IKEJA ELECTRIC

CAREER MANAGEMENT POLICY

March 2018

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Revised Career Management Guidelines

Content

1 Introduction 2
CM.001 Onboarding – New Hire Assimilation 2
CM.002 Career Management Strategy 3
CM.003 Career Management – Career Path and Progression 4
CM.004 Career Management – Internal Vacancies 8
CM.005 Career Management – Succession Planning 10
CM.006 Career Management – Promotion 11
The Promotion Schedule is shown below: 13
CM.007 Career Management – Conversion of Staff 14
CM.008 Career Management – Staff Movement 15
CM.009 Career Management – Competency Framework 17
CM.0010Career Management – Acting Appointments 18
CM.0011Career Management – Ad-hoc Projects 20

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1 Introduction
The Career Management Guidelines (“the Guidelines”) cover the various activities involved in
facilitating and managing the career of employees throughout the period of their employment
with Ikeja Electric.
Career management processes, including the supporting structures provide a framework for
planning, building and sustaining employee careers in the company.
Career management enables staff to set realistic career goals, and create opportunities for
realising the goals, within the context of the company’s overall goals and objectives.

CM.001 Onboarding – New Hire Assimilation

This provides guidelines for assimilation of new hires and defines the orientation process for all
new employees. It outlines duties and responsibilities for the process.

Onboarding – New Hire Assimilation

Guidelines
 Ikeja Electric shall make its position as an employer of choice evident right from the point
of assumption of duty by new hires.
 Every new talent first day shall be memorable and project a good image of the Company
while assuring the new talent of Ikeja Electric’s commitment to providing a conducive and
fulfilling work experience for its employees.This is to assimilate them seamlessly into Ikeja
Electric’s system.
 All new talents shall report to the HR Department (Employee Relations) after having
successfully passed through the approved recruitment process. They shall go through a
short orientation programme which includes familiarization with all the Operations and
Departments of the company as well as the policies and the various career development
options in the company.
 A new staff shall be provided with a detailed job description of his/her job responsibilities,
work rules, and reporting relationships within the company.
 They shall also be assigned to Buddies who shall serve as their friends and confidants to
handhold them through their early days in the system.
 Specific Buddies in each location shall be identified and engaged to support new hires in
their assimilation process and to settle into their roles. This will be for a period of 3
months.
 The Buddy programme shall be the responsibility of HR working with the Hiring Manager
to objectively match new hires with buddies typically on the same level with greater
knowledge and understanding of the workplace to support their assimilation into the
organisation
 Buddies shall be chosen from staff of consistent good performance (minimum of
consistent with peer) and good behavioral traits.
 Focus group sessions will be conducted with newly hired employees quarterly to assess
the effectiveness of the buddy programme and areas of improvement.

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CM.002 Career Management Strategy

This provides guidelines for career management. This includes career path development and
criteria for career progression.

Career Management Strategy

Guidelines

Career/Job Groupings
 Ikeja Electric shall define clear career paths along each job group. The career paths
shall provide information on the career structures of the company and the kinds of
career /job opportunities that exist as well as the flexibility and agility for the future. Such
information shall include:
 Job/ Career ladders that geographically depict various job career paths within each
job group;
 Combined skills, knowledge, abilities and expertise of people in the company;
 Current priorities for developing people within the company; and
 Future talent needed to ensure viability and competitive advantage.
 The Career Management Unit shall regularly communicate career development
opportunities that exist to staff through the following channels:
 Career Management interactive sessions shall be held annually across the
Company’s locations. During these sessions, employees will be exposed to the
available job groups and associated career paths for roles in the Organisation.
 Quarterly emails/flyers shall be deployed to keep employees informed and up-to-
date on career management opportunities and initiatives across the Organisation.

Criteria for Career Progression

A staff’s progression shall be dependent on the following:
 Availability of progression opportunities i.e. vacancies in line with defined career path
and organisational evolution;
 Performance rating (a minimum of “Consistent with peer” rating or the minimum
performance rating required for the role); and
 Demonstrated job-related competencies and generic competencies

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CM.003 Career Management – Career Path and Progression

This provides guidelines for career tracking and progression.

