HR Plicies and Processes 22 10 21

EDUCATION WORKS (PRIVATE) LIMITED
HUMAN RESOURCE POLICIES

AND PROCESSES
EWPL –HR Policies & Procedures
Prepared by: Ms. Ayesha Fatima
Assistant Manager-Human Resource
Reviewed by: Ms. Eliza Smith
Admin/HR Manager
Reviewed by: Mr. Mahmood Ghafoor
CFO & Chief Operating Officer
Approved by: Ms. Nasira Faiz
Director
Approved by: Ms. Rabeea Minai
Director
Approved by: Ms. Saba Quadir
Director
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Table of Contents
Chapter # 1: Staff Code of Conduct Policy…........................................................................................ 1

Policy Brief and Purpose…………………………………………………………….……………………………….…….………………1
Scope of the Policy ….........................................................................................................................….1
Elements of the Policy…………………………………………………………………………………………………..……………….. 1-3
Chapter # 2: Policy on Compensation Management………………………………………………………………………… 4

Policy Brief and Purpose………………………………………………………………………………………………..……………………4
Scope of the Policy………………………………………………………………………………………………….…..……………….…… 4
Elements of the Policy………………………………………………………………………………………………....………………….4-5
Chapter # 3: Policy on Disciplinary Action……………………………………….……………………………………............ 6

Policy Brief and Purpose……………………………………………………………………………………………………………………. 6
Scope of the Policy………………………………………………………………………………………………………………………………6
Procedures of the Disciplinary Action Policy ……………………………………………………………………………………6-8
Appendix 1-General Misconduct……………………………………………………………………………………….……………….. 8
Appendix 2-Gross Misconduct………………………………………………………………………………………….……………….. 8
Chapter # 4: Dress Code Policy…........................................................................................................... 9

Policy Brief and Purpose ………………………………………………………………….………………………...........................9
Scope of the Policy……………………………………………………………………………………………………………….……….…… 9
Elements of the Policy……………………………………………………………………..…………………………………………….9-10
Chapter # 5: Policy on Employee Benefits………………………………………………………..………………………………11

Policy Brief and Purpose…………………………………………………………………….………………..……………………………11
Scope of the Policy…………………………………………………………………..……………………………………………………… 11
Elements of the Policy……………………………………………………………………………..………………………………….11-13
Chapter # 6: Exit Management Policy………………………………………………………….…………………………….......14

Policy Brief and Purpose……………………………………………………………….………………………………………………....14
Scope of the Policy…………………………………………………………………………………………….………………………….. 14
Elements of the Policy……………………………………………………………….…………………………………………………14-16
Employment Clearance Form….........................................................................................................17-18
Chapter # 7: Grievance Handling Policy……………………………………………………………….…………..................19

Policy Brief and Purpose……………………………………………………………………………………………………………………19
Scope of the Policy…………………………………………………………………………………………………………….……....... 19
Committee to Handle Grievance……………………………………………………………………………….………………….. 19
Elements of the Policy………………………………………………………………………………..……………………………….19-20
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Chapter # 8: Office Timings and Leave Management Policy………………………………………….………………… 21

Policy Brief and Purpose……………………………………………………………………………………………..….…………………21
Scope of the Policy…………………………………………………………………………………………………………….……..........21
Elements of the Policy…………………………………………………………………………………………………………………21-26
Other Important Points…………………………………………………………………………………………………………… 26-27
Timings………………………………………………………………………………………………………………..………………………….28
Chapter # 9: Policy on Performance Management………………………………………….……………..……………… 29

Policy Brief and Purpose….....................................................................................................................29
Scope of the Policy………………………………………………………………………………………………………….…….……......29
Elements of the Policy………………………………………………………………………………………………….………………29-30
Chapter # 10: Recruitment and Induction Policy……………………………….……………………………………….……..31

Policy Brief and Purpose………………………………………………………………………………………………..…………………….31
Scope of the Policy………………………………………………………………………………………….………….……………………31
Elements of the Policy.....................................................................................................................31-34
Appendix…………………………………………………………………………………………………………….………………………35-37
Chapter # 11: Policy on Succession Management………………………………………………………………………………38

Policy Brief and Purpose...........................................................................................................................38
Scope of the Policy…………………………………………………………………………………………………………….………………38
Elements of the Policy…......................................................................................................................38-39
Chapter # 12: Policy on Training and Development………………………………………..……………………………………40

Policy Brief and Purpose………………………………………………………………………………………………………………………40
Scope of the Policy……………………………………………………………………………………………....................................40
Elements of the Policy……………………………………………………………………………………………………………………40-41
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Chapter # 1
Staff Code of Conduct Policy
Policy Brief & Purpose:

The Employee Code of Conduct policy outlines our expectations regarding employees’ behavior
towards their colleagues, supervisors and overall organization.
Exception to all these rules can be made at the discretion of the Managing Committee and the
Committee reserves the right to make changes or amendments without prior notification.
We promote freedom of expression and open communication. But, we also expect that our
employees follow the code of conduct and they should avoid offending each other,
participating in serious disputes or any other activity that impacts overall working environment
of the organization.
Scope of the Policy:

This policy applies to all our employees regardless of employment agreement or rank.
Elements of the Policy:

Below-mentioned are the elements of the policy:-
1. Compliance with Law and Regulations:

All employees should comply with the laws and regulations applicable at personal level and/or
applicable to Company with respect to its business. We expect employees to be ethical and
responsible when dealing with our company’s finances, products, partnerships and public
image.
2. Respect at Work Place:

All employees, students and external stakeholders (parents of students, vendors etc.) will be
treated with dignity and respect. All employees will be entitled to freedom of thought and
expression as long as these do not interfere with the rights of others. No employee will be
discriminated against or harassed by means of any action that creates an intimidating, hostile
or offensive environment including disparaging remarks based on gender, religion, race, age,
disability, political opinion or ethnicity.
Any violation of Protection against Harassment of Women at Workplace Act shall be treated as
per provisions of this law.
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3. Protection of Company Property:

Employees are expected to protect the property of the Company, whether tangible or
intangible with respect and care. In case of tangible property, employees should not misuse the
equipment of the company or use it in a careless manner.
Intangible property of the Company and its projects, such as trademarks, copyright, logos etc.
should only be used for official purpose.
Company information and personal information of its employees and vendors can only be used
and/or shared externally after getting approval from the competent authority.
4. Professionalism:
Professionalism at the workplace is expected from all employees. There are core values of
professionalism that are universal and employees are expected to follow these values as a bare
minimum i.e. honesty, integrity and trustworthiness.
5. Personal Appearance:
Employees are required to dress in an appropriate and professional manner and follow the
Company’s Dress Code Policy. The outer appearance reflects on the other important
characteristics of an employee such as maturity, capability, professionalism and competence.
6. Corruption:
We highly discourage gifts given by external parties to employees and briberies are also strictly
prohibited for the benefit of any internal or external party.
7. Job duties and authority:

All employees should fulfill their job duties with integrity and responsibility and deal with
internal and external stakeholders respectfully and in a professional manner. Managers are
expected not to misuse their authority and to delegate duties to their team members taking
into account their competence and workload.
Team members are expected to follow the instructions of the team leader and complete their
duties in a skillful and timely manner.Following are some general duties & Responsibilities for
teachers:
 Any responsibilities or assignments of any nature given by the management have to be accepted
& executed. Including duties assigned to teachers with students even outside school at any time
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 Attending PTM (s) and / or any school event is compulsory. Absence in any will result in salary
deduction of three days.
 Staying back after school and/or coming on Saturday and Sunday or any public holidays for any
given assignment is compulsory. No excuses will be accepted. Absence will have a negative
result in the performance evaluation and salary of three days will also be deducted.
 Full time commitment is required to work at The AMI School. Any additional training or
commitments taken by a staff member must not in any-way interfere with the responsibilities at
the school. This includes staying back, coming on weekends for special events and working at
home on planning, corrections etc.
 Lesson planning, timely corrections, meeting deadlines and submitting things, required
documents are the responsibilities of every teacher. The reasons for delays, if required, must be
submitted to the Office Incharge of the concerned branch by the teacher herself in writing.
Deliberately ignoring this will result in written warning, fines and/or lead up to termination of
services.
 Incase of leave, planned work or assignments for the class must be provided by the teacher to
theperson responsible in his absence. If no work is assigned or given to the concerned person
then the leave will be marked as two days leave.
o Furthermore, the cell phone should be turned on to handle any communication
required. Failure to do so creates serious inconvenience and will be penalized.
 Teaching and non-teaching staff are required to come to evening functions of the school. Some
time these may extend after sunset hours. Absence in such events will result in written warning,
fines and/or lead up to termination of services.
8. Punctuality and regularity:

Employees should be punctual while coming to and leaving the School/Office, as per their
work schedule. They are expected to be regular and avoid unplanned leave/absence. They are
expected to follow ‘Staff Leave and Office Timing Policy’.
9. Conflict of Interest:
All employees are expected to avoid any personal, financial or other interests that might hinder
their capability or willingness to perform their duties. They are expected to act in the
Company’s best interest by basing their decisions and actions purely on the professional
business requirements. It is expected that personal relationships or benefits will not impact
employees’ judgment or lead to any activity resulting in a conflict of interest. Employees are
expected to declare voluntarily, if they have any such relationship and/or interest.
10. Collaboration:
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Employees should be friendly and cooperative with each other and they should not try to
disrupt the work environment or create obstacle for their colleagues.
11. Communication:
There should be an open-level of communication between the employee and the employer.
The employee, at any point of time should not hesitate to communicate with his/her employer.
12. Benefits:
Employees are expected not to take undue advantage of their employment benefits such as
Provident Fund, Insurance, EOBI and SESSI which our Company offers to its employees. They
are expected to follow the applicable rules and regulations and avoid making false claims.
13. DISCIPLINARY ACTIONS:

The Company might take disciplinary action against employees who repeatedly or intentionally
fail to follow code of conduct.
Possible consequences might include the following:
a) Warning
b) Fines
c) Detraction of benefits for a definite or indefinite period of time
d) Demotion
e) Suspension or termination from Service, for more serious offence, such as Sexual
Harassment, Physical Abuse, Fraud, Misconduct, etc.
14. General Policies:
 The concession in fee for the children of full time employees will begin after completion of
service for one academic year / 12 months, as per the applicable staff children fee discount
policy of the School. No such concession is available to part time and part time daily
employees.
 Verbal information is the most preferred mode of communication with the school/Company
offices. However, SMS messages will only be accepted if they are confirmed by a reply
through SMS.
 Taking care of cell phones and/or other valuables is the responsibility of the employee and it
will be appreciated that expensive belonging such as expensive cell phones, jewelry etc
should not be brought to school/office. In case these are misplace / lost at the work place,
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the staff of the school/company and/or school/company will be not held responsible under
any circumstances.
 Parking outside the premises is the sole responsibility of the owner and/or driver. The staff of
the school/company and/or school/company will not be held responsible under any
circumstances, in case of any loss to the vehicle.
 In case transport service is used by any staff member, the transport service will inform the
staff as early as possible if it is not coming to pick or drop. In this case it is responsibility of
the employee to report to the report his late coming within prescribed time to the relevant
person.
 The rules, regulations and/or policies may be amended/changed from time to time with or
without prior notice and all staff are required to comply with.
 All forms of socializing / entertainment with the students or private tuitions to the school
children are strictly prohibited after school, during school hours or on holidays.
 Staff is required to open an account in Habib Metropolitan Bank, Islamic Banking Branch,
Shahrah-e-Faisal, after job confirmation as salaries are directly transferred to employee bank
account.
15. Security Deposit:
 An amount equivalent to one month salary will be kept as a security deposit for all staff
members.
 This amount will be deducted in 2 installments from the first 2 salaries of the employee
 As salary is revised annually, therefore security deposit will also be increased accordingly. With
each increment one amount that is increased will be deducted from the salary and added to the
security deposit balance of the staff.
 This amount can only be refunded to the employee if he/she leaves the job at the end of the
academic session with a prescribed notice.
 The security deposit will not be refunded under following circumstances:
 If the employee leaves the job during the academic session with or without one month notice.
 Incase termination of service is due to violation of school rules & regulations or misbehaving
with the other staff members.
 The security deposit is not interest bearing.
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Chapter # 2
Policy on Compensation Management

The main purpose of a policy on compensation management is to explain the “why” behind
employees pay and creating a framework for consistency. Organizations use their
compensation policy to attract, retain and motivate employees.

A well-designed compensation policy supports the organization’s values, strategic plan and
initiatives, business goals, competitive outlook, operating objectives and compensation and
total reward strategies.

1. Establish And Communicate Clear Principles To Employees:

Education Works (Private) Limited, establishes and communicates clear principles by which
employees are paid. We ensure that our compensation policy adheres to applicable
employment laws.
2. Ensure Fairness And Equity In Pay Rates:

We adopt a compensation principle that ensures fairness and equity in pay rates, salary
administration and transparency in compensation practices.
3. Establishing Salary Ranges:

Salary ranges of our employees are determined by conducting periodic reviews of their current
salary ranges in order to ensure that those are in line with the current employment market and
their targeted position within that market.
4. Job Categories:
At Education Works (Private) Limited, we have a number of jobs. Therefore, salary ranges are
established for different categories of the job e.g. one range for all teaching jobs can be defined
(depending upon teachers’ experience and level of grades, he/she is teaching), one range for all
specialist-level jobs and one range for all directorial-level jobs can be defined. One range for
daycare staff can be defined.
Consideration is also given to the increase from one range to the other and whether or not, the
changes should overlap.
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5. Employee Placement:
We have established a criterion for employee placement on the salary range. Our salary range
criterion includes academicqualifications, years of experience, years with the respective
organization or in the position and specific skills set related to the position.
Consideration is also given on how to position new hires on the salary range relevant to current
employees.
6. Criteria For Salary Increase:

Education Works (Private) Limited clearly establishes, communicates and applies decision-
making criteria for salary increases. Decisions on salary increases can be based upon a number
of factors, such as seniority, cost of living or performance (merit) based.
Our compensation policy is based upon the performance of employees. Therefore, we choose
to adopt a performance-based pay for our employees.
7. Salary Review Timing:

At Education Works (Private) Limited, regular time frames are established for salary review.
Salary reviews are typically conducted annually, often in conjunction with performance reviews.
Annual review of non-teaching / branch staff is conducted.
8. Legal Compliance:
Our compensation policy incorporates legal requirements to ensure that we are in compliance
with all federal and local laws to eliminate natural biases in hiring decisions.
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Chapter # 3
Policy on Disciplinary Action
Policy Brief& Purpose:

The policy on disciplinary action outlines that how should we address the misconduct of
employees or inadequate performance of the employees in a proper manner. Employees
should be aware of the consequences of their actions.
Employees' performance and conduct should contribute to the achievement of the

organization's goals and objectives. When employees' conduct or performance is unsatisfactory
or fails to meet the employer's expectations, corrective action may be taken using progressive
discipline. However, serious offences may result in immediate suspension or termination.

Procedures of the Disciplinary Policy:

Following are the procedures that should be applied in implementing an effective disciplinary
policy:-
1. Informal Procedure-Verbal Warning:

The informal procedure will be used in minor cases of misconduct or unsatisfactory
performance. In such an event, the employee’s Coordinator/ Line Manager will discuss the
matter with the employee, with the intention of making clear in what way the employee has
failed to meet the required standards of performance or conduct and provide the employee
with an opportunity to improve.
2. Formal procedure:
If an employee fails to meet the standards of performance or conduct or the employee commits
an act of gross misconduct (see Appendix 1 and 2 for examples of general and gross
misconduct) then the company may take formal disciplinary proceedings as described below:
Stage 1: Show Cause Notice

The HR Department will issue the Show Cause Notice to the employee with details of the
alleged misconduct or performancefailures, which may result in dismissal or disciplinary action.
The Show Cause Notice will include a time and location for an Independent Enquiry / Formal
Hearing through written Reply, to investigate the allegations.
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Stage 2: Enquiry / Personal Hearing

A committee on staff matters, consisting senior managers (including a HR representative) will
be constituted with the permission of Board for Enquiry/Personal Hearing the matter in detail
and forwarding its recommendations to the Board for an appropriate action.
Reasonable arrangements will be made by the Company to ensure that the employee can
attend the Enquiry/ Personal Hearing without too much difficulty, and the employee should
take all reasonable steps to attend for his defense. Reasonable time will be also given to the
employee to allow for any preparation that may be required.
After Enquiry/Personal Hearing, Committee will send its recommendations to Board of directors
for final decision. Final outcome will be communicated to the employee in writing.
If the employee is unable to attend Enquiry/ Personal Hearing, another reasonable date will be
scheduled, no later than five working days after the original date. If the employee does not
attend on the arranged second date, the Committee reserved the rights to conduct ex-parte
enquiry and may take an appropriate decision based on the available information.
Stage 3: Appeal / Review

