HR Manual English Version

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Preface

Introduction of necessary dimensions and importance of HRcoordination with key strategies of the organization

In the contemporary world we witness (observe) basic and fast changes insocieties and administrations. These changes are in different cultural,economical, social, political, abilities, human tendency and technologydimensions. Researchers and managers of advanced societies andadministrations believe that the most important and effective factors inchanges and improvement of agencies (administrations) is planning, trainingand improvement of HR capabilities and extension of their society andorganizations culture. Man power is considered a very important and strategicfactor. Therefore, HR management was not considered very important in thepast but today it is considered the most important knowledge and skills of themanagers.HR in an organization means all the people who work in different levels of thatorganization and it means small or big structures (tashkeelat) which areestablished to reach to different objectives. HR management is placed inproduction and finance management line (row) and its relevant affairs is theresponsibility of a specific section.The most strategic factor for the improvement of the countries is consideredtheir HR, because this job is almost new in an organization and besides, itsobvious importance there are always vagueness about its real value, role andjob. Importance and necessity of HR in every organization is completely clear

because the organization is connected with its all sections and must have avery strong management so that it can be carried on equally with othersections. Due to the changes in the existence philosophy of HR and alsoorganization and employees affairs, the HR management shall haveimportant planning and special strategies. HR management shall have accessto the employees affairs (works). This matter helps in organizations worksand working balance. HR can help the organization in increasing ofproductions, effective services and more efficiency by decreasing ofexpenses. Some of the HR management measures are as follows:

1. Decreasing of unimportant part time work with increasing of work process

in normal working hours

2. Taking decisions for supporting of legal vocations , decreasing of absenceand its controlling

3. Designing correct positions for avoiding of employees time wasting

4. Planning an organization with good management and ensuring social andsound relations and providing of good environment which causes theemployees satisfaction and finally avoid them from leaving theorganization and its payments

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5. Planning of effective working environment with good health and safetysystem and its perfect control to avoid accidents and useless expenseslike paying for damages, treatment and insurance and time wasting

6. Learning of necessary skills for development of proportional employees

evolution of the organization

7. Finding and recruiting of most qualified employees for different duties incivil service

8. Designing of salary and allowances payment system which can competewith other agencies (private sectors, NGOs and internationalorganizations) in attracting and keeping of effective HR

9. Persuading of employees and asking their ideas for decreasing ofexpenses

The main objective of HR management in every organization is assisting thefunctions and better working result in an organization for fulfilling of theobjectives. Assisting the production increasing and efficiency level is the mostimportant help to the organization. Generally all activities of HR managementare for achieving of the following objectives:

Benefit and more profits

More working satisfaction

Improving working quality

Increasing of motives for performing of better services

Achievement of organizations objectives

In HR management after the general contexts and philosophy is gathered, thestrategic is collected.

In collecting of strategies there are two levels:

1. Administrative strategies

2. Job strategies

HR section role in organizations change

HR section has a very important role in designing and performing of strategiesin an organization. This section can analyze and identify the issues relevant toemployees and specifies the issues which have important role inorganizations good position and success in strategies of the organization.This section can recommend effective issues like: acceptance of bestemployees, training, rewards and raising responsibilities of employees, predictemployees problems and before their problems get worse, find a goodsolution for them. For example: if the restructuring and retrenchment matter ispredicted, HR section can guide the organization with correct and betteraction relevant to the above matters which bring a minimum damage to the

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families and employees, HR management can ensure the knowledge, skilland necessary capability of employees through five policies and submit it tothe organization. These five systems are as follows:

1. Recruitment according to the capability and merit via open competition

2. Training and developing of employees

3. Transferring of ineffective employees based on performance evaluation

4. Greater use from professional capability of employees

5. Keeping of employees who have exceptional skills, key duties and talented

Any organization can reach to its success and objectives only through a goodHR system and nothing can take the place of human power in the

organization.

HR management is a very important knowledge for the instruction of anorganizations employees which may be counted as the most important skillfor all managers. Without the mentioned skill we will not be able to reach tothe high human and civil service objectives. Therefore, HR managementknowledge recognition based on general information about importance ofknowledge and main tasks which is has in organization, it is batter to havesome general information in fundamental objectives of Management inorganization.

HR management objectives

HR management objectives are not separated from the objectives of anorganization because HR management is part of the organizationsmanagement in Afghanistans civil service. HR management knowledgemoves toward entire objectives of the organization through the followingobjectives:

Ensuring of necessary (required) HR

Establishment of motives for strengthening of HR

Improving of HR capacity Keeping of good HR system via ensuring fair and balanced paying system

Creating employees satisfaction and establishing of necessary individualand administrative coordination via close attention to higher social levelsand improving working conditions.

HR management helps the organization to get to the above objectives.Without the achievement of the mentioned objectives the civil serviceagencies can not reach to their job objectives.

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HR management Function

HR managers, in their duties limitations shall predict and accept bestemployees, select and recruited suitable man power, gather training andlearning programs, improve the interest and responsibility of employees, keep

the talented employees and fulfill their requirements. HR managers shall alsodo management duties besides mentioned executive duties. As we mentionedevery manager shall perform four management duties which are planning,organizing, leading and supervising. HR manager truly have the job ofmanagement and executive duties. They shall plan for achievement of theorganizations objectives and performing of their own duties, perform dutiesand cadre sections, guide the employees who are under their supervision andcontrol and supervise the performances of the employees.

Executive duties of HR management

For performing of executive duties, first of all the job shall be analyzed whichis the most important mean of HR management in performing of this duty.Also designing of informative system of HR causes the duties to be donemore effectively and information process is done faster from other sections.Also the factors inside the organizations environment such as: policies,organizations culture, performing of executive sections and factors from outside of organization environment such as: working market, clients, generalculture, government laws and technology affect HR Management.

1. HR planning, finding of employees and selection

HR planning in an organization is done for ensuring of necessary man powervia ensuing of organization need for the man power. Specifying proper needsof organization is according to the lack and qualitative of the job that incoverage other duties of this management, in this section it shall beconsidered that how may and which kind of man power is needed for doing ofsuch responsibilities: Lack of HR is considered in an organization whenstructure extension is required in a organization or when some changes comein the administrative positions. This qualitative factor is considered when the

organization assesses its positions according to its employees talents. In thisassessment the employees talent and capacity needed by the organization isobserved. (6)The organization shall be ensured by the HR planning that the employeeswho are talented and are skillful are available when needed for achievementof objectives. Totally HR planning is a systematic process which assesses therequirement of an organization and establishes and improves some programsand plans accordingly so that it can be ascertain that the required employeesare available in the right time. Selection and recruitment are those dutieswhich shall be done.Access to candidates and recognizing and finding qualified employees and

persuade them to cooperate with the organization. This process starts with

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required power and when the required power is gathered for volunteerrecruitment, this process ends.

Selection is the process in which the best candidates are selected among thevolunteers for the vacant positions as well as for the improvement of the

organization. If the organization wants to fulfill his requirements, (7) then HRplanning, access to qualified candidates and selection shall be in accord witheach other.

2. HR Training and developing

In the present world changes into environment, jobs and administrationfactors are very fast. Training and developing cause that the people performtheir duties effectively besides the changes in the conditions and contents oftheir jobs. Therefore, training and developing are considered the mostimportant administrative activities. (8) This important task begins soon after

the employees join the organization and continues in all aspect of their duties.Generally training and developing program is a continual and arrangedprocess of the HR management which is designed for knowledge, conceptand conduct of employees. (9)In school of Islam, improving and guiding humans are the most importantobjectives of it and managers are responsible for the training and capacity ofemployees. Therefore, investment must have deep attention in this issue sothat the employees of an organization can be benefited.

