Philippine HR Policy Manual Sept 8 2004

INT E RN AT I O N AL IN S T IT UT E O F RU R AL R EC O N ST RU CT IO N
HUMAN RESOURCE POLICY MANUAL for Philippine-based staff at the Headquarters and the Regional Center for Asia, including the Yen Center
September 8, 2004
TABLE OF CONTENTS
Chapter 1 Headquarters and the Regional Center for Asia A. Vision, Mission, and Values of IIRR .. B. IIRR in the Philippines . C. The IIRR Headquarters D. The Regional Center for Asia . Chapter 2 Parameters of the Manual A. Institutional Goal of Human Resource Management . B. The Human Resource Policy Manual for Philippine-based Staff . C. Manual Maintenance ... D. Policy Administration ... Chapter 3 Employment A. Recruitment Policies .... B. Categories of Job Posts .. C. Temporary/Casual Employees D. Relatives . E. Job Descriptions ... F. Requisition for New and Vacant Staff Posts . G. Staff Recruitment ... H. Selection Process .... I. Pre-employment Requirements J. Staff Appointments ...... K. Staff Orientation and Job Induction .. L. Appointment of Consultants and Service Contractors M. Staff Transfer ...... N. Promotion ...... O. Appointment of Officer in Charge .... P. Administration of Employment Contracts .... Q. Change of Duty Station R. Separation from Employment ...... S. Separation Procedures . Chapter 4 Duties and Obligations A. Policy Guidelines on Employee Conduct .. B. Disciplinary Measures ..... C. Administrative Guidelines ...... D. Grievances ..... E. Outside Activities and Interests .. F. Clearance of Paper, Publications and Others .. G. Gifts and Favors ... H. Confidentiality, Copyrights, Patents, and Royalties ... I. Hours of Work ...... J. Absence from Work .... K. Decorum at the Workplace ..... L. Official Holidays ..... M. Income Taxes ..... Chapter 5 Entitlements A. Salary Policy .. B. Salary Administration ... C. Overtime Pay ...... D. Compensatory Time off E. Group Life and Personal Accident Insurance .. F. Health Care Benefit .... G. Vacation Leave ..... H. Medical/Sick Leave .... I. Maternity Leave Benefit ... 23 23 23 24 24 24 25 25 26 15 15 17 18 19 19 19 19 20 21 21 22 22 4 4 5 5 5 6 6 6 7 7 8 9 10 10 11 11 12 12 13 3 3 3 3 1 1 2 2
TABLE OF CONTENTS
. J. Paternity Leave ..... K. Emergency/Compassionate Leave .. L. Leave without Pay/Extended Leave .. M. Statutory and Other Legally Mandated Benefits .. N. Retirement/Provident Plan .. O. Home Leave .......... P. Housing ... Q. Vehicles ... R. Educational Allowance ...... S. Shipping of Personal Effects .... T. Cash Advance ...... U. Supplemental Allowances . Chapter 6 Staff Development A. Staff Development Policy ...... B. Staff Education and Training . C. Study Leave .. D. Short Courses ...... E. Self-initiated Study .... F. Service Period Upon Completion of Staff Development Activities ...... Chapter 7 Staff Performance Assessment A. Staff Performance Assessment Policy .. 35 B. Mechanics of Staff Performance Assessment ... 35 Chapter 8 Official Travel A. Travel Authorization .... B. Passport and Visa ... C. Travel Allowances ... D. Frequent Flyer Privilege E. Liquidation of travel Expenses F. Trip Report . G. Professional Meetings and Organizations H. Travel of Candidates for Employment .. I. Travel of Spouse on Business Trips Annexes Annex 1 Headquarters Organizational Structure Annex 2 Regional Center for Asia Organizational Structure Annex 3 Yen Center Organizational Structure Annex 4 Temporary/Short-term Staffing Requisition Form Annex 5 Staffing Requisition Form Annex 6 Release, Waiver and Quitclaim Form Annex 7 Change of Work Schedule Form Annex 8 Field Assignment Timesheet Annex 9 Job Classification Scheme Annex 10 Provident Plan Rules and Regulations Annex 11 Provident/Retirement Plan Beneficiary/Beneficiaries Enrolment Form Annex 12 Provident/Retirement Plan Administrative Procedures Annex 13 Rules and Regulations on Housing Privilege Annex 14 Staff Development Application Form 36 36 36 36 36 37 37 37 38 32 32 32 33 33 33
26 27 27 27 28 29 29 30 30 30 31 31
CHAPTER 1 THE HEADQUARTERS AND THE REGIONAL CENTER FOR ASIA OF IIRR
A. Vision, Mission and Values of IIRR 1. IIRR Vision We envision a world where: Equity and justice and peace prevail. Society at large works with and enables the poor to improve their lives. The poor overcome poverty by developing their capacities and communities to the fullest. The environment is preserved for future generations. All people achieve their full potential and lives of quality and dignity. 2. IIRR Mission Our mission is to: Work with the poor and their communities as their partner enabling them to improve their lives and achieve their full potential; Learn and document from our work both practical and innovative solutions to the challenges facing the poor, their communities and the natural environment; Share our learning and field-based experience through education, training and communication; Join with partners in global development to promote and achieve equity, justice and peace for all. 3. IIRR Values Building on a heritage of people-centered development: We live our Credo. Our Credo is the basis of our work. We strive for excellence. We believe in character, competence, commitment and creativity. We come from diverse cultures. We value and respect one another. We work as teams. We believe in mutual knowledge, mutual trust, mutual respect, and mutual help. We represent many disciplines. We work together in an inter-disciplinary mode. We value open and clear communication among ourselves and with others. We work hard. We are happy, committed and caring human beings.
B.
IIRR in the Philippines The International Institute of Rural Reconstruction (IIRR or the Institute) is an outgrowth of the Mass Education and Rural Reconstruction Movement founded by Dr. Y. C. James Yen in China in 1923. This pioneering effort in sustainable development identified and taught practical strategies by which the
Human Resource Policy Manual For Philippine-based Staff
CHAPTER 1 THE HEADQUARTERS AND THE REGIONAL CENTER FOR ASIA OF IIRR
rural poor may improve their lives and develop their communities. In 1960, Dr. Yen together with his wife, Alice, organized IIRR as a research and training institute in rural reconstruction for development workers in Asia, Africa and Latin America. Today, IIRR maintains its Headquarters and the Regional Center for Asia at the Y. C. James Yen Center in the Philippines. It also established regional centers in Africa and Latin America, and a country office in Ethiopia. IIRR also maintains a coordinating office in New York.
C.
The IIRR Headquarters The IIRR Headquarters operates to provide policy, program and management direction to the Institute; manage and coordinate institutional resources; and strengthen program monitoring and the research and learning agenda of the Institute. The Presidents Office, Finance, Human Resources, IT Services and the U.S. Office constitute the Headquarters. The President provides overall leadership in the operational and decision-making activities of the Headquarters. The Headquarters organizational structure is shown in Annex 1.
D.
The Regional Center for Asia The Regional Center for Asia operates as a center of excellence for research, knowledge generation, learning and reflection. It represents and manages the Learning Community, Education and Training and Publication and Communication Programs of IIRR in Asia. A distinct management unit headed by a Director the Yen Center has been created as an integral part of the Regional Center for Asia to ensure effective supervision of the maintenance, improvement and promotion of the Y. C. James Yen Center campus facilities and services. The Director, Regional Center for Asia, works with the Regional Center for Asia Management Team in managing regional programs and coordinates with the Yen Center Management Team in overseeing the campus facilities and services management. The organizational structure of the Regional Center for Asia and the Yen Center are shown in Annex 2 and 3, respectively.
CHAPTER 2 PARAMETERS OF THE MANUAL

