Admin_Staff_Handbook

Administrative Staff Handbook 2022-2023

UoS Staff Handbook Page 1 Contents 1. About the University.............................................................................................................. 3 1.1 Overview ....................................................................................................................................... 3 1.2 Vision............................................................................................................................................. 3 1.3 Mission.......................................................................................................................................... 3 1.4 Goals ............................................................................................................................................. 3 1.5 Core Values ................................................................................................................................... 5 1.6 Campus Map and Directory .......................................................................................................... 5 2. University Administration ...................................................................................................... 9 3. Employment ........................................................................................................................ 10 3.1 Institutional Diversity and Equal Employment Opportunity....................................................... 10 3.2 Employee Grades at the University ............................................................................................ 11 3.3 Categories of Employee at UoS................................................................................................... 11 3.4 Definitions of Categories of Staff ................................................................................................ 13 3.5 Employment System ................................................................................................................... 14 3.6 Applying for Employment ........................................................................................................... 15 3.7 Contracts ..................................................................................................................................... 15 3.8 Probationary Period and Renewal .............................................................................................. 15 3.9 Transfers and Promotions........................................................................................................... 17 3.10 Guidelines for New Employees at the University ..................................................................... 23 3.11 Faculty and Staff Records.......................................................................................................... 25 4. Staff Rights and Responsibilities ........................................................................................... 26 4.1 Salary, Benefits and Compensation ............................................................................................ 26 4.1.1 Salaries and Wages .............................................................................................................. 26 4.1.2 Salaries and Wages Policy .................................................................................................... 26 4.1.3 Benefits ................................................................................................................................ 26 4.1.4 Salary Payment Policy .......................................................................................................... 38 4.1.5 Overtime .............................................................................................................................. 38 4.1.4 Demise Policy ....................................................................................................................... 39 4.2 Staff Responsibilities ................................................................................................................... 40 5. Staff Development ............................................................................................................... 41 5.1 By-laws article ............................................................................................................................. 41 5.2 Procedures for supervision of staff............................................................................................. 41 5.3 Disciplinary Measures ................................................................................................................. 41 5.4 Raises and Allowances - In-Kind Advantages.............................................................................. 42 6. Code of Conduct .................................................................................................................. 43 7. Conflict of Interest ............................................................................................................... 59 8. Staff Evaluation ................................................................................................................... 61 8.1 Measures to Evaluate Employees ............................................................................................... 61 8.2 Evaluation Scores and Distribution ............................................................................................. 61 8.3 Employment Termination ........................................................................................................... 62 9. Staff Disciplinary and Grievance ........................................................................................... 76 9.1 Staff Disciplinary Measures......................................................................................................... 76 9.2 Staff Grievance Measures ........................................................................................................... 79 9.3 Nepotism and Employment of Relatives..................................................................................... 79 10. Safety .................................................................................................................................. 81 11. Staff Communication and Representation............................................................................. 81 11.1 Role of Staff in Governance ...................................................................................................... 81 11.2 Staff Affairs Committee ............................................................................................................ 81 11.3 Staff Satisfactions Survey.......................................................................................................... 82

UoS Staff Handbook Page 2 11.4 Communication by E-mail ......................................................................................................... 82 11.5 Suggestions and Recommendations ......................................................................................... 82 11.6 Collegiality................................................................................................................................. 83 12. Staff Services and Facilities................................................................................................... 83 12.1 Human Resources Department................................................................................................. 83 12.2 Counseling and Career Services ................................................................................................ 83 12.3 Financial Department................................................................................................................ 83 12.4 Physical Plant Department........................................................................................................ 84 12.5 Information Technology Center................................................................................................ 84 12.6 Public Relations Department .................................................................................................... 85 12.7 Medical Services Administration .............................................................................................. 85 12.8 Media Center ............................................................................................................................ 86 12.9 Sport Facilities........................................................................................................................... 86 12.10 Center for Continuing Education and Professional Development.......................................... 86 12.11 Food Services .......................................................................................................................... 87 12.12 Grocery (Sharjah Cooperative Society) ................................................................................... 87 12.13 Banking Services...................................................................................................................... 87 12.14 Laundry and Barbershop......................................................................................................... 87 12.15 Disability Services.................................................................................................................... 87 12.16 Safety and Security ................................................................................................................. 88 13. Remote Working.................................................................................................................. 88

