nla human resource management policy manual 2011

NATIONAL LOTTERY AUTHORITY

ADMINISTRATION & HUMAN RESOURCE MANAGEMENT MANUAL POLICY

First Edition – 2011-2012

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PART ONE

HUMAN RESOURCE PLANNING:

1. Manpower Planning

2. Recruitment & Selection

3. Appointment & Placement

4. Succession Planning

1. MANPOWER PLANNING

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1.1 Introduction

Employees constitute the key resource in every establishment and their management is of crucial importance to

the survival and growth of every organization. Manpower Planning is about having the right number of staff at

the right places, doing the right things at the right time.

To achieve stated objectives and targets, it is essential that the Authority’s human resource be planned in both

qualitative and quantitative terms.

There is therefore the need to formulate policies for the acquisition and utilization of the workforce to achieve

the authority’s objectives.

1.2 Policy Definition

Manpower Planning is defined as “a systematic process of determining, acquiring, utilizing, developing and

maintaining the appropriate skilled workforce for achieving organizational effectiveness”.

1.3 Policy Objectives

– To ensure that staff levels are within approved budgetary limits

– To provide a valid justification for determining staff requirements at various business offices in line with their

approved classification and limits.

– To provide a justifiable basis for recruiting additional staff.

– To provide alternative strategies in terms of job rotation, transfers and training for effective allocation and

utilization of staff.

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1.4 Policy Scope

This policy shall apply to all Departments and Unit Offices of the Authority.

1.5 Rules

– Departmental Heads, Unit Heads and Line Supervisors shall be required to carefully examine their business

plans, work volumes, and processes to assess the use of existing staff in their units.

– Departmental Heads, Unit Heads and Line Supervisors shall explore alternatives e.g. job rotation, job

enlargement, training before submission of request for additional staff.

– Departmental Heads, Unit Heads and Line Supervisors shall submit their staff requirements to the Human

resource Management (HRM) for review and possible consolidation into the corporate HRM budget.

– The HRM shall ensure that staffing levels at any point in time are within the approved budget.

– HRM shall carry out quarterly audit to ensure that optimum staffing levels are maintained with the appropriate

skill mix.

– HRM shall ensure staffing of each business office aligns with business office type and classification as may be

advised from time to time.

– In the event of restructuring within the Authority, all permanent employees who may be declared redundant

shall be informed at least one (1) month prior to the disengagement.

– The disengagement of affected employees shall be in accordance with the Ghana Labour Laws and policy of

the Authority with regards to disengagements.

– As a strategy for providing needed skills, the HRM shall maintain a database of potential candidates with the

requisite competencies for employment.

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2.0 RECRUITMENT AND SELECTION

2.1 Introduction

In the pursuit of the Authority’s mission and objectives, there is the need to attract the best people with the

right skills for enhanced productivity. As such there is the need to put in place proper procedure for recruitment

of potential candidates into the authority.


Recruitment and selection refers to the process of identifying and selecting individuals who will best assist the

organization in achieving its vision, goals and objectives.

2.3 Objectives

– To provide a consistent guideline for selecting potential candidates for employment into the Authority’s

service.

– To ensure consistency and avoid compromising the standard expected of the Authority’s human resource

requirements.

– To ensure transparency in the selection process.

– To provide reliable criteria for assessing the competencies and suitability of candidates.

2.4 Scope

This policy shall apply to all vacant positions to be filled in the authority.

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2.5 Rules

– Selection of suitable applicants for interview shall be based on job requirements and must be fair, consistent

and transparent.

– Minimum requirement for employment into the services of the Authority at entry level shall be a HND degree

or a first degree or its equivalent. They shall in addition have a minimum of 5 credits of O' Levels including

English and Mathematics or five (5) credits including English and Maths at the BECE or its equivalent exams..

They shall not be more than twenty-seven (27) years of age at the time of interview.

– Candidates holding a second class lower division with a minimum of 2 years working experience may be

considered for recruitment.

– HND shall not be equated with a University first degree.

– Must be not less than 18 years and more than 27 years at entry level and must have passed the Authority’s

aptitude test for this level.

– All secretaries must possess a minimum of Higher National Diploma or its equivalence and must possess five

(5) credits including English Language at the BECE or its equivalent level.

– The age limit of potential candidates to be considered for permanent employment shall not exceed 55 years

(i.e. the voluntary retirement age as stipulated by the Social Security Act, Act 127)

– All candidates shall be interviewed using the Authority’s interview assessment form.

– The applicant shall be interviewed by at least four persons, two of whom must be Departmental Heads, one (1)

being the relevant Department Head.

– Final interview up to the grade of Deputy General Manager shall be done by the Director of

HRM/Administration after a summary of individual comments has been prepared by HHRM, including the

HHRM's comments. Grades above Deputy General Manager shall be referred to the Board HRM Committee for

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final approval.

– Recruitment at entry level will be based on merit and subject to passing the Authority's aptitude test.

– Candidates with 2 years or more relevant working experience may be exempted from taking the aptitude test

and the 27 years age limit shall also not apply.

– Candidates with 2 years working experience and below, in an area not related to the role being recruited for,

shall write the aptitude test but the age limit of 27 shall not apply.

– No promotion commitment shall be made to any officer at the hiring level without the Director General’s

approval.

– Reference/educational checks shall be made on all applicants considered for employment before confirmation.

3. APPOINTMENT & PLACEMENT

3.1 Introduction

Upon being selected for employment, the authority shall offer appointment to the successful candidate in a

form of an offer letter, and for the purpose of effective manpower planning the person will be required to

provide accurate data as may be required of him/her.

Before an offer letter is signed, HRM must sight the originals of all academic and relevant certificates as well

any results slips to ensure the Authority's basic entry requirements have been adhered to.

3.2 Definition

Appointment refers to the processes and procedures an individual person undergoes to make him/her an

employee of the Authority.

Placement is appointing an individual on a generally accepted grade/rank based on educational background,

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previous work and relevant work experience, age, role profile and job description.

3.3 Objective

– To provide the successful candidate the basic information as pertains to salary, grade, rules of conduct and secrecy as exists in the authority.

– To acquire available records on new recruits to aid in decision-making.

– To provide available reference check on new entrants.

– To avoid the manipulation of staff data for inappropriate use.

– The data provided will help in staff development, training, payment of benefits and incentives etc.

3.4 Scope

This policy shall apply to all newly engaged staff and serving employees of the authority.

3.4.1 Rules

– Every newly engaged employee shall be required to complete an Employee Record Form, sign an Oath of

Secrecy and Code of Conduct, in addition to other personnel requirement before placement on the staff

payroll.

– A newly engaged employee shall be required to undergo a pre-employment medical examination conducted

by the Authority’s approved medical service provider.

– The receipt of medical report declaring him/her fit for employment into the authority.

