Government of Papua New Guinea National Public …...HR Business Process Manual 2014 Page 7...

Government

of Papua New Guinea

National Public Service

Human Resource

Business Process

Manual

October 2014

HR Business Process Manual 2014 Page 2


Table of Contents

Table of Contents................................................................................................................. 3

Introduction by Secretary DPM .......................................................................................... 7

Responsibility of the Manual .............................................................................................. 8

General Order 1 – Staffing Arrangements & Other Personnel Management Matters In

Provincial & District Administrations ................................................................................. 9

Business Process 1.1: Recruitment, Selection, Acting and Terminations for Provincial

Administrators ................................................................................................................... 11

Business Process 1.2: Recruitment, Selection, Acting and Terminations for District

Administrators ................................................................................................................... 17

General Order No. 2 - Organisational Design, Establishments and Staffing Budgets . 23

Business Process 2.1: Major Organisational Changes/Reviews ...................................... 25

Business Process 2.2: Minor Organisational Changes/Reviews ...................................... 35

Business Process 2.3: Staffing Establishment & Budget Review ..................................... 43

General Order No. 3 - Recruitment, Selection, Appointment and Staff Reporting ....... 49

Business Process 3.1: Recruitment, Selection & Appointments ....................................... 51

Business Process 3.2: Conditional Offer Requirements .................................................. 65

Business Process 3.3: Instructions for Recording Unattached/Excess Staff ................... 69

General Order No. 4 - Probationary and Permanent Appointments, Retirements and

Terminations ...................................................................................................................... 74

Business Process 4.1: Probationary Officer to Permanent .............................................. 76

Business Process 4.2: Resignations of Probation and Permanent Officer ...................... 82

Business Process 4.3: Transfers of Permanent Officers and Probation Officers .............. 86

Business Process 4.4: Retirement ................................................................................... 92

General Order No. 5 – Staff Development, Career Path Planning and Competency

Based Performance Appraisal ........................................................................................ 100

Business Process 5.1: Staff and Career Development .................................................. 102

Business Process 5.2: Performance Management ........................................................ 108

General Order No. 6 – Training and Development ........................................................ 113

Business Process 6.1: Capacity Needs Analysis ..................................................... 115

Business Process 6.2: Further Studies to upgrade Qualification ................................... 121

Business Process 6.3: Overseas Training ..................................................................... 127

General Order No. 7 – Part-time and Casual Employees .............................................. 135


Business Process 7.1: Casuals Categorisation ............................................................. 137

General Order No. 8 – Departmental Heads and Provincial Administrators ............... 143

Business Process 8.1: Appointment of Departmental Heads and Provincial

Administrators ................................................................................................................. 145

Business Process 8.2: Acting Departmental Heads and Provincial Administrators ....... 149

Business Process 8.3: Suspensions - Departmental Heads and Provincial Administrators

....................................................................................................................................... 151

Business Process 8.4: Revocations - Departmental Heads and Provincial Administrators

....................................................................................................................................... 153

General Order No. 9 – Contracts for Senior Officers Appointed to Management

Positions ........................................................................................................................... 155

Business Process 9.1: Initial Contract – Senior Officers ................................................ 157

Business Process 9.2: Contract Variation – Senior Officers .......................................... 163

Business Process 9.3: Contract Review – Senior Officers ............................................ 167

Business Process 9.4: Discipline – Senior Officers ....................................................... 171

Business Process 9.5: Termination – Senior Officers .................................................... 175

General Order No. 10 – Short Term National Contracts ............................................... 179

Business Process 10.1: Initial Short Term Contract ...................................................... 181

Business Process 10.2: Renewal of Short Term Contract ............................................. 185

Business Process 10.3: Termination of Short Term Contract ........................................ 189

General Order No. 11 – Employment of Non-Citizens .................................................. 191

Business Process 11.1: Recruitment of Non-Citizens ................................................... 193

Business Process 11.2: Renewal of Non-Citizens Contract .......................................... 201

Business Process 11.3: Variation of Non-Citizens Contract .......................................... 205

Business Process 11.4: Discipline of Non-Citizens ....................................................... 209

Business Process 11.5: Termination of Non-Citizens Contract ..................................... 213

General Order No. 12 – Engagement of Consultants.................................................... 217

Business Process 12.1: Engagement of Consultants .................................................... 219

General Order No. 13 – Salaries and Allowances ......................................................... 223

Business Process 13.1: Salaries and Allowances ......................................................... 225

General Order No. 14 – Officers’ Leave Entitlements ................................................... 231

Business Process 14.1: Recreation Leave and Leave Fares ........................................ 233

Business Process 14.2: Other Leave ............................................................................ 241

General Order No. 15 – Officers’ Discipline (Non-Contract) ........................................ 249


Business Process 15.1: Discipline (Non-Contract) ........................................................ 251

General Order No. 16 – Redundancy and Retrenchment in the Public Service ......... 257

Business Process 16.1: Retrenchment .......................................................................... 259

Business Process 16.2: Redeployment ......................................................................... 265

Business Process 16.3: Retrenchment Appeals ............................................................ 269

General Order No. 17 – Public Officers’ Superannuation ............................................. 273

Business Process 17.1: Commencement of Superannuation ........................................ 275

General Order No. 18 – Workers Compensation ........................................................... 283

Business Process 18.1: Workers Compensation ........................................................... 285

General Order No. 19 – Government Office Accommodation and Public Service

Housing ............................................................................................................................ 289

General Order No. 20 – Engagement in Business Activities Outside of Public Service

Employment and Other Important Provisions Governing Conduct ............................ 291

Business Process 20.1: Gender Equity and Social Inclusion ........................................ 293

Business Process 20.2: Business Activities Outside the Public Service and Other

Important Provisions ....................................................................................................... 297

General Order No. 21 – Industrial Relations in the Public Service .............................. 299

General Order No. 22 – The Public Service Commission ............................................. 301

General Order No. 23 – Management of Personnel Records ....................................... 303

Business Process 23.1: Creation of Personnel Files ..................................................... 305

Business Process 23.2: Managing Personnel Files ........................................................ 309

Acknowledgements ......................................................................................................... 313



Introduction by Secretary DPM

I am very proud to present this Government of Papua New Guinea Public Service Human Resource Business Process Manual. For the first time Human Resource (HR) Business Processes have been developed by my Department in consultation with key stakeholders, to underpin the Fourth Edition National Public Service General Orders 2012. This Manual has been compiled to provide a current source of reference to employees of government agencies, provincial and district administrations and statutory authorities

It is important to recognise the critical role of Human Resource (HR) as a driver of the organisation’s capacity to deliver sustainable and quality services. Following the devolution of HR functions, GoPNG HR practitioners need to build on their understanding of relationships between HR business activities and agency core business needs, to ensure effective HR decision making directly contributes to business outcomes.

Therefore there is a need for further capacity enhancement of HR practitioners within line agencies to support devolved responsibilities and allow agencies to operate independently yet in an effective manner.

These HR Business Processes will guide our Senior Executive Managers and HR Practitioners in their role as service delivery agents to our Public Servants and assist management in the delivery of human resource policies, processes, services, programs and practices in a fair, equitable, and consistent manner. They will provide HR Practitioners with step by step instructions and include:

Scope of process

Delegations

Authorities

Actions

Resources

Responsibilities

Timeframes.

Compliance with these instructions will enable Senior Executive Managers and HR Practitioners to successfully deliver Human Resource functions and improve the management of personnel emolument budgets.

I would like to congratulate and thank all the stakeholders who supported the Department of Personnel Management in the development and validation of these Business Processes and encourage you to use this information to enhance your performance in delivering Human Resource activities across the Public Service.


Responsibility of the Manual

The Department of Personnel Management is responsible for the development and maintenance of the Business Process Manual. The Department will ensure that the manual is available electronically to employees. If agencies require hard copies of the Manual, it is their responsibility to establish and maintain them in an up-to-date manner. All updates, corrections, and revisions will originate from the Department of Personnel Management and will be distributed electronically. Employees are responsible for reading these revisions. Revisions will include two types of review:

1. Ad hoc or as needed - these types of reviews are due to changes in legislation, public sector reforms etc. They may also result from practical problems with the application of existing Public Service General Orders. This could be ambiguity in a present policy or the reality that the application of the policy presents unforseen problems.

2. Planned reviews - these reviews will be conducted every three years. These types of

reviews can be staggered for the various policies and processes and are done to ensure that the policies and processes are still current and are still in harmony with “the big picture.”

While we have strived for accuracy in the contents of this Manual, the information provided is superseded by applicable legislation. Additional information and interpretation of the Business Processes contained in this Manual may be obtained from the Department of Personnel Management. This manual also references relevant legislation, policy, and terms and conditions. Enquiries or suggestions on improvements to the Manual may be made by contacting the Human Resource Advisory Services Division in Department of Personnel Management.


General Order 1 – Staffing Arrangements & Other Personnel Management

Matters In Provincial & District Administrations

Description

This General Order covers recruitment, selection, appointment and termination, terms &

conditions of employment and other personnel management matters pertinent to Sections

58 to 64 of the Public Services (Management) Act.

Business Process 1.1: Recruitment, Selection, Acting and Terminations for Provincial

Administrators

Business Process 1.2: Recruitment, Selection, Acting and Terminations for District

Administrators


HR Business Process Manual 2014 – BP1.1 Version 1.0 October 2014 Page 11

Business Process 1.1: Recruitment, Selection, Acting and Terminations for Provincial Administrators

KEY POINTS

How is the appointment of Provincial Administrator determined?

Section 61 of the PSMA 2014 details the procedure for appointment of Provincial Administrator

Recruitment and Selection is prescribed in Section 61

Who is responsible for Advertisement of the Provincial Administrator post in the Province?

Vacancy is advertised by Secretary for Personnel Management in consultation with the Provincial Governor and Secretary for DPLLG & A

Advertisement if placed in the National Media and Internal publication

What is the composition of the selection committee The composition of the Ministerial Executive Appointment Committee (MEAC) shall comprise of the following members:

(a) Minister for Public Service : Chairperson (b) Secretary for Personnel Management: Member (c) Secretary, Department of National Planning & Monitoring: Member (d) Secretary, Department of Provincial & Local Level Government : Member (e) Attorney General (or nominee)

A Secretariat within the Department of Personnel Management is responsible for the compiling a shortlist. At least 5 candidates will be submitted to the MEAC. When is the announcement of the Provincial Administrator made and by who?

The NEC at its sole discretion shall advise the Head of State to appoint a Provincial Administrator

The appointment is based on the minimum selection criteria and pursuant to Section 61 as Deemed Departmental Head

The Head of State shall execute a contract of employment under Section 62 of the Act How is the termination processed?


REFERENCES

SOURCE SECTION

Organic Law on Provincial Governments and Local Level Governments (OLPG&LLG) – Appointment of Provincial Administrator.

Section 73 (3)

Public Service (Management) Act 2014 – Sec DPM in implementation of Sec 73 (3) of OLPG&LLG

Sec 61, Sec 60

General Order 1 –Staffing Arrangements & Other Personnel Management Matters in Provincial Administrations

Sec 2-3 GO 1.23 to 1.37

General Orders 8 –Recruitment, Selection, Appointment GO 8.

General Orders 13 – Salaries & Allowances GO 13.33

Selection Committee Sec 40 (2)(a)

Salaries Remuneration & Monitoring Conditions SRC

Terms & Conditions of Employment Sec 62

Acting Appointment Section 4: GO 1.40 to 1.44

DELEGATION

FUNCTION DELEGATED AUTHORITY

Recruitment, Selection, Appointment and Termination of Provincial Administrator Minister for Public Service

Selection Committee and consultation with MEAC Secretary for Personnel Management/

Secretary for DPLG & A

Deliberation on the Short-list of five preferred candidates MEAC

The termination of the Provincial Administrator shall be determined by the Provincial Government in accordance with the contract terms and conditions of the contract as prescribed in GO.1.23 and the Public Service Regulations


Submission from the Secretary for Personnel Management MEAC

Appointment of the Provincial Administrator Head of State/Minister for Public Service

OVERVIEW OF PROCESS

Recruitment and Selection

Acting

Termination

PROCESS

STEP ACTION RESOURCES RESPONSIBILITY RECOMMENDED TIMEFRAME

1. Establishment of Vacancy

1.1 Provincial Governor declares vacancy in the Office of the Provincial Administrator

Letter Provincial Governor 1 day

1.2 Informs Secretary for Personnel Management Letter HR Manager 1 day

Vacancy Recruitment Selection SecretariatMEAC

ConsultationNEC

ConsultationContract

ExecutionUpdate Records

DPM arranges acting

appointment

Submit to MEAC

Submit to NECNEC appoints

candidateUpdate Records

Expiry of ContractTermination

Entitlements calculatedFinal Payout processed

Records Updated & Files closed



1.3 Secretary for Personnel Management confirms and verifies details of vacancy

Letter SES/HR Manager 1 day

2. Recruitment

2.1 DPM consults with the Provincial Administration HR and facilitate advertisement of vacancy

Advertisement SES 1 day

2.1 Position of the Provincial Administrator is advertised in the National Media and Internal publication

National Media SES 5 days

3. Selection Committee

3.1 Selection committee convene to short-list suitable candidates based on the Merits based criteria

Job Application JD

Secretary for DPM 1 day

3.2 Selection Criteria is established Selection Criteria Secretariat 1 day

3.3 Report on preferred five candidates complied and submitted to PSC

Report/CV Secretary for DPM 1 day

4. Secretariat Consultation

4.1 Short-list deliberated by Secretariat Short-list Secretariat 1 day

4.2 Applicants invited for interview by Secretariat CV/Selection Criteria/JD/Selection Report

Secretariat 1 day

4.3 Interview formalities are completed including police clearance & medical checks

Police Report & Medical Clearance

Secretariat 5 days

4.4 Short-list of preferred 5 names submitted to MEAC

MEAC Report Secretariat 1 day

5. MEAC Consultation

5.1 MEAC deliberates on the 5 short-listed candidates MEAC Report MEAC 1 day

5.2 Preferred candidate submitted to NEC via office of Secretary for DPM

PEC Submission Provincial Governor

5.3 Secretary prepares submission and present to NEC for deliberation and appointment

Submission DPM Secretary 1 day

6. NEC Consultation

6.1 NEC deliberates on the recommendation by the PEC submission NEC 1 day



MEAC

6.2 NEC advise the Head of State to appoint the candidate as the Provincial Administrator

NEC Decision NEC/DPM 1 day

6.3 Instrument of Appointment is signed by the Head of State

Instrument of Appointment

Head of State 3 days

6.4 Appointment is Gazetted in the National Gazette National Gazette NEC 5 days

7. Execution of Contract of Employment

7.1 Contract of Employment is executed Contract of Employment

DPM Secretary 5 days

7.2 Head of State executes signing of contract of employment

Contract of Employment

DPM Secretary 1 day

7.3 Provincial Administrator appointed Signed Contract of Employment

DPM Secretary 1 day

8. Recording Keeping

8.1 HR Payroll system records updated (including New File numbers)

HR Payroll system DPM 2 days

ACTING APPOINTMENT

1 The Provincial Governor advises Secretary for Department of Personnel Management to arrange acting appointment to Provincial Administrator’s office for short period of time.

Submission Provincial Governor /DPM Secretary

5 days

2 DPM submit to MEAC at least five names for consideration

Submission DPM Secretary 10 days

3 MEAC deliberates and submit to PEC names of Letter MWAC/PEC 5 days



preferred candidates

4 PEC considers the five candidates and recommend 3 preferred short-list and submit to NEC

Submission PEC 5 days

5 NEC to appoint the most suitable candidate to act for a period not to exceed 90 days

Instrument of Acting Appointment

NEC 5 days

TERMINATION

1 Expiry of Contract/Non-Renewal Personal files DPM Secretary 5 days

2 Final Termination Entitlements calculated, checked & verified

Personal files DPM Secretary 5 days

3 Final Payout on HR Payroll system PVAs DPM Secretary 5 days

4 Records updated/Files closed Personal files DPM Secretary 5 days


Business Process 1.2: Recruitment, Selection, Acting and Terminations for District Administrators

KEY POINTS

How is the appointment of District Administrator determined?

Section 73(3) of the Organic Law determines that the appointment of the DA shall be the same as the public servants

Section 64 (1) of PSMA provided that the Secretary for Department of Personnel Management shall convene a selection hearing for purpose of selecting and appointing District Administrators

Who is responsible for announcing the vacancy in the office of District Administrator?

The Provincial Administrator is responsible for notifying both Secretaries for DPM & DPL G& A when a vacancy occurs.

In consultation with both Secretaries, the PA will advertise the vacancy internally and externally in the media What is the composition of the selection committee? The composition of the selection committee shall comprise of the following members: (a) Provincial Administrator: Chairperson (b) Secretary, Department of Provincial & Local Government Affairs or representative: - Member (c) Senior Officer responsible for District Planning activities: - Member (d) Senior Officer responsible for Staff Development activities: - Member (e ) DPM as technical Adviser to the chairperson The successful candidate is then notified by Secretary for Personnel Management upon recommendation from the PA on the preferred candidate. Who is responsible for administering the Senior Management Contract? Secretary for Personnel Management is responsible for drawing up Senior Management Contract pursuant to Section 40(2)(b) and Section 41 of PSMA to be signed by the Provincial Administrator and the delegate of Secretary for Personnel Management. When is the contract terminated? Contract can be terminated by Secretary for Personnel Management on advice from the Provincial Administrator and in consultation with the Secretary for DPLG & A


REFERENCES

SOURCE SECTION

Organic Law on Provincial Governments and Local Level Governments (OLPG&LLG) – Appointment of District Administrator similar to the appointment of officers in the Public Service.

Section 73 (3)

Public Service (Management) Act 2014 – Sec DPM in implementation of Sec 73 (3) of OLPG&LLG

Sec 64 (1)

General Order 1 –Staffing Arrangements & Other Personnel Management Matters in Provincial & District Administrations

Sec 8 GO 1.57 to 1.60

General Orders 3 –Recruitment, Selection, Appointment & Staff Reporting GO 3.17

General Orders 13 – Salaries & Allowances GO 13.33

Acting Appointment GO 1

Who is Eligible to Act as a District Manager?

Permanent civil servants, temporary appointees to management and leadership positions and officers who are employed for a continuous period in excess of 6 months

Acting appointment shall be done in consultation with Secretary for Personnel Management and DPLG & A

Such appointment shall not exceed 90 days

What are the General Conditions?

In the event that an Office of District Administrator becomes vacant for a short period of time due to the absence of the substantive job holder or due to permanent vacation of the Office by a substantive job holder.

The acting appointment to District Administrator shall be made by the Provincial Administrator in consultation with the Secretary for Provincial & Local Level Government Affairs (DPLLGA) and the Secretary, Department of Personnel Management (DPM)..

Such an acting appointment shall not be made for a period in excess of 90 days, and shall not be subject to the contract terms and conditions made under Section 41 of the Act.

The acting appointee shall enjoy the following allowances and benefits as provided under the General Orders: (a) where a substantive job holder is in office, Higher Duties Allowance plus contract allowances related to office functions

only, including telephone and entertainment allowances, and use of a vehicle; or (b) where no substantive job holder is in office, Higher Duties Allowance and all contractual allowances, other than Contract

gratuity.


Contract of Employment Section 40(2)(b) & Section 41 of PSMA

DELEGATION


Recruitment, Selection, Appointment & Termination of District Administration Provincial Administrator

Appointment & Termination DPM, Secretary

Acting Appointment DPM Secretary

Execution of Contract of Employment , Section 41 of PSMA Provincial Administrator

OVERVIEW OF PROCESS

Recruitment and Selection

Acting

Termination

Vacancy Recruitment Selection Appointment

Contract of Employment

On boarding Updated recrods

VacancyPA Consultation with

DPM & DPLLGActing Appointment

agreedRecords Updated

Contract Terminates Execute Termination Refer to Step 1


PROCESS

RECRUITMENT AND SELECTION


1. Establishment of Vacancy

1.1 HR Manager is informed of a vacancy in the Office of the District Administrator

Memorandum HR Manager 2 days

1.2 Provincial Administrator then informs the Secretary for Personnel Management on the occurrence of a vacancy

Submission Provincial Administrator 1 day

2. Recruitment Consultation

2.1 Position is advertised in consultation with DPM & D& LLGA

National Media /Internal Circular

HR Manager 3 days

2.2 Culling of Application and short-listing Application Provincial Administrator/ HR Manager

5 days

2.3 Conduct Interviews and rank applicants in order of preference

Interview report HR Manager/DPM 10 days

3. Selection Committee Convene

3.1 Organise selection committee Pre-selection reports

Provincial Administrator/ HR Manager

1 day

3.2 Prepare selection Decision Forms and Files Decision Forms/Position Files

HR Manager/ 1 days

3.3 Convene selection hearing Selection Report HR Manager/Establishments Officer

1 day

4. Appointment

4.1 Notify Secretary for Personnel Management of preferred candidate

Selection Report/Decision

Chairperson 3 days

4.2 Letter signed by Secretary for Personnel Letter DPM Secretary 3 days



Management is sent to successful candidate

4.3 Candidate advice of his/her intension to accept or decline offer

Letter HR Manager 30 days

5. Execution of Contract of Employment

5.1 Prepare Contract of Employment Contract Template DPM Secretary 3 days

5.2 Signing of Contract of Employment Contract Agreement

Provincial Administrator/Section 41 Delegate of DPM Secretary

3days

5.3 Signed contract is returned to Secretary for DPM for records purposes

Contract Agreement

HR Manager 1 day

6. On boarding

6.1 Compilation of New Hire Documents PVA/Contract Agreement

HR Manager 1 day

6.2 Compliance checks and prepare minute to MIS Compliance check-list

DPM 2 days

6.3 Uploading onto HR Payroll system Minute HR Payroll system

DPM 2 days

7. Update Records

7.1 Position Occupancy Register is updated POR-Form RS 3.17

HR Officer 1 day

ACTING APPOINTMENT

1 Establishment of Vacancy POR Provincial Administrator 1day

2 Provincial Administrator Consults with Secretaries for DPM & P& LLGA

Submission Provincial Administrator 1 day

3 Acting appointment is agreed and does not exceed 90 days

Instrument/Letter DPM-Secretary 1 day

4 Records Updated POR HR Manager 1 day



TERMINATION

1 Termination of Contract in consultation with Secretary for P&LLGA

Letter DPM Secretary 1 day

2 Execution of Termination Contract Terms & Condition of Contract

DPM-Secretary 5 days

3 Refer back to Step 1 once the contract is terminated


General Order No. 2 - Organisational Design, Establishments and

Staffing Budgets

Description

This General Order covers all matters relating to the determination by Departmental Heads

under devolved powers of organisational structures and establishing the number and pay

grades of positions within departments/ agencies. It covers the establishment of staffing and

personnel emolument cash ceilings, establishing and reclassifying positions and other

organisational matters, required by Sections 33 and 34 of the Public Services

(Management) Act.

Business Process 2.1: Major Organisational Changes/Reviews

Business Process 2.2: Minor Organisational Changes/Reviews

Business Process 2.3: Staffing Establishment & Budget Review



Business Process 2.1: Major Organisational Changes/Reviews

KEY POINTS

What is Organisation Design? Organisation Design is the process that involves

Realignment of an organisation’s major Functions

Formulation of Management control and accountability

Determination of position classifications.

Identification of Manpower requirements

Allocation of Item 111 funds to established positions

Who is involved in the designing of an Organisation Structure, establishment and budget?

Heads of Departments, Provincial Administrations and Public Hospitals

Human Resource Managers

Line Managers

Delegates of Secretary – Department of Personnel Management What is Delegation of powers? This is a temporary arrangement to exercise all Human Resource powers under the Public Service (Management) Act by:

Heads of Line Departments

Provincial Administrators

Chief Executives Officers

What is Instrument of Delegation? Instrument of delegation refers to:-

Limitation to the powers given under Section 23 of the Public Service (Management) Act by the Secretary of DPM

This power cannot be re-delegated to Line Managers by Heads of Agencies.

These powers can be withdrawn if there is/are evidences of abuse. What constitutes changes to an Organisation Structure? Organisational changes derives from NEC Decisions involving


Creation of offices/function,

Abolition of offices/function,

Transfer and amalgamation of related functions

Opinions of Departmental Head or Line Managers for a new/changed structure or new/changed position or new/changed task to meeting the goals of the organisation or part of the organisation.

What is the meaning of Major Organisation Restructure/Review? A major restructure describes the review/reorganisation of a total department by:

Realigning all major Functions under the Function and Management Structure

Reviewing all position designations and salary grades (classifications)

Reviewing of all duties/tasks/jobs of existing positions

Creation and abolition of positions in accordance with the annual budget

Application of the HAY Method of Job Evaluation – endorsed by the government in 1882 What is Minor/Partial Organisation Review? A minor or partial restructure/review describes the review/reorganisation of one or two Divisions or Branches of and Agency by:


Reviewing all duties/tasks/jobs of existing positions


Application of the HAY Method of Job Evaluation – endorsed by the government in 1882 to determine the salary grade of positions.

What is Establishment and Manpower Budget? Establishment and Manpower budget is the annual budgetary allocation approved by Parliament through submission from Department of Treasury for:

Payment of Salaries and Allowances for established positions in all public service agencies

Not all positions are funded through this budgetary allocation.

Agencies must reconcile the annual allocation against the approved establishment to identify funded and unfunded positions.

What is Job Description?


Job Description refers to the identification of all public service positions that entails:

Identification of the Position

Purpose of the Position

Dimension

Principle Accountabilities

Major Duties

Nature and Scope (Work Environment, Challenges and Constraints)

Reporting Relationship (Internal and External)

Specifications – Qualifications, Knowledge, Skills, Experiences What is Job Evaluation? Job Evaluation is a judgmental process that determines salary grades or classifications of positions through the application of three major factors:

The Know-How Principle of the position

The Problem Solving Principle of a position

Accountability Principles of a positions

Application of Job Evaluation only involves analysis of position salary grades and not position incumbents/holders.

What are the relevant forms/templates that are applicable in this process? The relevant forms to assist in this process are:

Form OD 2.1 – Instrument of Delegation

Form OD 2.2 – Delegate of Secretary Department of Personnel Management from Line Agencies

Form OD 2.3 – Organisation Determination from Heads of Agencies

Form OD 2.4 - Organisation Structure and Position Classification and Grading

Form OD 2.5 – Establishment Cost Summary

Form OD 2.6 – Establishment Comparison Table

Form OD 2.7 – Job Description

Form OD 2.8 – Organisation Proposal Report

Table OD.1 – Establishment and staff on strength Analysis at Pay # < > <20-->

Table OD.2 - Personnel Emoluments Expenditure Analysis at Pay # < > <20-->

Table OD.3 – Manpower Ceiling & Personnel Emoluments Cash Ceiling - Casual

REFERENCES


SOURCE SECTION

Public Services (Management) Act Fourth Edition General Orders 2012 Instrument of Delegation

Section 33, 34 and 35 General Order.2 Sections 33, 34 and 35

DELEGATIONS


Section 33 – Creation and abolition of Offices –

Approval of Organisation Structure,

Establishment Comparison Table (Form OD 2.6)

Job Descriptions (Form OD 2.8) Job Salary Grades or Classifications (Job Evaluation)

Section 34 – Temporary Offices Section 35 – Admission in to the public service

Departmental Head Provincial Administrator Chief Executive Officer

OVERVIEW OF PROCESS

NEC Decision Announced

Inform Executive Managament &

HR of Policy Changes

Establish Restructure

Review Team

Completion of Forms

Prepare submission

Restructure Review Team

reviews

Update Records

Communicate restructure

changes


PROCESS


1. Announcement of an NEC decision, review of a corporate, provincial development plan

1.1 Agency Heads receive NEC Decision, Endorsed Provincial Development Plan, and revised Corporate Plan. Departmental Head or Line Manager forms an

opinion that a new/changed structure or

new/changed position is required to meet

new/changed tasks, functions or goals of the

organisation or part of the organisation.

NEC Decision Provincial Development Plan. Revised Corporate Plan.

Chief Secretary Assembly Clerk Departmental Head Executive Management of Agency

1 Day

2. Departmental head inform executive management and HR manager of policy changes

2.1 Departmental Head inform Executive Management and HR Manager of policy change/shift Departmental Head or Line Manager refers a proposed change to the HR Branch for analysis and development of the proposal. If funding has already been approved, the amount and any specific direction as to its application must be clearly documented.

NEC Decision Provincial Development Plan. Revised Corporate Plan. Budget Book Form OD.1 Form OD.2

Departmental Head HR Manager

1 Day

3. Departmental head establishes structure review team

3.1 Departmental Head establishes Organisation Review Team And advise all staff of the Agency on the restructure exercise through an internal Circular.

Letter of Appointment to the Review Team

Director- General (or delegated officer)

2 Days



3.2 Organisation Review Team analyses Structure in line with the changes and the annual budget allocation – Personnel Emoluments

Existing organisation Design records NEC Decision Corporate Plan Provincial Development Plan

Human Resources Officer (HRO)

5 Days

3.3 Advise all staff of the Agency on the restructure exercise to continue normal operations

Memo Departmental Head HR Manager

1 Day

4. Completion of forms

4.1 Completion of Form OD 2..8 Organisation Proposal Report Any change to individual position be it redesignation, renumber, reclassification, transfer, creation or abolition, abolish and create are highlighted in this form. Changes proposed here are transferred as it is to Form OD 2.6 The Establishment Comparison Table.

Completed OD 2.8 Form

Form OD 2.6

HR Manager Members of Organisation Review Team

5 Days

4.2 Completion of Form OD 2.4 Organisation Structure and Position Classification and Grading This template begins the management control where the Manager Subordinate relationship downwards and upwards is identified and designed. This arrangement forms the bases of the Function and Management Structure.

Completed OD 2.4

Form


5 Days



4.3 Completion of Form OD 2.6 Establishment Comparison Tables Information highlighted in the Organisation Proposal Report is transferred into this Form if agreed to or after the application of the Job Evaluation process.



5 Days

4.4 Completion of Form OD 2.7 Job Descriptions Job Description has 6 components:

Identification

Purpose

Dimension

Principal Accountabilities

Major Duties

Nature/Scope (Reporting Relationship)

Work Environment

Constraints and Boundaries – Rules/Procedures, Decisions, Recommendations)

Challenges

Working Relationships – Internal and External

Specifications – Qualification, Experiences and Skills



25 Days

5. Prepare submission for head of agency and seek DPM assistance

5.1 Drafting of Submission for Head of Agency to approve the Restructure, Refinement or Establishment Review proposal

Restructure Submission

Chairman of Organisation Review Team HR Manager

3 Days



5.2 Seek DPM assistance for consultation to fulfil requirements of the devolved powers. Application of Job Evaluation if there are irregularities in the salary grades/classifications of positions. Always maintain two level difference as per the job designation and classification standards. One over one principle is not accepted. Compliance to ensure all necessary requirements where complied (completion of Forms) including affordability of the restructure is within confinements of the approved funding requirement.

Cover Letter Restructure Submission All relevant OD Forms

Chairman of ORT HR Manager

1 Days

6. Organisational restructure team reviews submission

6.1 Organisation Review Team (ORT) finalises Restructure documents for the final document to be submitted to the Departmental head for consideration and approval. For non-delegated Agencies submission is facilitated by DPM before Secretary Department of Personnel Management’s decision is sought. Structures for all SCMC Agencies are completed in consultation with both Industrial and Employee Relations and Human Resource Advisory Services DPM.

Restructure Submission All relevant OD Forms


2 Days

6.2 Departmental Head considers and approves revised/proposed structure and returns approved documents to Chairman of the Organisation Review Team or Head of the Agency for non-delegated


Departmental Head 2 Days



Agencies.

6.3 Human Resource Manager examines the approved documents to identify any discrepancy and reports if there is any. Internal Circular advising of the approval stating the status of all staff as “unattached officer” to every individual officer of the Agency. For Major Restructures, Acting appointments are executed by the Departmental Head prior to the actual advertisement of the positions.

Internal Circular Instruction

Departmental Chairman ORT HR Manager

3 Days

7. Update records on HR payroll system

7.1 Agencies organise with DPM for loading of structure into the HR Payroll system.

Approved Establishment Comparison Table

HR Manager DPM – Human Resource Advisory Services (HRAS)

1 Day

7.2 Structure loaded into the HR Payroll system before advertisement of the positions is endorsed.


DPM - Management Information Services (MIS) DPM – HRAS HR Manager – Agency

10 Days

8. Advertise positions and conduct recruitment and selection process

8.1 Agencies advertise all approved positions (exception of Departmental Head) under the major re-structure or minor restructure for substantive appointments - (refer to process in General Order.3).