A. Institutional Goal of Human Resource Management In accordance with the IIRRs strategic plan, the goal of Human Resource Management is to manage, develop and recruit the human resources necessary to meet the needs of IIRR in a manner that realizes the full potential of its personnel. IIRR is committed to strengthening its human resources by formulating and implementing policies and systems that address personnel concerns consistent with the institutional human resource policy framework and the prevailing laws in the Philippines.
B.
The Human Resource Policy Manual for Philippine-based Staff 1. The Human Resource Policy Manual for Philippine-based staff (referred to as the Philippine Manual for brevity) will form part of the institute-wide Human Resource Policy Manual. The Philippine Manual embodies specific policy provisions that pertain to Philippine-based operations and are in consonance with Philippine laws. 2. The policies contained in the Philippine Manual provide for implementing rules, regulations and guidelines on key concerns related to employment, staff duties and obligations, entitlements, staff development, performance management and other employment-related matters of relevance to IIRRs work at the Headquarters and the Regional Center for Asia, including the Yen Center.
C.
Manual Maintenance frustrated 1. All staff at the Headquarters and the Regional Center for Asia will be provided with complete, updated and authorized copies of the Philippine Manual. 2. The provisions in this Manual are subject to periodic review every three (3) years or at any earlier time depending on any significant internal changes or changes in labor and employment laws that would require corresponding adjustments in the Philippine Manual. The Human Resources Office will facilitate consultations with the management and staff at the Headquarters and the Regional Center for Asia to generate consensus and inputs. Final recommendations for amendments, revisions or policy changes will be submitted to the President for review and approval upon consultation with the management and staff teams.
D.
Policy Administration 1. The Human Resources Office is responsible for the administration of the Philippine Manual, and will formulate specific mechanisms to ensure sufficient understanding and uniform application of policies. 2. The Philippine Manual sets out policy guidelines on major operating issues and concerns of the Institute. Should the need for clarification or interpretation arise on matters not specifically provided for in the Philippine Manual, the Director, Human Resources will exercise the administrative responsibility of providing for such policy interpretation in consultation with the President and other management and staff teams as appropriate. 3. All official actions and decisions made by the Institute, including those, but not limited to, employment, compensation, benefits, promotions and training as contemplated in the Philippine Manual, shall be implemented without discrimination as to gender, ethnicity, race, color, religion, disabilities or national origin.
CHAPTER 3 EMPLOYMENT
A. Recruitment Policies 1. It is the policy of the Institute to establish and maintain employment conditions and practices that are fair to all parties and that encourage staff to take pride in their work and apply their best talents in the performance of their duties and responsibilities. 2. The Institute subscribes to the principle of Equal Employment Opportunity. Screening, selection and appointment of job candidates will be conducted without discrimination as to gender, ethnicity, race, color, religion, marital status, sexual orientation, age, disabilities or national origin. 3. The Institute shall appoint staff to various posts at the Headquarters and the Regional Center for Asia based on above-average, meritorious work experience and other relevant qualifications from similar posts or institutions. a. International posts are those that perform management and program responsibilities and contribute to the attainment of institutional mission and goals at the global level as members of the Global Management Team. These posts require outstanding professional work experience or competencies and demonstrated capacity to excel in international institutions or job posts with responsibilities of regional or international scope. Suitable candidates will be selected from a pool of applicants with the proper work background and who meet the job requirements and specifications. b. Regional posts are professional staff posts that are responsible for providing technical leadership in particular areas directly related to, and supportive of, program and management goals and objectives at the regional level. These posts require meritorious professional work experience from regional or international institutions or job posts with core responsibilities at the regional level. c. National posts are responsible for providing technical and/or administrative assistance to the core functions of the operating unit of which they are a part. Suitable candidates shall be appointed to these posts on the basis of meritorious professional experience from similar institutions or posts at the country level.
B.
Categories of Job Posts 1. The following are categories of job posts at the Headquarters and the Regional Center for Asia: a. Core Positions are full-time, budgeted and approved positions that are essential and necessary for the Institute to continuously operate in order to meet its commitments to its partner organizations, funding agencies and other stakeholders. These positions enjoy full benefits as provided by the Institute, including those provided for under applicable laws. b. Fixed-term Positions are classified into two (2) types: i. Project-based Positions are project-specific, fixed-term appointments to positions of technical leadership or support functions that are directly related to the attainment of specific project objectives. These positions are explicitly co-terminus with a particular project or a phase of a project with time-bound term and funding. Program-based Positions are fixed-term appointments to positions of technical leadership or support functions that are essential to the attainment of program goals, needs and requirements. This category includes staff posts to which professionals may be appointed as technical staff, fellows or seconded staff for a fixed period of engagement with the Institute.
ii.
2. The Human Resources Office shall prepare and maintain a complete and updated list of core and fixed-term positions at the Headquarters and the Regional Center for Asia.
C.
Temporary/casual employees 1. Employees hired on temporary status are those assigned to specific tasks or services for a short term, i.e. less than six (6) months, and are paid on a daily basis. These tasks usually include casual or seasonal works such as those at the hostel, canteen services, grounds maintenance and administrative support services. Temporary/casual employees are entitled to wages and benefits in accordance with law. 2. Completion of a temporary/casual employment term shall not entitle any employee to a core or fixed-term post. However, if such an employee is considered for a core or fixed-term post, his/her previous performance shall be considered in the screening and selection process. 3. To hire temporary/casual employees, the supervisor concerned shall initiate a staffing requisition by completing the appropriate form (see sample form in Annex 4) and securing proper endorsement and approval. Approval for all staffing requests should be obtained prior to hiring and placement of staff. 4. The Human Resources Office is responsible for implementing procedures for hiring temporary/casual employees based on duly approved staffing requisitions and in consideration of established staffing needs.
D.
Relatives 1. Hiring of relatives of current employees shall not be discouraged, provided that such relatives shall undergo the standard recruitment procedures as set forth in this manual. 2. Under no circumstances shall any staff be a direct supervisor of a relative who is concurrently employed by the Institute. Appropriate measures shall be taken by the Director concerned to ensure consistent implementation of this rule. 3. For purposes of clarity and consistency, a relative is understood to be any of the following: Husband, Wife, Father, Mother, Son, Daughter, Brother, Sister, Uncle, Aunt, First Cousin, Nephew, Niece, Father-in-law, Mother-in-law, Son-in-law, Daughter-in-law, Brother-in-law, Sister-in-law, Stepfather, Stepmother, Stepson, Stepdaughter, Stepbrother, Stepsister, Half-Brother, Half-Sister, or Legal Dependent.
E.
Job Descriptions 1. Job Descriptions (or JD) are basic documents specifying key responsibility areas of a particular job post, reporting relationships and qualification requirements. They provide basis for establishing parameters for recruitment, job evaluation, performance assessment and staff development. Specific details such as job tasks and assignments are usually not stated in the job descriptions; instead, they are specified in the work plans/assignments that are normally prepared by incumbent employees concerned in consultation with the immediate supervisor and other concerned staff, and based on applicable job descriptions. a. A Job Description shall be prepared for each staff post prior to the initiation of a recruitment process. It normally contains (1) the job title; (2) a general description of the post; (3) key responsibilities; (4) reporting relationships; and (5) minimum qualifications required of the post. b. The Director concerned shall be responsible for conducting periodic review of JDs of specific posts under their supervision to ensure that the actual job content, responsibilities and
requirements of the posts are sufficiently reflected in those job descriptions. The Director shall also formulate JDs for newly created job posts in coordination with the Human Resources Office. c. In consultation with the units concerned, the Human Resources Office shall review proposed JDs for new and existing posts before recruitment activities or contract renewals are initiated.
F.
Requisition for New and Vacant Staff Posts 1. A new staff post may be created when (a) certain job functions are deemed essential to a new or current management/program activity or operating structure but are substantially different from, and cannot be combined with, those of existing posts; or (b) a new project or a phase of it has been approved for implementation, which requires new or additional staff posts in which the functions are distinct and cannot be combined with those of existing posts. 2. The supervisor concerned shall initiate a request for the creation of a new staff post using the Staffing Requisition form (Annex 5). In consultation with the Director, Finance (for budget considerations) the Director concerned shall approve the creation of a new staff post and shall endorse it to the Human Resources Office for appropriate recruitment action. 3. Staffing requisitions for existing but vacant posts shall be initiated by the supervisor concerned using the same requisition form and following the same procedure as outlined above. 4. All staffing requisitions shall be accompanied by duly approved job descriptions and other pertinent documents as required (e.g. approved project agreement in case of project-based posts).
G.
Staff Recruitment 1. Positions shall be open to both women and men on the basis of technical/ professional merit, appropriate competencies and proven, above-average performance in areas essential to the posts. 2. Job vacancy announcements may be made through the following: a. Local area network (LAN), bulletin boards and other communication channels within the Headquarters, the Regional Center for Asia and other operating units; b. Advertisements in newspapers, journals and/or magazines; c. Vacancy announcements to partners and other comparable organizations; and d. Vacancy announcements posted on the internet or other related media. 3. All job vacancies for new and existing posts shall be made known to all current employees. Interested and qualified staff members who wish to be considered for vacant posts should submit a letter of intent and updated resume within the designated period. Related experience and performance in other position(s) within IIRR shall be given due consideration, but shall not be the only basis for appointment. 4. External candidates for a vacant post are required to submit a cover letter together with a resume outlining professional track record, educational background, major accomplishments (e.g., awards, publications), and three (3) professional references. 5. Candidates for existing and budgeted posts shall be recruited and appointed according to applicable employment laws and procedures, as well as the terms and conditions duly established by IIRR.
H. Selection Process 1. The Human Resources Office shall organize an interview panel which may be composed of staff from different units/programs, and shall include the immediate supervisor of the post for which recruitment activities are being conducted, as far as feasible. a. The panel shall be responsible for reviewing candidates resume for the purpose of identifying and recommending a short list of candidates for interview. b. The panel shall conduct interviews with the short-listed candidates, and shall submit recommendations to the Human Resources Office based on the outcomes of interviews. 2. In coordination with the Director or immediate supervisor concerned, the Human Resources Office may organize further interviews or other screening activities (such as writing tasks) in order to obtain sufficient information on the candidates professional qualifications or personal attributes relevant to a job post for which recruitment is being undertaken. 3. Based on the results of interviews and other screening activities, the panel shall collectively determine the most suitably qualified candidate for the job post. The Human Resources Office shall conduct reference checks including inputs from previous colleagues and/or supervisors of the candidate being considered for the post. 4. In the event that all information gathered from the references are favorable to the candidate being considered, the Director shall recommend a formal job offer and the Human Resources Office shall prepare and send the necessary employment documents. 5. Where a candidate is being considered for a position of technical or administrative leadership, the Director concerned shall conduct a final interview prior to a formal job offer.
I.
Pre-employment Requirements 1. Before an appointment is made, the successful candidate shall be required to submit the following pre-employment requirements, as relevant: a. Photocopy of diploma, official transcript of records or certificates of academic completion b. Photocopy of the first three (3) pages of valid passport c. Valid medical examination report obtained within the last two (2) months prior to employment and certifying fitness for work and drug-free condition of the candidate d. Photocopy of Social Security System I.D./SSS number, as applicable e. Photocopy of Tax identification number, as applicable f. Photocopy of Home Development Mutual Fund (HDMF)/Pag-ibig ID number, as applicable g. NBI or Police Clearance, as applicable 2. The employee shall cover all costs associated with obtaining the above-enumerated requirements including the pre-employment medical/physical examination. 3. The Institute shall assist employees appointed to national posts in the registration process with the Philippine Social Security System. It is the responsibility of employees concerned to register with the Home Development Mutual Fund (HDMF)/Pag-ibig and the Bureau of Internal Revenue to obtain proper identification numbers. 4. Consistent with the Equal Employment Opportunity policy of the Institute and in accordance with applicable laws, candidates who have been duly screened and found to be highly qualified for particular posts shall not be deprived of an employment opportunity due to any disability or maternity.
J.
Staff Appointments The Institute endeavors to provide resources necessary for all its employees to effectively perform their responsibilities and achieve successful work outcomes. However, as IIRR has no endowment or other sources of long-term or permanent funding, the tenure of staff, including those in core positions, cannot be permanently guaranteed. To the fullest extent possible and subject to the application of law, IIRR shall provide for continuance of employment as may be essential for the completion of its projects and programs. To this end, the following guidelines shall apply to staff appointments: 1. Each new employee shall be issued an appointment letter and an employment contract prior to commencement of employment. Contracts will include the following details, among others: Position title Location of assignment/duty station Employment term/period (effective date and completion date) Monthly salary Staff benefits and privileges Other relevant terms and conditions of employment
2. Subject to applicable employment laws, appointments for all job posts shall be strictly time-bound, and the specific period will be indicated in the employment contract. a. Employees who are hired to fill specific program-based posts are normally appointed for a twoyear term. b. Employees hired as project-based staff are usually offered fixed-term contracts in which the employment term is determined based on the duration of a project or specific phase for which they are being hired. The normal contract duration is two (2) years. 3. Upon completion of an employment contract, staff may be appointed for a new contractual term on the basis of satisfactory performance, continuance of funding for the posts, and overall needs assessment by the Institute.