– A newly engaged employee shall be required to provide the addresses of two (2) personal references and the

address of his immediate past employer or tertiary institution where the employee concerned is fresh from

school.

– Completed Employee Record Form and other supporting documents shall be vetted by the H-HRM.

– Any false declaration shall be treated as an offence as per the staff terms and conditions of service which

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may lead to the termination of the employment.

– For the purpose of identification the newly engaged staff shall be required to submit passport pictures to the

H-HRM.

– In the event of any change in records such as in name, marital status, notification of birth and death,

adoption etc, the authority shall require that the claim is supported by valid documents as may be

determined by the Authority or a court of law.

– This change should be in writing and duly signed by the employee concerned stating reasons for such a

change or update.

– In placing recruited staff on the appropriate salary scale due diligence would be applied guided by the

starting, mid-point and the totally acceptable total qualification on the various salary grades as per NLA’s

nomenclature. (Applicants considered by the interview panelist to be satisfying the basic qualifying criteria

and has performed credible ok and could be considered for the role and trained to the required level MUST be

started on the starting point for that role’s nomenclature, applicants generally accepted as performed totally

acceptable level where applicant will need no training or minimal training MUST be placed at the mid-point of

the for that role’s nomenclature. However applicants whose performance during the interview process could

be described as very good and could even impart upon their recruitment should be placed on the exceptional

starting point for that role’s nomenclature – the maximum starting point).

For the purposes of this policy, the following functional and status levels tables and nomenclature table

below will be applicable.

Grade/Rank Functions

Board of Directors Policy Statements and Authority Objectives

M3 Step 1 – M1 Step 7 Policy and Strategy Developers

S2 step 1 – M4 Step 7 Policy & Strategy Management

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J1 Step 1 – S3 Step 7 Policy & Strategy Supervisors

J5 Step 1 – J2 Step 7 Policy and Strategy Implementers

Grade/Rank Status

M3 Step 1 – M1 Step 7 Executive Management

M4 Step 1 – M5 Step 7 Senior Management

S2 Step 1 – M6 Step 7 Middle Management

J1 Step 1 – S3 Step 7 Supervisory/Technical/Administrators

J5 Step 1 – J2 Step 7 Technical/Administrative/Clerical Support

National Lottery Authority Nomenclature Appendix ‘a’ attached

National Lottery Authority Organogram Appendix ‘b’ attached

4.0 Declaration of Age:

4.1 Introduction

It has been noticed that some employees manipulate birth dates as a means of extending their service or in

order to benefit from a particular provision or service. This practice is against the age limit set for compulsory

retirement as stipulated by the laws of the land.

4.2 Definition

Declaration of age refers to the attestation of how old a staff member or a member of his/her immediate family

is.

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4.3 Scope

This policy shall apply to all employees of the authority and their immediate family members.

4.4 Objectives

– To assist in determining an employee's exact date of compulsory retirement from the services of the

authority.

– To ensure that the ages of employees and their immediate families will not be manipulated for inappropriate

use.

– To provide a sound basis for effective staff planning.

4.5 Rules

– A date of birth declared by an employee shall be taken as the true and correct date of birth for all official

transactions.

– Recorded date of birth shall not be subject to change or alteration except where the request for such an

alteration or change is supported by an original birth or baptismal certificate.

– In the event of where the exact date of birth is not known, the following rules shall apply:

Where declaration is by year only – the last date of the year shall be taken as the date of birth (i.e.

31st December of the year under reference).

Where the month and year are clearly known the employee shall be deemed to have been born on

the last day of the month.

Where the system of verification of an employee’s date of birth is in doubt, the Head of HRM shall

call for additional information as necessary to determine the employee’s exact date of birth.

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CONFIRMATION OF STAFF:

Confirmation of newly employed staff shall be after the six months probationary period stated in the offer

letter, and upon receipt of ALL of the following:

· Two (2) personal references duly certifying the suitability of the staff for employment

· Former employer reference (where applicable) indicating that there are no bonding issues with such staff.

· Certificate of medical fitness duly issued by the Authority's appointed medical practitioners.

· Copies of all certificates including Ordinary Level, Advance Level, BECE and SSCE certificates or result slips.

· A duly completed Performance Appraisal Form evidencing satisfactory performance on the job during the probation period.

Confirmation date therefore is subject to the date on which the last of these documents is received by HRM and not before.

However, where it is proven that delays in receipt of any of these documents are beyond the control of affected

staff e.g. references; the confirmation date may be backdated to the date the last of the other documents was

received.

Confirmation of all staff shall be approved by the Head of Administration and HRM.

All academic certificates awarded by any tertiary institution, shall be verified by H-HRM

DISENGAGEMENTS/SEPERATIONS:

Definition:

This refers to the incidence where an employee of the Authority withdraws his/her services from the Authority or

vice versa.

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Rules

– The employment arrangement can be terminated by one month notice by either the employee or the

Authority where the employee is a confirmed member of staff.

– Where the employee is not confirmed, the length of notice shall be two weeks by either party.

– After receiving a letter of resignation from an employee, Human Capital will notify all parties concerned:

Finance Department, Internal Audit Department, etc.

– An exit interview will then be conducted by the Human Resource Management Department.

– The employee will be required to give a forwarding address to the Head, Human Resource Management.

– The Human Resource Management Department will ensure that access of the affected employee is deleted

from the system.

– The said employee will be required to submit all authority documents in his possession:- ID Cards, Working

Documents, Laptops, flash drives etc.

– Where there is an outstanding loan, the salary of the employee for the period will be withheld.

– An employee is expected to settle all outstanding indebtedness to the Authority upon disengagement.

– The Authority reserves the right to withhold any entitlement due an employee to reduce any outstanding

indebtedness if so be the case.

– The Human Resource Management Department shall write to the Authority's recognized medical service

provider to delete the affected staff from his/her records accordingly.

COMPULSORY RETIREMENT

Compulsory retirement from the Authority shall be on the 60th birthday of the Staff member. Where the day falls

on a week end, the last working day preceding his/her birth date shall apply.

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VOLUNTARY RETIREMENT

An individual may apply to proceed on voluntary retirement on the attainment of age 55 and above, in line with

the Ghana Labour Law.

5.0 SUCCESSION PLANNING

5.1 Introduction

Succession planning is critical in the realization of the Authority’s vision and goals. Taking into consideration the

age of the workforce occupying positions of high responsibilities and the scarcity of skilled professionals with

general working experience, there is the need to identify and target potential staff for training to fill higher

positions in the future.


Succession planning refers to the process of identifying and developing potential talents in the authority to fill

key positions in the future.


– To identify staff with requisite potential for training and development to fill key positions created by promotion,

retirement, death, resignation, transfer etc.

– To motivate employees by providing them the means for career advancement.

– To serve as a means of retaining quality staff.

– To provide a means for maximizing quality staff potential and fulfilling their career aspirations.