Details of all approved positions

HR Manager Line Managers

4 Days

9. Update records



9.1 All confirmed and appointed staff loaded against selected positions in the HR system and the 1 Person, 1 Position, 1 Pay system is turned on.

Profile of positions and officers

Departmental HR Manager Establishment Officer DPM - HRAS l Head HR Manager Line Managers DPM Representative

10 Days

9.2 Copies of all approved restructure documents are submitted to DPM for records.

All approved documents

HR Manager Establishment Officer DPM - HRAS

1 Day

10. Communicate new restructure changes

10.1 HR Manager carries out awareness on the strategic aims and objectives of the revised structure in line with major Government Policies – Vision 2050, MDG and Corporate Plan. Periodical reviews will be conducted by DPM to ensure compliance with current HR policies

Strategic Implementation processes


30 Days


Business Process 2.2: Minor Organisational Changes/Reviews

KEY POINTS

What is Organisation Design? Organisation Design is the process that involves

Realignment of an organisation’s major Functions

Formulation of Management control and accountability

Determination of position classifications. Identification of Manpower requirements

Allocation of Item 111 funds to established positions




Line Managers

Delegates of Secretary – Department of Personnel Management What is Delegation of powers? This is a temporary arrangement to exercise all Human Resource powers under the Public Service (Management) Act by:

Heads of Line Departments

Provincial Administrators

Chief Executives Officers

What is Instrument of Delegation? Instrument of delegation refers to:-

Limitation to the powers given under Section 23 of the Public Service (Management) Act by the Secretary of DPM

This power cannot be re-delegated to Line Managers by Heads of Agencies.

These powers can be withdrawn if there is/are evidences of abuse. What constitutes changes to an Organisation Structure? Organisational changes derives from NEC Decisions involving


Creation of offices/function,

Abolition of offices/function,

Transfer and amalgamation of related functions

Opinions of Departmental Head or Line Managers for a new/changed structure or new/changed position or new/changed task to meeting the goals of the organisation or part of the organisation.

What is the meaning of Major Organisation Restructure/Review? A major restructure describes the review/reorganisation of a total department by:

Realigning all major Functions under the Function and Management Structure


Reviewing of all duties/tasks/jobs of existing positions


Application of the HAY Method of Job Evaluation – endorsed by the government in 1882 What is Minor/Partial Organisation Review? A minor or partial restructure/review describes the review/reorganisation of one or two Divisions or Branches of and Agency by:


Reviewing all duties/tasks/jobs of existing positions


Application of the HAY Method of Job Evaluation – endorsed by the government in 1882 to determine the salary grade of positions.

What is the Establishment and Manpower Budget? Establishment and Manpower budget is the annual budgetary allocation approved by Parliament through submission from Department of Treasury for:




What is Job Description? Job Description refers to the identification of all public service positions that entails:

Identification of the Position


Purpose of the Position

Dimension

Principle Accountabilities

Major Duties

Nature and Scope (Work Environment, Challenges and Constraints)

Reporting Relationship (Internal and External)

Specifications – Qualifications, Knowledge, Skills, Experiences What is Job Evaluation? Job Evaluation is a judgmental process that determines salary grades or classifications of positions through the application of three major factors:

The Know-How Principle of the position

The Problem Solving Principle of a position

Accountability Principles of a positions

Application of Job Evaluation only involves analysis of position salary grades and not position incumbents/holders.


Form OD 2.1 – Instrument of Delegation

Form OD 2.2 – Delegate of Secretary Department of Personnel Management from Line Agencies

Form OD 2.3 – Organisation Determination from Heads of Agencies

Form OD 2.4 - Organisation Structure and Position Classification and Grading



Form OD 2.7 – Job Description

Form OD 2.8 – Organisation Proposal Report

Table OD.1 – Establishment and staff on strength Analysis at Pay # < > <20-->

Table OD.2 - Personnel Emoluments Expenditure Analysis at Pay # < > <20-->

Table OD.3 – Manpower Ceiling & Personnel Emoluments Cash Ceiling - Casual


REFERENCES

SOURCE SECTION

Public Services (Management) Act Fourth Edition 2012 Public Service General Order Instrument of Delegation

Section 33, 34 and 35 General Order.2 Sections 33, 34 and 35

DELEGATIONS


Section 33 – Creation and abolition of Offices –




Section 34 – Temporary Offices Section 35 – Admission in to the public service

Departmental Head Provincial Administrator Chief Executive Officer

OVERVIEW OF PROCESS

Basic Process

Idenify need to create, modify or abolish position(s)

Prepare documentation for

Head of Department

approval

Forward documentation to DPM for analysis &

approval

Update Records

Link to Recruitment, Selection &

Appointment process


PROCESS


1. Identify need to create, modify or abolish position(s)

1.1 Departmental Head informs Executive Management and HR Manager of the need to create, modify or abolish position(s) Departmental Head or Line Manager refers a proposed change to the HR Branch for analysis and development of the proposal. If funding has already been approved, the amount and any specific direction as to its application must be clearly documented.

NEC Decision Provincial Development Plan. Revised Corporate Plan. Budget Book Form OD.1 Form OD.2

Departmental Head HR Manager

2 Days

1.2 Conduct analysis of the change required to current position(s) and organisational structure and identify any changes to the annual budget allocation – Personnel Emoluments

Existing organisation Design records NEC Decision Corporate Plan Provincial Development Plan

Human Resources Officer (HRO)

5 Days

2. Prepare documentation for Head of Department approval

2.1 Completion of Form OD 2..8 Organisation Proposal Report Any change to individual position be it redesignation, renumber, reclassification, transfer, creation or abolition, are highlighted in this form. Changes proposed here are transferred to Form



5 Days



OD 2.6 The Establishment Comparison Table.

2.2 Completion of Form OD 2.4 Organisation Structure

and Position Classification and Grading This template begins the management control where the Manager Subordinate relationship downwards and upwards is identified and designed. This arrangement forms the bases of the Function and Management Structure.

Completed OD 2.4

Form


5 Days

2.3 Completion of Form OD 2.7 Establishment Comparison Tables Information highlighted in the Organisation Proposal Report is transferred into this Form if agreed to or after the application of the Job Evaluation process.



5 Days

2.4 Completion of Form OD 2.7 Job Descriptions Job Description has 6 components:

Identification

Purpose

Dimension

Principal Accountabilities

Major Duties

Nature/Scope (Reporting Relationship)

Work Environment

Constraints and Boundaries – Rules/Procedures, Decisions,



25 Days



Recommendations)

Challenges

Working Relationships – Internal and External

Specifications – Qualification, Experiences and Skills

2.5 Drafting of Submission for Head of Agency to approve the Restructure, Refinement or Establishment Review proposal

Restructure Submission

Chairman of Organisation Review Team HR Manager

3 Days

3. Forward documentation to DPM for analysis and approval

3.1 Seek DPM assistance for consultation to fulfil requirements of the devolved powers. Application of Job Evaluation if there are irregularities in the salary grades/classifications of positions. Always maintain two level difference as per the job designation and classification standards. One over one principle is not accepted. Compliance to ensure all necessary requirements where complied (completion of Forms) including affordability of the restructure is within confinements of the approved funding requirement.

Cover Letter Restructure Submission All relevant OD Forms


2 Days

4. Update Records

4.1 Departmental Head considers and approves Revised/proposed structure and returns approved documents to Chairman of the Organisation Review Team or Head of the Agency for non-delegated Agencies.


Departmental Head 2 Days



4.2 Human Resource Manager examines the approved documents to identify any discrepancy and reports if there is any. Internal Circular advising of the approval stating the status of all staff as “unattached officer” to every individual officer of the Agency. For Major Restructures, Acting appointments are executed by the Departmental Head prior to the actual advertisement of the positions.

Internal Circular Instruction

Departmental Chairman ORT HR Manager

3 Days

4.3 Agencies organise with DPM for loading of structure into the HR Payroll system.


HR Manager DPM – Human Resource Advisory Services (HRAS)

1 Day

4.4 Structure loaded into the HR Payroll system before advertisement of the positions is endorsed.


DPM - Management Information Services (MIS) DPM – HRAS HR Manager – Agency

10 Days

4.5 Copies of all approved restructure documents are submitted to DPM for records.

All approved documents


1 Day

5. Link to Business Process 3.1 Recruitment, Selection and Appointments


Business Process 2.3: Staffing Establishment & Budget Review

KEY POINTS

Why is it important to conduct regular reviews? Conducting regular Staffing and Establishment reviews help to determine public agency’s establishment and manpower needs. It is therefore critical for Departments and Agencies to accurately determine their staffing and personnel emolument requirements to avoid budget over expenditure.




Line Managers

Delegates of Secretary – Department of Personnel Management What is the Establishment and Manpower Budget? Establishment and Manpower budget is the annual budgetary allocation approved by Parliament through submission from Department of Treasury for:





Form OD 2.5- Establishment Cost Summary


Form RS 3.17 – Establishment Register-Position Occupancy

Form RS 3.18- Unattached List

Form RS 3.19- Short/Long Term Suspension List

Table OD.1 – Establishment and staff on strength Analysis at Pay # <><20-->

Table OD.2 - Personnel Emoluments Expenditure Analysis at Pay # <><20-->

Table OD.3 – Manpower Ceiling & Personnel Emoluments Cash Ceiling – Casual


When should the Staffing, Establishment & Budget reviews be undertaken?

Fortnightly –internally within agency

Monthly – in line with the Cash Flows

Quarterly intervals – these records must be made available at the S & E reviews and audits.

REFERENCES

SOURCE SECTION

Public Services (Management) Act Fourth Edition 2012 Public Service General Order Instrument of Delegation( conferred under Section 23 of PSMA)

Section 33, 34 and 35 General Order.2 General Order 3(3.23 to 3.26) Sections 33, 34 and 35

DELEGATIONS


Section 23 of PSMA Section 33 – Creation and abolition of Offices –




Clevels Section 34 – Temporary Offices Section 35 – Admission in to the public service

Departmental Head Provincial Administrator Chief Executive Officer DPM Secretary’s Delegate

OVERVIEW OF PROCESS

Basic Process

Conduct quaarterly analysis of

Establishment & Staff on Strength

Conduct quarterly analysis of Personnel

Emolument Expenditure

Reconcilation of Database records against Personnel

rcords

Determiination of Staff ,Establishment & PE Cash Ceiling for

next fiscal year

Complete FormsLink to annual

Budget Process


PROCESS


1. Conduct quarterly analysis of Establishment & Staff on Strength

1.1 Undertake monthly maintenance of staff records to ensure that staff ceiling are not exceeded

Form RS 3.16

HR Officer 1 day

1.2 Update Establishment Register and the Unattached Officer List

Form RS 3.17 HR Officer 1 day

1.3 Complete form SE. 5, Enter” Previous month total “ which must be equal to the “Total this Return” figure in the last SE 5. Enter “Cessations” and “Commencements” (this must include transfer in and transfer from Forms SE.1 and SE 2.

Go PNG IHR Payroll

System

Form SE.5

Form SE.2

Form SE.1

HR Officer

1 day

1.4 Subtract “Cessations” and add “Commencements”

to the “Previous Months Total” and the result should

be entered in the “Total this Return” column

Form SE 1 & SE 2 HR Officer Monthly

1.5 Input completed information in the Government HR

and Payroll Management System in the specified

HR module for monitoring

GoPNG IHR Payroll

System

HR Officer Monthly

1.6 Update the Establishment Register held in the

Government’s HR and Payroll Management

System, utilising the data gathered and recorded in

Form RS3.17 - POR

Form SE.5

HR Officer Monthly



Forms SE.1 to SE.5

(GO3.118-121 contains instructions on how to fill

the form

Form SE.2

Form SE.1

1.7 Update the Unattached Officers/Long Term

Suspensions List held in the Government’s HR and

Payroll Management System, utilising the data

gathered and recorded in Forms SE.1 to SE.5

(GO3.122-127 contains instructions on how to fill

the form

Form RS3.18 – UA List

Form SE.5

Form SE.2

Form SE.1

HR

Officer/Recruitment

Officer

Monthly

1.8 Record all unattached officers on Form RS3.18

ensuring that officers that have been made

unattached in the last quarter are recorded and

previously unattached officers who have won

positions in the last quarter should be removed from

this form

Form RS3.18 – UA List HR

Officer/Recruitment

Officer

Monthly

1.9 Adjust Long Term Suspensions to reflect the

position at the end of the quarter

Form RS3.19 HR

Officer/Recruitment

Officer

Monthly

1.10 Submit quarterly report on the progress of filling of

vacant funded positions and make available at

Staffing and Establishment Reviews and audits

Form RS3.18

Form RS3.19

HR

Officer/Recruitment

Officer

Quarterly

1.11 Maintain accurate staffing records in the

Government Integrated HR/Payroll Management

Establishment Table Position Occupancy

HR Officer/Recruitment

Quarterly



System Officer

2. Conduct analysis of Personnel Emolument Expenditure

2.1 Make a Payroll Reconciliation in the Government

HR and Payroll Management System using

information from the payroll and information from

the Establishment Register and Unattached

Officers/Long Term Suspensions List

GoPNG IHR Payroll

System

HR

Officer/Recruitment

Officer

Monthly

2.2 Enter the Staff on Strength on the Payroll

Reconciliation Form by cost code and sub-totalled

by activity

Table OD 1 Table OD 2 Table OD 3

HR Officer

Monthly

2.3 Enter a staffing figure for each cost centre activity

held in the Establishment Register and

Unattached/Long Term Suspensions List consisting

of every position which has an actual occupant,

every unattached and long term suspended officer

who is not currently the actual occupant of a

position

Form RS 3.18 Form RS 3.19

HR Officer

Monthly

3. Reconcile Staff & Cash Ceiling

3.1 Personnel database & Alesco records reconciled against the approved Staff & Cash ceiling NB: The two staffing figures thus entered into the Payroll Reconciliation file should be equal. If they are not then the reason should be properly identified and rectification made.

Table OD 1 Form RS 3.17 Payroll FIN 03,04 reports

HR Manager HR Officer

1 day

3.2 Extract data from IHPRS(Alesco) and match it Form RS 3.17 HR Manager 1 day



against Agency payroll data including staff paid through the PGAS system

Alesco Reports Payroll

HR Officer

3.3 Staff on strength figures must reflect the actual current positions in your organisation & not ghost figures



5 days

3.4 Analyse Budget Cash ceiling against Year to Date Expenditure Report

Expenditure trend report Fin 04 report Budget Book

HR Manager 1 day

3.5 Identify discrepancies and prepare report Report HR Manager 3 days

4. Determination of Staffing, Establishment & Personnel Emoluments Cash ceiling

4.1 Agree on proposed staff & cash ceiling in consultation with agencies

Report HR Manager 1 day

4.2 Agency to submit PE budget based on the agreed manpower & cash ceiling set by the Government

Budget submission HR Manager Budget Officer

5 days

5. Complete Forms

5.1 Complete Staffing & Staff on Strength Analysis Form OD 1 HR Officer 1 day

5.2 Projected Expenditure at Year End and Proposed Cash Ceiling by Pay Grade

Form OD 2 HR Officer 1 day

5.3 Manpower Ceiling & Personnel Emoluments Cash Ceiling

Form OD 3 HR Officer 1 day

6. Link to annual Budget Process


General Order No. 3 - Recruitment, Selection, Appointment and Staff

Reporting

Description

This General Order covers recruitment, selection, transfer, promotion, staff reporting and all

other recruitment and selection matters, including the maintenance of proper establishment

and staff on strength records in the Government’s Human Resource & Payroll Management

System.

Business Process 3.1: Recruitment, Selection and Appointments

Business Process 3.2: Conditional Offer Requirements

Business Process 3.3: Instructions for Recording Unattached/Excess Staff



Business Process 3.1: Recruitment, Selection & Appointments

KEY POINTS

What positions can be filled through recruitment and appointment?

Funded vacant positions

Who is responsible for effectively and efficiently administering the recruitment and selection process?

All National Departments, Provincial Administrations, Public Hospitals and Government Funded Institutions. (The Department of Personnel Management is empowered as the central authority to ensure that this merit based recruitment, selection and appointment obligation is applied consistently across government agencies).

What should not be practiced?

Recruitment by other means is illegal and subject to annulment by the Secretary for the Department of Personnel Management.

Unmerited selection appointments.

What should be practiced?

A transparent standard process that the best possible person will be found by comparing the merit of available candidates in a fair and equitable competition. A fair and equitable competition will not occur if it is influenced by political, regional or personal affiliations. Such affiliations must not bias any person who is involved in a recruitment, selection or appointment.

Complete adherence to the standard selection process as prescribed under the General Order.

When a vacancy occurs through a restructure or other spill and fill situations, the vacant position must be filled as soon as possible by the best possible person on merit.

Adherence to the selection and appointment process under this general order.

What level of positions are Agency Heads delegated to chair?

The recruitment, selection and appointment to all positions BELOW Deputy Secretary or Deputy Administrator levels


What level of positions remain the responsibilities of Secretary DPM to chair?

The recruitment, selection and appointment of Deputy Secretary and Deputy Administrator positions and their equivalent local designations

The recruitment, selection and appointment of Non-Citizens to the Public Service (General Order No.11).

What is the likely consequence of abusing this delegated power?

The Secretary for the Department of Personnel Management maintains the right to withdraw the delegations under this General Order, at such time he has reason to believe that any selection or appointment has been effected contrary to the Policy Principles and Standard Process documented in this General Order, and to declare any such improper selection or appointment decision to be null and void.

What is Staff On Strength?

All staff on the payroll who are not terminated, including all those paid each fortnight plus all those suspended for any reason

Information on Recruitment of school leavers to base level positions

Selection process for recruitment to Base Level Positions is the same as for the filling of any other vacant position(s)

Recruitment campaigns are carried out in training institutions or universities or through the screening of school and training institute leaver forms

Forms to use are:- School Leaver forms, Form RS3.2 – Application for Employment

Reference: General Order 3.39 to 3.106

REFERENCES

SOURCE SECTION

Circular Instructions

Public Service (Management) Act, 2014

Section 24, subsection (2) (C) of the Public Services (Management) Act 2014, provides that the Secretary for the Department of Personnel Management has responsibility for the recruitment, selection and


Fourth Edition General Order 2012 - GO3

MOA

Public Hospitals Act

RSA ACT

Financial Acts

appointment of officers.

DELEGATIONS


Approval of Advertisement

Approval for recruitment of Probationary Officers in the public

Service

Approval for Promotional Transfers

Approval for direct recruitment for base level positions

Agency Head

The Secretary for the Department of Personnel Management has under Section 23 of the Act, delegated a substantial part of these responsibilities to Departmental Heads, Provincial Administrators and the heads of Government Funded Institutions under certain provisions of this General Order.

Agency Head

Agency Head

OVERVIEW OF PROCESS

Identify vacant posn

Administer Applications

Pre-screen & Short

List

Conduct Interview

Final Selection Notify

candidatesIssue File Numbers

Update Records


PROCESS


1. Identification of vacant position(s)

1.1 Identify vacant positions from the Agency’s Organisational Establishment resulting from organisational restructures (minor/major) or through spill & fill (resignation, death, termination, retirement and transfers)

Where there is a spill & fill case, the Manager responsible immediately notifies the Human Resources Branch that a position has become permanently vacant and is funded.

Where there is a restructure and positions, designations, classifications/levels have not been affected; the Agency Head shall use Section 33 of the Public Service Management Act and not advertise the position.

Where there is a totally new or a change within an existing organisation structure, position changes are loaded onto the HR payroll system. (Refer GO2 on loading process)

Advertise positions which were advertised internally first to ensure that suitable applicants are not available within the Public Service, the Agency may not advertise in the local media without first or

Approved structure GO 2

POR (RS 3.17)

Funding

YTD budget expenditure

Projected budget expenditure

Forms appointment sec.33

Form OD 2.6 - ECT

Integrated

Agency Head

Manager HR

Manager HR

Agency Head approves

Manager HR

Manager HR

DPM

1 day

5 days

5 days

10 days

5 days



simultaneously advertising internally.

N.B. All approved ECTs JDs must be approved and stamped by the Departmental Head before advertisement.

HR/Payroll System

Internal and external

Media Internal Circular Instructions

Overseas media

JD specification

Email, Fax and email

Manager HR

HR Officer

2. Administration of applications

2.1 Receive, register and acknowledge applications (All applications must be submitted and received by the employing agency before the closing date and time. Applications by facsimile without full documentation may be accepted prior to the closing date and time, provided that the facsimile is followed immediately by a written application with full supporting documentation. Late applications must not be considered under any circumstances.

Eliminate applications for not meeting requirements

Form.RS.3.6 &3.4

Form RS. 3.5

HR Officer/

Recruitment Officer

HR Officer/

Recruitment Officer

HR Officer/

Daily until closing date

1 day



(unsigned application with no proper documentation attached) Issue unsuccessful notice to these applicants

Write up applicants profile

Form RS. 3.5

Form RS 3.7

Recruitment Officer

HR Officer/

Recruitment Officer

1 day

1 day

3. Pre-screening and short listing

3.1 Establish criteria for short listing (JD specifications, SPA, acting incumbents) Composition of pre-screening committee (not mentioned in GO/Divisional head and managers are given position files with completed applicant profile for discussions) (a) the Chairman, who shall be the Departmental Head/Provincial Administrator or

his/her delegate, who shall be an officer at Deputy Secretary or First Assistant

Secretary level, or, as determined by the Departmental Head in his/her sole

discretion, a delegate of the Secretary, Department of Personnel Management;

and,

(b) the Deputy Chairman, who shall be an officer at Deputy Secretary or First

Form.RS.3.7(A)

HR Officer/ Recruitment Officer

Divisional/Branch Head, Pre–screening Committee

Position file

10 working days



Assistant Secretary level, who may be from outside the Department in which the

vacancy exists, and who shall be a delegate of the Secretary, Department of

Personnel Management (per the provisions of this General Order); and

(b) the Divisional Head of the Division in which the vacancy exists; and,

(d) the Head of the Human Resource Management Unit of the organisation; and

(e) a delegate of a Departmental Head of a National Department, where a position DA’s - Composition of Selection Committee – to include:

1.49 The Provincial Administrator, as Chairperson, shall convene a Selection Panel with the following membership:

(a) Secretary, Department of Personnel Management

or representative: - Member

(b) Secretary, Department of Provincial & Local

Government Affairs or representative: - Member

(c) Senior Officer responsible for District Planning activities: - Member

(d) Senior Officer responsible for Staff Development activities: - Member

HR Officer/



Identify potential candidates and shortlist in order of preference

Form RS 3.7

Recruitment Officer

4. Arrangement of interviews for shortlisted candidates

4.1 Prepare questionnaires based on Job Descriptions

Schedule date, time and venue for the interview

Communicate with candidates

Conduct interview (Panel will be subject to seniority of position levels)

Pre-screening and short listing report

Questionnaires

Form RS. 3.8, Form RS 3.9

Interview program

Report

Telephone, email

Questionnaires

Form 3.7A




Interview panel

Chairperson of pre-screening committee

5 Working days

2 working days

Depending on timetable

10 working days

5. Final selection



5.1 Invite DPM representative and other stake holder representatives for selection hearing subject to seniority of position levels

Schedule date, time and venue

Composition of selection for ; Members of the Selection

Committee for selection of Deputy Secretaries/Deputy

Administrators, which also constitutes the quorum as all must

be compulsorily present, shall be as follows:

(a) the Chairman, shall be a delegate of the Secretary, DPM, a senior officer in the Agency knowledgeable of the selection and appointment process; and

(b) another Departmental Head or Provincial Administrator or their delegate; and

(c) an officer appointed from the Department of Personnel Management by the Secretary, Department of Personnel Management, and

Invitation letter

Funding

GO3.44 -.3.45and 3.47

Delegation of Instrument

Agency Head or His delegate

Manager HR


Selection Committee

Chairman and Technical Advisor to panel subject to seniority of position levels

Technical Advisor to panel

2 days



(d) the Head of the Department’s Human Resource Management Unit (non-voting).

Conduct Selection and appoint most suitable candidate

Fill out selection decision form and indicate appropriate box (promotion, transfer, recommended appointed)

Compile final Selection report capturing justifications of deliberations including any irregularities or inconsistencies not resolved by the Committee should be mentioned in the report

Applicant profiles

SPAs

Interview rating

JD specifications

Form RS3.10 – Selection Decision

Form RS3.16 – Selection Report Template

Selection day(s)

10 days

6. Notification of selection committee decision

6.1 Issue Promotional Transfer Notification – applicants within the public service if it is a promotional transfer from one agency to another

Issue Conditional Offer to recommended appointment (outside the public service)

Form RS 3.11

Form RS 3.12

Form RS3.13,

HR Officer

Recruitment Officer

2 days



Successful candidates inform the Chairman on his/her acceptance of the offer

Request for “Approval to Recruit” and “Appointment to the Public Service” and issue to successful applicant if conditional offer requirements are fully met by applicant from outside the public service (Note: Officer does not commence on the job until all requirements on the Conditional Offer are fully met)

Unsuccessful applicants are notified the outcome of selection decision

(Note: In the case where the most suitable candidate does not accept the offer, the Committee may make an offer to the next preferred applicant)

Form RS3.15, Form RS3.11

Letter

Form RS3.14

Form RS3.15

Form RS3.5

GO 3.101

HR Officer

Recruitment Officer

Successful applicant

Manager HR

Recruitment Officer/ HR Officer

Recruitment Officer/HR Officer

Selection Committee

2 days

30 days

5 days

30 days

No later than 6 weeks after selection

7. Issuance of file number

7.1 Refer to New Hire Process (GO3.2)



8. Maintain and update staff on strength records

8.1 Update Establishment Register and the Unattached Officer List

Complete Form SE.5. Enter “Previous Months Total” which must be equal to the “Total this Return” figure in last month’s SE.5. Enter “Cessations” and “Commencements” (this must include transfers in and transfers out) from Forms SE.1 and SE.2

Subtract “Cessations” and add “Commencements” to the “Previous Months Total” and the result should be entered in the “Total this Return” column

Input completed information in the Government HR and Payroll Management System in the specified HR module for monitoring

Update the Establishment Register held in the Government’s HR and Payroll Management System, utilising the data gathered and recorded in Forms SE.1 to SE.5 (GO3.118-121 contains instructions on how to fill the form)

Form RS3.17 - POR


Form SE.5

Form SE.2

Form SE.1

GoPNG HR Payroll System

Manager HR

HR Officer

HR Officer/Recruitment Officer



HR Officer/Recruitment

Monthly

Monthly

Monthly

Monthly



Update the Unattached Officers/Long Term Suspensions List held in the Government’s HR and Payroll Management System, utilising the data gathered and recorded in Forms SE.1 to SE.5 (GO3.122-127 contains instructions on how to fill the form)

Record all unattached officers on Form RS3.18 ensuring that officers that have been made unattached in the last quarter are recorded and previously unattached officers who have won positions in the last quarter should be removed from this form

Adjust Long Term Suspensions to reflect the position at the end of the quarter

Make a Payroll Reconciliation in the Government HR and Payroll Management System using information from the payroll and information from the Establishment Register and Unattached Officers/Long Term Suspensions List

Enter the Staff on Strength on the Payroll Reconciliation Form by cost code and sub-totalled by activity

Enter a staffing figure for each cost centre activity held in the Establishment Register and Unattached/Long Term Suspensions List consisting

Form RS3.17 - POR

Form SE.5

Form SE.2

Form SE.1


Form SE.5

Form SE.2

Form SE.1


Form RS3.19

Officer





Quarterly

Quarterly

Quarterly

Quarterly

Quarterly



of every position which has an actual occupant, every unattached and long term suspended officer who is not currently the actual occupant of a position NB: The two staffing figures thus entered into the Payroll Reconciliation file should be equal. If they are not then the reason should be properly identified and rectification made.

Submit quarterly report on the progress of filling of vacant funded positions and make available at Staffing and Establishment Reviews and audits

Maintain accurate staffing records in the Government Integrated HR/Payroll Management System

GoPNG IHR Payroll System

Form RS3.18

Form RS3.19



Manager HR/HR Officer/Recruitment Officer

Quarterly

Quarterly

Quarterly


Business Process 3.2: Conditional Offer Requirements

KEY POINTS

What are the pre-requisites for New Hire?

Letter from agency head

New and Amended Form (PVA) (Full name, position details (designation, classification & Concept position number)

Certify funding

Position Occupancy Register & Establishment Comparison Table

Birth Certificate

Medical Certificate

Police Character Check

Education Qualifications

Completed Oath Form

Selection Decision (Form RS3.10)

Notification to applicant (Form RS3.11)

Conditional Offer of Employment (Form RS3.13)

Approval to appoint a probation officer (Form RS3.14)

Appointment to the public service (Form RS3.15)

IRC dependent Tax declaration What are the pre-requisites/requirements?

Letter from agency head

New and Amended Form (PVA)

Release letter from agency

Acceptance letter from officer

Selection Decision (Form RS3.10)

Notification to Applicant (Form RS3.11)

Notification of Promotion/Transfer (Form RS3.12)

What are the possible causes for delays in processing of New Hire and

Agency cover letter not signed by the agency head

Agencies not submitting ALL requirements for new hires and promotion/transfers

Agencies submitting falsified information/certificates on the successful applicant


REFERENCES

SOURCE SECTION

Fourth Edition General Orders 2012



GO 3 – Recruitment, Selection, Appointment and Staff Reporting GO 2 - Organisation & Establishment change GO 23 – Records Management

DELEGATION


Selection of successful applicants and approval to recruit into the

Public Service and Promotion/Transfers

Agency Head

OVERVIEW OF PROCESS

PROCESS


1. Conditional Offer

1.1 Ensure that all requirements on Conditional Offer of employment are met by the successful applicant

FormRS3.13.3.14,3.16,3.3,3.10,3.11,3.15

Manager HR/ Recruitment Officer

5 days

Conditional Offer Compile New Hire Submit request to DPM Update Records File Away



2. Compile New Hire

2.1 Compile all New Hire requirements (Refer to key points on New Hire)

FormRS3.13.3.14,3.16,3.3,3.10,3.11,3.15,,

Recruitment Officer

5 days

2.2 Obtain Agency Head’s endorsement Cover letter Manager HR /Establishment Officer

1- 2 days

3. Submit request to DPM

3.1 Submit New Hire request to DPM for compliance check.

Submission

New Hire checklist

/HR 1 day

3.2 If the request fully meet(s) DPM compliance requirements, the new recruit is authorised for hire is processed on the Integrated HR payroll.

Authority to hire HRAS MIS Agencies

5 days

4. Update Records

4.1 Update agency Position Occupancy Register Form RS3.17 – POR HR Payroll System Establishment

Agencies HR

1 day

4.2 Create file for records and file documentation Agency File Index Establishment Officer

1 day



Business Process 3.3: Instructions for Recording Unattached/Excess Staff

KEY POINTS

When is an officer identified as Unattached? An officer is identified as unattached when they are unsuccessful in a selection process. When does an officer become Excess? An officer becomes excess when their substantive position is abolished. They are then put into an unattached position. Can an Unattached or Excess officer be redeployed within the organisation or externally across the public service?

An unattached or excess officer must first be considered for redeployment in a vacant position of equivalent classification within the organisation.

If an unattached or excess officer cannot be redeployed within their organisation they should then be considered for redeployment externally across the public service.

Where there are no equivalent classifications available a Departmental Head can redeploy the unattached or excess officer to a lower classification and pay Non-Reduction Allowance

Can an Unattached or Excess officer be considered for any training?

Where these excess/unattached officers are and relevant opportunities exist for them in the Organisation, the Departmental Head can make a concerted effort to re-train those unattached/excess officers. Redeployed officers are eligible for capacity development (re-training) to enable them to perform in the redeployed position. Unattached or Excess officers should be considered prior to advertising of vacant positions. Only Excess officers can be recommended for retrenchment.


REFERENCES

SOURCE SECTION

Fourth Edition Public Service General Order 3 – Unattached/Excess Officers

Fourth Edition Public Service General Order 4 – Excess and Unattached Officers

3.110-3.111 4.44 -4.52

DELEGATION


Excess and Unattached Officers Agency Head

OVERVIEW OF PROCESS

Update Occupancy

Register

Record all U/A & Excess

Review for redeployment

within Dept

Review for redeployment

externally in PSIdentify actions

Implement & Manage actions

Monitor & Report


PROCESS

STEP ACTION RESOURCES RESPONSIBILITY

RECOMMENDED TIMEFRAME

1 Update Occupancy Register after selections are completed RS.3.17

HR Manager 1 day

2 Record all unattached excess officers RS.3.18 HR Manager 2 days

3 Review unattached Officer listing to identify any officers suitable for redeployment into a vacant position within the Agency/Province. Identify vacant positions

Identify knowledge & skills required

Match the position knowledge & skills with the Unattached officer

If the Unattached officer can perform the duties with no or some retraining they should be recommended for redeployment into that position

RS.3.18

HR Manager 2 days

4 If no position is available within the Agency contact should be made with other Agencies/Provinces for redeployment into their vacant positions.

