Abbreviations

SI.

aisat and Mon

The Board of Directors of SDF as per Memorandum of
sock (M and Articles of Association A)
CB aCi Buildi
COD un Driven
6. CA Cluster Facilitator
7. erson The Chair rson of SDF 8oard pf Directors
Cluster Officer

ee ;ed with SDF

ERD Economic Relations Div\slon
FD on GovC DI'Ba xdesh
So¢la Develo menfi F0dñd8tJols
15. Governance and Accounfatiffii
t6. GA bl

HRIS

20.

25.

M\S
Min\5 nce ladesh
29. Nuto» Jibon Livelihood Tm
30. iszered office of SDF
Performanc.e Mana
SDF
SIPP

TecfznjcaJ
36. The World Bank
Preface

Need to codify and develop a Human Resource (HR) Policy and Manual for SoCiaT
development Foundation (SDF) emerged from the point gf view of establishing a jvst,
transparent, secured and growth oriented organization. It is envisaged to institutionalize
SDr as a sustainable organization that cares for its people by makfng the rules of the
organization transparent, time befitting and rational.

First of all, experiences from implementation of Social Investment Program Project {SIPP I}
was the primary basis on which SDF gas developed this Pol'ty. Staff at the Head Office and
at the field level participated in workshops for this purpose, facilitated by SRIJAN IDS. One
to one consu1tations with senior staff and SDF management were also held. Secondly, a
survey of best HR practices among some renowhed selecte¢f organizations was undertaken
by SRUAN l0S and shared with staft and management to enable cross learning. Thlrdly,
draft was presented to the former Chairperson, the then Governing Body (currently termed
as the "Board of Dir tg ,’ of. sob as well as the current Chairperson. Their rich
experiences have been extremely. use4ul in shagihg the contours of the poIfcy framework for
organizational developmept as we\I as. hvman resource management. And finally, tht senior
stdfl members of SDF attended the South Asia Workshop on Impacting Project Outcomes
through institutional Deve opment & Human Resource Management and earned about the
HR experiences of other similar organizations implementing such deveiopment projects in
South Asia. The workshop participants also vetted the ideas presented in this HR Policy and
Manual and gave their own suggestions for improvement.

The vision ef SOF is ’£mppwemd Commu»/ties a e mtng Poverty. SDF enriches and
sustains the lives and livelihoods of Bangladesh‘s excluded hardcore poor and poor through
n Integrated program of mpowerment capacity building, m cm finance, d investm

SDF started Implementing a pilot project known as ”Social Investment Program Project
(slPf'-I)" in 2003, which expanded geographically te 2000 \/iilages and grew in complexity
SI

The tremendous success of SIPP-I led sDF to begin Soc al Investment Program Project (SIPP-
II) in July zO10 covering a total of 16 districu in Bangladesh with the objective to improve

opening new avenues for further expansion. Due to fast fund disbursement and successful
implementation of all planned activities in I1ne with the project development objectives and
the financing agreement, SIPP-| I is likeiy to have disbursed ali its funds around one year
*head * nie scheduJed c/os ng of J‹/ne 2026. 7he G 'ernmenł of 8angladesh and tle World
Bank will also launch another poverty alleviation projekt in August 2015 for a time span of
six years and imp1emented by SDF. However, with the ‹apse of time and SDF's incremenral
8 8wth the organization needs to recast and review its HR Policy and IVlanual in order to
li ke it more time befittinB. able to meet staffs’ aspirations ąnd most importantly aligning
with the renowned department5/organizations in Bangladesh both in tle sovernment and
non-govęrnment sectors.

As SDF embarks on this ambitious venture, the HR Poli¢y and Manual aims to proactively
contribute towards achieving the overall goals of SDF, addressing staffs' expectations by
laying down principles, guidelines, and rvles te ensure smooth functioning of the institution.

