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Standard HR Policy Manual
Standard HR Policy Manual
This manual is consistent with the Egyptian labor law to assure that employees get their
deserved rights to achieve the goals of <company>.
2. Employment Policies:
2.1. Employee Status:
<company> has the following types of Employees:
[Positions types and relation with the company and job description for each position]
2.2. Employment Process:
Recruitment and Selection aim to search and hire suitable candidate to fill vacancies in <company>
with the view to satisfy HR Specifications. The success and adaptability of a Company depends
upon the recruitment of appropriate employees who are flexible, adaptable and committed to the
policies of the company.
2.2.1. Employment Procedure:
1. The department manager who has a vacant position should complete the Recruitment
Request (Appendix 1), and deliver it to the HR Department.
2. HR officer should revise the request to <company> policies and circumstances, then he
should deliver the modifications made to the recruitment request to the department manager
to revise to approve.
3. HR officer begins the recruitment process choosing the best method to announce the
position needed to be filled considering the internal and external environments.
4. After receiving all applications, the HR officer should choose the applications that meet the
minimum requirements, and then forward it to the department manager concerned.
5. The department manager and HR officer make interviews to choose the appropriate
employee for the position vacant.
6. After accepting the candidate for the position a Job Offer (Appendix 2) will be sent to him
through the HR department.
7. The new employee should sign the Contract of Employment (Appendix 3).
8. Personal Data Form (Appendix 4) about the employee should be delivered to HR
Department.
2.2.2. Equal opportunity Program:
Equal opportunity shall be provided for all employees and applicants for employment on the basis
of their demonstrated ability and competence without discrimination on the basis of their race,
color, religion, sex, national origin, age, and disability unless sex or something else is a bona fide
occupational qualification (BFOQ)1. The company will adhere to the Egyptian labor law and all
other laws about employee's rights.
2.2.3. Employment of Minors:
1
In accordance with Egyptian labor regulations, a minor less than 18 years of age may be employed
by the company only under certain circumstances. This policy details those requirements:
Its prohibited to make the minor work for more than 6 hours per day and he/she should
have one break or more during the day. These breaks are not less than one hour in total, to
have rest and food. These breaks are arranged to make the minor dont work for more than 4
connected hours.
Its prohibited to make the minor work for extra time or in the holidays. And under any
circumstances its prohibited to make the minor work in the hours between 8pm and 7am.
The HR Department should have all information about: names of minors, their jobs, work
and rest hours, and the names of supervisors on them.
2.2.4. Employment of Women:
In accordance with Egyptian labor regulations when women are working in <company> this entire
manual is applied on them, adding that:
[All the appropriate women working rules such as:
A woman shouldn't work from the time from 7pm and 7am.]
[All leaves for women are stated in the section of maternity leave section 6.2 in this manual.]
2.2.5. Probationary and Qualifying Periods:
Any appointment made on <company> shall be subject to a probation period as specified in
the contract of employment.
[The appropriate time] towards the end of the probation period, employees responsible
supervisor shall make an appraisal report recommending a confirmation or termination of
the employees services.
Where necessary, the probation period may be extended as considered necessary by the
company.
An employee who is on probation may have his appointment terminated at any time without
notice. In the event of such termination, the employee is paid for the period worked up to the
time of termination.
Confirmation of appointment: On recommendation from the responsible supervisor the HR
manager should confirm the appointment.
2.2.6. Orientation:
All new employees shall undergo induction training to assist them in the process of
becoming integrated to the company within the shortest time possible.
The responsible supervisor in collaboration with the HR Officer should conduct induction
training which orient the employees with the company.
2.3. Attendance:
For all departments in <company> should have records to document hours actually worked
using Time Sheet (Appendix 5).
Each time record must be signed by the employee to certify correctness of the work time
reported.
At the end of the applicable pay period, all records must be reviewed and signed by the
appropriate supervisor.
An employee who falsifies a time record is subject to a disciplinary action.
All absences from work including annual leave, sick leave, or other excused or unexcused
absences must be reported to the HR department signed by the employee and approved by
the supervisor.
2.4. Promotion:
<Company> is committed to providing upward mobility for its employees. This policy is
established to outline a means of providing direct promotion to employees within a
department where a promotional opportunity exists.
Any employee who is to receive a direct promotion will be subject to the same requirements
as an outside candidate for the vacancy that exists.
The department manager shall initiate the request for a direct promotion by completing the
Recruitment Request (Appendix 1) with a special notation it is requesting a direct
promotion, to be delivered to HR department. Attached to it a list of all persons within the
department, who meets the minimum qualifications for the vacancy and who wish to be
considered for the job.