3. Rights, privileges and motive (cause)

For employees fair and effectives rights and privileges service shall beconsider due to their participation in activities and objectives of theorganization. The rights and privileges of service that the organizationensures for an employee are in fact the material and spiritual servicecompensation. Material service compensation is the salary and privileges thatthe employee receives as cash or indirect financial help.Spiritual service compensation is pleasure and satisfaction that the employeereceives from doing of considerable and important works and fair and goodworking environment. If the compensation of service is done fairly andhonestly, it has a direct and positive effect on employees.

For increasing of profits, establishing of service compensation is usuallyfocused. Man power managers usually plan important methods for employeeto do more effective work and try that this process is more valued. Therefore,spiritual service compensation is highly considered. In fact, besides theirattention to the material service compensation, they also pay attention todesign suitable job according to the requirement of the organization andemployees, enrichment of job, extending of management based on theobjectives and also pay attention to the progress of the employees.

4. Performance appraisal

Performance appraisal is a system that assesses and supervises theperformances of the employees in an organization. The result of this process

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is to specify the amount of employees performance, ensuring the informationthat has direct effect upon decisions of the manager. In fact, many decisionsof the manager such as determining of human requirement of theorganization, determining of training needs, better paying system, promotionto a higher step and salary and placing of employees are done based on the

results of the employees performance appraisal. Besides wide advantages ofthe organization form this process, the employees are also benefited from thisprocess because they find suitable information about their jobs due to theperformance appraisal result and try to reduce their mistakes and gaps in thefuture. Therefore, the organization and employees profit require that acomplete performance appraisal shall be done.

5. Improving employees life in working environment

Working life is a series of positions that a person takes its incumbency in civilservice during his life.

Improving working life is a process that the managers help their employeesthrough it and provides them the opportunities that the employees reach totheir individual goals in their working environment.The results which are gathered through performance appraisal process mayshow employees weak and good points and the managers help them toimprove in their working environment though these results. (12)Quality of working life assesses the capability of employees in fulfillingindividual important requirements with their work in the organization. Throughthis way they ensure fair and good conduct and provide an opportunity toeach employee to improve his/her skills. Extend open and dependablerelations, provides the opportunity to take part in important decision relevantto their jobs, compensation for their services and provides safety workingenvironment.HR management jobs must have effects on quality of working life and HRmanager must also pay attention regarding extension of establishing suchissues.

6. Safety of mental and physical health

Safety means supporting of employees form the damages which are causedby incidents relevant to their jobs. Mental and physical health means safety of

employees from the illnesses which are caused by the work and workingenvironment. These duties are very important because this shows theemployees satisfaction and dissatisfaction and employees feel morecomfortable in safety and good working environment and do more effectivework. (13) Therefore, managers shall provide some programs about safety ofworking environment, health and attention to the sort of work and duties andtheir conditions.

7. Improving of HR Communication

One of the basic ability to impress others is to ensure fair communication

relevant to job. Communication means ability of sending messages in waythat the people can comfortably understand its contents and accept them. (14)

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Skills of communications are an important plan for satisfactory performancesin all management levels. Research shows that more than 50% of managestime are spent in verbal communication. Therefore, communication shall beimproved for establishment of a better working environment. (15) Anotherresearch also shows that there is a direct relation between obtaining of profits

and ability of keeping relations with the employees. Communication is amutual process and it happens when one person sends a message to theother and it is successful only if the message is sent and other message isreceived as its reply. Successful agencies set up training programs for theimprovement of communications and research shows that in successfulagencies there is friendly and informal and fair communication. Themanagement is always in contact with the employees about this importantissue, access to their conditions and tries to bring improvement in theirworking conditions.

8. HR research

In order to take action about performing of his duties and taking of decision,HR director refer to HR research. Obtained information via research about HRand its performance in an organization, is set as basis of many decisions. Forexample, investigation about determining the reasons of incidents happeningand documents, issue of rewards and increasing of services, observing viewof employees about the organization and management, assessment oftraining and developing activities, assessment of employees mental pressure,assessment of recruitment examinations, assessment of absence reasonsand .. are assessed and will be valued even more in the future.

With the observance of the necessary dimensions of HR we reach to thisresult:

Proving of effective and useful service needs a sound organization(administration) that can fulfill all the needs of countrys organization andemployees. Therefore, the main objective of civil service HR manual is toachieve the provisions set forth in section 2-3-4 and 5 of article 2 of LaborLaw of civil service which is:

Recruitment of civil servants based on their capacity and merit, without

any discrimination and very transparent via open competition.

Arrangement of rights and obligations of civil servants and their personalaffairs

Developing of skills and keeping of experienced civil servants andrecruiting of professional and skilled candidates in governmental agencies

Developing and improving a sound, professional, impartial and out ofcorruption and political interference organization for effective service to

people

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Chapter One

Introduction of Organization Structure of the HRDepartments

At first the users attention in this manual goes to the historical records(documents) of this administrative position for. When we pay attention to thishistorical administrative position of Afghanistan, we can see different andsynonym names relevant to the HR issue.

These titles include: personnel record sub-directorate, employees sub-directorate, staff directorate and HR department. In fact, the director is fromthe structure which has a unit job. In order to attract readers attention andusers of this section there is an international standard recognized title for theabove titles which is called HR management.

For paying attention to the sort (kind) of ministries, central and sub-nationalagencies, their HR units are arranged in an order called small, medium andlarge size organization structure. For confirming the staff number of ministriesand agencies (in central or Local agencies), there shall be performed animportant statistic by the Labor Administrative Reform Department of theIARCSC and Ministry of finance. Therefore, structure limits of the ministriesand independent agencies are determined as follows in arrangement with thestandard of Large, medium and small size ministries and agencies according

to their structure (organization) quantity.A: Those ministries and independent agencies which have more than 2500staff are approved as large size ministries and independent agencies andorganization structure of the HR units of these ministries and independentagencies are shown in Annexure- I

B: Those ministries and independent agencies whose staff reaches to 700 -2500 are approved as medium size ministries and independent agencies andthe organization structure of the HR units of these ministries and independentagencies are show Annexure- II

C: Those ministries and independent agencies whose staff reaches to 700 oris less than 700 are approved as small size ministries and independentagencies. Therefore, there are 17 small ministries and independent agencies.Organization structure and HR units of these ministries and independentagencies are show in Annexure- III

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HR Structure- Functions- Large size Ministries/Agencies Annexure- I

Director, HR Division, Grade (1)* Management & co-ordination of all HR functions* Employee resourcing, maintenance, development& separations* Employee relations

Organizational Development

Section Manager-Grade (2)*Organizational structure, design

*Human Resource Planning* Job Analysis & Description

HR Planning andForecasting Desk

Grade (3) one position

Grade (4) one position* Demand,* Utilization and* Supply of human resources

Job Analysis DeskGrade (3) one positionGrade (4) one position

* Job Analysis, Description,Specification & Classification

Performance and Career

Management Desk

Grade (3) one positionGrade (4) one position

*Performance Appraisal* Career Management

Recruitment Section

Manager- Grade (2)*Recruitment and Selection* Placement and transfer* Redeployment &

Retrenchment* Pay & Grading Application

Civil Service Recruitment

Desk

Grade (3) one positionGrade (4) one position* VA, Screening and shortlisting of applications* Interviews, selections, joboffer and appointments* Placements & transfers

Redeployment and

Retrenchment Desk

Grade (3) one position*Redeployment of surplus

manpower* Retrenchment

Performance Appraisal&

Personnel Records Section

Manager- Grade (2)* Personnel Records & Database* Pay & Allowances Attendance &leave* Performance Appraisal* Retirement, resignation, death and

