave
       Sabbatical leave is a privilege that is offered to any employee who has served the
       organisation for a long period of time. A staff member will be entitled to a maximum
       of up to 3 months paid sabbatical leave after serving 10 consecutive years in the
       organisation. Sabbatical paid leave is granted only if the leave period is utilised for
       the purpose of study or writing which will lead to professional career growth.
       Sabbatical will not be granted for recreational or commercial purposes.
          Application for sabbatical leave with the detailed plan to use the leave should be
           forwarded to the HRODM through line manager.
          Sabbatical leave will be approved only by the CD based on recommendation from
           the line manager and HRODM.
          Application for sabbatical leave should be put forward at least 3 months ahead of
           the date from when leave is intended to be taken.




                                              32
Human Resource and Organisation
Development Policy Manual (2001)


7.     PERFORMANCE DEVELOPMENT REVIEW

      AAV conducts Performance Development Reviews for all its staff in order to ensure
      that it takes cognisance of their input into the Organisation.

7.1    Purpose
      The purpose of such review is to:

      a) Give the employee an opportunity to make a self-assessment of his/her own Values,
         attitude and behaviour and work and suggest ways of self improvement and
         development.
      b) Give feedback on supervisor's support .
      c) Give the employee feedback on his/her effectiveness in reaching objectives       on
      a qualitative and quantitative basis which were agreed in advance between the employee
      and his/her line manager.
      h) Give all related staff a opportunity to give feedback to their colleague‟s
          performance, attitude and behaviour.
      i) Enable the Organisation to document an employee's performance for current and
          future reference. The evaluation shall consider the performance development of the
          employee only, which will have effect on merit increments and career development.
      d) Enable the Organisation to possess a consistent basis for considering     promotion
      or disciplinary action for an employee.
      e) Enable the employee to understand how the Organisation perceives his/her
        performance and therefore enable the employee to take steps where needed for
        improvement.
      f) Identification of training or skill enhancement needs.

7.2    Frequency
      Written annual evaluations shall be prepared for all staff annually on the 15th December.
      Other occasions for performance development reviews shall include:
      a) End of probation period
      b) Before considering any change in employment status
      c) Before considering any disciplinary action
      d) Before considering any transfer of an employee
      e) Regular one-to-one meetings
      It is the duty of all line managers to ensure that staff are evaluated in a timely manner
      on each occasion. Line Manager will submit to the HRODM any notes for staff personal
      files. These should be taken into consideration during the annual review. The HRODM
      is responsible for informing all staff about review dates.

7.3    Procedure
      All reviews shall be based on the current guidelines and format (per annexe 3).
      The guidelines should be circulated to staff member at least two weeks before the date
      of appraisal. The date of the appraisal should be carried out one week before the
      expiring of the contract, consultancy, probation period and 15th Dec annually,
      whichever is applicable.


                                              33
Human Resource and Organisation
Development Policy Manual (2001)


7.4    Evaluation Official/Approval Authority
      For each employee, the respective line manager will implement the review and
      recommend to their Line Manager and HRODM. An approval of all recommendation
      must be sought for the CD.
      Any recommended changes in status, classification, promotion or transfers must be
      made in consultation with HRODM. Final approval must be sought from the CD before
      processing of any of these changes.




                                          34
Human Resource and Organisation
Development Policy Manual (2001)




8.        WORKING HOURS AND HOLIDAYS
      It is the primary duty of each employee of the Organisation to fulfil the tasks assigned
      to them under job descriptions.
      All employees will observe the standards of conduct outlined under Section X (Annex
      2).

8.1       Official working hours
      All staff are expected to work not less than forty hours per week. Drivers, office helper
      and watchmen will work prearranged schedules as per demands of their jobs.
      The working hour of each staff will depend upon the nature of her/his work and
      responsibilities. Staff may be required to work outside of these hours if necessary in
      order to fulfil their responsibilities.
      Country Office working hours:
      The following schedule will be maintained through the year:
      Monday - Friday        0800-1200      Working hours
                             1200-1300      Lunch break
                             1300-1700      Working hours
      Saturday - Sunday      Weekends       Office closed

      DA Office working hours:
      The following schedule will be maintained through the year:

      Monday - Friday         0730-1130      Working hours
                              1130-1300      Lunch break
                              1300-1700      Working hours
      Saturday -Sunday        Weekends       Office closed

      DA working hours may change due to seasons, but subject to not reducing the total
      number of hours worked and that it is the local normal practice.

8.2     Daily Attendance
      It is the duty of all staff to report for work on time on every official working day. If
      staff are unable to attend due to unavoidable circumstances, they should inform their
      line manager as quickly as possible on the same day. All absences from duty shall
      required reasonable explanation from employee and approval of line manager.

8.3     National Holidays
      National holidays (total of 8 days) are stipulated in the labour code of Vietnam - section
      II (Rest time) article 73 detailed as follows:

          New Year's Day (solar calendar)   1 day (1 January)
          Lunar New Year Festival           4 days (the last day of the year and first 3



                                              35
Human Resource and Organisation
Development Policy Manual (2001)


           days of the new year)
           Victory Day                        1 day (30 April)
           International Labour Day           1 day (1 May)
           National Day                       1 day (2 September)


      A total of 8 days National Holidays. For those holidays falling on a weekend (Saturday
      or Sunday), a holiday will be given on the nearest weekday. The CD reserves the right
      to change holiday dates. Additional holidays may be granted at the discretion of the CD.


8.4       Flexible working arrangements:
          There may be occasions when individuals consider that because of their caring
          responsibilities they are no longer able to continue working full time, perhaps
          permanently or perhaps for a temporary period. Employees are encouraged to discuss
          options for flexible working with their line manager in the first instance.

          Managers are encouraged to respond positively to any such requests. The options
          available will depend on the nature of the job. For example, a receptionist could not
          feasibly work from home but could participate in a job share arrangement.

          Some of the options for flexible working are outlined below:

          Women staff with small children (below the age of three) will have the privilege of
          starting work an hour earlier or later than the above mentioned time ensuring that they
          are present for the core working hours of the organisation which is 9 am–4pm each
          day.


          Staff who regularly work in excess of their 40 hour week should keep records of
          additional hours worked. Under Flexible Working Hours, staff may take either one full
          or two half days „flexi- leave‟ per calendar month. A timesheet is available from
          HR/OD department to record such hours.

          Staff who has to complete some kind of specific work such as report writing, research…
          which from the nature of the work needs a curtain condition of quietness ,
          convenience…may request some flexi working days or hours to work from home or
          wherever convenient for his/ her work.


