Save the Children Ethiopia HR Policies and Procedures Manual — Comprehensive Topic Notes

I. Save the Children Global Policies

• Equal Opportunities Policy (1.1): SC is an equal opportunity employer; decisions on recruitment, pay, promotion, training, transfer, etc., should be based on job requirements and qualifications, not on gender, marital status, race, color, nationality, ethnicity, religion, age, disability, union membership, or HIV/AIDS status. The policy applies to all aspects of employment and is part of the Code of Conduct (Appendix 1).

• SC Safeguarding Policy Framework (1.2): Three pillars guiding safeguarding across staff and all third parties: 1) safeguarding children, 2) safeguarding adults in affected populations/staff, 3) safeguarding SC staff. Applicable to all staff, deployed/seconded staff, partners, contractors, visitors, volunteers.

  • 1.2.1 Child Safeguarding Policy: recruit only suitable representatives; apply safe recruitment, ensure obligations to prevent and report child abuse; everyone represents the organization must create a safe environment for children; activities are assessed for child risk; offices maintain safeguarding awareness and reporting systems. Full Child Safeguarding policy is Appendix 2.

  • 1.2.2 Protection from Sexual Exploitation & Abuse (PSEA) Policy: zero tolerance for sexual harassment and discriminatory/disrespectful conduct; confidential handling of reports; investigation and disciplinary action up to dismissal; part of broader Code of Conduct and related policies; guidance for awareness, hotlines/helplines, and staff support. See Appendix 3 for full policy.

  • 1.2.3 Anti-Harassment, Intimidation and Bullying Policy: safeguards staff against harassment, intimidation, and bullying (including sexual harassment).

• Anti-Fraud, Bribery and Corruption Policy (1.3): Zero tolerance; principles of Integrity, Legitimacy, Timeliness, and Fairness. Systems to minimize risk, detect, investigate, and act on fraud/bribery/corruption. Staff/consultants/partners must report suspicions to the Country Director (or Regional Director/CD Center as applicable); failure to report may incur disciplinary action. Includes guidance on actions against external parties.

• Use of Property & Electronic Technology (1.4): SC property and electronic systems are for agency business only; personal use incidental and not interfering with duties; return of issued items on termination; no personal use of devices while driving except as necessary; backing up data; low privacy expectation; monitoring of electronic communications is allowed; no unlawful use; no software installation without authorization.

• Alcohol & Drug Use (1.5): Prohibition on illegal drugs, alcohol, and khat on SC property/vehicles or during SC activities; employees must report criminal convictions involving controlled substances or alcohol while on SC business; alcohol on premises allowed only at authorized events with CD approval; excessive use may lead to discipline up to termination; drug/alcohol testing may occur as permitted by law.

• Whistleblowing Policy (1.6): All SC international staff, volunteers, suppliers/consultants, and implementing partners must report in good faith suspected serious malpractice; confidentiality; Named Persons guidance for in-country reporting; Country Director ensures staff and partners are aware of the policy.

II. Job and Employment Classifications

• General (2.1): Jobs are defined within country program strategies; classification clarifies duties, delegation, and authority; used to evaluate complexity and responsibilities; aligns with SC’s framework.

• Organizational Structure and Establishment of Job Positions (2.2): Structural changes are managed by Department Heads/Program Directors; HR reviews; SLT approval for changes; major reorganizations require SLT approval; new job titles align with existing job families within CO grading (Appendix not shown here).

• Job Description (2.3): Written statements describing content and requirements of a position; updated on appointment; standardization coordinated by Hiring Manager and HR; must include major responsibilities, key accountabilities, skill requirements, and SC competencies; must include child safeguarding, gender, and core values.

• Job Grades (2.4): 14 grades (from Grade 7 to Executive A); used to determine salaries/benefits; after job evaluation, grades assign levels of complexity; HR handles classification/reclassification; new or significantly changed jobs may be graded; field offices and SLT directors initiate regrading; (Appendix 13/14 referenced in manual).