Personnel Records &

Database Desk

Grade (3) one positionGrade (4) one position

* Managing personnelrecords

* Personnel Data Entry indatabase* Promotions

Retirement Desk


*Retirement* Resignation* Death* Pension & other dues

Attendance and Salary

Desk

Grade (3) one position*Attendance & leave

* Salar Re orts

Pay and Grading DeskGrade (3) one position*Implementation- new P & G* Resolution of issues in newPay & Grading structure

Training and

Development Section

Manager- Grade (2)* Training Needs Analysis* Formulation of TrainingPlan* Design, Delivery &Evaluation of Training

TNA and TrainingPlan Desk

Grade (3) one position* Training NeedsAnalysis* Preparation ofTraining Plan

Training Delivery

Desk


Grade (4) one position* Training Design* TrainingDelivery*Evaluation of Training

Employee Relations

Section

Manager-Grade (2)*Communication* Employee safety, health &welfare* Discipline and Appeals

Communication Desk

Grade (3) one position* Communication betweenmanagement and employeesthrough different media* Employee Associations

Employee Safety and

Heath Desk

Grade (3) one position*Safety, health & insurance* Welfare issues

Discipline and AppealsDesk


*Civil Service Law* Discipline and Ethics atwork* Appeals and Employeegrievance handling

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HR Structure-Functions-Medium size Ministries/Agencies Annexure-II

20 POSITIONS

Director, HR Division, Grade (1)* Management & co-ordination of all HRfunctions* Employee Resourcing, Maintenance, Development & Separations* Employee Relations

Employee Relations Section

Manager - Grade (2)*Communication* Employee Safety, Health & Welfare* Discipline and Appeals

Personnel Records &Performance

Appraisal Section Manager- Grade (2)* Personnel Records & Database* Pay & Allowances* Attendance & Leave* Retirement, Resignation, Death and Pension

Recruitment Section

Manager- Grade (2)*Recruitment and Selection* Placement and transfer* Redeployment & Retrenchment* Pay & Grading Application


Section Manager - Grade (2)*Organizational structure & design

*Human Resource Planning* Job Analysis & Description* Performance & Career Management* TNA & Training Plan*Trainin Desi n Deliver & Evaluation

HR Planning and

Forecasting DeskGrade (3) one position* Demand,* Utilization and* Supply of human resources

Job Analysis Desk

Grade (3) one position* Job Analysis, Description,Specification & Classification

Training Desk


Grade (4) one position* TNA & Training Plan*Training Design, Delivery,Evaluation

Civil Service Recruitment

Desk


Grade (4) one position* VA, Screening and short listingof applications* Interviews, selections, job offerand appointments* Placements & transfers

Redeployment and

Retrenchment Desk

Grade (3) one position*Redeployment of surplusmanpower* Retrenchment

Pay and Grading Desk

Grade (3) one position*Implementation- new P & G* Resolution of issues in newPay & Grading structure

Civil Service Personnel

Records & Database Desk



* Managing personnelrecords* Personnel Data Entry indatabase* Promotions

Performance& Career

Management Desk


*Performance Appraisal

* Career Management

Retirement Desk

Grade (3) one position*Retirement* Resignation* Death* Pension & other dues

Attendance and Salary

Desk


*Attendance & Leave* Salary Reports

Communication, Discipline

and Appeals Desk

Grade (3) one Position* Communication betweenmanagement and employeesthrough different media* Employee Associations

*Civil Service Law* Discipline and Ethics at work* Appeals and EmployeeGrievance Handling

Employee Safety and

Health DeskGrade (3) one position

*Safety, Health & Insurance* Welfare issues

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HR Structure-Functions-Small size Ministries/Agencies Annexure-III

12 POSITIONS

12

Director, HR Division, Grade (1)* Management & co-ordination of all HRfunctions* Employee resourcing, maintenance,development & separations* Employee relations


Section Manager Grade (2)*Organizational structure & design

*Human Resource Planning* Job Analysis & Description* Performance & Career Management* TNA & Training Plan*Trainin Desi n Deliver & Evaluation

HR Planning, Forecasting & Job

Analysis Desk, Grade (3) one Position* Demand, utilization & supply of humanresources* Job Analysis, Description, Specification &Classification

Performance& Career Management

Desk, Grade (3) one Position

*Performance Appraisal* Career Management

Training Desk,Grade (3) one Position

* TNA & Training Plan*Training Design , Delivery & Evaluation

Recruitment and Personnel Records

Section Manager - Grade (2)*Recruitment, Selection, Placement and transfer

* Redeployment & Retrenchment* Pay & Grading Application* Personnel Records & Database* Pay, Allowances, Attendance & leave

Civil Service Recruitment Desk Grade (3)

one Position* VA, Screening and short listing of applications* Interviews, selections, job offer & appointments* Placements & transfers

Civil Service Personnel Records & Database

Desk Grade (3) one Position* Managing personnel records

* Personnel Data Entry in database* Promotions

Redeployment, Retrenchment and

Retirement Desk, Grade (3) one Position*Redeployment of surplus manpower, Retrenchment

*Retirement, Resignation, Death & Pension

Pay &Grading, Attendance and Salary Desk

Grade (3) one Position*Implementation- new Pay & Grading* Resolution of issues in new Pay & Grading structure

*Attendance, Leave & Salary Reports

Communication, Discipline

and Appeals Desk

Grade (3) one Position* Communication betweenmanagement and employeesthrough different media* Employee Associations

*Civil Service Law* Discipline and Ethics at work* Appeals and EmployeeGrievance Handling

Employee Safety andHealth Desk


*Safety, Health & Insurance* Welfare issues


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Basic endurances of Job description in HR departments

Duties and responsibilities of the HR Management Units are divided into two parts.First, general duties and responsibilities of the HR units are: Planning, organizing,guiding, leading and supervising and controlling but in allocation the specific dutiesof the HR sections are as below.

Organizational structure draft is consisting of structure (Tashkeel), organizationstructure and budget in a Ministry/Organization.

HR Planning consist of draft planning of appointment for finding and recruitingproper (suitable) employees in proper positions and improving of employees inthe Ministry/Organization.

Job analysis has the responsibility of drafting and preparing of job descriptionsaccording to the objectives of the organization.

Recruitment includes the responsibility of finding and putting suitable employeesprocess in different section of the organization through open competition.

Transfer includes optimal utilization of the current HR in different sections of theMinistry/Organization according to requirement of the current position.

Implementing the policies relevant to pay and grading system.

Performance evaluation includes the responsibility of employees dutiesevaluation in probation period as well annual.

Prepare & arrange of employees personal files, registering of events and resultof evaluations, complaints and calculation of service period.

Implementing of policies and in service training programs for improving ofcapacity building.

Access to severance requirements, retrenchment, redeployment, retirement andextension of service for the employees.

Ensuring health, welfare and safety requirement.

Reviewing the instances relevant to disputes in work and access to complaint

Controlling the implementation of laws provisions, regulations to ensure conductand discipline

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Chapter Two

Structures and Strategic Plan

Structure (Tashkeel)

Structure: Structure means duties classification, determining authorities andresponsibilities limits, determining logical relations of units and sequence in anorganization.There are three important points in structure

Job classification (distribution)

Determining and fixing authorities and responsibilities limits

Logical relations of units in a structure

Basic structure of the Islamic Re Labor of Afghanistan is comprised of Government(Execution force), National Assembly (Legislative force) and judge (Judiciary force).The president is the head of all the three mentioned forces and performs his dutiesand authorities according to the provisions of the constitution and AfghanistanIslamic Re Labor government basic structure law. Government is the independentelement of the state which is consisting of the ministries and independent agencieswhich work under supervision of the president.Islamic Re Labor of Afghanistans administration is firmed on the basis of centralityand it has two sections: A: Central organization B: Sub-national agencies

A: Central Organization

Central Organization unit is divided to a number of administrative units of ministriesand independent agencies that the head of ministry is a minister and the head ofindependent organization is a director. The mentioned ministries and independentagencies have one professional deputy office and one executive deputy office.General independent departments including National Security, Central Bank, RedCross and other general departments and similar agencies carry out their work inframe of execution force and perform their duties according to the relevant legislative

documents.