K.
Staff orientation and job induction Transition to a new workplace or work responsibilities can be easier and more effective for both the new and current staff by means of an appropriate orientation and job induction process. To this end, the Institute will ensure that within the first two months on the job, newly hired employees will undergo an orientation and job induction process in order to ensure smooth transition to the new work environment, enable new hires to be introduced formally to current staff and begin to establish positive working relationships with them. 1. Orientation Employee orientation is an effective mechanism for establishing the relationship between a newly hired staff and the Institute. It provides basic information about the Institute, its mission and work, systems and procedures and current activities. The Human Resources Office will organize and coordinate an orientation program for each newly hired staff. The orientation will be organized and conducted by designated staff/officers around the following topics: a. IIRRs history, vision, mission and objectives
b. Organizational values, professional standards and conduct c. Organizational structure, policies, systems and procedures
d. Overview of finance-related systems and staff responsibilities e. Information technology f. Program framework
2. Job induction At the beginning of employment, the Institute provides ample opportunities for newly hired staff to familiarize themselves with essential information in relation to their assigned job responsibilities. The immediate supervisor and the work unit concerned shall be responsible for ensuring appropriate job induction focusing on the following areas: a. Overview of functional roles and responsibilities of the work unit concerned in relation to other units b. Unit goals, objectives and current thrusts/activities c. Job-specific responsibilities, competencies and performance expectations
d. Introduction to other colleagues
L.
Appointment of Consultants and Service Contractors In situations where internally available competencies or resources would not be sufficient to complete particular tasks or desired outcomes, the Institute may engage competent individuals (as consultants) or institutions (as service contractors) to provide professional services in various areas in which the Director concerned will authorize and approve their appointment. Appointment of consultants and service contractors shall be made in accordance with the following guidelines: 1. The supervisor concerned formulates a set of Terms of Reference (ToR) and completes a Consulting Services Requisition form for notation by the Directors of Finance and Human Resources, and subject to approval by the Director concerned. The Terms of Reference (ToR) should outline specific tasks, work outcomes and/or products that should be accomplished through outsourced professional services, and should specify duration of work based on a project, workshop or program-related activity. The approved Terms of Reference shall serve as a basis for the preparation of the Consultancy Agreement or Service Contract by the Human Resources Office. 2. Where a consultant or service contractor is being considered for engagement with IIRR for the first time, the requesting supervisor shall attach the corresponding rsum or professional profile to the requisition form for submission to the Human Resources Office. 3. The Human Resources Office shall discuss and agree on the terms and conditions of work engagement with prospective consultants or service contractors. It shall prepare a consultancy agreement or a service contract, whichever is appropriate, based on the approved Terms of Reference. All consultancy agreements and service contracts are of a civil nature, and no employment relations are intended or envisioned in such work arrangements. 4. A consultant or service contractor shall commence work only upon approval of the consultancy agreement or service contract, as the case may be. Consultants from other countries shall be
given ample opportunities to review and sign the Consultancy Agreement prior to arrival at the Y. C. James Yen Center or other specified duty station.
M.
Staff Transfer Staff transfer is a lateral movement in which a staff is appointed to another post of comparable job content or weight relative to other posts. Transfer usually has the effect of change in job responsibilities and day-to-day tasks but the breadth of responsibilities between the prior and new posts remains relatively the same. If a staff is transferred to another post in another unit, such movement may also result in a shift in reporting relationships. 1. Staff transfers may or may not be accompanied by salary adjustments depending on the specific competencies that the incumbent staff is required of, and brings to, the new post. 2. A staff member may be transferred as a result of his/her application for a vacant post that is comparable to his/her original post, which has been recommended and approved in accordance with the normal selection process.
3. A staff may also be transferred to another post by virtue of an appointment made by the Management in connection with functional streamlining or as a contingency arrangement. 4. All staff transfers shall be covered by official, written notifications addressed to the staff concerned. He/she shall be given a reasonable period of time for proper turnover of activities prior to the effective date of his/her transfer. 5. A temporary, time-bound assignment of a provisional nature to another post is not considered as staff transfer as provided for in the Philippine Manual.
N.
Promotion Staff promotion constitutes an upward personnel movement in which a staff is appointed to a job post of higher level and broader scope of responsibilities based on the staffing requirements, staff capacities and performance. Vacant posts for which staff promotion is possible will be advertised internally for current employees. Promotion will be processed consistent with the following guidelines: 1. Promotion is exclusively a management action in which a particular staff is appointed to another post of substantially broader scope of job responsibilities in consideration of his/her meritorious performance, demonstrated competence, significant contributions to the work of IIRR, and potentials for further development. Upon acceptance of the appointment, a promoted employee may be eligible for a compensation adjustment depending on the job level of the new post to which he/she is appointed. 2. Promotions shall be made without discrimination on account of ethnicity, race, color, religion, gender, sexual preference, civil status, age, disabilities or national origin. 3. To be considered for promotion to a newly created post, an employee should submit a formal letter of interest to the Human Resources Office. Upon favorable completion of normal selection/evaluation process, the Human Resources Office shall issue an appointment letter to the successful staff confirming the promotion. A reasonable period of time shall be observed to allow for adequate turnover of responsibilities. 4. A staff may also be promoted to an existing post by virtue of an appointment made by the Management in consideration of his/her meritorious performance, capacities and potentials as they match the functional or operational requirements arising from streamlining or reorganization.
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5. A promoted employee shall assume the new post until completion of the prevailing employment contract period or occurrence of any ground for separation recognized by law, as applicable. 6. Promotion of a contractual employee, or any staff for that matter, shall not be construed as a guarantee of contract renewal or extension.
O.
Appointment of Officer in Charge (OIC) 1. Appointment of Officer in Charge is made when (a) a staff of major supervisory responsibilities is to perform official responsibilities outside of the duty station or otherwise go on leave for a period longer than one (1) month; or (b) a staff post of major supervisory responsibilities is vacated and there is a need for another person, other than a duly designated deputy, to perform a substantial part of the official functions in order to ensure continuity of work processes and completion of outcomes. In both cases, an Officer in Charge shall be appointed to perform temporarily the duties and responsibilities of the post. An OIC allowance shall be provided at the rate of 20% of the current monthly salary of the duly appointed OIC. This allowance shall be provided in the entire duration of his/her term as OIC. 2. An OIC may also be appointed for shorter periods or to perform ministerial, routine functions. Such cases shall not warrant the provision of an OIC allowance.
P.
Administration of Employment Contracts Staff with fixed-term appointments may be offered new employment contracts at the completion of current contractual term. A new contractual appointment shall be made based on mutual agreement, and in consideration of above-average employee performance, continuance of the need for the employees services in the program/project undertaking or activities for which the employee was hired, overall staffing requirements and availability of resources. 1. Within (3) months prior to completion of the prevailing employment contract, the Management shall notify the employee concerned in writing of its intention to offer or not to offer a new employment contract upon completion of the one prevailing. The employee shall respond in writing within fifteen (15) working days to indicate his/her intention in case a new contractual appointment is offered at the completion of the current contract. 2. In the absence of such notice as mentioned in the preceding item, it shall be understood that the Institute shall offer a new employment contract to the staff concerned based on prevailing needs. 3. The Human Resources Office shall prepare a new employment contract for review and signature by the employee at least one (1) month prior to completion of the prevailing contract. 4. In case the staff notified the Institute of his/her intention not to accept a new contractual appointment, he/she should complete the standard clearance procedure within (1) month prior to departure in accordance with pertinent guidelines then in effect.
Q.
Change of Duty Station 1. A change of duty station is considered to have taken place when an employee is assigned or transferred from one duty station to another for a continuous period of twelve (12) months or more. At the beginning and end of such a tour of duty, IIRR will shoulder the packing and shipping cost of authorized personal effects. 2. The President shall have the final authority to designate the post of assignment of all IIRR staff, provided that the latters concurrence is secured.
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R.
Separation from Employment 1. Contract Completion In the event that IIRR does not intend to offer a new employment contract to a staff upon completion of his/her current contract, the employee shall be so notified and shall be expected to complete the standard clearance procedure within one (1) month prior to completion of the current employment contract. 2. Redundancy If a change in work procedures, organizational restructuring or operational streamlining results in an employees post or duties as being redundant, every effort will be made to place that employee in another post within the organization. However, should it prove impossible for the employee to be assigned elsewhere, IIRR will serve on the employee concerned and the regional office of the Department of Labor and Employment a written notice of termination at least one (1) month prior to the effective date of involuntary separation due to redundancy. The employee shall be paid benefits in accordance with the existing policies, and subject to applicable laws. 3. Retrenchment In case the Institute is faced with serious financial difficulties and maintaining certain job posts is no longer feasible, the Management will implement retrenchment procedure in accordance with law. Affected employees will be served at least one (1) month prior notice of separation due to retrenchment, and will be compensated accordingly. A written notice of termination will be given to the Department of Labor and Employment in accordance with law. 4. Resignation In cases where an employee wishes to leave IIRR before contract completion, he/she should submit a letter of resignation one (1) month before the intended date of resignation, unless the Management decides to waive this requirement in writing. Management staff members such as directors, unit heads and other similarly situated posts as well as program specialists are required to serve a three (3)-month prior notice of resignation, subject to the Managements right to waive this requirement in writing. Resignation letters or notices should be addressed to the Director concerned and should state the effective date of resignation and the reason/s for leaving the Institute. An employee, who resigns with proper advance notice or waiver as the cease may be, will be entitled to all accrued benefits, including applicable pension/provident fund benefits. . In the absence of a waiver of advance notice from the Management, resignations shall take effect only after one (1) month or three (3) months, as the case may be, upon receipt of such letter of resignation. 5. Dismissal An employee may be dismissed from service at any time based on any of the following just causes: a. Serious misconduct or willful disobedience by the employee of reasonable and lawful instructions of the Management; b. Gross and habitual neglect by the employee of his/her duties; c. Fraud or willful breach of trust reposed upon an employee by the Management;
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d. Commission of a crime or offense by an employee against the Institute or any of its staff; and/or e. Other acts/offenses analogous to the foregoing. As a policy of the Institute, no employee shall be dismissed without due process. Further, a female employee may not be dismissed while on maternity leave or in hospital confinement due to her pregnancy. An employee who is dismissed for a just cause will not be entitled to any separation benefits, th except payment for days/hours worked up to the time of dismissal, proportionate 13 month pay, if qualified, and any other benefits that may accrue regardless of the nature of the separation. 6. Retirement Subject to applicable legal provisions, an employee may retire from service upon reaching age 60 in accordance with the conditions and procedures set forth in the Provident Plan Rules and Regulations. 7. Separation due to serious illness a. In the event that a staff gets seriously ill and continuing work would be inimical to his/her health or to that of other staff, the Institute shall allow him/her to rest and recuperate and his/her employment status shall remain active, subject to the immediately following item of this provision. The Institute shall provide medical assistance to the extent that the existing health care insurance plan may allow. b. If the medical condition of the staff has been evaluated by a competent public health authority to be of the nature or at such stage that the staffs continued employment is prohibited by law or is prejudicial to his/her health as well as the health of his/her co-employees, and needs more than six (6) months of treatment and recovery, the Institute shall exercise its prerogative to terminate the staffs employment in accordance with law. c. In the event that the staff is separated due to serious illness in accordance with law, due compensation shall be provided in addition to other forms of assistance that the Institute would be in a position to provide. No employee shall be denied of employment on the basis of minor, short-term illness or medical condition.
8. Separation due to closure of institutional operations In the event that IIRR ceases to operate and its institutional structure has been officially abolished, affected staff shall be separated from service and shall be compensated in accordance with prevailing provisions of the Labor Code then in effect as authorized by the Board of Trustees of IIRR.
S.
Separation Procedures 1. Regardless of the reason for separation from service, employees must do the following before their departure from the Institute: a. Return or transfer any and all Institute property with proper turnover documents. b. Return any host country or institution property and obtain a corresponding receipt. c. Settle all outstanding obligations such as cash advances, expense accounts, personal accounts, etc. 13
d. Undergo an exit interview with the immediate supervisor or the Director, Human Resources. e. Complete the standard clearance procedure by obtaining clearance from all designated clearing officers. 2. The Finance Office shall arrange for final payment of salaries and benefits due to the staff, if any, only after the above-mentioned requirements have been fully completed by departing employees. All other separation-related benefits shall be provided in accordance with pertinent contractual agreements, IIRRs rules and regulations and the applicable labor laws. 3. Upon receipt of any and all separation-related benefits, the concerned staff shall accomplish a Release, Waiver and Quitclaim form (see Annex 6) to be administered by the Human Resources Office.
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CHAPTER 4 DUTIES AND OBLIGATIONS