HR officer and the concerned department manager will take the decision of the appropriate
employee for the promotion.
Recall: the Company shall, in its discretion, after a reduction in force, determine the
occasion and the advisability of recall of part or all of the laid off employees. The company
shall consider the needed qualifications, as well as the nature of the jobs for which the
employees will be recalled. Employees rehired will be treated as newly hired from the time
of the rehiring.
3. Performance Management:
Decisions concerning career development, promotion, succession planning and compensation
depend on information provided through effective performance management. <company> will
therefore ensure that all new employees understand the requirements of their jobs as well as the
expected results. The actual assessment of how well they have done will be undertaken at the end of
each year [or by the end of some objective] through a comprehensive appraisal of their
performance.
3.1. Responsibilities of managers and supervisors:
Managers and Supervisors are responsible for conducting substantive discussions and taking
conclusive performance-related actions. These actions include:
Developing performance plans.
Communicating outcomes and expectations to employees.
Establishing employees' development plans.
Providing performance-related feedback to employees at prescribed intervals.
Preparing end-of-cycle [or at the end of some objective] summaries.
Discussing the summaries with employees.
3.2. Process:
3.2.1. Performance Planning:
A Performance Plan is a written document between an employee (or team) and his/her manager. The
performance plan describes what has to be done during the performance cycle, how well it has to be
done, and how the accomplishment will be measured. This part is based primarily on the goals of
<company> and the employee's job description.
3.2.2. Monitoring:
Monitoring is the process of making accurate and objective performance observations based on the
outcomes and expectations contained in an employee's performance plan. In addition, the manager
will provide timely feedback throughout the performance cycle to encourage employees to
maximize their performance. Performance observations will be provided from multiple sources:
1. Employee providing self-evaluation.
2. The direct manager on him/her.
3. Two colleagues in his same level.
4. Two employees are under his/her supervision.
To fill in the Performance Appraisal Form (Appendix 6) to be delivered to the HR department.
[Considering that it could make the employees salary vary every year regarding his/her
performance during the year. That happens when the employees salary is divided into two parts:
fixed and variable which is the bonus].
4.2. Overtime:
Overtime is all time worked by an employee for the company that is in excess of [time set in the
Contract of Employment] and its determined from the Time Sheet of employee [or the
recommendation of the supervisor] and it should be added to his salary paid after approval of the
manager of the department. The overtime compensation is calculated [the appropriate overtime
compensation].
4.3. Pension Fund:
For retired employee the company presents a pension fund that is considered a tribute from the
company to the contributions employee provided. The HR department is responsible for setting the
appropriate pension fund.
4.4. Medical Insurance:
For employees working in the company for more than [certain time], <company> provides a
medical insurance that is set by the HR Department which is consistent with the Egyptian labor law.
4.5. Social Security:
For employees working in the company for more than [certain time], <company> provides a social
security that is set by the HR Department which is consistent with the Egyptian labor law.
4.6. Housing Allowances:
For employees that are assigned in another city, <company> provides them housing allowances that
is determined by the HR department and the manager of the employee department. For more than
[certain period] the allowance covers employees spouse and children under 18 years old.
4.7. Travel Allowances:
For employees that working circumstances obligate them to travel, get appropriate allowances
determined by the supervisor and approved by the HR department. For more than [certain period]
the allowance covers employees spouse and children under 18 years old.
4.8. Mobile Phones:
For the purpose of facilitating the communication between the companys employees, mobile
phones will be accordingly provided to: [employees that their work obligates them to have mobile
phones].
4.9. Cars:
Cars will be provided to those whose nature of duties requires frequent out of office work.
5. Benefits:
5.1. Training and Development:
<company> strongly believes that a well-trained and efficient workforce is crucial for the
development of the business of the company.
The objectives of the Training and Development Policy are to:
1. Assure aligning all the company to the policies governing the company, and to achieve the
goals of it through the core values of the company.
2. Assure distributing the training and development programs to all the levels of the company.
3. Create an environment that encourages self-development and career advancement.
4. Cure the weaknesses in performance of the employee/team understood from the
performance appraisals.
Training or development program shall only be offered after a through needs assessment by the HR
Officer in consultation with the Department Managers, filling in the Training Needs Form
(Appendix 7).