B: Sub-National Organization

Sub-National Organization is divided to some provinces which are led by thegovernor who is an authorized representative of the execution force and thegovernment central agencies in provinces run under his order and supervision.Increasing and retrenchment in the structure of the ministries, government agenciesand judges are done according to the proposal of the relevant agencies and approvalof the president according to the provisions of law.

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Structural necessities (needs)

Structural necessities are as follows:

1. Determining the strategy, visions and missions2. Planning and operating of budget including working resource arrangement3. Determining and specifying of administrations duties in order to achieve the

strategy, objectives and duty4. Sharing (dividing) of duties for positions within the structure5. Arranging of logical relation of duties within the relevant departments6. recruitment and Selection of employee for already specified duties via open

competition7. Turning over job authorities and responsibilities to recruited employees

Administrative sequence

Administrative sequence is a very important part of any kind of structure and itsobservance is very vital and crucial in an organization. Administrative sequence isprinciple of law which includes issuing of orders from high authorities and reportingfrom lower authorities to high authorities.

HR planningHR planning is a main principle for entire supporting of an organizations objectives.If in an organization planning is not considered importantly, it means there theobjectives are either unspecific or unimportant. If the specific objectives are required,then the essential ways shall be chosen to reach to them. This matter is 100%important in HR planning. HR planning itself is impressed by other effective planning.Therefore, policy, economy and culture which are familiar words must be focused inHR planning.

Definitions of HR planning

HR planning means a process of analyzing HR necessity in variousadministrative conditions and improving administrative activities for ensuringthe necessities.

HR planning means to determine and provide the necessary cadre includingfocus on administrative changes in the future and these planning are done inmany phases.

HR planning is the most important activities of the HR management which shall bedone along with the objectives and policy of the organization.In order to reach to its long term objectives such as profit, suitable service, gainingmore profits and functions, an organization needs strategic plan. HR planning is way

for ensuring of HR duties to reach to all activities necessary in objectives of anorganization.

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Importance and necessity (need) of HR planning

HR planning begins with the establishment of the organizations structure and itincludes the instances such as recruitment, in service training, performanceappraisal, transferring based on capacity building, retrenchment, resignationretirement and extending of service.Duties of HR planning is relevant to understanding and techniques which are used inselecting of necessary man power in an organization and its importance grows dayby day as social, economical and political result.

Achievement of individual and administrative objectives requires a planning. Evenwhen we want to reach to a very small objective such is going to a party or selling aproduct we need planning.

Why is HR planning very crucial? In answer we can say that employeesdissatisfaction from their jobs, increasing of administrative activities, a change inliving method, changes in value and so on are all the factors which increase theimportance of HR planning in Ministry/Organization..

Objective of HR planning

HR planning plans selection, training, promotion and retirement of specific number ofemployees needed by the Ministry/Organization for the coming years and it countsthe statistic of HR entrance and exit so that it can predict the necessary facilities andequipments of a Ministry/Organization. through this statistic.The aim of HR planning is to improve and develop the organization so that it canreach to its objectives which are done based on designed participation of HR in theorganization both in the present as well as in the future.

Benefits of HR planning

The most principle benefits of the HR planning can be explained as follow:

Beneficial and effective use of the present HR in the Ministry/Organization .

Coordination of HR in achievement of long term objectives Ensuring of HR with minimum expenses

Paving the way for achieving other objectives on the HR management

Principles of HR planning

HR planning is consisting of two main principles:

Observing the HR necessities in an organization and fulfilling them

Observing the sources and resources of the HR and their usage

Necessary HR planning in wide level has the following steps

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Setting objectives for those jobs the planning of which are recognized suitable.

Changing of objectives according to the jobs necessities, estimating of individualswho have been selected for the achievement of the planned program in any dutylevels

Changing of job necessities to different HR necessities Statistic of HR numbers from all present educated staff calculating the retirement,

death and etc

Comparing the number of survivors with the number of staff needed

Statistic of those individuals who graduated but can not be hired to work

Listing the graduated individuals year in the program

Statistic of required entrance from any high education level

Statistic of employees exit (discharge) reasons of it and taking plans forprevention of exiting capacities

Predicating of new jobs with proportional strength of the government policy and

taking of plans about it.

HR planning process in an organization has two main sections:

Section one: First section is the review of environmental changes which affect theHR planning. These changes are divided into two groups. External changes andinternal factors. The external changes which affect the HR planning are: government,cultural remarks, sharers, competitors (rivals), technology, factors, geographical andeconomical conditions and so on. Internal or administrative factors which affect HRplanning are objectives, strategies, policies and size of structure (organization) andso on.

Section two: It is HR planning which is done on principle and equivalence of thestrategic planning which includes the flowing stages.

Estimation of the present HR (analysis of the present HR condition)

Forecasting the HR requirements (needs)

Comparison between present human power and the human power needed forthe completing the HR requirements or keep the HR balance.

Determining the objectives and policies about quantity and quality of the HR

Arrangement of executive programs (selection program, recruitment, hiring,

transfer and training) Controlling and assessment in order to determine the achievement of HR

objectives and specifying the weak and good point of the programs

Causes for the lack of HR planning

Lack of HR planning experts in most of the agencies

Most of the directors pay less attention to HR than to financial sources. Theybelieve that the capital can return only by financial production activities and theytreat humans as operative expenditures not as Human source and originalinvestment source.

HR planning is mostly considered as a short term executive issue not as motivesource for gathering strategic plans.

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Humans are considered as the most important and the most valuable wealth ofany nation. One nations people Specialties and characteristics make the futureof that nation.

There are many reasons for starting of HR planning in an organization. It showsthat HR is the main factor of improvement and operation in an organization.Directors and high ranking authorities in an organization are the ones whodetermine and classify the necessity of HR planning.The most important point in beneficial and effective HR planning is the analysis ofthose factors which cause the changes.The issues which cause the importance of HR planning are because of its social,economical and political results which get more important day by day.HR planning can be generally divided into two parts

A: HR planning in Macro level

HR planning in a country level briefly contains the following issues.

Forecasting of work activities in the future

Gathering of objectives for planned jobs (duties)

Changing of job necessities to different required HR necessities (need)

Estimation of HR numbers of all present educated individuals with calculation ofretirement, death and so on.

