HR Manual by Corporate Consulting Group

INJAZ Pakistan
Private Company Limited by Guarantee

Personnel Management Manual

Committed to Justice, Equality, Harmony and Transparency

Developed by
Corporate Consulting Group, Pakistan
Email: ccgroup.pakistan@gmail.com

INJAZ Pakistan
Draft for Discussion

Corporate Consulting Group, Pakistan Page 2

Table of Contents

1. POLICY DIRECTIONS
2. Organization Structure
3. Employment Terms, and Conditions
4. Compensation Framework
5. Performance Planning
6. General Policy Guidelines
7. Closure of Employment Contract
8. Exhibits
a. Standard Position Profiles

INJAZ Pakistan

Policy Directions

INJAZ Pakistan is positioned as a (Social-catalyst) with a focus on developing entrepreneurship and
vocational skills amongst Pakistani youth through empowering them in their professional careers, while
enhancing their:
Leadership
Self-esteem;
Dignity of entrepreneurship;
Creativity and innovation;
Sustainability;
Higher human values; and last but not the least,
Opportunities for all.

INJAZ Pakistan operates as a local chapter of Junior Achievement, US through INJAZ Al Arab. Currently it is
optimally leveraging its entitlement to replicate training programs and products of the parent institutions.
While this relationship provides easier rout to early success, however in the longer run it raises the question of
sustainability of INJAZ Pakistan as an independent institution. Moreover, dependent relationship also inhabits
INJAZ Pakistans efficacy in terms of it programs and products suitability in the Pakistani context.
Business Model
The business model presented below integrates core, support and supervisory processes. The Board of
Directors through various committees have a supervisory function in the overall management of the institution
as portrayed in the model. Core processes represent the line functions per se. These are Project management
and Program management. Support processes include Research and Development; Corporate Governance,
Personnel and Organization Development; and, Accounting, Administration and IT services.

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

Program management
Board Committees: Funds Management, Audit, Projects & Programs, and Personnel
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Corporate Governance, Personnel and Organization Development
Accounting & Administration, Information Services and MIS
We are a social-catalyst
with a focus on
developing entrepreneur-
ship and vocational skills
amongst Pakistani youth
through empowering
them in their professional
careers, while enhancing
their:
Self-esteem;
Dignity of
entrepreneurship;
Leadership
Creativity and
innovation;
Sustainability;
Higher human values;
and last but not the
least,
Opportunities for all.

*Training resources are currently incubated and distributed from JA / INJAZ Al Arab. At a later stage, INJAZ Pakistan will
develop capability to incubate training resources indigenously and to diversify its portfolio of training programs
**Project management will have lead role while other functions will participate in the process
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Project management
Research & Development: Course curriculum, material, instruction manuals, activities*
*and Forms*
INJAZ Pakistan

are primarily contingent upon its capacity in programs management. In the long run, however, the institution
must achieve capability to self-sustain. In this regard, the critical strengths would be project management;
sustainable funds mobilization and their efficient management; research and development to develop and/or
adopt training resources in the local context; and, development of specialized streams of personnel. Other
areas of critical importance would be Corporate Governance & Compliance, Audit, and last but not the least,
Accreditations that would right strengthen its public image and credibility of its products.
From the external perspective, the institution aims to sink deeper through building sustainable linkages with
the academia and community organizations in the short run. Subsequently, it aims to consolidate its linkages
with the academia and community organizations and diversify its interventions while continuing to expand its
outreach across the country. Furthermore, it will constantly forge its image as most preferred and transparent
organization.
Having said this, the institution aims to build its capability in terms of its structure and personnel. This follows
that the institution shall simultaneously spell out its Personnel Strategy from the short term and long term
perspectives.
Proposed (Personnel Strategy)
1

As evident from the business model above, in the short run INJAZ Pakistan shall continue to build upon its
capability in Program management. The implication of this on personnel would be to develop a core team of
Program management specialists supported by a cadre of short term Incumbents, and external mentors or
training specialists (not volunteers
2
).
In the long run, however, the institution envisages to building its capacity in project management; research
and development for curriculum design; and materials development to augment the support in training
resources from the parent institutions. This would entail nurturing a cadre of (Researchers and Developers)
in the long run, who would take up the roles in training resource development.
Proposed (Personnel Policy Objectives)
To position INJAZ as preferred career choice amongst its contemporaries
To promote integrity, commitment, objectivity, results focus and productivity
To accelerate learning, engagement, and success
To propagate equal opportunity, fairness, and transparency
To make performances truly value-driven
To achieve consistency, validity and reliability of personnel management practices
Proposed (Performance Vision)
INJAZ Pakistan is committed to promoting performance culture wherein each team player severally and
together contributes towards empowering professional careers of Pakistani youth at the grass root levels. In
doing so, the team players within their respective roles always conform to the highest standards of
professionalism; ethics; and, social responsibility in mobilizing, managing and deploying intellectual and
financial resources.
Guiding Virtues
INJAZ Pakistan

Professionalism Continually demonstrate adequate capacity to manage and execute on their jobs in a
manner that is best suited to the situation and conform to the INJAZ values.
Ethics Take responsibility to always endeavour to protect the rights of the INJAZ constituents,
stakeholders, fellows, and of themselves.
Social Responsibility Respond to the societys needs and expectations, especially of the marginalized
individuals within the bounds of fairness, morality, social justice and transparency.
Scope of Personnel Policy Environment
The personnel policy environment at INJAZ Pakistan is designed to stimulate individuals and group
performance through harnessing quality of Incumbents; immediate physical environment; and, last but not the
least subtle behaviours.
Incumbents Management
INJAZ Pakistan is an equal opportunity employer. It offers long term and short career opportunities to
qualified
3
individuals, depending on their area of specialization and experience. Besides, it also offers
internships to qualified freshmen and volunteer positions. It aims to hire individuals as objectively
4
as
possible to ensure optimal employee performance at each position. Consequently, the individuals are
engaged on the job in accordance to the accredited employment practices and in a socially responsible
manner. INJAZ commits to fair and equitable compensation and reinforcement plans.
Immediate Physical Environment
INJAZ Pakistan corporate structure complies with its business objectives and strategy and aims to foster
team work, empowerment at individuals and group level leading to outcome-effectiveness
5
; output-
efficiency
6
; work coordination, control, and ownership; and, last but not the least synergistic-work-culture.
Furthermore, it strives continually to adopt and implement best international work practices, adhere to
the stakeholders legitimate rights and always comply with the laws, regulations, policies and standards in
the letter and spirit.
INJAZ Pakistan stands committed to reinforce team performance and individuals behaviours in a
transparent and timely manner. As a prelude, team performances are planned, key results and
performance indicators are agreed upon, and individuals roles (behaviours) are identified.
Subtle Behaviours
INJAZ Pakistan promotes virtues of professionalism, ethics, and social responsibility; and, supports
building interdependent work relations.
_____________________________________________________________________________________
1. The term Personnel being used in place of HR because it is believed that people are the subject not the resource per se.
2. The term Volunteer does not reflect the true value of contributors. Secondly, volunteering is generally considered external to the
organization hence volunteers fail to demonstrate ownership and commitment, much needed for successful implementation.
3. The term Qualified refers to work specific personality make up, professional and technical competencies, and work experience.
4. The term Objectively refers to reliability, validity and transparency of hiring criteria
5. Outcome-effectiveness refers to a scenario of optimal accomplishment of performance goals / targets
6. Output-efficiency refers to demonstration of optimal behaviors or efforts

INJAZ Pakistan

Organization Design
1. Context
INJAZ Pakistan is committed to always be a (Value Driven) organization. The commitment is essentially
reflected in its empowering organization design / structure. Having said this, functions are assigned to
dedicated teams within the ambiance of a supra INJAZ Team rather than to individuals. Furthermore, the
envisaged relationships within teams are not based on status (position on the hierarchy) but roles. Individuals
have their defined roles that are essentially non-competitive and complement each others roles and/or
performance. Teams and individuals are empowered and access appropriate authority to function effectively,
while the practice of leveraged actions / performance is completely negated.
Middle management layer per se is considered dysfunctional for inculcating empowering team culture. Hence,
the organization functions on a two-tiered structure Strategic Team consisting of Board of Directors and CEO
and Business Teams representing specialized functions. The Chairman BoD heads the Strategic Team while
the General Managers / Senior Managers head Business Teams. The Chief Executive Officer has a role to
represent the BoD at the Business level besides representing the organization in the sector. The BoD leverages
its roles through the CEO and the Board Committees. Individual may head multiple teams if necessary to keep
the organization lean and efficient.
2. Functional Description
Function Key Responsibility Area Key Performance Indicator
Board of Directors Overall institutional steering,
monitoring and evaluation
Corporate Governance
Performance effectiveness vis--
vis companys object clause;
Growth & Sustainability; and,
Compliance
Chief Executive Officer Project management; Operations
management supervision;
Public relations;
Financial controls;
Team effectiveness
Performance effectiveness vis--
vis companys object clause;
Growth & Sustainability; and,
Compliance
Company Secretary