• Employment Classification (2.5): Contracts based on organizational needs and project duration; Regular Employees typically longer-term (>6 months); two subtypes of regular definite contracts: non-project staff (definite end date, up to 5 years) and project-based staff (end aligned with project life); Temporary Employees (urgent, up to 6 months, per Ethiopian Labor Proclamation 1156/2011, with limited benefits); All contract templates are standardized per Appendix 7; Non-Staff Groups (consultants, volunteers, interns) under separate policies (Appendix 8).

III. Recruitment & Selection

• General (3.1): Equal opportunity recruitment; non-discrimination; competitive recruitment with at least two potential candidates; internal vs external announcements; internal candidates given preference if qualified; relatives of staff policy to avoid conflicts of interest; internal postings first; local community recruitment prioritized per FO authority; expatriate recruitment possible at senior levels; all recruitment must follow competency-based assessment with involvement of line managers. Travel costs for applicants borne by the applicant; recruitment ads must reflect gender balance and equal opportunity.

• Human Resource Planning (3.2): HR planning estimates personnel demand and supply; basis for recruitment, performance management, L&D, and talent management; quarterly plans submitted by Program Units/Departments/Field Offices; CO HR consolidates and seeks SLT approval; execution follows after approval.

• Recruitment Delegation (3.3): CO HR handles Addis Ababa and field-level positions grade 2+; Field Offices handle grade 3 and below; satellite/camp offices recruited by field offices with involvement from those offices.

• Retirement Age (3.4): Minimum age 18; retirement age 65; extensions possible on health and productivity with SLT approval; retirement requests at age 60 per pension law.

• Recruitment and Selection (3.5): General process; vacancy requests require JD, budget, and structure approval; Taleo requisitions; vacancy announcements internal/external; advertising must include gender equity and EEO statements; internal candidates given priority where qualified; 5 working days for internal postings, 10 for external (unless emergency); receipt of applications online via Taleo; screening by CO/FO HR with a shortlist panel; minimum shortlist pool of 4 candidates; CV screening must consider gender diversity; relative applicants must declare conflicts; selection panel composed with at least one female; written and/or practical assessments used; interviews planned in advance; scoring with predefined pass marks (e.g., 60/100); confidentiality maintained.

• Making the Appointment (Contract of Employment) (3.6): Appointment authority by CD (executive grades), DCDs for grades 1-2, HRD for grades 3 and below; field appointments by Field Ops Manager/Program Ops Director; conditional job offers; salary reviewed by hiring manager against SCI pay policy; references and prior employment verification; start date and new staff documentation; reference checks typically two references; previous employer clearance or work certificate required; document verification initials on copies; HR establishes personnel file; offer packages followed by official acceptance within 3 working days; failure to accept may trigger new process.

• Exceptions to Competitive Recruitment (3.7): Non-competitive recruitment allowed when: time is short, cost is high, emergencies; previous SC staff within 3 months of termination for similar roles; growth promotions with only one internal candidate; transfers with justification; headhunting may be used when competitive process fails and must be authorized by PODs/CD/HRD; full process still documented.

• Date of Hire (3.8): Effective date is contract date; first-month pay may be pro-rated if hire date does not align with payroll period.

• Probationary Period (3.9): 60 working days for most staff; 6 months for Executive grade; no extension; performance objectives set; assessed in Oracle HR; termination possible if unsatisfactory; police/vetting checks can justify termination during probation; employee may terminate with notice during probation.

• Promotion (3.10): Promotion defined as moving to higher grade with different duties; open competition with internal/external applicants; internal growth/promotion given priority; direct appointment possible with written justification; eligibility after at least 6 months in current role (subject to business need); acting period up to 3-6 months to evaluate readiness; authority for promotion/transfer same as recruitment; move requires notice and handover; acting role does not guarantee promotion.

• Transfer (3.11): Movement between posts of same grade; may be within or across units/duty stations; competition with internal/external applicants for transfer; case-by-case seniority/track/performance; 3.11.2 Procedures require written transfer notice; potential salary adjustment capped to maintain internal equity (up to 5%), with justification.