Comparison of survivors with numbers of workers required

Counting of those who graduated but can not enter in work resources

Process of graduated employees year during the program Estimation of newly employed required in different fields

B HR planning in Micro level

Estimation of present HR in comparison with strategic objectives and structures(testing and analysis of present HR)

Forecasting the HR necessities proportional with the structure of the organization

Comparison between present HR and required HR which fulfill the lack of HRrequirements and keep balance in HR activities

Determining of objectives about the quantity and quality of HR Recruitment, placing, training and developing

Controlling and assessment in order to determine the achievement of HRobjectives and specifying the weak and good point of the programs

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Job analysis

Definition of job

Performing of legal duties which are done for ensuring profits of both parties(employee and the organization)

Objective of job analysis

The purpose of job analysis is to find the information about what is done on that job,why job is done and how that job is related to the objectives of the organization.Complete analysis of job provides important information about the understanding ofspecialties and conducts which is important for the satisfaction of its section. Inaddition, job analysis is very crucial in selecting of employees via providing of

important information. This information exactly compares the characteristics ofemployee with the requirement of the job.Job analysis is a brief explanation of duties and responsibilities of the job, its relationwith other jobs, required knowledge and skill for performing of that job and conditionof work.While analyzing the job one must be careful to report exactly the way the job is done

not how it was carried out in the past or how it will be carried out in the future or theway it is carried out in other similar organizations and agencies.Studying and reviewing of the job that how it should be carried out usually happensafter the job analysis.Job analysis is a process during which necessary skills are fixed for performing ofthat job and working conditions in which the job is done are analyzed.

Utilization (Usage) of job analysis

Utilizations of job analysis are: finding of employee, selection and appointment,training, safety, performance assessment, salary and privileges and performing of job. Besides that, job analysis is also used in HR planning, research andarrangement of recruitment laws and regulations.

General stages of job analysis process

1. General or total review of the organization (all the organization is reviewed toknow whether the current jobs are carried out in coordination and in accordancewith the objectives of the organization or not).

2. Collecting of information about the every job and the qualities that its employeesmust have to perform that job.

3. Preparing and arrangement of job descriptions4. Arrangement of recruitment conditions5. Job planning, arrangement of duties and responsibilities in a job or group of jobs

related to each other is a way which at least brings better improvement in livingconditions of the employees.

6. Assessment and necessary reforms

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Methods of job analysis

1. Direct observation of employee and working environment2. Interview with the employee and his supervisor

3. Designing of questionnaire for finding of information about the job4. Group interview for completing of information5. consultation with the relevant experts6. Using daily notes about the work progress

Direct observation

If the observation is done properly, it is the most comfortable and the easies way ofcollecting job information. This is a method of observing the employees andrecording their work conducts. During the observation we must previously have ourattention on the important cases. First of all the analyzer must make sure that his

wok is done on natural and normal condition. Second that the analyzer must not benoticed as an interferer. Third that the analyzer must note down the important andspecial points for each job not to pay attention to the special manner of employees.For example: the analyzer who is watching a football game must pay attention to theplayer that he shoots the ball toward the goal not to his legs that by which leg will heshoot the ball. If he thinks that the ball must be thrown by left leg then his attentionwill be distracted to the left leg player and finally he will ensure that the observablenumbers are enough.To have increment in direct observation is extracted from the instances like: whichjob is done and how is it done, how much time will it take to do this job, what are jobenvironment conditions and what tools and equipment must be used.Direct observation is not suitable for the jobs that most of their parts required mentalactivities such as scholar, lawyer or a mathematician.

Interview

Interview is still considered as the most difficult method of gathering information.Method of interview includes a number of questions both for the employees and thedirectors which can be done either individually or in a group. Those who emphasizeon the method of interviews believe that the employees are familiar with their jobsand during the observation the can complete the required information. Employees

know the specialties of their jobs and the directors know the relationship of that jobwith other section of the organization.We must pay a lot of attention during the interview method. The interviewer mustlearn all the skills and techniques of interview. In addition, there are a lot of methodsfor taking of interview so the interviewer must be careful to choose the method whichcan provide enough information for the analysis.Although interview method is a good way for gathering enough information that wecan not gather in other ways, it still has some limitations.First of all it takes a lot of time. Second it depends on the analyzers skill in theinterview and if some important information is ignored. we will not be able to answersome necessary legal question. Finally if it is considered that after the interview there

will be an increase in the salary, the employees will exaggerate in their interviewsand they will show more importance to the importance of the job than the way it is.

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The interview takes place in two ways, open and close. In open interview there is notany specific frame work or specific contents or the interview atmosphere and relationthat are created between the interviewer and the interviewee.In close (arranged) interview the frame work of the interview is already clear andarranged and the questions are already specified. Both open and close (arranged)

interviews are done in three circumstances

1. Individual interview with the employee2. Group interview with the employees who have similar jobs3. Interview with executive directors or those who are expected to be very familiar

with the job

Important points in interview

Among the employees the one must be selected who has the best knowledgeand skill of the job.

The interviewee shall be behaved in a very friendly and good way.

Interview shall be done very arranged and handled. therefore, standardquestion forms are already made and a chance of writing the answers throughanalyzer is provided. The interviewee should not be tied in the specific framework. He/she should be allowed to express his views.

In cases where the duties of some jobs do not have a regular line of work andare not successively repeated, the employee shall be requested to provide theanalyzer with preface and brief information about his job in a specific order.

After the interview, the attained information shall be reviewed and proved tobe correct. This work is usually done with the line director of the interview.

A guide for taking of interview for job analysis

1. A quiet and confident environment shall be provided for the employees during theinterview.

2. Make the objective of the interview clear to him.3. Convince them so that they can openly and confidently express their ideas and

answers.4. Help them to think and explain their jobs based on logical stages.5. Each time one question shall be asked.6. Make sure that the answer is not only yes or no while asking questions.

7. Memorize the specific or complete information relevant to performance of the joband conduct of the employees without their names.

8. Take the interview with a very clear language and easy words.9. Consider the relationship of this job with other jobs of this section.10.Try to have control on time and topic of interview.11.Be tolerant and cautious with the employees.12.Collect the information before finishing the interview.13.Finish the interview on time

The most important aspect in interview is that the two parties talk face to face in frontof each other. In direct contact some issues can be clearly explained and foundwhich can be kept hidden in other methods.

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Questionnaire

The most economical and the most current method for gathering the information isusing the questionnaires. This gives the job analyzer the possibility so that the

participants can answer the question in the right time and specific information can becollected. However, this method has some crucial disadvantages. Designing ofquestionnaire is not simple job and we mush pay attention that the one who answersthe question should not get any wrong meaning of the question. In addition, creatingof necessary motives for answering the questions and returning of the questionnaireis also an important issue.Questionnaires which are designed for job analysis are four or six pages whichinclude both kinds of questions exact (questions which do not need to be analyzed)and judging (questions which mush be analyzed). Analyzing of the duties can beeither for the current jobs or the jobs which will be establish in the organization in thefuture.

For analysis of the new jobs the questionnaire is usually sent to someone who willlead as manager of these employees in the future or he has already done suchanalysis.

Important points about interview for job analysis

1. Do not plan the issue with the method of the employees statement.2. Ignore the issues relevant complaints and job conflicts.3. Do not show interest in salary and privileges in work.4. Be polite and humble.5. Behave all employees in the same way.6. Be impartial and do not advise for changes and improvement in job.7. Before talking to employees, take the permission of their manager.8. Give the attained information to the mangers who assess this process.9. Review the completed analysis and test with the relevant in charge.

Important points in designing of questionnaire

Number of question shall be small.

Questioned written in questionnaire shall be simple and clear.

It must be clear for the interviewee why he should answer such question and how

these answers will be used. Before the questionnaire is distributed, its contents shall be focused.

Before asking, the expectation of after asking shall be predicted

Advantages and disadvantages of questionnaire

Questionnaire which is the most economical method and through which we cangather a lot of information in a short time. However, There are such problems like theone who answers to the question does not answer all of them or does not givecorrect answers or he/she keeps the questionnaire for a long time with himselfbefore handing it over to the analyzer.

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Group interview

Group interview is similar to individual interview. The only difference is that in thegroup interview, the interview is taking from all the employees in the same time whohave similar jobs in the organization. The information which is received in this way is

much more precise and complete than the information received in an individualinterview.