          The total number of official work hours should be maintained.




                                                36
Human Resource and Organisation
Development Policy Manual (2001)


9.     DISCIPLINARY PROCEDURES
      By accepting an appointment with AAV, staff agree to work in responsible, disciplined,
      harmonious and productive manner, to be loyal to the Organisation and to act in a
      matter conducive to the accomplishment of the Organisation's objectives.
      Staff shall agree, by accepting an appointment, to abide by the rules and regulations of
      the Organisation as stated in this Manual and in any other lawful reasonable instruction,
      written or verbal, given by the officers of the Organisation.
      Any act of misconduct shall be dealt with according to the disciplinary guidelines. The
      definitions of misconduct are intended to provide examples of behaviour inconsistent
      with the Organisation's principles and they should not be understood to constitute
      determination of the definition of misconduct. Disciplinary action depending upon the
      classification of misconduct, shall be decided by the persons with appointment
      authority.

9.1     Minor Misconduct Examples
      a) Absence from duty without showing proper cause or without reporting the absence
         in a timely manner.
      b) Punctuality regarding official work hours.
      c) Failure to repay or justify advances from the Organisation within stipulated time
         period.
      d) Failure to carry out duties as listed in job description.
      e) Breaking current rules within the Organisation.

9.2     Procedure
      On being found guilty of minor misconduct, the staff member shall be subject to the
      following action:
      a) On first offence, a warning letter will be issued describing the offence and/or that
          performance should improve over a specified time period.
      b) On any further offence, or in the lack of improvement over specified period of time,
          the employee shall be issued a "Final Warning Letter".
      c) Any occurrence of offence after final warning letter will result in the dismissal of
          the employee.

      All warning letters shall be issued by the Line Managers only. All staff shall have the
      right of reply or explanation on receipt of any of the above actions. This written reply
      shall be submitted within 7 days of receipt of the action notice.

      Dismissal can only be approved or effected by the person with appointment authority.



9.3     Major Misconduct examples
      a) Fraud or misuse of funds.
      b) Misuse of administrative rules and procedures for monetary gain.




                                              37
Human Resource and Organisation
Development Policy Manual (2001)


      c) Giving or accepting bribes or kickbacks in the form of money, services, gifts or
         discounts.
      d) Engaging directly in trade, commercial activity, other employment or any other
         activity seen as a conflict of interest with AAV.
      e) Absence from duty for 10 consecutive days without information.
      f) Unauthorised disclosure of any confidential or classified information.
      g) Publication to any person, group or agency of any of AAV's work without written
         permission of the CD.
      h) Misuse of AAV vehicles or any AAV properties and assets.
      i) Insubordination.
      j) Physical violence against staff, AAV partners and communities.
      k) Discrimination of any form.
      l) Sexual harassment.
      m) Repeated commission of minor misconduct.
      n) Intentional damage to AAV property.
      o) Gross negligence resulting in loss, damage, disrepute to the Organisation.
      p) Criminal conviction.
      q) Any action which may result in or create a situation detrimental to the
         Organisation's work or reputation, outside or inside place of work.
      r) The staff member is found to be holding double employment, without prior written
         permission of the CD.
      s) Direct involvement in party politics.
      t) Any staff member who unlawfully manufactures, distributes, uses, or is found in
         possession of mind-altering drugs, or who abuses alcohol, will face automatic and
         immediate dismissal without notice or any other formality.
      u) Any staff member who is found gambling for money during office hours, on office
         premises or whilst visiting AAV projects.
      v) Falsifying or in any way tampering with official AAV's records.
      w) Giving incorrect information, that will seriously damage working environment and
         relationship with poor people, partners, among staff.
      x) Failure to behave in accordance our Values and it‟s consequences leading to a
         serious damage of working environment and relationship with poor people, partners
         and among staff.


9.4    Investigation Procedure
      The staff member shall be subject to the following investigation, on suspicion of
      commission of major misconduct:
      a) Enquiry: The suspicion shall be reported immediately to the CD and Line manager,
         who shall institute an enquiry if necessary. The CD and Line manager shall
         designate a person or persons to carry out the enquiry and to prepare written report.
         The enquiry panel will have a balanced mix of men and women members.
        Women staff can either verbally or in writing register their complaints (in case of
        sexual harassment) through their line manager to the CD or Line Manager.
        Alternately they may speak or write directly to the HRODM who will bring this to the
        immediate attention of the CD.




                                             38
Human Resource and Organisation
Development Policy Manual (2001)



        The CD or Line manager will request the concerned staff member to prepare a
        written explanation of the suspected offence.
      b) Hearing: On receipt of the enquiry report and the staff member's explanation, the
         CD shall hold a hearing of the case.
         The following persons shall be present at the hearing:
         The staff member, his/her line manager and the CD. Other person(s) may be called
         to present evidence.
      c) Final Report: The CD shall write a letter to the staff with conclusions of the
         hearing and advising them of the action that will be taken.

9.5    Action
      Any written complaint of sexual harassment against a staff member will result in
      immediate suspension of the staff member effective from the date of receipt of
      complaint. The suspension will be valid until the final investigations and hearing
      has been completed. (Refer to annex 1 for Definition of harassment)
      The suspension of staff will be valid until the final investigations, hearing has been
      completed. Investigations and hearing will normally not take more than 3 months. The
      employee is entitled to 50% of her/his salary during this period of suspension.
      On establishment of the fact that a staff member has committed a major misconduct
      s/he may be issued a notice of dismissal from the Organisation. No salary in lieu of
      notice or gratuity will be paid, but staff will be entitled to AAV pension only.
      In the event the staff member is found guilty of sexual harassment or social
      discrimination of any kind, s/he will be subject to summary dismissal from the
      Organisation. If staff member is not found guilty s/he will be reinstated back retroactive
      to date of suspension and all records on file will be struck.
      Any action for major misconduct shall only be taken by the CD.

9.6    Grievance Procedure/Right of Appeal
      Staff shall first bring any grievance to the attention of their line manager in writing for a
      fair and reasonable solution. Should the line manager be unable to resolve the grievance
      to the satisfaction of the employee, then the employee should submit a written request
      to the HRODM. Finally, should both the above channels fail, the employee may
      approach the CD. The CD is entrusted with the final responsibility for the
      interpretation, application and administration of the AAV Human Resource Policy
      Manual, to resolve the case.
      Staff reporting to the CD have the right to appeal or express their grievance, to the Asia
      Regional Director.