5.4 Scope

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This policy shall apply to staff that stand out as high flyers and are identified as having strong

potentials

5.5 Rules

· Only excellent and very good performers who are committed to the Authority’s vision and development shall be

considered.

· Selection of staff member shall be based on the combination of the following:

o Job competencies

o Performance appraisal – track record of good appraisal

o Managerial and leadership skills

o Sound decision making skills

o Requisite Qualification

· A minimum of one (1) and a maximum of three (3) staff members shall be identified for each position.

· The selection criteria shall be made known to all employees.

· Appropriate development exposure shall be arranged for potential candidates. Selection, development and

placement of such individuals shall be approved by Management.

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PART TWO

COMPENSATION, BENEFITS AND ALLOWANCES

1. Allowances / Benefits

2. Leave

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6. COMPENSATION AND ALLOWANCES

6.1 Definition

Compensation refers to all the rewards and incentives employees shall receive as a result of their employment

in the Authority.

6.2 ScopeThis shall apply to all permanent and full time employees and where applicable to any outsourced staff.

6.3 Salary

1. All employees shall be placed appropriately on the entry level as per the NLA nomenclature

2. Salaries shall be paid to employees on at least the last day of every month.

3. Where this day falls on a weekend or public holiday, salaries shall be paid on the preceding working day.

4. The Authority shall pay a performance bonus to all staff not later than the 15th of December of every year.

5. Where the day falls on a weekend or public holiday, the bonus shall be paid on the preceding working day.

6. Where for any other reason the bonus could not be paid on the said date the Authority will, through the HRM

department advise all staff concerned

7. To qualify for full payment, an employee must have commenced work from the first day of the year.

8. Employees who have served for less than the full calendar year shall be paid on pro-rated basis.

9. In line with industry practice and in view of the yuletide season, Salaries may be paid earlier than the last day of

December as may be approved by Management.

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6.4 Provision of Cars

Cars shall be provided for certain members of staff for the following reasons:

1. In recognition of the status of staff in the Authority. In this case, from Senior Manager Levels (M5) and above

2. Where appropriate the level of function of an individual MAY require the use of a company car for the role. In

cases of such nature a departmental vehicle or a pool vehicle will be made available for use by the person

BUT the user WILL NOT send the vehicle home after close of work or on vacations. The General Services

Manager (GSM) will be the final determinant of this decision

3. Directors and or the DG shall be entitled to a saloon car and a four wheel drive in line with the nat.ure of

their responsibility.

4. To be able to meet the day-to-day functions where extensive movement is required to be able to fully

discharge the responsibility of one's office eg. official car or a pool car.

Attachment of Cars

Cars shall be attached as follows:

a) By Grade: For staff of the grade of Senior Manager Levels (M5) and above.

b) Pool Cars: Cars not specifically assigned to functions or staff grade shall be treated as pool cars. Cars

shall be provided for all official Duties.

They shall be released through the Transport Officer and upon request to and approval of the General

Services Manager

Rules

· Where the assigned car is for a person below the rank of Senior Manager, members of the Department or Unit

shall use the car for official purpose ONLY.

· These cars shall be used by the assignees everyday, weekends and public holidays but shall however leave the

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cars for use by their reliefs whenever they are on annual vacations, on course or any prolonged absence.

· All other cars will be treated as pool cars even though they may be assigned for (TEAMS) the day-to-day

discharge of their functional responsibilities.

· Pool cars will not be taken home and will not bring any officer to work or home

· Pool cars must be parked at or before 7.00pm and shall not be used on Saturdays and Sundays, unless for

official duties ONLY.

· Staff members who are functionally entitled to a car must not use any other car apart from those specifically

assigned to them. To do otherwise, one will have to seek specific approval from the General Service Manager or

his designate. The request must be accompanied with a justification.

· All such cars shall be fueled by the Authority for the day to day running of the Authority's business.

6.4.1 Cars for Senior Members

(i) The authority shall provide saloon cars to its Executive members for both private and official use.

(ii) Senior Managers (M5) are entitled to a 1.6 engine capacity car or its equivalent brand.

(iii) Deputy General Managers (M4) are entitled to a 1.8 engine capacity car or its equivalent brand.

(iv) General Managers (M3) shall be entitled to a 2.0 engine capacity car or its equivalent brand

(v) Directors(M2) and Director General (M1) shall be entitled to a 2.4 engine capacity car

(vi) Only brand new cars shall be bought for official use.

(vii) All official cars shall be bought in the name of the Authority.

(viii) Insurance of official cars shall be borne by the Authority and shall be comprehensively insured.

(ix) Maintenance and the required servicing of these cars shall be borne by the Authority.

(x) The Authority reserves the right to pay a fuel subsidy in respect of the above.

(xi) The Authority shall allow status car holders to acquire the vehicle in question upon resignation or leaving

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the Authority and upon payment of the value as may be valued by the stated Valuer of the Authority, upon

his/her request.

CAR OWNERSHIP:

The official cars shall be owned by the users after:

a) Application to purchase such vehicle upon it being declared available for sale

b) Upon leaving the Authority either through resignation, termination or retirement

c) All status car users will be given the first option to purchase their status cars.

d) These options shall be exercised upon final approval from Director General (D.G.)

Drivers:

All Directors and General Managers assigned official vehicles shall be entitled to an official Driver.

Such Drivers shall be as assigned by the Transport Officer and approved by the General Service Manager

after taking into consideration very salient needs of the Senior Members.

Replacement of a Stolen Car:

Should any of the Authority’s cars be reported stolen, the car shall be replaced upon the completion of

investigations by General Service Unit and the Internal Audit Department and a report made for its

insurance reimbursement.

ALLOWANCES:

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6.4.1. Fuel Allowance

Senior staff of the Authority who exhibit evidence of ownership of a vehicle will be supported with fuel

allowance equivalence of which is as below;

Grade Amount of Fuel Duration

1. S5 step 1 – S1 step 7 22.5 litres Per week

2. M6 Step 1 – step 7 30 litres Per week

3. M5 Step 1 – step 7 36 litres Per week

4. M4 step 1 – step 7 45 litres Per week



7. M1 step 1 – step 7 unlimited Per week

6.4.2 Overtime Allowance for Staff (Transportation)

i. The Authority shall pay an overtime allowance for work done over and above the stipulated 40

hours/week to junior staff members.

ii. The agreed amount shall be subject to review in relation to price changes.

iv. Senior and Management staff members are not entitled to overtime.