Daily notes

This is a method that the employees note down their daily work activities andstabilize the balance of the performed duty in a specific time.

The advantages of using this method are:

It is efficient, and comprehensive for performed duties and the spent time on them.

The disadvantages of this method is spending of time for writing down the notes (thatsometimes cause problems to other works), its shorter time is (usually one or twoweeks) for collection of information that sometimes employees show their work veryexaggerative and complicated (like interview). Besides, some employees can notwrite the notes or are not interested in writing them down.In this method the employee is asked to note down his daily work activities.Recording the best events for finding of correct information is difficult and takesmuch time.

Job description and job specialties (characteristics)

1. Job Description Definition

Job Description is a formal document of an organization which specifies the duties,responsibilities and requirement of that position.Job Description is that part of Job Analysis which is included in complete duties ofthat job and it also includes behaviors and activities which are necessary incompleting of these duties. There are different job descriptions in every organization.Every organization has different job lines which are applicable and useful. Contentsof job descriptions are usually as follows:Job title, grade, relevant section, relevant organization, location of job, reporting,

collecting reports, job responsibilities, job explanation and condition of recruitment.Or we can say that Job Description is extracted information from Job Analysis that isconsisting of main duties, behavior and responsibilities and important activities forperforming of that job. Job specialties are usually used for selecting objectives whichis a summary of human specialties such as knowledge, skills, learning of job andnecessary experiences for good performing of that job.

2. Job specifying section

In this case different names are given for the jobs form their distinguishes with eachother. Some agencies use codes for the jobs titles and some use names for

classifying of the jobs. In classification it must be considered that the jobs are name

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distinguish (different) from each other. And similar names or names with adding 1,2or 3 like deputy of directorate1, deputy of directorate 2 shall be avoided.

3. Job definition section

Information of this section defines the general objective of this job. What does anemployee do in this job, why does he do this job, and what is the general relationshipof this job with other jobs of the organization. This section is written with details andexplains the important information about the satisfactory of this section or thepurpose of this job.

4. Job explanation section (explanation of duties)

Job explanation section contains information relevant to the responsibilities of thatjob which includes authorities limited to department or not, method and intensity ofsupervising on employees, important knowledge for that job and the list of its duties.

Besides, if this job needs tools or other equipments, it shall be listed in this section.

Arranging of job description and recruitment conditions

The information received from job analysis is transfer to special forms as jobdescriptions and recruitment conditions. In job descriptions all duties, responsibilitiesand job conditions are briefly written. Job conditions are also qualifications that anemployee must have so that he can perform that job.

Arrangement of job description

Job description explains that which duties and in which condition these duties shallbe done by an employee and it includes the following information.

A: Certificate (identity) of the job: It includes: job title, code (number of administrativeposition), writer of the job description, job description writing date, approver, job levelin administrative sequence, employees line managers name, grade of the jobmaximum and minimum amount of salary fixed for the job.

B: Summary of job: Complete explanation of main duties of the job.

C: Administrative relations (in or out of the organization)

D: Explanation of duties and responsibilities

E: Authorities: (employees authority limits, limits for taking of decision and numbersof those from who he gets instructions)

F: Performance standard (Criteria): Performance standard is a list including rulesand principles which shows that an employee performs his duties based on how theyare explained in job description so that his performance can be assessed accurately.

G: Working condition and environment

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Method of arranging and implementing employees job description

In order to arrange and implement the job description form for similar implementationof organizations policies in arrangement of employees duties, all civil service staffpay attention to the following points.

1. Exact information according to the approved structure in the column relevant to job title, grade, salary, donated source, state of position, recruitment authorities,number of position and place of position by the recruited authority shall be arrangedand its accuracy and correctness shall be approved by HR Unit.

2. In job explanation section all the information shall be written in its column relevantkey duties and responsibilities of the relevant position which are specified by theprofessional expert team of recruitment. In the column, key standards shall bewritten in front of each job in way that it can specify eight working ours for anemployee.

3. Basic relation of employee in job description must be clearly written below the jobthat an employee is obliged to implementation of this job description and also in therelevant column it must be mentioned that whose duties are supervised and whomdo the report to.

4. Under job specification title, first of all the education level, education field and workexperience must be carefully written so that they can be the necessary relevantcriteria for completing the duties of that position. The criteria which provides thefacilities for recruiting of disqualified person and ensure personal relations shall beseriously avoided.Below recruiting conditions and job specification title it must be clearly written that forcarrying out the positions duties what level of education and what field of educationis required and this has to be done by the experts of recruitment department withcooperation of the Ministries and independent agencies HR units. Also forperformance of duties in the position which kind of experiences and for how long,which kind of other educational knowledge, better job skills and code of conduct isrequired. The point which need more emphasis is that all employees who are goingto be recruited will be selected based on their job performances which are written induties and obligations column and they can complete the required criteria in theposition.

5. In the sixth column of job specifications the purpose of behavior, habit and etc. areto specify the characteristics of conduct or moral behavior of recruited employee.The organization can avoid behavior or code of conduct which causes bad result ofwork within the position through enacted laws in the chart of the country also thebehavior and code of conducts which help to bring effective improvements within theposition and organization they shall be placed in the relevant column. Otherwise, thepersonal behavior and code of conduct of the employees which is out of job rulesand procedures can cause problems to the position as well as the organization.

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6. Under responsibility title in its relevant column, it shall be clearly written that theemployee who is going to be recruited is responsible for which duties and underwhich circumstances.

7. In the column relevant to physical condition of the job it shall be clearly mentioned

that what type of physical capability, the employee shall have for performing of thisjob. These capabilities can be specified by expert teams and can be written in the jobdescription. If the job faced with some work troubles or problems due to employeeslack of ability for performing of that job then the responsibility is related to theorganization.

8. Under duty risk title it is better that the expert working team while designing the jobdescription of a position, forecast the risk of duty in a way that their dimensions ispredictable in the enacted laws of the state and the job specification so that goodmeasures are taken for avoiding of such predictable risks.

9. Other work conditions titles are written in job description for the purpose that theorganization can get better service from the recruited employee in local and abroadtrip, work in different climate, working pressure and using of working tools.

10. The purpose of including tools and equipment title in the employees jobdescription is that the experts write all the required tools and equipments of thatpositions duty which are predicted to be needed by the job. The organization mustofficially submit the tools and equipments to the employees during the work and atthe end of the work they shall be taken back according to the condition of work. If thetools are not completely provided back, the employee can not give complete reportduring job evaluation moment.

11. The reasons for signing the first column by the relevant recruitment departmentmanager is to ensure the suitability of that positions duties and signing of jobdescription by recruitment manager or HR director is to ensure the accuracy of jobapproving process and recruitment according to requirements and relevantmanagers confirmation for recruitment necessities and selecting of a person withgood merits and abilities according to recruitment criteria.

12. First copy of the job description shall be enclosed in personal file of theemployee after the recruitment of the qualified person through which the relevant

data base can be completed and it can be used in the future for the similar jobs.Second copy of it can be kept in the relevant department after the recruitedemployees notice so that the mutual commitment can be cared and the third copymust be provided to the employee so that he can always study his duties andperform his responsibilities in the right time. Also he can have logical and rightanswer during the supervision or control by the supervising team.

13. Signing of job description and contract paper including in section A of employeescode of conduct regulation is an important act that has to be done. The reason fortheir signing is the number of behavior commitments relevant to the job which theemployee shall follow based on the provision of the relevant regulation articles. If the

annex (1) of employees code of conduct regulation is not signed the informationlevel of recruited employee is not completed and with breaking the provisions of this

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law article (6) the employees duty probation and annual evaluation form isconsidered imperfect and the performances are suggested illegal.

