Roots Millennium

Human Resource Policy

(Guidelines)
Rashid Ashraf (MBAF14A006)
Zakaria Ali (MBAF14M062)
Abusfyan (MBAF14M036)
Huzaifa Awan (MBAF14M127)
S: No Table of Contents Page No
(Chapters)

1. Human Resource Strategy 1

2. Organizational Structure 3

3. Objects, contents and compliance 4

4. Basic workplace rules 4

5. Recruitment, selection and placement 6

6. Job description / Job rotation 8

7. Learning and development policy 8

8. Internship 9

9. Salary and allowance benefit 9

10. Leave Rule 10

11. Internal Communication 11

12. Discipline 11

13. Resignation / Termination 11

14. Succession planning 12

15. Grievances Handling policy 12

16. Protection against harassment of Teachers at work 13

Roots Millennium Human Resource Policy Guidelines

Chapter 1. Human Resource Strategy

1.1 Vision:
Roots Millennium Schools is destined to develop its role as a leading International Montessori /
School / College / University thus supporting a socially inclusive approach to participation in
education. We deliver outstanding academic qualifications.

1.2 Mission:
RMS aims to be committed to bring out the best in a child/student mentally, intellectually,
academically, physically and culturally by developing the attitude skills and knowledge and values
in the students to meet 21st global challenges.

1.3 Values:
1.3.1 Learning to Know:
We deliver education to prepare our students to meet 21st century challenges.

1.3.2 Learning to be:

We want to bring out the best in every Student by developing the attitude, values and
knowledge.

1.3.3 Learning to do:

We prepare our students to be creative, responsible and entrepreneurial skilled individuals.

1.3.4 Learning to live together:

Students are encouraged to challenge ‘conventional wisdom’, ‘handle complexity’ and benefit

1.4 Introduction and Background

1.4.1 Introduction:
Strategic Human resource management of RMS is attached with the overall strategy of the
institution. By providing a road plan for all the strategies of business and acting as a change agent.
HR& Learning group of RMSs aims to ensure the proper human resources aligned with the
institutions overall strategy.

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1.5 Objectives:
The objective of this strategy is to give the direction of HR & Learning Group to ensure that the
institutional objectives are fulfilled. From this perspective HR strategy is directly related with
organizational overall objectives.

1.6 Mission Statement of HR Strategy:

HR & Learning group at RMS aims to relate its strategies and plans according to the organizational
strategies.

• Manage change and conflict

• Develop commitment to shared values
• Constantly and consistently align structure, skill, culture and system to share value

1.7 Elements of Strategy:

1.7.1 Recruitment:
We aim to induct the right people, with the right skills, in the right time and right place. We
strongly follow this aspect of HR for recruitment of Teachers and other staff. And these will be
achieved in following steps

• The HR strategy will provide equal opportunities to experienced teachers as well as fresh
graduates.
• By checking shared values and goals which must be aligned with the institutions culture.
• Recruitment structure will be based on test interviews, sample presentation, lecture
delivering or any other creative activity to analyze the suitability of candidates.
• Our recruitment process will make sure to deliberately check the candidate for the
“Teacher-leadership” quality.

1.8 Training & Development:

Training and development of the teacher is very necessary to meet contemporary trends of teaching
styles. Training programs includes Becoming A More Effective Teacher Classroom Management:
A tool for all times 4p’s Prediction + Presentation + Practice + Production Student Centered
Teaching Identifying Learning Disabilities Icebreakers and Warm Ups Effective Vocabulary:

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Roots Millennium Human Resource Policy Guidelines

Techniques for All Levels Error Correction That Works: What, How, When And Why Effective
Multi Level: Reading And Speaking Useful Writing Skills: Techniques Dos And Don’ts of Testing
And Evaluation Lesson Planning.

1.9 Compensation and Benefit:

It will be our core value to provide salary and any related compensations on time without any delay
to our employees. We will follow the government rules regarding salary packages for our
employees. We need to ensure that our salary packages and benefits must be in line with the market
trends.

1.10 Retention & Motivation of Employee:

Teachers motivation is crucial part in great learning process and for this purpose we strictly
focused on these values

• By Giving them space

• By Nurture greatness

• By Respect them

• By Challenging them

• By Give them the tools to succeed

• By Pay them what they deserve

1.11 Compliance with Regulatory Requirement:

HR & Learning group will ensure that all our HR related policies and their implementation are in
line with regulatory requirement, Labor laws of Pakistan, income tax rules and other governmental
regulation.