Career Path and Progression

Guidelines

Career Pathing
 All employees with a graduate qualification shall be eligible to progress within their job
group based on the generic career path for all job functions as shown below (Refer to
the detailed career ladder).
 However, progression to the highest grade level (Grade Level 9) will be dependent on
the employees job group (Refer to detailed career ladder).

Grade Level Category

MD/ CEO

General Manager

Deputy General Manager

Grade Level 1 –
Grade Level 9 Assistant General Manager

Senior Manager

Manager

Assistant Manager

Supervisor

Officer (Entry Level)

Junior Level 1 – 4 Junior Officers

 Non-graduates (Junior Officers) will be given the opportunity to become eligible for the
Graduate Career Path (GL 1) upon achieving a graduate degree. This will however be
dependent on meeting the conversion process policy requirements. (Refer to Conversion
Guidelines for more details on this)

 Job descriptions shall be given for all the jobs that exist within Ikeja Electric and each
job shall be aligned to a grade level based on its scope, accountability and
competency (knowledge/skill) requirements.
 Vertical movement up the career ladder shall be subject to vacancies, satisfactory
performance in MPR, performance rating on performance deliverables i.e.
contribution achieving organisational goals and job-related competencies. In
addition, each role shall have an upper and lower grade band. Where an employee
is on the lower grade band, opportunities for promotion into the higher grade band

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Career Path and Progression

Guidelines
exist (Refer to Promotion Guidelines for more details). The career path for jobs roles
shall be designed in order to cater for upward promotion as well as lateral
movements between jobs.
 Lateral progression refers to the short- or long-term movement of employees from
one job to another on a commensurate grade level, or increasing responsibilities in
their current jobs for the purpose of building on the job competencies.
 The Career Management Unit shall ensure regular, constant education and
communication to all employees about career management and development
opportunities in order to motivate and enhance staff performance. Career
Management awareness campaigns shall be held across the Company’s locations
annually. Additionally, emails/ flyers i.e. Did You Know (DYK) campaigns / MyIE
platform will also be deployed quarterly.
Career Progression Track
 Fast Career Progression Track: If an employee placed on fast career progression
track achieves and maintains a minimum of ‘Consistent with Peer’ rating for one (1)
year on the same job grade; such employee shall be eligible for promotion to job
levels above his/her current level, after the first (1st) year performance appraisal
period and a career review session done by the Management session.
This career track is only suitable for employees on the graduate programs.

 Normal Career Progression Track: An employee placed on normal career

progression track achieves and maintains a minimum of ‘Consistent with Peer’ on
the same job grade; such employee shall be eligible for promotion to the next job
level above his/her current level, after the second (2nd) year performance appraisal
period.

Graduate Management Programmes (GEPs/YEPs/FATPs)

The Graduate Management Programme aims at attracting and developing young talents
along the general management, technical and financial path to gain in depth knowledge and
hands-on experience, who will feed into the leadership pipeline of Ikeja Electric.
Sourcing for candidates will be done externally (through publication of external
advertisement). The criterion for candidate shortlist will be clearly communicated within the
vacancy advert.
In order to be short listed for an available vacancy; candidates must fulfil the following
requirements:
 Candidate must have a minimum of 2nd Class Upper in related educational
qualification from recognised and reputable universities.
 Candidate must not be more than 28 years of age

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Career Path and Progression

Guidelines
Selection Test/Assessment
All shortlisted candidates shall undergo a minimum of four (4) selection stages. This shall
consist of a combination of the following assessment types as it relates to the specific
role/grade:

Assessment Type

 Written Assessment
 Structured interviews
 First level interview (Meeting with HR, Leads and Senior
Managers across the various departments)
 Second level interview (Meeting with SMs, HODs and all BMs)
 Final level interview (Meeting with composition of IE Executive
Management

 Candidates are expected to be successful at each stage of the selection process to

be considered for subsequent stages.
 Successful candidates will be admitted into the Graduate Trainee program which
shall be a classroom and field training for a One-Year period after which they will be
deployed to specific roles within their various departments.
 Successful candidates will be placed in the graduate program which is on a Fast
Career Progression Track.
Career Review Sessions
Regular reviews of progress will be undertaken by the Trainee's Line Manager as well as the
Career Management Team.
 Career Review Sessions shall be done on an annual basis and shall commence one year
after graduate trainees have been deployed to specific roles within their various
departments.
 These reviews will focus on the extent to which the trainee is progressing in the role, as
well as review and monitor progress towards and achievement of agreed objectives. This
includes monitoring progress against objectives for undertaking work at a higher level as
the Trainee becomes more familiar with their role in the department.
 The Career Review Session Panels shall include select Executive Management Staff as
well as the Head of Departments/ Business Managers and Line Managers
 Career Review Session will determine trainees performance, potential and readiness to
be moved to the next level or two levels above.