14. Contents of this job description are arranged as a form. Primary performancesare done by the relevant department including approval of duties and other relevant

criteria during reform implementation are done through this form as a standardmeasure.

15. Job description draft of every position is valid for three years. If there are someimprovement in job and appearing of some changes in the strategy of the country orthe relevant organization, the job description can be renewed before three years.For faster result of the recruitment process, the organization can put the position toannouncement and send to media. The following issues must be considered in thenewspaper announcement.

A: Title of the position

B: Number of employees required for the positionC: Location of the jobD: The organization of recruitingE: Conditions and criteria for the recruiting of this positionD: Important skills for this positionF: Privileges of the positionG: Clear address of the place for receiving of the application and the address ofreturning the application after filling them out.

Note: For more clarity, we must say that theoretical explanation relevant toarrangement of employees job description is proportional to the standards of thosecountries whose HR management is completed. For access to its implementationand supervising of its administrative reforms in Afghanistan Civil Service is assent tobe satisfied with the present briefly standards.Of course after implementation of the new system all criteria will be generally used inAfghanistan Civil Service. Below is a sample of job description of civil servants. (It isin a news form)

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Sample of form

Civil Servants Job Description

1. Job title2. Grade of Position3. Relevant section4. Relevant organization5. Location6. Reporting to: ---------------------------- Getting report from ----------------

Job responsibilities

Duties explanation

.

.

.

.

.

.

.

.

Recruitment conditions

1. Education

2. Work experience

3. Language capacity

4. Skills (professional and management)

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Methods for arrangement of recruitment conditions

1. Suggestions made by the experts (judging method)

In this method the experts, managers and directors who are familiar with the relevant job are asked that the one whom the job is offered for must have what level ofeducation, knowledge and skills, what terms he must have passed and what level oftalent and intelligence he shall have so that he can perform the job well.

2. Statistical analysis

This method which is the most logical and in the same time the most difficult methodproves the relation among the changes such as height, expressive strength, bodypower, and employees ability during performing of his duties and this is proved by

theoretical way.

Job planning (designing)

Job planning has a lot of impact on the employee as well as the organization the jobswhich are weakly planned are usually boring and they result in leaving of job, lack ofmotivation and low level of satisfaction from the job less production of a good resultand it includes more expenses for the organization. With the correct (right)recognition of job components we can avoid many of these negative impacts tohappen or we can bring them to a minimum amount. In the first planning or re-planning of jobs which are not well planned we must be careful and reflect the ideasof employees and the organization in that job planning.Job planning, effective arrangement of job components is with characteristic of theemployees in way that it guides us to the ensuring of objectives and requirement ofthe organization.

HR development

HR development is a process which continuously helps the employees of anorganization which makes the employee able to perform his duty effectively inpresent as well as in the future.

HR planning in a society includes all services which is used and operate for Laborwelfare but in an organization level it includes the improvement of employees inseparate method and providing much and better work.HR planning includes different activities and the right performing of these activitiesdirectly belongs to training, developing and evaluation of the employeesperformances. These factors play a very important role in developing structure ofHR.Setting up training programs is a very important section of HR structure developingthat we can call it as employees training according to their duty and working capacitybuilding. Developing means finding of experiences via methods which were alreadyput to training.

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Training and developing of employeesAny kind of activity or plan which is formerly designed and its objective is presentingof information to the participants according to the requirements is called training anddeveloping.

In other instances we can say, the effort in training and developing of employeesmeans gaining of skills, knowledge, betterment in duty performance and way ofemployees behavior with customers for retaining the specific objectives in thepresent and in the future.

Objectives of training and developing

Final objective of training and developing is ensuring the improvement (protectionand extension) of an organization though the following ways:

1. Coordination with internal and external changes of an organization and ensuingof necessities from different ways.

2. Improvement and raising the employees performance level and improvement ofperformances in all over the organization.

3. Recognizing and improving hidden talents of employees4. Improving employees skills5. Familiarizing of employees with the objectives of the organization6. Decreasing working damages7. Increasing flexibility capacity of employees8. Increasing working satisfaction9. Providing working promotion chances

Basic principles of training in an organization

Training need analysis

Strategic plan and training programs

Presenting of learning opportunities and supporting sources

Assessment and monitoring of training period

Support and following the training in an organization

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A: Training Need specification

Need, is a very important and useful element for satisfying and ensuring ofaccessible objectives. To recognize training need for an employee in an organizationlevel we can do it through the following points.

Need, as a distance between present situation and desired condition: this is themost common definition of need. Here, present situation mean the presentcondition of the organization and desired condition means objectives, workcapacities, necessary knowledge and behavior of employees with clients.

Need, as a desire or preference: This definition is based on view, desires andpreferences of a person in the relevant fields (necessity). Therefore, this methodis often used.

Need, as an imperfection or diminution: This need is impinged due to the lack ofenough knowledge, professional skill and working tools. Such kind of need isplanned when a little or no satisfaction can be gained in a case or issue.

Need in an organization can be in the following phases:

1. Specific Needs: Specific Needs means distance between the preset situation andfixed standards.

2. Noticeable or sensible needs: Noticeable or sensible needs means demanding oftraining during the job. Such kind of need is raised due to changes in thetechnology, placing of employee or changes in the system.

3. Expressed Needs: It means that an employee expresses his needs in thefollowing conditions:

Need analysis

Assessment

Implementatio

n

Planning

Agencys requirements

Individuals requirement

Objectives of training

Attention to the participants

Criteriaslevel

measurementWorks performance and

explanationTraining tools

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In annual an probation period performance evaluation

General need analysis of organization for access to more results andachievements

B: Need analysis

Organizations objectives analysis

Studying and analyzing the education level, capacity and changing abilities in anindividual

Employees performance analysis

C: Designing Training Programs Strategy

After recognizing or finding training needs and studying objectives of theorganization, duties of employee and views of the clients, we can find the gaps and

arrange them in three sections.

Designing training program strategy in an organization level for ensuring andarranging the objectives

Designing training program for employees according to the specific needs

Strategy designing and planning for providing of training materials according tothe organization need

D: Observing the sources for training and continuation of programs

Finding financial ensured allocation of training programs from different sources

for implementation of training plans. Controlling and supporting from continuous setting of training programs for

improvement of employees in an organization.

E: Implementation of training programs

Training program implementation step is called one of the main steps of developingprocess and this step (stage) has different activities but the most important thing isparticipation of staff in the programs and studying materials link with their jobrequirement. Implementation step is possible when the changes come in the conductand behavior of the participants.

Training Period Assessment

Continuous supervision and controlling of training program implementationmethod

Assessment of staff in their work place after the training period

Assessment of organizations activities after the training period

Whatever is mention above shows the training and developing of the employees.Legal basis of trainees is also included in this discussion for it is importance which

has the following conditions:

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Training and developing of employees from the view of Law

Afghanistan Civil Service for making job systems standardized, improving workcapacity, avoiding administrative corruption and beneficial, effective and impartialservice to people, determines to establish skills development and keeping

experienced employees in the Civil Service. Also the provision set fort in section (12)article 13 of Civil Servants Law adds training programs as an obligation and duties ofemployee which is arranged by the organization for improving and developingprofessional skills. Also the provision set forth in subject 1 section 3 article 16 of CivilServants law consider it legal right of employees to introduce them to capacitybuilding programs for learning necessary skills for their jobs after annualperformance evaluation if they can not complete the standards of the job. It is to bementioned that the provision set forth in section 9 article 16 of the Civil Servants Lawconfirm in service training as right of the civil servant.

Training Period Pay

Theoretical and practical training of in service during the working time is done exactlythe same as the payment and other privileges of the working time.

