Name: group names

1. Abdirahman Ismail Omer

2. Farah mohamoud jama
3. Mohamed Hassan Harun
4. Suad Mahdi Nouh
5. Mohamed Ali jama
6. Suleiman Jama Ahmed
7. Umalkhair Mohamoud Muhumed Muse
School of graduate studies
Master of Business Administration
Course: HRM term paper
UNIVERSITY OF HARGEISA

1. Organizational Profile of Barwaaqo Organization of Women (barwaaqo)

Barwaaqo Organization of Women abbreviated as “barwaaqa” is local Non-Governmental
Humanitarian Organization dedicated to empowering women in Somaliland. ORGANIZATION
was formed to serve as an organized, collective voice of women who were determined to fight for
their socio-economic and political rights as equal citizens of Somaliland.
Barwaaqo of Women Organization (barwaaqo) which was established in 1996 aims to advocate
for the right of women for health services, education, environmental protection, employment and
decision making. It strengthens the capacity of women’s groups to participate in the advancement
of women’s status through establishing educational centers for women, awareness raising and
building health care centres with improved facilities especially for women and children. The
organization stands to participate in the promotion of peace and development of the nation and
raise awareness about the spread of HIV/AIDS.

2. Introduction about the HRM department

Human resources department (HR) is a department of national of women organization is

concerned with hiring, motivating, recruitment, selection, training and development, transfer and
promotion, demotion policy, downsize, performance appraisal, reward and compensate of
employee, and safety and securities of employee. Maintaining all employee in the organization.
Job analysis of noticing and regulating in detail the particular job duties and requirements and the
relative importance of these duties for a given job. Jobs analysis where evaluations are made
regarding the data collected on a job. It gives an elaborate description about each and every job
in the organization and orientation and induction.

3. Organizational structure barwaaqo and management including role and responsibility

Executive Director

Admin and Finance Program Human

Department Development Resource
Manager Manager

Women Women rights HR

Admin and Women
Empowerment and FGM Coordinator
Finance Livelihood
Coodinator Coordinator Coordinator Coordinator

Admin and Women Women Women M&E

Empowerment rights and Livelihoo HR Officer
Finance Officer
Officer officer FGM d Project
Project Officer
Officer

4. HRM Practice of the Organization:

How HR department is doing?

HR department has the over-responsibility of staff planning, management and evaluations. It is
mandated to lead the recruitment, capacity building and documentation of Human Resource to
keep organizational staff more productive, motivated and healthier. The HR department is doing
planning staff recruitment, advertisements, selections, provide induction to newly recruitment
personnel, processing different types of leaves (annual, holidays, sick, compensations etc.),
processing payments including salaries, wages, allowances and performance appraisals at the end
of the year. It is also performing planning and execution of staff capacity development measures
as well as ensuring occupational health and safety at workplace.

What is their HR policy?

The organization has HR Policy that is in line with Somaliland labour laws and other guiding
principles of human resource management. The policy covers:
a. Recruitment procedures, employment and contract terms including termination and
working hours.
b. Holidays, leaves and remunerations including bonus, salaries, gratuity etc.
c. Medical services for the staff.
d. Disciplinary procedures and grievances handling.
e. Staff performance assessment, training, and career development/talent management.
f. Communication and personnel information system.
Organizational personnel should be given an orientation about the HR policy which is a guide for
the organizational human resource.

What are the criteria of recruitment?

What selection process followed by the organization to select employees to hire?
How is the training & development department operating?
What is the performance appraisal process (Performance Evaluation of the Organization)?
What is the reward and compensation design followed by the organization including penalty
policy?
What is the Transfer, promotion, demotion policy of the organization?

What are the safeties & health measures the organization follow for its employees?
The organization covers medical expenses of the employee in case of serious health issues and
has a protocol to follow to ensure the staff health at the workplace. Regarding the safety at
workplace, the organization has a set of measures including:
a. If the employees are involved in an occupation that needs personal protective equipment
should adhere to including safety shoes, gloves and helmets.
b. Staff should be trained on using first aid kit accordingly.
c. Incase of a fire, the employee should follow strictly the procedures and call the fire
extinguishers.
d. Know and follow emergency procedures.
e. Any damage to personal or ORGANIZATION vehicles, property or personal injuries that
occur during an official duty for the ORGANIZATION must be reported immediately to
his or her supervisor.
RECRUITMENT POLICIES
RECRUITMENT PRINCIPLES
Barwaaqo subscribes to the policy of providing equal opportunity to all suitable candidates willing to
ascribe to barwaaqo’s vision, mission and core principles and values.
Employees of barwaaqo are hired on the basis of merit and qualifications for the position, without regard
to race, colour, religion, sexual orientation, national origin, ethnicity, political opinion, and gender or
disability status.
NOW applies strict recruitment processes that must be open, free and transparent. Barwaaqo must maintain
control policies and mechanisms at all times. Fair and equitable treatment must be provided to all potential
candidates for any vacancy. Anyone involved in the process must ensure they maintain integrity at all times.
Recruitment starts when the need has been identified, Staff Recruitment request form filled and approved
fully and a budget to support the vacant position is confirmed by finance manager.