                                                39
Human Resource and Organisation
Development Policy Manual (2001)




                                      ANNEX 1
                             DEFINITION OF HARASSMENT

What is harassment?
People can be subject to harassment on a wide variety of grounds including:
 their social or cultural background
 their race, ethnic origin or skin colour
 their sex or sexual orientation
 their religious or political convictions
 their membership, or non membership, of a trade union
 their disabilities, sensory impairments or learning difficulties
 their status as ex-offenders
 their age or youth
 their real or suspected infection with HIV or other illness
 their association with any of the above
 their willingness to challenge harassment, leading to victimisation
Harassment can take many forms ranging from violence and bullying, to less obvious actions
like ignoring someone at work. Whatever the form of harassment, it is unwanted behaviour
which is unwelcome and unpleasant to the recipient. Forms of harassment may include:
 physical contact ranging from touching to serious assault
 verbal and written harassment though jokes, offensive language, gossip, slander, letters
 visual display of posters, graffiti, obscene gestures, emblems
 isolation or non cooperation at work, exclusion from work-related social activities
 coercion ranging from pressure for sexual favours to pressure to participate in formal or
    informal groups
 intrusion, spying, following.

What is Sexual Harassment?

Sexual harassment is unwanted conduct of a sexual nature or conduct based on sex which is
offensive to the recipient. It refers to behaviour intended or not, which is unsolicited, which is
personally offensive and which fails to respect the right of others.

Examples of conduct which are clearly unacceptable include:

   unwelcome sexual attention, either physical or verbal
   subjecting a member of staff to insults or ridicule because of their sex
   suggestions that sexual favours may further a member of staff's career ( or that refusal
    may damage it)



                                               40
Human Resource and Organisation
Development Policy Manual (2001)


   basing decisions affecting a member of staff's career on the willingness or refusal to offer
    sexual favours.

Sexual harassment can also extend to other forms of behaviour, such as lewd, suggestive or
over-familiar behaviour, and the display or circulation of sexually suggestive material.
A single incident of unwanted conduct of a sexual nature can constitute sexual harassment if
it is sufficiently serious.
Persistent sexual harassment is defined as unwanted sexual attention which continues after
the person receiving it makes it clear they want it to stop.
What is Racial Harassment?
Racial harassment means unwanted conduct of a racial nature, or other conduct based on race,
place of birth or ethnic make-up, affecting the dignity of women and men at work and which
is offensive to the recipient. It refers to behaviour intended or not, which is unsolicited, which
is personally offensive and which fails to respect the rights of others.
Examples of conduct which are clearly unacceptable include:

 racist banter or taunts or jibes
 subjecting a member of staff to insults or ridicule because of their race
 basing decisions affecting a member of staff's career on a question of race
Racial harassment can also extend to other forms of behaviour such as the display or
circulation of racially offensive material or publications.
A single incident can constitute racial harassment if it is sufficiently serious.
Persistent racial harassment is defined as unwanted racial comments or behaviour which
continue after the person receiving them makes it clear that they want them to stop.




                                                41
Human Resource and Organisation
Development Policy Manual (2001)



                                  ANNEX 2
                    STANDARDS OF PROFESSIONAL CONDUCT

All employees will observe the standards of conduct outlined below.

Attitude and behaviour according to our Values:
1. Mutual respect:
 listen to and value other‟s including poor and marginalised people, colleague and partners
   different opinions & ideas & not impose our own.
 encourage & incorporate the initiatives of poor and marginalised people into our
   programs

2. Equity and Justice:
 understand & practice Gender sensitiveness in our work
 Focus on ethnic minority‟s issues: poor access, low education, low living condition, low
   voice.
 Take side with poor and maginalised & vulnerable people, people living with HIV/AIDS
 Involve HIV/AIDS people in social activities
 Provide services: social, economic, livelihoods
 Focus on children‟s issues.


3. Honesty and transparency:
 Be open and objective in decision making (before and after making decision)
 Openly share information including mistakes/failures.
 Make public all the information/policy/ decision with the stakeholders
 Be open and transparent in activities, behaviours, finance and spirit.
 Share opinions, collaborating, be direct in offering advise.
 Be sincere in making relationship with colleagues, in work relation, sharing difficulties.
 Be straightforward and neutral in dealing with colleagues, in self criticise and criticise
 others.
 Demonstrate consistency between words & actions.
 Openly sharing with people our mistakes/failures as well as success and learning from
 them.
 Demonstrate full and correct information as it is.

4. Solidarity with the poor and powerless:
 To actively seek frequent effective interaction with poor & marginalised people to better
   understand through active listening, sharing & learning.
 To respect, value and promote poor people‟s knowledge, opinions and solution to the
   challenges they face
 To encourage poor people to raise their voice
 Working on the cooperation spirit, supportive, sharing difficulties.
 Always provide support




                                             42
Human Resource and Organisation
Development Policy Manual (2001)



5. Humility:
 Build network with others NGO‟s & civil society
 Encourage informal style : working, equipping..


6.   Courage of conviction:
    Taking risks
    Questioning the way we work
    Confronting failures

7.   Happiness:
    High commitment to work and take time off to enjoy
    Satisfaction with working environment and ourselves
    Having fun
    Being friendly




Financial Dealings involving AAV

1.     The use of any AAV organisation's assets for any unlawful or improper purpose is
       strictly prohibited.
2.     No undisclosed or unrecorded asset is to be established or maintained for any purpose.
3.     No false entries are to be made in the books for any reason, and no employee shall
       engage in any arrangement that results in such a prohibited act.
4.     Payments may only be approved or made with supporting documents. These supporting
       documents must describe exactly and in full what the payment will be used for.
5.    Commission payments are not to be authorised or made in excess of those required in
     the ordinary course of business. Bribery is forbidden.
6.     Arrangements are not to be made for undisclosed rebates to either AAV or any officer,
       employee or agent.
7.     No staff member may accept payment for introducing potential members of staff to
       AAV or any other organisation, or for introducing expatriate staff to a landlord.
8.     Any employee who knows of any unrecorded assets or any prohibited act must
       promptly report it to the CD. (If not they will be perceived to be party to it and will bear
       the consequences.)
9.     No staff member should use gift as a way of developing any relationship.