6.4.3 Staff Clothing & Clothing Allowance

i. The Authority shall pay a clothing allowance equivalent of NOT LESS than 10% of annual Basic Salary as

clothing allowance for staff of Grade S 3 step 1 and above (M1 step 7) for every year.

ii. This payment shall be effected on or on the first working Friday of the year. The HRM Unit will submit the list of

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staff due for payment by the Finance Department.

iii. For staff who, per their grading do not qualify for clothing allowance, they will be given two set of official

clothing per year.

iv. For the purposes of accounting the clothing allowance shall be termed ‘reimbursable’ and shall not attract IRS

tax.

v. These clothing would be appropriate to the function of the affected staff.

vi. For those who get employed in the middle of the year or after this payment has been effected, the clothing

allowance will be paid monthly by adding it to the end-of-month salary until after confirmation of employment

where the bulk of the remainder will be paid.

6.4.4 Overnight Allowance

· Staff members shall be paid an overnight allowance for official trips made on behalf of the Authority.

· This allowance is to cater for accommodation and meals.

· The entitlement of staff in the various categories shall however, be as below;

ITEM DESCRIPTION SENIOR JUNIOR MANAGEMENT

ACCOMODATION 65 GHANA CEDIS 40 GHANA CEDIS As per COS

MEALS 35 GHANA CEDIS 25 GHANA CEDIS As per COS

RETURN TRIPS 35 GHANA CEDIS 25 GHANA CEDIS As per COS

6.4.5 Medical Allowance

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As part of measures to control the excesses that might arise in the use of

the medical benefit allowed to staff of the Authority, the following will

be the guiding principles underlining granting them;

a. All staff are entitled to medical allowances the amount ceiling and duration of which is determining by

management.

b. Staff are to attend the Authority’s accredited medical centres or referrals as per directions from the

Authority’s medical centres.

c. The Authority expects staff to attend to ONLY GOVERNMENT Hospitals, Clinics and Polyclinics in the event of

inability to attend to the Authority’s medical centre.

d. The approved centre will prescribe and issue medical care and drugs for staff.

e. Should the centre differ issuance of drugs to staff, staff should purchase drugs from accredited

druggist/pharmacist and present prescription and receipt for re-imbursement.

f. ALL medical re-imbursement MUST be present not later than one (1) month after expenses incurred.

g. All payments for reimbursable must be cost that CANNOT be borne by NHIS. For bills of such nature a

photocopy of the NHIS card of the bearer MUST be attached to the bill.

h. For the purpose of this manual eye care and dentistry are not part of everyday medical care (Medicare)

i. For the purpose of this manual staff are entitled to benefits below for dentistry, eye care and medical

expenses.

Junior Staff Senior Staff Management 6 - 5 step

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Management 4 – 1 Step 7

Eye 150.00 Ghc cedis /2

yrs

200.00 Ghc. Cedis/2

yrs

300.00 Ghc. Cedis/ 2

yrs.

500.00 Ghc cedis/2 yrs

Dentistry 150.00 Ghc cedis/yr 200.00 Ghc cedis/yr 300.00 Ghc cedis/yr 500.00 Ghc cedis/yr

Out-patient 200.00 Ghc Cedis/yr 200.00 Ghc Cedis/yr 500.00 Ghc Cedis/yr 500.00 Ghc Cedis/yr

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In-patients 1000.00 Ghc Cedis/yr 1000.00 Ghc Cedis/yr 3000.00 Ghc cedis/Yr 3000.00 Ghc cedis/Yr

6.4.6 Transfer Allowance

· An employee required to move to another station on permanent transfer is entitled to a transfer allowance.

· The allowance shall be equivalent to 1.5 times monthly basic salary staff where staff is not married and 2

times monthly basic salary of staff concerned where transferred staff is a married person. This is in relation to

the fact that the Authority is NOT providing the concerned staff accommodation.

· Should the employee concerned be provided with accommodation, irrespective of the marital status of the

staff concerned, a transfer allowance equivalent of 1 times the monthly basic salary of the staff concerned

will be paid

· This is irrelevant to situations where the Authority has vacancies at place.

· If the transfer is at the instance of the staff concerned and Management accedes to that request, none of the

above benefits will apply.

6.4.7 ANNUAL LEAVE

· The annual leave year is from January to December each year.

· Full leave shall be granted to an employee who has served his/her probation (must have done 6 or 3 months of

continuous service). Such a staff must also have been confirmed.

· However staff can apply for part of their annual leave days according to the proportion of months spent or upon

the confirmation from their supervisors full annual leaves days

· All leave request MUST get to the HRM Office at least ten (10) working days before the due date

· All staff members proceeding o leave MUST have their leave advice at least FIVE (5) working days before

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embarking on such leave

· All staff proceeding on annual leave MUST give a handing over note to their reliever with a copy to heir

supervisor and a copy to HRM Unit

· In all cases, leave must be duly approved and communicated to staff before he/she proceeds on leave.

· Application for leave must be done using the approved leave form and at least two weeks prior to the

commencement date.

· In all cases, relieving officers must be clearly indicated on all leave requests / application forms.

· Where exigency of the situation will not permit such days notifications, days as practicable as possible could

applied

· Where a staff, as a result of promotion moves from one leave category to another before he/she applies for

his/her leave days, the new category of leave days will be applicable to him/her

· All staff are to follow the leave schedules as presented to the HRM department at the beginning of the year.

· The prerogative to apply for annual leave days is on the staff and not on the HRM department irrespective of

the leave schedules so submitted.

· All staff are entitled to annual leave dates as per schedule below

JUNIOR SENIOR M6 M5-M4 M3-M1

23 Working Days 25 Working Days

28 Working

Days

30 Working Days 32 Working

Days

6.4.8 Compensation for recalling a Staff from Leave

– A staff member may be recalled from leave due to the exigencies of work.

– In such a situation where a staff is recalled from leave, he/she will be entitled to cost of recall from his/her

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leave days and shall still have his/her outstanding leave days due. However, all recalls must have the prior

approval of the Head of the Department and the Head of HRM.

– Any traveling expense incurred as a result of the interruption of such leave shall be borne by the Authority.

The traveling expenses should be computed from the staff member’s declared hometown to the station or

location.

In the event where the staff member is on vacation outside the country, the Authority shall refund the cost of

air fare.

– Where an employee resigns from the Authority's employment he/she shall receive his/her leave days paid in

cash as per his annual leave days not taken at the time of resignation.

– Where an employee takes his/her annual leave before resigning from the Authority's employment, he/she

shall refund an appropriate amount of annual leave days to the Authority in proportion to any leave taken in

excess of his/her allowable period as at the effective date of his resignation.

– Leave period shall be exclusive of Saturdays, Sunday, sick leave and Public Holidays falling on an employee's

leave period.

– No staff shall accumulate his/her leave.

– Leave shall not be commuted to cash except upon resignation.

– An employee, who is promoted to a grade attracting a higher leave entitlement but has already taken annual

leave, shall not be entitled to annual leave days as per promoted

CASUAL OR COMPASSIONATE LEAVE

– Casual or compassionate leave may be granted to an employee upon application depending on the merit of

each request.