If the employee shows dissatisfaction on the decision, he will be required to submit his/her
concerns in writing. His review request will be forwarded to the Board for consideration. It will
be discretion of the Board to amend / change the earlier decision or maintain it. If Board feels
appropriate, they may call the employee for hearing. Final decision will be communicated to
the employee through HR.
3. Punishment on Sexual Harassment:

In March 2010, the government passed two laws against sexual harassment at workplace. The
Criminal Law (Amendment) Act amended the Pakistan Penal Code and the Code of Criminal
Procedure, making workplace harassment against women is punishable with imprisonment of
up to three years or a fine of 500,000 rupees or both. The new law defines sexual harassment in
a better way and provides for enhanced punishment under Section 509 of PPC (Pakistan Penal
Code)
The Sexual Harassment Law requires displaying the code of conduct in an organization,
forming of a three-member inquiry committee and holding awareness seminar for its staff.
Therefore, if an employee is found guilty of sexual harassment at the workplace and if all
evidences support the crime, then that employee would immediately be terminated.
The management of the Company should file the complaint within the company only, but it is
obligatory upon them to educate its employees that they do have an option to go to the police
and file a police report against the perpetrator under section 509.
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Appendix 1 – General Misconduct:

The following are examples of general misconduct that may result in formal proceedings:
 Failing to perform duties at an acceptable level.

 Acceptance of money or gifts from student, parents or vendors.
 Engagement in any private teaching or tutoring arrangement with a student.
 Unauthorized absence or poor time-keeping.
 Unauthorized use of company facilities for personal purposes.
 Correction of student work pending for more than a week.
 Refusing to perform substitution duties for absent or on leave teachers and staff.
 Not being present in the assigned stations during free time.
Appendix 2 - Gross Misconduct:

The following are examples of gross misconduct that after investigation may result in dismissal:
 Unauthorized removal of company property.

 Immoral behavior or willful lack of self-discipline.
 Deliberate damage to company property, buildings or other employee’s property.
 Verbal or physical abuse of colleagues or students.
 Giving inaccurate or misleading information to the company in support of application
for employment, including inaccurate information about qualifications or about past
employment.
 Refusal of performing an assigned task.
 The company reserves the right to dismiss without notice and without pay in lieu of
notice any member of staff guilty of gross misconduct.
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Chapter # 4
Dress Code Policy

The dress code policy outlines that how do we expect our employees to dress up at work.
Employees should note that their appearance matters when representing the company/School
in front of the external parties or visitors. The appearance of an employee can either create a
positive or a negative impression that reflects our company and its culture.

Below-mentioned are the elements of the policy:
1. Must Be Presentable:
All the employees are required to wear clothes which are presentable and appropriate. Styles
should be kept classic with nothing too trendy or obtrusive and clothes which may lead to any
type of conflicts at the work place is not allowed.
2. Applicable Dress Code Features for Female Employees:
An appropriate dress code maintaining the tradition of the workplace and society’s norm, culture
and decorum is extremely important to portray a level of professionalism as expected at
workplace.
Therefore, the essential applicable dress code features for female employees are as follows:
 Comfortable shoes and sandals are allowed to be worn in a proper and in a neat manner.
 Anti-perspirant deodorant to be used if the smell of sweat is a problem.
 Nails must be clean and properly trimmed.
 Hair should be dried and properly tied before coming to work.
 No one is supposed to come to work with wet hair in the morning.
 Feet must also be kept groomed with clipped toes and clean heels.
3. Applicable Dress Code Features For Male Employees:
The appropriate and applicable dress code features for male employees are as follows:
 Pants, shirts, polo shirts and jeans are allowed but they have to be washed and ironed properly.
 Shalwar Kameez is not allowed.
 Hair should be made in a neat manner.
 Nails have to be properly trimmed and clean.
 Slippers, sandals and joggers (except sports teachers) are not allowed.
 Anti-perspirantand deodorant must be used if there is a problem of sweat smell.
 Male employees are not allowed to wear sleeveless T-shirts.
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4. Applicable Dress Code ForTheSupport Staff:

The supportstaff of the organization such as maids and security guards isrequired to wear a
uniform and a nametag, provided by the Company.
5. Non-Applicable Dress Code Features For Female Employees:

For female employees, any type of clothing which is indecent and inappropriate is not allowed.
Some essential non-applicable dress code features for female employees are as follows:
 Very deep and plunging neck-lines.
 Midriff revealing tops.
 Shabby, stinking and un-ironed clothes.
 Extremely high heels are not allowed.(Maximum heels allowed are platform and not more than
two inches high)
 Slippers are not allowed to be worn at work unless prescribed due to medical conditions.
 Tattoos (if any) on the body should not at all be visible to others.
6. Formal Wear Applicable To The Executive Staff:

Formal corporate office wear applies to all the executive staff on working days, starting from
Monday till Friday and on working Saturday`s as well. Whereas, formal suits are to be worn by
company executive`s /officials appropriately when attending meetings with the external parties
demonstrations or presentations.
7. Non-Formal Wear Applicable To The Non-Executive Staff:

The non-formal wear applies to the non-executive/administration/outdoor staff on working
days from Monday till Friday and on working Saturday’s as well. The non-executive staff can
wear jeans and t-shirts, but they need to be washed and ironed properly.
8. Review of Personal Appearance:

The dress code and personal appearance of the employee will be reviewed by his/her
Manager/Coordinator during the process of performance appraisal.
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Chapter # 5
Policy on Employee Benefits

The main purpose of a policy on employee benefits is to provide non-wage compensation to
employees in addition to their normal wages or salaries. These types of benefits may include
group life insurance, provident fund, contribution to EOBI (Employees Old-Age Benefits
Institution) and contribution to SESSI (Sindh Employees Social Security Institution).

The scope of an effective employee benefits policy is to stimulate the performance and
productivity of the employees by creating an environment that facilitates concentration on
work and stabilizing the personal lives of our employees.

1. Business Strategy:
The starting point of an effective employee benefits policy is the business strategy of the
organization. The business strategy of an organization identifies the business drivers and sets
out the business goals.
The business drivers of an organization may include the following:
a. High performance
b. Profitability
c. Productivity
d. Innovation
e. Price/Cost Leadership
f. Satisfaction of our stakeholders
2. Basic Pay:
The basic pay is the amount of pay (the fixed salary or wage) that constitutes the rate for the
job according to the grade of the job and according to the level of skill required to perform the
job.
The basic pay of an employee is influenced by both internal and external relativities. The
internal relativities can be measured by job evaluation and the external relativities are assessed
by tracking market rates.
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3. Job Evaluation:
A job evaluation is a systematic way of determining the value/worth of a job in relation to other
jobs in an organization. It tries to make a systematic comparison between jobs to assess their
relative worth.
4. Market Rate Analysis:

Market rate analysis is the process of identifying the rates of pay and benefits in the market for
comparable jobs forinformed decisions on levels of pay within the organization and on pay
structures.
5. Grade and Pay Structures:

Jobs may be placed in a graded structure according to their relative size. In such a structure, pay
is influenced by market rates and the pay ranges attached to grades provide scope for pay
progression based on performance, competence, contribution or service.
6. Employee Provident Fund:

Employee Provident Fund is a very important tool of retirement planning. The tax-free interest
(compounding) and the maturity ensures a good growth of the money. Therefore, if the
Employee Provident Fund is continued for a very long term, it can help immensely in meeting
one’s retirement goal.
7. Employees Old-Age Benefit Institution (EOBI):

To further protect the welfare of employees, the Government of Pakistan provides coverage
called “The Employees Old-Age Benefits)” that is intended to provide security and benefit to the
old-aged employees of an organization.
As required by law EWPL is making monthly contribution of its share for all eligible employees.
Further, employees share is deducted from their salaries and collected amount is deposited
with the EOBI on monthly basis.
8.Sindh Employees Social Security Institution (SESSI):

As per the applicable regulation eligible staff are get registered with Sindh Employees Social
Security Institution (SESSI).The main function of SESSI (Sindh Employees Social Security
Institution) is to provide medical care and cash benefits to secured workers and their
dependents in the event of sickness, maternity, employment injury, and during the Iddat
period. SESSI also pays disablement gratuity, disablement pension, death grant and survivors'
pension. EWPL is paying its monthly contribution to SESSI for all its eligible employees.
9. Group Life Insurance:

EWPL arranged group life insurance for all its permanent employees as required under labor
laws.
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10. Performance Management:

The process of performance management defines individual performance and contribution
expectations, assess performance against those expectations, provide for regular constructive
feed-back resulting in agreed plans for performance improvement, learning and personal
development.
Performance-related assessment of employees and rewarding them according to their
performance is ameansof providing non-financial motivation to the employees.
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Chapter # 6
Exit Management Policy

The main purpose of an effective exit management policy is to ensure that the Management of
Education Works (Private) Limited adopts a consistent approach in managing all aspects of the
process of employees exiting the organization voluntarily.