• Reinstatement (3.12): Reinstatement allowed within 1 year after contract end; otherwise treated as new hire; past service may be considered for leave/education/benefits; salary aligned with last earnings or adjusted for new role.

• Staff Records and HRIS (3.13): Records in ORACLE HR; numbered files; contents include VRF, JD, letters, contracts, police certificate, vetting, performance management, etc. Access to files is limited to authorized roles; confidentiality obligations; staff must inform changes to personal status.

• Police Certificate (3.14): New employees must produce criminal clearance within probation; if field recruitment delays, a declaration form may be used with up to 6 months to obtain clearance; contract termination if false information.

• Vetting (3.15): Global requirement for vetting via Taleo; if vetting reveals concerns, SC may terminate.

IV. Conditions of Service

• General (4.1): SC aims for a safe, pleasant working environment; balance between service demands and staff wellbeing; rights and obligations exist for both SC and employees.

• Rights and Obligations (4.2): 4.2.1 Rights of SC (direction, hiring/suspension/termination, salary scales, pay structures, etc.). 4.2.2 Rights of Employees (benefits, ability to apply for promotions/transfers, protection of life and dignity). 4.2.3 Obligations of SC (provide employment, pay, safety, maintain records, provide training, etc.). 4.2.4 Obligations of Employees (abide by rules, perform duties, adhere to work hours, time sheets, avoid outside employment unless approved, protect SC property, safeguard children/adults, maintain confidentiality, avoid political/religious statements that compromise independence, etc.).

• Work Location (4.3): Working location specified in offer; flexibility to operate at other locations as needed.

• Staff ID Card (4.4): Mandatory ID cards; regular cards for contracts ≥6 months; temporary cards for probation/short-term; ID cards must be returned; card number aligns with Agresso/employee ID; signing authority for field vs country office.

• Hours of Work (4.5): Regular hours 8:00-17:30 with 30-min lunch Mon-Thu; Fri 8:00-12:00; some roles have different schedules; minimum 40 hours/week; may require up to 48 hrs/week; CD/FO SLT may adjust hours with approvals.

• Flexible Working Hours (4.6): Flexible arrangements with line manager; written approval; must meet role demands; implement with Cross-manager notice.

• Working from Home (4.7): Up to 5 days/month, emergencies may allow more with CD approval; written arrangements.

• Attendance (4.8): Punctuality expected; notify manager by 10:00 on same day if late; half-day absences may be treated as annual leave; other rules apply.

• Weekly Rest Day (4.9): At least 24 consecutive hours in 7 days;

• Effort Reporting/Timesheet (4.10): Monthly effort reports required; alignment with donor funding; reports through Timesheet Policy (Appendix 11); purpose includes payroll, fund attribution, project costs; non-compliance may lead to disciplinary action; staff must sign the policy as part of induction.

• Official Holidays (4.11): Legal public holidays observed; possible additional in lieu; holidays announced in advance; may be required to work on holidays with compensation on alternative days.

• Recommendation/Reference (4.12): Dismissed staff not entitled to reference; may provide Certificate of Service; external requests handled by line manager; internal references limited to performance-related comments; confidentiality maintained.

• Dressing Code (4.13): Professional appearance; maintain cleanliness and professional dress; reflect SC values.

V. Salary Administration

• General (5.1): SC aims to attract, retain, develop talent; remuneration reflects total reward approach; salaries and allowances stated in Ethiopian Birr; can peg salaries to USD or other currencies due to local devaluation; base salary serves as basis for taxes and fixed benefits.

• Pay Principles (5.2): Competitive rewards; reflect skills and competencies; benchmarking in INGOs; national pay at 50th-75th percentile depending on market, budget; aim to pay living wage; detail pay policy in Appendix 12.

• Salary Structure (5.3): Salaries per grading structure; base salary vs starting conditions; variable starting pay allowed under conditions like market competitiveness, retention difficulties, or highly skilled/experienced candidates; past earnings may influence starting pay.

• Salary Payment (5.4): Monthly payments; paid on/after 21st of the month; subject to tax and statutory deductions.