Comply with Company Registrar
Office / SECP / Stock Exchange
Corporate Governance
Trustee of the Gratuity / Pension
/ Other Employee Fund
Board matters
Regulatory compliance
Effective corporate governance
Efficient BoD facilitation
Prudent management of
employees funds
Internal Audit

Internal financial and
management audit
Risk management
AML/CFT compliance
Regulatory compliance
Fiduciary and Financial discipline;
Regulatory and Policy compliance;
Transparent and objective
external audit reports
Timely removal of audit
qualifications
Corporate Affairs Lead Strategic / Corporate
Planning & Evaluation Process
Planning and strategy-building:
corporate communication
Sustainability modelling and
strategy-building: funds raising
Project/Institutional business and
financial growth and sustainability,
Public awareness and voluntary
response from institutions and/or
participants,
Social compliance
Program Management
& Administration
Networking with Corporate,
Public sector organizations,
Academia and
Growth in partner institutions,
Effectiveness of program plans,
Growth in number of programs
INJAZ Pakistan

Independent Trainers
Partnering with academia
(Schools, Vocational Institutes,
Higher Education Institutes and
Universities)
Management of overall
departments performance and
productivity
Mentor and supervise Task Team
Leads
Task Team Leads performance
planning and assessment

delivered successfully
Quality of learning evaluations
Quality of career competencies
assessments
(Quality refers to reliability and validity of
process and data)
Finance and General
Services
Accounting, Funds management
(Cash and Bank Accounts), Payroll
and Taxation, Financial
statements, External Audits
Personnel Services
IT Services
General administration

Compliance to International
Accounting Standards / Accepted
Accounting Practices, and
Financial Controls Standards
Accounting data reliability and
validity for management decision
making and secure transactions
processing;
Employees optimal engagement,
satisfaction and retention;
Reliable and continuous IT
support and coordination with
AMAN IT Centre;
Safe and secure physical
environment, general discipline
and maintenance of the premises
and utilities
Board Committees
a. Board Governance and Evaluation committee
b. Board Audit & Compliance committee
c. Board Personnel committee
d. Board Operations committee
Detailed position profiles are placed at exhibit [A]

3. Personnel Administration

a. Rationale
Personnel administration structure is designed to ensure the followings
i. Governance
ii. Decentralization
iii. Efficacy
iv. Transparency

b. Board Personnel Committee
The Chairman Board of Directors shall appoint the Board Personnel Committee, comprising of three sitting
Directors for a period of two financial years. Board Personnel Committee shall oversee the Personnel
Administration. Detailed scope of work for the Board Personnel Committee shall be as follows:
INJAZ Pakistan

i. To consider and approve personnel policies
ii. To make recommendations to the Board for the selection and recruitment of CEO.
iii. To ratify decisions relating to hiring of management staff; compensation of management staff;
sanction of new positions; and annual personnel budgets.
iv. To promote Code of Ethics and best International Practices in personnel administration
v. To promote fair, equitable, transparent and safe work environment
vi. To redress Incumbents grievances and disputes

c. Chief Personnel Officer
The Chief Executive Officer shall have the additional charge of Chief Personnel Officer. The incumbent shall
exercise Executive Authority in matters relating to Personnel Administration and shall report to the
Chairman BoD through the Board Personnel Committee.
Detailed scope of work of the Chief Personnel Officer shall be as follows:
i. To formulate personnel policies
ii. To chair the Internal Personnel Committee
iii. To ensure compliance to the laws, regulations and personnel policies
iv. To represent the Personnel Administration to the Board of Directors

d. Internal Personnel Committee
The CEO in the capacity of Chief Personnel Officer shall constitute an Internal Personnel Committee,
comprising of three senior managers along with himself / herself in Chair. The Internal Personnel Committee
shall exercise Executive Authority to the extent delegated by the Chief Personnel Officer in matters relating
to Personnel Administration. It shall report to the Chairman Board Personnel Committee through the Chief
Personnel Officer.
Detailed scope of work of the Internal Personnel Committee shall be as follows:
i. To assist the Chief Personnel Officer in matters relating to Personnel Administration
ii. To make recommendations on Personnel Policies
iii. To make recommendations on hiring, appraisal, compensation and other matters relating to non-
managerial staff
iv. To make recommendations on Annual Personnel Budgets
v. To ensure compliance of laws, regulations, policies and rules relating to Personnel Administration
vi. To maintain administrative discipline and control and foster congenial work environment
vii. To perform any other task relating to the Personnel Administration delegated by the Chief
Personnel Officer

Notes:
i. Corporate Affairs operates under the direct control of CEO
ii. Internal Auditor is a retainer position
iii. Research & Development task is presently limited to tweaking the school specific curriculum

INJAZ Pakistan
Employment Terms, Conditions & Process
1. Rationale
Employment policy shall aim to attain the following objectives
a. Equal opportunity
b. Merit
c. Equitability
d. Transparency

2. Context
All employment contracts shall be compliant with laws, regulations and policies in vogue, without prejudice;
and are entered into with mutual consent. Unless otherwise expressly stated and agreed upon in the contract
the usual terms and conditions set out by the company shall be binding on both parties.
3. Types of Employment Contracts
All employment relationships shall be on contractual basis, with or without renewable terms. In general
following types of employment contracts shall be offered:
a. Long term (3-year) renewable contracts (LTRC)
b. Short term (Max 1 year) renewable contracts (STRC)
c. Short term (Project based) contracts (STPC)
d. Voluntary Engagement Contracts (VEC)
4. Definitions

REGULAR FULL-TIME: Incumbents hired on LTRC and STRC basis are defined as (Regular) Incumbents of INJAJ
Pakistan. Such Incumbents are required to comply with general employment conditions framed from time to
time. The Incumbents shall have to successfully fulfil the required employment criteria and successfully
complete probation period before offered regular employment.

PROBATIONARYS: Incumbents are hired on probation. Initial probation period is three months maximum.
Incumbents performance is evaluated on fortnightly basis to assess the behaviour, competence and
performance to assess whether or not s/he is appropriate candidate for regular employment in a specific
position with INJAZ Pakistan. Incumbents who demonstrate or otherwise sufficient suitability for the
employment shall be notified accordingly, in writing. Probationary Incumbents shall be eligible for a monetized
monthly compensation with no additional benefits, whatsoever.

CASUALS: Incumbents those who have established an employment relationship with the INJAZ Pakistan but
who are assigned to work on an intermittent and/or non-predictable basis. Casual incumbents are paid
monetized compensation per month or part thereof but are ineligible for the other benefit programs of the
INJAZ Pakistan.

CONSULTANTS: Consultants hired on STPC basis are offered temporary position in a project. The consultants
are assigned specified work-days/hours, which they are required to put in the project during a specified
period. They are paid for the assigned work-days/hours either in full or in piece meal upon providing the
required deliverables at the assigned rate. Consultants may be allowed to work on-site and/or off-site.

VOLUNTARY RESOURCE: Incumbents services are solicited on pro-bono basis to facilitate specialized tasks,
such as Mentors and Trainers. Standard selection and recruitment criteria shall be adhered in hiring the
voluntary resource. Similarly, objective performance appraisal shall be conducted at the culmination of their
task and their subsequent solicitation shall be based on their performance ranking.
INJAZ Pakistan

5. Entitlements
Employment Type of
Contract
Maximum
Period per
term
Compensation Fringe
Benefits
Contributions
Regular Long term
renewable
contracts
3 Years Salary As per
position
As per policy
Short
renewable
contracts
(STRC)
1 Year Salary Standard None
Consultants Short term
(Project
based)
contracts

Project based,
with specific
tenure
Fee None None
Voluntary
Resource
Voluntary
Engagement
Contracts
(VEC)

Task based None None None
Probationary Probation Three months
with options
to induction
as regulars
Monetized
Salary
None None
Casual Interim
Contract
Daily basis for
a maximum
period of 89
days
Monetized
Salary
None None

INJAZ Pakistan make all the efforts to ensure that the working environment, salary and benefits and career
opportunities it offers to the Incumbents are competitive with those offered by other employers in a similar
category. Nevertheless, if Incumbents, at any point in time, have a grievance they are encouraged to approach
CEO. It is the responsibility of the employee to make sure that his or her grievance holds sufficient grounds
before putting it up for discussion and/or resolution.