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Career Path and Progression

Guidelines
 The outcome of the career review session will elevate high performing / potential
employees to the next grade level and in some instances elevate outstanding employees
with a double promotion.

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CM.004 Career Management – Internal Vacancies

This provides guidelines on the selection of employees to fill internal vacancies as highlighted
below;

Internal Vacancies
Guidelines

 Sourcing for candidates will be done internally (through publication of internal

advertisement) and externally. In order to foster career growth and development of the
employees, priority will be given to internal sourcing (to the extent possible) and
provided the skills exist in-house. The criterion for candidate shortlist will be clearly
communicated within the internal vacancy advert.
 In order to be short listed for an available vacancy; internal candidates must fulfil the
following requirements:
 .
 For Higher Job Vacancies: Employees must have spent a minimum of 24
months (in Ikeja Electric and) on their current grade level with at least 12 months
on their current job role.
 For Lateral Job Vacancies (same grade level), employees must have spent a
minimum of 12 months (in Ikeja Electric and) on their job role to be eligible
 Must have an appraisal rating of a minimum of “Consistent with Peer”
 Absence of outstanding disciplinary sanctions such as “Warnings or
Suspensions”.
 Must meet the required qualifications for the job i.e. academic background,
number of years of experience, skill sets and competency levels. Some roles may
require additional qualification or certification. This would be considered as a
criterion during screening.
 Must have relevant documents to support claims. Sighting of these credentials will
be done during the interview stage. In the event that any presented credential is
established to be false, the recruitment process shall be terminated for such an
applicant.
 Applicants who fail to meet all of the essential shortlisting criteria will be notified
via email with reasons why they have not been selected highlighted.
 Employees are required to inform their Line Managers once notified that they
have been shortlisted and selected to attend an interview for the role. Line
Managers shall be required to support the smooth transition of employees
throughout the life cycle of the process (i.e. from the moment employee
expresses interest to apply up until employee’s resumption into new role).
Selection Test/Assessment
All candidates shall undergo a minimum of two (2) selection stages. This shall consist of a
combination of the following assessment types as it relates to the specific role/grade:

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Internal Vacancies
Guidelines

Assessment Type

 Written Tests/ Case Study Assessment

 Assessment Centres
 Structured interviews
 Second level interview (Meeting with higher level
executives’ i.e. Heads of Departments and above)
 Candidates are expected to be successful at each stage of the selection
process to be considered for subsequent stages.
Interviews
 The Recruitment/ Career Management Team shall draw up the final shortlist of
candidates and an interview schedule in collaboration with the hiring Manager.
 The Interview Panel composition for each role shall be in line with the approved
interview composition panel (Refer to the Recruitment Panel Interview
Composition Procedure).
Transfer of employee to the new role
 The Selected Employee for a higher grade job role who has spent a minimum of
2 years in Ikeja Electric on same job grade will be issued a new offer letter and
will move to new role.
 Selected Employees that require some development in particular areas will be
issued a reassignment letter in acting capacity to be made substantive provided
he/she has performed satisfactorily within the period as appraised by his/her line
manager (Refer to the Acting Appointment Guidelines).
 Where the Selected Employee is for a lateral grade job role (same grade level),
such employee will be issued a redeployment letter.
 The selected employee is to be released by their Line Manager/Head of
Department within 2 weeks, further to the selection of the employee for the role.
A suitable replacement will be arranged to fill gap created by the redeployment
of this employee
 The selected employee will be issued a reassignment/redeployment letter
communicating the role accountabilities and resumption date.

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CM.005 Career Management – Succession Planning

This provides guidelines on how to deal with succession planning, selection and appointment
of potential successors in line with the company’s business and HR objectives.