Chapter 2. Organizational structure:

The Hierarchal representation of school Management will be as follows:

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Roots Millennium Human Resource Policy Guidelines

DIRECTOR

PRINCIPAL

Teacher Teaceher Teacher

1 2 3

Fig. 1

Chapter 3. Object, content and compliance:

3.1 Objectives of HR Policy Guidelines

The objectives of HR policy guidelines to provide information and guidance to teachers, staff
members, principals and director. These guidelines remain available with Director and Principal.

3.2 Compliance:
All the management and teachers of school must ensure compliance to the provisions contained in
this policy guidelines in letter and spirit. HR & Learning Group will monitor of these policy
provisions. These rules and policies apply to all employee of school.

Chapter 4. Basic workplace rules:

4.1 Working Hours

Observe your working hours faithfully. Arrive punctually at your class rooms, ready to begin the
day’s work, and do not leave before dismissal time. You may not

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• be habitually late for work:

• leave early, except for good reason and with your supervisor’s permission;

• leave your work area during working hours without authorization and for no valid reasons;

• sleep or loiter during working hours;

• abuse rest periods or lunch breaks.

4.2 Time Records

Keep daily time records, and make only true and correct entries in your time records. You may
not:

• falsify entries in your time records;

• intentionally fill in the time record of another employee;

• have your time record filled in by another person;

• make unauthorized alterations on any time record

4.3 Leaves and Absences

All leaves, whether with or without pay, are subject to prior authorization. If, for any reason, you
cannot report for work, send word to your supervisor as soon possible, either by telephone or by
personal messenger, informing him of the reason for your absence and indicating, if possible, how
soon you can report back to work. You may not

• absent yourself without your supervisor’s permission, particularly on workdays

immediately before or after a weekend or a paid holiday
• fail to notify your supervisor immediately in case of absence due to sickness or emergency
• fail to secure prior formal authorization for leave, before going on leave
• take a leave despite failure to secure valid authorization for the leave

4.4 Behavior
In the performance of your duties, and in your working relations with others, observe the basic
rules of courtesy and good behavior. Give due regard to the well-being of others regardless of
position and rank. You may not engage in following things:

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Roots Millennium Human Resource Policy Guidelines

• discourtesy, or rudeness in language or behavior

• use of profane or obscene language
• engaging in horseplay or any other form of unruly behavior
• gambling in any form within the school

4.5 Personal Integrity

Observe high ethical standards and act in good faith in your dealings with the University and with
others. You may not:

• Give false testimony, or give false information on personnel or other official records;
• Offer or accept gifts or anything of significant value relating to your work
• Betray the University’s trust and confidence;
• Conduct yourself on and off duty in a manner that will embarrass or discredit the
University.
• use your position, or access to University records and other data, to further personal
interests;
• Falsify reports, official records or documents of the School

4.5 Confidential Matters

If you are in custody of confidential records, safeguard any information in such records as well as
those conveyed to you in confidence. Examples of records classified as confidential
are: personnel records, salary records, examination papers, student grades, psychological test
reports.

Chapter 5. Recruitment, selection and placement

• The HR strategy will provide equal opportunities to experienced teachers as well as fresh
graduates.
• By checking shared values and goals which must be aligned with the institutions culture.
• Recruitment structure will be based on test interviews, sample presentation, lecture
delivering or any other creative activity to analyze the suitability of candidates.

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Roots Millennium Human Resource Policy Guidelines

• Our recruitment process will make sure to deliberately check the candidate for the
“Teacher-leadership” quality.

5.1 Minimum Entry Requirement:

CADRE MINIMAL EDUCATIONAL REQUIREMENT

PERMANENT Bachelors or equivalent courses from recognize university

CONTRACTUAL For specific training programs according to requirement

5.2 Assessment of fitness & propriety of key position

• Integrity, Honesty and Reputation
• Normal track record
• Qualification and Experience
• Conflict of interest
• Leadership style

5.3 Recruitment Classification

5.3.1 Entry level Recruitment:
Fresh Bachelors can be inductive through hiring process depends on school requirement
for clerical and teaching jobs.

5.3.2 Lateral Recruitment:

: Graduates and experienced individual are select through hiring process for teaching.

5.3.3 Offer Placement:

Recruitment department shall prepare and negotiate the salary range and compensation
level with the candidate based on experience, existing salary, job profile and salary survey as
appropriate.