• Salary Deductions (5.5): Deductions for overpayments, unauthorized leave, taxes, court orders, repayments for damaged property, advances, pension contributions, voluntary saving schemes, etc.; deductions cannot exceed one-third of monthly salary (5.5.1, 5.5.3).

• Overtime (5.6): No overtime payments; emergency work may be authorized; compensatory time off for public holidays worked (within one month).

• Pay Review and Increment (5.6): Annual pay reviews finalized by end of Q1; increases may be backdated to start of quarter; details governed by SCI pay policy.

VI. Allowances and Benefits

• SC provides various allowances and benefits to attract/retain staff; guidelines ensure competitiveness and staff wellbeing; tax on allowances as per country law (Appendix 14 covers benefits policy); specific emergency operation benefits outlined in Appendix 10.

VII. Leave Administration

• All employees entitled to leave; annual leave planned at the start of each fiscal year; leave requests submitted via ORACLE HR; minimum leave period is half-day; specific leave entitlements are described in the Benefits Policy (Appendix 14).

VIII. Staff Learning and Development

• General (8.1-8.2): L&D supports staff growth and performance; aligned with organizational needs; uses Performance Management data (Develop to Perform) to guide development; balanced between individual and organizational priorities.

• Identification of Learning and Development needs (8.3): Learning needs vs development needs; prioritization of core organizational needs; continued formal education considered development; design L&D programs around identified needs; aim to improve workplace productivity and align with strategy.

• Learning & Development Methods and Approaches (8.4):

  • 8.4.1 Training: Induction (Passport to Success), on-the-job coaching/mentoring, job rotation, secondments, in-house training, workshops/seminars, short-term training (1-4 weeks), SC Online Courses (LMS).

  • 8.4.2 Development/Long-Term Trainings: formal education lasting 3+ months; supports staff to pursue further studies; alignment with organizational needs; line managers ensure relevance.

  • 8.4.3 Allocated Budget for L&D: budget tied to basic salary; ranges (approx. 6-10% of basic salary based on grade: Grade 7-4: 10%; Grade 3-2: 8%; Grade 1 & Executive: 6%); funding for organization-led and staff-initiated trainings with priority to development needs and mandatory trainings.

  • 8.4.4 Eligibility, Conditions and Application/Approval Procedures: Eligibility criteria (mandatory online trainings completed, relevance to org needs, current/future role, development alignment, at least 6 months service); Application steps (online form, line manager approval, HRD approval, supporting receipts and documents for reimbursement); recording and monitoring; responsibilities across CD/SMT, Line Managers, HR, Admin, and Finance.

• Recording and Monitoring (8.4.4c): Central records; staff to report learning; line managers to collect and share learnings; annual L&D planning and reporting.

• Responsibilities for Implementation (8.4.4d): CD/SMT oversight; Line Managers support and publicize opportunities; HR supports and monitors; Admin/and Finance handle logistics and budget coding; Finance ensures accuracy of L&D costs and approvals.

IX. Staff Performance Management

• General (9.1): PM is a continuous process to review achievement against objectives; fosters communication and guides development decisions.

• Purpose (9.2): Adopt Develop to Perform to focus on coaching and development; move away from ratings as sole measure; emphasis on quality conversations, growth, and retention; linking performance to professional development and SC values/competencies.

• Policy (9.3): PM cycle runs from January 1 to December 31; for fixed-term/emergency staff, cycles align with contract term; probation review and pre-promotion/transfer reviews; decisions on status changes tied to PM outcomes; confidentiality for outcomes.

• Outcomes and Confidentiality (9.3.2): Reviews kept confidential except for relevant managers/HR/CD; reminders and follow-up by HR (9.3.3).

• Develop to Perform Cycle (9.5):

  • Annual Goal Setting (9.5.1): Up to 5 role-specific goals (one includes Child Safeguarding focus) and up to 3 development goals; each goal has quarterly deliverables and KPIs; linked to competency framework; discussions recorded and reviewed quarterly.

  • Quarterly Review Conversations (9.5.2): Quality coaching conversations; data on performance vs goals; adjust goals; 360 feedback in Q2 & Q4; employee leads the discussion; outcomes recorded in Oracle; sign-off by line manager.