Succession Planning
Guidelines

 Ikeja Electric shall have a succession plan which shall provide guidance on outstanding
staff that possess the requisite skills and capability to fill present or future top level
positions.
 The succession plan shall be refreshed and reviewed annually to ensure it aligns with the
strategic objectives of the organisation and presented to management in the first quarter
of each year.
 Identification and assessment of candidates shortlisted for critical positions in the
succession plan shall be based on the following:
 Skills set of an individual
 Requisite competencies
 Past performance records
 Assessment of the individual’s potential – leadership capability, visionary ability, etc.
 Succession planning shall be the responsibility of the Career Management Unit.
 The Company shall remain committed to identifying and developing a pool of high
potential employees, able and willing to fulfil the roles and responsibilities of identified
key (strategic/critical) job positions within the organization.
 The Succession Planning programme shall serve as a tool within the career
management model to ensure the sustained availability of multi-skilled employees that
will be able to assume key job positions as such positions become vacant through
resignations, retirements, disability or other reasons.
 The Succession Plan would be periodically reviewed by the HR Leadership for relevance
to desired career development and replacement plans. The plan would subsequently be
updated with the consent and approval of the relevant Management Team.
 The framework shall emphasise the need to proactively identify high performing
employees and prepare them through training or planned on-the-job exposure and
assignments to enable them perform in targeted positions as they become vacant.
 Competency/Skills gaps shall be determined relative to the requirement for the targeted
position.
 A schedule of training needs, on-the-job exposure, and other developmental needs
based on the succession path shall be determined for identified successors for each
critical role, and a proactive training and development programme, drawn up to bridge
identified gaps.

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CM.006 Career Management – Promotion

This provides guidelines on the upward review of employee grade levels based on certain
conditions as highlighted in the description below.

Promotion
Guidelines
 Ikeja Electric will maintain a position of promoting from within the company to fill existing
vacancies that arise from the pre-approved organisation structure provided the needed
skills exist in-house.
 Promotion in Ikeja Electric is contingent on the following:
 Approved Promotion budget
 Staff must have spent a minimum of 24 months in the organisation and on current job
grade of which 12 months of the 24 months must have been spent on their job role.
 The existence of a vacancy (either a different job, or the same job done at a higher
level of responsibility)
 Strictly on merit and in line with approved career path – minimum of a “Consistent
with Peer” rating in most recent performance appraisal results and satisfactory
performance in Monthly Performance Reviews.
 Absence of outstanding disciplinary sanctions such as “Warnings or Suspensions”,
for the period of assessment
 Ability to demonstrate the minimum skills/competencies and proficiency required for
the next job position on the career path
 Employee is on the lower grade band of the designated role i.e. the role can
accommodate a higher band
 The Promotion eligibility cut-off date shall be June 1 of the year. Only employees who
have spent 24 months (2 years) as at June 1 will be considered eligible
 The promotion process shall be carried out annually and commence in June (see
appendix for promotion schedule) where departmental organograms showing existing
vacancies with grade levels and promotion guidelines will be sent to all Heads of
Department (HOD)/ Business Managers (BM) by the HR department.
 The HODs/ BMs shall be responsible for nominating employees for promotion based on
existing vacancies and in line with the promotion eligibility guidelines.
 The list of nominated employees for promotion by the HOD/BM will then be
communicated to all employees within the respective department and thereafter sent to
HR for validation.
 Employees who meet all pre-defined promotion criteria but have not been nominated for
promotion have a window of one (1) week to notify Career Management by sending a
mail to careermanagement@ikejaelectric.com with their respective Line Manager in
copy of the mail.
 Employees shortlisted for promotion will go through an assessment mainly to evaluate
their suitability along both technical and behavioral competency areas. Assessment
Method to be conducted for the various grades are as shown below:
Grade Assessment Methodology

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Promotion
Guidelines
Officer - Assistant Manager Written Test/ Interviews

Manager - Senior Manager Assessment Centre/ Interviews

Assistant General Manager and above Interview with the CEO and Board of
Directors. Appointment to this grade
can also be by Board Strategic
appointment