Confidentiality
Any employee who possesses confidential information on people, programmes, systems or
finance will not disseminate this information while s/he is working at AAV or after leaving
AAV.
Information on staff contracts, salaries and benefits are considered to be strictly personal and


                                                43
Human Resource and Organisation
Development Policy Manual (2001)


confidential and any staff in possession of such information must refrain from sharing or
discussing such information with other staff.
Individual personnel files are also strictly confidential and should never be accessed by staff
other than the CD and HRODM and the staff member's own line manger. Individual staff may
request access to their own file. Line managers should not hold separate copies of confidential
staff documents. Staff should pay particular attention to AAV's Policy on HIV/AIDS and
Terminal Illnesses (Annex 4) and its provisions for confidentiality.
No AAV document containing financial information should be circulated outside the
organisation without the agreement of the CD.
Conflict of Interest
The employee will work for AAV full-time. S/he agrees not to assume any other position or
assignment without the written agreement of the CD. Permission to take on other assignments
will only be granted in exceptional circumstances.
The CD may prohibit the employee from engaging in any activity, including, but not limited
to, political activity, if, in the judgement of the CD, such activity is or may be detrimental to
the interests of AAV.
Smoking and Drinking
All AAV office and accommodation buildings are declared no-smoking areas. Smoking is
strictly prohibited inside all AAV office and accommodation spaces and rooms at any time.
Staff, visitors and consultants may smoke outside the office and accommodation building in
the premises without causing any inconvenience to any one inside the building.
Consumption of alcohol inside any AAV office space and rooms at any time is strictly
prohibited.
Although consumption of alcohol by staff, consultants or guest outside working hours in the
AAV accommodation and living quarters are not prohibited, all are warned to take extra care
to ensure that the practice does not cause any inconvenience and discomfort to other staff
staying in the same accommodation and living quarters.
Professional Behaviour during Field Trips
During field trips, AAV staff are representatives of AAV and as such must display
appropriate professional and personal behaviour, during and after official working hours.
Entertainment
From time to time it will be necessary to entertain officials and visitors to AAV programmes.
The DA Manager may entertain local officials in the DAs only after agreement with the
Country Director. In Hanoi, all entertainment must be approved by the Country Director.
Dealing with Government Officials
As representatives of AAV, staff should show courtesy and respect towards the relevant
government officials and institutions. Staff should keep government counterparts well
informed about AAV's activities and field trips.


Reports



                                               44
Human Resource and Organisation
Development Policy Manual (2001)


AAV owns all reports produced by AAV employees. No reports will be released without the
consent of the Country Director.




                                          45
Human Resource and Organisation
Development Policy Manual (2001)



                             ANNEX 3
          PROCEDURE FOR PERFORMANCE DEVELOPMENT REVIEW

     According to AAV CSP III with a list of our Values, to participatory approach and new
     way of working, we are encouraged and committed to implement 360 degree
     performance appraisal, that will be applied from year 2001 annual appraisal for all staff
     in December.
     This appraisal system is seeking feedback from all those who have a working
     relationship with the person being appraised for his her learning and improving
     purpose.

Guideline to Line Managers
1.   You must set aside sufficient time for the interview (1 to 2 hours). This time must be
     free from interruptions.
2.   Make sure that both you and the staff member have copies of all relevant documents -
     job description, copy of last appraisal, objectives. etc.
3.   Preparation is all important. Ensure that you have:
      give yourself time to think through the staff member's work over the past months or
        year
      talked to any other line manager and staff with whom the staff member has worked.
      noted any points that you particularly wish to discuss.
      prepared some suggested targets for future development.
4.   The conduct of the interview is crucial to its success. An informal, confidential,
     unhurried atmosphere where the staff member is encouraged to discuss fully their
     concerns, achievements and aspirations should be your objective.
5.   The following points will serve as a checklist. Ensure that you have covered them all
     before completion of the interview.
      Review of current job description
      Review of objectives set during the last months or year
      Discussion of the month's or year's achievements
      Feedback on behaviour and style from staff, who has a key relation with the
        position as stated in the JD.
      Feedback on performance from staff, who has a key relation with the position as
        stated in the J.D.
      Feedback from all those that have work relationship with the person being appraisal.
      Appreciation and acknowledgement of good work done.
      Examine any problem areas with suggested solutions
      Staff member's views of procedures within the organisation, work practices,
         communication, consultation, etc
      Agree objectives for the following year
      Team briefing
      Discuss hopes and aspirations
      Agree training and development plan
      Take notes


                                             46
Human Resource and Organisation
Development Policy Manual (2001)


6.   After the interview, ensure that the notes are written up immediately and that they are
     forwarded to the staff member for agreement/amendments within seven working days.
7.   When agreed, note should be submitted with recommendation for employment,
     confirmation in position to HRODM and CD one week before expiring of
     probation/annual appraisal/agreed deadline.
8.   Follow-up the objectives set and training and development plan. Make sure it happens.
     Remember that your overall objective is to encourage a full and frank discussion. The
     appraisal interview is a two-way process and you must ask and encourage and be
     prepared for your team members to appraise your own performance too.
     Guideline for staff members
     The staff appraisal interview is a very important time for you, your line manager and
     AAV. Please prepare yourself well so that all parties gain the maximum benefit.
     The appraisal is intended to assist your development and, as far as possible, to remove
     any obstacles which may be inhibiting your performance. It is the opportunity for a full
     and frank discussion with your line manager and the following checklist is
     recommended as an aid for preparation.
     1. Ensure that you have up-to-date copy of your job description
            Does it describe accurately what you do?
            Are there any changes which need to be made?
            Is your line manager clear about what your job entails?
            Are you clear what you are required to do?
     2. Are there any obstacles to you carrying out your work effectively? If so, what
     suggestions do you have for improvements in:
            Your own work
            Your department
            The organisation as a whole
            The way you are managed
            Feedback on behaviour and style of your supervisor
            Appreciation and acknowledgement of support and advise provided.
     3. What do you regard as your achievements over the past months/or year? What were
     the gaps and limitation in your performance/achievements? Do you believe that they
     were sufficiently recognised? How can we help you to accomplish even more in the
     coming year?
     4. Are you satisfied that you are involved fully in the organisation's work? Are there
     any areas in which you are particularly interested, but have not had the chance to
     participate?
     5. Do you know what is expected of you by your line manager and by the
     organisation? Are you clear what your priorities are over the next six months? What
     assistance do you require to achieve these?
     6. What about your future? Where do you see yourself in the next 1-5 years? Is there
     anything that would help you and be of benefit to the organisation in this area?




                                            47
Human Resource and Organisation
Development Policy Manual (2001)


     7. Are there any personal matters you wish to discuss? Remember that you do not
     have to discuss any subject that you do not think is relevant to your job.
     After the appraisal is completed, the notes of it will be sent to you within seven working
     days for your agreement/amendment. You may make any comments if you wish. If you
     and your line manager should for any reason fail to reach agreement, the matter will be
     referred to your line manager's line manager for arbitration. Then the notes will
     finalised and the notes distributed to you, your line manager and the CD. One final
     copy will be sent to the HRODM for filing in your personnel file. Otherwise the
     contents will remain strictly confidential.