A. Policy Guidelines on Employee Conduct IIRR staff are expected to conduct themselves in a responsible manner befitting members of an international institution. By accepting an appointment, they commit to discharge their functions primarily in the interest of IIRR and in ways that are compatible with the Institutes policies, rules and regulations and the law. 1. Employees shall not engage in any activity that is incompatible with the proper discharge of their duties with IIRR. While they are not expected to give up their national sentiments, constitutional rights or their political, philosophical or religious convictions, IIRR employees shall, at all times, bear in mind the reserve and tact incumbent upon them as staff members of the Institute. 2. Employees are expected to perform all duties and responsibilities assigned by their respective supervisors in accordance with the applicable job descriptions, work plans and job tasks that may be assigned and agreed upon from time to time. They shall be accountable to the Institute for the official working hours, work outcomes and all resources, materials and properties provided to them or assigned under their stewardship in the course of their employment with the Institute. 3. In the performance of their duties, IIRR employees shall neither seek nor accept instructions from any government or from any other external organization unless specifically authorized to do so by virtue of their employment terms, or specific written instructions from the President or the Director concerned. 4. Employees shall not disclose to any third party or use for their private purposes any sensitive or confidential information pertaining or belonging to the Institute and known to them in the course of performance of their official functions either during or after their employment with the Institute. 5. In the exercise of utmost discretion on official matters, no staff shall engage in any form of partisan political activity in their official capacity as an IIRR staff. This restriction, however, is not intended in any way to abridge their rights of suffrage and freedom of expression.
B.
Disciplinary Measures The Institute adheres to the principle of progressive discipline in dealing with unsatisfactory behavior or misconduct through the use of a range of disciplinary consequences that are implemented depending on the nature and history of the particular employees conduct. The objective of progressive discipline is to correct unacceptable behavior or performance and bring about permanent improvement whenever possible. In the event that a staff commits an act constituting unsatisfactory conduct, the Institute may, after proper investigation, implement appropriate disciplinary measures in accordance with the prescribed schedule of disciplinary actions and subject to the following guidelines: Category 1: offenses constituting violation of human resource and administrative policies, rules & regulations and norms pertaining to attendance, hours of work, use of tools and equipment and other matters of the same or similar nature (examples: non-notification of absence, harvesting fruits outside of ones residential area; unauthorized use of the Institutes tools and equipment). Disciplinary actions First offense Second offense written reprimand Suspension for three (3) working days 15