INITIAL REQUESTS AND TERMS OF REFERENCE (ToRs)

The Head of Department/Programme Manager/Area Coordinator should fill the Staff Recruitment request
form as well as provide their respective administration with updated Terms of reference for all the national
staff under their responsibility. Each Project has to plan its staffing needs and must ensure that it has the
budget for the position and that it has been indicated on the Staff Recruitment request form. The SRF must
be approved by the Country Coordination, HR Manager and Country Finance Manager. If the funding is
not available on the budget, the Country Director is the only person authorized to initiate a recruitment
process.
Once the Administration/HR Department receives the Terms of Reference for the vacant position, the
responsible focal person in Admin/HR responsible for preparing vacancy advertisements.
The details of the approved vacancy are indicated on the Titanic report (staff planned for next month)
• All new staff recruitment plans should appear in the monthly Titanic report (staff changes/plan
for next month) prior to being advertised or recruited, unless emergency recruitment, which
has been requested or agreed upon on an exceptional basis by the Country Director.
• Recruitment without pre-planning or specific documented approval by the Country Director is
not valid.

ADVERTISING
All requests for internal and external advertisements have to be sent to Admin/HR by Head of
Department/Project Manager or Area Coordinator with full details on:

• Job title
• barwaaqo address
• Details of the vacant possession
• Minimum qualification required
• Place expected to work
• Type of contract
• Basic job description (keep in short)
• Basic requirements/skills/education
• Last date by which applications
should be sent to barwaaqo.
All open jobs must be advertised internally in all barwaaqo offices as well as externally through the
available forums and channels to ensure maximum transparency in the recruitment process.
The vacancy adverts must clearly indicate the application procedures and timeline.
All positions will be advertised from the Coordination office however positions of junior/support staff may
be advertised by the relevant field Office.
In case employees are interested in open positions, they must inform their line manager and HR of their
intention to apply for the position and are free to apply.
Internal applications may be considered for shortlist if;
• They meet all the requirements as stated on the vacancy
• Proofs to be good fit as compared to external candidates
• Have demonstrated great performances on their jobs
Barwaaqo’s recruitment process will be applied in a transparent, open and fair manner. Internal candidates
will be encouraged to apply so as to promote career-patting and the Development of barwaaqo staff.
SELECTION
SHORTLISTING PROCESS:
An appropriate selection process will be devised for each vacancy. This will include short listing against
the criteria in the person specification i.e., relevant experiences, qualification. Applications will be received
by HR recruitment focal point who will conduct the initial screening and ‘long’ listing. Thereafter, the long
list will be shared with the line managers/requesting and Head of department so as to come up with the final
shortlist of applicants ensuring that that the candidate’s qualifications match the job requirements. As much
as possible, the shortlist will have around 5 candidates. Thereafter the HR recruitment focal point will invite
the short-listed candidates for interviews process i.e. written tests and thereafter Oral interviews. In cases
where the shortlist does not sufficiently reflect the job requirements or the applicants do not meet the
minimum criteria, the HR may choose to re-advertise the position with/without having done the interviews.
INTERVIEW PROCESS: Written tests and Oral Interviews
Barwaaqo’s recruitment must be based on an interview process that comprises of written test and therefore
followed by an oral interview. A written test must be administered to the candidates first. The HR’s
recruiting focal point is in charge of ensuring that a written test is available for each position, reviewed
beforehand by the line manager before being administered to the candidates. In cases where the HR doesn’t
have a written test, the respective manager should devise one and share with HR Department beforehand.
The candidates will be contacted by email to plan ahead on when to sit for the written tests. The tests are
sent on the agreed time and must have clear instructions which the candidates to follow. The HR recruiting
focal point shares the completed written tests to the respective line manager for marking/rating and
consequently advising on which candidates to proceed to the interview stage. Depending on the location of
the applicants, the interviews will either be face to face or by Skype.
A panel of at least three persons (the Human Resource Manager/Officer, Coordination representation and
the Technical Manager) will interview the candidates and make a selection based on the candidate’s
qualification, experience and skills for the job.
For the highest-level positions, (senior management positions) three to four senior management staff will
be on the panel including the Country Director. The final decision will be made by the panel after the
interview with the candidate(s).
The panelists will be provided with barwaaqo Recruitment tools which will enable them take interview
notes and make a joint decision. Panel Interview questions papers must be fully rated and signed by each
panelist.
All panelists must hand over the signed recruitment documents to the Admin/HR Department.