                                             48
Human Resource and Organisation
Development Policy Manual (2001)



                                    ANNEX 4
                        HIV/AIDS AND TERMINAL ILLNESSES

AAV is committed to Equality of Opportunities in its employment. It is also committed to
protecting and promoting the health of its employees. We expect all employees to respect the
rights of their colleagues and to show respect, care and compassion for each other at all times.

1.    Employment
1.1   Applicants who are deemed to be fit for the proposed post will not be refused an offer
      of work because they have HIV infection or a terminal illness in remission.

1.2   No employee or applicant will be required to take the HIV antibody test.

1.3   There will be no discrimination in promotion or training procedure on the ground that
      an employee has a terminal illness, or HIV infection.

1.4   If it becomes known that an employee has a terminal illness or has AIDS, AAV will
      ensure that resources are available to provide adequate support and will make any
      reasonable arrangements to enable to be continued on the grounds that to continue
      working may enable that person to maintain confidence and social contact and therefore
      live with more dignity.

1.5    Staff will not be dismissed because they have a terminal illness or AIDS, nor will they
      be redeployed to alternative employment unless they request it or medical advice from a
      mutually acceptable medical advisor states that it is in the interests of the employee.

1.6   AAV recognises that flexible working arrangements can be crucial to the continued
      employment of people who develop or are recovering from bouts of illness.
      Consideration will therefore be given to the needs of employees who would benefits
      from a change in hours or a change in duties, working at home for certain periods or
      other flexible working arrangements.

      In cases where an employee needs to be off work for longer than AAV's current sick
      leave entitlement of 10 days, an additional period of time may be negotiated to enable
      the employee to return to work.

1.7   Consideration will be given to requests for special leave by those who have
      responsibility for caring for people with a terminal illness, including AIDS, and
      compassionate leave in accordance with current policy in the case of death.

1.8   No one will be denied access to AAV's pension scheme because they have a terminal
      illness or are HIV antibody positive.

2.    Confidentiality and the Prevention of Discrimination

2.1   There is no obligation on any member of staff to disclose their health status. But if



                                              49
Human Resource and Organisation
Development Policy Manual (2001)


      disclosure is made, that information will be treated in strict confidence unless the
      individual wishes otherwise. Deliberate breaches of this confidentiality by any
      employee will constitute a disciplinary offence.

2.2   To avoid prejudice and discrimination, AAV will provide accurate information in
      Vietnamese for all employees on the facts of HIV infection and AIDS and their
      prevention in staff induction material.

      There should be not victimisation of an employee on the basis of terminal illness, HIV
      infection or AIDS. Such victimisation will be regarded as a disciplinary offence.




                                            50
Human Resource and Organisation
Development Policy Manual (2001)



                                    ANNEX 5
                        STAFF DEVELOPMENT AND TRAINING

AAV believes that staff development and training is fundamental to the development of
individual knowledge and skills as well as for the successful implementation of AAV's
programmes.
Training Needs Assessment
A training needs assessment shall be conducted for all staff as part of the annual performance
development review. New staff may need to have their training needs assessed more
regularly. This assessment should outline training possibilities for the coming year (in line
with budget constraints).
Training assessment for all staff is also conducted by HROD department in Country office
and DAs to identify staff need on capacity building and to give staff an opportunity to have
their full participation in the discussion on the need.
All employees are encouraged to discuss the training from which they feel they could most
benefit. Wherever possible, staff will be offered training relevant to their positions. Training
is an opportunity, not a right, and therefore it is not possible to offer staff training in skills
which are not directly linked to their positions.
Staff Training Plan and Review
The manager and staff member should clearly identify the objectives of the proposed training
of the staff member . Stemming from this the staff member must produce an action plan at
the end of the training programme demonstrating how s\he is going to use the new ideas \
methodologies in ongoing work. After six months, the manager must carry out a review with
the staff member to see to what extent the training has had an impact on the staff member's
performance. The above principles should also be applied to partner training.
External Training Facilities
Whenever possible, AAV will try to conduct staff training during AAV time at the AAV
hours. However, staff may be sent to an external training body on non-working hours. Staff
will not be entitled for time off in lieu for such training. Depending on the nature and duration
of the course, costs, tuition and books will be either partially or fully paid for by AAV. This
will be decided by the CD before enrolment. If the course has a long duration, AAV will
reimburse all or part of the cost after the staff's successful completion of the course. For any
external training outside of Vietnam, staff will be away from work for one year or more will
have to commit to work with AAV on their return for a least a minimum of two years.
Staff are encouraged to bring the availability of appropriate courses to the attention of their
line manager. Line managers should coordinate with HRODM to seek opportunities for their
staff and should bring the training needs of staff and training possibilities to the attention of
the CD for final approval.




                                               51
Human Resource and Organisation
Development Policy Manual (2001)




                                      ANNEX 6
                                 CONSULTANCY POLICY

Policies
1.   Consultants will sign a contract with AAV specifying the time and place of work and the
     tasks to be performed (as detailed in the Terms of Reference). A contract must be signed
     before the assignment begins. HR/OD is responsible for issuing contract on the
     consultant request of the relevant managers.
2.   The TOR will outline reporting requirements and deadlines for the assignment. Reports
     may be in the form of a written output (eg. a workplan) .Although consultants will be
     responsible to the relevant DA Manager (where appropriate) the final decision on
     whether to accept the consultant's report rests with the CD The consultant is expected to
     prepare the report during the assignment, but a contract should allow approximately 1
     day extra writing-up time for every 2 working weeks (12-14 days) spent in the field. (1
     day extra writing-up time for one working week. spent in the field). However with some
     specific consultancy such as review work could need a different write up time which
     should be negotiated on case by case basis.
3.   All consultants must be accompanied by an AAV staff member when they are in the DA.
4.   Consultants will be paid according to the contract upon the completion of the
     assisgnment. The contract should specify a daily or a total rate, but this rate will be
     inclusive of all allowances. Any extra time spent on the assignment will not be paid for
     by AAV, unless approved in advance by the CD. Consultants will generally be paid the
     full fee on receipt of a satisfactory report. If the consultancy will take place over a long
     period, then arrangements for payment should be reviewed with the CD. Travel,
     accommodation and food in the field will be provided by AAV, unless it has been
     negotiated on a lump sum basis.
5.   No consultant will be responsible for managing a budget.
6.   Wherever suitably qualified consultants (national or foreign) can be found locally,
     consultants will be hired from within Vietnam according to the Ethical Procurement
     Policy.
7.   The contract procedures and general conditions and policies will be the same for all
     consultants, both national and expatriate.
      8. In order to guarantee that all foreign consultants are covered under AA insurance,
          AAUK must be informed of the consultant's name, address, next of kin and the
          duration of the consultancy, at least one week in advance of the consultancy.