The revised Hy Policy and Manual witI come into ferce from August 1, 2015.

ng D rector
Ckalrperśón, Boardof Directors
Social Deyeloprnent Foundation (SDF)
Sdcial DeVeloprńent' Fo6ndat fori [SDF}
 SECTION I — HUMAN RESOURCES POL(CY

Intent of the HR Pa\i¢y

The intent of writing a Homan Resource 9olicy and Manual \“the Policy”) is to ensure
transparewy and to agree on the basc tenets at Human Resource Management (HSM) loi
smooth functioning of.SDF, The objective is to develop a poliCy that would have a positive
impact on the project expected outcomes and results.

the Policy also intends a ri«g every stakeholder on board regarding HRD, HRIS an4 kiftM
including Government of 8angledesh. (s«nk.and rTnancia\ Institutions Division, Mintsuy of
Finance/, 8oant of Directors and secifor managewnc ‹tf FO/'- apart from the Stdff members.

Finally, the Policy intends to learn from the best practices prevalent in the HR field not only
from various o animations in the development sector in Bangladesh but a1so from those that
are located in other.countries and are socio ultufally Smi 6F, South As It also strives
to bring the best practices from the corporate sector, as found relevant and effective in
achieving better results and outcomes

1“ principle w’ouId'be accountabi of dech1op--ak\ng: Management and leadership of the

organizati1q.will ” ” to,.t@ 8oa ,of,Directors and to the staff members of SDF
the fine at every 'yel where ’ aders would remain

2" principle would be participatory decision making: Management style of the leadership
will be participatory and facilitating. It wlll give every staff member rlght to participate in
dec\sten•r«aking, as well as responsibility to contribute to it. SDF will develop ttams instead
of hierarchy in every unit of the organt2ation, from the fied to the head offire, and in each
functional division of SDF

3 principle would be.transparency: SDF will ensure decisions are made In an open forum,
are made knewn to everyone in the organization, and rationale behind the decision maLin8 is
documented in a language that is clear, concise and comprehensible to all staff
members. Every staff member drill enjoy the r”/gñt to information in acrordan¢e with
the laws of Bangladesh. The organization’s Board of Directors and management will not
take ad fioc decision All rules and regulations governing salaries and allowances,
promotions,
suspt isiun and te' mm I i0‹4 w itl be a 'aIIa ble in S•/riting and given to each staff mernber. AII
seues •ela1eó ro ‹nanc ial n isappropriatiun vi*I be deait witI+ through a system of v gilance.

4'^ principle would be equal opportunity: This principle implies che following (i) ensuring
that $[I recruitments are done in a manner that all po-ential candidates could apply, whether
they are inside or outside the organization, without any prejudice to race, gender, caste,
e thnici£y, class, and other social and economic divisions in the society; Fnembers of the target
community would be given preference provided all other things being equal (ii) ensuring
that DII promotions to tile next higher level are similarly decided upon with the sole criteria
being performance in the past, and expected performance in the future (potential) in a
fole/job ; (ii } a staff members w have the righ: to seek Justice n matters related to
employment. SDF will set up a system of grievance redress that goes all the way up to the
Board of Directors.

5" principle would be excellence i.e. implying striving to achieve hest possible results. Every
staff member will be expected to work to the best of his/her ability to achieve desired results
and the management and leadership wovld create such enabling environment as necessary
fOr staff members to perform to the best of their potential.

the policies related to the key areas of functioning have been outlined. These would form
the gu“ding pr ncipfes for develop ng strategies and rolfing out the Human Resource Poltcy

The principles in building a strategic, productive and result-oriented organization at SDF

would nclude the following

Id since this is an organization committed to

e organ
to p ace best possib e staff n the
poor and poor women and men; ’
to give them best possible fac lit
needs of the hardcore poor and poorj and
\o ensure that the higher levels ef the organization spend substantial time and
energy at the field, and truly become a support structure rather than a
supervisory structure.

Second1y, roles and responsibilities would follow the principles of ion

Implying that the decisions are made with the involvement of staff members at the lowest
possible level and at a level where the action is, rather than sent up. It would ensure a
bottom up process of decision making rather than top down. Financial decision-making
should also follow the prinC1ple of delegation. This has been found to be the biggest
bottleneck in making progress in most organizations. Strong systems and processes of audit
and monitoring would be set in place to prevent misuse and malpractices.