INJAZ Pakistan
Compensation Framework (Draft)
1. Context
Many organizations are being challenged to establish equity in compensation across the Positions. Ignorance
or inability to achieve equity leads to serious employee performance and commitment challenges. Such as low
morale, rivalry amongst Incumbents, lack of commitment, general dissatisfaction all affecting productivity and
performance. Secondly, it distorts the Incumbents psychological contracts hence their ownership and
responsibility towards their jobs.
In modern days, organization have innovated several variants of compensation to improve at least perceptual
equity. Some variants are briefly listed below:
Pay for Performance: This regime has its roots in the famous Management by Objectives theory articulated by
Peter F. Drucker a renowned management expert. It aims to connect compensation directly with employee
performance. Per se this regime offers an acceptable basis of equity. However, it is something that is easy to
say but rather impossible to do in the letter and spirit. While it encourages Incumbents to perform more and
more if they wish to earn more. Yet, the irony is the system allows people if they wish to abuse it by
manipulating their marginal performance into a big performance. Consequently, Incumbents focus on
quantitative performance while ignore the qualitative side. For instance, a Credit Manager would sell more
and more loans and to do so s/he will not consider which are less risky and which are more risky borrowers.
Thus would end up selling more but high risk loans. Another serious dilemma attached to this regime is that at
many instances performance measurement is much subjective leaving room for window dressing and
articulation.
Market Based Salaries: In the first place we must acknowledge that Market Value of an employee is a
subjective phenomenon. Primary drivers to this are the opportunities at hand and the choices made by the
respective Incumbents. Furthermore, it is relatively a new variant primarily introduced by the organizations to
justify lateral hiring at much higher salaries than what is being paid to existing Incumbents at the same
position. In essence it allows organizations to attract Incumbents from their competitors with ease for all the
competitive reasons. Firstly, observation has shown that this approach does not provide long term competitive
advantage. Real beneficiaries are the Incumbents who take advantage of this and always sit at the fence
looking for even higher salary in the market. Eventually a price war is ignited in the market which effectively
erodes profit margins for every organization. Even it is observed that presence of such Incumbents cause wide
spread dissatisfaction amongst the existing loyal Incumbents. In fact they begin to think that they are being
deprived of their rightful rewards. Not only this but at times they also think that the organization is punishing
them for their commitment and loyalty by paying less compensation than the new hires.
Qualification Based Salaries: Traditionally organizations used qualification and skill set as a prime basis for
determining salaries across. Although it provides an objective basis for establishing equity amongst
Incumbents, however, ironically studies have proved that Incumbents productivity and competence does not
always correlate positively. Another significant problem with this system is that Incumbents tend to give more
attention to improving their qualification and skill set without any concern for on the job performance and
productivity.
2. Compensation Framework
INJAZ Pakistan leverages compensation as a strategic tool to direct individuals and group performance. Having
said this, INJAZ Pakistans compensation is well integrated within the performance management framework.
At present standard compensation ranges are used to determine Gross Salaries at all positions. This model is
INJAZ Pakistan
excessively discretionary and subjective. Furthermore it does not provide explicit correlation with the required
performance. The framework has its premise on the following rationales:
a. Value for money
b. Fair and equitable
c. Competitive
d. Team based
INJAZ Pakistan is cognizant of its donor driven status and is committed to optimize each rupee-value spent vis-
-vis its object clause. Incumbents compensation is also an integral part of overall expenditure strategy.
Hence, INJAZ Pakistan envisages that the Incumbents compensation must yield value for money. This is
achieved through maintaining equity between what value a team or an employee delivers and the
compensation paid. Nevertheless, INJAZ Pakistan is also committed to pay fair compensation as per the going
rate in the market and achieve horizontal and vertical compensation equity within and outside the INJAZ
Pakistan. Going a step further, INJAZ Pakistan recognizes the need for retaining talented and high performing
Incumbents. In order to do that successfully, it aims to maintain long term competitive edge in careers vis--vis
the industry. Nonetheless, employee-retention is a moving target hence it needs to be pursued rather
selectively. Last but not the least, INJAZ wants to promote team synergy hence Team Performance is yet
another benchmark used in determining team and individual compensation.
The proposed compensation framework is more objective. Accordingly, salaries are computed on more
objective basis. Having said this, Incumbents Net-Salary
1
at any point in time, is based on Incumbents
respective position; length of service; amount and diversity of experience (exposure); proficiency (professional
skill set, knowledge and perspective); and team performance.
Salaries are based on the representative positions of the Incumbents. Incumbents Net-Salaries shall be
computed vis--vis their seniority in the company and/or compatible positions held outside the company and
demonstrated competence. However, the net-salary shall be within salary range, determined from time to
time, for the specific position at which the employee is working / being hired. Refer to Annexes for Salary
Ranges.
Annual increments shall consist of three components, namely;
- General Annual Increment Award
2

- Performance Award
- Competency Award
General Annual Increment Award (GAIA) shall compensate for the
inflation during the preceding 12 months. Incumbents with less than 12
months of service shall be awarded this increment on pro-rata basis.
Performance based increments are separately determined and awarded
on the basis of individual and team performance appraisals
3
.
Competence based increments are admissible subject to measureable
improvement in competence, which will be determined on the basis of
additional relevant qualification obtained and qualitative assessment of
the immediate supervisor.
Performance awards are based on the moving average points that Incumbents earn on their individual and
team performance evaluations over the preceding three years. The impact of improvement or decay in the
recent years performance ranking will be partially neutralized by previous years performance ranking. Hence
it is hoped that an exceptional (biased) performance ranking in a year does not affect the performance award
in the direct proportion. This shall not exceed 50% of applicable GAIA percentage.

Primary Salary
General Annual
Increment Award (GAIA)
Competency
Award
Performance
Award
INJAZ Pakistan
Competence award is based on number of variables such as amount and diversity of experience (exposure),
proficiency (professional skill set and knowledge), and last but not the least all perspective at work. The
employees competence (each variable) is ranked in quantitative terms. Competence ranking does not change
over time except for acquiring new skill set and knowledge through training programs or additional academic
qualification and on the basis of qualitative evaluation of change in Incumbents perspective. This shall not
exceed 30% of applicable GAIA percentage.
It is expected that average employee shall stay in one position for not more than [2 to 3] years. However,
fewer Incumbents may stay in the same position for longer period depending on their type of employment.
They will have their primary salaries capped once they attain maximum till the time, management may decide
to award mover-over or their employment terms are modified, as the case may be. It is hoped that by
introducing the above increment-regime, gross salaries will eventually reflect fair and competitive
compensation over a period of 5 years.
3. Administrative Control

Position Recommending Authority Approving Authority
CEO / Executive Director Board HR Committee Board of Directors
General Managers / Senior
Managers
CEO Board HR Committee
Managers Internal HR Committee CEO
Executives Officers Internal HR Committee CEO
Staff Internal HR Committee CEO

The Board of Directors accord annual budget for salaries as a percentage (%) of annual funding (donations) and
place the same at the discretion of Board HR Committee and/or CEO.

i. Disclaimer:
The above framework is rather simplistic. It does not take into account the need for salary differentiation at similar positions across two or
more functions, such as operations, marketing and administration. The underlying rationale for this is to ensure team spirit per se.
However, it is hoped that the scales are constantly benchmarked against market value to ensure fair rewards for all without bias.
Furthermore, it is aimed to reduce subjectivity and discretionary orientations observed in the prevailing system. Unlike the prevailing
system, this tentative framework is based on rather discrete variables such as responsibility area management, operational or functional
that is represented by the Position, moving average performance points, education and training, etc. The additional advantage of this
framework is that the incumbent can hardly disagree with what salary he or she is paid, for the framework is quite quantified and
transparent. Thus it is hoped that this will lead to greater equity perception amongst the incumbents.
ii. Increment Computations Exemplified:
Data: Inflation 10 p.a. Incumbents performance achievements of A & B are 100% and 80% respectively. Team Performance Achievement
80%.
Incumbents competency improvement scores of A & B are 50% and 75% respectively.
Name Base Increment % Performance Award % Competence Award % Total Increment %
A
10.0%
Composite Performance (0.8*1) 80%
Performance Award (0.8*0.1*0.5) 4.0%
(0.5*0.1*0.3)
1.5%
(10 + 4 + 1.5)
15.50%
B
10.0%
Composite Performance (0.8*0.8) 64%
Performance Award (0.64*0.1*0.5) 3.2%
(0.75*0.1*0.3)
2.25%
(10 + 3.20 + 2.25)
15.45%

Notes:
1
Net Salary refers to gross salary minus other admissible allowances.
2
Gneral Annual Increment Award is determined on Year to Year basis by the management.
3
For working details please refer to Performance Appraisal Framework in the following chapters of this manual.

INJAZ Pakistan
EMPLOYEE BENEFITS

Eligible incumbents of the company are provided with a range of benefits that are designed to
provide for adequate personal security. A number of programs (such as EOBI) cover all Incumbents
in the manner prescribed by law. Benefits eligibility is dependent upon a variety of factors, including
employee classification. Your supervisor can identify the programs for which you are eligible.

1. Leaves of Absence

INJAZ Pakistan observes all public holidays including festival celebrations declared as holidays by the
Federal Government of Pakistan. In addition to the above, incumbents are also granted earned and
unpaid leaves of absence. Incumbent cannot claim leaves of absence as a matter of their rights.
Management reserves the right to grant. In case of refusal, the management may grant the requested
leaves during another period or offer cash benefits, as it may deem fit.