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Roots Millennium Human Resource Policy Guidelines

Chapter 6. Job description / Job rotation

6.1 Job description:

The overall function of teacher to teach and educate students according to guidelines by the
institute and educate the students according to educational needs, abilities and attainment potential
of individual student entrusted to his/her care by the Head of School.

The main responsibilities of teachers are;

• Planning, preparing and delivering lessons to all students in the class;

• Teaching according to the educational needs, abilities and achievement of the individual
students and groups of students;
• Adopting and working towards the implementation of the school development plan of the
school they are giving service in;
• Assigning work, correcting and marking work carried out by his/her students;
• Assessing, recording and reporting on the development, progress, attainment and behavior
of one’s students;
• Providing or contributing to oral and written assessments, reports and references relating
to individual students or groups of students
• Participating in arrangements within an agreed national framework for the appraisal of
students’ performance;
• Promoting the general progress and well-being of individual students, groups of students
or class entrusted to him/her;
• Providing guidance and advice to students on educational and social matters and on their
further education and future careers;
• providing information on sources of more expert advice

Chapter 7. Learning and development policy

Training and development of the teacher is very necessary to meet contemporary trends of teaching
styles. Training programs includes:

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Roots Millennium Human Resource Policy Guidelines

• Becoming A More Effective Teacher

• Classroom Management: A tool for all times 4p’s Prediction + Presentation + Practice +
Production
• Student Centered Teaching
• Identifying Learning Disabilities
• Icebreakers and Warm Ups
• Effective Vocabulary: Techniques for All Levels
• Error Correction That Works: What, How, When and Why
• Effective Multi Level: Reading and Speaking
• Useful Writing Skills: Techniques
• Dos and Don’ts of Testing and Evaluation Lesson Planning

Chapter 8. Internship

The Primary aim for these internship training programs is to teach contemporary methods of
learning based on latest research approved by research scientist. Seminars and other training
programs, such as training for teacher-leadership skills programs announced on annual basis and
this provide opportunity for fresh graduates to participates in these skill building programs. For
this purpose, applications will be collected from the desired participants who want to take part and
learn knowledgeable skills.

Chapter 9. Salary and allowance benefit

salary of members is distributed at the end of month. Salary and allowances of each employee is
confidential matters. School cannot give any advance to the any staff members as it is bad habit.
In order to disburse salary on time, management ensure that all salary amendment must reach HR
& Learning group at time. The salary of teacher selects based on their specialization and rank in
the school. The salary range of teachers start from (10000 pm to 35000 pm).

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Roots Millennium Human Resource Policy Guidelines

Chapter 10. Leave Rule

Leave of absence from duty cannot be claimed as a matter and may on application by a teacher of
school, be granted only when satisfactory ground has been showed. All applications of leave or
for extension of leave shall be made in writing and addressed to Principal. Leave ordinarily shall
commence on the date with effect from which it is availed of and terminate on the date preceding
the date of resumption of duty. If a teacher of a school is absent from duty on all the days of a
week on which he/she has been assigned duties, whether such days are consecutive or not, he/she
shall be deemed to be absent from duty for the whole of the week. Every teacher of a college shall
follow a six-day week and shall abide by the pattern of holidays, vacation etc. as may be
determined by the school.

10.1 Casual leaves:

Casual Leave on full pay may be allowed to Principal/Teacher of a school up to a maximum of 14
days in any one calendar year but not more than 4 days at a time. A teacher on casual leave shall
not be treated as absent from duty.

10.2 Medical leaves:

A Teacher shall be entitled to Half Pay Leave for 20 days in respect of each completed year of
service. This leave may be granted on production of certificate from a qualified registered medical
practitioner or on private affairs. Half Pay Leave may be combined with any other kind of leave
except casual and quarantine leave.

Chapter 11. Internal communication

Internal communication may be the single most crucial factor in developing effective teachers.
Schools, realizing this, have implemented practices to communicate valuable information within
their school systems. Our school is promoting open, direct and honest communication among all
the staff members and parents of students. when we talk about internal communication in schools,
it is important that we address the interaction between the school board and the teachers.

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Roots Millennium Human Resource Policy Guidelines

It is vital that the school board keeps a close eye on teacher that are making an extraordinary effort
to enhance students’ education. When board members recognize these teachers, they need to
implement positive reinforcement practices to encourage future innovation. We develop the
employee portal so that students can easily communicate with teachers and take the information
and data through this portal.