1. Staff Resignation / Leaving:

1.1 During the probation: If a staff leaves without giving a notice (22 working days) during the
probation period, he will not be entitled for the salary of that month, service letter and
experience letter. His security deposit will also be forfeited. If he leaves after giving the notice
(22 working days), then he will only be entitled for the service letter.
1.2 In mid of Academic Session: If a staff leaves without giving a notice (22 working days)
during the academic session, he will not be entitled for the salary of that month, experience
letter, service letter and security deposit redemption. If he leaves after giving the notice (22
working days), then he will receive the salary of the leaving month on pro-rata basis and the
service letter but security deposit shall be forfeited.
1.3 At end of Academic Session: If a staff intends to leave after completion of an academic
session, he should inform the HR at least two months before end of the session. On completion
of session, he will be entitled for the final settlement.
Termination of service:
1.4 Employment contract can be terminated with or without assigning any reason by the
company by giving one month notice or one month salary in lieu of notice.
1.5 If termination of service is due to misconduct, then one month notice or salary in lieu of
notice will not be given. The employee will also not be entitled for the experience letter and
security deposit redemption. In case, he is participant of the staff provident fund, then he will
not be entitled for the balance of employer contribution and profit thereon.
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1.6 In case of any violation of school rules & regulations or misbehaving with the other staff
members’, employment will be terminated with immediate effect of which Managing
Committee and/ or Director will be the sole judge.
2. Acceptance of Resignation:
The first element of an effective exit management policy is the acceptance of resignation made
by the staff member. The staff member should tender the resignation in writing to his/her
Coordinator or Line Manager.
3. Notification by the Coordinator/Line Manager to the HR Department:

The Coordinator should immediately notify the Human Resource department upon receiving the
resignation by a staff member.
4. Resignation Clearance Forms:

Upon receiving the notification about the resignation of a staff member, the Human Resource
department should provide a clearance checklist to the staff member, format attached as
Annexure-A. The clearance checklist should indicate the relevant tasks that must be completed
by the staff member before his/ her last working day. The staff member must collect all the
required signatures from the relevant officials indicating that there are no outstanding matters.
5.Notification To The Accounts Department:

The Human Resource department should notify the accounts department about the resignation
or termination of a staff member and obtain assurance that all outstanding claims such as
Provident Fund, Security Deposit and EOBI have been processed. Information regarding any un-
processed claims must be obtained and used during the final salary reconciliation of the staff
member.
6.Notification To The Administration Department:

The Human Resource department should notify the head of the Administration Department
about the resignation or termination of a staff member and obtain assurance that all IT
equipment issued and assigned to the member has been returned.
7. Retention Of Network and Hard Drive Files :

Coordinator/Line Manager should ensure that the staff member’s work and personal files are to
be copied, moved and/or deleted as appropriate. Care needs to be taken that any required
business files and records are retained and remain accessible.
17
Files to check include the following:
a) E-mail
b) Shared, group and/or personal drives
c) Hard drives
8. Security and Access:

The following items must be returned by the staff to his/her Line Manager/HR Department on
or before the last working day:
a) Access security card(s)
b) Swipe card(s) and/or keys
c) EWPL name tag(s)/badge(s)
d) Office, cabinet and/or safe keys
9. Reconcile Leave Register:

Upon receipt of the staff member’s resignation, the Human Resource department should
reconcile the outstanding leave records of the employee to determine the leave balance. Check
for any advances or a loan taken is a must.
10. Employee Clearance Checklist:

The staff member will complete the official clearance checklist of his/her responsibilities and
will obtain the relevant signatures from their respective Coordinator/Line Manager which shall
indicate that the resignation is acknowledged and that there are no outstanding matters at
outgoing staff member’s end.
11. Exit Interview:

It is important to ensure that employees leaving the organization have the opportunity to
provide feedback on the nature and organization of their work, either through a written Exit
Report or a face-to-face Exit Interview, which must take place before the last day of
employment and it should be performed by the Senior Management or HR department.
12. Retirement Age:

This agreement shall stand terminated or shall not be renewed after attaining 60 years of age.
Under special circumstances and on the sole discretion of management, this superannuation
age may be relaxed
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Employment Clearance Form
Name:
Designation:
Branch:
Date:
Last date on duty:
The employee is required to return the property of the Company before leaving the service of
the Company. He/she is instructed to complete the form in order to obtain clearance before
collection of salary.
1. The following property has been returned to the Company:

S.No Item Quantity Signature of the Employee
2. Attached are details of assignments in process and User ID’s and passwords of company
accounts.
________________________ ____________________
Employee Name Signature
________________________ ____________________
Administrative Coordinator Signature
19
Attachment
Assignments in Process:
User ID’s and Passwords of Company Accounts
20
Chapter # 7
Grievance Handling Policy

The grievance handling policy has been formulated so that any employee having a grievance
can address his/her matter to the management in a constructive manner.
We encourage our employees to communicate their grievances so that a supportive and a

pleasant workplace can be created for everyone.
A general acceptance of the school’s philosophy, approach and attitude is compulsory. Any
disagreement must be communicated to the front office of the respective Section of the School or HR
Department in writing. It must not be spoken about in or outside the school. No indication of this must
be given to the children and parents under any circumstances. A proof that any staff member has
indulged in such practices will result in instant termination of service and no experience or
recommendation letter or any other Compensation will be given/issued of which the Managing
Committee and/or Director will be the sole judge.
Committee to Handle Grievance:

Grievance Handling Committee will consist of CFO/COO, Manager HR and a Coordinator from
each section, recommended by the respective Branch Principal.
1. Filing of Grievances:
Employees can report his/her grievance for any of the below-mentioned reasons:
a) Workplace Harassment/ Sexual Harassment.

b) Health and safety.
c) Behavior of the supervisor.
d) Adverse changes in the conditions of employment.
e) Any other matter creating a discomfort for the employee at the work place.
2. Reporting of Grievances:
Employees should try their level best to resolve less important issues in an informal manner
before they approach for a formal grievance.
21
If the matter remains unresolved, despite a sincere effort at employee’s end, then the
aggrieved employee should report it to his/her supervisor. The matter will be formally reported
to the HR department, if the employee is not satisfied with the action taken by the supervisor
or supervisor is of the opinion that the matter should be formally reported as a grievance.
Employee will submit a formal application in writing mentioning his grievance, name of the
accused person(s), if any. HR will discuss the matter with the aggrieved employee, get further
information / details and will forward the employees application with relevant details to the
committee members and will suggest a time for the Committee meeting to review and decide
the issue.
If the employee is not satisfied with the decision of the Committee, he/shecan file an appeal /
request the Board of Directors for a review. If the Board feels appropriate, they may accept the
appeal for a hearing and give their decision after hearing the aggrieved and accused. Decision
of the Board will be final and binding.
3. Facing of Allegations:
Employees, who face allegations regarding a matter, have a right to:
a) Receive a written copy of the allegations filed against them.

b) Respond to the allegations by having a formal meeting with the Committee through written
reply.
c) Can appeal Board of Directors, for a review of a formal decision of the Committee.
4. Grievance Related To Sexual Harassment:

As per the Criminal Law (Amendment) Act and the Code of Criminal Procedure, workplace
harassment against women is punishable with imprisonment of up to three years or a fine of
500,000 rupees or both. (Reference Taken From: Disciplinary Action Policy)
Therefore, if the grievance is related to sexual harassment at the workplace, then the
employee should directly refer to the HR department.
22
Chapter # 8
Office Timings and Leave Management Policy