REFERENCE CHECK:
If a potential candidate is identified, HR will inform them of the reference checking process where the
candidate is requested to consent by filling and sending back Background Check Authorization form, HR
then proceeds to conduct a thorough reference seeking stage by sending out Reference Request Form strictly
to the HR personnel of the respective organizations that the potential candidate worked for. HR must
involve the Security team for thorough background check.
Employment of any candidate is subject to barwaaqo obtaining positive and satisfactory professional
references from at least 2 organizations where the candidate previously worked including the present
employer. The reference forms must be filled in, signed and stamped by the referees. This document will
be attached to the staff personal folder.

JOB OFFER
Upon successful receipt of positive professional references, a job offer is extended to the candidate. The
offer is made in line with the salary.
The Human Resource Manager/Officer will send regrets by email to the other candidates who were not
successful on both written tests and oral interviews.
ORIENTATION/ INDUCTION:
All staff will receive an induction program appropriate to the post they have been appointed to. Staff
induction and orientation activities should be developed in coordination with all the relevant departments
within the organization to ensure the new employee receives a complete picture of NOW structure,
operations, policies and procedures;
JOB SPECIFIC ORIENTATION
All new employees will be placed on probation period and during this time, the employee’s line manager
will provide a job-specific orientation. The orientation should be comprehensive and should relate to job
responsibilities and duties of the new staff (ToRs), job specific administrative matters e.g. expectations,
personnel management, regulations, meetings, performance management and KPIs etc.
EMPLOYMENT’S CONTRACTS:
All staff are funded by specific projects with defined grant life span hence barwaaqo’s employees are
engaged on fixed term contractual agreements to undertake specific roles and responsibilities for specific
period depending on the project’s duration. Employment begins on the date indicated on the contract and
under the conditions specified in there. Contracts are administered through agreed terms and conditions
which can only be changed in writing. The HR Department prepares a contract of employment and ensures
approval by Country Coordination (preferably the Director). Two originals of the individual’s employment
contracts will be prepared: one for the employer and one for the employee.
Individual employment contracts will be prepared in English and the duty station and area of operation
clearly indicated on the contracts.
The employee should read her/his individual employment contract carefully prior to signing it and clarify
any clauses/statements that may be unclear. All contracts will be accompanied with Terms of References
and signed together before being sent back to Coordination Office for filing.
Employees’ contracts shall be kept in their respective personnel folders. It is the responsibility of the
Admin/HR Office to ensure that the file remains locked up and up to date.
STAFF DEVELOPMENT/CAPACITY BUILDING.
EXTERNAL TRAININGS;
NOW will endeavor to foster diversity and promote organizational learning by investing in the development
of the employees to ensure the constantly improve on their efficiency, effectiveness and commitment to the
mission. Indeed, barwaaqo believes the fundamental aim of the training is to help the organization achieve
its purpose by adding value to its key resource-the staff. However, it is to be noted that barwaaqo is fully
independent on funding and has limited resources available for staff developments thus trainings may not
be provided to every employee in equal measure or consistently. Careful assessment will be made on
deciding who receives what training depending with the staff’s responsibility and staff’s direct links with
the needs of program priorities and as informed through the performance reviews.
Barwaaqo provides short term trainings under the conditions below:
• Training costs will depend on budget availability and value for money.
• Trainings requested must be relevant to staff’s position. For example, Management
trainings can only be given to staff in management positions,
 • Unless required by the project, a full-time external training funded by barwaaqo will not
exceed duration of 2 weeks.
• Staff are encouraged to propose trainings to their line managers.
• Barwaaqo does not fund University level education.

INTERNAL TRAININGS/CONTINUOUS ON THE JOB TRAININGS

Internal or on the job training and mentorship is an integral part of barwaaqo’s daily operations. On the job
training entails studies or technical trainings sessions pursued while working. Such learning are strategically
important to the organization and can be enhanced through training particularly on specific skills required
for the job, mentorship and couching, participation on organized in-house trainings etc.