– This shall be at the sole discretion of Management.

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– In situations where a compassionate leave is granted, the period granted shall not be deducted from the

normal leave period of the employee.

– Casual leave shall be annual leave deductible. The maximum casual leave in any given year shall not exceed

five (5) working days and is only accessible where staff member has exhausted all of his/her annual leave

entitlement.

– Compassionate leave may be granted in instances where there is bereavement involving an immediate family

member e.g Spouse, child, parent, sibling etc. It may also be granted where the person involved is not a

confirmed member of staff.

– Sick Leave shall be dealt with in accordance with the Authority's sick leave plan as stipulated in the Condition

of Service of the Authority

LEAVE OF ABSENCE

a. An employee wishing to apply for leave of absence shall complete appropriate application forms at least two

months prior to the date on which he wishes to commence his leave. He shall state on the application, his

reasons for requesting to be granted leave of absence.

b. Prior to the commencement of the approved leave of absence the applicant shall hand over his work

schedule in accordance with Authority procedure.

c. Where an employee is under bond he shall not benefit from any leave of absence until he has finished

serving his bond.

d. If such leave exceeds a period of one year Management may not guarantee re-instatement of employee.

APPROVING AUTHORITY

a. The head of Department of the applicant shall recommend leave of absence for approval by the Director-

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General.

ELIGIBILITY

a. Only employee with a minimum of five (5) years' continuous. Service (inclusive of their period of probation) shall

be eligible for leave of absence. In special cases (e.g. ill health of spouse or child) the minimum requirement

may be waived; the length of period shall in such exceptional cases be agreed between the Authority and the

applicant.

b. An officer indebted to the service shall not be eligible for leave of absence, unless satisfactory arrangements

are made to defray the indebtedness.

c. Employees granted leave of absence shall serve a minimum period of five (5) years on their return to post be-

fore they become eligible for consideration for part or further leave of absence.

d. Employees granted leave of absence shall on completion of the leave taken be re-instated subject to the avail-

ability of vacancy.

EXTENSION OF LEAVE OF ABSENCE

a. Extension of leave of absence may be granted on application upon stated grounds.

ACCOMODATION

Rent /Housing Allocation:

The Authority shall not accommodate any of her staff except the Regional Management Teams (Regional Sales

Manager, Regional Accountant and Regional Auditors). However the Authority shall encourage her employees to be

decently housed. Where the Authority has accommodation at operating places they will be made available to

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employees upon request on first-come-first-served basis. Where operational exigency makes it prudent that this rule

of stepped sided, the General Service Manager will make that known to the applicant.

The essence of providing accommodation for her staff is to, among other things,

j. Ease the housing burden of staff and give them ample peace to work for increase productivity

k. Help in maintaining a decent accommodation for her staff

l. Help improve the take-home-pay of her staff by offering reasonable decent accommodation to her staff

m. By getting her staff to staying together a bond is created among her staff.

Rules;

a. All applications for accommodation will be directed to the General Services Manager (GSM)

b. The Head of Maintenance & Facilities (M & F) will furnish the GSM with the full list of office, housing and other

facilities accommodation with their current state of occupancy and list of occupants.

c. The GSM will allocated vacant offices, housing and other facilities based on request made and availability to the

General Manager – Administration & Human Resource (GM – A/HR) who will recommend for approval by the

Director of Administration & HRM

d. In allocating these facilities, especially housing accommodation, preference, where possible and probable, will

be given to staff with family and, transferred staff who come with their families.

e. Staff granted these facilities will be communicated to in writing by the GSM or his designate

f. Should it be that staff allocated these facilities must pay any rate, it will form part of the communication with

the amount to be paid and the rate of payment.

g. Any incidental cost that might arise as a result of usage of the facility will be borne by the occupant unless

explicitly stated by the accompanying communication

h. Under NO circumstances and ANY UNCERTAIN terms must occupants

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alter/change/add/remove/increase/decrease any portion (inside or outside, under or above) of the facility

without EXPLICIT approval from the General Services Manager

i. Upon employee leaving the services of the Authority, the occupant has between a minimum of a day and a

maximum of 90 days to vacant the facility

j. During these days all incidental cost relating to, and emanating from usage of the said facility must be paid-up

by the occupant before finally vacating, including cost that might have been accrued but not known at the time

of vacating the facility.

k. At all times the maintenance of the facility shall be done and borne by the Authority through its agencies.

l. Any maintenance without prior approval of the GSM will be at the cost of the occupant and that can mean

violation of tenancy agreement and be a cause for removal or ejection from facility usage.

m. All maintenance and/or alterations/change/additions/removals/increment at any part of the facilities must be

communicated to the Head of Facilities & Maintenance using the Faults and Maintenance Reporting Form

n. The Head of Maintenance and Facilities will communicated the date and time faults or maintenance will be done

and completed.

CLOTHING

Clothing Allowance:

The Authority shall endeavour to pay a clothing allowance of not less than 10% of an employee’s annual basic salary

to enhance the image of the Authority and subsidize the cost of procuring the authority’s stipulated dress code. This

allowance is however available to those who are not clothed by the Authority and, all staff at grades S4 step 7 and

below

This allowance is payable once a year and not later than the first Friday of January of every year.

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PART THREE

PERFORMANCE MANAGEMENT

1. Performance Evaluation

2. Promotion

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PERFORMANCE MANAGEMENT

7.0 Performance Evaluation

7.1 IntroductionIn recognition of the need to maintain the best quality staff for effective service delivery and to reward

performance, a performance evaluation form has been designed and for use at National Lottery Authority.


Performance Evaluation is the periodic assessment of an employee’s performance on the job in order to help

improve his/her efficiency.


u To identify skill and performance gaps leading to their correction.

u To recognize staff who are hard working.

u To identify high flyers for development and future placement.

u To identify training needs.

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u To provide the basis for reward of excellent performance.

u To also provide the basis for demotion and transfers.

u To facilitate improved communication.

7.4 Scope

This policy shall apply to all staff members in the service of the Authority.