 Promotion assessment centre panels shall consist of select management staff

responsible for making final decisions during assessments. This panels shall be
inclusive of the following:
 Chief HR & Admin Officer
 Chief Commercial Officer
 Chief Finance Officer
 Chief Technical Coordinator
 Business Managers
 Heads of Departments and select Heads of Units as may be designated.
 Upon completion of the assessment centre, the collated list of suitable promotion
candidates based on the results of the assessment shall be presented to the MD/CEO
for approval.
 This will further be ratified by the Board of Directors in August with recommended
employees promoted accordingly effective September.
 Movement or promotion to a higher job level shall attract additional compensation as
defined in the Organisation’s performance based reward structure.
 The Human Resources Department shall prepare promotion letters containing
information on the new job title, grade level, scope of responsibilities, compensation and
effective date. These letters shall be circulated to the successful staff and their
personnel records shall be updated with the changes.
 Nominated Employees for promotion who miss their promotion assessment due to a
legitimate and valid approved prolonged absence from their current duties and return to
work within that financial year shall be allowed to participate in a supplementary
promotion exercise to be conducted before December 31. Their promotion as well as
their new remuneration will however be effective in January of the preceeding new year.

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The Promotion Calendar is shown below:

Action Item Responsibility Timeline

Announcement of the 2018 Promotion Career Management (Commencing June 1)
Cycle Team Week 1
Send out promotion eligibility guidelines Career Management Week 1
and organogram showing available Team
vacancies to HODs/BMs

Heads of Departments/ Business Line Managers/HODs Week 1

Managers nominate employees for
promotion based on existing vacancies
and in line with the promotion guidelines
and share list to employees within
department

Note: Employees who are not nominated for

promotion but meet the eligibility criteria
have a window of 1 week to notify Career
Management via email copying their Line
Manager.
HR reviews promotion eligibility list and Career Management Week 2
validate against eligibility criteria Team
Conduct Assessment Centre for all Career Management (By the end of June)
qualified employees Team Week 3 - Week 5
Collate Assessment Outcomes (scores, Career Management Week 6 - Week 7
recommendation) across departments Team
Obtain approval for all promotion Career Management Week 8
outcomes from the MD/CEO Team
Present promotion list to the Board of Career Management Week 9 - Week 14
Directors for ratification Team
Organisation-wide announcement of Career Management (By September 1)
promoted employees and issuance of Team/Employee Week 15
promotion letter to successful Relations/Compensation &
employees Benefits

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CM.007 Career Management – Conversion of Staff

This provides guidelines on the conversion of staff from Junior Grade (JG1- 4) to Senior Grade.

Conversion of Staff - From Junior Staff (JG Grade) to Senior Staff (GL Grade)
Guidelines

 The conversion programme shall be advertised internally thereby encouraging

employees who are eligible to apply for opportunities there in. It shall be carried out on a
needs basis as required by the business.
 Conversion of staff to Officer level from job functions on the junior staff cadre shall be
based on the following:
- Availability of vacancies.
- Attainment/acquisition of the minimum educational qualification requirements, after
which, the certificate will be verified from the institution. If certified okay, the
employee will be qualified for the conversion process.
- Absence of outstanding disciplinary sanctions such as “warnings or suspensions”
as stated in our code of ethics.
- Most recent performance appraisal result is, at the minimum, a “Consistent with Peer”
rating.
- Demonstration of the minimum skills/competencies and proficiency required for the
job position.
 The conversion of a staff from Junior Grade to Senior Grade Level shall be based on the
assessment and approval of the Conversion Assessment Committee.
 The Conversion Assessment Committee shall consist of select management staff
responsible for the overall conversion process of staff from Junior to Senior Cadre.This
Committee shall be inclusive of:
 The Chief HR & Admin Officer
 Head Talent Development
 Heads of Departments/Business Managers
 Specific Unit Heads in the Hiring Department

 Employees who are eligible for conversion may apply for vacant positions through the
conversion programme . In these circumstances, the employee will be required to go
through the formal assessment/ recruitment process. This will be further ratified by the
Conversion Assessment Committee.
 In the event that a staff is converted, and receives an offer to move into the available
position and is transferred, such staff previous years of service will form part of his length
of service within the organisation.. Furthermore, the employee agrees to accept the
terms and conditions applicable to senior grade staff effectivefrom the date of the
conversion.