RS.3.18

HR Manager 2 days

5 Identify actions for all unattached and excess staff e.g. redeployment, resignation, retirement or retrenchment N.B. only excess officers can be recommended for retrenchment after

redeployment options have been exhausted.

BP3.3.1 Form - Register of unattached & excess officers

HR Manager 5 days

6 Implement and manage actions for unattached and excess staff

BP3.3.1 Form - Register of unattached

HR Manager Ongoing



RECOMMENDED TIMEFRAME

& excess officers

7 Regularly monitor and report to Senior Management on progress of actions for all unattached and excess officers.

BP3.3.1 Form - Register of unattached & excess officers

Report

HR Manager Senior Managers

Weekly



General Order No. 4 - Probationary and Permanent Appointments,

Retirements and Terminations

Description

This General Order covers procedures for appointment and permanency of probationary

officers of the Public Service, transfers, retirement (including medical retirement) and

termination of probationary and permanent officers of the Public Service.

Business Process 4.1: Probationary Officer to Permanent

Business Process 4.2: Resignations of Probation and Permanent Officer

Business Process 4.3: Transfers of Permanent Officers and Probation Officers

Business Process 4.4: Retirement



Business Process 4.1: Probationary Officer to Permanent

KEY POINTS

Who are probationary officers?

Persons recruited to the public service who have satisfied the conditional offer requirements

A person other than an Agency Head who was retrenched and remained unemployed for a period of 5 years after which

he/she was re-employed

What is the duration of the probationary period?

Probationary officers shall serve a period of 12 months before an application to become a permanent officer is considered.

Shorter period of 6 months or longer period of up to 18 months may be determined by the agency head for special reasons

relating to performance

What should not happen during the probationary period?

Probationary officers shall not be promoted to another position in the public service

Probationary officers shall not act in a higher position

Probationary officers shall not receive higher duties allowance

Probationary officers shall not be transferred to another office in the public service

Female probationary officers are not entitled to maternity leave provisions specified in GO.14 (i.e. on probation with less

than 12 months service, a female probationary officer is permitted to take maternity leave without pay)

Probationary officers are not entitled to long term training and development

What are probationary officers entitled to?

Accrued sick leave credits at a rate of 1 day per completed month of service

Money in lieu of Leave upon termination under GO4.24 (poor performance)

What entitlements does a probationary officer receive when his/her application for permanency is not approved?

Fares for officer and dependents and removal expenses to the officer’s home district. If however, the officer is dismissed


under GO4.10, they are not entitled to fares and removal expenses

If false information was provided by the probationary officer for the purpose of securing an offer of employment,

termination shall be effected by the agency head without notice period, and without any termination payment or repatriation

benefits

Who are permanent officers?

Persons, who have successfully completed the public service induction course, have undergone satisfactory staff appraisals

assessing his/her ability and performance during the probationary period and have applied to become permanent within 3

months of the expiry of the probationary period.

Persons who are substantively held against public service positions

What are the entitlements for permanent officers?

Terms and conditions of employment described `in General Orders 13 to General Order 20

What to remember about promotions?

All promotions in the public service will be made through the normal selection process

An officer may apply within 30 days after receiving the notification of promotion

REFERENCES

SOURCE SECTION

GO 4 – Probationary & Permanent Appointments, Retirements and Terminations

GO 13 – Salaries & Allowances

GO 14 – Leave

GO 15 – Discipline

GO 16 – Redundancy, Retrenchment & Retirement

GO 17 – POSF

GO 18 – OHS & Workers Compensation

GO 19 – Government Office Allocation & Public Service Housing


GO 20 – Engagement in Business activities outside of public employment and other important provisions governing conduct

GO 21 – Industrial Relations in the public service

GO 23 – Records management

PS (Management) Act, 2014

DELEGATION


Approval for Probationary and Permanent Appointment Agency Head

OVERVIEW OF PROCESS


1. Appointment into the public service

1.1 Appointment as Probation officer through the normal recruitment & selection process

FORM RS 3.10

FORM RS 3.16

HR Manager

HR Officer

1 day

Appointment to the Public

Service

Conditional Offer

Approval to Recruit

PS Inductin Training

Performance Assessment

Application for

Permanency

Records Management



1.2 Conditional Offer of appointment is issued to successful applicant

FORM RS 3.11

FORMS RS 3.13

HR Manager

HR Officer

3 days

1.3 Acceptance of Conditional Offer FORM RS 3.14

LETTER

HR Manager

Probation Officer

30 days

2. Conditional offer

2.1 Check and confirm that the following conditional offer requirements are met by the Probationary Officer:-

Medical Certificate

Evidence of Date of Birth (Birth Registration Certificate)

Certified copies of Educational Qualifications

Character Reference (Bank Manager, Commissioner for Oath, Doctor, Community Leader)

Police Character Check (not in GO)(Refer to GO 3.92(f)

Reference from a current/previous employer (if appropriate)

Completed Oath Form

Form RS3.13

HR Manager/Recruitment Officer

5 days

3. Approval to recruitment a probation officer

3.1 Process the recruitment of the officer on probation if all conditional offer requirements are provided

FORM RS 3.14

Letter

HR Manager/Recruitment Officer

5 days

3.2 Approval to Appoint & Recruit a Probationary Officer Letter HR Manager/

2 days



FORM RS 3.14 HR Officer

3.3 Appointment to the Public Service & Commencement of New Recruit FORM RS 3.15

Letter

HR Manager HR Officer Probation Officer

30 day s

3.4 Orientation into the Organization

HR Officer 1 day

4. PS induction training (on boarding)

4.1 Organise induction into the public service for probationary officers

Letter

New Basics Materials

HR Manager/SD&T Officer

3 weeks (2 weeks preparation & 1 week induction)

4.2 Job Orientation by Immediate Supervisor Job Description PS General Order PSMA Corporate Plan Vision 2050

Immediate Supervisor HR Manager

3 months

4.3 Receive Application for permanency from probationary officer

Form PAT 4.3

HR Manager/SD&T Officer

2 days

5. Conduct staff appraisal

5.1 Analyse Staff Performance Appraisal for the probationary officer

SDT5.1 – SPA HR Manager/SD&T Officer

2 days

5.2 Seek supervisor’s views on probationary officer’s performance at intervals

FORM PAT 4.3 HR Manager/SD&T Officer

5 days



6. Process application for permanency

6.1 Process the application for Permanency FORM PAT 4.3(Agency Letter Head

2 days

6.2 Advise Probationary Officer of decision Letter FORM PAT 4.5

Agency Head/HR Manager/Recruitment Officer

2 days

6.3 Process Superannuation Fund Contribution FORM Personnel Officer 2 days

7. Records management

7.1 Update Establishment Register -Position Occupancy

FORM RS 3.17 HR Officer 1 day

7.2 Update History Card FORM History Card

1 day

7.3 Record Keeping (Filing ) Personnel File HR Officer 1 day


Business Process 4.2: Resignations of Probation and Permanent Officer

KEY POINTS

When can an officer give Notice of Resignation

A permanent officer may give 4 weeks’ notice to the Department Head

A probationary officer may give notice in writing to the Department Head

Commencement of resignation will take effect from the date determined by the Departmental Head

An accepted resignation can only be withdrawn at the discretion of Department Head When can a probationary and permanent officer be terminated

An unsatisfactory performance appraisal may result in the termination of probation officer

Providing false information at the time of recruitment

Permanent officer may be terminated on resignation & Discipline

What entitlements does a probationary and permanent officer receive upon termination?

Money in Lieu of Leave (MILOL)

Money in Lieu of Furlough (MILOF). For permanent officers only

No termination benefits will be paid to probation officer who provided false information at the time of recruitment

What entitlements does a probationary and permanent officer receive upon resignation?

Money in Lieu of Leave (MILOL)

All service entitlements for permanent officers

What is important to note about Separation Advices

An Agency Head is the approving authority for Separations. Thus once he signs the Separation Advice then the separation of that officer has been approved


REFERENCES

SOURCE SECTION

General Order 4 – Resignation of Probationary Officer

General Order 4 – Termination of Probationary Officer (poor performance)

General Order 4- Resignation of Permanent Officers

Salary Manual

Public Service (Management) Act

4.22 – 4.23 4.24 – 4.26 4.54 – 4.59

DELEGATIONS


Approval for Resignation and Termination of Officers Agency Head

OVERVIEW OF PROCESS

Notice of Resignation

Seperation Advice Entitlements on

Resingation

Terminatin of a Probationary

OfficerRecords Mgt


PROCESS


1. Notice to Resign

1.1 Permanent & Probationary Officer give notice to resign Resignation

Letter

Letter

Agency Head HR Manager HR Officer

1.2 Receive & sought clearance from Agency Head to effect resignation

Inter –memo HR Manager Agency Head HR Officer

1 Day 4 weeks

1.3 Request is deliberated and a decision is made by Agency Head Inter-meno

Agency Head HR Manager

1 day

1.4 Decision on the resignation is conveyed to the officer Inter-memo


2 day

2. Issue notice of termination

2.1 Upon acceptance of resignation by Agency Head Form PAT 4.13 is completed & endorsed by Agency Head

FORM PAT 4.13 Agency Head HR Manager

1 day

2.2 If performance Appraisal is unsatisfactory than the Agency Head may terminate the Probationary Officers employment

FORM PAT 4.4 Agency Head HR Manager

2 days

3. Entitlements on separation

3.1 Process the resignation pay if agency head endorses the probationary and permanent officer’s request to resign

Instructions to Staff & Salary Section

HR Manager

2 days



3.2 Fill out the Separation Advise Form to enable the payment of Money in Lieu of Leave (MILOL)

Form PAT4.13 – Separation Advice

Agency Head/HR Manager

Salary Officer/Staff Clerk

5 days

4. Update records

4.1 Update records and file documents Agency Internal Template

HR Officer Salary Officer/Staff Clerk

1 day

5. Termination of a probationary officer – poor performance

5.1 Assess the Staff Performance Appraisal submitted by the respective supervisor for the probationary officer

Form SDT5.1 – SPA

Agency Head HR Manager Recruitment Officer

5 days

5.2 Issue seven (7) days’ notice to the probationary officer to effect the termination if the Appraisal is unsatisfactory

Form PAT4.4 – Termination Notice


2 days

5.3 Fill out the Separation Advice Form to enable the payment of Money in Lieu of Leave (MILOL)

Form PAT 4.13 – Separation Advice


5 days

5.4 Update records and file documents Agency Filing Index

Recruitment Officer 2 days


Business Process 4.3: Transfers of Permanent Officers and Probation Officers

KEY POINTS

When does a transfer occur?

All transfers shall normally be through the selection process( for example Promotional Transfer )

Only exception to this transfer is when the department considers it necessary to “swap” two officers within the Department

Redeployment of Excess and Unattached Officers

Who is eligible for transfer?

Only permanent officers are eligible to transfer within the same organisation or within the public service

No officer is allowed to transfer unless he/she possess the qualification specified in the Job Description

Department Head can swap two officers provided they substantively occupy position at equal classifications

Unattached officers can be transferred to vacant position at equal classification on an acting basis

No probation officer is eligible to transfer during the 12 months’ probation period.

What entitlements are applicable to permanent officers on promotional transfer?

Promotional transfer to higher positions

Retention of substantive positions

Exposure to perform at Higher Level

Airfares to new place of employment for self & family including children under age of 19

Cost of removable of personal effects not exceeding 200Kg by air

Other mode of transport may be used

Hiring agency will be responsible for removal expenses What entitlements are not applicable to probation officers?

Probation Officers are not eligible to transfer within the 12 months of their probation period

Not eligible to receive Higher Duties Allowances

Probation officers are not eligible to apply for promotion within the 12 months of their probation period When can Excess and Unattached officers transfer?

Officers can be utilised in a substantively vacant position of equal classification

Officers can also be utilised in vacant position of lower classification and paid non-reduction allowances

Redeployment of excess and unattached officers in the best interest of the State


REFERENCES

SOURCE SECTION

General Order 4 – Transfer of Officers

General Order 4 – Excess and Unattached Officers

General Order 4 - Removal Expenses on Promotion on Permanent Transfer

4.38 – 4.42 4.44 -4.52 4.43(a),(b)(c)

DELEGATIONS


Approval for Transfer of Permanent Officers and Probation Officer Agency Head

OVERVIEW OF PROCESS

Notification of Promotion and Transfer

Internal Promotion & Transfer

Excess and Unttached Officer Redeployment

Records Management


PROCESS


1. Notification of promotion and transfer

1.1 Hiring department seeks approval from the employees current department release FORM RS 3.12

Letter

HR Manager HR Officer Agency Head

1 day

1.2 Notice of Acceptance to Release Officer & Transfer of Personnel Files to New department

Letter

Personnel File


5 days

1.3 Processing of Removal Benefits by Hiring department(if applicable ) Letter /Inter-memo


5 days

1.4 Processing of Salary Benefits

Making adjustment to new salary Classification /Benefits

Letter /Inter-memo HR Manager HR Officer

1 day

1.5 Record Keeping -Refer to BP 3.1-Step 8

2. Internal department transfer

2.1 Transfer officer on promotion to new position ( this is a promotional transfer from one Division to another)

ECT –OD 2.6

POR FORMS 3.17

FORM RS 3.12

Letter


1 day



2.2 Swap two officers with equivalent classification

Supervisor identifies & notify HR of intention to swap officers

HR sought clearance from Agency Head)

Inter-memo

Letter

HR Manager HR Officer Divisional Head Agency Head

1 day

2.3 Update Position Occupancy Register & Personnel File ECT –OD 2.6

POR FORMS 3.17


1 day

2.4 Process salary adjustments Personnel File History Card

HR Officer

1 day

2.5 Record Keeping -Refer to BP 3.1-Step 8 HR Officer

3. Excess and unattached

3.1 Identify names of excess and unattached officers

FORM RS 3.18 FORM RS 3.19

HR Manager HR Officer Divisional/Sector Head

1 day

3.2 Identify substantively vacant & funded positions

FORM RS 3.17(POR) FORM OD 2.6(ECT) PE Budget

HR Manager HR Officer Divisional/Sector Head

1 day

3.3 Sought clearance from Supervisor & Agency Head to redeploy potential & qualified officers

LETTER INTER-MEMO

HR Manager HR Officer Divisional/Sector Head Agency Head

3 days



3.4 Effect salary adjustments where applicable (HDA ,Non-Reduction Allowance

FORM SAL -13.1(HDA )


1 day

4. Re-deployment

4.1 HR conducts analysis of vacant positions against re-deployed officer’s capability within the agency and across the public sector

FORM RS 3.17(POR) FORM OD 2.6(ECT) PE Budget CNA L & D Plan


5 days

For full details on the Redeployment Process –Refer GO 16 -BP 16.2


Refer to GO 23-BP 23.2



Business Process 4.4: Retirement

KEY POINTS

How is Retirement Determined?

Age Factor

Medical Grounds

Compulsory Age Retirement

Interest of the State

What are the retirement Age Category

Early Voluntary Retirement: 50 to 55 – Voluntary

Normal Retirement: 56 -60 – Voluntary or Department Initiated

Compulsory Retirement: 61 - 65 - Compulsory Department Initiated Under the Public Services (Management) Act 2014, normal retirement and compulsory retirement ages will be phased in over the next 5 years. From 2018 Normal Retirement will be 60 years of age and Compulsory Retirement will be 65 years of age. How is Medical Retirement Determined?

Medical retirement is determined when the Agency Head believes after receiving medical advice that the permanent officers can no longer effectively carryout duties.

Where the officer is believed to be mentally or physically incapacitated, long illness or disability

Medical reports on the officer must be obtained from two registered medical practitioner

Medical report must contain an opinion that the officer to recover sufficiently from illness, incapacity or disability

Agency Head must consult with Secretary for Personnel Management Who Administer & Fund the Cost of Retirement?

Agency Head s responsibly for workforce planning

Administration of retirement is the responsibility of each Departmental Head

Funding requirements must be factored in the Agency Budget each year

Department of Personnel Management and seek verification of retirement benefit calculations What are the Benefits for Age Retirement and Medical Retirement

salary to the date of separation,


DELEGATION


Retirement of Officers Departmental Head

Money in Lieu of Leave (MILOL) - calculated at the rate of one and a quarter days’

pay per completed month of service,

Money in Lieu of Furlough (MILOF) if the officer has not previously taken Furlough

(see General Order 14 for the conditions attached to MILOF),

Repatriation fare including the cost of removal of officer's personal effects from the

Place of employment to the place of residence. The cost must not exceed the value of

Moving 400kg by air freight (cargo) rate. Note that transport other than taxi may be used. HR Compliance

Agency Heads consults Secretary for Personnel Management for his opinion on Medical Retirement

Agency Head may consult Secretary for Personnel Management on the verification of retirement benefit calculations

Records Management

Head of Agency is custodian of personnel files of retired officers for 12 months

Closed files must be sent to National Archives for storage for 6 years before it is disposed

REFERENCES

SOURCE SECTION

Public Services (Management) Act 2014 Section 57

General Order 4

General Order 23- Records Management

Section 3


OVERVIEW OF PROCESS

AGE RETIREMENT

RETIREMENT ON MEDICAL GROUNDS

STEP ACTION RESOURCES RESPONSIBILITY RECOMMENDED

TIME FRAME

1. Categorisation & notification

1.1 Register names of officers in the following Retirement Categories

“Compulsory Retirement”, “Compulsory Early Retirement”,

“Voluntarily Early Retirement Age”

Form PAT

4.11

Staffing &

Establishment

Officer

3 Days

1.2 Prepare Notices for the Departmental Head’s endorsement to inform

officers who have not volunteered for Retirement in their age

category, the reason for their early retirement (for those who are

compulsorily retiring early), the entitlements owing to them and their

superannuation Benefits

Submission

Notice

HRM Manager 1 Day

1.3 Request and obtain funding from Department of Treasury Letter Agency Head 5 Days

2. Calculations

2.1 Update and prepare History Cards & File Records Including those

on closed Files for affected officers

Salary History Cards

Salary Officer 5 Days

Categorisation & Notification

Calculations Funding & Payments ExitingRecords

Management

Request on Medical Grounds

Medical Opinion

ConsultationSick Leave

CreditsCalculations

Funding & Payments

Exiting


2.2 Calculate Final Entitlements on Form PAT 4.12 and Sign off on

Forms

Personnel Files


Form 4.12


2.3 Conduct due diligence checks & validate calculations and forward to

HR Manager to certify information on the calculation Forms. The

Department of Personnel Management may be consulted in this

regard.

Personnel Files


Form 4.12

Personnel

Officer

Human

Resource

Manager

1 Day

2.4 Edit and complete Retirement Benefits Calculation Forms and Sign-

Off On Calculation Sheets

Form PAT

4.12

Salary Officer

1 Day

2.5 Check and certify the forms Form PAT

4.12

Personnel

Officer

HR Manager

1 Day

3. Processing payments

3.1 Prepare Notices, Summary Of Calculations and Deeds Of Release.

Notice

Calculation Summary Sheet

Deed Of release

Personnel

Officer

5 Day

3.2 Issue Notices, Summary of Calculations, and calculation information

sheets to the officer who signed the Deed Of Release in Acceptance

of Payments

Register of Payments

Deed Of Release

HRM Manager 5 Day

3.3 Process Payments through HR Payroll system/PGAS Offline Payment form

Fin 03 & Fin 04

DPM Officer or

Data Entry

Officer

2 Days


4. Exiting

4.1 Organise and provide De-Orientation & Counselling Budget

Facilitator

HR Manager 5 days

4.2 Receive the completed Superannuation Separation Authority Advice

from the employee for the Departmental Head’s Endorsement

Form SUP 22 HR Manager 3 days

4.3 Photocopy Salary History Cards and Beneficiary Forms of officers

and complete the Separation Advice

Salary History

Cards

Form 4.13

HR Officers 5 Days

4.4 Dispatch signed Separation Authority Forms to Nambawan Supa

and place Copy in File

Form SUP 22 Salary Officer 1 Days

4.5 Develop and print Certificate(s) of Service Certificate of Service

HR Officer 3 Days

4.6 Organise farewell ceremony and Issue Certificate(s) of Service Programme

Logistics

Budget (If required)

Certificates

HRM Manager 1 Day


5.1 Update IHRP System to terminate officer HRP HRM Manager 1 Day

5.2 Furnish copies of Signed Deed Of Release Payments to DPM and

Treasury for their records

Deed OF Release

Payments Register

Individual Summaries

HRM Manager 1 Day

5.3 File away copies of Documents, Close and Store Files Personnel Files

HRM Manager 12 Months

5.4 Refer to GO23 to archive file after 12 months Personnel Files

Agency

Head/HRM

Manager

1 Day


RETIREMENT ON MEDICAL GROUNDS


TIME FRAME

1. Request for retirement on medical grounds

1.1 Request is received by the Departmental Head from a supervisor

for approval to retire a sick officer

Minute Agency Head 1 Day

1.2 Refer the matter to Human Resource Branch for further investigation Minute Agency Head 1 Day

2. Medical opinion

2.1 Investigate and prepare a letter to medical practitioners to obtain

medical certificates(3) and medical reports(2)

Submission

Letters

HRM Manager 5 days

2.2 Issue letter and collect quotes and pay for medical consultation fees

for the officer to nominated doctors who shall conduct their

investigations on the officer

Minute

Invoices

Finance

forms

Cheque

HRM Manager

Finance

Manager

Medical

Practitioners

3 Days

2.3 Receive the medical certificates and reports from the nominated

medical practitioners and make the decision to retire the officer

based on their recommendations

Medical

Reports

Agency Head

3 Days

3. Consultation

3.1 Prepare a consultation letter to DPM on the decision to retire a

affected officer

Letter Agency Head 5 Days

3.2 Provide an opinion to the Agency Head who may act on the opinion

of DPM. The Agency Head shall then proceed to retire the officer (if

the advice supports retirement on medical grounds).

Letter Secretary

DPM 5 Days

4. Determination of sick leave credits & commencement of sick leave

4.1 Update officer’s leave history to determine the amount of sick leave

credits accumulated by the officer

History Cards HR Officer 1 Day

4.2 Commence officer on sick leave as of the date of approval of his

retirement

Leave Form HR Officer 1 Day



TIME FRAME

5. Calculation of final entitlements

5.1 Update, prepare History Cards and File Records Including those on

closed files upon Expiry of Sick Leave Credits

Personnel File


HR Officer

5 Days

5.2 Calculate Final Entitlements and Sign off on Forms Personnel Files


Form 4.12

HR Officer

10 Days

5.3 Conduct due diligence checks, validate & certify information on the

calculation Forms. The Department of Personnel Management may

be consulted.

Personnel Files


Form 4.12

Human

Resource

Manager 1 Day

5.4 Edit and complete Retirement Benefits Calculation Forms and Sign-

Off On Calculation Sheets

Form PAT

4.12

HR Officers

DPM Officers 1 Day

6. Funding & payments

6.1 Request funding from Treasury Letter Agency Head 5 Days

6.2 Prepare Notice, Summary Of Calculations and Deed Of Releases.

Retirement Notice

Summary Of Calculations

Deed Of Releases

DPM

5 Days

6.3 Issue Notice, Summary of Calculations, and calculation information

sheet to officer who shall sign the Deed Of Release in Acceptance

of Payments


Deed Of Release

HRM Manager

2 Days



TIME FRAME

6.4 Process Payments through HR Payroll system and PGAS where

appropriate

Offline Payment form

Fin 03 & Fin 04

DPM Officer or

Data Entry

Officer 1 Day

7. Exiting

7.1 Receive completed Superannuation Separation Authority Advice

from the employee

Form SUP 22 Agency

Head/HR

Manager

3 Days

7.2 Photocopy Salary History Cards and Beneficiaries Forms of officers,

Bank statements and complete Separation Advice

Salary History

Cards

Form 4.13

HR Officers

5 Days

7.3 Dispatch Signed Separation Authority Form to Nambawan Super &

place Copy in File

Form SUP 22 Salary Officer 1 Day

7.4 Develop and Print Certificate(s) of Service Certificate of Service

Staffing &

establishment

Officer

3 Days

7.5 Organise Ceremony and Issue Certificate(s) of Service Programme

Logistics


Certificates

HRM

1 Day

8. Filing & record keeping

8.1 Refer to GO23 - File copies of Documents, Close & Store Files Personnel Files

HRM 12 Months

8.2 Refer the file to the National Archives after Keeping it in custody for

12 months

Personnel Files

HRM 1 Day


General Order No. 5 – Staff Development, Career Path Planning and

Competency Based Performance Appraisal

Description

This General Order details the procedures for planning staff development programs,

including on the job and off the job training, work experience, counselling and assessment

of performance and career path planning to improve productivity and efficiency in the Public

Service.

Business Process 5.1: Staff and Career Development

Business Process 5.2: Performance Management



Business Process 5.1: Staff and Career Development

KEY POINTS

What is staff and career development? It is a Learning and Development strategy for planning staff development (learning & development) programs, which will include “on the job” and “off the job” training, work experience, counselling and assessment of viable career paths to improve the efficiency and productivity of officers and Agencies. What is the importance of staff and career path development?

Staff development is a process which focuses upon the development needs of individuals related to their own level of competency to perform their roles and functions.

Staff development processes must be designed to ensure that every individual is developed to utilise their capabilities to the maximum benefit of the Public Service and for their own benefit.

Career path planning is a strategy designed to match the skills, experience, qualifications and competencies of selected individual officers in key job groups to best meet the needs of each organisation and at the same time provide motivation for each individual.

Who is responsible?

Departmental Heads are responsible for ensuring that proper staff development programs are in place and that staff development needs are regularly assessed.

Departmental Heads are responsible for preparing and implementing their own staff development and training plans and for controlling career path planning and training in line with their respective Departmental staff and work needs

The Secretary, Department of Personnel Management is responsible for initiating and coordinating staff, career and training plans in the Public Service. In other words, the Secretary is responsible for policy development and for overseeing implementation of staff development in the Public Service.

Departmental Staff Development & Training Committee

A Departmental Head shall appoint a Staff Development & Training (SD&T) Committee to advise on staff development and training.

The SD&T Committee comprises the Deputy Secretary with responsibility for training matters, the Human Resource/Training Manager and the Staff Development & Training Officer.


REFERENCES

SOURCE SECTION

Public Service(Management) Act Section 44

Fourth Edition Public Service General Orders 2012 - General Order 5



Fourth Edition Public Service General Orders 2012 General Order 14

Approved Agency Corporate Plan

Approved Learning and Development Plan

Approved Job Description

DELEGATION


Staff and Career Development Agency Head

Appointment of a Responsible Officer for the Conduct of Staff Development

Each Department will appoint a qualified and experienced Training Officer accredited by the Department of Personnel Management, normally a Staff Development & Training Officer (now L&D Officer), who will be made responsible by job description for compliance with staff development functions within their Department.

The Staff Development & Training Officer (L&D Officer) will be responsible to the Chairperson of the Staff Development & Training Committee for advice on staff development.


OVERVIEW OF PROCESS

PROCESS


1. Identify goals & learning priorities from Corporate Plan

1.1 Identify current and future organisation goals and associated learning priorities (competencies/capabilities) from the Departmental Corporate Plan

Corporate Plan HR Manager L&D Officer

5 days

1.2 Prepare list of goals and associated learning priorities (competencies/capabilities)

HR Payroll system OR Microsoft Excel or Word Spreadsheet

L&D Officer 2 days

2. Identify competencies for each Job Description

2.1 Identify competencies/capabilities for each Job Job L&D Officer 1 Month

Identify goals & learning priorities

from Corporate

Plan

Identify competencies for each

Job Description

Conduct Organisation & Staff CNA

Match Org & Job

competencies against

CNA

Develop L&D Plan

Submit L&D Plan to L&D Committee

Obtain funding & approval

Implement L&D Plan

Monitor, Evaluate &

Report

Update Systems & File Documentation



Description required to satisfactorily perform the job e.g. qualifications, skills, knowledge & attributes (Refer to BP5.2 Performance Appraisal process)

Descriptions Performance Appraisals

2.2 Prepare list of Job Description competencies/capabilities by Position No. and Organisational Chart


L&D Officer 5 days

3. Conduct a CNA

3.1 Conduct an Organisation and Staff Capacity Needs Analysis (Refer BP6.1)

CNA BP6.1 L&D Officer 1 Month

3.2 Collect data and prepare list of needs for the Organisation and Staff by priority in accordance with the Corporate Plan timeframes


L&D Officer 5 days

4. Match Org & Job competencies against CNA

4.1 Match the Organisation and Job competency/capability needs (step 1 & 2) against the CNA (Step 3) to identify Learning and Development activities (Refer BP6.1)


L&D Officer 10 days

4.2 Identify competency/capability gaps i.e. where staff competencies don’t match the job competencies


L&D Officer 5 days



5. Develop L&D Plan

5.1 Develop a Learning and Development Plan identifying L&D activities in priority order and in accordance with Corporate Plan timeframes

Current & future Organisational goals & learning priorities

Job Description competencies

Staff competencies

CNA

Competency gaps & learning needs by priority

L&D Plan HR Payroll system OR Microsoft Excel or Word Spreadsheets

L&D Officer HR Manager

10 days

5.2 Identify estimated cost of L&D activities & include in L&D Plan

Delivery methods – on the job learning, research, projects, formal courses, tertiary qualifications etc.

Resources – officer salary, training providers, course costs, material & delivery costs etc.

Microsoft Excel or Word Spreadsheet Training Provider estimates

L&D Officer HR Manager

5 days

5.2 Develop a memo to support the L&D Plan approval Memo L&D Plan

HR Manager 1 day

6. Submit L&D Plan to L&D Committee

6.1 Submit memo & L&D Plan to the Learning & Development Committee within the Department

Memo L&D Plan

HR Manager 2 days

7. Obtain funding & approval

7.1 Obtain funding and approval for implementation from the L&D Committee

Memo L&D Plan

HR Manager L&D Committee members

1 day

8. Implement L&D Plan

8.1 Communicate approval of L&D Plan to all Managers & Staff through

Intranet/Email

L&D Plan Memo Information sessions

HR Manager L&D Officer

5 days



Memo signed by Head of Department

Information Sessions

8.2 Modify Corporate Plan and Management Action Plans to include activities in the L&D Plan

L&D Plan Corporate Plan MAP’s

HR Manager Corporate Planning Officer Senior Managers

15 days

9. Monitor, Evaluate & Report

9.1 Monitor progress of the L&D plan L&D Plan HR Manager L&D Officer

Ongoing

9.2 Evaluate the outcomes of L&D activities L&D Plan HR Manager L&D Officer

Ongoing

9.3 Report quarterly against the L&D activities in the Corporate Plan and MAP’s

L&D Plan progress reports

HR Manager Every quarter

10. Update Systems & File Documentation

10.1 Update relevant systems as activities are achieved in the L&D Plan


L&D Officer Ongoing

10.2 File progress reports on HR L&D Plan file L&D File L&D Officer Ongoing


Business Process 5.2: Performance Management

DELEGATION


PS(M)A Section 44 Agency Head

KEY POINTS

What is performance appraisal? The Performance Appraisal System is a tool that is used to highlight skills deficiencies in terms of a particular occupational category and to project a relevant training solution. It is also used to determine promotional potential and to assess the needs for counselling and is also of use in assessing disciplinary action and to reward good performance.

Who is it for? All permanent and probationary officers including officers employed on short term contract and senior officers on employment contracts When is it applicable? Staff Performance Appraisals is carried out bi-annually: first assessment in June and final assessment in December annually. Why is it important? It identifies officer’s strengths and weaknesses which can be addressed through identification of relevant capacity development programs. Secondly, it recognises promotional potential and rewards officers financially according to individual’s performance annually. Non submission of SPA’s may result in disciplinary action against the supervisor and subordinate.