Type Eligibility Criteria
Casual leaves of absence 10 working days in a calendar
year for regular incumbents; XX
days for probationary and
casual incumbents
Earned in advance
Annual leaves of absence 24 working days in a calendar
year for regular incumbents
Earned on retrospect basis
Medical leaves of absence 08 working days in a calendar
year for regular incumbents
Earned on retrospect basis.
Upon availing maximum earned
leaves, management may grant
additional leaves by debiting
the available balance of annual
leave of absence
Maternity leaves of absence 12 consecutive weeks once in
two calendar years for regular
incumbents
Available to only women
incumbents for a maximum of 3
times in the entire service
tenure.
Unpaid leaves of absence /
Pilgrimage leave of absence
Regular employees only Management may decide on
case to case basis.

2. Health Program

The company offers health program all eligible incumbents and their first family members,
as follows:
Medical Allowance and Hospitalisation Insurance
Accident Insurance.

i. Medical Allowance

The company provides to all eligible incumbents a Medical Allowance benefit after
completion of the probationary period. The annual Medical Allowance is equal to 55% of one
months salary.

ii. Hospitalization Insurance

The company provides a basic Hospitalisation Insurance plan for eligible incumbents.
Hospital Insurance offers you and your family important financial protection.

INJAZ Pakistan
iii. Accident Insurance

The company provides Accident Insurance for all eligible incumbents only?. Accident
insurance provides protection in cases of serious injury or death resulting from an accident.
AD&D insurance coverage is provided as part of the basic life insurance plan.

Note: These recommendations are modification of the general employment categories of AMAN Foundation. The basis for these
recommendations is mainly: To simplify company legal obligations and to improve market competitiveness, and last but not the least to
offer higher value to the Incumbents. Upon reaching agreement in principle, the document will be appropriately expanded.
INJAZ Pakistan
INJAZ Pakistan
PERFORMANCE PLANNING AND REINFROCEMENT FRAMEWORK*
General Guidelines

The Performance Management Program is a process that involves both the Manager/Supervisor and
the staff reporting to him/her. The Program has four individual components to ensure achievement
of goals throughout the year. The components are:

1. The Probationary Period Assessment
An initial Performance Assessment is conducted at the completion of the three month
Probationary period.

2. The Performance Plan is to be developed at the end of the Probationary period. The purpose of
the Performance Plan is to identify the level of performance expected and for the
Manager/Supervisor to provide on-going coaching to assist the employee towards achievement
of stated expectations.

3. A Progress Check, is an informal review of performance to
a. Determine that goals and objectives that were being set are being achieved,
b. Review progress,
c. Recognise achievements,
d. Discuss developmental needs, and/or
e. Provide assistance in the accomplishment of performance goals.

4. The Annual Performance Review.
A formal Performance Review may be conducted for all Incumbents once a year, at the end of
each calendar year by the reporting Manager/Supervisor.

*Adopted from AMAN Foundation on as is basis.
INJAZ Pakistan
General Policy Guidelines

iv. General Conduct

INJAZ Pakistan places high priority to its corporate and social responsibilities towards its constituents
(institutions and trainees) and Pakistani community at large. It is therefore expected of every
incumbent to take cognizance of the corporate and social responsibility while delivering any service;
demonstrate respect to the social and religious values of the constituents; maintain congenial
working relations; and last but not the least, optimize service value.
v. Work Ethics and Conflicts of Interest

INJAZ Pakistan commits to always comply with all applicable laws and regulations and expects its
directors, officers, and incumbents to conduct all activities in accordance with the letter, spirit, and
intent of all relevant laws and to refrain from any illegal, dishonest, or unethical conduct.
Furthermore, incumbents are mandated to conduct business within guidelines that prohibit actual or
potential conflicts of interest.

INJAZ Pakistan defines Ethical or Responsible Behaviour as being able to assert own rights in a
manner that does not undermine rights of others. Furthermore, the incumbents behaviour must also
conform to legal, moral and social contract. Incumbents are expected to must demonstrate ethical
and/or responsible behaviour with the constituents, organization, co-workers and society in general.
In a situation where it becomes difficult to determine an appropriate course of action, the incumbent
should discuss the issue openly with the immediate supervisor, and, if necessary, with the Head of the
Department, for further advice and guidance.

Compliance with the policy of work ethics and conflicts of interest is the responsibility of every
incumbent. While INJAZ Pakistan is confident that incumbents will respect this standard of business
ethics and conduct; disregard or failure to comply may lead to disciplinary action, up to and including
possible termination of employment.

Incumbent is responsible for the accuracy and correctness of information contained in the
Employment Application, as well as other personal data presented in the due course of time. Any
misrepresentations, falsifications, or material omissions in any of this information or data may result
in the exclusion of the individual from further consideration for employment or, if the person has
been hired, termination of employment.
vi.
vii. Work Relationships

INJAZ Pakistan aims to foster interdependent work culture within its ranks. Team work is highly
encouraged while solo performance is not appreciated unless otherwise the task entails. Team work is
described as a working relationship where everyone contributes unique (diverse) value and also
enables each other to do so thus synergizing the whole team performance. Every one doing
everything is not considered team-work.
viii.
ix. Work Schedules

The normal work schedule is 9.00 a.m. to 5.00 p.m., Monday to Friday. The management may,
however, consider in certain circumstances to allow Flexible Work Schedule to all or specific
incumbents, if deemed productive for the conduct of their assignments. Incumbents are expected to
plan their daily work activities in such a manner that the work is completed within the work schedule.
However, they may be required to work beyond the work schedule when necessary.
Incumbents should arrange to report to their work stations preferably 15 minutes before the start
time and occasionally not later than 15 minutes past the scheduled time. Incumbents are also
expected to maintain punctuality of their attendance. However, we recognize the personal casualties
INJAZ Pakistan
of the incumbents. Therefore, occasionally incumbents may avail casual leaves of absence, but not for
more than 3 consecutive days. Preferably an advance approval in this regard should be taken
however, in case of emergencies the incumbent should notify of his or her absence via email or phone
to the immediate supervisor or any other responsible person followed by initiating retrospect-
approval. In case emergency prevails beyond 3 days, the incumbent should initiate request for
approval of medical or annual leave of absence. Ignorance of above guidelines may lead to
disciplinary action against the incumbent.

CONFIDENTIALITY
Incumbents are not eligible to access all information of INJAZ Pakistan operations. They can
access only the information relevant to their work responsibilities. Some information will be
to all on the dashboard / in printed form. Such as INJAZ Pakistan schedule of events, list of
partner institutions, and training materials. Nevertheless, incumbents shall be responsible to
keep all the information that comes to them in the due course of work confidential and must
not divulge upon the same in public, unless otherwise instructed by the company.
x. MEALS/PRAYER BREAKS

Lunch breaks are available between 1:00 p.m. to 2:00 p.m. Incumbents are advised to make
arrangements to perform their mid-day (Dhur) prayers during the same break. Incumbents
may avail 15 minutes break to perform their evening (Asr) prayers when it falls during the
usual work schedule. It is expected that the incumbents will compensate the 15 minutes
break by working longer at the close of the day.

xi. PERSONAL ATTIRE & CONDUCT

INJAZ Pakistan commits to demonstrate professional environment at its offices.
Nevertheless, it does not prescribe uniform or standard dress. Rather it mandates a dress
and appearance guidelines, which apply to all incumbents.

Clothing: Incumbents must make arrangements to wear cloths, which are formal
dresses suitable to present themselves as upright and sober professionals.
Incumbent may choose to wear casual-smart cloths. However, cloths should
not be fancy, vulgar, provocative, and extra-casual. Nor the incumbents
should contribute in fostering show-off culture.

Grooming: Incumbents should adhere to cleanliness, neatness and hygiene standards at
all times. Incumbents are encouraged to use perfumes / deodorants
however, they must not overdo it. Ladies shall avoid wearing party make-
ups. Men shall keep their hairs and beards / mustachios properly trimmed
and combed all the time.

Dialogue: Incumbents should always use an appropriate language while greeting and
communicating, either in person or over the phone. Give full attention to
the constituent by listening and understanding his or her message. Always
confirm their understanding of the message before responding. Make all
efforts to provide correct and complete answer/solution to the constituent.
Should you must refer the constituent to another person, you must do it
promptly. Avoid general or out of scope discussions.