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CM.008 Career Management – Staff Movement

This provides guidelines on the transfer and movement of employees to various parts of the
business. It covers the following process areas:
 Staff transfer – This involves movement of staff within the company usually requiring a change
in location. Job roles typically remain the same in this instance.
 Redeployment – This involves movement of staff from one job role to another within the
company.
Staff Movement: (Transfers, Redeployments)
Guidelines
Staff Movement: (Transfers1Redeployments2)
Transfers/ Redeployments
 Staff transfer and redeployment within Ikeja Electric shall be guided by the approved
Transfer and Redeployment Process within the HR department.
 All transfer and redeployment requests must be approved by and originate from the
Head of the requesting department.
 Transfers could be as a result of movement across business units or locations
 All transfers/ redeployments after approval by the Head of Department are to be
approved and co-ordinated by the HR Department before the actual transfer is done.
 Transferrees must prepare a detailed Handover memo and effectively hand over their
tasks/responsibilities to the appropriate personnel(s) prior to the effective date of
transfer.
 Ikeja Electric shall as much as possible fill existing vacancies through internal
recruitment, transfers, redeployments, reassignments and promotions, especially where
the skills/competencies required for the positions exist within the Organisation.
 Staff movements shall be mainly for the purpose of developing competencies required
to perform on current or future roles and responsibilities, in line with approved career
paths.Movements may be within or outside the same department and shall be approved
subject to:
- Available vacancies within the Organisation, in line with approved career path
- Demonstration of required skills and proficiencies for available job positions
- Agreement by relevant departmental heads
 Movement of staff across the company will be based on manpower plans and available
vacant positions
 Employees may apply for available position within the company through internal
vacancies. In these circumstances, the employee must go through the recruitment
process. If the employee receives an offer to move into the available position and is

1
Transfer – Movement of staff within the organisation requiring a change in geographical location.
2
Redeployment – Movement of staff from one job function to another.

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Staff Movement: (Transfers, Redeployments)

Guidelines
redeployed, the employee agrees to accept the terms and conditions associated with
the new position (Refer to the Internal Vacancy Guidelines).
 In making transfer decisions, due consideration shall be given to employees’ career
progression and pertinent personal circumstances. However, transfer decisions shall be
solely at the discretion of management. As a condition of employment, all employees
undertake to work anywhere in the company’s network.
 Employees must have at least 1 year of continuous service in their current positions to
be eligible for transfer.
 All transferred employees should have set objectives & KPIs at the start of their new role,
regardless of when they change roles.

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CM.009 Career Management – Competency Framework

This provides guidelines on behaviours which employees shall demonstrate when undertaking
job-relevant tasks within the organisational context.

Competency Framework
Guidelines

 In the context of this guidelines, “Competencies” shall mean “behaviours that individuals
demonstrate when undertaking job-relevant tasks effectively within the organisation”’,
while “Competency Framework” shall refer to the structure within which these
behavioural elements are organised.
 The organisation shall adopt a Competency Framework for the following reasons among
others:
 To achieve a common language (across all parts of the organisation) for describing
effectiveness (for example, to define a common understanding of what “good
customer service” is.)
 To provide consistency when assessing performance, whether for selection or
appraisal, as all assessors will know what “good performance” is and know what
needs to be assessed.
 To equip managers for examining and addressing possible underlying causes of
ineffectiveness (such as lack of particular skills or knowledge). This is particularly
useful because it allows line managers to easily identify what an employee needs to
work on to improve behaviour or performance.
 The organisation’s competency framework shall consist of general business
competencies (deriving from IE’s strategy and vision), technical competencies (deriving
from the specific job functions in a department) and behavioral competencies (deriving
from core values of the organisation).
 The general business and behavioural competencies shall be exhibited by all job holders
within the organisation at different proficiency levels depending on their grade level in the
organisation.
 The competency (knowledge, skills and ability) requirements for each job shall be well
defined and compiled within a comprehensive competency model.

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CM.0010 Career Management – Acting Appointments