Procedure:

Consultants hired in Vietnam:

AAV shall hire suitably qualified, experienced and able person for consultant position if there
is a specific need for such a consultancy work.



                                               52
Human Resource and Organisation
Development Policy Manual (2001)


However this will be governed by the Ethical procurement policy.


Local consultant hiring:
-    All Managers will be in charge of finding the need of hiring local consultant.
-    All relevant Managers in consultation with HRODM are in charge of consultant selection
     with the first priority is for all previous successful used consultants and the second is for
     new finding out qualified consultants.
-    Manager who requests consultancy work is responsible for recommendation of
     consultancy fee. All previous standard rates and new rates of consultancy fee which are
     under 50USD must be in agreed by Managers and HR/OD Manager. All special rates of
     the consultancy fee which are more than 50 USD must be approved by the CD only.
-    Budget management will be a responsibility of Managers.

International Consultant hiring:

International consultant will be hired only in the case if local consultants are not available for
the requested consultancy work.
Hiring international consultant will be a responsibility of Managers and HR/OD Manager
with an approval of the CD.
The consultancy fee for the international consultant should be negotiated on case by case
basis. Manager in consultation with HRODM is responsible for making a recommendation
on consultancy fee to the CD for his /her approval.

Contract
All contracts must be accompanied by Terms of Reference, which should specify;

a.   Background to the Consultancy
b.   Objectives of the consultancy
c.   Specific methodology to be used (if appropriate)
d.   Specific tasks to be completed
e.   Outputs to be produced (the content of the final report) and in what form (usually we
     would like a disk and a good hard copy of the final report).
f.   Reporting deadlines

The Final Report
The content of the Final Report will depend on the purpose of the consultancy. However, all
Final Reports should contain the following (either as text or appendices);

        Executive summary
        Record of itinerary
        Key places, people and organisations visited
        Acknowledgement of cooperation, assistance and resource materials used
        A hard copy of the report as well as a floppy diskette containing the report should be
         submitted.


                                                53
Human Resource and Organisation
Development Policy Manual (2001)



Debriefing
All consultancies should be completed by a debriefing. Debriefings may also take place
during the consultancy if required. Debriefings should be conducted by the responsible DA
Manager, any Project Officers involved, and possibly the CD. The debriefing should cover;

    • report on consultant's activities, recommendations and conclusions
    • report on individuals and institutions contacted
    • any problems or difficulties
    • consultant's suggestions to AAV on how the consultancy could have been
      improved.
    • AAV's comments on the consultant's performance
    • next steps


Consultancy fee:

All in use rates of consultancy fee must be reviewed every three years basis. The review team
should be included HR-0D Manager, Head of Finance and One DA Manager.

Package for food and transportation allowances: Due to the current situation of
consultancy work, there is a need to develop a package to cover food allowance and
transportation expenses for consultant.
Transportation expenses are based on actual air fare in case of flight and actual price of a12
seat bus‟s ticket in case of using car or bus.
Food allowance is 50,000VND and applied to all kind of consultant .
Using AAV‟s car for consultant is applied only in the case, if by the way the car is used for
AAV staff.

TOR and contract preperation:

-   TOR‟s preparation and management supervising is responsibility of the Manager who
    requests a consultancy work.
-   It is the responsibility of the Manager to fill a “consultant request” form (see Annex 10)
    and give it to HR/OD department for a contract issuing.
-   HROD Department is responsible for all contract issue and payment authorisation, which
    are based on full completed „‟ consultancy request form “ and “ consultancy payment
    request form”.
-   A written terms of reference and a contract must be signed by both parties.



Consultancy by AAV staff:


AAV allow staff to undertake consultancy work with other organisations and agencies
provided that a such work is in line with AAV‟s goals and objectives, helps in professional



                                               54
Human Resource and Organisation
Development Policy Manual (2001)


growth of the concerned staff and does not harmful the normal work that they are required to
do in AAV.
AAV also views such work as an opportunity for influencing others.

All offers or a requests for the consultancy work should be approved by the Line Managers
and routed through HRODM.

Line manager in consultation with HRODM should submit a memo to the CD with clear
recommendation together with term and condition for the consultancy work of his or her staff
for the CD‟s final decision.

Staff will have 30 % of the total fee that they obtain from the consultancy work and other
70% will go to the AAV‟s accounts.

Staff during their consultancy work with others do not have to take leave as long as they
follow the above procedures.




                                              55
Human Resource and Organisation
Development Policy Manual (2001)



                                  ANNEX 7
                    USE AND MAINTAINANCE OF AAV VEHICLES

Regulations for AAV drivers
1. The use of alcohol over the limit stipulated in the traffic police/regulations or any mind-
   altering drug is forbidden during working or driving time.
2.   Remember to use a seat belt when driving and ensure all front seat passengers wear seat
     belts. Back seat passengers should wear seat belts wherever possible.
3.   Ensure that no one smokes inside any ACTIONAID vehicle.
4.   Driver must drive vehicle at safe speeds depending upon the type and conditions of the
     road and remain within the speed limits set by traffic police/regulations. Driver must
     slow down the speed if any passenger request on the basis of safety and comfort.
5.   Obey all regulations of Vietnamese traffic law
6.   Clean all vehicles regularly.
7.   Ensure vehicles are not used for private purposes without the permission of the CD or the
     person delegated by him/her.
8.   Do not transport good or passengers in excess of the vehicle's capacity.
     Passenger and weight limits ;
     White car                  5 people and 50kg
     Short blue car             5 people and 50kg
     2 Long blue cars           6 people and 200kg per car
9.   Before every long trip, ensure the vehicle is working well and safety features are
     operating. Refill the vehicle with oil and petrol.
10. After travelling, clean the vehicle carefully and replenish oil and petrol supplies. Check
    the vehicle - if there are any problems you cannot repair, report this to the F & A
    Manager/DA Manager.
11. Maintain tyres at the correct pressure. In the event of a puncture, patch the damaged tyre
    immediately and replace with the spare tyre.
12. The driver is responsible for returning to the office on time, and must ensure that staff do
    not delay the return.
13. Do not drive after 7pm at night, except in exceptional circumstances, and with the prior
    approval of the F&AM/DA Manager or CD.
14. In the event of an accident
     stop the vehicle immediately, do not continue the journey
     contact the AAV office and inform them about the accident
     inspect the vehicle for damage
     registered with official authority i.e. police