INJAZ Pakistan
Smoking: Smoking is recognized as injurious to physical and mental health of the
smoker as well as of the individuals in the vicinity. Therefore, all offices /
work stations and events of INJAZ Pakistan are declared as No Smoking
Areas. Violation may lead to disciplinary action.

xii. USE OF FACILITIES

INJAZ Pakistan has provided physical facilities and equipment to aid the performance of
incumbents. Such as work stations, computers, access to internet and intranet, telephones,
lightening and air conditioning, etc. Incumbents are entitled to make use of the physical
facilities in the due course of their work in most appropriate, efficient and effective manner.
Inappropriate, extravagant and misuse of the facilities would amount to Abuse and would
make the incumbent liable to make good of the losses thereof or disciplinary action or both,
as deem fit.

xiii. VISITORS

Incumbents should encourage the visitors to take prior appointment to avert disruption in
their work activities. Incumbent should provide visitors information to the Security in
advance. This will help the Security to clear the visitors promptly. Unauthorized visitors are
prohibited from entering in the premises. Incumbent may also receive personal visitors
occasionally. Similar security check would be done for them as well.

INJAZ Pakistan
Closure of Employment Contract

INJAZ Pakistan while encourages perpetuity of employment contracts. Nevertheless, the contracts
may be severed either by the company or incumbent at future date, if deemed necessary.

RESIGNATION

Incumbent who wishes to close the contract at his or her own accord may resign by serving a prior
Notice of Resignation of not less than 30 days. The company, however, reserves the right to accept
or reject the resignation and may extend or reduce the notice period requirement, as it deems fit. In
case of not completing the notice period in full or part thereof, the incumbent shall deem to have
agreed to pay gross salary in lieu of the full notice period or part thereof, as the case may be. The
company shall not issue experience letter to incumbents resigning within first year of their
employment contract.

INVOLUNTARY CLOSURE

INJAZ Pakistan reserves the right to severe the contract(s) if deemed necessary by the circumstances
in vogue:
i. Disciplinary Action against an incumbent may lead to closure of the contract by the
company. It is termed as Discharge. In this case, depending on the nature of
disciplinary action and the underlying misconduct of the incumbent the company
reserves the right to make decision whether or not to pay the usual terminal
benefits to the subject.
ii. Any other inevitable circumstance(s) may entail closure of the contract by the
company. It is termed as Lay Off. In this case the company shall be liable to pay full
terminal benefits as per usual policy / practice, including pay for the notice period if
the incumbent is laid off with immediate effect. The company also reserves the right
to decide paying ad hoc terminal benefits in addition to the usual terminal benefits
with a view to make the incumbent as comfortable as possible.
FULL AND FINAL SETTLEMENT

Incumbents are relieved from the services upon full and final settlement of reciprocal claims:
i. Incumbents are responsible to immediately surrender all properties, materials, or
written information issued to them or in their possession or control. The company
reserves the right to withhold from the final pay check and terminal dues of the
incumbent, the cost of properties either not returned or damaged by the
incumbent. The also reserves the right to take legal actions deemed appropriate to
recover or protect its property.
ii. Gratuity shall not be admissible to incumbents who have not completed six months
or less in the employment.
iii. The company shall make all efforts to pay the final pay check and the terminal dues
within reasonable time. In this regard, the incumbent is also expected to cooperate.
Failure to do so may stretch the full and final settlement.

INJAZ Pakistan
Exhibit A

Standard Job Profiles
1. Rationales
Job Profiles are the tools used for the following purposes:
a. To provide consistent directions to employees behaviors and performance
b. To integrate teams performance for optimizing common goals
c. To generate information for making employee decisions, such as hiring, pricing and
conducting performance appraisals.

2. Framework
Incumbents Job Profiles are integrated within the team performance structure:
a. Key Responsibilities Areas, and
b. Key Performance Indicators

3. Contents
Job Profile Data
a. Employee Title / Position:
b. Employment Terms: [Long term contract / Short term contract / Voluntary engagement]
c. Salary Range: [Starting/Min Maximum]
d. Reports to:
e. Role Description: [Describe Incumbents respective responsibilities outcomes vis--vis Teams Key
Responsibilities]
f. Activities: [Describe Incumbents respective activities outputs they perform and/or are responsible for in
discharging their roles effectively]
g. Standards: [Describe measurable standards that reflect the quality of Incumbents outputs and outcomes]
Job Specification Data:
a. Perspective: [Describe anchors for Incumbents perspective. Use action verbs]
b. Knowledge:
c. Skill Set:
d. Qualification: Academic / Professional
e. Experience:
f. Any other information that may be considered critical:

1. Board of Directors (BoD)
Key Responsibility Area: Overall institutional steering and setting directions
Key Performance Indicators: Value for Money, Sustainability, and Compliance
i. Board shall have following committees
a. Governance and Evaluation
b. Funds Mobilization and Management
c. Projects & Programs
d. Audit
e. Personnel

2. Chief Executive Officer (CEO)
Key Responsibility Area: Strategic planning, Corporate management, Public relations and
Compliance
Key Performance Indicators: Efficiency & Effectiveness, Value for Money, Sustainability,
Compliance, and Corporate image
3. Company Secretary
Key Responsibility Area: SECP regulations, Coordination of the Board affairs including Board
Committees, Board meetings and Corporate Governance
Key Performance Indicators: SECP / CG compliance, Board effectiveness & efficiency, Meeting
coordination
4. Internal Auditor
Key Responsibility Area: Financial & internal controls, Financial and management auditing,
Coordination with the Board and external Auditors
Key Performance Indicators: Fiduciary and Financial discipline, Regulatory and Policy compliance,
Risk assessment and mitigation
5. Functions / Processes

ii. Corporate Affairs
Key Responsibility Area: Corporate Planning, Corporate Communication, Funds Raising,
Public relations, Corporate Evaluations, and Social Performance
Key Performance Indicators: Project/Institutional business and financial growth and
sustainability, Public awareness and voluntary response from
institutions and/or participants, Social compliance
iii. Program Management and Administration
INJAZ Pakistan
Key Responsibility Area: Institutional relationship building, programs planning, programs
delivery, and learning evaluations
Key Performance Indicators: Growth in partner institutions, Effectiveness of program plans,
Growth in number of programs delivered successfully, Quality of
learning evaluations
iv. Finance and General Services
Key Responsibility Area: Finance and Accounting, Personnel Services, IT Services and Office
Administration
Key Performance Indicators: Accounting data reliability and validity for management decision
making and secure transactions processing; Employees optimal
engagement, satisfaction and retention; Reliable and continuous IT
support and coordination with AMAN IT Centre; Safe and secure
physical environment, general discipline and maintenance of the
premises and utilities
6. Detailed Position Profiles:
Team work is ensured through matrix structure design. Consequently, each incumbent irrespective
of being a supervisor or reportee, has been assigned unique responsibilities. Put it differently, each
incumbent is responsible for a specific set of responsibilities (This is contrary to conventional
approach where the supervisor owns the responsibility yet s/he delegates its implementation to the
reportees). It is expected that this will foster team culture, ownership where the work is done and
accountability of the incumbent. Furthermore, the overall organization structure is designed flat to
instill empowerment; focus on roles; and, effective communication. It is anticipated that an
incumbent shall be responsible for more than one activity. This job enlargement can be visualized in
two ways: an incumbent can be simultaneously assigned two processes, or the incumbent can be
Head of Department in one process and at the same time can be a reportee at another process.
Lastly, an incumbent can head more than one process. Detailed profiles for each position follow.
It is recommended that Terms of Reference should be written for each incumbent on case to case
basis, based on his or her job contents (number of processes).
INJAZ Pakistan
Department Management Team
Position: Chief Executive Officer
Titles: Not applicable
Reports to: Board of Directors, with dotted line reporting relationship to INJAZ Al Arab
and JA, USA.

Reportees: All operations and general services departments

Key Result
Areas - Strategic planning,
- Corporate management and management of operations,
- Public relations and social compliance
- Team development and management
- Coordinate with BoD, Board Committees and internally across the
departments

Standard Operating
Procedures
(Please insert your responsibilities)

INJAZ Pakistan
Position: Company Secretary
Reports to: Board of Directors, with dotted line reporting relationship to CEO

Reportees: Note applicable

Key Result
Areas - Comply with Company Registrar Office / SECP / Stock Exchange
- Corporate Governance
- Trustee of the Gratuity / Pension / Other Employee Fund
- Board matters
- Coordinate with BoD, Board Committees, and Management Team
- Team work

Standard Operating
Procedures

Ensure implementation of Corporate Governance rules and regulations
Comply with SECP, CRO and KSE rules and regulations. File changes with the SECP/CRO
regarding the particulars of the Companys directors and officers, and the Companys
annual return.
Prepare and circulate agenda/working papers to Members of the Audit Committee;
Governance and Evaluation Committee; and Board of Directors for BOD and Audit
Committee and Governance and Evaluation Committee meetings.
Draft minutes of meetings of the Board of Directors, Audit Committee and Governance
and Evaluation Committee and their subsequent circulation as per law.
Follow-up to convene Annual/Extraordinary General Meetings for the conduct of
ordinary/special business as requisitioned by the Directors.
Monitor filing of beneficial ownership returns as required by law.
Manage the affairs of the Pension, Gratuity, Provident Fund, and Benevolent Fund of the
employees.
File standard forms and returns with SECP and other Government Institutions in relation
to shareholders and directors etc. on timely basis