Approval for Training Agency Head

Approval for Increment Agency Head

Approval for permanency Agency Head

Disciplinary action on poor performance Agency Head

REFERENCES

SOURCE SECTION

Public Service General Order

SPA Form

Performance Appraisal Guideline

Provision 5.43 – 5.50 Form SDT 5.1

Public Service Gender Equity & Social Inclusion (GESI) policy

Annual Work Plans (or equivalent)

Job Descriptions

OVERVIEW OF PROCESS

Complete SPA

Supervisor Appraisal

Officer Comments

Appraisal Interview

Consensus of Appraisal

HRM reviews SPA

Process Increment if applicable

Link to CNA if applicable


PROCESS

STEP ACTION DOCUMENTATION RESPONSIBILITY RECOMMENDED TIMEFRAME

1 Supervisors in consultation with the employee identify activities as per the JDs & MAPs for the year

Form 5.1/ SPA guideline, annual MAP, JD

Individual staff member/ Supervisor

5 days

2 Employee/ Supervisor completes the SPA form after the identification of activities/tasks for the first review period (30 June)

SPA Form 5.1/ SPA guideline

Manager/Supervisor 5 days

3 Supervisor determines the performance rating and make comments for the first review period



4 Supervisor then meets with the employee to discuss the performance rating and has the employee sign and add any comments


Manager/Supervisor, Individual Officer

5 days

5 The employee duplicates the SPA form for the supervisor and the HR manager respectively


Individual Officer 5 days

6 Employee/ Supervisor completes the SPA form after the identification of activities/tasks for the second review period



1 day

7 Supervisor determines the performance rating and makes comments for the second review period (31 Dec)




STEP ACTION DOCUMENTATION RESPONSIBILITY RECOMMENDED TIMEFRAME

8 Supervisor then meets with the employee to discuss the employees overall performance rating (1st & 2nd Review Period), and has employee sign and add any comments. An officer may also lodge an appeal with Departmental Head if he/she considers the supervisor’s assessment is incorrect or unfair. (note; mentoring and counseling must be done before any disciplinary action can be taken)



5 days

9 Supervisor submits the completed SPA form to HR Manager

SPA Form 5.1 Manager/Supervisor 14 days

10 The HR Manager (or equivalent position) analyses/reviews the SPA forms for training or increment.

SPA Form 5.1 HR Manager 1 day

11 The HR Manager in consultation with Departmental Head awards training or salary increment and/or permanency for probationary officer Link to Capacity Needs Analysis BP6.1 to identify development needs.

SPA Form 5.1, PSGO 13.24, PSMA 44,

HR Manager, Departmental Head

1 day

12 Implementation of HR decision

HR Officer 1 day

13 HR Manager then files the employee’s SPA in his/her personal file

PSGO 23.2 HR Officer 1 day



General Order No. 6 – Training and Development

Description

This General Order covers internal and overseas training, short term and long term training

and all other training matters affecting officers of the Public Service, and shall be read

together with General Order No 5 on Staff Development.

Business Process 6.1: Capacity Needs Analysis

Business Process 6.2: Further Studies to upgrade Qualification

Business Process 6.3: Overseas Training



Business Process 6.1: Capacity Needs Analysis

KEY POINTS

What is Capacity Needs Analysis? A process for collecting, measuring and recording the knowledge, skills and attributes(capabilities) of an individual or group

What is the main purpose of conducting Capacity Needs Analysis?

Is to identify the capacity the organisation requires,

Identify the capacity the organisation already has

Develop an organisation Capacity Needs Analysis Matrix What is the objective of Capacity Needs Analysis?

Gain support & interest of stakeholders(engaged)

Inform and make aware the importance of CNA

Update stakeholders with timely and relevant information

Provide regular feedback Why is it important to determine/establish a communication plan?

What the stakeholders need to know about the Capacity Needs Analysis

The process

How it will be conducted and the benefits

Outcomes and outputs Why is organisation conducting a Capacity Needs Analysis?

To establish what current capabilities the Organisation has

To establish what future capabilities the Organisation will require

Identification of capability needs and gaps

Priorities capability needs and identify costing

To develop a three-five year Learning & Development(L & D) plan

What are the benefits? What is in it for the staff?

Learning & Development needs are better planned and focused


Sufficient budgetary appropriation is allocated annually

Career path planning and succession planning is assist with accurate information on individuals

Improved Staff Appraisal systems How will it happen?

Data collection(role statements/JDs, strategic docs/corporate plans/interviews with stakeholders)

Capability questionnaires per role group for division /sections

Completion of capacity questionnaires(through divisional management team-in-house sessions

Capability analysis and reporting(CAN Team-reporting and presentation to Senior Management Team

What are the strategic Approach to CNA ?

Face to face meetings as a group or divisional management teams

Question & answer sessions on the whole CNA process(FAQs, create template) What is the importance of monitoring and effectiveness of communication plan?

Feedback

Feedback from staff through Q & A sessions

Feedback from staff meetings What types of resources are needed?

Project Plan

CNA Toolkit

Team Leader Information sheet

Management Team

Money/Material/Manpower


DELEGATION


Capacity Needs Analysis(CNA) Agency Head

REFERENCES

SOURCE SECTION

Public Service Management Act

Section 44

Fourth Edition Public Service General Order 6

Section 6.28-6.33 Section 6.34-6.37

Government’s sectorial priorities and National Training Policy

Section 6.1-6.3 Section 6.63- 6.41

Agency Learning and Development Plan& Key Result Areas

Training Budget (Item 136)

MTDS`

OVERVIEW OF PROCESS

Monitor CNA Outputs

Conduct Needs Analysis

Plan to conduct Needs Analysis

Determine Agency Benefits

of CNA


PROCESS


1 Determine Agency Benefits of CNA

1.1 Identify Key Stakeholders

HRD personnel Learning and Development Organisation

personnel

Head of the organisation/organisation (EMT)

Division/branch of the organisation being analysed

Professional organisations

Employees

Organisation Structure Corporate Plan CNA Policy Guidelines Report

Agency Head 1 day

1.2 Gain Support

Submission Internal Circular

Agency Head 1 day

2 Plan to conduct Needs Analysis

2.1 Set Goal/Objectives Corporate/ Development Plan Communication Plan

Agency Head 1 day

2.2 Evaluate Agency Readiness

Corporate/ Development Plan Organisation Structure/JDs SPAs

Functional Managers 1 day

2.3 Identify key roles in HRD & Agency Submission Functional Managers 1 day

2.4 Identify Potential Problems/Risks Gap Analysis Report

Functional Managers 1 day



2.5 Evaluate Prior/Other Needs Assessment SPA Functional Managers 1 day

2.6 Prepare Plan to Conduct CNA Communication Plan

HR Manager 1 day

3 Conduct Needs Analysis

3.1 Collect CNA Data Questionnaires Form OD 2.6 JD SPA

HR Manager 5 days

3.2 Analyse Data Assessment Report

Functional Manager 3 days

3.3 Define Capability Gaps, Role Types & Individuals

CNA Tool Kit Functional Manager 3 days

3.4 Research L&D & Other HR Solutions. Determine Best Approaches

Reports HR Manager 3 days

3.5 Develop L&D Plan L & D Plan Template

Functional Manager HR Manager

5 days

3.6 Assess cost benefit of L&D approaches “Business Case”

L & D Business Case Template

Functional Manager HR Manager

5 days

4 Monitor CNA Outputs

4.1 Implement L&D Plan L & D Plan L & D Report Budget

Agency Head 1 day

4.2 Evaluate L&D Solutions & Providers L & D Plan & Reports

HR Manager 3 days

4.3 Prepare Annual L&D Report

Return on Investment (ROI)

Transfer of Learning to the workplace

Improved Performance

Monitoring & Evaluation Report

Agency Head 5 days



Business Process 6.2: Further Studies to upgrade Qualification

KEY POINTS

What is the purpose of further studies?

Further studies may be granted if the higher level of qualification is in demand and the higher qualification can be used in the foreseeable future.

Training must be in line with the Government’s sectorial priorities, agency Annual L&D Plan & Key Result Areas

An extension of a study program may be required to upgrade a qualification from, for example, a certificate to a diploma, a diploma to a degree, or a degree to a masters or doctorate degree.

An extension may only be granted to an officer already undertaking tertiary studies

What are the guiding principles?

Public Service Management Act (2014), section 44

Fourth Edition 2012 Public Service General Orders 5 & 6

PNG Vision 2050

Development Strategic Plan 2010-2030

Medium Term Development Plan

PNG Bilateral Agreements (where applicable)

Gender Equity & Social Inclusion Policy (GESI)

National Training Council

Who is eligible?

All permanent public servants who have served 2 years or more in a chosen field (e.g. Accountant applying for Masters of Financial Management)

Eligibility Criteria

Training must be in line with the Government’s sectorial training priorities, Agency Annual L&D Plan & Key Result Areas

Nominations must be approved by the Agency Head

All nominees must meet the minimum course requirements as prescribed by the tertiary institution

No donor funding is available for upgrading of qualifications whilst on full time study


DELEGATION


Approval to upgrade Qualification Agency Head

REFERENCES

SOURCE SECTION

Public Service Management Act

Section 44

Fourth Edition Public Service General Order 6

Provision 6.53 to 6.56

Government’s sectorial priorities and National Training Policy

Agency Learning and Development Plan& Key Result Areas

Training Budget (Item 136)

OVERVIEW OF PROCESS

Advice and

Administration

Decision by

Agency Head

Application

Screened

Written application lodged


PROCESS


1 Written application lodged

1.1 An employee lodges formal request through his/her Supervisor for a further period or an extension of a study program to upgrade his/her qualification.

NB. where further study requested is on a full time basis, the application must be accompanied by supporting documentation from the institution indicating the suitability of the employee to attain a higher qualification.

Written request Written Documentation from the training institution

Employee 1 day

1.2 Supervisor considers request and forwards recommendation to HR Manager

Covering letter/minute

Supervisor 1 day

2 Application screened

2.1 HR Manager screens the application and checks:

the employee has already achieved formal qualification

for supporting documentation from the institution indicating the suitability of the employee to attain a higher qualification, where fulltime study is requested

Training File Written Documentation from the training institution

HR Manager 2 days

2.2 HR Manager submits recommendation to the Staff Development and Training Committee

HR Brief and Cover Minute

HR Manager 1 day



(SDTC)

2.3 The SDTC screens application to check:

level of qualification is in demand in the agency,

the officer is able to utilise the higher qualification in the foreseeable future

the study program is identified in the agency’s capacity Need Analysis (CNA) and the Annual L&D Plans submitted for that year

HR Brief and Cover Minute CNA L&D Plan

SDTC Chairperson and members

1 day

2.4 The SDTC makes recommendation and submits to the agency head for a decision

SDTC Brief and Cover Minute

SDTC Chairperson and HR Manager

1 day

3 Decision by Agency Head

3.1 The Agency Head makes a decision on the employee application and advises HR Manager


Agency Head 1 day

4 Advice and Administration

4.1 HR Manager notifies employee of the decision in writing

Minute HR Manager 1 day

4.2 If successful, the HR manager makes necessary arrangement to implement the decision

Notify Institution

Study Leave arrangement

Financial Assistance

Staff Relief arrangements

Update IHRPS Records

Minutes Letters Briefs Forms IHRPS

HR Manager Employee

3 days



4.3 HR Manager files all documentation relating to the application and implementation of the decision in the employee’s training file

Employee Training File Minutes Letters Briefs Forms

HR Manager Employee

3 days

4.4 Employee provide periodic reports on academic performance and transcripts to HR Manager for review and retention on training file

Academic Transcript Employee Training file

Employee HR Manager

5 days

4.5 A training evaluation form is jointly completed by the supervisor and the employee at the conclusion of tertiary study

GO Form 6.1 Employee and Supervisor

2 days



Business Process 6.3: Overseas Training

KEY POINTS

What is overseas training?

Opportunities provided for permanent public servants to study overseas based on bilateral agreements between GoPNG donor countries e.g.: Australia

The study level range from diplomas up to Doctorates. What are the guiding principles?

Public Service Management Act (2014), section 44

Fourth Edition 2012 Public Service General Orders 5&6

PNG Vision 2050

MTDS

DSP 2010-2030

PNG Bilateral Agreements

Gender Equity & Social Inclusion Policy (GESI) Who is eligible?

All permanent public servants who have served 2 years or more in a chosen field (e.g. Accountant applying for Masters of Financial Management)

Eligibility Criteria

Training must be in line with the Government’s sectoral training priorities, Agency Annual L&D Plan & Key Result Areas

Nominations must be approved by the Agency Head

All nominees must meet the minimum course requirements as prescribed by the tertiary institution

No donor funding is available for upgrading of qualifications whilst on full time study When do agencies apply?

In October/November annually after the issuance of circular instruction by DPM

All nominations must reach DPM no later than 31st March each year. Late applications will not be considered


What are the key resources required?

Learning and Development Plan

Learning and Development Budget (Item 136). Agencies must budget for all associated costs for the officer and his/her dependents

Bid/nomination forms Why is it important?

PNG Vision 2050 Pillar 1: Human Capital Development, Gender, Youth & People Empowerment

Develop required skills and competencies for effective and efficient service delivery

Provide competitive advantage in the labour workforce

Meet Bilateral Agreements

Renewal and sustainability of workforce through capacity development

Education for a better tomorrow ‘ future’ What financial assistance is available?

Refer to GO. 6.123 - 6.126 Important Reminders

Overseas Training must not be used as a reason to displace and make officers unattached.

It is not an entitlement to public servants but rather be considered a privilege.

A course may not be extended, varied or terminated without the prior approval of Secretary for DPM

The substantive position of an employee undertaken long-term and/or overseas training may only be filled in an acting capacity during the employee’s approval study leave. At the completion of training the employee must be placed back in his/her substantive role (or equivalent).

Agencies identify and prioritise their learning and development bids in line with the organisation’s Corporate Plan which is translated into the L&D Plan. The L&D plan must be costed against an L&D budget.

Agency Head must demonstrate funding for dependents travel & related allowances have been budgeted by the agency.


DELEGATION


Training Administration Overseas– nomination of officers Agency Heads

Approval of overseas training nomination Secretary for Department of Personnel Management

Approval of dependents ratification Secretary for Department of Personnel Management

Approval of course variation Secretary for Department of Personnel Management

Approval of termination Secretary-Department of Personnel Management

REFERENCES

SOURCE SECTION

Public Service Management Act 2014 Section 44

Public Service General Orders 4th Edition General Order 6.103-6.170

PNG Vision 2050, PNG Development Strategic Plan 2010-2030,

Medium Term Development Plans

Bilateral Agreements

National Training Policy

Instrument of Delegation - Devolution of HR Powers

Circular Instruction 13/2000-Overseas Allowances

Bid Form

Training Evaluation Form (Form SDT 6.1)

Specimen Signatory Form (under development)


PROCESS


1. Bid Administration

1.1

Upon announcement by Secretary for DPM, HR manager calls for bids for overseas training from Divisions, Branches and Sections within the Department or Agency.

DPM Circular Instruction Internal Memorandum Bid Forms Information Kit

Agency Head HR Manager Chairperson SDTC

2 days

1.2 HR Manager receives, registers and screens bids to ensure consistency with Agency Annual Training Plan and submits applications to SDTC

Bid Form Agency Annual Learning & Development Plan GESI Policy Brief to SDTC

HR Manager 5 days

1.3 SDTC screens the Bids and makes recommendation for a decision by the Agency Head

Bid Form Agency Annual Learning & Development Plan GESI Policy Brief to Agency Head

SDTC Chairperson and Members HR Manager

2 days

1.4 The Agency Head makes a decision on the employee application and advises HR Manager


Agency Head 1 day

OVERVIEW OF PROCESS

Bid Administration

Bid Screening Joint Application

Selection Committee

Joint ScreeningMobilisation of

ApplicantsApproval of

Dependant TravelProgressive

Academic Reports

Reintegration from long term

study



1.5

HR Manager informs approved employees to complete Scholarships Application Form and provide the appropriate supporting documentation.

Application Form Minute, Bid form, Learning & Development Plan Training Budget, Required documentations


5 days

1.6 HR Manager submits nominations accompanied by the approved letter to Secretary DPM no later than 31 March each year

Covering Letter & Training Bid Nominations, Agency Head Specimen Signature

Agency Head HR Manager HR Officer

3 days

2. Bid Screening (DPM only)

2.1 DPM receives, registers and acknowledges Agency bids

Bid Forms Bid Register Acknowledgement letters

Secretary for DPM DPM Project Team

5 days

2.2 DPM screens bids against sectoral training priorities and prepares recommendations.

Bid Forms Brief to Secretary for DPM

DPM Project Team

10 days

2.3 Recommended list forwarded to Secretary for DPM for decision

Brief to Secretary for DPM

Deputy Secretary DPM DPM Project Team

2 days

2.4 Secretary for DPM makes a decision on the bids and advises DPM project team.


Agency Head 3 days

2.5 DPM project team forwards the approved list to the Development Partner

Cover Letter to Development Partner, Recommended list, Scholarships applications

Secretary for DPM DPM Project Team

3 days

3. Joint Application Selection Committee (JASC) - (New Zealand & Australia Scholarships only)



3.1 JASC is established and members are oriented on the process and selection criteria

Process and Selection Criteria

DPM DNPM DLIR NTC Development Partner

5 days

3.2

JASC deliberates on Public, Private and Open category nominations and prepares a Recommended List

Recommended list


10 days

3.3 JASC interviews recommended candidates and conducts International English Language Testing System (IELTS) exams

Recommended List IELTS exam


10 days

3.4

JASC presents finalised Recommended list to Joint Screening Committee (JSC)

Finalised Recommended list


1 day

4. Joint Screening - (New Zealand & Australia Scholarships only)

4.1

Joint Steering Committee (JSC) deliberates on finalised recommended lists for Public, Private and Open categories and identifies provisional awardee list and reserve list.

Final Recommended list Final Awardee List Interview Report

JSC

1 day



4.2 DPM is notified of the outcome of the JSC deliberation

Advice Letters Final Awardee List

JSC

1 day

4.3 DPM notifies agencies of Final Awardee List Advice letters Secretary for DPM DPM Project Team

5 days

5. Mobilisation of Applicants

5.1 Development partner conducts a pre-departure orientation for awardees

Orientation program Development partner

5 days

5.2 HR Manager assists awardees with travel documentations

Travel documentation (medicals, visas/passport)

HR Manager Awardee

As & when required

5.3

HR Manager, in consultation with development partner, arranges processing of student visa

Passport, medical certificate, visa application form

HR Manager Awardee Development partner

As above

6. Approval of Dependent Travel

6.1

Awardee must obtain the approval of his/her Agency Heads for his/her dependent’s travel, no later than two months prior to anticipated date of his/her departure

Minute Awardee 2 days

6.2

Agency Head submits request to DPM for ratification of Agency’s approval for dependents travel no later than six weeks prior to awardee’s departure

Letter Agency Heads 5 days

6.3 DPM considers eligibility requirements for dependents travel and provides written response to Agency

Letter Secretary for DPM DPM Project Team

3 days

6.4 If approved, HR Manager facilitates travel arrangements for awardee’s dependents

Medical certificates/visas passports/travel arrangements

HR Manager Awardees dependents

10 days



6.5 HR Manager arranges for payment of rental & dependents subsidies in accordance with the General Orders

L&D budget

HR Manager

10 days

6.6

In the event that dependents do not join the awardee, the agency must provide a least cost for travel to PNG for the awardee in line with GO 6.147-6.57

L&D budget Approval from Tertiary Institution & Development Partner

Awardee HR Manager

10 days

7. Progressive Academic Reports

7.1 Awardee submits to Secretary for DPM at the end of each semester, progressive academic results for monitoring

Letter and academic transcript (copy)

Awardee 5 days

7.2 DPM periodically provides a report to the NTC Overseas Training Priorities Committee (OTPC) on awardee performance.

Letter Report

Secretary for DPM 3 days

7.3 The NTC-OTPC considers, deliberates and actions, where necessary

Letter NTC-OTPC 3 days

8. Reintegration from long-term study

8.1 Employee submits study report and academic transcript to Agency Head for acknowledgement and submission to Secretary for DPM

Minute Study Report Academic transcript

Employee 5 days

8.2

Agency Head directs HR Manager to place on employee’s training file and take steps to relocate employee to his/her substantive position (or equivalent)

Minute Study Report Academic transcript


3 days

8.3 DPM acknowledges and registers study report and provides a copy to NTC-OTPC

Study Report Secretary for DPM DPM Project Team

3 days

8.4 All training/learning & development documentation is placed on file for record by DPM Project Team

Training documentation DPM Project Team 1 day


General Order No. 7 – Part-time and Casual Employees

Description

This General Order contained in the Third Edition dated 1st June 2002, covering the

procedures for appointing casual or part-time staff, and determining their terms and

conditions of employment in the Public Service has been superseded, and the policy on

temporary employment is catered for by General Order No 10. The directions in this

General Order now relate to the absorption of casual employees into the Public Service

Salary Structure and onto Government Payrolls.

Business Process 7.1: Casuals Categorisation



Business Process 7.1: Casuals Categorisation

KEY POINTS

What is the purpose of re-categorization of casuals on to public service positions?

To control and minimize the public service wage bill

To cut out abuse of PGAS and to have one payroll system (Integrated HR payroll system)

To ensure all public service employees are held against funded positions

To identify those long term casual employees who should be recognised as permanent public servants

To enable and maintain up-to-date and reliable staff reporting Who does this provision apply to?

All long serving casual employees who are paid through agency PGAS [under the 100 series] except for casual employees paid through the Provincial Government (200 and 700 Series)

What are the criteria for re-categorization?

Casual employees engaged under the Employment Act and paid through PGAS

Funded vacant positions are available or must be created (provided that funding is secured and available) to accommodate transfer of casuals onto integrated HR payroll system

Casuals must be below the eligible age of retirement Who is not eligible for re-categorization?

Employees held against line positions but paid through PGAS, should be employed under short term contract (refer to GO 10) and or through the normal recruitment process (refer to GO 3 Business Process 3.1)

What are re-categorised casuals entitled to upon transfer into the integrated HR payroll system?

Agencies must either: o Pay out the service entitlements for long term casuals and transfer these casuals onto the integrated HR payroll system; or o Recognise prior service and carry this across into the integrated HR payroll system

Once re-categorised, these long term casuals become permanent public service employees and public service terms and conditions of employment apply


DELEGATION


Approval for re-categorisation of casual employees to public service positions Agency Head

REFERENCES

SOURCE SECTION

Employment Act No. 54 of 1978 (Consolidated up to 31 March 2001)

Memorandum of Agreement 2007 – 2010

General Order 2 – Organisation Design, Establishments and Staffing Budgets

General Order 7- Part-time & Casual Employment

General Order 10 – Short Term (National) Contracts

Circular Instruction No. 21/2008; 9/2009

NEC Decision No. 53/2011

GO 2.30 GO 7.1 – 7.5 GO 10.1 – 10.8

OVERVIEW OF PROCESS

Categorise casuals

Identify/Create positions

Adjust budgetRemove from

PGAS

Transfer employee data onto HR Payroll

system

Records Management


PROCESS


1 Identify and categorise all casual employees

1.1 Agency Head issues instructions to HR Manager to re-categorise all eligible casual employees within the Agency

Minute Agency Head 1 day

1.2 Agency Head informs all employees of the re-categorisation exercise

Internal Memorandum

Agency Head 2 days

1.3 HR Manager identifies all casual employees within the agency, including their job categories and pay levels

Brief to Agency Head Agency casual list


5 days

1.4 HR Manager sorts positions into appropriate pay grades in line with the approved DPM Casual to Permanent Conversion Table

Circular Instruction 21/2008 & 9/2009


5 days

2 Identify and/or create established positions

2.1 HR Manager identifies vacant funded positions and/or creates new positions within the organisation structure to absorb the casual employees, in consultation with DPM. If funding for new positions is not available, go to Step 3, hereunder.

Form OD 2.6 - Establishment Comparison Table

HR Manager HR Officer DPM Project Team

5 days

2.2 HR Manager updates the Establishment Comparison Table (ECT) capturing the created positions against available funds

Form OD 2.6 - ECT


5 days

2.3 HR Manager submits proposed ECT to Agency Head for endorsement

Brief to Agency Head Proposed ECT

HR Manager Agency Head

2days

2.4 HR Manager submits the endorsed ECT to DPM for compliance and loading of positions onto the Integrated Human Resource Payroll System (IHRPS)

Form OD 2.6 - Endorsed ECT

HR Manager Establishment Officer (delete)

10 days



DPM Project Team

2.5 HR Manager updates the Establishment Register - Positional Occupancy (ERPO) and loads employee details on to the IHRPS

Form RS 3.17 ERPO

HR Manager 3 days

3 Adjust personnel emoluments budget

3.1 Where funds are not available for creation of new positions, HR Manager prepares a reorganisation proposal in consultation with DPM

Re-organisation Proposal

HR Manager DPM project team

5 days

3.2 Agency Head submits proposal to the Department of Treasury for an increased cash ceiling for Personnel Emoluments (Item 111)

Submission Reorganization proposal

Agency Head 2 days

3.3 On approval from DoT (in current or future budget years), the HR Manager will configure the increased establishment in the IHRPS.

Form OD 2.6 - Endorsed ECT

HR Manager

4 Progressively remove personnel emoluments from PGAS

4.1(a) HR Manager to transfer eligible casuals from PGAS (Item 112) with existing entitlements to PE Budget (Item 111)


HR Manager 5 days

OR .

4.1(b) (i) HR Manager to process service entitlements for casuals eligible for re-categorisation to item 111 prior to transfer to IHRPS as new hires

(ii) Update personnel file to indicate start of new service (Step 6)

Personnel File

HR Manager 10 days

OR



4.1(c) Agency Head to terminate casual employee and pay out entitlements for casuals who will not be re-categorised

Form PAT 4.12 Personnel File Letter

Agency Head

5 days

5 Transfer employee data to integrated HR payroll system

5.1 HR Manager submits employee data to DPM for compliance check that applies to agencies online and offline and then loading onto IHRPS

Endorsed ECT EMP.1 – New/Amended PVA

HR Manager DPM Project Team

5 days

5.2 HR Manager updates agency Establishment Register - Positional Occupancy (ERPO) and file away

Form RS3.17 – ERPO

HR Manager 3 days

5.3 HR Manager in consultation with Department of Treasury must ensure all Personnel Emoluments paid through PGAS Item 112 must cease immediately.

Letter from DoT Form OD 2.5 – Establishment Cost Form RS3.17 – ERPO PGAS Reports

Agency Head HR Manager DoT

10 days

6 Records Management

6.1 HR Manager places all personnel documents on file for record.

Personnel file

HR Manager 1 day



General Order No. 8 – Departmental Heads and Provincial Administrators

Description

This General Order effects the procedures for appointing Departmental Heads and

Provincial Administrators and their roles and responsibilities and terms and conditions of

employment in the Public Service, pertinent to Sections 31 & 31A, B, C & D for

departmental heads and to Sections 60 & 60A, B, C, and D for provincial administrators, of

the Public Services (Management) Act.

Business Process 8.1: Appointment of Departmental Heads and Provincial

Administrators

Business Process 8.2: Acting Departmental Heads and Provincial Administrators

Business Process 8.3: Suspensions - Departmental Heads and Provincial

Administrators

Business Process 8.4: Revocations - Departmental Heads and Provincial

Administrators



Business Process 8.1: Appointment of Departmental Heads and Provincial Administrators

KEY POINTS

Advertisement is only made when position becomes vacant after the incumbent’s term expires or as a result of an NEC Direction for revocation of an appointment based on disciplinary reasons, poor performance, etc.

DELEGATION


Chairman of Inter-departmental pre-screening committee Secretary Department of Personnel

Management through Senior Executive

Services Division.

REFERENCES

SOURCE SECTION

Public Services (Management) Act 2014

s.27 (Departmental.Heads) /s.61(P.A’s)

Public Service Regulation 5/2003/PS regulation (7,9)/2014


OVERVIEW OF PROCESS

PROCESS


1 Advertisement

1.1 Position is advertised by Department of Personnel Management on at least two (2) occasions in a newspaper circulated nationally; and in such other manner as the department considers appropriate.

2x The National.

2x Post Courier.

Authorised publication in the National Government Gazette.

Memo

Newspapers

National Gazette

SES Officer (D/Heads)

2 weeks.

1.2 Applications received after closing date and acknowledged.

Applications

Acknowledgement Register

Administrative Assistant

1 day.

2 Profiling

2.1 Profiling/summary of applicants. This includes reference checks.

Register of Applicants

References


5 days or less.

3 Pre-screening

Advertisement in the Media

Profiling of applicants

Pre-screeningMEAC

Consultation

NEC deliberation &

decision

State Solicitor issues

clearance on contract



3.1 Pre-screening Committee is convened.

Scheduling times.

Coordinating pre-screening documents.

Technical advisory role.

Applications

Register of Applicants

References

Other relevant documentation

Administrative Assistant SES Officer (D/Heads) Director SES or delegate

1 day

3.2 Write up of Pre-screening Report

Report

Supporting documentation

Director SES or delegate

2 days or less.

3.3 Submission of Pre-screening Report to Deputy Secretary Policy and Secretary DPM for final endorsement.

Report


Director SES or delegate

1 day.

3.4 Submission of DPM pre-screening committee’s shortlist of no more than 5 and no less than 3 candidates to MEAC

Report



1 day.

4 MEAC Consultation

4.1 Receipt of shortlisted candidates for submission to NEC for Departmental Heads. Receipt of copy of DPM recommendation on shortlisted candidates for submission to PEC for Provincial Administrators. Receipt of copy of PEC resolution containing a shortlist of 3 candidates in order of preference/suitable candidate for submission to NEC. For appointment

Applicant Summary & Profile

Director SES or delegate/MEAC DPM PEC

1 day. 1 day 1 day

4.2 Submission referred to Minister for Public Service for Submission Director SES or 1 day.



endorsement. delegate

5. NEC Deliberation & Consideration

5.1 Receive and analyse submission from MEAC/PEC and consider recommendation to NEC for appointment

Submission MEAC/PEC 2 days

6. State Solicitor issues clearance on Contract

6.1 State Solicitor clears contract Contract State Solicitor 1 day.

6.2 Contracts signed & witnessed by Head of State Contract Employee DPM

1 day.

6.3 Advise successful applicant & file documents Contract DPM & Agency 1 day


Business Process 8.2: Acting Departmental Heads and Provincial Administrators

KEY POINTS

Two types of process in appointing an acting departmental head:

As a result of temporary vacancy where the incumbent goes on approved leave, travel, etc.

As a result of expiry of the incumbent’s contract, revocation of appointment due to disciplinary reasons, poor performance, reaching compulsory retirement age, etc.

REFERENCES

SOURCE SECTION


s.27 (Departmental.Heads) s.61 (P.A’s)

Public Service regulation 7,9/2014

s.19 (Departmental.Heads)/s.18 (P.A’s)

DELEGATION


Chairman of Inter-departmental pre-screening committee Secretary Department of Personnel

Management through Senior Executive

Services Division.


OVERVIEW OF PROCESS

PROCESS


1 Incumbent informs Secretary DPM of the intention to proceed on approved leave, travel, etc.

Minute D/Head

2 DPM Secretary consults Portfolio Minister

Minute SES Officer (D/Heads 1 day.

3 DPM receives three shortlist from the Portfolio Minister and recommend a suitable candidate to the PS Minister

Shortlist of candidates


1 day.

4 Minister for Public Service advises Head of State to sign instrument under the delegation of powers made by NEC

Instrument SES Officer (D/Heads)

1 day.

5 Instrument signed by Governor General. Instrument Governor’s General Office

3 days or less.

6 Instrument published by Government Printer. Instrument GPO 1 day.

7 Acting appointee is informed. Minute SES Officer (D/Heads)

1 day.

Identify candidates for the position

Recommend suitable

candidates

DPM Secretary recommends

suitable candidate to PS Minister

Minister PS advised Head of

State

Instrument is signed

Instrument is gazetted

Acting DH is informed


Business Process 8.3: Suspensions - Departmental Heads and Provincial Administrators

KEY POINTS

Suspension for Departmental Heads and Provincial Administrators comes into effect when:

Poor performance

Disciplinary offences

Medical grounds

DELEGATIONS

SOURCE SECTION

Chairman of Inter-departmental pre-screening committee Secretary Department of Personnel Management through Senior Executive Services Division.

REFERENCES

SOURCE SECTION


s.27 (D.Heads) s.61 (P.A’s)

Public Service Regulation 5/2003/PS Regulation 7 & 9 /2014

s.29 (D.Heads) s.27 (P.A’s)

OVERVIEW OF PROCESS


PROCESS


1 Portfolio Minister informs D.Heads to respond to allegations. Governor informs P.A’s to respond to allegations

Portfolio Minister 4 weeks??