UoS Staff Handbook Page 3 1. About the University 1.1 Overview The University of Sharjah was established as a non-profit institution for higher education in October 1997 by His Highness Sheikh Dr. Sultan Bin Mohammed Al Qassimi, Member of the Supreme Council, Ruler of Sharjah and Supreme as the first university in the Emirate of Sharjah. In less than 20 years, the University has achieved academic accreditation for all its programs at the bachelor’s, master’s and PhD levels. The University of Sharjah aims at becoming an institution of higher education utilizing the most modern educational means and curriculum. The student is the University’s number one priority. The University endeavors to have students reach their highest potential through strengthening interaction between students, urging them to work hard, and instilling in them the desire to develop their own personal and cognitive skills so that they may become active members of the society. The University is conscious of its leading role in the society-at-large. Hence, it seeks to create an atmosphere conducive to developing its students’ intellectual capabilities driven by scientific and logical reasoning. 1.2 Vision The University of Sharjah is an innovative world-class teaching, learning and research institution providing a distinctive, inspirational, creative and supportive environment. 1.3 Mission The University of Sharjah is committed to providing a world-class educational experience that prepares lifelong learners and leaders with integrated knowledge and skills. We are passionate about building a collaborative and sustainable environment that cultivates twenty-first century skills and fosters pioneering research and scholarship. We seek to serve the current and future needs of our local community and beyond by offering innovative academic and professional programs. 1.4 Goals The University goals are categorized as follows: Student 1. Make the University of Sharjah campus more welcoming and supportive for all, focusing on the wellbeing of our students. 2. Enhance programs, services and facilities for people of determination. 3. Enhance student advisory and support for academic achievement. 4. Increase the employability of University of Sharjah students, while improving internship and cooperative opportunities. 5. Enhance facilities and services at our branches.

UoS Staff Handbook Page 4 People 1. Recruit, develop, retain talented faculty and professional staff. 2. Empower faculty and professional staff through professional development. 3. Develop the Emiratization program. 4. Enhance employee wellbeing, safety and healthcare. 5. Develop an environment of service excellence. Innovation 1. Build an agile governance and operating model with the aim of establishing a robust and efficient operations platform on which to grow. 2. Unify and integrate IT systems to serve education, research and operation activities. 3. Establish a financially sustainable institution with diverse sources of income. 4. Efficiently manage resources to establish a sustainable financial base and examine the distribution of resources across programs, revising uneconomical academic programs. 5. Improve the University of Sharjah branding and internationalization. 6. Develop an environmentally sustainable campus. Research 1. Support research management and dissemination. 2. Support and reward researchers, while engaging students. 3. Establish sustainable dynamic priority research areas in service of the community. 4. Expand and equip state-of the-art research facilities. Industry and Community 1. Communicate more effectively with society to increase local, regional and international relations in a bid to foster research and innovation through greater collaboration. 2. Establish a philanthropy and endowment program. 3. Increase alumni involvement in fundraising and networking. 4. Provide professional development, continuing education and consultancy services for industries, the community and society. Teaching and learning 1. Enhance our teaching and learning environment by incorporating leading edge technology. 2. Develop and support innovative teaching methodologies and course design and delivery. 3. Review, develop and accredit academic programs to meet the 21st century job market. 4. Strengthen the pedagogical knowledge and skills of faculty members.

UoS Staff Handbook Page 5 1.5 Core Values The University of Sharjah is united by six core values that underpin our daily actions as students, staff, faculty, administrators and alumni. They are as follows: 1. Integrity and Ethics: Ethical standards at the University of Sharjah are founded on ethical and civic responsibility in accordance with progressive Arab and Islamic ideals. 2. Dedication: Dedication to providing students with knowledge and support, so they are fully prepared to be the leaders of the future. 3. Inclusiveness: We welcome and value each other and embrace the diversity of ideas and people. 4. Excellence with limitless Drive: For quality enhancement and continuance improvement. 5. Accountability and Transparency: We pride ourselves on our responsibility, and transparency in our actions, providing a fair and positive work environment. 6. Innovation and Creativity: We work without bounds to improve lives through creativity and innovation in the pursuit of academic excellence 1.6 Campus Map and Directory University Campuses

UoS Staff Handbook Page 6 Telephone Directory University of Sharjah P. O.Box 27272 Sharjah United Arab Emirates Tel: +971 6 5585000 Fax: +971 6 5585099 Email: info@sharjah.ac.ae Office / College / Department Telephone Number Fax Number Chancellor's Office +971 6 5050001 +971 6 5585185 Vice Chancellor for Academic Affairs +971 6 5053032 +971 6 5053034 Vice Chancellor for Medical & Health Sciences Colleges +971 6 5057201 +971 6 5585879 Vice Chancellor for Finance & Administrative Affairs +971 6 5050103 +971 6 5050101 Vice Chancellor for Community Affairs +971 6 5050524 +971 6 5050523 Dean for Academic Support Services +971 6 5053014 +971 6 5050139 Call Center for New Students 600-522251 Admissions and Registration +971 6 5050735 +971 6 5585184 Disability Resource Center +971 6 5053028 +971 6 5053112