INJAZ Pakistan
Position: Internal Auditor
Reports to: Head of Board Audit Committee

Reportees: Note applicable

Key Result
Areas - Internal financial and management audit
- Risk management
- AML/CFT compliance
- Regulatory compliance

Standard Operating
Procedures
a. Develop annual audit plan and strategies for its implementation
b. Conduct functional assessment and audit evaluation of all financial, accounting and
physical operations of the organization and set out guidelines for improvement and
efficiency while addressing errors and irregularities
c. Ensure AML/CFT compliance in financial transactions, especially donor funds, with
zero tolerance.
d. Ensure regulatory compliance in financial transactions and company operations
e. Regularly assess risk in financial transactions and company operations, and suggest
appropriate risk management strategies
f. Provide advice and recommendations in improving financial management system in
the organization
g. Ensure compliance of audit committee decisions and correspond with the concerned
departments
h. Evaluate to ascertain extent to which company assets are accounted for and
safeguarded from losses
i. Prepare regular reports on audit activities that need to be submitted to Audit Board
Committee
j. Undertakes relationship management with key counterparts and stakeholders both
within and outside the company

INJAZ Pakistan
Department PROGRAMS MANAGEMENT AND ADMINISTRATION
(Process)
Position: Head of the Department (HOD)
Titles: Senior Manager; Deputy General Manager; General Manager; Senior
General Manager*
Reports to: Chief Executive Officer

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

Key Result
Areas - Networking with Corporate, Public sector organizations, Academia and
Independent Trainers
- Partnering with academia (Schools, Vocational Institutes, Higher
Education Institutes and Universities)
- Management of overall departments performance and productivity
- Mentor and supervise Task Team Leads
- Task Team Leads performance planning and assessment
- Coordinate within and inter-department
- Team building

Standard Operating
Procedures

1. Networking with Corporate, Public Sector Organizations, Academia and Independent Trainers
a. Conduct primary research to identify potential sources (organizations and individuals) of
volunteer-resources. Leverage personal/corporate references where available.
b. Relationship building at the Corporate Level: -
i. Introduce INJAZ Pakistan mission and achievements to date
ii. Engage senior managers in INJAZ ceremonial events
c. Pitching: -
i. Identify contact person(s). Usually HR Manager is most appropriate contact.
ii. Solicit interest in volunteering as Trainers/Mentors (Highlight the social
responsibility and improvement in professional credentials) through CEO/HR
Department. Subsequently, the TTL will follow up with the HR Department and
Volunteer-resources

2. Partnering with Academia
a. Conduct primary research to target schools, vocational institutes, and higher education
institutes/universities through
i. Institutional references;
ii. Personal contacts;
iii. Primary data-bases (Print media, web, etc.)
b. Pitching: -
i. Solicit meeting with the Head of the Institute / Dean / Head Mistress
INJAZ Pakistan
ii. Introduce INJAZ Pakistan mission and achievements to date, with focus on
advantages (value) to the students and their institutions.
iii. Create interest and solicit agreement in principle from the institution
iv. Follow up with email to reinforce the institutes interest and agreement (If need
be, initiate signing of MoU between INJAZ Pakistan and the School)
v. Identify contact person and introduce TTL (Curriculum) to initiate discussion on
the programs (The process is taken forward by the TTL Curriculum)

3. Management
a. Management per se entails the followings:-
i. Setting the directions (business / operational planning)
ii. Budgeting
iii. Monitoring, assessing, adjusting and reporting departmental performance
b. People Performance
i. Supervision per se entails assigning tasks, facilitating on the job, and mentoring
ii. Setting TTLs performance targets collaboratively
iii. Monitoring and assessing TTLs performance collaboratively
iv. Identifying TTLs development needs and developing training/rotation plans
c. Coordination
i. Coordinate across the TTLs for coordinated task accomplishments
ii. Coordinate with other processes/functions for and on behalf of the
department/team

INJAZ Pakistan
(Process)
Position: Task Team Lead (Curriculum)
Titles: Executive; Assistant Manager; Deputy Manager; Manager
Reports to: Head of Department

Reportees: None

Key Result
Areas - Develop school/institution specific curriculum
- Develop school/institution specific programs schedule
- Team work

Standard Operating
Procedures
a. Develop proposed curriculum based on overall assessment of academic
standard of the school/institution and general readiness of the target audience
(Trainees).
b. Present and negotiate the curriculum with the school/institution (Focus on the
benefits to the school/institution and trainees).
c. Make necessary adjustments in the curriculum/programs to suit the
school/institutions expectations and trainees learning needs (Focus on
schedules and the program contents)
d. Confirmed engagements are updated on INJAZ Pakistans programs calendar
e. Forward the curriculum to TTLs (Volunteer-Resource and Coordination) for
volunteer-resource engagement and program execution planning, respectively.
f. Review periodically the curriculum in the back drop of training feedback of the
school/institution, trainees and volunteer-resource) and retention surveys.
g. Make change recommendations in the curriculum and re-negotiate with the
school/institution to increase training efficacy.

INJAZ Pakistan
(Process)
Position: Task Team Lead (Volunteer Sourcing)
Reportees: None

Key Result
Areas - Build potential volunteer-resource
- Identify and engage volunteer-resource
- Team work

Standard Operating
Procedures

1. Volunteer-Resource Sourcing (Done in three ways)
i. Initial database compiled; through emails/cold-calls to HR representatives of organizations
with active CSR initiatives
Introductory emails/phone calls to HR representatives
Interested corporations respond
Program details and schedules shared with interested corporations
HR representatives respond with contact details about interested employees
ii. Individual volunteer-resources sourced; after reviewing resumes/volunteer forms sent via
email
iii. Additional volunteer-resources are continually sourced through meetings with and/or
references

2. Volunteer-Resource Engagement
i. Volunteer-resource participation is solicited by sending out the Training Calendar to all
volunteer-resources available in the database.
ii. Upon receiving affirmative response, the trainers profile (as per database) is matched with
their choice(s) of trainings
iii. Volunteer engagement contract is sent to the trainer, to accept and sign.
iv. Simultaneously, Trainers orientation session is scheduled with the Coordinator
v. Invite is sent to the Trainer for the orientation session at INJAZ Pakistan Offices (Repeat
trainers may not require the full length orientation session. Instead a pre-training briefing is
done by the coordinator)

3. Volunteer-Resource (Post-Program Follow up)
Volunteer survey conducted after the end of a scalable program
Program impact report sent to volunteer via academic team
New program schedules continually sent to all volunteers on database
Monthly highlights sent to all volunteers on database
Queries via email/phone calls addressed
INJAZ Pakistan
(Process)
Position: Task Team Lead (Coordination)

Reportees: None

Key Result
Areas - Program preparation
- Program execution
- Program evaluation and data compiling
- Team work

Standard Operating
Procedures

1. Program Preparation Stage
a. Initiate:
i. Prepare and send out workshop details (Training overview; Target audience;
Learning outcomes; Trainer brief; Training methodology; Pre and post training
assessment; Optimal group size; venue and timings; and, responsibilities of the
school/institution and INJAZ Pakistan in effective execution of the program; INJAZ
code of conduct for the trainee)
ii. Coordinate with TTL (Volunteer-Resource) for volunteer engagement and
orientation
iii. Send out reminders to all at least 2 days prior to the workshop

b. Content Preparation
One Day Workshops
i. Translate and localize programs, if needed, as per the level of trainees
ii. Prepare workshop material (Photocopying and compiling program material; and
Preparing certificates)
Scalable Programs
i. Prepare and provide program kits to volunteers (Delivering program material to
volunteers on a weekly basis, where needed)
ii. Coordinating program requirements with school/educational institutions and
volunteer Already done in the initiating stage
iii. Evaluate and approve students projects (where required). Who decides this and
when is this done?
iv. Plan and prepare for program graduation ceremony: Coordinate with
school/educational institution with regards to venue and logistics;
INJAZ Pakistan
v. Coordinate with HoD for inviting Guest of Honor from the Corporate fraternity

c. Volunteer-Resource Orientation
i. Run through the training contents, learning outcomes, methodology and code of
conduct with the volunteer-resource (Conduct in-depth training session at the
INJAZ Pakistan office, if deemed necessary)

2. Program Execution Stage
i. Set up venue
ii. Collect trainees attendance (on weekly basis for scalable programs)
iii. Set the stage (Give training overview, learning outcomes, learning methodology and
code of conduct)
iv. Explain the rationale of pre-training and post training assessment followed by giving Pre-
training Assessment
v. Give feedback on the pre-training assessment followed by a pep talk to help trainees
identify their learning goals
vi. Introduce Trainer (Volunteer resource) and hand-over the class to him/her
vii. Facilitate the training process (Content delivery - optional, student facilitation and
assistance, and management of group energy and conduct)
viii. Give post-training assessment at the end of training program
ix. Provide duly completed certificates to students and volunteer (Apply to scalable
programs only).
x. Acquire duly completed INJAZ Pakistan Volunteer Survey from the volunteer (Apply to
scalable programs only).