Third offense Fourth offense Fifth offense Sixth offense Suspension for five (5) working days Suspension for ten (10) working days Suspension for twenty (20) working days Dismissal
Category 2: offenses characterized by negligence of ones responsibilities, duties and obligations or error in judgment causing damage to the Institutes personnel/campus residents/official guests, property and interests (examples: driving while under the influence of alcohol; use of the Institutes property such as vehicles and buildings for personal purposes). Disciplinary actions First offense Second offense Third offense Fourth offense Fifth offense Suspension for three (3) working days Suspension for five (5) working days Suspension for ten (10) working days Suspension for twenty (20) working days Dismissal
Category 3: offenses characterized by willful acts or gross negligence resulting in physical injury or moral damages to the Institute, its staff and campus residents or damage to, or loss of, the Institutes property (examples: sexual harassment; willful destruction of Institute property). Disciplinary actions First offense Second offense Third offense Suspension for ten (10) working days Suspension for twenty (20) working days Dismissal
The Institute shall ensure that all cases of sexual harassment shall be subject to proper investigation within the purview of prevailing laws and regulations governing sexual harassment at the workplace. While the above-indicated disciplinary actions shall serve as guide in determining commensurate sanctions, all actions and decisions on sexual harassment cases shall take into account not only the frequency of the offense but also its severity, any prior, similar infractions committed by the offender and other circumstances that may be relevant to specific cases being investigated. Category 4: offenses characterized by or resulting from dishonesty (examples: falsification of financial documents including official receipts; tampering with time cards and other official documents). Disciplinary actions First offense Second offense Suspension for twenty (20) working days Dismissal
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Category 5: offenses constituting crime against public order as per prevailing laws whether committed within or outside the Institutes premises. This category also includes just causes for termination as provided for in Chapter 3, section Q, sub-section 5 of the Philippine Manual. Any and all offenses under this category shall have the corresponding action of dismissal.
C.
Administrative Guidelines 1. The disciplinary measures indicated in the foregoing section are not meant to be inflexible and absolute and shall, at best, serve as guide in the determination of actions to be taken on in any given case. The Management shall exercise its sound discretion in the determination of appropriate disciplinary measures in relation to particular situations, taking into consideration any extenuating or aggravating circumstances then prevailing. The Human Resources Office shall initiate and ensure proper implementation of all disciplinary actions as approved by the Management. 2. An offense shall have a prescription period of two (2) years. Any further offense of the same or similar nature that is committed after two (2) years shall be considered as a first offense. However, prior offenses of the same or similar nature shall be considered as a factor in establishing any behavioral pattern and in determining appropriate actions. 3. An employee under investigation may be placed on leave with pay to allow for a free and objective investigation of the case. Such leave shall be without prejudice to his/her rights, including the right to be paid any earned salaries. This leave of absence, pending investigation, is not a disciplinary action, but a preventive measure. If his/her continued presence poses a serious threat to the property of the Institute or the life of his/her co-employees, the employee may be placed under preventive suspension, which has an effect of prohibiting the employee from reporting for work and from receiving his/her pay for that period of preventive suspension. A preventive suspension shall not last for more than thirty (30) days, but the Institute may extend this period provided it pays the employees salaries and benefits during the period of extension. 4. Suspension as a disciplinary action shall be characterized by mandatory absence from work without pay. 5. Depending on the seriousness of the offense and other circumstances, the Management may authorize the Human Resources Office to constitute a fact-finding panel that will establish and analyze the facts and submit a report including recommended disciplinary actions to the Human Resources Office. The Headquarters Management Team shall authorize implementation of appropriate disciplinary actions. 6. Concerned employees shall be given ample opportunities to be heard in accordance with law, either orally or in writing. Prior to investigation of an alleged infraction, a memorandum shall be served to the employee indicating specific offense/s and instructing him/her to submit an explanation on the alleged offense/s. The employee shall be expected to respond in writing, and shall be allowed to present any evidences based on his/her explanation/s. 7. A decision will be made upon due consideration of all circumstances having established valid grounds to justify the corresponding disciplinary actions. Employees found to have committed an offense shall be given a written notice of disciplinary action stating the following: (a) specific offense or offenses committed; (b) the Managements findings; (c) disciplinary action or actions to be taken with respect to the offense/s; (d) the effective date of implementation; and (e) demand to return property belonging to the Institute, if the decision is to dismiss the employee from service.
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8. In the event that an employee has been found to have committed an offense that warrants dismissal from service, the Management shall notify him/her in writing indicating the offense/s committed and the Managements decision to terminate his/her services including the effective date of termination. 9. Within three (3) working days upon receipt of a written notice of disciplinary action or termination, as the case may be, the employee concerned may file an appeal addressed to the Director, Human Resources seeking for a reconsideration of the decision rendered. Other senior management members shall be consulted, and the decision of the Management on the appeal shall be final and binding to all parties. 10. Duly received copies of all written reprimands, notices of disciplinary action and termination will be kept in the personal/201 file of the concerned staff.
D.
Grievances 1. It is of primary concern to IIRR that employees feel that they are treated fairly and equitably. Therefore, appropriate procedures and mechanisms shall be established so that every employee has the opportunity to raise concerns, seek assistance or redress for grievances. 2. Employees wishing to have a grievance reviewed and resolved shall follow the following procedures: a. Employee concerned requests for a meeting (referred to as G-1) with their immediate supervisor to discuss the situation. Every effort should be made to understand all issues and to resolve the problem in a way that is agreeable and acceptable to all parties concerned. Minutes of this meeting should be properly documented, duly signed by all parties, and submitted to the Director concerned within three (3) days after the resolution. b. If any party is not satisfied with the results of the meeting contemplated in the foregoing step or if the issue remains unresolved, the Director will call for a grievance meeting (or G2, for brevity) with all parties concerned. All issues will be heard and avenues exhausted towards a mutually favorable resolution. The Director concerned will submit minutes of the meeting to the President, duly signed by all parties in concurrence, within three (3) days after the resolution. c. If a concerned staff still is not in agreement with the decision made by the Director concerned, he or she may appeal to the Director, Human Resources who will, in turn, review all pertinent facts and related information, and shall consult with other senior management members as appropriate to be able to render just, objective and final resolution of grievances. A decision made at this level shall be final and binding to all parties concerned.
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E. Outside Activities and Interests 1. Under no circumstances shall employees accept any gainful engagement, occupation or employment with other agencies in the duration of their employment with IIRR, not even when they are on leave or on official travel. 2. Specific staff members may be assigned to render technical assistance to other agencies or associations as stipulated in a memorandum of agreement, duly approved by the President, between the Institute and such other agencies. 3. No employee may be actively associated with the management of, or hold financial interest in any business concern if, by reason of his/her position with IIRR, s/he will personally benefit from such association. 4. An employee who deals in an official capacity with any matter involving a business concern in which he/she holds a financial interest shall disclose the measure of that interest to the Director (e.g., receiving financial or other compensation for serving on the Board of an organization). The mere holding of shares in a company shall not constitute a financial interest within the meaning of this rule. 5. Service on boards of directors, advisory boards or other similar positions may be accepted only with the prior written authorization of the President, or in the case of the President, a prior resolution from the Board.
F.
Clearance of Papers, Publications and Others All employees are expected to secure clearance or authorization from the appropriate management teams before issuing statements to media or through speaking engagements, and publishing articles or documents on matters that relate to the interests or activities of IIRR.
G.
Gifts and Favors 1. Acceptance or giving of gifts and favors of significant monetary value in work-related situations is prohibited. This does not include food, refreshments, or gifts of nominal value received in the ordinary course of conducting business. 2. Acceptance of honors or decorations from any external source shall be reported to the Director and the Human Resources Office.
H.
Confidentiality, Copyrights, Patents, And Royalties 1. Absent prior written agreement to the contrary between IIRR and the staff member involved, work outputs accomplished by staff within the scope of his/her duties and responsibilities are considered as part of the Institutes property. 2. Contracts for technical services, assistance and research usually include a confidentiality clause wherein IIRR staff may have access to information and/or be involved in research which is proprietary, with the use of said information and research results restricted to that authorized by the President. 3. The concerned program/project staff shall be responsible for notifying the Director concerned when a project involves a confidentiality clause. The Director concerned shall then be responsible for notifying the President when a project involves a confidentiality clause.
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4. All reports (draft and final) involving confidential information and/or research findings will be retained solely by the concerned program/project staff. Computer files will be copied to diskettes and retained, along with a single hard copy, by the program/project staff in a secure file. All computer files containing confidential information (except the diskette containing the final report) of clients are to be purged when the final report is submitted to the client. Upon request, this information will be made available to the President or Director concerned. 5. Release of the report for use by IIRR staff will require the written authorization of the program/project staff concerned under a check-out arrangement. Additional copies or release of the information to third parties is not allowed, except with written consent from the contracting party.
I.
Hours of Work 1. Philippine-based staff members shall work on a 40-hour workweek from Monday through Friday. The standard work hours are from 8:00 AM to 5:00 PM with a one-hour meal break. However, staff are expected to work the hours necessary to carry out the duties of their respective posts. Due to the nature of IIRR's activities and subject to the requirements of the law, employees may be required to work more than the standard 40 hours per workweek. 2. The immediate supervisor concerned may endorse flexibility in official working time, provided that the official number of work hours is maintained, and that the staff shall be at the workplace within the core operating hours from 10:00 A.M. to 4:00 P.M. All such endorsements shall be addressed to the Human Resources Office using the Change of Work Schedule form (see Annex 7). 3. Work hours of personnel such as housekeeping, drivers, and other staff members on special duty shall be determined by the supervisors concerned, with proper notification to the Human Resources Office. 4. The following guidelines shall apply in the administration of overtime work: a. Overtime work defined Work performed beyond eight (8) hours during a regular working day is considered as overtime work, which is compensable in accordance with law. Overtime work normally constitutes a work activity that is necessary for the completion of a designated task necessary for (i) the repair/maintenance of the Institutes property; (ii) the proper conduct of its principal activities; and (iii) any emergency situations. b. Overtime work authorization and eligibility Overtime work shall be done with prior authorization from the supervisor/officer concerned, and shall be compensated in accordance with the existing policies and the Philippine labor laws. In accordance with law, all program, administrative and supervisory/managerial staff shall not be eligible for overtime pay. c. Determination of overtime work hours i. An employee who is required or authorized to work before the start of regular work schedule is deemed to have modified his/her work schedule for that day with authorization from a concerned supervisor. Accordingly, the first eight (8) hours of work rendered on that day shall be considered as regular work hours. Any authorized work rendered beyond the regular hours shall be considered as overtime work and shall be compensated based on applicable hourly rates as provided by law.
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ii. Any overtime work rendered between 10 PM and 6 AM (of the following day) shall be compensated according to the appropriate overtime rate, plus a night differential equivalent to 10% of the applicable hourly rate.
d. Authorization of overtime work hours i. Eligible employees who are required to render overtime work shall secure proper authorization from the authorizing officer or immediate supervisor before overtime work is rendered. Eligible employees who are involved in work activities outside of the office premises of IIRR shall be required to accomplish the Field Assignment Time Sheet (see Annex 8) and submit the same to the Finance Office immediately upon return to the duty station. This form shall be duly noted by the supervisor concerned.
ii.
iii. The Finance Offices at the Headquarters, Yen Center and the Regional Center for Asia shall verify the overtime hours applied for, and shall prepare appropriate payments through the regular payroll process. e. Conditions for authorized overtime work Overtime work shall be considered as compensable based on the following: i. The overtime work performed by the employee is required in order to complete a particular work activity. The work rendered is with the knowledge and express authorization of the immediate supervisor or authorizing officer.
ii.
iii. No other person has been designated or authorized to replace the employee who completed the regular work hours. iv. Waiting time is compensable if or when: (a) it is an integral part of the work that an employee is required to perform; or (b) an employee is required to remain on call within designated premises, and the employee cannot use the time for his/her own purposes.
J.
Absence from work Absence from work should be reported by telephone or written message (including text message by cellular phone, upon proper verification) sent to the supervisor concerned or the Human Resource Office within the first day of absence and not later than 12:00 noon, unless arrangements were earlier made. Disciplinary measures may be taken against employees if the reasons given for absence are considered unsatisfactory or if they fail without good reason to give the notice required in this provision. In addition, absence from work for reasons other than reported illness or other justifiable reasons will result in salary reduction in accordance with standard procedures of the Institute.
K.
Decorum at the Workplace 1. The Institute prohibits drinking of alcohol during official work hours and within the work premises. Employees who report for work under the influence of alcohol or prohibited drugs will be subject to appropriate disciplinary action. 2. Staff members are expected to report for work in decent attire.
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3. Smoking shall be allowed only at designated places within the IIRR premises. A no-smoking policy shall be observed in all offices, conference halls, dining and hostel facilities.
L.
Official Holidays 1. Subject to applicable provisions of the law, IIRR shall observe the following regular holidays: New Years Day Maundy Thursday Good Friday Eidul Fitr Araw ng Kagitingan Labor Day Independence Day Ninoy Aquino Day National Heroes Day Bonifacio Day Christmas Day Rizal Day January 1 (no fixed date) (no fixed date) (no fixed date) April 9 May 1 June 12 August 21 Last Sunday of August November 30 December 25 December 30
2. The following shall be observed as special, nonworking days as provided by law: All Saints Day Last Day of the Year November 1 December 31
3. The President of the Republic of the Philippines may issue special proclamations declaring specific days as special, non-working holidays. 4. The municipal government of Silang, Cavite may also issue municipal proclamations declaring certain special, non-working days. It is the Policy of the Institute to abide by such presidential and municipal proclamations, provided, that observance of such holidays shall not adversely affect the course of official IIRR activities. 5. The President of IIRR may declare a holiday for specific reasons, upon consultation with the Human Resources Office. Other than the above-cited holidays, the Management reserves the right to determine whether extra time off will be granted to staff.
M.
Income Taxes Employees shall be responsible for paying individual income taxes in accordance with the prevailing tax rules and regulations enforced by the Philippine government. IIRR accepts no responsibility, other than that required by law or its host country agreements, to withhold or collect such taxes as may be required of the staff.
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CHAPTER 5 ENTITLEMENTS
A. Salary Policy 1. IIRR establishes and maintains all salaries at levels designed to attract and retain highly creative and qualified staff at every level of its global operations. IIRR aims to provide salaries that are competitive with those institutions with which it wishes to be associated, and which conform to the prevailing laws, customs, and practices in the Philippine setting. 2. To ensure competitiveness, the IIRR management periodically conducts surveys and refers to salary studies and other pertinent data from selected, similar organizations and institutions considered comparable to IIRR. The Institute, through appropriate action of the Board, may revise its compensation program and the Management may adjust staff compensation on just and equitable grounds based on the results of these periodic surveys. 3. The Institute will maintain a Job Classification Scheme (see current scheme in Annex 9) and a competitive salary structure that corresponds to established job levels and the standard position titles within each level. The salary structure shall take into account the local labor and socio-economic conditions as significant factors in salary determination and administration. The Human Resources Office shall maintain and administer employee salaries in accordance with the salary structure and the applicable labor laws.
B.
Salary Administration 1. Salaries of staff appointed to national posts shall be paid in Philippine currency. 2. Salaries of staff appointed to international and regional posts shall be paid in U.S. dollars. Other entitlements may be quoted and paid in Philippine currency if or when availed of in the Philippines. 3. Staff appointed to international and regional posts and assigned to duty stations outside of their country of origin may receive certain allowances in consideration of the extraordinary conditions in the host location. 4. Salaries are normally paid twice each month, either in pay envelopes or through a designated bank. 5. IIRR shall have no responsibility for the impacts of international exchange rates on the salaries given to its staff. 6. The Institute will abide by applicable laws and wage orders on mandatory pay increases, and will institute measures to avoid any salary distortions in the course of such compliance.
C.
Overtime Pay Staff entitled to overtime pay are those below the level of supervisory/managerial, professional/ technical and administrative positions, which include secretary, driver, housekeeping staff and other similarly situated posts. Eligible staff shall be paid in accordance with the following factors as provided for under the Philippine labor laws:
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Work during regular hours (first 8 hours)
100% 130% 150% 200% 260%
Categories of work days