7.5 Rules

u The performance of every staff shall be evaluated using the authority’s approved performance evaluation

form.

u Assessment of an employee must be based on agreed job descriptions and specific measurable targets or

goals set for the period under review.

u Performance Appraisal is the SOLE prerogative of employee and employee MUST take all necessary steps to

ensure that he/she has been appraisal when the window is opened

u As practicable as possible each supervisor must not appraised more than fifteen (15) employees.

u A one week window of appraisal shall be opened during each appraisal period for EACH employee to get

appraised

u The staff performance review shall be done on a quarterly basis.

u The HRM Unit will at the beginning of each year roll out the appraisal window to all staff and ensure that all

staff sign off their Job description, their Key Performance Indicators (KPIs) with their supervisors.

u The ratings as captured in the appraisal booklet shall be the benchmark against which performance will be

measured and rewarded every 12 months.

u The recommendation for promotion for grades up to Manager shall be determined by the Administration

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Department.

u All other grades above Manager (Senior Manager and above) shall have their promotions determined by the

EXCO and ratified by the DG and final approval by the Human Resource Committee of the Board.

u Exceptionally high performance with regard to innovation, creativity and initiative shall be rewarded.

u To facilitate improved communication and employee participation, all appraisals shall be done by the

appraisal interview or the “Dialogue” method.

u Any staff member under investigation shall have his or her appraisal deferred until investigations are

concluded and all charges leveled against him/her are cleared.

u All appraisal shall be used in determining the year-end bonus, year-beginning salary review, confirmation of

appointment and promotions/demotions

8.0 PROMOTION

8.1 Introduction

Promotion refers to an elevation of a person based on performance and relevant qualification from a lower

position to a higher position with higher responsibilities and a correspondent increase in remuneration.

8.2 Objectives

· To provide staff with the opportunity for career advancement

· To provide staff members the opportunity to develop their abilities to take up more challenging tasks.

· To assist management in identifying potential employees for succession planning.

8.3 Policy Scope

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This policy shall apply to all employees of the Authority.

8.4. Rules· As regards promotion, a deserving staff member shall be promoted depending on the combination of the

following factors: -

(i) Availability of a vacant position

(ii) Possession of minimum qualification and required competence level such as competency, ability to handle

challenges, initiative etc.

(iii) Exhibited ability to perform at a higher level of responsibility.

(iv) Changes in job demands.

u Promotion of deserving staff members shall be strictly on merit.

u Promotion shall be strictly based on outcome of staff’s Performance Appraisal and in accordance with the

Promotion Policy of the Authority.

u Where the next higher job requires the passing of a prescribed examination, an employee may be considered upon successful completion of the examination in addition to other factors as determined by the job requirements.

u Unless otherwise, all departmental Heads shall be responsible for initiating promotional recommendations.

u However, all promotions shall be subject to Management’s consideration and approval.

u Promotions shall always be at the discretion of Management; as such no employee has the automatic right of

promotion.

u As much as possible, depending on the availability of potential candidates, existing employees shall be given

the opportunity to fill existing vacancies.

u In the event of a new position being created, the position will be advertised internally for qualified employees

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to apply. A selection committee will interview the short listed candidates.

u Promotions shall be effected in accordance with the approved “Promotions Policy” of the Authority

PART FOUR

TRAINING AND DEVELOPMENT

1. Orientation and Induction

2. Training

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9.0 TRAINING AND DEVELOPMENT

9.1 Introduction

Training refers to the correction of skill deficiencies and skill gaps for effective performance on a job.

Development refers to the systematic grooming of an employee who exhibits high potential for future

management positions.

It shall be the responsibility of the Training & Development Manager to ensure that all staff members are given

the opportunity to be trained and developed in areas relevant to the Authority’s future.

9.2 General Guidelines

i. Staff training and development shall be the shared responsibility of the Training & Development Manager and

the relevant HOD.

ii. Training needs assessment shall be done taking into consideration departmental performance deficiencies,

departmental and corporate requirements and future strategic goals. The staff member’s career aspiration shall

also be taken into consideration.

iii. Departmental Heads shall be responsible for the development and training of their staff members. They are

expected to conduct needs analysis and recommend training to be undertaken.

iv. All department heads shall expose their staff to the various operating desks in their department to enable them

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have complete understanding of their department.

v. Staff members should be placed and given more challenging assignments after being trained.

vi. In the absence of local facilities for specific training programmes and also to keep employees abreast of

changing trends in the industry, overseas training programmes shall be recommended.

vii.Staff members sponsored for a course either locally or overseas for a period of 3 months and above shall be

bonded to serve the authority for periods as indicated below or in lieu pay for the total cost of training:

Duration of Training Period of Bond

3 months but less than 1 year 1 year

1 year 2 years

2 years and above 3 years

viii. Upon the completion of every training programme, an employee shall submit an evaluation report to the

Head –HRM within one week. Failure to submit evaluation report will affect future training programmes.

ix. Staff members who have successfully completed previously approved local and/or correspondence

professional courses shall be reimbursed for cost of professional membership.

x. Where an employee attends a full-time institution with scheduled vacation for a period exceeding 4 weeks,

he/she will not be granted annual vacation leave.

xi. All application for extra education, training, development or corresponding course that will require employee

either closing before normal closing hours or starting late than the normal starting period will require

exceptional approval from DG with recommendations from immediate supervisor and the HRM Unit

xii.All applications for such programme as described at xi must be received and granted at least one clear month

before commencement of study.

xiii. At the beginning of each year the HRM Unit will make available to all staff the number of employees

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(QUOTA) that will be permitted to access such relief.

10.0Orientation and Induction

10.1 Introduction

Upon appointment, all newly appointed employees would be required to undergo an orientation and induction

programme for a period not less than 5 working days (1 week).

New employees will be introduced to the Authority's vision and mission, its general operations, functions of the

various units as well as policies and procedures in place.

10. 2 Policy Definition

Orientation and induction is where newly appointed employees are introduced and initiated into the Authority in

general, and into specific job functions to provide them with knowledge regarding the basic operations of the

Authority, functions or departments, work rule and practices needed to assist them to start off and function

effectively in their roles.

10.3Objectives

(i) To provide new employees with information on the history of the Authority’s operations, the various units of the

Authority, the policies and procedures, names of Management staff, the vision and mission of the organization.

(ii) To provide information needed for new appointees to imbibe the corporate culture and adjust to the working

environment.

(iv) To instill in new entrants the spirit of loyalty, commitment and dedication and resilience.

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10.4 Scope

(i) The policy shall apply to all new employees.

Rules

HRM shall be responsible for organizing all induction programmes.

The first day on assumption of duty shall be set aside for the induction of the individual staff member into the

Authority.

Each department/business office Head shall organize departmental induction programmes for all new staff

posted to their department/branch.

The Authority’s induction programme shall cover the following areas:

- A brief on the Authority (i.e. corporate history, values, beliefs and philosophy).

- The Authority’s business plan and objective.

- Policies and operating procedures in place.

- Staff terms and conditions of service.

- Responsibilities of staff and how they impact on other units within the authority.

- Expected contribution of the new staff member and its impact on the authority’s performance.

- Departmental Heads and experienced senior officers shall serve as facilitators and coordinators for the

authority’s orientation and induction programmes.

10.5In-House Training

Introduction

In-house training programmes shall be organized to address specific skill-gaps and skill deficiencies of staff members,

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for enhanced productivity. This shall be done at least once every quarter

10.6Policy definition

In-house training refers to courses organized by the authority internally to address specific skill requirements relating

to job performance or to update the skills and knowledge of employees to take on the challenges of changing

business trends.