     If another person or vehicle is involved in the accident;
      report the accident immediately to the authorities and to the family of any injured



                                              56
Human Resource and Organisation
Development Policy Manual (2001)


         persons
      obtain the names and addresses of injured persons
      obtain the names, addresses and license numbers of other cars involved in the
      accident.
      do not admit liability or guilt, or pay any money to the other party
      obtain names and addresses to all witnesses to the accident
     Do not leave the scene of the accident until you are satisfied that all necessary
     information has been provided to local authorities, and that any injuries and/or damage
     have been satisfactorily dealt with.
15. Ensure your driver's licence and vehicle licence documents are up to date and carried at
    all times while driving.
Regulations for staff using AAV motorbikes
A number of staff use AAV motorbikes during the course of their work. They should observe
the following rules (in addition to those listed above);
1.   Staff driving AAV motorbikes must have a valid Vietnamese motorbike license.
2.   Both driver and passenger must wear helmets.


Use of AAV vehicles (jeeps) or motorbike for private purposes
All staff on long term contract may request for private use of vehicles or motorbike, within
Hanoi approved by the F&A Manager and in the DA approved by DA Manager. Vehicle for
use outside Hanoi and DA district must have prior permission from the CD.
Vehicle and/or motorbike can be used for private purposes under the following conditions:
1. the vehicles/motorbikes are not required for project work (private use may be cancelled at
   short notice if necessary).
2. For emergency and essential purposes when the staff has no other means of transport .
3. AAV vehicle, except for expatriate staff whose contract stipulate private use of vehicle, is
   not available for individual staff for recreational use. This does not apply to AAV staff
   group picnic or other similar use.
4. AAV drivers are available and willing to take on private driving duties.
5. Vehicles/motorbikes must be returned in the same state and condition in which they were
   taken (interior and exterior). AAV reserves the right to request reimbursement for repairs
   if agreed by CD.
6. Private mileage will be charged at the prevailing rate to the individual. Payment must be
   made on or before the last day month by cash or deduction from salary.
7. Staff will be responsible for paying all road taxes, driver's perdiem/accommodation etc.

Use of private vehicles for official AAV business
All members of staff can claim reimbursement of travel expenses incurred using personal
vehicles for official work at the prevailing rates.



                                              57
Human Resource and Organisation
Development Policy Manual (2001)


For those using other modes of transport (train, bus, and - if necessary - taxi) actual expenses
will be reimbursed.
Driving
    Only staff who are appointed as driver can drive AAV 4-wheel vehicle.
    Occasionally when AAV's drivers are not available F&A M can authorise a competent
     driver to be hired on short term contract basis only for official purposes.
    Only CD, depending upon the need, has the authority to allow AAV 4-wheel vehicle to
     be driven by any other staff holding driving licence valid for Vietnam.




                                              58
Human Resource and Organisation
Development Policy Manual (2001)



                                     ANNEX 8
                             GUIDELINES FOR INTERVIEW

Conducting an interview
1. Before the interview you will need to read the following documents -
   a. Job Description
   b. Person Specification
   c. Candidate's CV
2. Select a room for the interview where you and the candidate can sit comfortably and will
   be free from interruptions. Candidates are usually nervous and it is important to create a
   relaxed atmosphere if you wish to obtain the information necessary for both you and the
   candidate to make a decision about their suitability for the appointment you are
   considering.
3.   Try to regard the interview as an exercise in which you and the candidate are cooperating
     to establish whether they have the particular skills, abilities, personal attributes and
     experience necessary for the job. It will benefit the candidate as well if the right decision
     is made. An interview is not an interrogation, nor is it a relaxed chat to see if you like
     each other.
4.   You will need to have planned the interview carefully to establish whether the individual
     has the attributes required by the person specification. You will need to draw up a matrix
     to help you make your decision.
5.   Format of Interview
a.   Welcome Make sure the candidate is relaxed, tell them what your position is, and explain
     how you will conduct the interview (in English or Vietnamese? with a written test or a
     typing test?)
b.   Getting Information The candidate should do at least 80% of the talking during this
     session.
     Areas to look at - what does the candidate do in her current/recent jobs, achievements
     and failures, training needs, attitudes to the AAV job, ability to travel and/or work
     overtime.
     Any questions which concern family matters must be addressed to all candidates. For
     example, for field positions, both men and women should be asked if childcare will make
     it difficult for them to travel.
c.   Supplying information All candidates should be supplied with the job description before
     or during the interview. You should provide the candidate with all necessary information
     about the job and AAV.
d.   Summary Towards the end of the interview it is useful to summarise the information you
     have gained about the individual. This enables them to correct any misunderstandings
     and shows them that you have been paying attention to what they have been saying. It
     also enables you to investigate any areas where you need more information. Where a
     candidate is clearly unsuitable, it enables you to discuss this in a friendly way without
     embarrassment.


                                               59
Human Resource and Organisation
Development Policy Manual (2001)


e.   Questions Allow time for questions and take note of questions asked. Often questions
     show you what a candidate thinks is important about the job.
f.   The end Thank the candidate for coming and tell them when they will know the result of
     the interview.
Immediately complete your interview notes and the matrix. If you delay, you may forget
important information.
Hints for Interviewers
DO
1.   Tell the candidate who you are and how the interview will be conducted
2.   Have a well-planned structure, including some key questions that you will ask all
     candidates to enable proper comparisons. However, each interview is unique and you will
     need to be flexible to make sure you obtain all the information you need.
3.   Encourage the candidates to talk for 80% of the time.
4.   Control the timing of the interview and what subjects are discussed. Make sure
     candidates stick to the point.
5.   Ask for an example if an answer is too general.
6.   Ask carefully about career and interests so that you understand the candidates' strengths
     and weaknesses.
7.   Look for good points.
8. Treat all candidates fairly and equally.
9. Check the candidate‟s Values and Gender sensitivity.

DON'T
1. Begin without preparation or appear rushed.
2. Begin with a very difficult question.
3. Make a decision early on in the interview. First impressions can be very misleading.
   Your decision should be based on the matrix you will complete at the end of the
   interview.
4. Ask leading questions ('Don't you think ... ?') or questions with a 'yes' or 'no' answer.
5. Spend all the interview discussing one of the candidate's strengths or weaknesses. Eg.
   find out whether they can use a computer, and then move on to discuss something else.
6. Let the candidate cover up any important facts.