2. Post Program Stage
i. Data entry of Pre and Post Tests on INJAZ Pakistans Student Survey Excel Sheets
ii. Data Analysis as and when required

INJAZ Pakistan
(Process)
Position: Task Team Lead (Learning Evaluations)

Reportees: None

Key Result
Areas - Data interpretation and analysis
- Change recommendations building and report preparation (writing)
- Tracking learning retention
- Team work

Standard Operating
Procedures
1) Analysis
a. Data from pre and post tests of both one-day and scalable workshops is entered into
Excel worksheets; This step is already completed by the TTL Coordination
b. Pre-training and post-training data is analyzed on statistical software on following
dimensions (please mention)
c. Common trends and themes are highlighted and discussed with the Program
Management and Administration team.
d. Draft recommendations in light of (c) above
e. Write full report, including recommendations, data sets etc. and forwarded to HoD
Program Management and Administration and the CEO, INJAZ Pakistan for review
and approval.
f. Finalized report drafts are sent to the HoD; TTL Corporate Communications; etc. for
further dissemination.
2) Retention surveys
a. Retention surveys (designed to ascertain beneficiaries retention levels) are
conducted intermittently
b. Retention survey data sets are analyzed and reports (incl. recommendations) are
drafted, and sent to HoD and CEO for their review
c. Finalized drafts are sent to HoD; TTL Curriculum and CEO for their perusal and
making necessary changes in the curriculum/program delivery
3) Volunteer Surveys
a. Data derived from Volunteer Survey is assessed.
b. Drafts report is sent to HoD and CEO for their reviews
c. Finalized drafts are sent to HoD; and TTL Volunteer-resource for feedback to
volunteer-resource and reference for future engagements.

INJAZ Pakistan
Department CORPORATE AFFAIRS (Operates under direct control of the CEO)
(Process)
Position: Head of Department (Operates under direct control of the CEO)
Titles: Not Applicable
Reports to: Not Applicable

Reportees: Task Team Leads

Key Result
Areas Lead Strategic / Corporate Planning & Evaluation Process
Planning and strategy-building: corporate communication
Sustainability modeling and strategy-building: funds raising
Coordinate within and inter-department
Team work

Standard Operating
Procedure 1. Corporate Planning & Evaluation Process
i. Environmental scanning
ii. Institutional scanning
iii. Developing corporate strategic objectives and strategies
iv. Setting functional strategic objectives and strategies
v. Corporate assessments
2. Corporate Communication
i. Develop PR objectives & strategy
ii. Supervise corporate communication process
iii. Evaluate PR efficacy
3. Fund Raising
i. Sustainability modeling
ii. Develop fund raising strategies
iii. Corporate networking & disseminate INJAZ achievements

INJAZ Pakistan
Department CORPORATE AFFAIRS
(Process)
Position: Task Team Lead (Project Planning, Monitoring and Evaluation)

Reportees: None

Key Result
Areas Monitor corporate performance of INJAZ Pakistan vis--vis its strategic plans
and other actors in the sector
Monitor stakeholders satisfaction (Schools/institutions, corporates etc.)
Coordinate with
Team work

Standard Operating
Procedures (Insert here)

INJAZ Pakistan
Department CORPORATE AFFAIRS
(Process)
Position: Task Team Lead (Funds Raising)
Reportees: None

Key Result
Areas Mobilize funds from the Corporate Institutions
Develop relations with the Corporate Donors
Identify new Corporate Donors
Coordinate with
Team work

Standard Operating
Procedures
1. Coordinate with HOD in building Fundraising Strategies
2. Develop and implement the annual fundraising campaign
Research and utilize regional board of director corporations, other
corporations, foundations, and government donors for potential
fundraising sources.
Develop fundraising materials and proposals for an effective
campaign.
Manage existing donor relations: write grant proposals and
reports. Ensure timely progress reports are submitted to donors.
Engage IP Board members in development process. ?
Develop communication tools and tool kits to effective optimize
fundraising potentials in the sector.

INJAZ Pakistan
Department Corporate Affairs
(Process)
Position: Task Team Lead (Corporate Communication)
Reportees: None

Key Result
Areas Build positive corporate image of INJAZ Pakistan
Promote public and institutional good-will and patronage
Enhance INJAZ Pakistans visibility
Coordinate with
Team work

Standard Operating
Procedures

1. Corporate Content Development and Dissemination
Flyers:
Junior Achievement (JA) portal accessed
Information/documents regarding pertinent INJAZ Pakistan/JA program searched for
and downloaded
Relevant information further modified to cater to local audience
Pre-defined JA flyer template modified to cater to INJAZ Pakistans needs and those of
local audience
For flyers developed from scratch; content produced after reviewing program material
(worksheets) and designed as per JA and INJAZ Al-Arab branding guidelines
Brochures:
Content developed as required
Additional necessary information gathered from academic development (program
numbers, academic targets, etc.)
Corresponding pictures selected as per INJAZ Al-Arabs branding guidelines
Layout/Design selected; brochure designed as per INJAZ Al-Arabs branding guidelines
Procurement department contacted regarding available vendors
Selected vendor contacted to print brochure

Newsletter
Monthly Newsletter
o Important highlights and developments presented as short articles
INJAZ Pakistan
o Any necessary facts about programs, student numbers or information handled
solely by academic team added after coordination with academic team
o Corresponding pictures selected as per guidelines for pictures stated in INJAZ Al-
Arabs branding guidelines
o Newsletter emailed to all volunteers on database
Quarterly Newsletter
o Testimonials gathered from achievers and volunteers (through comments/posts
on Facebook and volunteer/student program surveys)
o Coordination with academic team in order to acquire articles from students.
(academic team approaches select institutions/achievers for articles on their
experiences with INJAZ Pakistan)
solely by academic team compiled after coordination with academic team
o Important highlights and developments in the last quarter presented as
different articles
o Procurement department contacted regarding available vendors
o Selected vendor contacted to design newsletter
o Email coordination with vendor regarding layout and formatting of newsletter. If
necessary, personal meeting arranged to discuss layout and design
o Necessary changes discussed with vendor via email and/or personal meeting
o Draft newsletter shared with Executive Director and team via physical
copy/email, for approval
o Necessary changes discussed with vendor via email and/or personal meeting
o Approved newsletter sent for print via vendor
o Approved newsletter emailed to all volunteers on database
o Once printed, newsletters sent out to educational and corporate partners via
courier

Website
Designated external website developer (in Jordan) contacted via email/conference
call
Layout of website selected and discussed
Extensive content developed as per INJAZ Al-Arabs branding guidelines
Educational/corporate partners contacted for additional content (such as board
member profiles/volunteer profiles)
Additional content reviewed and modified as per requirements
Pictures to be added selected as per INJAZ Al-Arabs branding guidelines
Content and pictures uploaded on Dropbox
Draft website layout reviewed after completion (to ensure proper formatting and
consistency with INJAZ Al-Arabs branding guidelines)
Necessary changes discussed with website developer via email/conference call
INJAZ Pakistan
Website content continually updated, added and maintained (after administrative
access is acquired). This entails updating events, articles, new
volunteer/educational/corporate partners, program and team/board members
information
Correspondence with website developer when changes to layout design needed

Regional and Local Organizations

Monthly News (to Regional Office INJAZ Al-Arab)
o Important highlights and developments related to INJAZ Pakistan, presented as
short articles
solely by academic team added after coordination with academic team
o News and pictures emailed to designated marketing and communications head
at INJAZ Al-Arab, at the end of every month
Educational/Corporate Partners/Press Requests
o Request received for article to be written (regarding an INJAZ event with
educational/corporate partner)
o Email/telephonic correspondence to further discuss content needed
o Content developed, including necessary details required by
educational/corporate partners
o Content emailed to educational/corporate representative
Any additional communication is catered to; queries from volunteers or individuals
continually answered
(When needed) correspondence with Aman Foundations marketing department
regarding information, pictures, videos of or interviews with INJAZ Pakistan
Social Media Engagement
All social medi a channels (Facebook, Twitter, LinkedIn, YouTube/Daily
Motion) updated and maintai ned i n three ways
1) Program-related updates
o Pre-Program
Schedule of upcoming programs received from academic team
Update/tweet posted regarding upcoming program(s)
Followers respond with queries (if any); through comments,
inbox/private messages
Queries/comments responded to
o Post-Program
Workshop pictures/videos sorted
INJAZ Pakistan
Selected pictures, videos and information about respective program(s)
uploaded (on applicable social media channels)
Followers respond with queries (if any); through comments, tweets,
Queries/comments/tweets responded to
Comments/tweets monitored; unsightly content removed