The office timings and leave management policy has been formulated so that punctuality and
regular attendance of the employees is ensured to achieve optimal productivity and ultimate
goals of the organization.
Employees are bound by their contract to follow the policy of office timings and leave
management while performing their duties.
A) LEAVES
1. Paid Leaves:
Section staff –Branch staff includes full time teaching staff, and administrative staff of the
branches.
Leaves allowed in a year after completion of 3 months’ probation period are as follows:-
 10 days casual leaves.
 8 days medical leaves. Certificate from a Medical practitioner will be required.
 14 days annual leaves (in not more than two slots) only during summer & winter
vacations
Staff is allowed to utilize upto 5 leaves during the school working days (other than
summer/winter school closure).
Support Staff – Support staff includes watchmen, maids and drivers.
Leaves allowed in a year after completion of 3 months’ probation period are as follows:-
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vacations
Staff is allowed to utilize upto 5 leaves during the school working days (other than
Any non-availed leaves at end of a year can be availed by the staff during the school holidays
period. During the school holidays 30 days paid leaves are allowed.
Part Timers Daily–Leaves allowed in a year after completion of 3 months’ probation period are
as follows:-
vacations
Staff is allowed to utilize upto4 leaves during the school working days (other than
Day Care Staff –Leaves allowed in a year after completion of 3 months’ probation period are as
follows:-

 14 days annual leaves
 8 days medical leaves, if required. Certificate from a Medical practitioner will be
required.
Staff is encouraged to utilize minimum number of leaves, not more than 20 during the year (remaining
leaves will be compensated in cash).
Head Office Staff - Leaves applicable after the completion of probation period is 21 days which
can only be taken after recommendation of the Line Manager and approval from the HR
department. If leaves are not availed during the year, a balance of non-availed leaves upto
seven days can be carried forward to next year. Staff will be required to avail these carried
forward leaves within first six months of the following year otherwise these will be expired.
Substitution - Staff going on leave for 3 or more days is required to arrange their substitute and
introduce him or her to the coordinator before going on leave. The staff going on leave is to
make sure that his/her substitute is able to take responsibility of the staff in his/her absence.
Staff Leave Schedule is attached as Annexure-1
Casual leaves Annual leaves Medical leaves Maternity leaves ** Iddat leaves ***
24
H
Sr. Staff/ Schoo D/ H/ D/ D/
School H/O School / School D/C H/O School D/C H/O
No. Section l C O C C
O
14 days
60 days 3 3 120 120
1 Teachers 10 10 (summer) 14 8 8
months months days days
10 days
(winter)
14 days
Part time 60 days 3 3 120 120

2 10 10 (summer) 14 8 8
daily months months days days
10 days
(winter)
60 days
Part (summer) 3 3 120 120
3
Timers 10 days months months days days
(winter)
60 days
(summer) 3 3 120 120
4 LSP
10 days months months days days
(winter)
14 days
Admin 30 days 14 3 3 120 120

5 10 10 (summer) 8 8
staff months months days days
10 days
(winter)
14 days 14 days
Maids/
3 3 3 120 120 120
6 Office boy 10 10 10 30 days 14 30 days 8 8 8
months months months days days days
Sr. Br. (summer) (summer)
10 days 10 days
(winter) (winter)
14 days 14 days
Watchme
8 10 10 10 14 8 8 8
n 30 days 30 days
(summer) (summer)
Head
Office
(A/c's, HR
& Admin) 10 3 120
9 21
(including * months days
Sikander,
Zaimal&Ya
shfeen)
14 days
10 Drivers 10 30 days 8
(summer)
Note: * For CFO only

** For female staff only
*** For female muslim staff only
25
Staff Leave Schedule is attached as Annexure-1
Sr.
Staff/Se
No Sick leaves Hajj leaves Study/ exams leaves Death in a family
ction
.
H/
1 Teachers Schl D/C ASCP H/O Schl D/C ASCP H/O Schl D/C ASCP H/O Schl D/C ASCP
O
Limite
Part time Limited Limited Limited Limited Limited Limited Limited Limited 3
2 d 3 days 3 days
daily leaves leaves leaves leaves leaves leaves leaves leaves days
leaves
Part Limited Limited Limited Limited Limited Limited
3 3 days 3 days
Timers leaves leaves leaves leaves leaves leaves
Limited Limited Limited Limited Limited Limited

4 LSP 3 days 3 days
leaves leaves leaves leaves leaves leaves
Admin Limited Limited Limited Limited Limited Limited

5 3 days 3 days
staff leaves leaves leaves leaves leaves leaves
26
Maids /
Limited Limited Limited Limited Limited Limited
6 Office boy 3 days 3 days
leaves leaves leaves leaves leaves leaves
Sr. Br.
3
Watchme Limited Limited Limited Limited Limited Limited Limited Limited Limited
8 3 days 3 days day
n leaves leaves leaves leaves leaves leaves leaves leaves leaves
s
Head
Office
(A/c's, HR
& Admin) 3
Limited Limited Limited Limited Limited Limited Limited Limited Limited
9 (including 3 days 3 days day
leaves leaves leaves leaves leaves leaves leaves leaves leaves
Sikander, s
Audrey,
Shehzi &
Jeffery)
3
Limited Limited Limited
10 Drivers day
leaves leaves leaves
s
3
Limited Limited Limited
day
leaves leaves leaves
s
2. Half-Day Leave:
A half-day leave will be calculated according to the working hours, the calculation of which
will be total working hours per day divided by two.
3. Leave Due To Death of An Immediate Family Member:

03 days leave (without any deduction) will be given to an employee on the death of an
immediate family member such as mother, father, brother and sister of an employee.
4. Maternity Leave:Maternity leave of three (3) months with pay will be allowed after the
completion of one-year service. During the maternity leave 50% of monthly salary payable
(after deductions, if any) will be paid and 50% amount will be withheld. Balance 50%
amount will be paid after rejoining of office/school by the staff
5. Iddat Leave:
Iddat leave of 120 days (04 months) will be given with salary.During the iddat period 70% of
monthly salary payable (after deductions, if any) will be paid and 30% amount will be withheld.
Balance 30% amount will be paid after rejoining of office by the staff.
6. Limited Leaves:
Limited leaves can be granted to the employees in the following cases, only if the prior
information is received in writing and alternate arrangements are made:
a. Hajj
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b. Serious illness
c. Exams
d. Marriage
B) LATE COMING / EARLY LEAVING / UNINFORMED AND UNPLANNED LEAVE

Keeping in view basic services of the Company i.e. schooling and caring of the children,
following are some stringent rules for the staff / employees, who are directly connected with
these services. These staff includes all branches and Day Care staff (whether full time or part
time), Support staff (watchmen and maids), drivers (responsible for timely pick and drop of
children) and admin staff (engaged in traffic control and branch maintenance services).
1. Leave taken on first or last day of the week:

A day taken off on the first or last day of the week will be marked as 03 days absence. Similarly,
this rule will apply in case of public holidays as well.
2. Leave taken on first and last day of the week:

A leave taken on the first day as well as on last day of the week will be treated as 6 days of
leaves altogether.
3. Late Coming:
In case of late coming for 3 days in a month, a day’s salary will be deducted. The deduction
because of late coming will not be adjusted in the leaves.
The information of coming late must reach the office by 8:00 a.m.
4. Leaving Early:
In case of leaving early for 3 days in a month, a day’s salary will be deducted. The deduction
because of leaving early will not be adjusted in the leaves.
5. Time Taken Off:

Time taken off during working hours will be marked as a half-day leave if it exceeds one hour.
Application for a half-day leave on the same day will not be accepted.
6. Uninformed Leave:
A leave taken without informing the office will be marked as 04 leaves in case of a weekend or
Monday. If this is done during weekdays then two leaves will be marked. Moreover, the
28
information of leave must reach the school office by 8:00 a.m. and if an employee is working in
more than one sectionof the school, then the school offices of both branches must be informed
as no excuse will be accepted after 8:00 a.m. and leave will be marked.
7. Working Saturday:
One working Saturday in each month is compulsory for all the employees as working Saturdays
are very important for completing work, planning for next month and staff development.
Therefore, a leave taken on a working Saturday will be marked as 3 leaves (2 for Saturday and 1
for Sunday).
8. Half-day Leave:
Taking a half-day leave on a working Saturday is strictly not allowed.
9. Deduction of Summer and Winter Vacations Salary:

Full salary of summer or winter vacations will be deducted in case of absence on the last day
before the summer or winter vacations.
The same condition/rule will be applied in case of absence on the first day of school after either
summer or winter vacations.
10.Vacations Salary And Other Benefits After One Year:

No salary for vacations and other benefits will be paid before completion of one academic year
from August to May or 12 months from joining date.
11. Thumb Impression Not Found:

Fine amount of “No thumb impression” will be Rs.500/-. Only a written note duly
recommended by respective Section Coordinator and approved by Section Head will be
accepted by HR for marking “no thumb impression” i.e. fine of Rs.500/-. In case, required
approval is not available “Half-day” leave will be marked and salary will be deducted
accordingly.Excuses such as “forgot to mark the thumb impression” will not be entertained
12.Early Leave:
If any employee leaves one hour before the designated time, half day leave will be marked. If
he leaves within one hour before the designated leave time, it will be marked as early leave.
13.Late Arrival:
29
If an employee arrives with one hour or his designated time, his late will be marked and if he
arrives after one hour of his designated time, then half day leave will be marked.
C) OTHER IMPORTANT POINTS:
1. Non-Acceptance Of A Verbal Request:

Application for leaves should only come in writing as verbal request for a leave will not be
accepted at all. Moreover, the request for a leave can only be granted after the approval of the
Concerned Director/Principal in case of branches & Daycare and CFO/COO in case of Head
Office.
2. Unscheduled Closure:
In case, a leave taken falls on an unscheduled closure of the school, then it will be marked as a
single leave.
3. Update The HR Department:

The employees are required to update the HR department in case of change in their contact
number, address, renewal of CNIC, etc. immediately after the change.
4. Bulk SMS:
The contact number given by the employee at the time of signing the contract is added in the
Bulk SMS list simultaneously. Therefore, in case of a strike, excuses such as, “The SMS not
received” will not be accepted. Moreover, it is the responsibility of the employees to call and
confirm whether the school is open or closed on trouble some days.
5. No Leaves To Be Granted In The Month Of May Or August:

No leaves will be granted in the months of May or August as these months have a lot of work
pressure and if any leave is taken due to any reason, then it will result in the deduction of that
month’s salary.
6. Thumb Impression:
When giving the thumb impression make sure that the machine has accepted the impression. If
the machine accepts the thumb impression it clearly replies “Thank you” and if it does not
accept the impression then it replies “Try again”.
30
Therefore, the employee is required to wait for the response of the thumb impression machine
to make sure that it has accepted the impression.
7. Application of Mehndi On Finger Tips:

The application of Mehndi on finger tips makes it difficult for the machine to read or identify
the impression. Therefore, please avoid the application of Mehndi on the finger tips during
working months as later no excuses will be accepted.
8. Leaving of Premises:
The employee is required to leave the company premises right after their respective sign out
time and any delay in this can only be accommodated with prior information and approval.
9. Calculation of Monthly Salary:

For Part Timers, monthly salary will be calculated on the basis of number of working days.
Therefore, in case of a leave or an absence, the amount deducted will be a day’s amount
according to the number of working days.
10. Negative Impact of Leaves and Half-Days:

Excessive leaves or half-days taken by the staff members make it difficult for the school system
to function smoothly.
Therefore, in case of excessive leaves or half-days taken by a staff member due to any reason in
a month, will ultimately result in a negative performance evaluation and will be penalized.
11.Working From Home:

If the School is closed for an extended period due to extraordinary conditions, the staff is
required to work from home and must ensure availability on contact numbers during the office
hours. To keep in touch with other office colleagues and to perform his/her duty seamlessly, it
is mandatory that phone / devices are fully charged during the office hours and the other
required arrangements to perform duty offsite are made. In case of teaching staff; an
appropriate internet facility and prescribed devices for conducting online classes is a must.
During working from home, management may call the staff to work from office / school, if
required. For the staff, physically attending office / School during this period will be required to
comply with defined Standard Operating Procedures (SOPs).
Rules defined for marking absence, half-day, late coming and early leaving during the normal
school days will be equally applicable for online classes / physical attendance of the staff during
this period.
In case classes are being held online:

 In case of online classes, staff will be required to conduct classes at School’s premises
unless he is instructed for conducting classes from home.
 If a teacher requests for taking the classes from home because of a serious illness. He
will be required to provide the medical certificate / medical record as provided by the
31
staff for their sick leave. He will be allowed to work from home for a limited period
with 70% salary payment.
 In case a teacher / staff is advised by the management to work from home because of
his suspicious health condition (e.g. apparently suspects COVID-19), he will
immediately go for COVID test and will submit the test result within next 3 working
days. If the COVID result is positive then staff will be allowed to work from home
during the quarantine period with 70% salary payment.
In case classes are being held physically:

 A staff with COVID symptoms will be required to have the test and remain at home
till the report is received (normally test report is received within 24 hours). Staff will
inform the school / submit his test report next day. In case of a negative result, staff
will be required to join the school immediately. One day leave will be allowed for the
test.
 If the result is positive; then the staff member may be paid 50% salary for his
quarantine period till rejoining the school.
 Incase of pandemic outbreak, vaccination of staff and family is essential. It will be
responsibility of the staff to get vaccinated himself and family members at earliest
possibility.
TIMINGS
Sections and Head Office Monday-Thursday Friday
Nursery Section 7:45 am to 1:45 pm 7:45 am to 12:45 pm
Junior- Section 7:45 am to 2:00 pm 7:45 am to 1:00 pm
Senior - Section 7:45 am to 02:00 pm 7:45 to 12:40 pm
Daycare Center 7:30 am to 6:15 pm 7:30 am to 6:15 pm
Head Office 08:30 am to 05:00 pm 08:30 am to 04:00 pm
Chapter # 9
Policy On Performance Management
32

The main purpose of an effective performance management policy is to facilitate and promote
the achievement of the Company’s objectives through the effective management of employee
performance.
Scope of The Policy:


1. Planning:
The first step of establishing a performance management policy is planning, and planning in the
form of individual or team objective setting is extremely important when formulating a
performance management policy. This can be done by regularly updating thejob descriptions
and clearly establishing performance management goals expected from an employee. This is a
joint activity between the Staff and their respective line managers.
2. Development:
The element of development typically involves identification of what support and development
an employee might need in order to meet his/her objectives or targets.
It might include learning and training needs, access to resources, coaching etc.
3. Review:
In the review phase, the staff and the Line Manager should discuss and review about the actual
performance of the employeesthroughout the year and what the expected performance was.
However, the discussion should comprise of coaching and feed-back sessions to the employees.
4. Time Frame of Performance Appraisal:

The performance appraisal of all the teaching staff should be performed before the end of the
academic year and appraisal of non-teaching staff should be performed once in a year in
January or December. The time frame to complete the performance appraisal forms should be
communicated beforehand.
5. Proactive Contribution Should Be Made By The Staff Members:
33
All the staff members should proactively contribute to their own performance and
development and should have a regular discussion with their respective Line Managers
regarding their performance objectives and goals.
6. Structured Discussion:
Structured discussion between the staff and their respective line managers should reflect on
progress towards expectations and any training or development required should occur on a
regular basis.
Promotions & Increments:
25. Annual increment will be given solely on performance and will be directly related to
following indicators:-
a. Academic Performance b. Inter-Personal skills with students & colleagues

c. Appearance/Personal Hygiene d. Attendance (Punctuality & Regularity)
e. Professional development f. Time Management
g. Energy & Flexibility h. Interest/initiative/eagerness
i. Honesty/loyalty j. Organization
k. Understanding & Cooperation etc.
For this purpose each year two performance appraisals will be conducted, in last quarter of calendar
year and in second quarter of the calendar year, Academic Coordinators, Principal and the employee
himself will conduct these appraisals. Based on the performance in these two appraisals next year’s
increment will be given. Dissatisfactory attitude and work will be indicated immediately
At the time of annual or interim assessment, awarding salary increment to staff and deciding rate of
increment for different performance ratings is sole discretion of the management. Decision of the
management depends upon various financial and non-financial factors prevailed during the relevant
year or expected in near future.
34
35
Chapter # 10
Recruitment and Induction Policy

The Recruitment and Induction policy has been formulated to recruit the best people available
to join our workforce, to ensure that our recruitment and selection processes are consistent
and transparent and to ensure candidates are judged to be competent before we make them
an offer of a job.

This policy applies to anyone who is responsible for recruiting and inducting staff in the
Company / School and all who participate in shortlisting and taking panel interviews.