                                              60
Human Resource and Organisation
Development Policy Manual (2001)



                                       ANNEX 9
                                    CURRENT RATES

                                              Employer   Employee   Daily Rate
Statutory Contributions
Social ( on basic salary)                     15%        5%
Health ( on basic salary)                     2%         1%
AAV Pension Scheme                            6%         6%

Upcountry Allowance
Son La                                                              $8.00
Ha Tinh                                                             $9.00
Lai Chau                                                            $9.00
Quang Ninh                                                          $8.00
Ninh Thuan                                                          $9.00
Perdiem with effect from 23rd March
2000
For Central Administrative cities including                         VND 140,000
Hanoi, HCM City, Haiphong, Danang
All other areas                                                     VND 70,000

Per diem for international visitors in                              $12.00
Hanoi

Package for Food allowance            and
transportation for consultant
Food allowance                                                      50,000VND
Airfare                                                             Actual cost
Car, bus                                                            Actual     cost
                                                                    for a ticket of
                                                                    12 seat bus.
Per diem for staff (outside of Vietnam)
Bangkok                                                             $10.00
Singapore                                                           $20.00
Hong Kong                                                           $20.00
Cambodia                                                            $15.00
Laos                                                                $15.00

Private mileage
Motorcycle                                                          500vnd/1km
Car/jeep                                                            16000vnd/1k
                                                                    m




                                              61
Human Resource and Organisation
Development Policy Manual (2001)



                                    ANNEX 10
                            CONSULTANCY REQUEST FORM

1. NAME:………………………… …………………………
(Full name of hired consultant)
2.CONTACT NUMBER: …………………………….
3. HIGHEST QUALIFICATION:………………………
(Etc.: Phd/Master degree/BA degree in Economic)
4. HOW DO/DID YOU FIND OUT THIS PERSON:……………
(Do you have used him/her's service before or through someone's introduction)
5.PERSON IN CHARGE:………………………
(The name of staff who is dealing directly with consultant during his/her consultancy period)
6.TIME:……… ………………………….
(Etc.: 12 days from 1 January 2001 to 12 January 2001 including 1 day report writing)
7.RATE:……………………………… …………………………….
(Etc.:$US 25.00/day or US$ 11/1000 words)
8. TERM OF PAYMENT:…………………………
(If the payment rate is over $100.00 it should write in cash-cheque, if less or = : in cash)
9. OTHERS:
       ACCOMODATION:
       TRAVEL:
       ALLOWANCES:              + Food allowance: …… .VND/day
                                      + Up country:………………..
10. PLEASE SEE THE ATTACHED
a,    CV:
      (Please provide consultant's CV on the first use only)
b,    IDENTITY CARD OR PASSPORT NUMBER:
      DATE OF ISSUE………PLACE OF ISSUE………………….
      (For first use only)
c,    TOR:
      (Please attach TOR for this assignment period)

Requested by:                    ……………………………
(Budget holder's signature)
Department:               ……………………………
Date of request:                 ……………………………
CD's approval                    ……………………………
(In case if the rate is higher than $50.00/day)




                                                62
Human Resource and Organisation
Development Policy Manual (2001)



                                 ANNEX 11
                    CONSULTANCY PAYMENT REQUEST FORM


TO: ACCOUNT DEPARTMENT
DATE:……………………………
FROM: HR-OD DEPARTMENT
SUBJECT: CONSULTANCY'S PAYMENT

1.NAME:………………………………………………………………………………
(Full name of hired consultant)
2.RATE:………………………………………………………………………………
(etc.: $ 25.00/day * 10 days or US$11/1000 words * 5000 words)
3.TERM OF PAYMENT:…………………………………………………………..
(If the payment rate is over $100.00 should write in cash-cheque, if less : in cash)
4. OTHERS:
         ACCOMODATION:
         TRAVEL:
         FOOD ALLOWANCES:                            PAID
                                                     UNPAID
5. TASK COMPLETED:

   Report has done successfully with the attached report   Task completed successfully with
    the attached report/translation

 Task completed successfully (report is not required)
6. TIME:……………………………………………
(Etc.: actual working day, this may be less/more compared with the original consultant
request)

Available time for collecting money: From         /   /01 To      /   /01

(This information is very important for account department to issue cheque accordingly)

APPROVED BY: …………………………

(Etc.: Signature of the BUDGET HOLDER)

REQUESTED BY:

               HR-OD Department
DATE:




                                             63
Human Resource and Organisation
Development Policy Manual (2001)



                                           ANNEX 12
                                       GRADE STRUCTURE


ACTIONAID VIETNAM
GROSS PAY RATE AND BENEFIT IN KIND
CURRENCY : US Dollars


                                    Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 S10
Category A
Grade 1
Regional /        Basic salary        783    826    873    919    968   1021   1077   1136   1195 1257
Divisional        Benefit in kind     215    221    228    234    242    249    257    265    272 280
  Manager         Total               998   1047   1101   1153   1210   1270   1334   1401   1467 1537

Grade 2
Manager,          Basic salary        576    605    635    665    696    733    775    820    865 910
Head of           Benefit in kind     179    184    190    196    202    208    214    220    227 234
Finance           Total               755    789    825    861    898    941    989   1040   1092 1144

Category B
Grade 3
Senior P.O      Basic salary          373    392    411    433    457    483    511    539    568 607
Accountant, I.A Benefit in kind       130    135    140    146    152    158    164    171    178 185
                Total                 503    527    551    579    609    641    675    710    746 792

Grade 4
Officer         Basic salary          267    279    293    309    325    342    360    379    397 418
Project Officer Benefit in kind       100    104    108    112    117    121    126    131    136 142
Administrator Total                   367    383    401    421    442    463    486    510    533 560

Category C
Grade 5
Office Assistant Basic salary         156    163    170    178    185    194    202    211    220 232
Driver           Benefit in kind       62     65     67     70     73     76     79     82     85 89
                 Total                218    228    237    248    258    270    281    293    305 321

Category D
Grade 6
Ancillary staff   Basic salary         80     85     92     97    104    112    120    128    137 147
Cleaner           Benefit in kind      32     34     37     39     42     45     48     52     55 59
                  Total               112    119    129    136    146    157    168    180    192 206



                                                   64
Human Resource and Organisation
Development Policy Manual (2001)




                                   65

				
DOCUMENT INFO