This provides guidelines on acting appointments where employee takes up duties of a vacant
position. This guideline applies to all permanent staff of the company.
Acting Appointment
Guidelines
 An acting appointment arises as a result of:
- The position being vacant due to the absence of an incumbent officer by reason of
exit from the organization.
- The position being vacant as a result of an organisational repositioning and creation
of a new position;
Modalities for Acting Appointment:
 An employee may be appointed in an officiating capacity where he/ she is expected to
execute the tasks of a role other than that for which he/ she was originally employed.
 In this instance, the employee must posess requisite qualifications, demonstrate the
minimum skills/competencies and proficiency for the role.
 Employees will undergo an assessment process prior to the commencement of acting
period to ascertain competence and suitability of employee.Please refer to the selection
process for internal vacancies.
 The acting employee shall be placed on probation for a minimum of 3 months and
subsequently made substantive subject to meeting performance and job requirements
for the period.
 Upon completion of the acting period as well as satisfactory performance of all agreed
indices and developmental areas, A probation review form must thereafer be completed
by the line manager to ascertain if the employee’s performance for the review period has
been satisfactory.
 An employee serving in acting capacity will be made substative at the end of the
3/6month review period provided he/she has performed satisfactorily within the period
as appraised by his/her line manager and has also met all other requirements for the
role.
 Employees can only hold acting appointments for a role which is just one (1) grade level
higher than their current role.
 Only roles from Grade Level 2 and above shall be eligible for acting appointments.
Relief Duty
 An employee may be required to undertake relief assignment for a colleague on higher
or equivalent grade. This duty shall not constitute an acting appointment and should not
be more than four (4) weeks.
 If relief duty should extend more than 4 weeks, a proper plan for Delegation of Authorities
or Rotation of Duties amongst team members should be adopted.
 The employee in a relief duty will not be paid an allowance.

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Revised Career Management Guidelines

Acting Appointment
Guidelines
Allowance
 The employee in an acting capacity will be paid an acting allowance calculated and
disbursed by the compensation and benefits team.

Caution
 When an employee is no longer required to perform in the acting capacity the acting
allowance shall be withdrawn.
 An employee that has performed in an acting capacity during an appraisal year shall be
appraised on the basis of his/her position during the acting period. The acting allowance
shall not be taken into consideration when calculating overtime or any other benefits
payable to an employee.
 An employee appointed in an acting capacity must have no record of disciplinary
sanctions such as “warnings or suspensions”, for the period of probation.

Termination of Acting Period

 Acting appointments will terminate upon the conclusion of the 3-month duration. At this
point, a probation review form will be completed for the employee.
 Where the employee does not meet the required targets/ objectives within the 3 month
period, the acting appointment may be extended for an additional 3 months. Where the
employee still does not meet the required targets/objectives after the extension,he/she
may be required to return to their previous role where applicable.
 In the event the previous role is no longer available, the employee may be redeployed to
a vacant role that matches skills and competencies subject to successful completion of
the requisite assessment. Where no vacancy exists, the employee will be exited in line
with poor performance practice.

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Revised Career Management Guidelines

CM.0011 Career Management – Ad-hoc Projects

This provides guidelines on the deployment/selection of employees to projects that may occur
within the company. This guideline applies to all permanent staff of the company.
Ad-hoc Projects
Guidelines
 Ad-hoc Projects enables employees to share experiences, broaden their view, learn new
skills, develop their network and expand their knowledge
 Ad-hoc projects arises as a result of:
- Executive Management directive to improve effectiveness/ efficiency in a particular
section of the company
- Inadequate competency and skills of employees to achieve results
Modalities for the Ad-hoc Projects
 An employee may be selected for an ad-hoc project where he/she is expected to
execute tasks in such location/project other than his current location/project in order to
improve performance.
 In this instance, the employee must posess requisite qualifications, demonstrate the
minimum skills/competencies and proficiency for the job role and must possess a
minimum of “Consistent with Peer” rating and satisfactory performance in Monthly
Performance Reviews.
 The ad-hoc project shall be for a minimum duration of 3 months period with possible
extension subject to Executive Management approval of justification made by requesting
employee/ department.
 Upon completion of the ad-hoc projects as well as satisfactory performance on all
agreed indices and developmental areas, a project review form must thereafer be
completed by the line manager to ascertain if the objective of the project has been
achieved.
 Once the project closes out, members of the ad-hoc team shall be deployed back to
their previous roles / locations.
 In the case where there is a request to retain the ad-hoc employees within the host
Department, there must be an existing gap currently in the role he/she is looking to fill
and such employee will be required to go through the internal vacancy process.
 Where there is no existing gap, there must be a formal justification for retaining any such
employee and adequate plan for current employee(s) on the role.
 Only roles from Grade Level 2 and above shall be eligible for project appointments.

 .An employee that has performed in a project during an appraisal year shall also receive
a formal appraisal for the period spent during the project period.

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