2) INJAZ-related updates
o New developments/achievements/events posted/tweeted on Facebook, Twitter
and LinkedIn.
o Followers respond with queries (if any); through comments, tweets,
o Queries/comments/tweets responded to
o Comments/tweets monitored; unsightly content removed

3) Collaborations/Partnerships updates
o Final confirmation on collaborative project received
o Partner organization contacted regarding details/artwork to be shared on INJAZ
Pakistans social media channels
o Project details, e-flyers and related pictures or videos posted/tweeted on
Facebook, Twitter and Daily Motion.
o Followers respond with queries (if any); through comments, tweets,
o Queries/comments/tweets responded to
o Comments/tweets monitored; offensive content removed

All social media channels constantly monitored
o Posts, comments, tweets and other material by followers constantly reviewed
on each social media channel
o Offensive posts, comments, tweets or videos removed from respective social
media channel

2. Designing/Producing INJAZ Pakistan Brand Collateral
Procurement department contacted regarding available vendors for developing
marketing collateral
Selected vendor contacted; necessary aspects of collateral to be made discussed via
email and/or personal meeting (i.e costing, fabric, quality, quantity.etc)
Content and pictures to be used for collateral developed and selected respectively
Sample designs (in line with INJAZ Al Arabs branding guidelines) shared with vendor;
includes pictures and content to be printed
Sample collateral sent by vendor reviewed; shared with team for further assessment
Necessary changes discussed with vendor via email and/or personal meeting
Approved items sent for printing/production via vendor

INJAZ Pakistan
3. Event Management

Internal Events
Coordination with academic team and Executive Director about upcoming events
needed (such annual Celebrating Volunteerism event or graduation ceremonies for
scalable programs)
Schedule of events developed; days and dates selected
Requirements for events discussed with team (if needed; any specific logistics for
events needed by academic team)
Selected vendor contacted; necessary aspects of event discussed via email and/or
personal meeting (i.e costing, venue booking, backdrop/standees, event set-up.etc)
Sample designs for backdrop/standees shared with vendor
Content developed and pictures selected for backdrop, standees (and shields, if
needed)
Different options for venues, backdrops, standees, food menus (as sent by vendor)
reviewed
Necessary changes discussed with vendor, via email and/or personal meeting
Selected option(s) for venue, food menus and other aspects discussed with vendor;
any additional requirements discussed as well
Coordination with vendor regarding items to be delivered prior to event
Final preparation for event; additional content developed, such as presentations,
videos and give-aways.
Set-up overseen and coordinated on the day of event
Overall event management catered to while event is on-going i.e. changes needed
or coordination with vendor as necessary
Post-event coordination with vendor via email/phone call

External Events
Correspondence with organizations that approach INJAZ Pakistan through meetings
with and/or references of Executive Director
Email sent by Executive Director containing information about potential
partnership/collaborative event reviewed
Designated official in partner organization contacted (via email, phone call and/or
personal meeting) for further discussion about collaborative event
Necessary aspects of event discussed with contact person in partner organization
Selected vendor contacted; necessary aspects of event discussed via email and/or
personal meeting (i.e costing, venue booking, backdrop/standees, event set-up.etc)
Different options for venues, backdrops, standees, food menus (as sent by vendor)
reviewed and shared with partner organization accordingly
Design, content and pictures for backdrop/standees (as given by partner
organization), shared with vendor; if needed, design and content developed
internally
INJAZ Pakistan
Necessary changes discussed with vendor, via email and/or personal meeting
Selected option(s) for venue, food menus and other aspects discussed with vendor;
any additional requirements discussed as well
Final preparation for event; additional content developed, such as presentations,
videos and give-aways (as decided with partner organization)
Event overseen and necessary coordination done on day of event
Post-event coordination with partner organization/vendor via email and phone call

INJAZ Pakistan
Department Finance and General Services
(Process)
Position: Head of Department
Titles: Senior Manager, Deputy General Manager, General Manager
Reports to: CEO

Reportees: TTL (Accounting, Personnel, and IT)

Key Result
Areas Accounting, Funds management (Cash and Bank Accounts), Payroll and
Taxation, Financial statements, External Audits
Personnel Services
IT Services
Coordinate within and inter-department
Team work

Standard Operating
Procedure 1. Develop and monitor accounting system and data reliability
2. Authorize receipts, payments and disbursements
3. Authorize payroll disbursements
4. Manage taxation issues
5. Lead preparation of annual financial statements
6. Coordinate with External Auditors
7. Manage Personnel / IT service quality

INJAZ Pakistan
(Process)

Position: Task Team Lead (Accounting)
Reports to: HoD

Reportees: None

Key Result
Areas Responsible for A to Z issues relating to Information Services (Hardware,
Software, Database, Trouble shooting, and Coordination with Aman IT
Group)
Coordinate within and across the departments.
Team work

Standard Operating
Procedures
Program Growth and Quality
Sets targets for program growth (Volunteer, Academic Development, and Training) in
agreement with the CEO.
Establishes a strong working relationship with the Aman Foundation Finance team and
banking institutions, in conjunction with the CEO.HoD

Planning
Provides input in to the development of INJAZ Pakistans Annual Budgeting and Cost
Monitoring process.
Reports against established targets and benchmarks.

Finance& Accounting
Responsible for pPreparation and management of Financial Statements (audited).
Collaborate with budget teamAssist Program Manager in developing budgets.
Liaison with external and internal auditors. Move this to HoD position
Maintenance of the General Ledger and funds flow of INJAZ Pakistan.
Handling of corporate law issues (SECP + PCP + other bodies) with the assistance of the
company corporate lawyer. Move to Corporate Secretary portfolio
Handling of taxation issues (FBR) of the company with the assistance of tax advisor
(including filing of returns). Move taxation issues to HoD
Advise management team on potential investment options.
Responsible for recording Recording of daily transactions and preparation of payment and
receipt vouchers.
Develops sponsorship proposals.Move to TTL fund Raising
Provides Compile monthly accounting progress reports. (to corporate sponsors and board
members of INJAZ Pakistan) this role is moved under Corporate Affairs.

(Process)
INJAZ Pakistan

Position: Task Team Lead (Personnel Services)
Reports to: HoD

Reportees: None

Key Result
Areas Communicate and implement standard Personnel policies across the
departments
Facilitate departments in hiring, performance management & appraisal of
the incumbents
Incumbent data management
Maintain attendance and leave of absence data
Coordinate with Accounts for the payroll preparation
Team work

Standard Operating
Procedures
Keep approved personnel policies, regulations and process data/documents updated
Educate/inform incumbents on personnel policies, regulations and processes
Compile / collate incumbents data
Compile incumbents attendance for payroll purposes on monthly basis
Facilitate compliance of standard personnel policies across the departments
Collect feedback from the incumbents on various dimensions of personnel services and
prepare report/recommendations for the management team, on quarterly basis

INJAZ Pakistan
(Process)

Position: Task Team Lead (Information Services)
Reports to: HoD

Reportees: None

Key Result
Areas Responsible for A to Z issues relating to Information Services (Hardware,
Software, Database, Trouble shooting, and Coordination with Aman IT
Group)
Team work

Standard Operating
Procedures
1. Troubleshoot hardware, network issues, common software and workstation operating system.
Document inventory of technology hardware, software and resources.
Provide helpdesk support and resolve problems to the end users satisfaction.
Install, test and configure new workstations, peripheral equipment and software.
Receive, log and track all calls from users related to network, printing and PC issues,
etc.
Monitor and operate computer equipment and peripherals, perform routine
maintenance that includes cleaning hardware.
Participate in the research and evaluation of new technology.

INJAZ Pakistan
7. Cross cutting competency anchors and their interpretation:

Cross cutting competency anchors are considered essential skill-set for each incumbent irrespective
of his or her locus and designation in the organization. It is imperative that each incumbent must
develop clarity on these anchors.

Anchor Variants Interpretation
Motivation Harnessed Excellent
Hyper Caution
Fence Sitter Potential
Despondent Must change
Attitude Realistic and Responsible Excellent
Positive and Go Getter Caution
Instrumental Potential
Indifferent Must change
Energy Enthusiast Excellent
Muddle-through Caution
Fused Must change
Team work Synergistic Excellent
Interdependent Caution
Independent Must change
Focus Impact Excellent
Target Caution
Activity Must change
Outlook Willing to walk an extra mile Excellent
Stick to job description Caution
Pretentious Must change
Behaviors Attention to details Excellent
Process orientation Caution
INJAZ Pakistan
People orientation Must change
Problem solving Preventive Excellent
Corrective Caution
Reactive Must change
Decision making Innovative Excellent
Routine Caution
Stereotype Must change
Equity [Psychological contract] Compensation is equitable Excellent
Compensation is fair Caution
Compensation falls short Must change
Organizational mission /
objectives
Consonance / Ownership Excellent
Clarity with little to no ownership Caution
Disagreement Must change

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INJAZ Pakistan

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