Chapter 12. Discipline

It is the responsibility of the Administrative and Non-Administrative staff of the school to ensure
that its climate is one in which order and discipline prevail. All members of staff must consistently
and impartially enforce the rules and code.

Teachers and another staff member follow these disciplines:

• Show punctuality in work setting

• Hinder the Harassment of children
• Show honesty with your work
• Not damage the employer property
• Habitual absence without leave are not allowed
• Habitual late attendance not allowed
• False statement against any staff member not allowed etc.

Chapter 13. Resignation / Termination

If a teacher voluntarily resigns his contract during the school term, the resignation shall be in
writing and shall become binding on the date the resignation is accepted by the superintendent. No
further action by the employing board is necessary. The resignation is effective on the date
specified in the letter of resignation.

No teacher shall be permitted to terminate his or her contract within fifteen (15) days prior to the
first instructional day of the school term at a school to which the teacher is assigned or during the
school term without the consent of the superintendent.

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No superintendent shall be permitted to terminate his or her contract within thirty (30) days prior
to the beginning of the school term.

A teacher shall be permitted to terminate his or her contract at any other time when schools are
not in session by giving two (2) weeks written notice to the employing superintendent. A
superintendent shall be permitted to terminate his or her contract at any other time when schools
are not in session by giving two (2) weeks written notice.

Chapter 14. Succession planning

A succession plan is a long-term strategy for identifying and developing both personally and
professionally current potential staff for specific positions. Some note that the purpose is to "build
a bench" as well as identify not only the right person for the right seat on the bus, but the next
person who will sit in that seat.

Succession planning can be important for a variety of reasons, including:

• To manage tacit knowledge by capturing, preserving, protecting, and transferring information

from high-performing, experienced employees to high-potential employees.

• To retain top staff by providing them a specific and dedicated growth plan.

• To increase internal staff satisfaction, engagement, and loyalty by involving them in the future
of the organization as well as developing them professionally and personally.

• To ensure you can replace employees with specialized skills, knowledge, abilities, and other
characteristics important to the organization.

• To create a back-up plan in case of a staff emergency--someone leaves quickly due to relocation,
dismissal, or yes, even death.

• To better know your organization's employees and talent gaps before issues arise.

Chapter 15. Grievances Handling policy

Grievance procedures are workplace procedures which should be followed by employees with
complaints about their treatment; pay; or terms and conditions at work. Teachers who may have
an employment tribunal claim are advised to commence grievance proceedings.

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Roots Millennium Human Resource Policy Guidelines

Key Principles follow by the employee:

• Employees should in the first instance try to resolve the issue directly. Where this does not
resolve the issue, the employee should raise them dispute with their Line Manager or Head
Teacher.
• All internal partners will work together to resolve disputes. Head Teachers or Chair of
Governors in receipt of disputes should contact the Human Resources Section for advice.
• Disputes should be dealt with quickly and where there are likely to be delays then all
concerned should be kept informed and given reasons for the delay.
• Methods used to resolve disputes should be flexible and focus on resolution rather than
retribution.
• Employees will be treated fairly, and equality principles will be applied in respect of
handling all disputes and this will be monitored and reviewed.
• Confidentiality will be maintained throughout.

Chapter 16. Protection against Harassment of Teachers

The Board of Governors recognizes that its staff are its most asset and have a right to be treated
with dignity and respect. The Board of Governors is committed to the promotion of a harmonious
and supportive working environment through pro-active and sensitive management and is
committed to treating and investigating all allegations of bullying and harassment with equal
seriousness according to the negotiated procedures and protocols.

Teachers, regardless of their status, are required to undertake their duties in a professional manner,
and to comply with all reasonable instructions. They have an active role to play in the promotion
of harmonious working relationships and are expected to be aware of what constitutes reasonable
and acceptable behavior.

Policy of our school:

• condemns bullying and harassment as inappropriate to the maintenance of good employee

relations and the promotion of the dignity of teachers working lives
• will work to promote dignity at work and protect teachers

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Roots Millennium Human Resource Policy Guidelines

• will uphold the principles of equality

• will ensure that teachers can carry out their roles effectively within secure working
environment.
• the protection of the health, safety and wellbeing of all staff
• ensuring that all staff are made fully aware of their rights and responsibilities
• dealing with allegations of bullying and harassment seriously, sensitively and in confidence
• undertaking the necessary training in managing the procedure
• ensuring that a copy of this Policy, Code and Procedure is made available for every
teacher and that every teacher is briefed on the promotion of a harmonious workplace.

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