GUIDELINES FOR STAFF DEVELOPMENTS

The employee must be in-charge of his/her own personal/professional development. However, the
organization when feasible and applicable support the employee or consider when the budget is available
and the training is beneficial for the entire department and organization at large. Therefore, barwaaqo may
consider support for training and career development activities for national staff if it meets the following
requirements:
• All staff training and development supported by barwaaqo must be related either to the
employee’s current job description, or likely future work for the organization.
• Staff development activities must be linked to organizational direction and priorities e.g.
compliance requirements, development of specific competencies, or knowledge, skills and
attitudes required to embed organization change process.
• Funds must be available within on-going programme budgets to cover the cost of the
training.
• An employee must have completed at least six months of service with barwaaqo in order
to qualify for staff development. This duration may be increased for costlier training
activities.
• Staff development activities must be directly related to the work setting and can be
immediately implemented at the workplace.
• Eligible staff must be on fixed contracts. Temporary staff and interns may participate in
group trainings.
• Staff training must be linked to the performance appraisal process. During performance
appraisal, the employee and supervisor must identify career development goals and
performance gaps that can be achieved through training.
 • Barwaaqo will require an employee to commit to continued employment for at least 12
months upon completion of the training activity. Barwaaqo may require a staff to make
commitment in writing before an employee attends the training.

APPLICATION FOR A TRAINING

• Staff or his supervisor identifies the training need and makes a recommendation to the AC,
CFM and HR
• Completion of capacity Building Training Request Form by the staff
• The assessment of the training vis-à-vis the needs and benefits to the position/Department
or organization is carried out
• Confirmation of the budget availability, time and opportunity to undertake the training
takes place.
• Approval of the form by the Line Manager, Coordination, Finance Manager and AHRM if
there is satisfaction that such trainings add value to barwaaqo
• Training is undertaken and staff writes back a report/summary and shares with the line
manager and HR for filing
• HR updates the training tracking tool.

After the training is done and after a reasonable interval has elapsed the Line Manager will evaluate the
results of the training in terms of improved performance and or increased ability to handle more
responsibilities. No promise of promotion is to accompany ant trainings and developments.

WORKSHOPS AND CONFERENCES

Such events take short duration and focus more on general technical topics that pertain specific
sectors/departments. For employee to attend, the topic/agenda must be relevant to both barwaaqo
organization and the employee’s ToRs and approval to attend must be granted by Coordination. Upon
approval, usually barwaaqo will cover the related expenses e.g. transport to and from. Finance should be
made aware of any extra costs in relation to the workshop that need to be catered for in advance for prior
approval and facilitation purposes.
STAFF DEPLOYMENT
Staff deployment refers to the temporary move of an employee to another job and or location within
barwaaqo for a specified period of time. Deployment will mainly be internal (within same country) but can
also be external (to a different country).
Staff deployments may be used in the following circumstances:
• As an intermediate measure during the kick off or start-up of a new project that requires
immediate staffing e.g. an emergency response.
• As a transitional measure when an essential position is vacant as recruitment is on-going.
• As part of staff development with the aim of capacity building employees through exposure
to new responsibilities and experiences.

PROCESS OF REQUESTING STAFF DEPLOYMENT

• Requesting Department prepares ToRs indicating scope of responsibilities, duration of
deployment, and reporting relationships.
• The AC or HOD of the requesting Department approves the ToRs
• The TOR is shared with Coordination as relevant i.e., depending on sectors.
• The CD reviews the terms of reference and in consultation with AC and HR identifies suitable
employee with relevant skills set and performance level.
• The staff member is informed. Start date is discussed and agreed