2 D.Heads & P.A’s respond to the allegations respectively to the Portfolio Minister & Governor if their exist a prima facie case

PSC 1 day

3 Portfolio Minister provides written report to MEAC/PS Minister./Governor provides written report to PS Minister

Portfolio Minister/Governor

1 day

4 PS Minister as chairman of the MEAC advises Portfolio Minister on the suspension./Also advises Governor on the PA’s suspension & Gov. reports to PEC for resolution

MEAC/PEC 1 day

5 Decision made and NEC advises head of state on the suspension for D.Heads./The PEC resolution is effected by NEC for PA’s an advises Head of State accordingly

NEC 5 days

6 Instrument drafted by FLC FLC 2 days

7 Instrument signed by Governor General. Governor General’s Office

8 Instrument published by Government Printer.

Respond to allegations

Departmental Heads respond

Written report to MEAC/PS

Minister

PS Minister advises portfolio

Minister

Decision made & NEC advisess Head of State

Instrument drafted by FLC

Instrument signed

Instrument Gazetted


Business Process 8.4: Revocations - Departmental Heads and Provincial Administrators

KEY POINTS

The Contract provides for termination of a Departmental Head's services "in the best interest of Papua New Guinea" as determined by the National Executive Council, as advised by the Minister for Public Service, in accordance with a recommendation from the Public Service Commission.

The National Executive Council may on the advice of the Provincial Executive Council remove a Provincial Administrator from service, in the interest of the State, having consulted the Public Service Commission and secured a recommendation to that effect. The Minister for Public Service shall ensure that proper advice is provided to the National Executive Council.

REFERENCES

SOURCE SECTION


s.27 (D.Heads) s.61(PA’s)

Public Service Regulation 7/9/2014

s.28

DELEGATION


Public Service (Management) Act 2014 S.3A, (i) and (ii)

B, (I) – (IV)

C, (IA-C) and (II) (III)

OVERVIEW OF PROCESS


PROCESS


1 MEAC/PEC on its own volition conducts investigation on the departmental head or as per request from the Minister for Public Service.

Source documents MEAC/PEC 2 weeks

2 MEAC/PEC established a prima facie case and submits to NEC

Report NEC 2 days

3 NEC deliberates on MEAC’s recommendation and revokes and decision is made

Report NEC 1 day

4 NEC advises the head of state Report NEC 1 day

5 Head of State signed instruments Instrument Report

Governor General 1 day

7 Instruments gazetted by GPO Instruments GPO 1 day

8 Final entitlements payout Claim process Agency 1 day

Request for revocation

Establish prima facie

NEC deliberates

Decision made

Instrument drafed by

FLC

Instrument signed

Instrument Gazetted

Final Entitlements


General Order No. 9 – Contracts for Senior Officers Appointed to

Management Positions

Description

This General Order covers the contractual terms and conditions of employment,

appointment, transfer, discipline and termination of senior officers in the Public Service.

Business Process 9.1: Initial Contract – Senior Officers

Business Process 9.2: Contract Variation – Senior Officers

Business Process 9.3: Contract Review – Senior Officers

Business Process 9.4: Discipline – Senior Officers

Business Process 9.5: Termination – Senior Officers



Business Process 9.1: Initial Contract – Senior Officers

KEY POINTS

Who designates the senior management offices for contract purposes?

The Minister for Public Service with approval from the National Executive Council designates offices in the national gazette for contract purposes.

What types of senior officer appointees are catered for under the Act and the General Order?

officers appointed by the Head of State acting on the advice of the National Executive Council;

officers appointed by Ministers under respective statutory provisions; and,

officers appointed under the provisions of the Public Service (Management) Act 2014 and G O 1, GO 3 and GO4, on the advice of the Chairperson of a duly appointed Selection Committee

What categories of officers fall under General Order 9?

officers appointed under the provisions of the Public Service (Management) Act 2014 and GO 1, GO 3 and GO4, on the advice of the Chairperson of a duly appointed Selection Committee.

What are the types of contract categories offered to senior management position under GO 9?

Category "A1" -Deputy Secretaries of Central Agency Departments (Grade 20).

Category "A2" -Deputy Secretaries of Departments and Offices (other than Central Agencies), Deputy Administrator of Provinces (Grades 18 – 19)

Category "B" -First Assistant Secretaries and District Administrators (Grades 17 – 18).

Category "C" -Assistant Secretaries, Provincial Coordinators/Advisors and Managers (Grades 15 – 17).

Category "D" -Section/ Branch Heads and Managers (Grades 12 – 15).

Who is eligible to be offered Senior Management Employment Contracts?

Deputy Secretaries & Deputy Provincial Administration

First Assistant Secretaries and District Administrators.

Assistant Secretaries, Provincial Coordinators/Advisers and Managers

Section/ Branch Heads and Managers. What is the period of a Standard Employment Contract?

A standard three (3) year contract period.


DELEGATION


Administration & Execution of Contracts Agency Head, Section 41 Delegate

Standard Terms And Conditions For The Employment Of Senior Officers In The National Public Service

Secretary DPM

REFERENCES

SOURCE SECTION

Public Services (Management) Act 2014 Section 40-43

General Order 9 Section 9.18-9.21

Terms & Conditions of Employment Section 1

OVERVIEW OF PROCESS

STEP ACTION RESOURCES

RESPONSIBILITY RECOMMENDED TIMEFRAME

1 DECLARATION OF SENIOR MANAGEMENT POSITION

1.1 The Process Starts When the Section 41 delegate prepares Form SOC9.1 (Designated Senior

Form SOC9.1

Section 41 Delegate

1 Day

Declaration of Senior

Management Positions

Drawing of Contract

ConsultationOffer &

ConsiderationAcceptance &

SigningRecords

Update & Filing




Management positions under part XI Initial Contract & Contract Renewal) for an officer after the completion of the recruitment & Selection process

RS 3.11 & RS 3.12

RS 3.10

Structure

1.2 Based on the submission the agency head shall declare the officer as substantively occupying a Senior Management Officer Position as defined under Sections 40 to 43 of the Act and General Order No.9, and their eligibility for appointment on a contract of employment.

Form SOC9.1

RS 3.11 & RS 3.12

RS 3.10

Section 41 delegate

2 Days

2 DRAFTING OF CONTRACT

2.1 The HR Manager drafts an employment contract agreement using details on Form 9.1 indicating Initial Contract and attach copies of: R&S Decision Form and the Approved ECT to confirm position and salary grading

Contract Agreement

Form SOC 9.1

Schedule 9.1 Salary & Allowances

HR Manager 3 Day

2.2 Refer the draft contract to HR Manager/Legal Officer to check for correctness

Contract agreement

HR Officer 3 Days

3 CONSULTATION

3.1 HR Manager/Officer prepares cover letter under the respective Agency Head and send to DPM or Section 41 Delegate with attachments for endorsement

Letter HR Manager 1 Day

3.2 HRAS Officer in DPM/Section 41 delegate receives Contract and does the following actions 1. Checks & Ensures that Form SOC9.1 is correctly

completed and Indicated as INITIAL and all required documents are attached

2. Contracts are drawn up correctly and the correct

Form SOC 9.1 Employment Contract

Form SOC9.1

Forms RS3.11& 3.12

HR&AS Manager HR&AS Officer Section 41 delegate

2 Days




category stated Form RS 3.10

Approved Structure

Contract Agreement Template

NEC Decision

Schedule

3.3 HR&AS Manager/Officer prepares Letter for Secretary’s (DPM) signature advising the Agency Head that the contract is in order for signing

Letter Employment Contract Agreement

HR&AS Manager HR&AS Officer

2 Days

4 OFFER & CONSIDERATION

4.1 The Department receives the contracts from DPM/Section 41 delegate and issues a draft contract to the Officer

Employment Contract

HR Manager 1 Day

4.2 The Agency receives Comments from Officer and Incorporates amendments (If Any)

Contracts of Employment

HR Manager 1 Day

4.3 HR Manager draw final Contract and produces triplicate

Employment Contract

Human Resources Manager Section 41 delegate

3 Days

5 SIGNING OF CONTRACT

5.1 HR Manager organise ceremony where the department signs on behalf of the state, the officer signs in acceptance and a Senior officer signs as witness

Employment contract

Agency Head Officer HR Manager

1 Day

6 UPDATE OF RECORDS & FILING

6.1 The HR Officer completes the New and Amended New/Amended HR Officer 1 Day




Employee form, enter contract status and Allowances on HR Payroll system

employee form

Senior HR Officer Data Entry Officer

6.2 Complete Finance Forms and Pay Settling Allowance PVA Finance Forms

HR Manager Salary Officer

1 Day

6.3 Update senior officers Contract Register and file copies of contract, PVA in Staff Files

Contract Register

Staff & Establishment Officer

3 Days

TOTAL TIME FOR COMPLETION OF PROCESS IS 25 DAYS



Business Process 9.2: Contract Variation – Senior Officers

KEY POINTS

When Can variation of contracts Occur?

Variation Of Contract Occurs where 1. During the Course of a contract an officer applies for and wins a position and/or is promoted 2. An officer is demoted to a lower classification through the discipline process

Who can vary a Contract?

The Senior Officers Employment contract makes provisions whereby the Secretary, Department of Personnel Management, may "vary, amend, add to, or delete" any of the terms and conditions of the Contract, either by mutual agreement between the Parties or by the giving of three months’ notice. In the event that the benefits under the Contract are to be reduced as a result, then the Senior Officer may give due notice, and resign without penalty. Is there loss of Benefits in a variation?

The Contract also provides for the Departmental Head, having consulted the Department of Personnel Management to transfer the Senior Officer to another contract position at any time, and the Senior Officer is required to comply with any directions of his/her Departmental Head in this respect. In this event the Senior Officer shall be paid salary and benefits under the Contract at the higher level of the two positions.

The effect of this provision ensures that the Senior Officer will be paid the same or higher salary and benefits, and never a lower salary and benefits than provided for under the Contract.

DELEGATION


Variation of Contract Agency Head, Section 41 Delegate

REFERENCES

SOURCE SECTION


General Order 9 Section 9 Clause 40 – 42



OVERVIEW OF PROCESS


1 NOTICE TO VARY & Acceptance

1.1 The Process begins when an officer or an agency issues a three month notice or both parties agree mutually for the variation in due consideration

Notice HR Manager 1 Day

1.2 A departmental head consults the Department of Personnel Management OR the Section 41 delegate on the variation

Letter HR Manager 5 Days

2 INCORPORATION OF VARIATION

2.1 The Officer responsible for Contracts fills Form SOC9.1 and indicates the VARIATION

Form 9.1 HR Officer 3 Days

2.2 The HR officer draws up the Contract Agreement to include the variations

Contract Agreement

HR Officer 1 Day

2.3 Attaches copies of Promotion Notification Forms RS3.11 & 3.12. and copy of previous contract agreement or the Discipline Committees Decision( for officers demoted to a contract position only) and any NEC directives

Form SOC9.1

Forms RS3.11& 3.12

Form RS

HR Officer 1 Day

Notice to Vary & Acceptance

Incorporation of Variation

Consultation Contract DraftingOffer &

Acceptance

Update Records &

Filing



3.10

Approved Structure


NEC Decision

3 CONSULTATION

3.1 HR Manager/Officer prepares cover letter under the respective Agency Head and send to DPM or Section 41 Delegate with attachments on endorsement


3.2 HRAS Officer (DPM)/Section 41 delegate receives Contract and does the following actions 1. checks and ensures that Form SOC9.1 is correctly completed and Indicated as RENEWAL and all required documents are attached 2. the contracts are drawn up correctly and the correct category stated


Form SOC9.1

Forms RS3.11& 3.12

Form RS 3.10

Approved Structure


NEC Decision

Schedule


2 Days

3.3 HR&AS Manager/Officer prepares Letter for Secretary’s Letter HR&AS Manager 2 Days



(DPM) signature advising the D/Hs, P/As and CEOs of respective Agencies that the contract is in order for signing and that a signed copy of the Agreement be return to DPM for record purposes

Employment Contract Agreement

HR&AS Officer

4 CONTRACT DRAFTING

4.1 The Department receives contracts from DPM and issues draft to Officer

Employment Contract

HR Manager 1 Day

4.2 The Department receives Comments On Draft Contract From Officer and Incorporates amendments (If Any)


HR Manager 1 Day

4.3 HR Officers drafts final Contract and produces triplicate Employment Contract


3 Days

5 OFFER & ACCEPTANCE

5.1 Agencies organise signing ceremony and Issues contracts to officer who shall sign in acceptance


1 Day


6.1 The officers update senior officers Contract Register and file copies of contract in Staff Files

Register Employment Contract

Agency Head Human Resources Manager Staff

1 Day


Business Process 9.3: Contract Review – Senior Officers

KEY POINTS

When the Does the Renewal Process Start?

A review process will commence six months prior to the contract termination date. The Departmental Head shall complete a review of each contract officer's performance three months prior to the termination date of a contract. . The purpose of this review is to make a decision whether or not to renew or not renew the contract

Who is responsible for review contracts?

A "Contract Review Committee", comprising Deputy Agency Head, plus divisional heads, within each Agency plus the Delegate of the Secretary Department of Personnel Management shall scrutinise all contract reviews for consistency and compliance with the principles and procedures and shall advise the Agency of the appropriateness of each renewal/non-renewal of contract.

Where the responsibility has been delegated to Agency Heads, A Section 41 delegate shall be appointed and shall provide advice to the Agency Head

DELEGATION


Review of Contract Agency Head

REFERENCES

SOURCE SECTION

Public Service Management Act 2014 Section 40-43

Standard Terms And Conditions For The Employment Of Senior Officers In The National Public Service

Section 1.7

General Order 9 9.58-9.74


OVERVIEW OF PROCESS


1. NOTIFICATION OF EXPIRY OF CONTRACT

1.1 The process Begins when the Human Resource Officer responsible for Contracts reviews the Contract Officers register and inform the contract officers on the expiry of their contracts and seek their intention to remain in service

Contract Register Notice

Human resource Officer

5 days

1.2 The Officer completes the review of senior officers contracts Form SOC 9.5 and compile the following which shall accompany Form SOC 9.5

1. A minimum of two performance review forms completed under General Order 5 for the purpose of awarding annual increment or of estimating promotion potential;

2. an up to date copy of the officer's job description;

and, 3. any copies of disciplinary warnings and/or

disciplinary proceedings conducted against the officer during the preceding period of the contract.

Form SOC 9.5 Form STD 5.1 Form OD 2.7 Form SOC 9.4

Human Resource Officer

10 Days

Expiry of Contract

Committee Deliberation

Endorsement NotificationCompliance

ChecksContract

DraftsSign Contract

Record Update & Filing


2 CONTRACT REVIEW COMMITTEE-DELIBERATION

2.1 The HR Manager organises a meeting for the contract Review committee and submits all documents to the committee for its deliberation

Minute Form SOC 9.5 Form STD 5.1 Form OD 2.7 Form SOC 9.4

HR Manager 5 days

2.2 The contracts review committee meets and scrutinise all contract reviews for consistency and compliance with the principles and procedures and shall advise the Agency Head of the appropriateness of each renewal/non-renewal of contract.

Form SOC 9.5 Form STD 5.1 Form OD 2.7 Form SOC 9.4 Decision Form

Contract Review committee Secretariat to Committee

5 days

3 DEPARTMENTAL HEAD ENDORSEMENT

3.1 The committee submits its recommendations with the appropriate Notices to the agency head who shall Seek the opinion of the Section 41 Delegate

Submission Committee Decisions

Agency Head Section 41 Delegate

3 Days

3.2 Approve and endorse the recommendations of the committee to renew or not to renew an expiring contract and the Notices to officers

Submission Committee Decisions

Agency Head Section 41 Delegate

1 Days

4 NOTIFICATION TO OFFICERS

4.1 The HR Officer issues the notices to officers whose contracts will be renewed

Notice

HR Officer 10 Days

4.2 The HR Officer Files copies of Notices in Personnel File

Notice Personnel File

HR Officer 5 Days

5 COMPLIANCE CHECKS

5.1 The HR Officer Draws up Contract for officers who have been recommended for renewal and refer to DPM For compliance checks

Contracts HR Manager 1 Days

5.2 HRAS Officer (DPM)/Section 41 delegate receives Contract and does the following actions 1. checks and ensures that Form SOC9.1 is correctly completed and Indicated as RENEWAL 2. the contracts are drawn up correctly and the correct category



2 Days


5.3 HR&AS Manager/Officer/Section 41 Delegate prepares Letter for Secretary’s (DPM) signature advising the Agency Head that the contract is in order for signing



2 Days

6. CONTRACT DRAFTS


Employment Contract

HR Manager 1 Day

6.2 The Department prepares contract in triplicate Contracts of Employment

HR Manager 1 Day

7 SIGNING OF CONTRACT( OFFER &

7.1 Agencies organise signing ceremony and officers and the Departmental representative sign



1 Day





1 Day


Business Process 9.4: Discipline – Senior Officers

KEY POINTS

What is the Law on Discipline of Contract Officers?

The Public Services (Management) Act exempts senior officers on contract from the provisions of Part XIV of the Act itself, covering the discipline of public servants. Each contract contains a disciplinary procedure, which, together with the definition of acceptable work performance, and grounds for termination for Cause binds the Parties.

What is the Disciplinary Procedure require?

The Disciplinary Procedure requires that for serious offences relating to breach of contract and termination for Cause, the Senior Officer shall be formally charged and suspended from duty by his or her Departmental Head, and shall be given the opportunity to reply to the charges prior to a decision being taken.

Prior to terminating a contract prematurely, consultation should be held with the Department of Personnel Management to ensure that the termination is made lawfully. Therefore, a Departmental Head shall exercise the power to terminate a contract prematurely on any grounds, in consultation with the Secretary, Department of Personnel Management, and in accordance with the advice of the Contractual Delegate pursuant to General Order 9.10.

DELEGATION


Discipline of Contract Officers Agency Head, Section 41 Delegate

REFERENCES

SOURCE SECTION

Public Services (Management) Act 2014 Section 41 Subsection 3

Fourth Edition Public Service General Orders 2012 – No. 9 Section 9.28-31, Section 9.32-33, Section 9.34-35

Terms & Conditions of Employment Section 19,20,25


OVERVIEW OF PROCESS


Committal of Offence

1 The Discipline process begins when a Senior officer commits an serious offence and the matter is reported to the Agency Head who directs an investigation of the matter

Minute Letter Section 20 Offences

Supervisor Whistle Blower

5 Days

Suspension

2 The Officer responsible for Discipline will draft the notice of suspension on Form SOC 9.2 and refer to the Agency Head for endorsement and/or Notice of Charges-SOC Form 9.3 if there is enough evidence for the officer to be charged

Minute Form SOC 9.2 Form SOC 9.3

HR Manager/Lawyer

3 Day

3 The HR Manager receives the suspension notice and serve the notice on the officer Officers delivering the Notice shall sign the Delivery notice of suspension which the Senior Officer will also sign in acknowledgement of receipt of the Notice In the event that the officer refuses to acknowledge receipt or the serving officers fail to locate the officer within 7 days the Agency Head shall determine an appropriate disciplinary action

Form SOC 9.2 Delivery Notice

HR Manager 1 Day

Investigation


Internal Investigation & Suspension

Investigation Charges Response Decision Punishment Records & Filing



4 In the event that not enough evidence is available the departmental Head shall appoint an independent investigator/investigation team


Drafting of Charges

5 Based on the Recommendations of the investigation, charges are drafted based on the approved charges on the Senior Officers terms & conditions of employment Each charge is drafted on a separated Charge Form and the offences stipulate Section 25 and Section 20 of the Senior officers Terms & Conditions of employment must be utilised

Form SOC 9.3

Legal Officer 2 Days

Legal Consultation

6 The HR officer refers all final forms for legal consultation(If required)

Form SOC 9.3 Legal Advice

Legal Officer 2 days

Serving Of Charges

7 The HR Manager receive and serve the Charges on the officer Officers Delivering the Charges shall sign the Delivery notice which the Senior Officer will also sign in acknowledgement of receipt of the Notice In the event that the officer refuses to acknowledge receipt or the serving officers fail to locate the officer within 7 days the Agency Head shall determine an appropriate discipline action

Form SOC 9.3 Delivery Notice

HR Manager Legal Officer

2 days

Response

8 The officer receives the charges and responds to each of the charges

Letter Senior Officer 14 Days

Consultation

9 Upon receipt of the charges the Departmental Head will fill Form 9.4 a together with the officers response and relevant evidence and a recommended action and submit to the

Form 9.4 a Letter

Agency Head 1 Day



Secretary for DPM/Section 41 delegate

Decision

10 The Secretary for DPM/Section 41 delegate, upon legal consultation shall make a decision and refer to agency

Form 9.4 b & C

Secretary DPM 1 Day

11 The HR Officer communicates the decision on the officer. Officers Delivering the Charges shall sign the Delivery notice which the Senior Officer will also sign in acknowledgement of receipt of the Notice In the event that the officer refuses to acknowledge receipt or the serving officers fail to locate the officer within 7 days the Agency Head shall determine an appropriate punishment

Form 9.4 B & C Letter

Agency Head HR Manager Legal Officer

3 Days

Institution Of Punishment

12 Agency Head receives officers response (if any), notes officers comments and imposes suitable punishment

Letter Agency Head 1 Day

12 Agency Head imposes appropriate punishment on officer Notification Agency Head 1 Day


6.1 The officer responsible updates senior officers records and file copies of documents in Staff File


Agency Head Human resources Manager & Staff

3 Days


Business Process 9.5: Termination – Senior Officers

KEY POINTS

When can a Senior Officers Employment Contract be terminated?

Standard contracts are of three years duration and will terminate 3 months after the expiry of the contract. However a contract may be terminated by either Party at any time in accordance with the provisions of the Contract. How can a contract be terminated?

A Senior Officer can be terminated by Resignation or a change or proposed change to the Constitution of Papua New Guinea; or in the best interest of Papua New Guinea; or in the event of a redundancy or force major situation; or for cause or death in which reasons for termination shall be given in writing to the Senior Officer and final termination shall be effected by the departmental head or provincial administrator.

Upon termination of the Contract at any time, unless the Contract specifically provides otherwise, following termination of notice period, the Senior Officer's employment in the Public Service will cease. In this event, the appropriate termination benefits, subject to any penalties shall become payable to the Senior Officer, including payment in lieu of notice if applicable.

DELEGATION


Termination of Contract Agency Head, Section 41 Delegate

REFERENCES

SOURCE SECTION


General Order 9 Section 9.36-43

Terms & Conditions of Employment Section 19,20


OVERVIEW OF PROCESS


1 EXPRESSION OF INTENTION TO TERMINATE

1.1 The contracts termination process begins when the parties(state & Officer) expresses their intention to terminate contract (except in death of office)

Form SOC 9.4 Resignation Letter Notification Letter

Employer Employee

1 Day

1.2 The other party receives the intention to terminate contract and agrees

Letter of Acceptance

Employer Employee

5 days

1.3 The agency head directs HR to effect termination of contract Minute

Agency Head 1 Day

1.4 The Salary Officer Updates & Prepare History Cards & File Records Including those on closed Files for affected officers



Intention to Terminate

Calculation of Final

EntitlementsNotification Exiting

Filing & Record Keeping


2. CALCULATION OF FINAL ENTITLEMENTS

2.1 The salary Officer Calculates Final Entitlements and Sign off on Forms

Personnel Files


Calculation Sheets


2.2 The Personnel Officer conducts diligence checks & Validate calculations & the HR Manager certifies information on the calculation Forms. The Department of Personnel Management may be consulted in this regard.

Personnel Files


Calculation Sheets

Personnel Officer Human Resource Manager

1 Day

2.3 The Salary Officer edits & completes Calculation Form & Sign-Off On Calculation Sheets and the Personnel Officer and Manager checks and certifies the forms

Calculation Sheets

Salary Officer Personnel Officer HR Manager

1 Day

3. NOTIFICATION

3.1 The Prepare Notices (If Applicable), Summary Of Calculations and Deed Of Releases.

Notice/Form SOC 9.5


Deed Of releases

Personnel Officer 5 Day

3.2 Issue Notice(If Applicable), Summary of Calculations, and calculation information sheet to officer who sign Deed Of Release in Acceptance of Payments

Form SOC 9.5


Deed Of Release

HRM Manager 2 Days

4. EXITING

4.1 Human Resource Manager organise and provide De-Orientation & Counselling( If required)

Budget

Facilitator

HR Manager 5 days

4.2 Employee completes POSF Separation Authority Advice and Form SUP 22 Employee 3 Days


submits to Agency For Departmental Head Endorsement

4.3 HR Officers Photocopy Salary History Cards and Beneficiaries Forms Of Officers and Complete Separation Advice


Form 4.13

HR Officers 5 Days

4.4 The HR Officer Dispatches Signed Separation Authority Form to Nambawan Super & place Copy in File


4.5 HR Officers develop & Print of Certificate of Service( If required)

Certificate of Service

HR Officers 3 Days

4.6 The Agency Organise ceremony & Issue Certificate of Service(If required)

Program

Logistics

Budget

Certificates

HRM Manager 1 Day

5. FILING & RECORD KEEPING

5.1 The Human Resource Mangers returns copies of Signed Deed Of Release Payments to DPM & Treasury for their records(if Officer is retrenched or paid termination benefits)

Deed of Release

Payments Register


HRM Manager 1 Day

5.2 The Agencies and DPM then file copy of Documents, Close & Store Files

Personnel Files

HRM 12 Months

5.3 The Agency refers the file to the National Archives after Keeping it in custody for 12 months

Personnel Files

HRM 1 Day


General Order No. 10 – Short Term National Contracts

Description

This General Order affects the policies of the National Executive Council on the

appointment of citizens on short term contracts in the Public Service, and the administration

of their terms and conditions of employment.

Business Process 10.1: Initial Short Term Contract

Business Process 10.2: Renewal of Short Term Contract

Business Process 10.3: Termination of Short Term Contract



Business Process 10.1: Initial Short Term Contract

KEY POINTS

Why engage on Short Term National Contract?

To provide a particular skill or service to a Department which is required for a short period and is not available from existing staff

To provide staffing for a particular project of specified duration of 12 months or less

To meet an unexpected workload which could not have been anticipated and is not expected to continue for more than a 12

month period

To meet unexpected contingencies during the budget year

What is the Entitlement and General Conditions?

Standard public service terms and conditions apply

Additional salaries and allowances are determined in consultation with Secretary DPM

Who is eligible for engagement on Short Term Contract (STC)? Non serving member(s) of the public service What is the duration of Short Term Contracts?

Up to 6 months duration and may be renewed for a further 6 months only.

Should not exceed 12 months in duration

Further extension is at the discretion of Secretary DPM

Why is the STC position advertised and who can apply?

A Departmental Head shall advertise the short term contract position, unless prior approval has been obtained from the Secretary, Department of Personnel Management to recruit a named person. Selection and appointment of a contract officer shall otherwise be implemented in accordance with General Order 3.

After 12 months the position should be advertised on a permanent arrangement and anyone including the STC position holder can apply


REFERENCES

SOURCE SECTION

Fourth Edition Public Service General Orders 2012 - GO 10

Fourth Edition Public Service General Orders 2012 GO 3 – Recruitment & Selection


DELEGATION


Approval for employment of Short Term Contract Employees Agency Head, Section 41 Delegate, Manager HR

OVERVIEW OF PROCESS

PROCESS


1. NEED FOR STC

1.1 Identify and justify the need to engage short term contract employees as a result of amendments to work

Directives Policy Directives

Agency Head

2 days

Need for STC

Identify Position

Prepare submission

Prepare STCCheck for

complianceAdvertise

STC positionRecruitment &

Selection



programs, pending proper recruitment, or due to legislative amendments etc.

2. IDENTIFY POSITION

2.1 Obtain HR Payroll system Vacancy Report to confirm and demonstrate that the position(s) are approved, vacant and funded

- Form OD 2.6 - Form RS 3.17 - Vacancy Report

Manager HR Personnel Officer

5 days

3. PREPARE SUBMISSION

3.1 Prepare submission to Agency Head to consider the following:

the nature of the work to be carried out and description of duties;

salary and allowances for the contract (i.e. equivalent Public Service level);

duration of contract (which shall normally not exceed six months duration)

justification for using contract employee rather than utilising existing staff;

funding limits prescribed under item 111 of government budget

Submission Form STC 10.1 ECT – OD 2.6

Agency Head, Manager HR

2 days

4. PREPARE STC

4.1 Prepare Short Term Contract and submit with the New Hire pre-requisites to Agency Head for compliance check (refer to GO.3 for new hire requirements)

Form STC 10.1 – STC

New Hire checklist

Manager HR

2 days

5. CHECK FOR COMPLIANCE

5 Check all documentation as per DPM advice and policy

If the Contract(s) have fully complied with the STC requirements, the new hire(s) is/are

Form STC 10.1 – STC

Manager HR, Section 41 Delegate

5 days



processed (DPM for offline agencies, Agency to process if online

If the Short Term Contract(s) is/have not fully met the compliance requirements, refer Step 4

6. ADVERTISE STC POSITION

6 Advertise the Short Term National Contract position(s)

Budget

Advertisement

Agency Head Manager HR

10 days

7. APPLY SELECTION AND APPOINTMENT PROCESS UNDER GO.3 TO APPOINT THE MOST APPROPRIATE CANDIDATE


Business Process 10.2: Renewal of Short Term Contract

KEY POINTS

What triggers renewal of a Short Term National Contract?

To ensure completion of an unexpected workload which could not have been completed within the initial 12 month period What is the maximum number of times that a Short Term Contract can be renewed?

Once after the first 6 months for a further 6 months to be approved by the agency head

Once after 12 months duration to be approved by Secretary DPM

REFERENCES

SOURCE SECTION

Fourth Edition Public Service General Orders 2012 - GO 10

Fourth Edition Public Service General Orders 2012 GO 3 – Recruitment & Selection


DELEGATION


Approval for Renewal of Short Term Contract Agency Head, Section 41 Delegate,

Manager HR


OVERVIEW OF PROCESS

PROCESS


1. NEED FOR CONTRACT RENEWAL

1.1 Identify the need for renewal of the short term contract Internal Memo/Minute

Agency Head

2 days

2. SUBMISSION TO SECRETARY DPM

2.1 Prepare submission to Secretary DPM taking into consideration the following:

the nature of the work to be carried out and justify why the work could not be accomplished within the projected time

salary and allowances for the contract (i.e. equivalent Public Service level);

duration of contract (which shall normally not exceed twelve months duration)

justification for using contract employee rather than utilising existing staff;

funding limits prescribed under item 111 of government budget.

(If the submission is approved by Secretary DPM, refer Step 3)

Form STC 10.1 – Short Term Contract of Employees of the National Public Service

Agency Head, Manager HR, Section 41 Delegate

5 days

Need for contract renewal

Submission to Secretary DPM

Contract Renewal

Compliance check

Non-compliance -Resubmit to

DPM

Maintain Records



3. CONTRACT RENEWAL

3.1 Prepare Short Term Contract Renewal for the officer Form STC 10.1 – Short Term Contract Renewal of Employment for National Contract Employees of the National Public Service

Manager HR, Section 41 Delegate

2 days

4. COMPLIANCE CHECK

4.1 Submit the STC(s) to DPM for compliance check before input into the Integrated HR Payroll system

If the contract fully meets the compliance requirements, upload data information onto the Integrated HR Payroll (DPM for offline agencies, Agency if online)

If the contract has not fully met the compliance requirements, refer to step 5

Form STC 10.1 – Short Term Contract Renewal of Employment for National Contract Employees of the National Public Service

Manager HR,

10 days

5. RESUBMIT TO DPM

5.1 Check documentation again in line with DPM advice and resubmit to DPM

Manager HR Section 41 Delegate

3 days

6. MAINTAIN RECORDS

6.1 Update HR Payroll system HR Payroll system Contract documentation

Personnel Officer 1 day

6.2 File documentation on Personnel file Agency File Index Contract documentation

Manager HR, Section 41 Delegate Personnel Officer

2 days



Business Process 10.3: Termination of Short Term Contract

KEY POINTS

When is a Short Term National Contract terminated?

The appointment of a short term contract employee shall terminate on completion of the agreed period (up to 12 months). In the event that the need to engage the employee continues beyond 12 months, the Departmental Head shall consult with the Secretary, Department of Personnel Management to renew the short term contract and enable the Departmental Head to take immediate action to fill the position substantively in line with General Order 3.

The employment under this Agreement may be terminated by the Departmental Head by giving one month prior notice to the Employee.