Regular Day Special Day or Rest Day Special Day and Rest Day Regular Holiday Regular Holiday and Rest day
Regular work hours within 10 PM-6 AM

110% 143% 165% 220% 286%
Overtime
Beyond regular work hrs. before 10 PM 125% 169% 195% 260% 338% Beyond regular work hrs. from 10 PM to 6 AM 137.5% 185.9% 214.5% 286.0% 371.8%
D.
Compensatory Time Off Staff at the technical/professional and administrative levels who may be required or expected to travel or render work during regular rest days (Saturday and Sunday) or holidays in relation to official IIRR activities may apply for one (1) day off for each full week of work to provide a break from such continuous work. Compensatory time off taken is understood as being analogous to a change in work schedule, not as additional leave entitlement. As such, it may not be charged to any accrued leave credits or accumulate to augment any existing leave credits. The procedure for applying for compensatory time is as follows: 1. The staff concerned shall complete the Change of Work Schedule form (see Annex 7) specifying rest days in which official work activities have been rendered, as well as the requested compensatory day/s-off. 2. The completed form shall be submitted to the Director concerned not later than two weeks after the last day of the official activity in which the staff has been involved. The timing for compensatory time off to be taken shall be discussed and agreed upon with the Director concerned. 3. Upon approval of the request, the staff concerned shall forward the duly signed form to the Human Resources Office for documentation and implementation. 4. Any compensatory time off in excess of allowable number of days shall be charged to staffs accrued leave credits, assuming that such leave request is supported by a separate, duly approved leave application. 5. Compensatory time off shall be non-cumulative and non-commutable to cash.
E.
Group Life and Personal Accident Insurance IIRR will cover the costs of group life and accident insurance coverage provided to its employees. Specific insurance coverage and applicable terms and conditions shall be embodied in a group life and accident insurance service agreement or insurance policy, whichever is applicable. All staff including interns and volunteers shall be enrolled in the group life and accident insurance plan for the duration of their employment/work with IIRR.
F.
Health Care Benefit 1. It is the policy of IIRR to provide its staff upon employment with health care insurance benefit, except those in casual or temporary positions. The Institute shall cover the full premium cost of staff coverage, and at least 50% of the qualified dependents premium cost.
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2. Subject to specific policy provisions set forth by a designated health care plan provider, qualified dependents shall include the following: a. Dependents of single staff- parents below age 60; and brothers and sisters below 21 years old, unmarried and unemployed. b. Dependents of married staff- spouse below age 60; and children below 21 years old, unmarried and unemployed. c. Dependents of solo parents- children below 21 years old or parents below age 60.
3. Specific terms and conditions of health care insurance plan shall be those that are promulgated by a designated health care plan provider as agreed to by the Institute, in consultation with the staff.
G.
Vacation Leave 1. Philippine-based staff members are entitled to fifteen (15) days of vacation leave in a year, accrued at 1.25 day per month. Temporary/casual staff shall be entitled to service incentive leave of 1.25 day for every month of service, provided that it shall not be carried over beyond the expiration of the current contract. 2. Vacation leave shall be pre-scheduled and approved by the Director concerned at least two (2) days before actual leave is taken to allow for establishing work arrangements for the period in which the staff would be on leave. In extraordinary situations, however, staff concerned may file a leave application after taking such leave, provided, that he/she has notified the immediate supervisor concerned on the first day of absence consistent with Chapter 4, section J of the Philippine Manual. Approved leave application forms shall be submitted to the Human Resources Office within five (5) working days upon return to work. 3. Earned vacation leave may be accumulated up to a maximum of thirty (30) working days in a given year, and may be carried forward to the succeeding year, provided that the total number of leave days does not exceed thirty (30). Unused leave days beyond thirty (30) will be forfeited at the end of each calendar year. The Human Resources Office shall be responsible for implementing a system for monitoring and recording vacation leave days taken by all staff. 4. Any vacation leave taken without proper notification and approval shall be considered as absence without official leave and, therefore, subject to appropriate disciplinary actions. 5. Any and all accumulated vacation leave shall not be subject to monetary conversion at the end of the year. However, resigning or retiring staff including those who are separated from service due to any authorized cause such as retrenchment and redundancy shall be paid an amount corresponding to the total, accumulated vacation leave days up to a maximum of thirty (30) days upon separation from service, provided that proper clearance and quitclaim procedures have been duly completed. Further, the Institute shall have the right to deduct from the applicable amount any and all financial accountabilities incurred by the staff concerned during the period of employment and remained unpaid at the time of separation from service. 6. Under no circumstances shall any staff use any leave benefits to engage in any gainful activity or employment outside of IIRR.
H.
Medical/Sick Leave
1. As a matter of policy, IIRR provides Philippine-based staff with fifteen (15) days of sick leave with pay in a given calendar year, which is accrued at the rate of 1.25 day per month. This is intended to allow staff to rest and/or recuperate from illness. Human Resource Policy Manual 25
For Philippine-based Staff
2. A staff member who is on medical leave due to serious illness shall be evaluated by a competent doctor duly appointed/accredited by IIRR after a leave period of thirty (30) working days. If the staff needs more time for recovery and/or medication based on the doctors evaluation, he/she shall be allowed to continue on his/her medical leave, and shall be subject to another medical evaluation after a period of fifteen (15) days thereafter. 3. Medical leave with pay shall apply depending on accrued leave credits as provided for in subsection 1 of this section. As provided for in Chapter 3, section Q of the Philippine Manual, IIRR shall have the prerogative to decide on continuance of employment based on the medical condition of the staff, subject to applicable legal provisions. 4. An authentic medical certificate from a qualified physician should support all applications for sick leave of two (2) days or more. Sick leave applications should be submitted to the Director concerned or a duly designated officer for approval, either before sick leave is taken or immediately upon return from leave. Approved leave applications shall be submitted to the Human Resources Office within five (5) working days upon return to work. 5. Accrued medical leave of up to a maximum of eight (8) days shall be carried forward from the previous calendar year and will be added to the accruals of the succeeding year. Any unused medical leave beyond eight (8) days shall be forfeited at the end of the year. 6. The Human Resources Office shall be responsible for implementing a system for monitoring and recording sick leave days taken by all staff. 7. Under no circumstances shall any staff enter into any gainful activity or employment at any point within the duration of sick leave.
I.
Maternity Leave Benefit 1. Female employees are entitled to the following maternity leave in accordance with law: Normal delivery Delivery by caesarian section Miscarriage 60 days 78 days 60 days
2. This benefit is not intended, and shall not be deemed, to replace the annual vacation leave that the staff is entitled to. 3. In accordance with applicable laws, IIRR is not required to provide payment of salaries to staff on maternity leave. However, the Institute, in the exercise of its prerogative, shall provide such payment as an additional benefit to the staff. 4. Staff concerned may be allowed to take additional leave, charged to accrued vacation leave credits, if any, for breastfeeding or to fully recover from childbirth, as agreed upon with the Director concerned.
J.
Paternity Leave Male employees shall be entitled to a maximum of seven (7) working days of paid paternity leave for each childbirth or miscarriage by their legal spouse. In accordance with the Philippine law on Paternity Leave, this leave shall apply to the first four (4) deliveries by the legal spouse.
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K. Emergency/Compassionate Leave Emergency/compassionate leave may be granted to allow employees to be with their family in the event of serious illness or death of an immediate family member, i.e. father, mother, spouse, any of the children, brother or sister, or otherwise directly affected by major calamities such as fire, earthquake, flood or storm. 1. Emergency/Compassionate Leave Days a. Staff members appointed to international and regional posts outside of their country of origin may be granted a paid emergency/ compassionate leave up to a maximum of fifteen (15) working days for each calendar year as discussed with, and approved by, the Director concerned. b. Staff members appointed to national posts may be granted a maximum of ten (10) days of paid emergency/ compassionate leave per calendar year, subject to approval by the Director concerned. 2. General Procedure Staff applying for emergency/compassionate leave shall fill out the standard leave application form, specifying the reasons for such leave, for approval by the immediate supervisor or the Director concerned. Given the extraordinary circumstances under which such leave is taken, the staff may file his/her leave application immediately upon return from leave, provided that prior notification is relayed to the supervisor or the Director concerned.
L.
Leave without Pay/Extended Leave 1. Leave without pay as contemplated in this section refers to a leave of absence of ten (10) working days or more which are beyond the coverage of earned vacation leave. As such, it is an additional benefit that may be granted in the exercise of Management prerogative.
2. Staff members who have completed at least one (1) year of service may be granted leave
without pay upon recommendation of the supervisor and as approved by the Director concerned. Staff may be granted leave without pay to enable him/her to attend to important matters requiring time beyond the coverage of earned annual vacation leave.
3. A staff requesting for leave without pay will complete the standard leave application form,
supported by a written statement specifying the purpose of leave, as well as work arrangements for accomplishing assigned responsibilities during his/her leave of absence. The period of leave without pay shall be discussed with, and approved by the Director concerned. Under no circumstances shall any staff enter into any gainful activity or employment outside of IIRR during such leave without pay.
M.
Statutory and Other Legally Mandated Benefits 1. It is the policy of the Institute to abide by applicable laws and regulations in the Philippines governing statutory benefits applicable to IIRR staff including the Social Security System, the Home Development Mutual Fund/Pag-ibig Fund and the medicare/Philhealth benefits. The Institute shall make appropriate contributions as required under such statutory benefit programs of the Philippine government, and shall be authorized to make corresponding salary deductions for employee contributions to those benefit programs. 2. The Institute shall provide 13 month pay to all covered staff at the rate and in such a manner th as provided for by law. Staff members who have been receiving 13 month pay prior to January
th
27
1, 2001 shall continue to receive such benefit in the duration of their employment with IIRR. th Applicable taxation on 13 month pay shall be implemented as prescribed by law. c. As a customary practice, the Institute shall release the first half of the applicable 13 month th pay to eligible staff in May, and remaining amount not later than December 24 of each calendar year.
th th
d. Staff who are hired after the commencement of a working year and are eligible for 13 month pay shall be entitled to receive such benefit at the designated timing of payment on a pro-rata basis. e. Casual, temporary or seasonal staff hired by the Institute from time to time shall be entitled th to a full or proportionate 13 month pay as the case may be, provided that they have worked for an aggregate period of at least one (1) month during a calendar year. f. Resigned staff or those whose services were terminated at any time before payment of the th 13th month pay shall be entitled to 13 month pay in proportion to the length of time they worked during the year, reckoned from the time they started working during the calendar year up to effective date of resignation or termination from the service.
g. The payment of the 13th month pay shall be due and demandable upon the cessation of employer-employee relationship. However, such payment shall be made by the Institute only upon completion of the clearance procedure as required under this Manual. Further, th the Institute shall have the right to deduct from the applicable 13 month pay and other benefits due any and all financial accountabilities incurred by the staff concerned during the period of employment and remained unpaid at the time of separation from service.
N.
Retirement/Provident Plan 1. Coverage of the Retirement Plan IIRR shall establish a retirement plan for eligible, Philippine based staff in accordance with the Philippine retirement laws and the IIRR Provident Plan Rules and Regulations (Annex 10). Under such retirement plan, IIRR shall provide for the retirement or separation benefits of its covered staff, provided that they have completed at least one (1) year of service. 2. The Retirement/Provident Fund a. The Institute shall make regular contributions to the retirement fund equivalent to 10% of the employees monthly basic salary. b. Staff members may make voluntary contributions to the retirement fund not exceeding 10% of applicable monthly salary. Such contributions shall be done through the normal payroll process upon express written authorization by the staff concerned. 3. Enrolment of Beneficiary/Beneficiaries Upon membership in the Retirement/Provident Plan, eligible staff shall complete and submit a specific form (Annex 11) to enroll their immediate family members such as spouse, children or other relatives as beneficiary/beneficiaries under the Retirement/Provident Plan in accordance with applicable laws. The Institute shall be entitled to rely upon such enrolment of beneficiaries as a legal and valid basis for the determination of legitimate payee/s in case a staff member dies while in service.
4. The Retirement Committee