Performance Management
An effective performance management system is important for managing teams and individuals
towards overall organizational effectiveness. A key event in the performance management cycle
is the performance evaluation.
Performance Evaluation
Staff performance evaluations shall be conducted using the Develop to Perform approach. The
concept is about mastering the art of conversations to inspire and develop staff. The process shall
adhere to the following principles:
 Setting of Annual goals with quarterly deliverables
 Holding Quarterly conversation reviews & deliverable checks between staff and line manager
 Conducting Bi-annual 360 feedbacks which is not anonymous
 High performance is rewarded though recognition & development opportunities e.g. special
projects, secondments, field visits etc.
 Pay reviews above general % increases by exception; based only on significant development of
the post holder, market rate for the role, position in pay range, internal equity; partial pay increases
for employees who have not delivered on annual goals
Preparation
Both manager and staff member play a key role in ensuring the performance appraisal is effective.
This is done by ensuring both parties participate and complete preparation activities in advance for
the actual discussion. This includes completing the quarterly conversation forms on the online
system after reading the detailed Develop to perform guides. Managers should schedule a
minimum 1hour conversation for the performance appraisal meeting, providing staff member with
sufficient time to prepare. Further instructions on the performance review process will be provided
to staff by the HR department.
Performance Evaluation Meeting
During the actual performance discussions, both parties should ensure to stay on track to achieve
the necessary outcomes. The Develop to perform on online system should be completed as an
outcome of the meeting. The performance discussion should be characterized by;
a. Confidentiality
b. An open and honest discussion, with listening and reflection by both parties
c. A constructive attitude that allows for the opportunity to document improvement areas and
achievable actions

Follow Up
All final documentation is to be provided to the HR Department and placed on each staff member
file. Copies should be provided to the staff member and the manager. If performance issues have
been identified, a plan on addressing these issues should be developed in conjunction with the HR
department. Poor performance should be actively managed, with continual feedback to be
documented and provided regularly to the staff member. Terminations on poor performance may
be explored provided there is sufficient documentation which identifies performance issues (refer
to Termination of employment).
The performance appraisal forms an essential part of staff member’s learning and development.
Promotions
Promotion is an important part of organizational and personal development. Offering
advancement opportunities within the organization promotes commitment and loyalty. The criteria
used to select a new staff member should also be applied in deciding promotions. In additional,
leadership and management abilities need to be carefully judged.
The below guidelines must be carefully considered and applied when deciding on upward or lateral
job movements for staff:
 i) All positions are advertised internally and externally depending on whether it is
perceived that the skills and experience required are already within the organization. A
staff member interested in applying must go through the internal recruitment
procedures.
ii) Completion of probation period
iii) Individuals must have served at least 6 months in their current position. In the case
where staff member’s contract is less than 6 months, he or she can apply after
successfully completing the probation period.
iv) Candidates must satisfy the basic skills and qualifications as specified in the new job
profile.
v) Proven performance track record as referenced through previous and current
performance evaluations. In additional, leadership and/or management abilities need to
be carefully judged
vi) Satisfactory references on internal applicants from line managers based on objective
job related criteria
To maintain good practice standards for recruitment, the organization shall upgrade employees
only through fair competitive process when there is vacant position. However, the following cases
could be exceptional:
 When the current position of a staff is being reviewed for upgrading and the position holder
fulfils the minimum requirement and is supported/recommended by his/her immediate manager
and endorsed by HR and Administration Director, she/he may be promoted to the new position
upon approval by CD or designate.
Completion of regular performance appraisals is a requirement to ensure that current staff members
are on track for promotion to positions of greater seniority. The development section of the
Performance Appraisal and Development Form provides staff members and managers with the
opportunity to outline areas that should be focused on in order to reach promotional objectives.
Opportunities for promotions do not appear on a regular timely basis within the organization but
are subject to the post’s requirements. When a position falls vacant or is newly created, the position
will be advertised and the normal recruitment process will apply.
 Should an internal candidate be promoted to a position of higher salary grade and responsibilities,
they will receive a letter of promotion for the purpose of establishing the starting date and other
contractual stipulations associated with the post

Salary shall be determined in accordance with the organization salary scale in place at the time of
promotion such that the new salary falls within the organization salary band for the applicable
post. The staff member’s time in service will be continuous from the original date of hire

The staff member will serve a statutory probationary period of 3 months where the appointment
represents a change in job description and promotion in a salary grade. The letter of appointment
to the new grade will be placed in the staff member’s existing personal file subject to the existing
contents (e.g. unexpired warning letters)

Principles

I. As salary bands overlap, there is likelihood that the staff member’s salary already fits within the
grade. If this is the case, the staff member should be brought as close to the mid-point of the salary
grade as possible, if this provides for a suitable increase ii) If the staff members salary is not
currently overlapping with the new grade after considering his or her past experience, the staff
member should be placed at the starting point of the next grade

ii. Should these increases not result in a favorable increase, a percentage increase of not more than 15%
may be considered, with approval required from the Country Director?

Recommendation

 Provide extraordinary opportunities.

 One of the primary objectives for every HRM specialist is to recruit new talent.
 Focus on retention
 Build trust
 Keep lines of communication open mind
 Be a problem solver.