  • Bi-Annual 360 Feedback (9.5.3): Select up to 8 peers/stakeholders; performance feedback focused on focus competencies; not anonymous to the employee; managers provide forward-looking feedback.

  • On-going Conversations (9.5.4): Regular informal check-ins; no formal record unless desired; notes may be kept for next review.

• Performance Improvement Plan (9.6): 90-day plan with at least two review meetings; used when two or more quarterly reviews show underperformance; final decision escalated to CD if no improvement.

X. Disciplinary Code and Grievance Procedures

• General (10.1): Disciplinary actions aim to improve performance and conduct; permissible appeal rights; actions governed by law; not an exhaustive list of offenses.

• Classification of Offences (10.2): Gross Misconduct (10.2.1) versus Other Misconduct (10.2.2).

• Gross Misconduct (10.2.1) includes: child safeguarding violations, violence, theft, sexual harassment/violence, PSEA violations, misappropriation, fraud, gross negligence, and other serious offenses listed in law.

• Other Misconduct (10.2.2): e.g., poor performance, negligence, tardiness, insubordination, etc.

• Disciplinary Actions (10.3): Ranging from Summary Dismissal to Verbal Warnings; the hierarchy of actions includes: Summary Dismissal, Termination, Demotion, Suspension, Written Warning, Verbal Warning.

  • Summary Dismissal (10.3.1): Termination without notice for gross misconduct; aligned with Labor Law.

  • Termination (10.3.2): Termination with notice for ongoing offenses after final warnings.

  • Demotion (10.3.3): Reduction in grade or transfer; may be reversible after a period with evaluation.

  • Suspension (10.3.4): Quitting duty for up to one month for investigation; usually with pay; CD/HRD may approve without pay.

  • Written Warning (10.3.5): First and Final; validity 6 months (first) and 12 months (final); impacts on salary/role changes; requires HR consultation.

  • Verbal Warnings (10.3.6): Not cumulative; may be noted; can be ignored after 6 months if conduct improves.

• Disciplinary Procedure (10.4): General approach; informal warnings and coaching; formal steps when necessary; investigation by designated personnel; employee has right to present their side; confidentiality and due process.

  • Investigation/Fact Finding (10.4.2): Establish facts; may involve witnesses and documents; investigation team for gross misconduct; involvement of internal audit for fraud; child safeguarding involvement by Head of Child Safeguarding.

  • Appeal (10.4.3): Written appeal within 5 working days; appeal committee review; decision communicated within a defined period; additional escalation to CD or external panel if needed.

• Authority for Disciplinary Actions (10.5): Authority to impose disciplinary actions allocated by role: CD or RD for major actions; line managers for warnings; HRD involvement for final warnings.

• Grievance Procedures (10.6): General framework to raise work-related complaints and appeal management decisions; stages include Informal, Formal, Investigation, Decision, Appeals, Final Appeals.

  • Informal Stage (10.6.2.i): First attempt to resolve with line manager; HR can provide guidance; if the issue concerns the line manager, approach higher management.

  • Formal Stage (10.6.2.ii): Written grievance with facts and desired resolution; escalation to next-line manager if needed.

  • Investigation (10.6.2.iii): Interview witnesses and collect documents; confidentiality and fairness; may involve HR.

  • Decision (10.6.2.iv): Line manager decides and communicates decision in writing within a defined period; right of appeal.

  • Appeals (10.6.2.v-vi): Appeal to next line manager; if unresolved, to Country Director; final appeals to CD; external panel possible for staff reporting to CD.

XI. Separation from Service

• General (11.1): Termination can be initiated by organization or employee; grounds include resignation, health problems, redundancy, disciplinary grounds, poor performance, imprisonment, retirement, contract expiry, project phase-out, probationary termination, death, re-structuring, cession of projects; termination can be with or without notice per Ethiopian Labor Law.

• Resignation (11.2): One-month notice after probation; must complete clearance; if inadequate notice, SC may claim the equivalent salary; annual leave may be approved or rejected by the organization.