EWPL / The AMI School aims to have a workforce that represents a variety of backgrounds and
cultures which can provide the relevant knowledge, skills and abilities to our organization.
Below mentioned are the elements of our recruitment and induction policy:-
A) RESPONSIBILITIES:
It shall be the responsibility of the Human Resources Department to implement this policy and
to monitor its performance. The Human Resources Department, is responsible to ensure the
following:
 They are familiar with the recruitment policies and procedures, and that they follow them
accordingly;
 Staffing levels for their department are determined and authorized;
 All positions should have current job descriptions that specify role requirements and selection
criteria.
 The recruitment personnel are given continuous support and guidance with respect to
recruitment and selection issues.
36
B) PROCEDURES:
1. Pre-Recruitment Activities:
When it becomes necessary to recruit for a position, the recruitment personnel should carefully
consider the requirements for the position and the key selection criteria including skills,
experience and qualification.
If no job description exists for the available position, or if the job description requires revision
or amendment, then it is the responsibility of the Hiring Manager/ Academic Coordinator to
revise and amend the job description and once the new job description or amendments have
been drafted, it should be forwarded to the Human Resource department and approved by the
Line Manager of the new employee to be hired and CFO/COO.
If the job description is for a new role, then the Human Resource Manager will evaluate the
position and draw up a position statement, which will be get approved from the Board of
Directors.
Prior to commencing the recruitment process, the Hiring Manager / Academic Coordinator is
responsible to gain approval from the competent authority and then forward it to the Human
Resource Manager.
2. Internal Hiring:
Hiring of an existing staff for a vacant position is preferable, subject to availability of
appropriate candidates within the Company. If the Hiring Manager/ Academic Coordinator
want to promote an existing employee/teacher who meets the prescribed requirements for the
vacant position a recommendation for such appointment must be authorized by the Principal of
the relevant Branch (in case of hiring of Head Office Staff, authorised by CFO/COO) and the
recommendation is to be forwarded to the Human Resource Department for further
processing.
If the candidate identified is from another Section of the School, HR Department will formally
intimate / get approval of the relevant Section’sPrincipal before starting the hiring process. For
example, if a teacher job is vacant in Senior Section and a teacher of Junior Section is identified
by the Senior Section Co-ordinator/Principal as a prospective candidate, HR Department will
obtain approval of Principal of Junior Section before starting the hiring process. HR department
will assess the requirement of replacement hiring for the role of the existing staff, moving to
the new role.
37
3. External Advertisement:
If a position cannot be filled internally or when it is appropriate to hire a candidate from
externally, then the available position should be advertised through the appropriate channel i.e.
social media, relevant online job portals or print media.
Content of all the recruitment advertisement will be drafted by HR Department andtoget it
reviewed from the Marketing Manager to ensure that it is in line with overall branding / image
building strategy of the Company. It will be approved by the CFO/COO before publishing. HR
Department will administer the placement of the advertisement and monitor the applications
received.
4. Conducting Interviews:
For School Teachers / branches staff, interview will be conducted by the relevant branch’s
Senior Coordinator(s), they will shortlist the candidate for interview of relevant branch’s
Principal. Candidate finalized by the Principal will be interviewed by the HR Manager to assess
candidate’s worth for offering the salary. Final approval for salary / perks of the new employee
will be obtained from the CFO/COO by HR Manager.
For Day Care Teachers / branches staff, interview will be conducted by the Day Care Manager.
Shortlisted candidates will be interviewed and finalized by the Director, Day Care. Selected
candidate will be referred to HR for salary offer and appointment.
For Head Office Staff, interview will be conducted by relevant department’s Manager (i.e.
Admin Manager, Senior Manager Facilities, Finance Manager, HR Manager). Shortlisted
candidate will be interviewed and finalized by the CFO/COO. Selected candidate will be referred
to HR for salary offer and appointment.
If the candidate is a family member, friend or past colleague of the interviewer, this fact will be
immediately declared by the interviewer to HR Department. Manager HR will replace the
interviewer with some staff member.
Interview Guideline is annexed with this policy.
5. Reference Checking:
The HR Department will ensure that at least two reference checks are conducted before an
offer of employment is extended to a candidate.
Details of the reference checks should be attached to the candidate’s application for future
reference.
38
6. Important Paperwork:
If an internal candidate is selected internally, the Hiring Manager will notify the successful
candidate and relevant Branch’s Principal. Whereas, if an external candidate is selected, the
Hiring Manager will make a verbal job offer initially.
To authorize the transfer of an internal candidate to the new role, the HR Manager will also
obtain the approval of any salary adjustment from the CFO/COO. The HR Manager will ensure
that all the recruitment documents are completed and returned to the Human Resource
Department for filing and record-keeping.
The Human Resource Department will prepare the letter of offer and contract of employment
for the successful candidate. The letter of offer and contract of employment will confirm the
joining date (transfer date in case of internal transfer), salary, job title and the terms and
conditions of employment pertaining to the employee.
7. Record-Keeping of Resumes:
The resumes of short-listed but unsuccessful applicants should be retained in the form of a
separate file by the Human Resource Department for future reference.
39
APPENDIX
INTERVIEW GUIDELINES
Interview Guidelines:
The purpose of an interview is to provide and obtain information that will assist in making a
decision about a candidate’s suitability for a job.
Whilst each interviewer will develop their own interviewing styles, there are a number of
essential characteristics of an interview that must be present in all interviews.
Prior to Conducting the Interview:
Review the candidate's resume before commencing the interview. This will help you feel more
comfortable when the candidate arrives.
Review the similarities or differences in qualifications relating to the performance factors of the
job, including:
 Education or basic paper qualifications for the job;

 Related work experience and areas of specialization;
 Additional experience (such as special interests or volunteer activities) in which the
candidate might have developed skills related to the position.
Conducting the Interview:
Asking questions is an important part of the interviewer's role; it is not, however, their only
responsibility. A good interviewer must also:
 Reduce communication barriers;

 Maintain control of the interview;
 Ensure that the candidate reveals what the interviewer wants to know, not simply what the
candidate wants to tell; and
 Create a friendly, conversational atmosphere.
Having the candidate respond to questions and prompts will encourage them to do most of the
talking while the interviewer ensures that all relevant topics are covered. The interviewer may
be required to ask a question a second time by re-phrasing it or by returning to a particular
topic at a later point in the interview.
40
While each interviewer develops a particular style, the following steps provide a useful guide to
the structure of an interview.
Step 1: Set the Stage
It's important to create an interviewing environment that allows a candidate to put their best
foot forward. An interviewer will be able to gain more information in a comfortable setting and
the candidate will be left with a favorable impression of the organization.
 Make arrangements for a private meeting room in which to conduct the interview.
 Do not allow interruptions (e.g. telephone calls etc.).
 Interviews are more comfortable if conducted in an informal "around the table" setting
rather than across a desk, particularly when more than one interviewer is involved. Position
the candidate so that they can comfortably direct conversation to anyone in the room.
 Introduce yourself and all members of the interview panel to the candidate (the panel
members may prefer to introduce themselves).
 Body language should be relaxed and open.
 Be friendly and courteous throughout the interview. The tone should be like a slightly
structured conversation.
 Sometimes it helps to begin by entering into a general conversation, for example talking
about the organization and then asking the applicant to give a summary of their
background.
Step 2: Outline the Agenda
Outline for the candidate the structure that the interview will take. This will help them to relax
and will put the interviewer in control of what is to follow.
 Identify areas to be covered (e.g. the duties and responsibilities involved in the job; the
candidate's education and experience and how they relate to the position; the use of
hypothetical situations).
 Suggest the length of time that the interview is expected to take, and any additional time
that might be spent touring the work site etc.
 Provide the candidate with a description of the duties and responsibilities of the job and an
overview of the workings of the organization.
 Avoid confusing or overly technical language. Don't oversell the job or mislead the
candidate about the actual duties and responsibilities involved or the future growth
expectations of the position.
 Advise the candidate that there will be an opportunity later in the interview for them to ask
questions or add information that may not yet have been covered.
41
Step 3: Gather Information
Following core questions will provide structure and should take up most of the interview time;
however, some flexibility is necessary to allow for follow-up questions and for questions that
will arise out of each candidate's documentation. This helps to create a comfortable, relaxed
tone.
Listen for evidence of both positive and negative behavior and focus on one specific
performance factor at a time. Analyze how well those behaviors and skills would carry over to
the position.
The interviewing process may take some time to master, but it can be extremely effective.
Probing is particularly necessary when there are gaps in the candidate's life/work history, when
inconsistencies appear or when the candidate changes the subject or is evasive.
Step 4: Welcome Added Information and Answer Questions
In the later stages of the interview, the candidate may have specific questions about the job,
department or the organization itself. A detailed discussion should be reserved until this point,
so that the candidate won't simply tailor their answers to suit the position. This is a good time
to probe for more detailed information, such as:
 "Now that I've described the job, do you have any relevant skills that we haven't yet heard
about?"
Thank the candidate for coming to the interview and explain the time frame for decision-
making and what the next step in the process will be.
42
Chapter # 11
Policy on Succession Management

The policy on succession management outlines and identifies the necessary competencies and
tasks to assess, develop and retain a talent pool of employees in order to ensure a continuity of
leadership for all the critical positions to ensure continuation of operations of the Company
smoothly.