10.7 Scope

All employees of the authority shall be required to participate in the in-house training programmes as deemed

appropriate to their needs.

10.8 Objectives

To address specific skill-gaps and skill deficiencies of staff members for enhanced productivity.

To update employees knowledge on changes in job demand as a result of improved technology.

To address training problems specific to the Authority’s line of business.

10.9Rules

All employees of the Authority shall be required to participate in the Authority’s in-house training programmes

as and when necessary.

The T & D Manager shall in consultation with heads of Department and Business offices develop and maintain a

core of qualified trainers (both internally and externally) to identify training needs, design, deliver and upgrade

in-house programme from time to time.

Design and delivery of in-house training programmes shall cover topics or areas relevant to the specific needs

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of various departments within the Authority.

Nomination of employees for in-house training programmes shall be made by Departmental Heads and HRM.

As part of the in-house training programme, all staff members shall pursue a job rotation programme to be

planned at departmental and corporate levels.

The T & D Manager shall coordinate the organization and delivery of all in-house programmes.

The Authority’s in-house training programmes shall take the following forms:

1. Job rotation

2. Classroom teaching

3. Attachment to another unit of the authority

4. Assignment to a specific project

5. Performing duties of a higher position in the absence of a superior officer

10.10.1 Local Training

Introduction

Staff members at various levels shall attend short courses organized by recognized local training institutions to

broaden their knowledge and acquire new skills needed for effective performance.

10.10.2 Definition

Local training refers to all formal classroom courses organized by training institutions, consultancy firms etc in the

country which shall be patronized by the Authority’s employees. This includes seminars, lectures, etc.

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10.10.3 Scope

This policy applies to all employees at various levels within the Authority.

10.10.3 Rules

All local training programmes should be relevant to the needs of the authority.

Nomination of staff for local courses shall be done by the Departmental Heads with the approval of HRM.

Departmental Heads are expected to make relieving arrangements for staff attending training courses in order

not to disrupt smooth work flow.

An employee on a local training course shall have his/her employment reserved.

10.10.4 Overseas Training

Introduction

Occasionally employees may be sponsored for training overseas to broaden their outlook and expose them to modern

trends and techniques in the industry.

10.10.5 Definition

Overseas training refers to courses, seminars, workshops and attachments organized overseas by foreign or

affiliate institutions.

10.10.6 Objectives

To provide staff members with the necessary exposure and build in them the confidence required for improved

work performance.

To compliment local training programmes by offering employees the opportunity to acquire new technique and

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advanced skills for productive work.

10.10.7 Scope

This policy shall apply to all employees.

10.10.8 Rules Overseas training shall usually take the form of formal training and industrial attachment.

Selection for overseas training shall be based on corporate needs.

Management shall approve all overseas training programmes.

Except otherwise, the selection of staff for overseas training shall be made by the Department Head, reviewed

by the HRM and finally approved by Management.

All staff members sponsored for overseas training by the authority shall

be given study leave with pay and shall have all employment rights reserved.

An employee sponsored for overseas training for a period of 3 months and above shall sign a training bond as

above.

10.10.9 Self-Development/Training

10.10.10 Introduction

In order to create the environment for self-improvement, staff members are encouraged to take on self-

development/training, pursue courses or qualifications.

Scope

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This policy shall apply to all staff members.

Objectives

To enable the authority maintain and retain quality staff for enhanced productivity.

To encourage staff to develop their potential skills.

To encourage efficiency and career advancement.

Rules

The authority will not sponsor any employee who initiates, on his own accord a training programme for self-

development.

The authority will reimburse fully the cost of tuition for staff who have successfully pursued approved

local/correspondence courses relevant to their job positions.

The authority shall pay professional fees for staff members who are professional members of the authority’s

approved professional bodies.

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PART FIVE

STAFF WELFARE

LOANS

DONATIONS

PENSION FUND

INSURANCE

GRATUITY

LOANS

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Introduction

In recognition of staff contribution to the Authority and to aid their financial needs, employees of the authority

shall be granted loans.

Definition

Loans shall refer to financial assistance in the form of an advance granted to an employee. The amount given shall

be payable within a specified period at no interest rate.

Scope

Staff loan shall be available to all categories of staff as defined by the Terms and Conditions of Service.

Types

Types of loans covered under this policy are as follows:

- Car Loan

- Salary Advance

- Educational Loan

- Child School Fees Loan

Objectives

– To attract and retain competent staff.

– To aid in improving the well-being of staff for increased productivity.

– To establish and streamline the administration and management of staff loans.

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– To serve as a means of communication to staff members on the procedure and guidelines for the approval of

staff requests.

General Rules

· Staff loan shall be granted to confirmed staff only except otherwise as may be decided by Management; For

instance, where there is the need to attract a competent staff the rule may be waived.

· A staff member’s total encumbrance at the end of each month shall not exceed 40% of his/her monthly salary

(this refers to the sum total of a staff’s financial burden including all statutory and non-statutory deductions).

· An applicant must complete the appropriate staff loan application form and submit same with relevant

documents to H-CD.

· Staff members can take on additional loans provided the total of indebtedness is within the 40% limit of

his/her monthly salary.

· All loans must be repaid within thirty-six (36) months of it being granted

· All staff shall be required to settle their indebtedness within 30 days upon leaving the employ of the

authority.

· Failure to settle all outstanding indebtedness (within 30 days) upon leaving the service of the authority, the

loan shall be treated as a commercial loan at the authority’s ruling interest rate.

· The authority reserves the right to take legal action against staff loan defaulters without reservation.

· A staff member who is under investigation for any offence and who is likely to have his appointment

terminated or summarily dismissed shall not be eligible for staff loans.

CAR LOAN

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Scope

The policy shall apply to all confirmed / permanent staff of the Authority who have been in the service of the Authority

for not less than 24 months.

Amount

The maximum amount shall not be more than a total of one (1) year basic salary of the staff in question.

Age of Car

The authority shall not finance the purchase of any car that is more than 5 years old and must be comprehensively

insured.

Interest Rate

3% per annum

Duration

36 months

Repayment

By equal installments and deducted from applicant’s monthly salary at source.

Eligibility

· Applicant must have done at least 24 months of service.

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· Applicant must have submitted the completed appropriate loan request form and relevant papers regarding the

purchase of the car.

· The quantum applicable is subject to the debit service ratio of not more than 40% of his/her monthly take

home.

· Status car holders are not eligible to apply for a car loan for.

· Staff members should at the minimum be average performers as determined by their most recent appraisal

SALARY ADVANCE

ScopeThe facility shall be available to all permanent and confirmed staff.

Amount10% of net monthly pay

Duration1 Month

Interest Rate

0% per annum

EDUCATIONAL LOAN

IntroductionIn recognition of the importance of the authority to encourage self - development by staff, the staff education loan

should be instituted. This is loan will assist staff in their self development and areas beneficial to the growth of the

authority.