Except where a lesser period is agreed to by the Departmental Head, the Employee may terminate the employment by giving at least one month prior notice in writing directed to the Departmental Head and in the event of his/her giving such notice he/she shall also be deemed to have resigned from the employment as from the date of the expiry of the period of the notice

REFERENCES

SOURCE SECTION

Fourth Edition Public Service General Orders 2012 - GO 13 – Salaries & Allowances

Fourth Edition Public Service General Orders 2012 - GO 14 – Leave

Fourth Edition Public Service General Orders 2012 - GO 23 – Records management

PS (Management) Act, 2014

DELEGATION


Approval for termination of Short Term Contract Employment Agency Head


OVERVIEW OF PROCESS

PROCESS


1. IDENTIFY CONTRACTS DUE TO EXPIRE

1.1 1.1 Check HR Payroll system or check manual records to identify Short Term National Contract (STC) due to expire

Payroll system or

Manual Register

Personnel Officer

Progressive checks (Fortnightly)

1.2 Prepare list of STC’s due for expiry Memorandum

Personnel Officer HR Manager

1 day

2. NOTICE OF STC EXPIRY

2.1 Issue one month prior notice to the employee Memorandum – Notice of expiry

Agency Head Manager HR

2 days

3. TERMINATION OF OFFICER

3.1 Prepare termination benefits and process on HR Payroll system

HR Payroll system Termination calculations

Manager HR, Salary Officer

3 days

3.2 Check HR Payroll system to ensure termination has been processed correctly

HR Payroll system Termination calculations

Manager HR 1 day

4. UPDATE RECORDS

4.1 File termination documentation on Personnel File Termination Notice Letter of resignation Memorandum

Personnel Officer Records Officer

2 days

4.2 Close off file Advice to close file Records Officer 2 days

Identify contracts due to expire

Notice of expiryTermination of

OfficerUpdate records


General Order No. 11 – Employment of Non-Citizens

Description

This General Order covers the terms and conditions of employment of non-citizens, and

training and localisation in the Public Service.

Business Process 11.1: Recruitment of Non-Citizens

Business Process 11.2: Renewal of Non-Citizens Contract

Business Process 11.3: Variation of Non-Citizens Contract

Business Process 11.4: Discipline of Non-Citizens

Business Process 11.5: Termination of Non-Citizens Contract



Business Process 11.1: Recruitment of Non-Citizens

KEY POINTS

Who is responsible for the employment of Non-Citizens?

The Engagement of Non-Citizens is governed under the provisions of the Public Employment(Non-Citizen) Act in which the Secretary for the Department is the sole authority for decisions relating to the employment of Non-Citizens When is a non-contract officer recruited?

The most basic pre-requisite for the employment of a non-citizen is that no suitably qualified and experienced Papua New Guinean is available What is Duration of employment?

The Employment of Non-Citizens Shall is for a minimum period of 1 year maximum period of 3 years in which the NCE is expected to provide training to a National Employee. What are the major categories of Non-Citizen Employees?

The Major Categories of Non-Citizen Contracts are as follows: (a) Breadwinner Contract: - Accompanied Status - Unaccompanied Status (b) Dependant Contract: - Overseas Recruit - Local Recruit (c) Volunteer Workers (Additional process identified after Recruitment of Non-Citizens)

DELEGATIONS


Recruitment of NCE Department Of Personnel Management

REFERENCES

SOURCE SECTION

Public Employment (Non-Citizen) Act Section 6

General Order 11 Section C Subsection 1.19-11.30


OVERVIEW OF PROCESS


1. ESTABLISHMENT OF NEED FOR NON CITIZEN EMPLOYEE

1.1 The process starts when an agency establishes that there is no skilled National to do a job as demonstrated through local Recruitment drives

Selection reports HR Manager 60 Days

1.2 The agency develops a localisation plan & identify an understudy to the position

Localisation Plan HR Manager 10 Days

1.3 The agency confirms the vacancy from the HR Payroll system & funding

HR Payroll Establishment

Establishment Register-RS 3.17

RS Officer 1 Day

2.1 The agency updates the Job Description for the position

OD Form 2.7 OD Officer 1 Day

1.4 The agency seeks approval from the Department of Personnel Management to recruit Oversees

Letter/submission HR Manager 3 Days

1.5 DPM considers case & Issues approval for Agency to recruit Overseas

Letter of Approval HRAS Manager/Officer

5 Days

2. ADVERTISMENT

2.1 The agency select a suitable medium of advertisement Minute RS Officer 2 Days

Need to Engage NCE

AdvertisementSorting

ApplicationsScreening & Short Listing

Interview SelectionOffer of

EmploymentOn Boarding


and seek approval from agency head Internet

Agent

2.2 Prepare Form NCE 11.1 ( Advertisement Form) and remit payments to Oversees Media

Form NCE 11.1 RS Officer 1 Day

3. RECEIVING & SORTING APPLICATIONS

3.1 The agency receives & stamps applications & create file

File/Folders Stamp

Staffing Officer 14 Days

3.2 Register Applications & acknowledge applications Form RS 3.6 Staff Officer Concurrently as above

3.3 Prepare acknowledgement letters Form RS 3.4 Staff Officer 3 Days

3.4 Cull & Eliminate applicants & prepare notification letters for late and/or unsigned and/or incomplete applications

Form RS 3.5 S& E Officer Concurrently as above

4. SCREENING AND SHORTLIST

4.1 Establish Criteria & Create profile of applications Form RS 3.7 RS Officer 5 Days

4.2 The HR Manager appoints screening panel and notifies members

Minute HR Manager 5 days

4.3 Panel meets to compare criteria to Profile and create short list & eliminations

Form RS 3.7 5 Days

4.4 Prepare Shortlisting report Form 3.7A HR Manager 5 Days

4.5 Notify Unsuccessful applicants Form 3.5 S & E Officer 5 Days

5. INTERVIEW

5.1 Develop/formulate Interview questions, Form Interview panel & Develop Interview programme

Questionnaire

Program

Human Resource Manager

5 Days

5.2 Advise applicants on shortlist on Travel Itinerary & Interview Programme

Travel Itinerary

Interview Program

HR Manager 5 Days

5.3 Department Representative conducts interview & prepares interview reports

Interview

Reports

Dept. representative

1 Day

5.4 Panel conducts Interviews & completes & signs the applicant rating summaries

Form 3.8 Interview Panel 1 Day

5.5 Panel rank all candidates & sign form Form 3.9 Interview Panel 1 Day

5.6 HR Manager conducts reference check Phone HR Manager 1 Day

5.7 Fill in Form NCE 11.1 and submits to DPM who shall NCE 11.2 HR Manager 1 Day


give authorisation for the Non-citizen to undergo the selection process

6 SELECTION

6.1 The Agency forms Committee , arrange signing of Oath & develop programme

Form RS3.3 HRAS Manager 5 days

6.2 The Selection committee considers Interview Reports & makes decision on candidates

Form RS 3.10 Selection committee

3 Days

6.3 The Chairman write Selection Report Form RS 3/19 Chair-Committee 3 Days

7. Provisional Offer Of Employment

7.1

On receipt of the decision the HR Manager refers decision to DPM who will determine the category of contract and the conditions of employment

Contract Agreement

HRAS Officer 3 Days

7.1 DPM Draws up Contract Of Employment and Notice to the NCE and refers documents to the agency

Contract Agreement

HRAS Officer 3 day

7.3 The agency compiles and despatch to successful candidate the Contract package consisting of A provisional offer of employment, Terms & conditions of employment, three sets of contract Agreement and schedule of allowances and expense, Medical Forms & authorised dependants forms

Schedule 11.1

Schedule 11.2

Contract Agreement

Medical Form

Authorised Dependent form

HR Manager 3 Days

7.4 If offer is not accepted then the committee will reconvene to make an offer to the Next wait list candidate

Notice committee 1 day

7.5 If the Offer is accepted the candidate notifies the Agency & provides the prerequisites for engagement 1. A Signed acceptance 2. Two signed contracts 3. Completed application for employment 4. Police clearance 5. Marriage certificate(If applicable) 6. Declaration of dependents 7. Birth certificates

Notice of Acceptance

Contract Agreement

Police Clearance

Marriage Certificate

Dependents declaration form

Birth Certificate

NCE 5 Days


8. Medical certificate and x-ray reports 9. Three references 10. Certified copies of qualifications 11. Certified copy of dissolution of marriage 12. Registration to practice(If applicable)

Medical Certificate & a-ray reports

References

Qualifications

Dissolution of Marriage ( If applicable)

Registration Of Practice

7.6 Upon receipt of acceptance the agency notifies unsuccessful candidates on wait list

Form RS 3.5 HR Staffing Officer 3 days

8 ONBOARDING

8.1 VISA Formalities

8.1.1 DPM forwards a request for entry permit & VISA to Immigration Provide a copy to the employing agency for follow up

Visa

Entry Permit

Agency 1 Day

8.1.2 Candidate undergoes & satisfies immigration formalities and confirms ETA in PNG

Immigration forms NCE 1 Day

8.2 Travel & Reception

8.2.1 agency makes reservation for travel arrangements using the most direct route to the closest airport

Transport

Tickets

HR Manager 1 Days

8.2.2 The agency organises reception and transport to accommodation. Accommodation may temporarily be a hotel for 14 days whilst awaiting finalisation for permanent lease accommodation

Transport

Accommodation

HR Manager 14 Days

8.2.3 Upon arrival the agency completes formalities such as 1. Reimbursement of travel expenses

Statutory Declaration of shipping In Allowance

NCE 1 Day

8.3 Orientation & Commencement on Pay Roll

8.3.1 The Department Organises & Conducts Orientation for NCE

Program HR Manager 3 days


8.3.2 Instruction to Salary Officer to Commence NCE on New Contract

Minute HR Manager 1 Day

8.3.3 Complete New and Amended form and refer to Data Entry Officer

PVA Personnel Officer Salary Officer

1 Day

8.3.4 Creation on personnel File and file personal information and Copy of PVA and Contract

Personnel File

Salary History Card


Recruitment of Volunteers

STEP

ACTION RESOURCES RESPONSIBILITY RECOMMENDED TIMEFRAME

1. ESTABLISH NEED FOR VOLUNTEER

1.1 The process starts when an agency establishes the need to recruit a Volunteer due to difficulties in recruitment as demonstrated through local Recruitment drives

Selection reports HR Manager 60 Days

1.2 The agency makes representation to Volunteer Organisations

Meetings Letter

Division Head HR Manager

10 Days

1.3 The agency develops a localisation plan & identify an understudy to the position

Localisation Plan HR Manager 10 Days

1.4 The agency confirms the vacancy from the HR Payroll system & funding

HR Payroll Establishment

Establishment Register-RS 3.17

RS Officer 1 Day

1.5 The agency updates the Job Description for the position OD Form 2.7 OD Officer 1 Day

1.6 The agency seeks approval from the Department of Personnel Management stating the Details of the position and the Length of Contract

Letter/submission HR Manager 3 Days

1.7 DPM considers case and in approving prepares the Contract of Employment and refers documents to the agency

Letter of Approval HRAS Manager/Officer

5 Days

2. PROVISIONAL OFFER OF EMPLOYMENT


2.1 The agency compiles and despatch to successful candidate the Contract package consisting of A provisional offer of employment, Terms & conditions of employment, three sets of contract Agreement and schedule of allowances and expense, Medical Forms & authorised dependants forms

Schedule 11.1

Schedule 11.2

Contract Agreement

Medical Form

Authorised Dependent form

HR Manager 3 Days

2.2 The volunteer notifies the Agency & provides the prerequisites for engagement 13. A Signed acceptance 14. Two signed contracts 15. Completed application for employment 16. Police clearance 17. Marriage certificate(If applicable) 18. Declaration of dependents 19. Birth certificates 20. Medical certificate and x-ray reports 21. Three references 22. Certified copies of qualifications 23. Certified copy of dissolution of marriage 24. Registration to practice(If applicable)

Notice of Acceptance

Contract Agreement

Police Clearance

Marriage Certificate

Dependents declaration form

Birth Certificate

Medical Certificate & a-ray reports

References

Qualifications

Dissolution of Marriage ( If applicable)

Registration Of Practice

NCE 5 Days

3. ONBOARDING

3.1 VISA Formalities

3.1.1 The Volunteer Organisation request for entry permit & VISA to Immigration Provide a copy to the employing agency for follow up

Visa

Entry Permit

Agency 1 Day


3.1.2 Candidate undergoes & satisfies immigration formalities and confirms ETA in PNG

Immigration forms

NCE 1 Day

3.2 Travel & Reception

3.2.1 agency makes reservation for travel arrangements using the most direct route to the closest airport

Transport

Tickets

HR Manager 1 Days

3.2.2 The agency organises reception and transport to accommodation. Accommodation may temporarily be a hotel for 14 days whilst awaiting finalisation for permanent lease accommodation

Transport

Accommodation

HR Manager 14 Days

3.2.3 Upon arrival the agency completes formalities such as 6 Reimbursement of travel expenses

Statutory Declaration of shipping In Allowance

NCE 1 Day

3.3 Orientation & Commencement on Pay Roll

3.3.1 The Department Organises & Conducts Orientation for NCE

Program HR Manager 3 days

3.3.2 Instruction to Salary Officer to Commence NCE on New Contract


8.3.3 Complete New and Amended form and refer to Data Entry Officer


1 Day

8.3.4 Creation on personnel File and file personal information and Copy of PVA and Contract

Personnel File

Salary History Card



Business Process 11.2: Renewal of Non-Citizens Contract

KEY POINTS

Who Determines the Rules Governing Renewal Of NCE Contracts?

The rules governing contract renewal are determined by the Secretary, Department of Personnel Management in accordance with the Public Employment (Non-Citizen) Act, as outlined in Non-Citizen Contracts of Employment and General Order 11. How can an NCE Employment Contract be renewed?

The period of employment under a contract may be extended by recommendation of the head of the employing agency and by mutual agreement between the Officer and the Secretary, Department of Personnel Management for such further period and upon such terms and conditions as may be agreed.

The Secretary, Department of Personnel Management, shall notify the Employee in writing at least 3 months prior to the expiry of the contract of the State's intention regarding extension or renewal of contract.

The Employee shall notify the Secretary, Department of Personnel Management in writing of his/her intention with regard to extension or renewal of the Contract, within 1 month of receiving the offer made by the State. What are the requirements of NCE contract renewals?

Renewals are subject to the provision of a quarterly progressive report on the training and Localisation of position. Retention of NCE is must consider certification & Funding, The fact that No Local Officer is available, performance appraisal, Training of understudy, physical fitness What happens to the Benefits of an NCE upon renewal Of his or her Contract?

Accrued benefits earned under the Contract not paid out and carried forward into an extended or renewed contract shall be treated as though they had been earned under the extended or renewed contract.

DELEGATION


Renewal Of NCE Contract Department of Personnel Management


REFERENCES

SOURCE SECTION

General Order 11 Section G subsection 11.68-11.71

Standard Contract Of Employment Section 19 sub section (a)-(c)

OVERVIEW OF PROCESS


1. ESTABLISH NEED FOR RENEWAL

1.1 The Contract Renewal process begins when it is established of the need for the renewal of a contract officer

Performance appraisal Localisation Report

HR Manager 3 Days

1.2 The Agency Notifies Non Contract Officer on Intention to Renew

Notification letter

HR Manager 1 Day

1.3 Both Parties Shall discuss the terms and conditions of the renewal

Meeting NCE Agency Head

1 Day

2. CONTRACTING

3.1 The agency Seeks approval from the Department Of Personnel Management for the renewal of contract

Appraisal Reports

Localisation & Training Program

Agency Head 5 days

Need to renew

contractNotification Contracting

Offer for Renewal

Work Permit &

Visa

Payroll Action

Records & Filing


3.2 The Department of Personnel Management Draws up the contract of employment in triplicate and prepares submission to Secretary for approval with an officer of employment The DPM shall consideration performance of the Non-Citizen and the efforts made on the Localisation Plan and Training, Physical fitness of the NCE

NCE Contract Agreement

HRAS Officer 4 Days

3. OFFER FOR RENEWAL

3.1 The agency receive and issue to the NCE the extension of contract package including offer of contract employment, Terms & Conditions of employment and three sets of contract Agreement

NCE Contract Agreement

S&E Officer 1 Day

3.2 The candidate notifies DPM and provides the prerequisites for engagement, Signed response accepting the offer, Two signed in amended contracts, Completed application for employment

Letter of acceptance

HR Manager 3o Days

4. VISA FORMALITIES

4.1 DPM then forwards a request for an extensions of the entry permit & VISA to Immigration

Visa Extension Application

HR Manager 3 Days

4.2 Candidate undergoes & satisfies immigration formalities Immigration Interviews and Forms

NCE Immigration Officials

1 Days

5. PAYROLL

5.1 Instruction to Salary Officer to Commence NCE on New Contract


5.2 Complete New and Amended form and refer to Data Entry Officer


1 Day

6. RECORDS AND FILING

6.1 File copy of Contract and PVA in Personnel File and update Salary History Cards

Salary history Cards

Personnel Management

Staffing & Establishment Officer

1 Day



Business Process 11.3: Variation of Non-Citizens Contract

KEY POINTS

When Can variation of contracts Occur? It is not the policy of Government to promote and transfer non-citizen contract officers during the currency of a contract, other than in the interest of the State wherein Variation Of Contract Occurs where in it can be demonstrated by the employing Department that the promotion and/or transfer will clearly aid more effective training and more speedy and efficient localization.

Who can vary a Contract? The Secretary, Department of Personnel Management, is the sole authority may "vary, amend, add to, or delete" any of the terms and conditions of the Contract, either by mutual agreement between the Parties or by the giving of three months’ notice.

DELEGATION


Variation of Contract Agency Head, Section 41 Delegate

REFERENCES

SOURCE SECTION


General Order 9 Section 9 Clause 40 - 42



OVERVIEW OF PROCESS


1 NOTICE TO VARY & ACCEPTANCE

1.1 The Process begins when an officer or an agency issues a three month notice or both parties agree mutually for the variation in due consideration

Notice HR Manager 1 Day

1.2 A departmental head consults the Department of Personnel Management OR the Section 41 delegate on the variation

Letter HR Manager 6 Days

2 INCORPORATION OF VARIATION

2.1 The Officer responsible for Contracts fills Form SOC9.1 and indicates the VARIATION

Form 9.1 HR Officer 3 Days

2.2 The HR officer draws up the Contract Agreement to include the variations

Contract Agreement

HR Officer 1 Day

2.3 Attaches copies of Promotion Notification Forms RS3.11 & 3.12. and copy of previous contract agreement or the Discipline Committees Decision( for officers demoted to a contract position only) and any NEC directives

Form SOC9.1

Forms RS3.11& 3.12

Form RS 3.10

Approved Structure

Contract

HR Officer 1 Day

Notice to Vary & Acceptance

Incorporation of Variation

Consultation DraftingSigning of

Offer & Acceptance

Update records & filing



Agreement Template

NEC Decision

3 CONSULTATION

3.1 HR Manager/Officer prepares cover letter under the respective Agency Head and send to DPM or Section 41 Delegate with attachments on endorsement


3.2 HRAS Officer (DPM)/Section 41 delegate receives Contract and does the following actions 1. checks and ensures that Form SOC9.1 is correctly completed and Indicated as RENEWAL and all required documents are attached 2. the contracts are drawn up correctly and the correct category stated

Form SOC 9.1

Employment Contract

Form SOC9.1

Forms RS3.11& 3.12

Form RS 3.10

Approved Structure


NEC Decision Schedule


2 Days

3.3 HR&AS Manager/Officer prepares Letter for Secretary’s (DPM) signature advising the D/Hs, P/As and CEOs of respective Agencies that the contract is in order for signing and that a signed copy of the Agreement be return to DPM for record purposes


HR&AS Manager HR&AS Officer

2 Days

4 DRAFTING


Employment Contract

HR Manager 1 Day

4.2 The Department receives Comments On Draft Contract Contracts of HR Manager 1 Day



From Officer and Incorporates amendments (If Any) Employment

4.3 HR Officers drafts final Contract and produces triplicate Employment Contract


3 Days

5 SIGNING (OFFER & ACCEPTANCE)

5.1 Agencies organise signing ceremony and Issues contracts to officer who shall sign in acceptance


1 Day

6 UPDATE RECORDS & FILING




1 Day


Business Process 11.4: Discipline of Non-Citizens

KEY POINTS

Discipline for Non-citizen is conducted under General Order 11 and the Terms & conditions of employment.

The Disciplinary Procedure requires that for serious offences relating to breach of contract and termination for Cause, the NCE shall be formally charged and suspended from duty by his or her Departmental Head, and shall be given the opportunity to reply to the charges prior to a decision being taken.

The Department of Personnel Management is the authority for the discipline of the NCE therefore copies of charges and evidences must be submitted to the Secretary for DPM whose decision shall be final

DELEGATION


Discipline of Contract Officers Agency Head, Section 41 Delegate

REFERENCES

SOURCE SECTION


General Order 11 Section 9.28-31, Section 9.32-33, Section 9.34-35

Terms & Conditions of Employment Section 19,20,25

OVERVIEW OF PROCESS


Suspension Investigation Charges Response Decision Punishment Records & Filing



1. Committal of Offence

1.1 The Discipline process begins when a NCE commits an serious offence and the matter is reported to the Agency Head who directs an investigation of the matter

Minute Letter Section 18 Offences

Supervisor Whistle Blower

5 Days

2. Suspension

2.1 The Officer responsible for Discipline will draft the notice of suspension and refer to the Agency Head for endorsement and/or Notice of Charges if there is enough evidence for the officer to be charged

Minute Notice of suspension

HR Manager/Lawyer

3 Day

2.2 The HR Manager receives the suspension notice and serve the notice on the officer Officers delivering the Notice shall sign the Delivery notice of suspension which the Senior Officer will also sign in acknowledgement of receipt of the Notice In the event that the officer refuses to acknowledge receipt or the serving officers fail to locate the officer within 7 days the Agency Head shall determine an appropriate disciplinary action

Notice of Suspension Delivery Notice

HR Manager 1 Day

3. Investigation

3.1 In the event that not enough evidence is available the departmental Head shall appoint an independent investigator/investigation team


4. Drafting of Charges

4.1 Based on the Recommendations of the investigation, charges are drafted based on the approved charges on the Senior Officers terms & conditions of employment Each charge are draft on a separated Charge Form and the offences stipulated Section 25 in conjunction with section 20

Form SOC 9.3 Legal Officer 2 Days



of the Senior officers Terms & Conditions of employment must be utilised

5. Legal Consultation

5.1 The HR officer refers all final forms for legal consultation(If required)

Charges, Evidences Legal Advice

Legal Officer 2 days

6. Serving Of Charges

6.1 The HR Manager receive and serve the Charges on the officer Officers Delivering the Charges shall sign the Delivery notice which the Senior Officer will also sign in acknowledgement of receipt of the Notice In the event that the officer refuses to acknowledge receipt or the serving officers fail to locate the officer within 7 days the Agency Head shall determine an appropriate discipline action

Charges Delivery Notice

HR Manager Legal Officer

2 days

7. Response

7.1 The officer receives the charges and formally responds in writing

Letter Senior Officer 7 Days

8. Consultation

8.1 Upon receipt of the charges the Departmental Head will refer the charge papers, officers response, relevant evidence and recommended actions to the Secretary for DPM

Recommendations Letter

Agency Head 1 Day

9. Decision

9.1 The Secretary for DPM upon legal consultation shall make a decision and refer to agency

Decision Form Secretary DPM 1 Day

9.2 The HR Officer communicates the decision to the officer. Officers Delivering the Charges shall sign the Delivery notice which the Senior Officer will also sign in acknowledgement of

Decision Form Delivery Notice

Agency Head HR Manager Legal Officer

3 Days



receipt of the Notice In the event that the officer refuses to acknowledge receipt or the serving officers fail to locate the officer within 7 days the Agency Head shall determine an appropriate punishment

10. Institution Of Punishment

10.1 Agency Head receives officers response (if any), notes officers comments and imposes suitable punishment

Letter Agency Head 1 Day

10.2 Agency Head imposes appropriate punishment on officer Notification Agency Head 1 Day

11. UPDATE OF RECORDS & FILING

11.1 The officer responsible for records updates officers records and file copies of documents in Staff File


Agency Head Human resources Manager & Staff

3 Days


Business Process 11.5: Termination of Non-Citizens Contract

KEY POINTS

What is the duration of an NCE Employment Contract? Standard NCE contracts are of one to three years in duration

How can the contract be terminated? The employment under this contract may be terminated:-

i. by either the Secretary, Department of Personnel Management or the Employee each giving to the other at least three months' notice in writing; or

ii. by the Secretary, Department of Personnel Management by giving to the Employee no less than three months' notice in

writing and paying the Employee's salary and other emoluments calculated up to the expiration of three months after giving of such notice in which event the employment shall terminate on the date stipulated in such notice; or

iii. by the Secretary, Department of Personnel Management without allowing any period of notice or making any payment in

lieu of notice should the Secretary, Department of Personnel Management terminate the employment for Cause under the Terms and Conditions.

What are the grounds of termination? The grounds on which the Secretary, Department of Personnel Management may terminate the Contract are:-

i. a change or proposed change to the Constitution of Papua New Guinea; or ii. in the best interest of Papua New Guinea; or iii. in the event of a redundancy or force majeure situation; or iv. as a result of Training and Localisation programs which require the replacement of the Employee by a Papua New

Guinean; or v. on the advice of a Medical Practitioner in the event that the Employee is unable to work as a result of sickness or injury; or vi. for Cause as determined by the Terms and Condition, or the Law of Papua New Guinea.

DELEGATION


Termination of Contract Secretary, DPM


REFERENCES

SOURCE SECTION

General Order 11 11.


OVERVIEW OF PEOCESS


1 EXPRESSION OF INTEREST

1.1 The contracts termination process begins when the NCE or the state expresses their intention to terminate contract (except in death of officer or termination for cause)

Form SOC 9.4 Resignation Letter Notification Letter

Employer Employee

1 Day

1.2 The other party receives the intention to terminate contract and agrees

Letter of Acceptance

Employer Employee

5 days

1.3 The agency head directs HR to effect termination of contract

Minute

Agency Head 1 Day

1.4 The Salary Officer Updates & Prepare History Cards & File Records Including those on closed Files for affected officers




2.1 The salary Officer Calculates Final Entitlements and Sign off on Forms

Personnel Files


Calculation


Intention to Terminate

Calulation of Final

EntitlementsNotification Exiting

Travel Arrangement

Record Update & Filing


Sheets

2.2 The Personnel Officer conducts diligence checks & Validate calculations & the HR Manager certifies information on the calculation Forms. The Department of Personnel Management may be consulted in this regard.

Personnel Files


Calculation Sheets

Personnel Officer Human Resource Manager

1 Day

2.3 The Salary Officer edits & completes Calculation Form & Sign-Off On Calculation Sheets and the Personnel Officer and Manager checks and certifies the forms

Calculation Sheets

Salary Officer Personnel Officer HR Manager

1 Day

3. NOTIFICATION

Seek and Issue Final certificate of clearance Certificate of clearance

Section 41 Delegate

3 days

3.1 The HR Manager Prepare Notices (If Applicable), Summary Of Calculations and Deed Of Releases.

Notice/Form SOC 9.5


Deed Of releases

Personnel Officer 2 Day

3.2 Issue Notice (If Applicable), Summary of Calculations, and calculation information sheet to officer who sign Deed Of Release in Acceptance of Payments

Form SOC 9.5


Deed Of Release

HRM Manager 2 Days

4. EXITING

4.1 Human Resource Manager organise and provide De-Orientation & Counselling( If required)

Budget

Facilitator

HR Manager 5 days

4.2 HR Officers develop & Print Reference ( If required) Certificate of Service

HR Officers 3 Days

4.3 The Agency Organise & Undertake farewell ceremony (If required)

Program

Logistics


HRM Manager 1 Day


Certificates

5. TRAVEL ARRANGEMENTS

5.1 Agency makes travel arrangements using the most direct route to the closest airport

Airfares

Transport

HR Manager 1 Day

5.2 Employee completes Statutory Declaration for Shipping Out Allowance

Statutory declaration

Employee 3 Days

5.3 Agency organises Shipment of personal effects( If required)

Shipping Agents HR Manager 1 Day

5.4 The Agency organises and transport to airport. Transport HR Manager 1 Day


6.1 Agency Fills Form Term 1 to terminate NCE from government payroll

Form Term 1

HR Officer 1 Day

6.2 The Agencies and DPM then file copy of Documents, Close & Store Files

Personnel Files HRM 12 Months

6.3 The Agency refers the file to the National Archives after Keeping it in custody for 12 months

Personnel Files HRM 1 Day


General Order No. 12 – Engagement of Consultants

Description

This General Order covers the procedures for engaging consultants and the terms and

conditions of consultancy contracts for the Public Service.

Business Process 12.1: Engagement of Consultants



Business Process 12.1: Engagement of Consultants

KEY POINTS

What is the Consultancy Steering Committee and its roles & responsibilities?

Alternative method of When should engagement of Consultants be effected?

When there is a need for specialised skills, know how

Unexpected workload as a result of policy directives

No suitability qualified and experienced public servants.

No suitability qualified and experienced Non-Citizens Who is responsible for the funding the Engagement of Consultant

Agency( dependent on availability of availability of funds under Item 141)

Proposal within K300,000.00 approved by CSC

Proposal above K300,00.00 will comply with CSTB procedures under the Public Finance(Management) Act How long can a Consultant be engaged?

Duration of 3 months to 3 years

Further extension is on approval by CSC

REFERENCES

SOURCE SECTION

Public Service(Management) Act 2014

Public Finance(Management) Act & Finance Regulations Public Employment(Non-Citizen) Act Consultancy Steering Committee(State Solicitor, Treasury, DPM, Agency) World Bank Consulting Manual Central Supply Tenders Board Organic Law on Provincial & Local Level Government Fourth Edition Public Service General Orders 2012 No. 12


DELEGATION


Approval of Engagement of Consultants Consultancy Steering Committee(CSC)

Approval of Consultancy Services(Total expenditure not exceeding K300,000.00) Agency Head

Report on Consultancy Services to CSC Agency Head

Report on Consultant’s Performance Agency Head

OVERVIEW OF PROCESS

PROCESS


1 Determine scope of project /study to be undertaken and the justification for the use of consultancy services

T. O. R Budget

Agency Head Divisional Head

4 weeks

Need for consultants

Develop TORPrepare detailed

estimates

Identify consultants

Approval by Agency Head

Approval from CSC

Signed Contract

File documentation



Individual/Group Manager HR

2 Develop detail Terms of Reference for the consultancy services including clear specification for the project

T.O.R Duration of the project Specification on the Payment

Divisional Head 4 weeks

3 Prepare detailed estimates of the cost of the Consultancy under Item 141.

Budget Book

4 weeks

4 Provide a list of individuals or company considered appropriate to conduct the project or /study including those invited to submit proposals

List of proposed Individuals or companies

Divisional Head Manager HR

2 days

5 Submit proposal to Agency Head Proposal Manager-HR 1 day

6 Seek approval from Consultancy Steering Committee(CSC)

Submission Agency Head 1 day

7 Develop Contract in an approved format and obtain signatures

Contract Template Manager HR Consultants

3 days

8 File documentation Contract Template Manager HR Records Management

1 day



General Order No. 13 – Salaries and Allowances

Description

This General Order covers pay policy and salary determination, hours of work, overtime and

other allowances.

Business Process 13.1: Salaries and Allowances



Business Process 13.1: Salaries and Allowances

KEY POINTS

Terms and Conditions Department of Personnel Management have the powers to make or to change the terms and conditions of employment of any public servant or public employee under the Public Services (Management) Act. These powers have NOT been delegated to any Agency in the Public Service. Normal Hours for Day Workers Normal hours of duty for day workers shall be 36 and ¾ hours per week, to be worked between the hours of 7:45 am to 12:00 noon and 1:00 pm to 4:06 pm, Monday to Friday. Normal Hours for Shift Workers Unless otherwise determined by industrial agreement or by established practice, shift hours of duty shall be an average of 73.5 hours per fortnight. The hours of attendance shall be determined by the Departmental Head of the Department concerned, in consultation with the Secretary, Department of Personnel Management. Types of Allowances: Salary Related Allowances

Higher Duties Allowance (HDA)

Non- Reduction Allowance (NRA)

Domestic Market Allowance (DMA)

Other Allowances

Duty Related Allowances

Travelling Allowances

Miscellaneous Allowances

Overtime Allowances (only for Grade 11 and above and must be requested and approved PRIOR to working overtime)

Shift Allowance Allowances requiring prior approval from Department of Personnel Management:

Audit Inspector Allowance

Finance Inspector Allowance

Health Inspector and Health Extension Officer Allowance


DELEGATION

SOURCE

Departmental Heads

REFERENCE

SOURCE SECTION

PS (Management) Act 2014

Salaries Conditions and Monitoring Committee Act 1975

Fourth Edition General Orders 2012 – General Order 13 13.1- 13.118

OVERVIEW OF PROCESS – SALARIES & ALLOWANCES

Employee submits request

Supervisor checks request

Request to HRAgency Head

decisionCommunicate

DecisionProcess

EntitlementFile

documentation

Medical Officer Overtime Allowance

Power Station Officer Allowance

Duty Related Allowances

Miscellaneous Allowance

Mining Enclave Allowance


PROCESS

STEP ACTION RESPOSIBILITY RESOURCE RECOMMENDED TIME FRAME

1 EMPLOYEE SUBMITS REQUEST

1.1 Appropriate allowance form completed and signed Employee Relevant form(s) 1 day

1.2 Prepare written request and submit documents to supervisor Employee Cover minute Form(s)

1 day

2. SUPERVISOR CHECKS & RECOMMENDS REQUEST

2.1 Check if employee is eligible to take the Allowance requested. If not eligible advise the employee. If eligible check and verify relevant request form and supporting documentation.