The scope of succession management is to ensure the systematic and long-term development
of individuals to replace key job incumbents as the need arises due to deaths, disabilities,
retirements, and other unexpected losses.

1. Identify Key Positions:

The first step of a good succession planning program is to identify necessary competencies
within key positions that have a significant impact on the organization/school.
The criteria for key positions may include the following:
 Positions that require specialized job skills or expertise.

 High-level leadership positions.
 Positions that are considered very critical to the organization/school.
2. Build Job Profiles For Each Key Position:

Determine the key success factors of the job and how proficient the job holder should be for
the position. The information of key success factors can be obtained in several ways such as,
performing job analysis or gathering critical information during the performance appraisal
process.
The information that should be gathered includes the knowledge, skills, abilities and attributes
that the current employee in a position possesses.
43
3. Using Competency Gap Analysis:

By using the competency-gap analysis, the job profile of competencies can be used as a tool to
gather data on the current competencies of the employees for all the key positions. The
competency-gap analysis too can be used to analyze the difference between current employee
competencies and future needs.
4. Document Findings For Development Opportunities:

After the competency-gap analysis has been conducted, we can document findings for further
development opportunities.
5. Development Opportunities:
For further development opportunities, it is extremely important to assess the abilities and
career interests of the employees.
The potential candidates should have the abilities which will enable them to achieve success
at a higher level within the organization/school.
6. Storage of Possible Replacements:

The list of possible replacements should be stored in a database so that the
organization/school can easily track the potential replacement for a key position.
7. Prepare Individual Developmental Plans:

Developmental plans should be prepared for the potential candidates and then it should be
incorporated into their performance management plans. The developmental plans may
include identifying career paths for the potential candidates and others who have the ability
to move upward in an organization.
8. Provide Development Opportunities:

Development opportunities can be provided to the potential candidates through job
assignments, trainings or job rotation. It is also one of the best ways for the candidates to gain
additional knowledge and skills.
9. Maintain Skills Inventory:

It is better to continuously monitor the skills and needs of the potential candidates to
determine any competency gap and then develop plans to meet those deficiencies.
An inventory or a record should be kept to determine the current and future needs of the
potential employees and the information should then be maintained for individual and group
development.
44
Chapter # 12
Policy on Training and Development

The main purpose of an effective training and development policy is to build a more efficient,
effective and a highly motivated team which enhances the competitive position of the
organization and improves the morale of the employees working in the organization.

The scope of training and development depends upon the categories of employees to be
trained. We all know that training is a continuous process and not only needed for the newly
selected personnel but also for the existing personnel at all levels of the organization.

1. Linkage Of The Policy With The Vision/Mission:

It is helpful to link the vision and mission of the organization with the training and development
policy so that training and development of the employees fits within the overall context of
organizational mission and the core values or guiding principles of the organization.
2. Survey Of The Employees:

The best source of information about organizational performance and needs can be obtained
from the current employees as they know a lot about what is going on in the organization and
what needs to be changed in an organization.
3. Choice Or Development Of A Curriculum:

A training curriculum has to be developed in order to meet the training needs of the employees
and as per the requirement of the organization.
4. Creation Of An Action Plan:

An action plan for the training has to be created as well defining the following objectives:-
a) What type of training should be conducted?

b) Why should the training be conducted?
c) Who will conduct the training?
d) Where will the training be conducted?
The responses to the above-mentioned objectives are extremely important in determining the
level of training to be conducted for the employees in the organization.
45
5. Development Of The Training Budget:

A training budget has to be allocated separately for the training sessions of the employees as
part of overall annual budget of the Company.
6. Venue Of The Training Session:

The venue of the training sessions has to be confirmed as well for development of the training
budget. First of all, it is important to determine if there would be an on-the-job training or if it
would be an external training conducted by an external trainer/organization like British Council,
Teachers Resource Centre etc.
7. Development of Training Materials:

The implementation of training includes the scheduling of training activities and organization of
any related resources (facilities, equipment, etc.). The training program is then officially
launched, promoted and conducted.
8. Evaluation of Training:
The training program should be continuously monitored and the entire program should be
evaluated to determine if it was successful and the training objectives were properly met or
not.
9. Feed-Back Of The Training:

Feedback of the training should be obtained from the attendees of the training program to
determine the effectiveness of the program and the training instructor.
10.Analyzing The Feed-Back:

The training feed-back has to be analyzed to identify any weaknesses in the training program
and at this point, the training program or the action plan can be revised if objectives or actions
are not being met.
11. Training sessions and workshops suggested by the school Management are compulsory and sole
responsibility of the staff. This is in addition to the in-house training at the school. No annual
increment is given to those who do not fulfill this requirement. A written record of this is kept in the
performance evaluation.
12. Teachers sent for training are required to hold the same within the school in order to train the rest.
46

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EDUCATION WORKS (PRIVATE) LIMITED

HUMAN RESOURCE POLICIES

Prepared by: Ms. Ayesha Fatima

Assistant Manager-Human Resource

Reviewed by: Ms. Eliza Smith

Reviewed by: Mr. Mahmood Ghafoor

CFO & Chief Operating Officer

Approved by: Ms. Nasira Faiz

Approved by: Ms. Rabeea Minai

Approved by: Ms. Saba Quadir

Chapter # 1: Staff Code of Conduct Policy…........................................................................................ 1

Chapter # 2: Policy on Compensation Management………………………………………………………………………… 4

Chapter # 3: Policy on Disciplinary Action……………………………………….……………………………………............ 6

Chapter # 4: Dress Code Policy…........................................................................................................... 9

Chapter # 5: Policy on Employee Benefits………………………………………………………..………………………………11

Chapter # 6: Exit Management Policy………………………………………………………….…………………………….......14

Chapter # 7: Grievance Handling Policy……………………………………………………………….…………..................19

Chapter # 8: Office Timings and Leave Management Policy………………………………………….………………… 21

Chapter # 9: Policy on Performance Management………………………………………….……………..……………… 29

Chapter # 10: Recruitment and Induction Policy……………………………….……………………………………….……..31

Chapter # 11: Policy on Succession Management………………………………………………………………………………38

Chapter # 12: Policy on Training and Development………………………………………..……………………………………40

Staff Code of Conduct Policy

Policy Brief & Purpose:

Scope of the Policy:

Elements of the Policy:

1. Compliance with Law and Regulations:

2. Respect at Work Place:

3. Protection of Company Property:

7. Job duties and authority:

8. Punctuality and regularity:

13. DISCIPLINARY ACTIONS:

Possible consequences might include the following:

c) Detraction of benefits for a definite or indefinite period of time

14. General Policies:

15. Security Deposit:

 The security deposit will not be refunded under following circumstances:

 The security deposit is not interest bearing.

Policy on Compensation Management

Policy Brief & Purpose:

Scope of the Policy:

Elements of the Policy:

1. Establish And Communicate Clear Principles To Employees:

2. Ensure Fairness And Equity In Pay Rates:

3. Establishing Salary Ranges:

6. Criteria For Salary Increase:

7. Salary Review Timing:

Policy on Disciplinary Action

Policy Brief& Purpose:

Employees' performance and conduct should contribute to the achievement of the

Scope of the Policy:

Procedures of the Disciplinary Policy:

1. Informal Procedure-Verbal Warning:

Stage 1: Show Cause Notice

Stage 2: Enquiry / Personal Hearing

Stage 3: Appeal / Review

3. Punishment on Sexual Harassment:

Appendix 1 – General Misconduct:

 Failing to perform duties at an acceptable level.

Appendix 2 - Gross Misconduct:

 Unauthorized removal of company property.

Dress Code Policy

Policy Brief & Purpose: