KHRS seeks to attract, motivate and retain the best people in appropriate positions to enable the Organization to successfully achieve its vision and mission. To achieve this goal, KHRS develops and maintains protocols that give priority to staff development and growth, while also retaining the option to recruit from external markets whenever outside recruitment is considered to be in the best interest of the Organization.
Staff development procedures enable Organization-initiated departmental staff promotions, transfers, and interim cross-functional appointments. Only when qualified resources are not internally available KHRS shall endeavor to recruit best available talent in the market place through a transparent hiring process.
It is our policy to comply with applicable employment laws and Organizational standards to assure that all employment selection decisions are made without regard to religion, marital status, age, sex or disability.
1.1. Employee: All employees are expected to seek clarity regarding their work assignments and work progress; take the initiative to develop their qualifications and improve their performance in their current position; obtain career guidance from their supervisors and Human Resources and to seek advancement opportunities.
1.2. Supervisors: Supervisors are expected to keep their staff informed about their work assignments, work progress and opportunities for advancement throughout the Organization; develop and share with staff, core competency profiles which identify the key responsibilities, critical skill sets and relationships needed to successfully perform all of the essential functions of their positions; evaluate staff performance and communicate same with staff in a timely manner through organization-wide systems established by Human Resources department; and based on performance, develop and maintain rosters of their promotable staff members and recommend the promotion of staff as appropriate.
1.3. Human Resources Department: Human Resources department is expected to set standards for employment practices; establish and maintain organization-wide protocols for performance evaluation, communication and identifying and developing qualified promotable and high potential staff; and provide assistance and guidance to supervisors as they meet their employment practices responsibilities.
- PROMOTIONS and TRANSFERS
The Organization recognizes the value of promotions and transfers as key tools for motivation, rewarding performance, and retaining and encouraging the professional growth of its employees. As opportunities develop, hiring supervisors will first evaluate the eligibility and qualifications of existing staff throughout the Organization. Competitive internal and external recruiting procedures are successful where hiring supervisors and the Human Resources department consider such recruiting is in the best interests of the Organization.
2.1.1. A promotion occurs when an employee is appointed/placed to a position classified at a higher level grade/salary band than him/her former position. Promotion to a higher level will normally be accompanied by a salary increase. This increase represents both merit based on performance demonstrated through the date of the promotion and the promotion itself.
2.1.2. The Organization prefers and makes every effort to promote from within using procedures other than competitive job posting to fill positions above entry level. Through a review and approval procedure, promotion decisions are based upon the evaluation of the promotable staff member’s qualifications, and supporting recommendations of supervisors based on employee performance evaluation and relative to appropriate competency profiles of the position involved. There are basically two types of promotions:
The Organization highly values both types of professional growth and believes that both are meaningful tools for rewarding performance, motivating and retaining employees.
188.8.131.52. Growth Promotion occurs when an employee has gained sufficient knowledge and experience and has demonstrated an ability to take on significantly greater responsibilities through their current position and as a result, their position is upgraded to a higher level. Generally, growth promotions result in a higher salary range and salary. Salary adjustments should be budgeted as part of the annual budgeting process.
To be considered for a growth promotion, one must have a consistent record of Performance rating of ‘G’ or higher to undertake additional responsibilities.
184.108.40.206. Replacement Promotion occurs when a qualified employee is promoted as a result of being recruited or directly appointed into a position that becomes available through attrition or reorganization, which is at a higher salary grade level. As opportunities develop, supervisors, with HR, first evaluate the eligibility and qualifications of their existing staff and staff throughout the Organization. Supervisors and HR determine such recruiting to be in the best interests of the Organization. Generally, replacement promotions also result in higher salary range and salary.
All regular full-time and part-time employees whose most recent overall performance rating are minimum ‘G’ or higher coupled with good previous track record of performance appraisals are eligible for promotion.
2.2. EQUITY ADJUSTMENTS
2.2.1. An equity adjustment is given when a change in responsibilities warrants a one-level adjustment but not a promotion; or when an adjustment to an employee’s salary in current grade is warranted based on position in the range, experience, the external market and /or performance relative to peers. This adjustment should only be considered after the employee has been in their job for at least one year and should be budgeted and given at the time of the normal merit review cycle.
2.3. INTERIM ASSIGNMENTS
KHRS believes that it may at its discretion initiate or approve interim assignments of employees from one job to another or from one location to another, without using competitive job posting process, in order to satisfy the strategic and operational human resources needs of the Organization. Organizational initiated assignments occur when an employee successfully completes the appointment review and approval process.
There are two types of interim assignments,
Lateral and Developmental Transfers
KHRS believes that it may at its discretion initiate or approve temporary or long-term employee job transfers from one job to another or from one location to another, without using competitive job posting process, in order to satisfy the strategic and operational human resources needs of the organization.
2.3.1. Lateral Transfer:
220.127.116.11. A lateral transfer occurs when an individual is transferred between positions that have the same salary grade and salary range. Employees who transfers laterally will continue to receive their current rate of pay.
18.104.22.168. Lateral transfers should be planned events with established outcomes and timelines. If the duration is to be for three to six months, the transfer is considered to be short-term and the transferee may be returned to his/her original position. Therefore, the transferee may be replaced in the original position with a temporary substitute. If the duration is to be more than six months, the transfer is considered to be long-term and the transferee is not expected to return to his/her original position. Therefore, the transferee may be replaced in the original position with a regular employee.
2.3.2. Developmental Transfer:
22.214.171.124. A developmental transfer occurs when an individual is reassigned to a position that has a lower or higher salary grade and range. Staff that transfers for development purposes will continue to receive their existing rate of pay, supplemented as appropriate to offset additional cost burdens directly attributable to the transfer. Benefits during development transfers will be adjusted as needed based upon the length and location of the assignment.
126.96.36.199. Developmental transfers are planned events with established outcomes and timelines and offer job enrichment opportunities to staff to gain new skills in order to grow/advance their career within the Organizational