• Health Problems (11.3): Termination for health/disability with medical evidence or after prolonged sickness; post- illness severance and provident fund entitlements.

• Redundancy (11.4): Termination due to organizational changes; notice periods scale with length of service; payments include severance, redundancy compensation, provident fund, accrued leave, and outstanding salary/benefits.

• Disciplinary Termination (11.5): Termination under disciplinary grounds with applicable payments.

• Poor Performance (11.6): Termination due to inability to perform duties; must be preceded by PM and PIP; one-month notice; severance and provident fund entitlements apply.

• Imprisonment or Conviction (11.7): Absence due to imprisonment >30 days can lead to termination; absence days during trial may be charged to annual leave; entitlements upon termination due to imprisonment.

• Retirement (11.8): Minimum three months’ notice; severance, ex-gratia payments (up to 5 months in some cases), provident fund, accrued leave, outstanding benefits.

• Expiration of Contract (11.9): Fixed-term/temporary contracts terminate at end of period; notice requirements for fixed-term terminations; employees may receive severance and accrued leave payments.

• Probationary Termination (11.10): Termination during probation with no severance; only outstanding salary is paid.

• Death (11.11): Entitlements include severance, funeral expense coverage, provident fund, life insurance where applicable, unused leave payout, and full month’s salary proportional to the death month.

• Cessation of Organization (11.12): Termination of organization leads to adherence to Labor Proclamation provisions; severance, redundancy benefits, notice, provident fund, accrued leave and outstanding salary.

• Certificate of Service (11.13): Issued upon leaving; contents include name, dates, positions, last salary, tax obligations; copy placed in personal file.

• Exit Interview (11.14): Exit questionnaire to capture feedback; monitored by HR.

Appendices, Glossary, Abbreviations

• Appendices (Appendix 1–26): Code of Conduct; Child Safeguarding; PSEA; Job Structures; JD Guidelines; Temporary Employment; Volunteers & Interns; Employment Contract Templates; Consultancy Guidelines; Authority Limits; Emergency HR Guidelines; Timesheet Policy; Pay Policy; Job Grading Structure and Salary Scale; Benefits Policy; Develop to Perform; Gender Policy; Employee Per Diem; Internet & Mobile Allowance; Location Allowance; Hardship Areas; Uniform Entitlements; Vehicle Allocation; Provident Fund Guidelines; Whistleblowing; HR Forms/Templates; and more (Appendix 26 covers Safety & Security – Team Standard Procedure).

• Glossary of Terms (II): Definitions for terms like A child, Appointment authority, Child abuse, Country Director, etc.

• Abbreviations (III): SC, CO, CD, FOM, SOM, FO, SLT, HRD, HR, HRP, L&D, RD, D2P, PIP, PDQ, OP/POs, DCD, ESARO, ER, SPPA, PSEA, etc.

Key takeaways for exam preparation

• The HR Manual of Save the Children Ethiopia is structured around global policies, job classifications, recruitment, conditions of service, salary, benefits, leave, learning and development, performance management, disciplinary procedures, separation, and appendices.

• Safeguarding and ethical standards are central (Child Safeguarding, PSEA, anti-harassment, whistleblowing).

• Recruitment is competency-based with a strong emphasis on internal mobility, fairness, transparency, and gender balance; internal postings are prioritized where possible; relatives require strict disclosure and certain prohibitions.

• HR processes are formalized with clear delegation of authority, documented in appendices and aligned with Ethiopian labor law; contracts span regular, definite (project/non-project), and temporary types.

• Performance management uses the Develop to Perform framework with emphasis on coaching, development, and continuous feedback rather than purely ratings; includes annual goals, quarterly reviews, 360 feedback, and PIP as needed.

• Separation and termination are governed by a structured set of grounds, entitlements (severance, provident fund, accrued leave), and clear exit procedures, including certificates and exit interviews.

• A strong emphasis on documentation, confidentiality, and the use of Oracle HR/HRIS for records, performance management, and payroll alignment.

• Budgeting for L&D and reward mechanisms include explicit percentages of basic salary allocated for training, with different bands by grade, and a governance structure for approvals.

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