Supervisor

•Supporting documentation; •Relevant Allowance Request Forms

1 day

2.2 Endorse form where applicable. Supervisor Supporting documentation; •Relevant Allowance Request Forms

1 day

2.3 Forward documentation to HR for appropriate action. Supervisor Supporting documentation; •Relevant Allowance Request Forms

1 day

3. HR ASSESS REQUEST AND RECOMMENDS TO AGENCY HEAD FOR DECISION

3.1 Register written request HR Manager Correspondence register

1 day

3.2 Assess and analyse request for compliance with GO and related policies. Note: Where DPM approval is required, prepare written submission to Secretary of DPM

HR Manager

• Relevant Request Form; • Supporting documentation GO 13 provisions Financial Instructions

3 days


3.3 Prepare recommendation to agency head for decision HR Manager Brief Supporting documentation

3 days

3.4 Submit brief to agency head for approval HR Manager Brief Supporting documentation

1 day

4. COMMUNICATE DECISION

4.1 Register decision HR Manager Correspondence register

1 day

4.2 If approved, submit to personnel section for processing. HR Manager •HRM Brief •Supporting documentation

1 day

4.3 If not approved, notify supervisor and officer HR Manager •HRM Brief •Supporting documentation

1 day

5. PROCESS ENTITLEMENT

5.1 Process request on HR Payroll System HR Officer HR Payroll System

Payroll User Manual


1 day

5.2 Check request has been correctly processed on HR Payroll System

HR Manager HR Payroll System

Payroll User Manual


1 day


5.3 Notify Employee and Supervisor HR Officer Memo

2 day

6. File documentation

6.1 Collect all documentation and forward to Records Management for filing

HR Officer • Memo

Supporting Documentation

1 day

6.2 Records Management file documentation on Personnel File Personnel Manager

• Relevant Request Form; • Supporting Documentation

Personnel File (refer GO.23)

2 day



General Order No. 14 – Officers’ Leave Entitlements

Description

This General Order covers pay policy and salary determination, hours of work, overtime and

other allowances.

Business Process 14.1: Recreation Leave and Leave Fares

Business Process 14.2: Other Leave



Business Process 14.1: Recreation Leave and Leave Fares

KEY POINTS

RECREATION LEAVE Who is Entitled to Leave? Officers who are employed on a continuous period exceeding 6 months

Permanent Public Servants,

Probationary officers

Disciplinary Forces (Police, Defence & Correctional Services)

Short Term Contract Officers and Non-Citizen Employees

What are the other types of Leave? 1 Furlough Leave 2 Pro-rata Furlough Leave 3 Sick Leave 4 Compassionate Leave 5 Maternity Leave 6 Leave for breast feeding 8 Leave without pay 9 Study Leave (Refer to GO 6) 10 Representational Leave 11 Leave to attend Meeting of Local Level Government Bodies & Registered Industrial Organizations 12 Leave Arising from accidents on duty 13 Leave to attend arbitration hearings 14 Leave for Public interest purposes 15 Leave to serve under other laws (secondment) 16 Leave to serve with international organisations and agencies 17 Leave to attend as witness before a court 18 Leave for attachment to private organisations


REFERENCES

SOURCE SECTION

Public Services (Management) Act 2014 73 (5)

Fourth Edition General Order 2012 – General Order 14 14.30– 14.38

Gender Equity & Social Inclusion (GESI) Policy

DELEGATION


Approval of annual leave Departmental Head

OVERVIEW OF PROCESS

STEP ACTION RESPONSIBILITY RESOURCES RECOMMENDED TIME FRAME

1. HR ADVISE SENIOR MANAGERS OF OFFICERS ELIGIBLE FOR LEAVE

1.1 Prepare Recreation Leave report identifying officers HR Manager Leave Balances 2 days

HR advise Managers of

officers eligible for leave

Senior Managers

consult with officers

Officers submit leave form

HR assess and process leave

request

HR advise Officer & Senior

Manager

HR process leave

resumption or early recall

File documentation

What are the Entitlements and General Conditions?

15 working days paid annual for each completed year of service and credited on 1st January each year (For Disciplinary Forces leave accrues at the rate of 20 working days annually).

If a person has not completed a full year, leave is accrued on a pro-rata basis at the rate of 1.25 days per month ( For Disciplinary Forces – 1.666 days per calendar month )

Recreation Leave must be taken in calendar year it accrues

In exceptional circumstances and with approval of Departmental Head ; unused annual leave may be carried forward to the following year – cannot accrue more than 37.5 days (2 years & 6 months)



eligible for leave and send to Divisional Heads

Report

Annual Leave Roster

Personnel Files

Internal Memorandum

2. SENIOR MANAGERS CONSULT WITH OFFICERS

2.1 Divisional Heads consult with officers to identify if they will take their leave or defer to next year

Divisional Head Officers

• Leave Balances Report

• Annual Leave Roster

Internal Memorandum

2 days

2.2 Identify officers deferring and advise HR Divisional Head Supervisor

Annual Leave Roster

Internal Memorandum

1 day

3. OFFICERS SUBMIT LEAVE FORM

3.1 Officers taking leave complete leave form, obtain approval from Supervisor and forward to HR NB. Officer to confirm method of payment requested either:

Remain on payroll

Lump sum payment

Officer Supervisor

•Leave form LE14.1; • Memo

3 days

4. HR ASSESS AND PROCESS LEAVE REQUEST



4.1 Check Leave request against current balance NB. If officer does not have enough leave credits, HR will notify officer and senior manager

HR Officer •Leave form LE14.1; • Memo

2 days

4.2 Book leave on the HR Payroll system

HR Officer Leave Booking Form

HR Payroll system

1 day

4.3 For lump sum payment, calculate leave pay due to officer HR Officer Off-line Form

TVA Form

Take-off payroll Form

1day

4.4 Check calculation and authorise for processing HR Manager HR Officer

Off-line Form

TVA Form

Take-off payroll Form

1 day

4.5 Process leave pay on the HR Payroll system

HR Officer HR Payroll System

TVA/PVA Form

1 day

4.6 Check leave has been processed correctly on the HR Payroll system


TVA/PVA Form

2 days

5. HR ADVISE OFFICER AND SENIOR MANAGER

5.1 HR advise officer and senior manager when leave request has been processed and provide details of leave balance


Email/Memo

1 day

6. OFFICER ADVISES SUPERVISOR AND HR OF RESUMPTION FROM RECREATIONAL LEAVE OR EARLY RECALL

6.1 Complete Resumption Form, obtain approval from supervisor and forward to HR

Officer Supervisor

Form 14.2

Memo

1 day



7. HR PROCESS OFFICERS LEAVE RESUMPTION OR EARLY RECALL

7.1 Enter resumption date in HR Payroll system HR Manager HR Officer

Return from Leave Form LE14.2

1 day

7.2 Update personnel record and file away HR Officer Returned from Leave Form LE14.2 Leave form LE14.1; Personal File

1 day

7.3 For offline agencies, prepare salary batch form to resume pay for officer and submit to Finance ITD


Returned from Leave Form LE14.2 Salary Batch Form (???) PVA

5 days

7.4 Calculate balance of leave entitlements to be credited to next leave period

HR Officer Letter of Approval for Early Recall

2days

7.5 Inform officer of payment plan to recover money owing to the State by the officer

HR Officer Officer

Memo 1 day

7.6 Complete PVA form to recover money HR Officer PVA Form 1 day

7.7 Adjust HR Payroll system to adjust resumption date HR Officer PVA Form HR Payroll system

1 day

7.8 Check adjustment has been processed correctly HR Manager PVA Form HR Payroll system

1 day

8. UPDATE RECORDS AND FILE



8.1 Update personal records and file away HR Officer Personal File PVA Form Memo

1 day

LEAVE FARES

What are the entitlements and general conditions for Leave Fares?

• Departmental Head shall authorise payment of the cost of return travel fare to the eligible officer.

• Recreation Leave Fares shall be due at completion of two (2) years continuous service for those officers outside of their

home district

• Biennial return air fares to the husband’s or wife’s home district on an alternating two year basis.

• Children under 19 years are eligible as dependants wholly under officer applying for the leave

• An officer to pay the State 10 % of ordinary pay as contribution towards the cost of the fares, prior to proceeding of leave from his / her fortnight salaries.

REFERENCES

SOURCE SECTION

PS (Management) Act 2014 73 (5)

PS General Order 14/2012 14.41 – 14.50

DELEGATION


Approval of annual leave Fare Departmental Head


OVERVIEW OF PROCESS

PROCESS

STEP ACTION RESPONSIBILITY RESOURCE RECOMMENDED TIME FRAME

1 VERIFY LEAVE FARES

1.1 Verify eligibility of officer for leave fares Human Resources Manager

Application for Leave LE 14.1 Personal File General Orders

1 day

2. OBTAIN TRAVEL QUOTES

2.1 Request officer to provide three quotations to home district

HR Officer PF(M)Act PSGO Quotations

1 day

3. ASSESS & APPROVE TRAVEL QUOTES

3.1 Assess quotations and make a recommendation on basis of cost and reliability of travel

HR Officer Brief 2 day

3.2 Submit for approval of recommendation for leave fares and endorsement of finance forms

HR Manager/Divisional Head/Section 32

Brief Quotations FF3/FF4 Copy of LE14.1

1 day

4. SUBMIT FOR PROCESSING

Verify eligibilityObtain travel

quotes

Assess & approve travel

quotes

Submit for processing

Advise OfficerProcess Leave Fare payment

File documentation


STEP ACTION RESPONSIBILITY RESOURCE RECOMMENDED TIME FRAME

4.1 Submit for processing approved leave fare entitlement Human Resources Manager/HR

Officer

Brief FF3/FF4 Quotations Copy of LE14.1

1 day

5. ADVISE OFFICER

5.1 Communicate status of application with officer HR Manager/HR Officer

Copy of approval 1 day

6. PROCESS LEAVE FARE PAYMENT

6.1 Payment for Leave fares processed HR Officer/Finance Officer

Cheque PGAS

1 day

7. FILE DOCUMENTATION

7.1 Record leave fare transaction in HR Personnel File HR Officer Personnel File 1 day


Business Process 14.2: Other Leave

KEY POINTS

Who is Entitled to Leave? Officers who are employed on a continuous period exceeding 6 months

Permanent Public Servants,

Probationary officers

Disciplinary Forces (Police, Defence & Correctional Services)

Short Term Contract Officers and Non-Citizen Employees

What are the types of Leave? 7 Furlough Leave 8 Pro-rata Furlough Leave 9 Sick Leave 10 Compassionate Leave 11 Maternity Leave 12 Leave for breast feeding 8 Leave without pay 9 Study Leave (Refer to GO 6) 10 Representational Leave 11 Leave to attend Meeting of Local Level Government Bodies & Registered Industrial Organizations 12 Leave Arising from accidents on duty 13 Leave to attend arbitration hearings 14 Leave for Public interest purposes 15 Leave to serve under other laws (secondment) 16 Leave to serve with international organisations and agencies 17 Leave to attend as witness before a court 18 Leave for attachment to private organisations

What are the Entitlements and General Conditions? 5. FURLOUGH LEAVE

Minimum of 15 years required service continuous serving in the Public Service paid at the rate of 9 days on full pay

Person has to complete year of continuous service based on a five (5) day week


Unpaid probationary service in the Public Service may be taken into account to continue with permanent service for calculation.

Application has to be made on the form LE14.1

Leave fares not applicable 6. PRO – RATA FURLOUGH LEAVE

Paid leave at the rate of 9 days of each completed year of service, based on five (5) day week

Leave can be taken annually as it accrues from last furlough leave date

Application has to be made on the form LE14.1

Leave fare not applicable 7. SICK LEAVE

Two (2) working weeks on full pay and two (2) working weeks on half pay as an accruable credits

For new employee, accrual of credits starts from date of appointment as permanent officer

Additional credits accrues annually, or at completion of 12 months service

Additional leave is granted to a person who gets sick while on Recreation or Furlough Leave as equivalent period of sickness from sick leave credits

Sick leave is applied when officer is actually sick with evidence of medical certificate and not for his / her dependants

Apply on leave Form: LE14.1, with attachment of medical certificate.

8. COMPASSIONATE LEAVE

Leave on full pay not exceeding 10 days period in any calendar year

If the person not taking any days the balance will not accrue to another year

Entitlement commences at the beginning of each year.

Eligible to apply when the serious circumstances arises within the immediate family (dependants) or within both parties (officer & the spouse), Including paternity leave and urgent personal and emergency cases

9. STUDY LEAVE

Granted study leave without pay in compliance with Training Policies

Study leave on work related duties of employee’s office

Start from the first day and end on the last day of the academic year

Allowed only for the permanent Public Servants 10. MATERNITY LEAVE & LEAVE FOR BREAST FEEDING


Leave granted to female officers upon request for 6 weeks before and 12 weeks after the date of birth.

Depending on the sick leave credits, 6 weeks paid on full pay prior to the date of birth. LWOP is considered if there is nil sick leave credits

Compulsory for 12 weeks after birth on full pay whether or not the female officer has sick leave credits

Maternity leave is also included to take care for an adopted infant if certified by a medical practitioner to be new born infant.

Leave for breast feeding – period not exceeding one (1) hour two times a day within the period of 6 months from the date of birth or legal adoption of the child. The period is considered for full pay and does not affect officer’s service with Public Service.

11. LEAVE WITHOUT PAY

Upon application by the officer concern the departmental Head may approve the leave without pay (LWOP) not exceeding 12 months period and not for the purpose of making up for unauthorised absence from the work place.

Officers continuous service in the Public Service may not be affected unless determine by Secretary, Department of Personnel Management, the period of absence be counted as LWOP not to count as service.

All the accruable entitlements may be affected especially the due dates. 12. REPRESENTATIONAL LEAVE

Officer representing in any national teams as player or official against other national team within or outside of PNG; or Provincial games in PNG. Example: Pacific games, Commonwealth games and Olympic games.

The period of absence may be with full pay for the duration of the games and does not affect continuous service for all purposes

The application of this leave must be supported by written evidence or documentation, approved by the Departmental Head. 13. LEAVE TO ATTEND MEETINGS OF LOCAL LEVEL GOVERNMENT BODIES AND REGISTERED INDUSTRIAL

ORGANIZATION

10 working days in full pay in any period annually (12months) and must be granted approval by departmental head.

The balance of days shall not accrue if the leave of absence is not taken The applicable person must be a member of Local Level Government body or an officer of a registered industrial organisation to carry out his or her duties 14. LEAVE ARISING FROM ACCIDENT ON DUTY

Paid leave on full pay for period not exceeding 3 months as accident leave and should not be counted as sick leave

Application has to be lodged with support documentation explaining the circumstance of accident to Secretary, Department


of Personnel Management for approval

All medical expenses and transport bills are the responsibility of the Department concern but officer is not entitled to receive such benefits in relating to compensation, if the injury attributable to wilful misconduct by the officer.

15. LEAVE TO ATTEND ARBITRATION PROCEEDINGS

Leave of absence with pay for no more than 2 representatives and approval must be granted by Departmental head

LWOP is granted by Departmental head for such periods not exceeding 1 month in any period of 12 months for any one representative of an organisation.

Leave with pay for officer called as a witness in proceedings under the Public Service Conciliation and Arbitration Act.

16. LEAVE FOR PUBLIC INTEREST PURPOSE

Leave of absence granted by Secretary DPM to an officer to engage in Defence Force or United Nations Force, in the time of war, as a member of Defence Force or United Nations Force in warlike operations.

14 days full pay and unpaid leave for remaining periods for engagement in time of war as Defence Force member and service in United Nations Force operation.

Not exceeding 14 days paid leave including traveling time for leave of training or attendance of training course as part-time member of Defence Force

17. LEAVE TO SERVE UNDER OTHER LAWS (SECONDMENT)

An application for Leave of absence has to be channelled through Departmental head for justification and to indicate the required period of absence to the Secretary, Department of Personnel Management for appropriate approval

Period of leave shall not exceed 3 years and has to be leave without pay not to count as service (LWOPNTCAS).

At completion of leave officer has to be reappointed to office of equivalent classification if available, otherwise the officer becomes an unattached officer.

If the officer proceeds on secondment without prior approval from Secretary for DPM, he/she commits a disciplinary offence and may be deemed to have resigned.

18. LEAVE TO SERVE WITH INTERNATIONAL ORGANISATIONS AND AGENCIES

The Secretary DPM may make the services of an officer available to a specialised organisation or international or regional organisations/agencies not exceeding a period of three years.

At commencement and during leave period Officer becomes unattached in the Public Service.

An officer fails to return after the termination of the leave period commits an offence and is liable for dismissal.


REFERENCES

SOURCE SECTION

Public Services (Management) Act 2014 73 (5)

Fourth Edition General Order 2012 – General Order 14 14.30– 14.38

Gender Equity & Social Inclusion (GESI) Policy

DELEGATION


Approval of annual leave Departmental Head

OVERVIEW OF PROCESS

PROCESS

Employee submits request

Supervisor clears request to HR

HR assess request & recommeds

decision

Process entitlement

File documentation

19. LEAVE TO ATTEND AS A WITNESS BEFORE A COURT

Departmental head may grant an officer a Leave for the period of necessary absence; (a) With pay if required to attend as a witness by the State for the State in any court proceedings. (b) Without pay if not called or summoned as a witness before a court by the State for the State

20. LEAVE FOR ATTACHMENT TO PRIVATE ORGANISATIONS

Leave granted to officer by Secretary of DPM on application by department concerned to be attached to other private organisations for training purposes within or outside of PNG

The period of absence is determine by the departmental head and shall be counted as part of service

Officer become unattached after granting the leave of absence


STEP ACTION RESPONSIBILITY RESOURCE RECOMMENDED

TIME FRAME

1 EMPLOYEE SUBMITS REQUEST

1.1 Appropriate leave form completed and signed Employee Application for

Leave LE 14.1

1 day

1.2 Prepare written request and submit documents to

supervisor

Employee Cover minute

Leave LE 14.1

1 day

1.3 Check if employee is eligible to take the leave requested

for. If not eligible advise the employee accordingly

Supervisor • Supporting

documentation

Leave LE 14.1

2 days

2. SUPERVISOR CLEARS REQUEST TO HR

2.1 Endorse form where applicable. Supervisor Supporting

documentation

Leave LE 14.1

2.2 Forward documentation to HR for appropriate action. Supervisor Supporting

documentation

Leave LE 14.1

3. HR ASSESS REQUEST AND RECOMMENDS DECISION

3.1 Register written request HR Manager Correspondence

register

1 day

3.2 Assess and analyse request for leave in compliance with HR Officer Supporting 3 – 10 days


GO and related policies.

Note: Where DPM approval is required, prepare and

forward written submission to Secretary of DPM

Agency Head

Secretary DPM

documentation

Leave LE 14.1

GO 13 provisions

Financial

Instructions

Letter

4. PROCESS ENTITLEMENT

4.1 Process request on HR Payroll System HR Officer HR Payroll

System

Payroll User

Manual

Supporting

documentation

1 day

4.2 Check request has been correctly processed on HR

Payroll System

HR Manager HR Payroll

System

Payroll User

Manual

Supporting

documentation

1 day

4.3 Notify Employee and Supervisor HR Officer Memo/Email 1 day


5.1 Collect all documentation and forward to Records

Management for filing

HR Officer • Memo

Supporting

Documentation

1 day


5.2 Records Management file documentation on Personnel

File

Personnel

Manager

• Relevant

Request Form;

• Supporting

Documentation

Personnel File

(refer GO.23)

2 days


General Order No. 15 – Officers’ Discipline (Non-Contract)

Description

This General Order covers the types of offences, disciplinary procedures and forms and

rules of conduct for the Public Service.

Business Process 15.1: Discipline (Non-Contract)



Business Process 15.1: Discipline (Non-Contract)

KEY POINTS

When is an offence committed?

Where an officer is found to have breached section 50 of PSMA & GO 15.19(a) to (k). How is the nature of the offence determined?

(a) Criminal offences are defined under the criminal code and summary Offences Acts. (b) For Serious and Minor offences shall be dealt under PSMA and General Order

How the offence assessed and punishment is determined?

Where the offence is related his/her duties, the officer is suspended without pay

Where the offence is not related to the duties of an officer, than the officer is suspended on full pay unless he/she absconds, or the Secretary, DPM orders otherwise.

Officer shall be charged concurrently with a Public Service offence to allow him or her to conduct effective defence.

For minor offence a caution or reprimand is issued or an can be formally charged

Where an officer is found to have committed a serious offence, the Agency Head will suspend and /or charge an officer What Disciplinary Action is taken and What Form to Use?

For criminal offence the officer is served with suspension Notice Form DIS 15.1

Where the officer is convicted is served with Dismissal Notice on Form DIS 15.2

If the officer is not convicted he/she is served with a Notice of Non-Dismissal and Removal of Suspension on Form DIS 15.3

For caution or reprimand should be made on Form DIS 15.4

Suspension of serious offence should be served on Form DIS 15.5

Formal charge on an officer is served on Form DIS 15.6 for serious offence

Notice of Punishment under section 52 of PSMA is served on Form DIS 15.7

Notice of Dismissal of Charge in served on Form DIS 15.8 When should reappointment of certain convicted person apply?

When conviction is quashed ; or

He/she has been pardon; or

The conviction is otherwise nullified; or


He/she is released from prison as a result of an inquiry into the conviction

Re-appointment shall be to an office not lower in classification prior to dismissal Is the convicted and non-convicted officer eligible to receive any loss salaries and allowances?

A convicted officer who has been re-appointed will be deemed to have continued in the public service on leave of absences without pay from the date of dismissal to the date of re-appointment.

A non-convicted officer who has been suspended without pay shall be paid all monies owing for the period of suspension.

REFERENCES

SOURCE SECTION

Public Service (Management) Act 2014 Section 50, 51 & 52 (4)(b)(ii), 53

General Order 15 Section 15.7 to 15.37

Integrated HR/Payroll System Reports

DELEGATION


Criminal Offence Head of Agency

Minor Offence Head of Agency

Serious Offence Head of Agency


PROCESS


Task Description

REPORTING OF AN ALLEGED OFFENCE

1 Notification of an alleged offence is reported and documentation received.

Allegation of offence Evidence of allegation

Manager

5 days

DETERMINATION OF THE NATURE OF THE OFFENCE & CHARGE

2 Determine the type of offence:

Minor

Serious

Criminal

Manager

3 MINOR: If the manager responsible for the employee believes that a minor disciplinary offence has been committed

Form DIS15.4 Manager 3 days

OVERVIEW OF PROCESS

Reporting of an alleged

offence

Determination of the offence

& charge

Assessment & Determination of punishment

Decsion & Imposed

punishment

Records management



they will call on the employee for an explanation. If the manager considers that the explanation does not justify the offence or the employee fails to respond within seven days, the manager will formally caution or reprimand the employee in writing. A copy of the written caution or reprimand is to be held on the employee’s personnel file for two years from the date of the caution or reprimand and can be used to assess a pattern of offences at a later date. After two years the written caution or reprimand should be destroyed unless there has been a subsequent recorded incident of offences, in which case the document will be retained on the personnel file.

4 SERIOUS OR CRIMINAL: Consult with HR Manager for advice on how to proceed

HR Manager

5 If evidence is sufficient to proceed with a serious or criminal offence, prepare appropriate forms for the Disciplinary Committee.

Allegation of offence Evidence of allegation Form DIS 15.1 Form DIS 15.5 Form DIS 15.6

HR Manager

5 days



6 Conduct Disciplinary Committee meeting and determine appropriate action

Allegation of offence Evidence of allegation Form DIS 15.1 Form DIS 15.5 Form DIS 15.6

Disciplinary Committee

7 If no further action is required, allegation is withdrawn and officer who made the allegation is advised

8 If it is determined that there has been a serious offence the Committee decision is implemented. A. Officer stays on payroll and a further investigation

is conducted B. Officer is suspended from work but stays on payroll

and a further investigation is conducted (does not relate to the duties of the officers job)

C. Officer is immediately suspended from payroll a further investigation is conducted (does related to the duties of the officers job)

D. Officer is immediately suspended from payroll and referred to the Police for further investigation refer to Step11

9a If A,B or C: Investigation is conducted and report with recommendations is provided to HR Manager

Investigator and or HR Manager

9b Charges are prepared and served on Officer. Officer has 7 working days to respond in writing to charges

Form DIS 15.6? HR Manager



Disciplinary Committee reviews response (within 21 days) from Officer and makes a determination:

If the Committee determines that the offence is to be withdrawn refer to Step 7

If the Committee determines that the offence stands refer to Step 10.

9c If Officer does not respond within 7 working days they are deemed to have admitted to the charge and the Disciplinary Committee decision stands.

GO.15.32 Officer

10 The charges are enforced GO.15.19

HR Manager , Supervisor, Dept. Head

1

11 Police conduct investigation and report back to Department

Police Departmental Head

12 Investigation report identifies criminal offences : a) Suspension with/without pay b) Conviction c) Non-conviction

GO.15.7 GO.15.10 GO.15.16

HR Manager , Supervisor, Dept. Head


General Order No. 16 – Redundancy and Retrenchment in the Public

Service

Description

This General Order reflects the procedural and substantive terms and conditions contained

in the 2012 Public Service Redundancy & Retrenchment Agreement, made between the

Department of Personnel Management and the Public Employees Association, and other

procedural arrangements, to regulate redundancy and retrenchment of officers and

employees in National Departments and Provincial Administrations.

Business Process 16.1: Retrenchment

Business Process 16.2: Redeployment

Business Process 16.3: Retrenchment Appeals



Business Process 16.1: Retrenchment

KEY POINTS

What is Retrenchment? Retrenchment is the termination of services of an officer who has been made redundant in the interest of the State after all avenues to redeploy the officer have been exhausted without success. When is Retrenchment Applied? Retrenchment is applied in a redundancy situation caused by the abolition of functions and activities, administrative re arrangements, Transfer of functions to another agency in which the officer does not transfer, privatisation of a government agency, financial constraints resulting in insufficient funds to pay for salaries and wages and new or changed technology requiring new skills knowledge and abilities. All officers must be given the opportunity to be retrained into vacant positions within their organisation or across the Public Service. Retrenchment does not apply in any other situation. Where a redundant officer/employee has pending disciplinary actions against him/her, he/she shall not be retrenched, until conclusion of the proceedings, and every effort shall be made for a quick resolution. Who Administers & Funds the Cost of Retrenchment? Retrenchment in the Public Service is administered, funded and paid for by individual Departments within their recurrent budgets, unless determined otherwise by the Secretary for the Department of Personnel Management, in his/her sole discretion. However, the Secretary for the Department of Personnel Management is responsible for retrenchment in the Public Service. An officer cannot be retrenched without prior approval of the Secretary for the Department of Personnel Management Can An Officer Be re-employed after Being Retrenched? An officer who has been retrenched from the Public Service previously shall not be re-appointed or re-deployed back into the Public Service after five(5) years either in a line position or in short term contract employment except in accordance with the provisions of this General Order.


REFERENCES

SOURCE SECTION

MOA-Redundancy & retrenchment in the Public Service 2007-10 Section 7 Clauses (1)-(11)

General Order 16 Redundancy & Retrenchment Clauses 16.8-16.12

DELEGATION


Redundancy & Retrenchment Secretary, Department of Personnel Management

OVERVIEW OF PROCESS


TIME FRAME

1. IDENTIFICATION & NOTIFICATION

1.1 Identify officers for retrenchment from the List of Unattached Officers

Form RS3.18 HRM Manager

1.2 Conduct an internal analysis to identify officers that can be retrained into other vacant positions both within the Agency or across the Public Sector. (refer BP4.3)

Form RS3.18 D Head, HRM

Manager

1.3 Where possible officers can be transferred into vacant positions (refer GO4)

Submission D Head, HRM Manager

Notification & Categorisation of

Excess Officers

Funding & Declaration of Redundancy

Situation

Submission to DPM &

endorsement

Calculation of Benefits

Validation & Certification of

payments

Management of payment

ExitingFiling & Records

Keeping



TIME FRAME

1.4 Conduct Redundancy & Retrenchment Workshops for Affected Agencies

Workshop Tool Kit

DPM-HRAS 3 days

2. FUNDING & DECLARATION OF REDUNDANCY SITUATION

2.1 Requests Funding from Treasury Letter DPM/Agency 5 Days

2.2 Confirms funding From Treasury and Prepare Circular Instruction for Endorsement by the Secretary DPM

Circular Instruction

PM/Agency 10 Days

2.3 Declare Redundancy Situation affected agencies

Circular Instruction

Secretary 1 Day

3. SUBMISSION & ENDORSEMENT OF LIST

3.1 Prepare referral Letter and Complete Form 4.10 for each Unattached officer that is un able to be redeployed To DPM for Departmental Head Approval & Endorsement

Submission

Letter

Form 4.10

HRM Manager

3 days

3.2 Refer the approved list to DPM division responsible for Retrenchment who shall register the agency List for the Redundancy Advisory Committee Deliberation & Decision

Cover Letter

Register

Form 4.10

Form RS3.18

Form RS3.19

ECT Table

POR

HRM Manager

1 Day

3.3 The Coordinator for Retrenchment prepares the Committees recommendations and submits to secretary DPM for approval & recommendation

RMC Decisions & Recommendation

Coordinator Retrenchment-DPM

2 Days

3.4 The Secretary DPM provides to the President PEA for information, by affected agency, the list of officers and employees identified in each of the categories of "compulsory retirement", "normal retirement", and "retrenchment", together with the effective dates of termination

Approved List

Cover Letter

Secretary DPM 1 Day



TIME FRAME

from the Public Service.

3.5 Prepare Redundancy Notices for Excess Unattached officers as a Result of a Redundancy Situation and submit to Departmental Head for Endorsement

Submission

Notices Of Redundancy

HRM Manager 3 Days

3.6 Approve the submission and Endorse the Redundancy Notices

Submission


D Head

1 Day

3.7 Serve Notices to affected Officers and offer Counseling and Advice

Notices of Redundancy

HRM Manager 5 days


4.1 Update History Cards & Records including closed Files For Officers Approved for retrenchment & Retirement


Salary Officers 5 Days

4.2 Calculate Final Entitlements and Sign off on calculation Forms

Personnel Files


Form 16.1

Form 16.2

Form 4.12

Salary Officers 10 Days

4.3 Refer Forms to DPM who conducts due diligence checks & Validate & Certify information on the calculation Forms

Personnel Files


Form 16.1

Form 16.2

Form 4.12

Form RS3.18

Form 4.11

Human Resource Manager

1 Day

5. VALIDATION & CERTIFICATION OF BENEFITS

5.1 Input information into the Retrenchment Calculator

Form 16.2

DPM Data Entry Officer

3 Days



TIME FRAME

5.2 Validate Calculation in the Retrenchment Calculator

Form 6,1 Validator-DPM Officer

1 Day

5.3 Prints Notices, Claim Summary, Individual Benefits Summary, Calculation Information Sheets and Deed OF Release and refers the Documents for Certification

Cover Minute

Notice

Claim Summary

Individual Summary

Calculation Information Sheet

Deed Of Release

Calculator Validator And Certifier

1 Day

5.4 Certify Individual Summary Sheets and Date Stamp All Documents with DPM stamp

Individual Summary

DPM Secretary or Delegate

1 Day

5 Prepares Submission to Secretary for Approval and endorsement

Submission Coordinator -Retrenchment

3 Days

6. MANAGEMENT OF PAYMENTS

6.1 Dispatch Documents to Agencies who conducts an information session for affected officers and file copies

Register

HRAS Officer M&C Officer

1 Day

6.2 Issue Notice, Summary of Calculations, and calculation information sheet to officer who sign Deed Of Release in Acceptance of Payments


Deed Of Release

HRM Manager 2 Days

6.3 Process Payments through Alesco/PGAS Offline Payment form

Fin 03 & Fin 04

DPM Officer or Data Entry Officer

1 Day

7. EXITING

7.1 Organise and provide briefing & Counseling for retrenched officers

TBA HR Manager 5 days

7.2 Complete Superannuation Separation Authority Advice and submits to Agency For

Form SUP 22 Employee D/Head

3 Days



TIME FRAME

Endorsement

7.3 Photocopy Salary History Cards and Beneficiaries Forms of Officers and Complete Separation Advice

Salary History Cards Form 4.13

HR Officers 5 Days

7.4 Collect Signed Separation Authority Form and Dispatch to Nambawan Super & place Copy in File


7.5 Develop & Print off Certificate of Service Certificate of Service

Staffing & establishment Officer

3 Days

7.6 Organize retrenchment ceremony & Issue Certificate of Service

Program

Logistics


Certificates

HRM 1 Day


31 Return copies of Signed Deed Of Release Payments to DPM & Treasury for their records

Deed OF Release

Payments Register


HRM Manager 1 Day

8.1 File copies of Documents, Close & Store Files Personnel Files HRM(Agency) HRAS

12 Months

8.2 Refer to GO23 - files to the National Archives after Keeping it in custody for 12 months

Personnel Files HRM 1 Day


Business Process 16.2: Redeployment

KEY POINTS

What is Redeployment? Redeployment is the act of transferring an officer to another position made in the interest of the Public Service usually as a means of avoiding a redundancy situation and retrenchment

When Does Redeployment Occur?