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The Board of Trustees of IIRR shall appoint six (6) members to the Retirement Committee in accordance with applicable laws. As established under the Plan, and depending on subsequent directives of the Board of Trustees, the following shall compose the Retirement Committee: a. b. c. d. e. f. President Director, Regional Center for Asia Director, Human Resources, Director, Finance Staff representative from the Headquarters Staff representative from the Regional Center for Asia
5.
The Provident Plan Rules and Regulations The Institute shall promulgate the Provident Plan Rules and Regulations in accordance with the prevailing laws and standard practice among comparable organizations based in the Philippines. The rules and regulations shall provide for specific provisions dealing with the detailed implementation and administration of the Plan.
6.
Administrative procedures The Retirement Committee shall be responsible for the formulation and administration of detailed administrative procedures to address staff concerns and needs in relation to the Retirement/Provident Plan (Annex 12).
O.
Home Leave 1. Staff appointed to international posts who are assigned to a duty station outside of their country of origin upon employment shall be entitled to home leave once every two (2) years upon completion of their two-year employment period or contract. 2. Home leave as described in this section shall be for a maximum period of four (4) weeks, inclusive of travel time. Eligible staff may apply for home leave by submitting a completed leave application form to the Human Resources Office not later than one (1) month prior to the intended date of leave. Applications for home leave shall be subject to approval by the President. 3. The Institute will provide for economy-class roundtrip tickets for the qualified staff, spouse and his/her dependent children below 18 years of age between the Philippines and the home country of record. As far as feasible, reduced fare tickets will be utilized and applicable frequent flyer privileges will availed of. 4. Within fifteen (15) days following completion of home leave the staff is required to file a statement of travel completion with the Human Resources Office. Such statement should indicate confirmation that the travel has been completed, the inclusive dates of such travel, and ticket stubs, travel agency invoices, or other relevant documents.
P.
Housing IIRR shall provide housing accommodation at the Y.C. James Yen Center campus to eligible staff in accordance with pertinent rules and regulations on housing privilege as promulgated by its Management Team from time to time (see current Rules and Regulations on Housing Privilege in Annex 13). The Institute shall maintain an adequate standard of comfort and safety for all housing occupants/residents in campus.
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Q.
Vehicles 1. Subject to availability, IIRR vehicles shall be provided to IIRR staff members for authorized, work-related travel. Staff concerned shall be responsible for making requests in accordance with established procedures as administered by the Yen Center. 2. Staff members may be authorized to drive IIRR vehicles in accordance with the driver accreditation procedure then in effect. Staff concerned shall exercise due care and stewardship in the use of assigned IIRR vehicles. They shall be responsible for reporting any mechanical problems or concerns as regards the assigned vehicle. Authorized staff members will be liable for any damage to the assigned IIRR vehicle and to any third-party vehicle attributable to staff members fault or negligence. 3. All pooled vehicles will be garaged at the IIRR motorpool or other designated facilities.
Educational Allowance 1. The Institute shall provide assistance to staff appointed to international and/or regional posts and who are assigned to a duty station outside of their country of origin for the education costs of their dependent children enrolled in kindergarten through high school. The allowance is based on the actual cost of the schooling (tuition, normal fees, textbooks, and uniforms) up to certain limits as determined by the Institute. It does not cover supplies and materials, extracurricular activities or private lessons such as Art, Music, Dance, etc. Expenses will be reimbursed to the staff upon submission of appropriate official receipts to the Finance Office. 2. IIRR provides no assistance for post-secondary, college or university education.
Shipping of Personal Effects 1. Staff appointed to international and regional posts who are assigned to a duty station outside of their country of origin shall be provided an allowance in shipping their personal effects at the beginning of their service with the Institute, for interim transfers, and at the completion of their appointment. 2. In coming to and moving from the official IIRR duty station, staff shall be provided door-to-door shipping assistance based on the most economical route available at the time of shipment and within the following weight allowances: a. Single individual: Up to the lesser of 1,500 kg by sea, or 50 kg by air. b. Staff member with spouse: Up to the lesser of 3,000 kg or one (1) twenty foot container by sea, or 100 kg by air. c. For each dependent in addition to a spouse: Up to the lesser of 500 kg by sea, or 25 kg by air.
3. All above-detailed allowances shall be inclusive of packing materials. All actual costs of the packing, transportation and unpacking of the items to be shipped within the weight limits set above shall be borne by IIRR based on actual cost up to a maximum of US$5,000. 4. IIRRs shipping assistance shall apply to personal effects only. Agreements, rules, restrictions and regulations may vary from one country to another on the items of personal effects that are to be transported. Human Resource Policy Manual 30
5. The Human Resources Office will obtain written estimates of shipping costs from three (3) different freight/household effects shipping companies at the point of origin. Further instructions regarding individual shipments will likewise be issued. Arrangements and contracts for shipping shall be made upon confirmation by IIRR of the shipping entitlements. 6. In case of staff transfers to other duty stations, the same provisions as described above shall be observed. However, if the concerned staff resigns from the Institute within one (1) year after such transfer, he/she shall reimburse the Institute for the full cost associated with the shipment of his/her personal effects. 7. Other staff assigned at the Yen Center as their duty station and are covered by in-campus housing privilege shall be provided assistance in moving their personal effects at the beginning and upon completion of their work with IIRR. Such assistance shall be in the form of a single trip to or from a designated location using an appropriate IIRR vehicle. Depending on availability of a vehicle and cost considerations, the Institute may provide cash allowance in lieu of an IIRR vehicle based on actual cost up to a maximum of Php2,500.
Cash Advances 1. Cash advances are only available for official purposes, and must have prior approval by the immediate supervisor. 2. All cash advances shall be properly liquidated with original, official receipts within ten (10) days from release to the staff. In case of official travel, all travel-related expenses shall be liquidated within ten (10) working days upon return from the official travel. Cash advances shall be granted provided that all previous cash advances have been properly liquidated. 3. Non-liquidation of cash advances will result in payroll deductions of the unpaid balance in accordance with established finance policies and procedures.
Supplemental Allowances Additional entitlements such as allowances and other emoluments may be provided to staff, with prior approval of the President, to compensate for unusual circumstances, for extraordinary living costs, or for other valid reasons.
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CHAPTER 6 STAFF DEVELOPMENT

A. Staff Development Policy IIRR recognizes that the fulfillment of its institutional objectives depends largely upon the competence of its staff, their interests in applying their abilities to IIRR's work, and their commitment to IIRR's mission. Therefore, the Institute will provide various opportunities within its means for staff to improve their competencies and capacities to be able to realize their potentials and, in the process, make optimum contribution to IIRR's mission.
B.
Staff Education and Training 1. IIRR will provide education and training opportunities to help the staff to learn and continuously improve skills and competencies necessary to perform their current work assignments. Staff development activities shall also enable staff to assume a greater variety of tasks and responsibilities in different fields in which their services may be needed. 2. To the extent that available resources would allow, the Institute will provide its staff with opportunities to develop themselves in any or all of the following ways: development assignments/sabbaticals; short-term courses; in-house training programs; and/or opportunities for professional contacts/activities such as workshops and conferences.
3. Staff development opportunities shall be applied for by the staff concerned using the Staff Development Application Form (Annex 14), and approved by the Director in accordance with the Institute goals and thrusts. A clear plan for sharing and integrating learning from the intended education and training activities should be developed and agreed upon by the staff and the immediate supervisor. Appropriate time will also be determined in order to ensure that other staff and the programs would likewise benefit from the staff development activities undertaken. Staff time spent on approved staff development activities shall be compensable in accordance with law.
C. Study Leave Study leave is a privilege granted to a staff member based on relevance of its purpose to the goals and programs of IIRR, and depending on the Institutes convenience and availability of resources. The area of study to be pursued by the staff should be directly related to his/her job responsibilities, and present high potentials for improving staff competencies and contributions to the Institutes mission and work. 1. Areas of Study Study leave may be applied for relevant areas of formal academic study, special skills programs, writing, research, observation and experimentation, or secondment to a related organization. 2. Approval of Study Leave Study leave is a privilege extended at the sole discretion and prerogative of the Institute. Staff members who have completed at least three (3) years of meritorious service, and with high potentials for assuming greater responsibilities may be recommended for study leave. Depending upon available source of funding and other related considerations, the Director concerned may recommend staff for study leave for final approval by the President. Human Resource Policy Manual 32

3. Period of Study Leave The specific period of study leave shall be jointly determined by the Director and the staff concerned, keeping a balance between the staff time requirements of the job and the demands of academic study. Staff concerned are expected to complete the approved area of study within the agreed period of study leave. Staff who are taking up short-term, professional courses (not exceeding 6 months) are entitled to a study leave of a maximum of fourteen (14) days during the course to enable them to prepare for, and take, the required examinations. 4. Salaries during study leave As a general rule, staff on approved study leave shall not receive their salary during the period of study leave if the costs of tuition, food, accommodation, living allowance and relevant travel to and from the location of study are fully covered by the Institute using its specified funds, unrestricted revenues or project- based funds as appropriate. Specific circumstances should be discussed with the Director concerned and the Human Resources Office and particular arrangements may be agreed upon with respect to payment/non-payment of salaries depending on how the costs are covered during study leave.
D.
Short Courses Staff attending a short training course in a venue that is close to or around the duty station shall be provided an allowance in accordance with approved rates and guidelines and subject to prior approval by the Director concerned.
E.
Self-initiated Study Staff who pursue higher studies on their own initiative should notify the Human Resources Office and the Director concerned. They shall be allowed to attend to their academic coursework as long as their work responsibilities are not adversely affected. While study leave may not apply in this case, other leave entitlements may be applied for in consultation with, and as approved by, the Director concerned.
F.
Service period upon completion of staff development activities 1. Eligible staff members who have been granted study leave or those authorized to pursue higher studies (such as masters degree and PhD) in which the costs of tuition, travel, accommodation and living expenses at the location of study are fully covered by the Institute shall be expected to render service equivalent to the aggregate period of study upon its completion. 2. In the case of staff members who pursue higher studies of which the costs are shared between the staff and the Institute, they shall be expected to make a commitment to continue employment with IIRR upon completion of the study. Depending on the resources provided by the Institute and the staff, the congruence of the study with specific program and management goals and other factors, staff members concerned shall continue employment with IIRR for an agreed period upon completion of the study, subject to prevailing needs and availability of financial resources. 3. Staff development activities sponsored by the Institute for a period of three (3) to six (6) months shall have a corresponding service requirement of six (6) months. Activities that are undertaken for a period less than three (3) months shall have a corresponding service requirement of three (3) months.
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4. The applicable period of service shall be served immediately following completion of the study undertaken by the staff. If the staff leaves before completing the required service period, the cost of study proportionate to the unserved period shall be charged to the staff.
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CHAPTER 7 STAFF PERFORMANCE ASSESSMENT

A. Staff Performance Assessment Policy It is the policy of IIRR to maintain high standards of work performance and outputs, and to implement appropriate mechanisms to monitor staff performance in order to: 1. measure their attainment of performance objectives; 2. recognize staff contributions to the achievement of program or management goals and objectives; and 3. identify specific developmental areas and determine improvement targets and support needed.
B.
Mechanics of Staff Performance Assessment 1. Supervisors and officers shall conduct a mid-term performance review for all assigned staff in July of each year, and a formal performance assessment at the end of each year. 2. The standard forms administered by the Human Resources Office shall be used in accordance with the following implementation guidelines: a. Performance Planning Within the first quarter of each year, the staff and immediate supervisors concerned shall collaboratively establish key result areas of assigned jobs based on work plans that have been agreed upon and approved. Building upon such key result areas, the supervisors and staff concerned shall identify and agree on specific performance objectives and key assignments, which would then be the basis for reviewing and assessing performance. An agreement shall also be made on the manner and frequency of performance feedback meetings within the year. Staff performance objectives and key assignments are to be documented at the within the first quarter of each year, copies of which shall be shared with the Director and the Human Resources Office. b. Performance Tracking and Feedback Supervisors concerned shall carry out effective monitoring and documentation of specific performance behaviors or outcomes based on the performance objectives identified. Regular meetings shall be conducted by the supervisors and assigned staff to provide opportunities for coaching and continuing self-assessment. A mid-term performance review shall be conducted in July for purposes of reviewing progress on the performance objectives, identifying issues or factors affecting performance and specific recommendations for improvement. Mid-term performance review shall be documented using the standard form for this purpose.
3. Year-end Performance Assessment A formal performance assessment shall be conducted at the end of each year in order to evaluate the attainment of performance objectives and key assignments identified early in the year. This evaluation shall focus on specific performance behaviors and outcomes that have been observed in relation to the objectives and assignments. As far as applicable, staff performance shall be evaluated taking into account the supervisors point of view, selfassessment by the staff concerned, inputs from peers and from his/her direct report staff. This process shall be documented using the standard form for year-end performance assessment, to be submitted to the Director for final review. All completed and duly signed performance assessment forms shall be submitted to the Human Resources Office not later than March of the following year.
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CHAPTER 8 OFFICIAL TRAVEL