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Scope

This policy shall apply to all permanent staff and must have been in the Authority’s employ for a minimum of 24

months.

Amount

Loan amount approved shall cover tuition fees, books/equipment and registration for exams.

DurationTo cover a maximum period of 36 months

RepaymentBy equal installments and deducted from applicant’s monthly salary at source.

Eligibility




· The quantum applicable is subject to the debt service ratio of not more than 40% of his/her monthly take home.


· Request for staff loan shall be supported by evidence of the course being undertaken.

· With regards to course fees, the money shall be paid directly to the Institution concerned.

CHILD EDUCATIONAL LOAN

IntroductionIn recognition of the importance of the authority to encourage responsible parenting by staff, the child education loan

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should be instituted. This is loan will assist staff in the education of their children.

Scope

This policy shall apply to all permanent staff and must have been in the Authority’s employ for a minimum of 24

months.

Amount

Loan amount approved shall cover tuition fees, books/equipment and registration for exams.

DurationTo cover a maximum period of 36 months

RepaymentBy equal installments and deducted from applicant’s monthly salary at source.

Eligibility




· The quantum applicable is subject to the debt service ratio of not more than 40% of his/her monthly take home.


· Request for staff loan shall be supported by evidence of the course being undertaken.

· With regards to course fees, the money shall be paid directly to the Institution concerned.

DONATIONS

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BEREAVEMENT, BIRTH, WEDDINGS

Introduction

Death

In the event of death of a confirmed employee or a member of a confirmed employee's immediate family, the affected employee shall be entitled to a cash gift as stipulated in the staff handbook.

· Policy Statement

As part of the authority’s social obligation and commitment to retain staff, the authority shall donate a specific

amount to staff in event of death of a staff member or his immediate family member as stipulated within the

Staff Terms and Conditions of Service in the staff handbook.

Objective

· To assist staff member or his immediate family to organize the funeral of the deceased person.

· To demonstrate a sign of kind gesture and project the image of the authority as a good employer.

Scope

Except otherwise stated, this policy shall apply to all permanent staff and their immediate family as defined

under the Staff Terms and Conditions of Service.

Special Conditions

· Proof of evidence that the deceased is a spouse, biological child or parent.

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· As regards contract employees, management shall determine the funeral donation to be made.

· In the event of death of a retired employee who served the authority up to compulsory retirement age,

management shall determine the donation to be made.

RULES

As applicable in the various Conditions of Staff of Junior, Senior and Management Staff

STAFF PROVIDENT FUND SCHEME

The establishment of the “Provident Fund Scheme” is intended to be an incentive package that allows staff members the opportunity to save for a minimum of 3 years to enable them acquire properties such as land, house etc and also serve as capital upon disengagement.

Scope:

· The Authority shall on a monthly basis, contribute 15% of a staff member's gross monthly salary into the Provident Fund.

· The staff contributes 10% of his/her monthly basic into a Provident Fund.

Eligibility:

· Any persons joining the Authority automatically become members of the Fund. Please note that staff members joining the authority on secondment are however exempted.

Rules:

· The fund shall be managed by a fund manager and a Provident Fund Committee shall be charged with the day to day running of the fund.

· Upon disengagement, a staff member shall be entitled to all of his/her portion plus accrued interest.

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· Any staff member resigning with less than 3 years of service shall not be entitled to any of the Authority's portion.

· A staff member qualifies to withdraw not more 50% of his/her contributions for the purchase of land, house, and any others as have been stipulated in the Provident Fund constitution after 3 years of joining the authority.

GROUP LIFE ASSURANCE AND PERSONAL ACCIDENT POLICIES

The authority shall maintain a Group Life Assurance and a Group Personal Accident Policy for staff.

ScopeThe policy shall apply to only permanent employees of the authority.

Rules– The sum assured shall be 300% of the employee's annual basic salary at the date of incident.

– The annual insurance premium payable shall be borne SOLELY by the authority.

– Under the Group Personal Accident Scheme, employees are to be insured against all forms of accidents for

sum related to their emoluments

– Self inflicted injuries are however, exempted.– Under the Life Assurance Scheme, employees are to be insured against all forms of death including

accidental death.

Appendix ‘a’

GRADE NOMENCLATURE MIN. EDUCATIONAL QUALIFICATION/YRS. OF EXPERIENCE

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AGE

Post Grad. Cert. 1st Degree

Prof. Affilia-tion

1st Deg. + Relv.

Other Cert + Relv. Placement

M1 Step 1 Director General 40 yearsPost Grad. Cert. Yes Yes

12 years 18 years DG

M2 Step 1 Director 40 yearsPost Grad. Cert. Yes Yes

10 years 16 years Director

M3 Step 1 General Manager 35 yearsPost Grad. Cert. Yes Yes 8 years 15 years GM- D. Director, HOD

M4 Step 1 Dep. General Manager 35 years Post Grad. Dip Yes Yes 7 years 14 years DGM-GM

M5 Step 1 Senior Manager 32 years No Yes Yes 6 years 12 years CH/Brand/Res. Mgr

M6 Step 1 Manager 30 years No Yes Yes 5 years 11 years Reg./CH/Brand/Res. Mgr

S1 Step 1 Deputy Manager No YesPartly Quali-fied 4 years 10 years

Dist/D.Reg. Mgr/Reg. Acc/Aud.

S2 Step 1 Principal Supervisor No YesPartly Quali-fied 3 years 9 years D/Dist/Acc/Aud./Prin. Supv

S3 Step 1 Senior Supervisor No YesPartly Quali-fied 2 years 8 years Snr. Supv

S4 Step 1 Supervisor No YesPartly Quali-fied 1 year 7 years Supervisor

S5 Step 1 Principal Officer NoHND/Univ. Dip. Optional 4 years 6 years

J1 Step 1 Senior Officer 5 years

J2 Step 1 Officer 4 years

J3 Step 1 Principal Clerk 3 years Driver/Artisan/Security

J4 Step 1 Senior Clerk 2 yearsD/Rider/Off. Assist/Watch-man

J5 Step 1 Clerk 1 year Labourer

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FOR AND ON BEHALF OF NATIONAL LOTTERY AUTHORITY BY:

............................................................................................................................................KOJO ANDAH (MR)DIRECTOR GENERAL (SIGNATURE AND DATE)

............................................................................................................................................EMMANUEL BOAKYE THOMPSON (MR)DIRECTOR – ADMINISTRATION & HUMAN RESOURCE (SIGNATURE AND DATE)

............................................................................................................................................RALPH FIIFI AMISSAH (MR)HEAD, HUMAN RESOURCE MANAGEMENT (SIGNATURE AND DATE)

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nla human resource management policy manual 2011

Documents

staff levels

unit heads

staff requirements

human resource planning

additional staff

policy objectives

right number of staff

human resource management