Redeployment occurs In a Redundancy Situation where a surplus officer who has elected to remain in employment is appointed to a position by the Departmental Head that requires the abilities skills and knowledge possessed by the Officer or in recognition that the officer has the potential and can be retrained on the position,

The Departmental Head shall make all attempts to find alternative employment for redundant officer/employee who has elected to remain in the Public Service within and outside the Department in which the redundancy has been declared.

How are Surplus Officers Redeployed?

A Surplus Officer can be transferred to another position within the same agency; transferred to another position within another agency or retrained for another more suitable position within the same or another agency.

A redeployed officer shall enjoy full benefits of the transfer. In the event that an Officer is transferred to a lower position the Department Head may apply to the department Of Personnel Management for a Non reduction Allowance to maintain the Officers Salary.

A departmental head can only deploy an officer to positions within his organisation. Redeployment across Public Service Agencies is done through the Secretary Department of Personnel Management

Can the Surplus Officer Refuse redeployment? A surplus officer has the right to refuse redeployment effected by a Departmental Head under General Order 16.45. However, a surplus officer who chooses to refuse a suitable appointment at the same substantive salary level as described in General Order 16.45 shall not be considered as redundant and shall not be submitted to the Redundancy Monitoring Committee; and be deemed to have resigned from employment and subject to General Order 16.50, shall be terminated from Government payrolls without payment of retrenchment benefits.


REFERENCES

SOURCE SECTION

PUBLIC SERVICE(MANAGEMENT) ACT 2014 Section 34 Clause B

General Order 16 Clause (s) 44.45, 46, 47, 48, 49

MOA Redundancy & Retrenchment in the Public Service Section 7 Clause 7.4 and 7.5

DELEGATION


Redeployment Within Department Departmental Heads

Redeployment within Public Service Secretary-Department Of Personnel Management

OVERVIEW OF PROCESS

STEP ACTION RESOURCE RESPONSIBILITY RECOMMENDED TIMEFRAME

1. NOTIFICATION

1.1 Prepare Redundancy Notices for Approval &

Endorsement by Departmental Head To Surplus

Unattached Officers

Submission


HRM Manager 3 Days

1.2 Approves Submission and Endorse Redundancy

Notices

Submission


D Head 1 Day

Notification Categorisation Screening Redeployment



1.3 Serve the signed Redundancy Notices to affected

Officers & Offer Counselling & Advice

Notices of Redundancy

HR Manager 5 days

2. CATEGORISATION & IDENTIFICATION

2.1 Receive response to Notices and finalise list Surplus

Officers in each of the categories, “compulsory

retirement”, “normal retirement”, “redeployed externally”,

“retained for retraining/internal transfer”, and “for

retrenchment”.

Submission

Register

HR Manager 3 Days

3. SCREENING

3.1 Register response from Officers electing to remain in the

Public Service & Update Status Of Officers on HRMIS

Letters Register

Establishment &

Staffing Officer

5 days

3.2 Review Vacant positions within the Organisations and

other organisations in the Public Service (if available)

Form ODD 2.3

PNG 02-08 Report

HR Officer 10 Days

3.3 Review officers CV with the approved position description and match the job Competencies with unattached officers skills, knowledge and abilities and select potential officers for Redeployment

Curriculum

Vitae

Form OD

2.7

Establishment &

Staffing Officer

5 Days

3.4 Contact Officers and inform them of vacancies within the

Organisation to ascertain their Interest in the Positions

Minute/

Letter

HR Manager 3 Days

4. REDEPLOYMENT

4.1 Receive expression Of Interest from officers and

prepare instruments of Acting Appointments for Officers

to positions and inform respective Managers

Letters

H.D.A

Forms

HR Manager 3 Days

4.2 The Departmental Head refers officers For

Redeployment to Other Departments to Department Of

Referral Letter Departmental

Head

10 Days



Personnel Management

4.3 Redeploy Officers to Positions on acting basis while

making arrangements to formalise the appointments

NB. In the event that the performance of the officer is

satisfactory link to the Transfer Process

HR Manager 1 Day


Business Process 16.3: Retrenchment Appeals

REFERENCES

KEY POINTS

What are Officers “Rights of Appeal”?

An Officers “Right of Appeal” is granted by the General Orders and the MOA on Redundancy & retrenchment in the Public Service in addition to rights granted under the Public Services Management Act. The “Right of Appeal” states that an Officer May Appeal to The Redundancy Monitoring Committee if he or she believes that; i. His or her selection as a redundant officer has not been determined properly or where he or she believes that there is

practical alternative for employment within or outside of the Department; and/or ii. He or she has not received his or her full termination benefits as provided in General Orders and the MOA on

Redundancy & Retrenchment (as amended) How can An Officer Appeal?

If an Officer decides to lodge an appeal it must be made to the Redundancy Monitoring Committee (RMC) Which is the mandated Committee to deal with Appeals

An Appeal must be lodged within 21 days of receipt of his or her Retrenchment notice and can be through his or her Departmental Head or direct.

When Will the RMC Sit to Hear Appeals?

The Redundancy Monitoring Committee shall consider and determine all appeals as soon as practicable within 21 days of the receipt of the appeal, and shall submit its recommendations to the Secretary, Department of Personnel Management whose decision shall be final.

When Can An Officer forfeit his or her Right to Appeal?

An Officer will forfeit his or her right of Appeal if; i. The Officer lodges his or her appeal after the twenty one Day Appeal Time Limit; ii. If the officer is appealing against their retrenchment from the Public Service, the retrenched officer takes receipt of any

retrenchment payments.

The only departure from this provision would arise if it can be shown that the officer has been underpaid resulting from a calculation error or incorrect information used to calculate benefits is incorrect in which an officer may collect his or her payment with the under payment recalculated and paid to him or her as soon as practicable.


SOURCE SECTION

Rights To Appeal Against Retrenchment General Order 16 Clause(s) 28, 29.30,31

Lodging Of Appeals Against Retrenchment - Time Limitations And Deeds Of Release

General Order Clause (S) 50, 51, 52, 53, 54

Redundancy Monitoring Committee Clause 16.13, 14, 15,

MOA-RMC Section 9 clause 1-3

DELEGATION


Appeals Against retrenchment

Secretary Department Of Personnel Management

OVERVIEW OF PROCESS

STEP ACTION RESOURCE RESPONSIBILITY RECOMMENDED

TIME FRAME

1. LODGEMENT OF APPEAL

1.2 Issue Notice Of Retrenchment & Summary Of Calculations to Officer

Form RR16.4

HR Manager

Lodgement of Appeal

Registration of Appeals

Circulation & Assessment of

Appeals

RMC Deliberation &

Decision

Approval & Endorsement

NotificationFiling & Record

Keeping


1.2 Furnish & submit Appeal through Department and/or RMC Appeal Letter

Employee HRM Manager

21 Days

2. REGISTRATION OF APPEALS

2.1 Receive and Register Appeals Appeal Register

HRAS Officer 3 Days

3. CIRCULATION & ASSESSMENT OF APPEALS

3.1 Prepare Meeting Agenda and Circulate Appeals To RMC Members

Agenda Appeals

HRAS Officer 5 Days

4. RMC DELIBERATION

4.1 Organise Meeting & Contact Members Emails Coordinator Retrenchment

5 Days

4.2 Record Deliberations & Decisions Decision Form

RMC 1 Day

5. ENDORSEMENT OF RMC DECISIONS

5.1 Prepare Submission to Secretary DPM for Approval and Endorsement

Minute Decision Forms

Coordinator-Retrenchment

3 Days

6. NOTIFICATION

6.1 Notify RMC Members of Approval Notices HRAS 4 Days

6.2 Receive Approved Decisions & Prepare Letters to Appellants Letters HRAS 5 Days


7.1 File Copies of Documents in File Decisions Letters

HRAS 1 Day



General Order No. 17 – Public Officers’ Superannuation

Description

This General Order ensures individual departments and other statutory agencies

administered under the Public Services (Management) Act comply with the provisions of the

Superannuation (General Provisions) Act in enrolling their staff members and employees as

members of the State selected Superannuation Fund.

Business Process 17.1: Commencement of Superannuation


HR Business Process Manual 2014 - BP17.1 Version 1.0 October Page 275

Business Process 17.1: Commencement of Superannuation

KEY POINTS

Is Superannuation Compulsory?

Superannuation is Compulsory in the National Public Service of PNG. Public Service employees who have been working

for three months are required by Law to contribute to Nambawan Supa is the governments preferred fund for Public

Service Employees

Who Is Responsible For The Management Of Superannuation In An Agency?

Public service agencies are responsible for the commencement of contributions for officers no later than 3 months from

commencement of service.

Public service agencies are also responsible for facilitation of communications with the Superannuation Fund for the

purpose of seeking advice on superannuation matters on behalf of officers.

Is There A Penalty For Delays In Commencement Of Deductions?

Public servants will not be denied this benefit by the oversight of employing agencies in enrolling their officers in the Fund

on the due date.

Failure by a Departmental Head to ensure payroll deduction has been effected on each eligible officer may result in a

penalty deduction being levied on the agency by the Fund in order to cover the backlog of an officer’s contributions plus

interest.


REFERENCES

SOURCE SECTION

Superannuation (General Provisions)Act of 2000 All Sections

General Order 17 All Sections

DELEGATION


Public Officer’s Superannuation Departmental Head

OVERVIEW OF PROCESS

Officer completes membership Form

Employer commences deductions

Employee Notifies & Submit Forms to Nambawan Super

Employee Request Variation in course

of employment

Employee Ceases Work

Employer facilitate s lodgement of claim



RECOMENDED

TIME FRAME

1 Officer Completes Membership Form

1.1 The process begins when the Human Resource(HR) Manager

notifies an officer of the legal obligations and the compulsory

contribution to superannuation prior to the completion of 3 months

in service if the employee has not already notified the agency of

the same


1.2 Upon reaching 3 months in service an employee completes the

Nambawan Supa Membership FORM, & submits to the Human

Resources branch

Membership

Form

Marriage

Certificate

Birth

Certificate

Employee 3 days

1.3 HR officers receive and complete the membership form Membership

Forms

HR Officer 5 Days

2 Employer Commences deduction

2.1 HR officers raise a Permanent Variation Advice to commence Permanent

Variation

HR Officer 1 Day


contributions of the Officer Advice (PVA)

2.2 HR officers submit the PVA to Data Entry Officer who make an

entry on the HR payroll system

PVA Data Entry

Officer

1 Day

2.3 HR officers make 2 copies of the PVA and a copy of Birth &

Marriage certificates (Personnel File)

Membership

Form

Marriage

Certificate

Birth

Certificate

PVA

HR Officer 1 Day

2.4 HR Officers place copy of PVA in the Personnel File, issue a folio

number, make initial corresponding entry on the salary history card

& Issue a copy to the Employee

Salary

History Card

Personnel

File

PVA

HR Officer 1 Day

3 Employer Notifies & Submit Forms to N-Super

3.1 HR Officers collate necessary documents including a copy of the

PVA & submit Membership Form to Nambawan Supa

Membership

Form

PVA

Certificates

HR Officer 1 Day


Variation of Superannuation

KEY POINTS

When Can A Variation Be Done To A Contribution?

Variations can be done in the following situations:

1. Change In Beneficiaries

2. Change in Department or Agency and other Personnel Details

3. Voluntary contributions

4. Housing Advance Loan

Variations in contributions due to Housing Advance and Voluntary Contributions requires prior consultation with

Nambawan Supa upon which an authority to increase deductions issued to the Human Resource Branch

Change in Address and Beneficiaries are done via an Update form which must be verified and endorsed and returned to

Nambawan Supa

STEP ACTION RESOURCES RESPONSIBILITY RECOMENDED

TIMEFRAME

4 Variation of Superannuation

4.1 The Variation process begins when an employee prepares &

Issues a Minute to HR attaching an authority to increase

deductions from Nambawan Supa endorsed by the

employee for voluntary contribution or Housing Advance

Minute

Authority to

Deduct Form

Membership

Employee 1 Day


deductions and/or Membership Update form for change of

Personnel Details & Beneficiaries

Update Form

4.2 HR Officers receive the Minute and do the following Actions

2.1 For change of Personnel Details HR Managers Co-Sign

the Forms with the Commissioner of Oath

2.2 For Increase in deductions the HR Officer Raise the PVA

& refer the form to the Data Entry Officer

Minute

Membership

Update form

Authority to

Deduct form

Form EMP 2

HR Officers 2 Days

4.3 HR Officers submit the PVA to the Data Entry Officer who

makes an entry on the HR Payroll system

Form EMP 2

HR payroll

system

Data Entry Officer 1 Day

4.4 HR Officers place copy of PVA in personnel file, issue a folio

number and make corresponding entry in the Salary history

card and/or place copy of Update Form of Personnel Details

in the File

Salary History

Card

Personnel File

Perm.

Variation

Advice

HR Officer 1 Day

4.5 HR Officers Issue copies of signed forms to Officer and

dispatch originals to NambawanSupa for their further actions

and records

Minute

Update form

Perm.

Variation

Advice

Authority to

Deduct Form

HR officer 1 Day


KEY POINTS

When Does Contributions To NambawanSupa Cease?

Deductions of an officer is ceased when he or she is terminated by retirement, retrenchment, dismissal, death in service, or

resignation

What Does The Final Termination Benefit Comprise?

The Final termination Benefit of an officer on termination from his/her employment comprises the value of his/her contributions

over the years, the accumulated value of interest earned by the Fund on his/her contributions; plus a State share equivalent to

1.4 (one point four) times the sum of the value of his or her contribution plus the interest

How Can The Final Benefit Be Paid?

The final benefit can be paid out as a total cash lump sum payment; or wholly as an actuarially determined pension for life; a

combination of (a) and (b) as part lump sum and part pension for life. Similarly the officer can opt to transfer the whole or part

of their superannuation lump sum benefit into a Retirement Savings Account

The benefit upon retrenchment shall be determined as if the contributor has retired on the date of retrenchment.

Where the contributor has not attained the age of retirement the contributor shall not be eligible for a pension except in

circumstances as Section 38(2) which shall be deemed to apply to this section.

STEP ACTION RESOURCES RESPONSIBILITY RECOMENDED

TIME FRAME

5 Cessation of Superannuation

5.1 The cessation process begins when HR officers request &

obtain Separation Authority Forms from NambawanSupa

and arrange for an Information Session

Separation

Authority Form

Programme

HR Officers 5 Days


5.2 HR officers Update Contribution History on the Salary

History Cards and Dependants Forms Of Officers( If not

Done)

Salary History

Card

Membership

Update form

HR Officers 5 Days

5.3 HR Officers photo copy Contribution History & collate with

Copies of Individual Summary Sheet, Notice Of

Termination & Separation Advice( Form 4.19)

Salary History

Card

Termination

Notice

Individual

Summary

Separation

Advice

HR Officer 1 Day

5.4 Conduct information session for Officer on Filling of Forms,

Update of Details & distribute Separation Authority forms to

affected officers

Programme

Separation

Authority

HRM POSF Employees

1 Day

5.5 Officers complete Separation Authority Advice and Refer to

Agency for endorsement

Separation

Authority

Employees HR Manager

5 Days

5.6 HR Officers endorse & dispatch Forms to Nambawan Supa Separation

Authority

Salary History

Card

Termination

Notice

Individual

Summary

Separation

Advice

HR Officer 1 Day


General Order No. 18 – Workers Compensation

Description

This General Order is to inform agency heads of their obligations to the health and welfare

of their staff and employees in compliance with legislation regulating physical and

environmental conditions and safety at the work place, and to inform agency heads of their

obligations to their staff and employees in facilitating the functions of the Worker’s

Compensation Act.

Business Process 18.1: Workers Compensation


HR Business Process Manual 2014 - BP18.1 Version 1.0 October 2014 Page 285

Business Process 18.1: Workers Compensation

KEY POINTS

Who is Eligible for Workers Compensation?

Any officer who has incurred an accident or injury as a result of their work in the Public Service.

What does the Workers Compensation Act cover?

The Workers Compensation Act “is an Act to provide for compensation to workers and their dependants in respect of injuries

suffered by workers arising out of or in the course of their employment, and for related purposes.”

REFERENCES

SOURCE SECTION

Workers Compensation Act 1978 Chapter 179

Fourth Edition General Orders 2012 – General Order 18 18.5 – 18.9

Claims Processing Guidelines Department of Labour Attachment A

Lost Time Accident Register Section 18.10-18.11

DELEGATION


Occupational Health and Safety Agency Head


Workers Compensation Agency Head

OVERVIEW OF PROCESS

PROCESS


TIMEFRAME

1 HR receives claim from officer Claim Form Claimant

HR Officer

1 day

2 HR assess claim & make recommendation to Agency

Head

Claim Form

General Order 18

Medical Report

Minute

HR Officer 7 days

Claim for received by HR

HR Assess claim & makes

recommendation

Agency Head makes decision

Decision sent to Department of

Labour

Claim sent to Departmnet of

Finance

Advice sent to Agency Head

HR advise Officer



TIMEFRAME

3 Agency Head makes decision about claim Claim Form

Medical Report

Minute

Agency Head 3 days

4 Decision sent to Department of Labour for assessment

(refer Attachment A)

Claim Form

Medical Report

Letter

Attachment A -

Guidelines

Agency Head 3 days

5 Department of Labour send claims for compensation to

Department of Finance for payment

Claim Form

Medical Report

Letter

Department of Labour

Department of

Finance

2 days

6 Advice sent to Agency Head and forwarded to HR Letter Department of Labour 2 days

7 HR advise claimant and their manager of outcome and

agree on future actions

Letter

Action Plan

HR Officer

Manager

Claimant

2 days



General Order No. 19 – Government Office Accommodation and Public

Service Housing

Description

This General Order is to inform agency heads of the role and functions of the Department of

Personnel Management in managing the Government Office Allocation functions together

with Public Service Housing Schemes under the Government’s Home Ownership Policy.

No Business Processes required for this General Order



General Order No. 20 – Engagement in Business Activities Outside of

Public Service Employment and Other Important Provisions Governing

Conduct

Description

This General Order is to effect the administration of important governance matters related to

the employment of officers together with other important matters related to manner in which

officers of the Public Service are required to be treated by each other.

Business Process 20.1: Gender Equity and Social Inclusion

Business Process 20.2: Business Activities Outside the Public Service and Other

Important Provisions



Business Process 20.1: Gender Equity and Social Inclusion

KEY POINTS

What is Mainstreaming?

Gender mainstreaming is a central strategy for advancing gender equality and equity. It refers to the consistent use of a gender perspective at all stages of the development and implementation of policies, plans, programs and projects.

It is about ensuring that a gender perspective informs the development of such initiatives at all stages and in every aspect of the decision-making process.

Analysing all Government policies and practices to examine the differential impact they have on men and women.

The process of including GESI principles as part of internal and external business processes in the workplace. How to do Mainstreaming

Identify Business Process

Test to see if it is GESI sensitive

Apply it as part of the Business Process implementation. Importance of Mainstreaming

Make GESI Values and Principles part of the Business Process and an integral part of the process

Gender mainstreaming can also change institutional cultures, budgeting and resource allocation

Make implementation of the GESI Policy more effective and more practical. The GESI Values and Principles

Fair and participative decision making

Freedom from bias

Transparent processes

Reasonable adjustments to remove barriers to employment

Engaged employees performing to their full potential

Respectful communication

Demonstrated, more democratic leadership

Every person has the right to feel safe and supported in their workplace. How can GESI Principles and Values be mainstreamed into systems and processes?


Streamline the GESI principles and values into the systems and processes and make it part of the process so that it becomes part of the workplace culture

Insert or incorporate GESI reflective words and activities as part of the day to day systems and processes of the Public Service e.g. Recruitment process, so that it reflects GESI values and principles.

REFERENCES

SOURCE SECTION

Fourth Edition Public Service General Orders 2012 General Order 20 Section 20.52 – 20.74

National Public Service Gender Equity and Social Inclusion Policy Mainstreaming GESI

DELEGATION


Mainstreaming of GESI Policy Agency Head/Secretary DPM

OVERVIEW OF PROCESS

PROCESS


1. Identify systems and processes

1.1 Review all internal and external systems and All Business HR Officers 2 weeks

Identify systems & processes

Apply GESI principles & values as a test

ImplementationMonitoring &

Evaluation



processes Processes

1.2 Identify what needs to be done in each system and process

All Business Processes

HR Officers 1 week

2. Apply GESI principles and values as a test

2.1 Test to ensure GESI principles and values are reflected

GESI Policy HR Officers 1 week

2.2 Apply the GESI sensitised process All Business Processes

HR Officers 2 weeks

3. Implementation

3.1 GESI sensitised process and procedure is implemented

Business Process GESI Policy

HR Officers 1 month

4. Monitoring and Evaluation

4.1 Monitor and evaluate the internal and external process and systems to ensure it is GESI sensitive

Business Process GESI Policy

HR Officers 2 weeks

4.2 Make recommendations M&E report HR Officers/HR Manager

2 days



Business Process 20.2: Business Activities Outside the Public Service and Other Important Provisions

KEY POINTS

This business process identifies the process to be undertaken for the following actions:

Engagement in Business Activities Outside the Public Service

Outside Business Interests (DPM approval required)

Resignation to Stand for Public Office o Resigned and officers who have failed to win a seat in an election has no automatic right to be re-admitted to the

Public Service Officers may choose to leave the service with all entitlements paid or seek Leave Without Pay and return into the Public Service if a vacancy exists and retain continuation of service.

Public Servants Assisting the Electoral Commission Other Important Provisions

Compassionate Financial Assistance (Special Circumstances)

Deductions from Pay

Bankrupt and Impecunious Officers (DPM approval required)

Officers on Non-Breadwinners/Breadwinner Status

REFERENCES

SOURCE SECTION

Public Services (Management) Act 2014 Sec 56 (1-5)

Fourth Edition General Orders 2012 – General Order 20 20.1 – 20.85

Electoral Commission Act

DELEGATIONS


Request for Outside Business Interests Secretary Department of Personnel


Management

Advice of Bankrupt and Impecunious Officers Secretary Department of Personnel

Management

Request for activities outside of public service and other important provisions Agency Heads

OVERVIEW OF PROCESS

PROCESS


1 Request received by Human Resource area for consideration

Documentation HR Officer 1 day

2 HR assess request in accordance with General Orders Documentation General Orders

HR Officer 2 days

3 HR prepare recommendation for Agency Head and Secretary DPM where required

Documentation Recommendation

HR Manager Agency Head Secretary DPM

1 day

4 Agency Head makes decision and returns recommendation to HR

Documentation Recommendation

Agency Head Secretary DPM

2-10 days

5 HR advises officer of decision Recommendation Memo


1 day

6 File documentation - send documentation to Records Management for filing

Documentation Recommendation Memo

HR Officer Records Officer

1 day

Request received by HR

Assess RequestPrepare

recommendation

Agency Head &/or Secretary DPM decision

Advise OfficerFile

documentation


General Order No. 21 – Industrial Relations in the Public Service

Description

This General Order is to affect the policies of the National Executive Council on the

arrangements and procedures available for the proper conduct of industrial relations in the

Public Service in ensuring harmonious relationships between the Public Service Employee

Unions and Associations.

No Business Process required for this General Order



General Order No. 22 – The Public Service Commission

Description

This General Order is made with the approval of the Public Service Commission to enable

Departmental Heads and officers of the Public Service to understand and to comply with the

roles and responsibilities of the Public Service Commission (“PSC”) in the review of

personnel matters and consultations on appointments as provided for by the Constitution

and given effect by the Public Service (Management) Act 2014.

No Business Process required for this General Order



General Order No. 23 – Management of Personnel Records

Description

This General Order is for the purpose of requiring agency heads to maintain organised and

systematic personnel records of staff during and after their employment for specified periods

according to Government policy and in compliance with statutory requirements

Business Process 23.1: Creation of Personnel Files

Business Process 23.2: Managing Personnel Files



Business Process 23.1: Creation of Personnel Files

KEY POINTS

What is Records Management?

Records Management involves the process of creating records, management of records, storage, retrieval and disposal of records.

General Order 23 covers the following records; Personal, Payroll, employment records for individual employee and officers of the National Public Service.

What Records are covered in these Procedures?

Personal File - this file is created when an individual commences employment with the National Public Service. All categories of employees including short term employment, Ministerial staff and NEC appointee, must have a personnel file created on commencement of employment.

Other Employee Records - other employee records maintained in the Human Resource Management areas should apply the same procedure when managing employees training, discipline and other related employee records.

REFERENCES

SOURCE SECTION

Frauds and limitations Act

Archival and information Act

DELEGATION


Hire of new Employee Agency Head

Retention schedule and Disposal of records Agency Head

OVERVIEW OF PROCESS


PROCESS


1. DOCUMENTATION FORWARDED TO RECORDS MANAGEMENT

1.1 HR forwards all documentation relating to the New Hire of an officer to the Records Manager for filing.

New Hire documents

Human Resource Manager Records Manager

2 days

2. CREATE FILES

2.2 Three hard copy files are to be created on the date of commencement of a new recruit. These files are: a) Personnel File b) Discipline File c) Training File. All files must be created using a standard Personnel File format, customised with the Department name, available from the Government Printing Office. Create new Files

Personnel file Discipline File Training File Form PRM 23.1

Records Officer 3 days


Documentation forwarded to

Records Management

Create filesFile

documentation on files

Add folio numbers to

documentation on file

Create File Movement Card or File Register

Put file awayUpdate File

Movement Card or File Register



3.1 File all documentation relating to the New Hire in the personnel file.

New Hire documents Personnel File

Records Officer 1 day

4. ADD FOLIO NUMBERS TO DOCUMENTATION

4.1 Sequentially number every document in the personnel file with a folio number hand written at the top right hand corner of the pages, starting at the bottom of the file. Maximum number of folios in a file should not exceed 200 pages. When an additional file is created it is marked part two beginning with folio number 201.

Personnel file Manager HR 5 days

5. CREATE FILE MOVEMENT CARD

5.1 Create a File Movement Card or record on electronic File Register if applicable

File Movement Card Electronic File Register (if applicable)


6. PUT FILE AWAY

6.1 Put away File in a secure storage facility File File Storage facility


7. UPDATE FILE MOVEMENT CARD

7.1 Update the File Movement Card by clearly indicating the following:

location of where the file is stored

date stored

action officer who last worked on the file

officer who stored the file away in an appropriately designated storage facility.

File Movement Card Electronic File Register (if applicable) Filing cabinets Personnel File




Business Process 23.2: Managing Personnel Files

KEY POINTS

What is Records Management?

Records Management involves the process of creating records, management of records, storage, retrieval and disposal of records.

General Order 23 covers the following records; Personal, Payroll, employment records for individual employee and officers of the National Public Service.

Variation of Records

Variations to folios contained within a hard copy file (including authorised removal of information from a file) may only be undertaken by the Human Resources Manager/Corporate Services Manager or delegate, and must be done in accordance with the provisions contained within this General Order.

Any variations or removals made must be accompanied by a folio entry detailing all actions taken and for what reasons and must be signed off by the authorised action officer.

What Records are covered in these Procedures?

Personal File - this file is created when an individual commences employment with the National Public Service. All categories of employees including short term employment, Ministerial staff and NEC appointee, must have a personnel file created on commencement of employment.

Other Employee Records - other employee records maintained in the Human Resource Management areas should apply the same procedure when managing employees training, discipline and other related employee records.

Closing Files A personnel file may only be closed where an officer resigns, retires, dies, is retrenched or is terminated from the Public Service. The file cannot be closed until all final payments are made to the officer or his or her next of kin (in the case of a deceased officer) and all monies owing to the State have been collected.

Disposal of Files

A file may only be disposed in accordance with the Fourth Edition General Orders 2012 – General Order 23 and under the authority of the Department’s Records Management Delegate or Human Resources Manager/Corporate Services Manager.

Records may only be disposed of by shredding or by incineration. Digital records must be disposed of in accordance with the procedures held by the Management Information System Division.


REFERENCES

SOURCE SECTION

Frauds and limitations Act

Archival and information Act

Fourth Edition General Orders 2012 General Order 23

DELEGATION


Hire of new Employee Agency Head

Retention schedule and Disposal of records Agency Head

OVERVIEW OF PROCESS

Documentation forwarded to

Records Management

Sort and File File

documentation on files

Add folio numbers to documentation

on file

UpdateMovement Card or File

RegisterPut file away

Update File Movement Card or

File Register


PROCESS


1. DOCUMENTATION FORWARDED TO RECORDS MANAGEMENT

1.1 HR forwards employee documentation to Records Manager for filing

Employee Documentation

Human Resource Manager Records Manager

2 days

2. SORT AND FILE

2.1 Sort employee documentation according to Personnel Files e.g. Personnel, Discipline or Training




3.1 File all documentation on relevant personnel file. Personnel file Discipline File Training File Form PRM 23.1

Records Officer 2 days

4. ADD NUMBERS TO DOCUMENTATION

4.1 Sequentially number every document in the personnel file with a folio number hand written at the top right hand corner of the pages, starting at the bottom of the file. Maximum number of folios in a file should not exceed 200 pages. When an additional file is created it is marked part two beginning with folio number 201.


Manager HR 5 days

5. UPDATE FILE MOVEMENT CARD OR FILE REGISTER

5.1 If requested, mark out file to officer on File Movement Card for requested period of time. NB This officer must have the appropriate authority to view Personnel files (refer to General Order 23)

Personnel file Discipline File Training File File Movement Card

Records Officer

2 days



Electronic File Register (if applicable)

5.2 Regularly review the dates when files are to be returned to Records Management and identify overdue dates and officers who have the files.


Records Officer

Daily

5.3 Contact the officers who have files that are overdue and ask for the files to be returned. NB. If files are not returned within 1 week, contact the officers Manager.


Officer Manager of Officer Records Officer

1 Day

5.4 Files are returned to Records Manager Files Officer Records Manager

1 Day

6 PUT FILE AWAY

6.1 Put away File in a secure storage facility File File Storage facility


7 UPDATE FILE MOVEMENT CARD AND PUT FILE AWAY

7.1 Update the File Movement Card by clearly indicating the following:

location of where the file is stored

date stored

action officer who last worked on the file

officer who stored the file away in an appropriately designated storage facility.

File Movement Card Electronic File Register (if applicable) Filing cabinets Personnel File



Acknowledgements

Department of Personnel Management

Mr John M. Kali, OBE, Secretary

Mr Ravu Vagi, MPS, Deputy Secretary Operations

Ms Taies Sansan, Deputy Secretary Policy

Mrs Agnes Friday, A/g Deputy Secretary Public Service Reforms

Mrs Rhymbi Kokiva, A/g Executive Manager Human Resource Advisory Services (HRAS)

Mrs Linda Kerwin, MHROD, HR Adviser HR COnNECT Project, Economic & Public Sector

Program

Mr George Taunakekei, Executive Manager Workforce & Organisation Development

Mr Augustne Dimura, Executive Manager Monitoring & Compliance

Ms Emma Faiteli, Executive Manager Industrial & Employee Relations

Mr Timothy Desmond, A/g Director Senior Executive Services

Mr Eovo Lavai, Manager HRAS

Ms Agnes Tamate, Manager HRAS

Mrs Maria Poli, Manager HRAS

Ms Roselyn Wrakuavia, A/g Manager HRAS

Mr Emmanuel Ginis, Gender Equity & Social Inclusion

Mrs Marita Kouga, Manager Human Resources

HRAS Divisional Staff

Thank you to all other staff who participated in the development, validation and pilot

of the HR Business Processes. Your contribution to these important documents is

greatly appreciated.

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