Education and training conditions

A: The organization introduces and sends talented employees to higher educationinstitutes, vocational institutes and other training center to foreign countries or withinthe country for higher education, learning and training.

B: The employees set forth in Section (A) deserve the payment and rights of theirgrades or position from the organization during the education and learning period.

3: Completion period of employees education, learning and training is counted asworking period only if they receive graduation certificate form these institutes.

4: The employee who is introduced to education, learning or skills developingprogram shall continue his job in the relevant organization according to the trainingperiod, education or the contract. If the employee set forth in section 1 of the articlerefuses working in that organization, he must pay all the expenses of training periodto the relevant organization.

Method of carrying out foreign scholarship

Based on the provision of the president office the foreign scholarships to employeesare carried out by the IARCSC. These scholarships are in two kinds:

1. Short term scholarship programs the objectives of which are to get familiar withscientific and technological improvement, using the experiences of similar job fromthe host country in relevant fields of the jot and familiarity with the culture of the hostcountry.

2. Long term scholarship programs the objective of which is to complete educationperiod in Bachelor, Master and doctoral degrees in scientific and specialized fields

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for the objectives of job in the civil service agencies that their further procedurebelongs to the Ministry of higher education.After the IARCSC finds official notice and confirmation about the scholarshipprograms, it classifies these scholarship programs according to the need of therelevant agencies and systematic capacity building in the civil service of the country

and asks the ministries and the organization for the right candidates according to thescholarship programs criteria.Ministries and agencies must ask the HR department the qualified candidates for thescholarship program after they receive notice from IARCSC scholarship assessmentcommittee and get the approval about the qualified candidate from his manager.HR department of the ministries and independent agencies officially inform IARCSCabout the decision of the organization about the candidate they introduce to thescholarship program.The commission registers the candidate after completion of the required documentsaccording to the provisions of scholarship regulation while assessing the relevantorganizations performance and asking the annual performance and need analysis

report of the candidate. Then a short examination will be taken from the candidatesbased on the requirement of scholarship program to find and select the qualifiedcandidate and then interview the ones who have the higher skills and criteria. Alsothe civil service administration introduces these candidates the to relevantorganization or the embassy of the host country for other process of travel anddocument process and civil service administration also control this process.

1. Issuance of letter to the foreign ministry for receiving of passport.

2. Ensuring of rent, travel expenses and other similar possibilities from the hostcountry by the IARCSC.

3. Determining of a supervisor for the position until the returning of the candidatefrom the trip.

The civil service administration of the commission must control the process of thecandidates trip and their sending to the host country with cooperation of the ministryof foreign affairs from the beginning of process to the end. Civil serviceadministration shall ask the participants of the program about the report of theirperformances and take it from the relevant department so that the administration canask the attended candidates of the scholarship program to a service with better

working capacity they learn and have otherwise ask for the compensation of thedamage.

Performance Appraisal

Performance Appraisal is a system which assesses and supervises the individualsperformance method in an organization. It occurs in many HR managementdecisions like, specifying human need in an organization, Training need analysis,proper paying system, promotion and placing. Besides, many advantages of theperformance appraisal to the organization, the employee himself can also be

benefited by it. Due to the result of performance appraisal, the employees findinformation about the method of performing their given duties. Therefore, they try to

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control their mistakes in the future. Thus the organization benefit and the employeebenefit demands that the Performance Appraisal process be done completely andaccurately.Totally we can summarize the objectives of Performance Appraisal as follows:

Performance Appraisal of employees duties for improving working quality, betterperformances and effective service

Stabilizing the talent, skills and merits in performance of the given duties

Finding of deficiency in work, taking reform measures and increasing workingcapacity of employees

Extension and implementation of unit method for Performance appraisal ofemployees duties in different positions

Promotion of employee from lower grade to higher grade or within the grade to ahigher step or salary increment

Finding the weak points of employee in performances of the given duties and

taking reform measures (Correction of employee or announcing his position) Paving the way for professional training, work capacity building and skills for

employees to improve their duties.

Legal base of Civil Servants performance appraisal

Employees are assessed (appraised) based on their job descriptions, working planand annual performance report.If an employee completes the specific criteria of annual performance evaluation, heis titled to a higher step within the position (grade).

If an employee dose not complete the specific criteria of annual performanceevaluation, then the following instances shall be done.

Introduce him to capacity building programs for learning necessary skills,

Announcing his position as a vacant

An employee, whose position is canceled, adjusted or announced as vacant, he isgiven a pay in waiting. The organization can put this employee to other dutiesaccording to provisions of article 72 of Labor Law.

An employee who is not satisfied with the result of evaluation (appraisal), he cancomplain to the relevant authorities.

If there are acceptable reasons, IARCSC can present the drafted annualperformance evaluation form set forth in section 5 of this article to the ministerialcouncil for approving.

Evaluation form is valid after the approval of the ministerial council.

Contracted employee is assessed based on his job description, work plan andannual performance. Contracted employees assessment is done according to the

form prepared by IARCSC.

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Performance Appraisal Principles

Civil Servants performance appraisal is based on the following principles.

Verbal appraisal between the parties, (employee under assessment of relevantmanager and authorized manger of the organization).

Annual performance evaluation based on job description, work plan, reporting ofwork performance and observance of criteria set forth in regulation of CivilServants Code of Conduct.

Clear and transparent assessment in accordance with job classification criteria

Fair assessment (evaluation) observing the impartiality and far fromdiscrimination.

Appraisal (assessment) Period

Job performance appraisal of permanent and contracted employees of civil servantsis done probationary and annually.Probation period evaluation of civil service 8 grades is as follows:

First and Second grade after nine months of service if needed 6 month extension.

Job performance appraisal of grade 3 to 5 employees who has the responsibilityof carrying out administrative and executive affairs is done after four months ofactual service with the extension of five months.

Grade 6 after three months of actual service with three months of extension From grade 7 and 8 one month with one month extension

Authorized supervising authority of performance appraisal

Supervising of grade 1 and 2 (high ranking employees) via IARCSC

Supervising of grade 3 to 8 (Low ranking employees) via relevant HRdepartment.

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Civil Servants Annual Performance Appraisal Form

Note:- If there are further information about professional trainings, performance above of plan

and beyond standards, creative criterions and additional skills and other related information to

job.

YearMonthDay

Employee education level should be ticked in below column

BachelorAbove BaccalaureateBaccalaureateUnder

Baccalaureate

Date of first recruitmentPhDMasterAbove Bachelor

YearMonthDayField of education: 1. 2. 3.

Job-related trainings?

Date of merit-based recruitment

YearMonthDay

Amount of salary & privilege

Total

salary &

privilege

(Af/ghani)

Other

job

allowance

(Afghani)

Academic

cadre

(Afghani)

Salary of

grade step

(Afghani)Step ( ) Grade ( ) Title of Grade ( )

Management

Directorate:

Department:Ministry:Address fO

Duty Station

Performance measurement criterion (work

quantity) and ( work quality)Main duties according to job description

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Base of Annual Performance Appraisal of Experts and Servants

Work planPerformance quality

(condition(

Performance quality

implementation of annual

report

Reasons for no

performance

Appraisal result

by: Employee

under appraisal

Appraisal result

by: Direct line

Supervisor

Appraisal result

by: Authorized

Supervisor

5 4 3 2 1 5 4 3 2 1 5 4 3 2 1

Total Score

Guideline of annual work plan scoring:

1. Performance over of criterion: above (60%) implementation of plan (17 to 25) scores. In

this case promotion to a higher step pay.

2. Performance according to criterion: (50 to 60%) imp

HR Manual English Version

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