6. Leaves:
6.1. Holidays:
The following days have been designated as official <company> holidays:
[The official holidays as: Eastern Christmas Day Jan 7th
Sinai Liberation Day April 25th
Sham El Nessim April 28th
Labor's Day May 1st
Evacuation Day June 18th
Revolution Day July 23rd
Military Day Oct 6th
Islamic New Year Moharam 1st
Prophet Muhamed Birth Rabe-Awal 12th
Eid al-Fitr Shawal 1st
Eid al-Adha Du-Alheja 10th]
If work necessities attendance on an official holiday then the employee should be paid for by
overtime compensation set in this manual.
6.2. Annual Leaves:
7. Disciplinary Code:
Formal disciplinary action should be the final course of action in rectifying employee behavior.
Disciplinary action should be supported through investigation, reasonable evidence of guilt and
careful consideration of the circumstances of each case before formal action is taken. A successful
disciplinary system and climate is dependent on the good judgment, understanding and consistent
treatment of the parties involved in disciplinary action.
7.1. Classification of Offences:
[These offences are related to the company and its circumstances]
7.1.1. Absenteeism
7.1.2. Offences related to Control at Work
7.1.3. Offences related to indiscipline or disorderly behavior
7.1.4. Offences Related to Dishonesty
7.1.1. Absenteeism:
Absenteeism means being absent from work for [certain period] without taking the right procedures
stated in this manual.
7.1.2. Offences related to Control at Work:
1. Poor Time Keeping and related offences:
a) Reporting late for work.
b) Leaving work early.
c) Extended or unauthorized breaks during working hours.
2. Sleeping on duty: Any employee who is found asleep on duty, whether or not such an action
constitutes a hazard to the safety and health of the offender or others or leads to damage to company
property, shall be deemed guilty of an offence.
3. Damage or Misuse of company property:
a) Damage to company property: any act whereby an employee through carelessness or
negligence causes or allows company property to become damaged.
b) Misuse of company property: using company property for a purpose other than that for
which it was intended.
4. Unsatisfactory Work Performance:
a) Carelessness: Performance of a task or duty without the exercise of due care and attention.
b) Negligence: failure to exercise proper care and regard to the manner of discharging duty to
the extent that tasks have to be repeated or equipment or persons are at risk of damage or
injury.
c) Inefficiency: failure to carry out work at the required standard or failure to complete tasks
within the given reasonable time limits, without reasonable cause. This includes poor
supervision.
d) Loafing: passing time idly.
7.2. Penalties:
1. Verbal Warning: Any supervisor may, at any time and at his discretion, reprimand an
employee without completing a complaint form, in which case there will be no entry made
on the employees disciplinary record. When a verbal warning is given, the supervisor must
ensure that the employee being reprimanded is made aware of the existence and function of
the Disciplinary Code. A verbal warning is usually issued where the offence is of a minor
nature.
2. Recorded Warning: This may be given for a repetition of an offence for which an unrecorded
warning has been given, or it may be given for a first offence. The employee must be
informed that the warning will remain in force for a period of [certain number of months].
3. Severe Warning: Given for a repetition of the same offence or similar offence during a
period when a recorded warning is still in effect, or for a first offence of a more serious
nature. The employee must be informed that the warning will remain in force for a period of
[certain number of months].
4. Final Warning: Given for a repetition of the same offence or a similar offence during a
period when a severe warning is still in effect or depending on the nature thereof, for a first
offence of a serious nature. In the case of an employee being found guilty of an offence of a
dissimilar nature within the prescribed period, the hearing official may, at his discretion,
issue a comprehensive final warning on the understanding that if any offence is committed
within the next [certain number of months], it will render him liable for dismissal. A final
warning is effective for a [certain number of months]. The employee is advised in writing by
the official hearing the case of the period applicable and reminded that a repetition of the
offence or the committing of any similar serious offence within the prescribed period will
render him liable for dismissal. A copy of the notice shall be forwarded to the HR
Department.
5. Dismissal: is the final penalty and should be used:
When other forms of disciplinary action have failed.
When an employee on a final warning commits a serious offence.
When the offence committed is of such a serious nature.
In cases relating to dishonesty.
Once an employee has been dismissed in accordance with the procedure contained in this
Code, under no circumstances he will be considered for re-employment. If it is discovered
that a dismissed employee has obtained re-employment with the company either
inadvertently or through deception, his services will be terminated immediately.
6. Demotion: is not an acceptable corrective action and is therefore, not used as a punishment
for a specific offence. It is used only where the employee is unable to meet the requirements
of his present job but is suitable for continued employment in a lower capacity.
7.3. Procedure and documentation:
A record of all warnings issued to an employee will be kept in his/her file and the employee will be
informed.