A. Travel Authorization 1. All official travel should be requested in advance by completing a travel authorization form. International travel must be requested at least two weeks in advance, subject to authorization by the Director concerned. 2. Duly approved travel requests shall serve as valid authorization to the accredited travel agent to issue the tickets. They shall also provide basis for cash advance in accordance with the authorized travel expenditures.
B.
Passport and Visa 1. It is the responsibility of staff to ensure that he/she has a valid passport; the cost of passport applications, renewals, etc. shall be borne by the staff. IIRR will be responsible for securing any travel-related visas for the countries to be visited and the appropriate inoculations as part of duly approved, official travel. 2. IIRR will reimburse the staff for the cost of obtaining visas and any inoculations required for travel. Receipts should be attached to the expense report.
C.
Travel Allowances 1. Regional and Local Travel Per Diem will be provided for employees who travel on duty, subject to authorization by the Finance and Administrative Officer and approval by the Director. a. Transportation and accommodation expenses will be covered by an authorized cash advance for an official travel, and will be liquidated with official receipts within ten (10) days upon travel completion. b. Allowances for trips involving an overnight stay shall be provided in accordance with the standard rates and guidelines. 2. International Travel International rates for per diem and other travel-related expenses shall be provided in accordance with the Finance policy on international travel.
D.
Frequent Flyer Privileges A traveling staff member who has acquired frequent-flyer privileges is encouraged to avail of applicable privileges such as free airfare/mileage or reduced fare rates for official travel whenever feasible. The assigned staff as well as the authorized travel agent should be informed promptly of such frequent flyer status and any privileges that may be applicable. Any frequent flyer privileges applied shall not be convertible to cash or reimbursable to the staff concerned.
E.
Liquidation of Travel Expenses Within ten (10) days upon completion of travel, the staff shall submit to the Finance and Administrative Officer a completed travel expense report duly signed by the Director and the staff concerned. Transportation, accommodation (excluding tips), and other costs must be supported by receipts.
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1. After the travel expense report has been processed, the staff will immediately return any unused cash, and a receipt will be issued by IIRR for such remittance. 2. Delays in settling outstanding travel advances will result in payroll deductions of the unpaid balance. Additional travel requests will not be honored until the expense report of the previous trip has been filed and settled.
F.
Trip Report 1. Within one (l) week of return from an official trip, an employee/consultant shall submit a trip report to the immediate supervisor with copy to the Director concerned and the Central MIS at the Headquarters. The trip report shall contain the following details: a. Purpose of the trip; b. Itinerary; c. c. e. f. g. h. Persons contacted at each location; Description of activities; Title of paper presented (if applicable); Implications and suggestions for IIRR programs and activities; Names and addresses for IIRR's mailing list; List of papers, publications brought to IIRR and made available to colleagues in IIRR libraries.
2. Papers, publications, books, etc., obtained by employees attending professional meetings, workshops, and training programs at IIRR's expense are the property of IIRR and must be identified in the trip report. These materials must be submitted for cataloging and sharing with other staff as necessary and appropriate.
G.
Professional Meetings and Organizations 1. Staff may be authorized to attend a professional meeting or international conference, subject to approval by the Director. The nature of the meeting or conference, IIRRs interest, whether the employee has useful papers to present, and budget limitations are factors to be considered. 2. Staff members are encouraged to participate in professional organizations. They shall be responsible for individual membership dues and fees, which are not reimbursable by IIRR. On the other hand, institutional membership fees are charged to the Institute provided that all documents, publications, surveys or other activities obtaining in such membership shall be under the name of IIRR.
H. Travel of Candidates for Employment 1. Authorization and mode of travel for candidates for employment are handled in the same way as for employees of IIRR. Lodging arrangements for candidates for employment are made and provided by IIRR.
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2. If for personal reasons the candidate deviates from the IIRR travel schedule while en route to IIRR for the purpose of an employment interview, appropriate deductions will be made from his/her travel expense claim. 3. The Human Resources Office shall be responsible for informing candidates of their travel entitlement and the applicable rules. 4. Unless specifically authorized by the President, a candidate for employment is reimbursed for one trip to the Headquarters/Regional Center for Asia prior to his/her actual appointment. No allowance shall be provided for accompanying family members.
I.
Travel of Spouses on Business Trips IIRR has no objection to a spouse accompanying a staff on business trip. IIRR does not cover the expense of a spouse accompanying a traveler on official business trips. The costs associated with the accompanying individual are the full responsibility of the traveler.
Worried about potential employment termination? These are the next steps. Here's how to predict potential employment termination and the first steps to take in preparation.
Tend your work station and electronic equipment. Whether you work in an office, a cubicle, or on the factory floor, pay attention to your work area. Is the number of personal items you would need to remove in the event of employment termination easily doable? Do you have backup copies of personal items on your home computer or non-work laptop? In fact, remove non-work related material from your company-owned equipment which you will need to return immediately in the event of employment termination. Take home any personal files that you may have been storing at work. Backup your phone book and contacts from both your computer and your cell phone at home. Remove any records relating to taxes such as travel expenses and mileage. Finally, your employer owns the work you have produced while employed, so you won't want to use the same material at a new employer. But, you may want to take home copies of work you can use as samples in your next employment. Depending on whether you have a non-compete agreement, and the other particulars of your employment and separation, the samples will save you time developing from scratch. You wouldnt want to lose all the effort you just invested in writing an employee handbook or a cost justification for a major equipment purchase. (Do be careful about how a sudden flurry of emails to your home email address will look to an employer from whom you need a positive reference.) Remember, your employer owns your work email, too. Another employee is likely to monitor your email account for a period of time so the company doesn't miss calls or customers.
If you expect your employment termination will be for performance, maintain a copy outside of work of all documentation relating to your performance. Keep copies of any action plans created during coaching sessions and any other written documents you receive including performance evaluations. If you are not receiving regular feedback about your progress, you may want to go on record for requesting feedback by emailing your supervisor and HR staff, if involved, to request a periodic feedback meeting. In any case, maintain your own documentation with a timeline of the series of events that led to you
38

employment termination. You may also want to speak to an attorney if you believe your potential employment termination is not justified.
Prepare to negotiate your severance package. In the event of an employment termination, your employer is likely to offer you severance pay. Whether the termination is for cause or a layoff, expect that the employer will require, in return, that you sign a statement that gives away your right to sue them for any reason as a result of your employment termination. In all cases, take the document home, for the length of time required of your employer by law, and think about signing away your rights for a few weeks pay. Perhaps consult an attorney, but never sign such a document on the spot, at the moment of employment termination. While its tough to think strategically at the moment of employment termination, you have nothing to lose once you have heard your employers offer. These items, depending on company past practices, the number of employees involved in the layoff, and other variables, may be negotiable: --the amount of severance pay, -- the length of time benefits such as health insurance remain in effect, -- how the employment termination is recorded in your personnel file (layoff vs. fired as an example), --how the employment termination will be characterized by Human Resources when potential employers call for a reference, and --how much the employer is willing to pay for outplacement services to help you move to your next job.
More Thoughts About Severance Negotiation "Don't walk out the door as if there are no options for you. Ask for ways to extend your transition and reposition yourself for your next job," says Amy Dorn Kopelan, co-author of I Didn't See It Coming (compare prices) and the co-creator of TheGuruNation.com, a knowledge network for professionals and entrepreneurs who want to take control of their careers. Here are six ways to negotiate after being laid off:
"Trade your vacation time for more weeks on the job in your paid position. Take half your pay. Some find it better to still have a place to work every day. Hold a meeting with the team still in place. Provide your counsel and guidance before you exit. Ask for a letter of praise and recommendation from your senior manager before you leave your position. Offer to do project work. The company doesn't have to cover your medical benefits and that's a plus. Raise your hand to train or help consolidate. You have insider knowledge that may be of service."
Conclusion About Severance Negotiation Employment termination is never pleasant. But, if you pay attention to your work environment, prepare for a potential employment termination on the personal as well as the professional sides of your life, keep your groundwork for a job search active, and negotiate your severance, you will mitigate the downside. What Happens Next After Employment Termination When you experience employment termination, your best tactic is to begin actively pursuing your new job. Do apply for unemployment compensation, no matter what your employer told you; even
39
CHAPTER 8 OFFICIAL TRAVEL when an employment termination was for cause, employers rarely keep former employees from collecting unless the cause of termination was egregious. Within a few weeks, you will receive a letter offering you COBRA to continue your health insurance which I recommend. Your former employer may send you a statement that tells you what they owe you in terms of vacation pay and other benefits, summarizes the agreement you negotiated, and anything else you need to know at employment termination such as rolling your 401(k) contributions to a new plan. Be aware of potential employment termination.
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Philippine HR Policy Manual Sept 8 2004

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INT E RN AT I O N AL IN S T IT UT E O F RU R AL R EC O N ST RU CT IO N

Human Resource Policy Manual For Philippine-based Staff

Human Resource Policy Manual For Philippine-based Staff

CHAPTER 2 PARAMETERS OF THE MANUAL

Human Resource Policy Manual For Philippine-based Staff

Human Resource Policy Manual For Philippine-based Staff

Human Resource Policy Manual For Philippine-based Staff

Human Resource Policy Manual For Philippine-based Staff

Human Resource Policy Manual For Philippine-based Staff

d. Introduction to other colleagues

Human Resource Policy Manual For Philippine-based Staff

Human Resource Policy Manual For Philippine-based Staff

Human Resource Policy Manual For Philippine-based Staff

Human Resource Policy Manual For Philippine-based Staff

Human Resource Policy Manual For Philippine-based Staff

Human Resource Policy Manual For Philippine-based Staff

CHAPTER 4 DUTIES AND OBLIGATIONS

Human Resource Policy Manual For Philippine-based Staff

CHAPTER 4 DUTIES AND OBLIGATIONS

Human Resource Policy Manual For Philippine-based Staff

CHAPTER 4 DUTIES AND OBLIGATIONS

Human Resource Policy Manual For Philippine-based Staff

CHAPTER 4 DUTIES AND OBLIGATIONS

Human Resource Policy Manual For Philippine-based Staff

CHAPTER 4 DUTIES AND OBLIGATIONS

Human Resource Policy Manual For Philippine-based Staff

CHAPTER 4 DUTIES AND OBLIGATIONS

Human Resource Policy Manual For Philippine-based Staff

CHAPTER 4 DUTIES AND OBLIGATIONS

Human Resource Policy Manual For Philippine-based Staff

CHAPTER 4 DUTIES AND OBLIGATIONS

Human Resource Policy Manual For Philippine-based Staff

Human Resource Policy Manual For Philippine-based Staff

Categories of work days

Regular work hours within 10 PM-6 AM

Human Resource Policy Manual For Philippine-based Staff

Human Resource Policy Manual For Philippine-based Staff

Human Resource Policy Manual For Philippine-based Staff

4. The Retirement Committee

Human Resource Policy Manual For Philippine-based Staff

Human Resource Policy Manual For Philippine-based Staff

CHAPTER 6 STAFF DEVELOPMENT

CHAPTER 6 STAFF DEVELOPMENT

Human Resource Policy Manual For Philippine-based Staff

CHAPTER 6 STAFF DEVELOPMENT

Human Resource Policy Manual For Philippine-based Staff

CHAPTER 7 STAFF PERFORMANCE ASSESSMENT

CHAPTER 8 OFFICIAL TRAVEL

Human Resource Policy Manual For Philippine-based Staff

CHAPTER 8 OFFICIAL TRAVEL

CHAPTER 8 OFFICIAL TRAVEL

Human Resource Policy Manual For Philippine-based Staff

CHAPTER 8 OFFICIAL TRAVEL

Human Resource Policy Manual For Philippine-based Staff

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