UoS Staff Handbook Page 7 New Dental Hospital Call Center 06-5057666 (External) Ext 7666 (Internal Within UOS Campus) Students Housing Men +971 6 5052778 Women +971 6 5051500 +971 6 5585487 +971 6 5585419 Passport Unit +971 6 5050066 +971 6 5050026 College of Shari’a & Islamic Studies +971 6 5050181 +971 6 5050334 College of Sciences +971 6 5050226 +971 6 5050225 +971 6 5050489 College of Arts, Humanities and Social Sciences +971 6 5053301 +971 6 5050644 College of Business Administration Men Women +971 6 5053500 +971 6 5053522 +971 6 5050100 College of Engineering Men Women +971 6 5050901 +971 6 5050952 +971 6 5585173 +971 6 5585191 College of Health Sciences Men Women +971 6 5057501 +971 6 5050801 +971 6 5057502 +971 6 5050802 College of Law Men Women +971 6 5050195 +971 6 5053187 +971 6 5050140 +971 6 5053155 College of Fine Arts & Design +971 6 5053441 +971 6 5053444 College of Communication +971 6 5050695 +971 6 5050688 College of Medicine +971 6 5057201 +971 6 5585879 College of Dental Medicine +971 6 5057301 +971 6 5585641 College of Pharmacy +971 6 5057401 +971 6 5585812 College of Sciences +971 6 5050225 +971 6 5050224 +971 6 5050489 College of Graduate Studies and Research +971 6 5050550 +971 6 5050552 Deanship of Student Affairs Men Women +971 6 5050759 +971 6 5050701 +971 6 5585174 +971 6 5585160 Information Technology Center +971 6 5050014 +971 6 5585101

UoS Staff Handbook Page 8 Physical Plant +971 6 5050058 +971 6 5050051 Human Resources +971 6 5050023 +971 6 5585200 Public Relations +971 6 5050020 +971 6 5585099 Media Center +971 6 5050020 +971 6 5585099 Finance Department +971 6 5050048 +971 6 5585183 Alumni Association +971 6 5050527 +971 6 5050523 Office of Grants and Sponsorships +971 6 5050530 Center for Continuing Education and Professional Development (CCE) +971 6 5057081, +971 6 5057087 +971 6 5057078 Central Laboratories +971 6 5053453 +971 6 5050444 Medical Service Department Men’s clinic Women’s clinic Emergency Phone Numbers Emergency Males Emergency Females Ambulance Medical Laboratory Pharmacy +971 6 5050207 +971 6 5050642 050/3619222 050/3619333 050/5272233 +971 6 5585416 +971 6 5053272 +971 6 5053222 +971 6 5053250 Libraries Medical Colleges College of Fine Arts & Design Men Women +971 6 5057161 +971 6 5053190 +971 6 5050245 +971 6 5050673 +971 6 5585186 +971 6 5053167 +971 6 5050249 +971 6 5050671 Business Services and Purchases Dept. +971 6 5050081 +971 6 5050419 University City Security- Sharjah Main Number (Operator) is 06-5059555 Offices Extension No. Head of the Station 00 Secretary 89 Force Officer 91 Head of Traffic and Patrols Branch 33 Traffic Cases Follow-Up 21-20 Operations 55 Investigation Offices- 1 51-50 Investigation Offices- 2 61-60

UoS Staff Handbook Page 9 2. University Administration The organization of the University of Sharjah is composed of the President, Board of Trustees, Chancellor, Vice Chancellors, Associate Vice Chancellors, Deans of Academic Units and Directors of Administrative Units. The President and founder of the University is the highest authority in the institution and acts as the chair of the Board of Trustees. The Board consists of fourteen members and holds the power of legislation, approving policies and supervising University performance. With the exception of the Chancellor, no board members are involved in the day-to-day operations of the University. The Chancellor is the chief executive officer of the University. The Chancellor is appointed by the Board of Trustees and is empowered to head all academic and administrative staff, implement policies and represent the University in national and international settings. The Deans’ Council, which is chaired by the Chancellor and includes the Vice Chancellors and College Deans. The Council is responsible for approving study curricula, study plans, academic calendar, faculty appointments, promotions, extra curricula activities, research and scholarship activities. There are six Vice Chancellors and one Assistant Chancellor for Branches. The Vice Chancellor for Academic Affairs and The Vice Chancellor for Medical and Health Sciences Colleges are delegated academic responsibilities, while The Vice Chancellor for Financial and Administrative Affairs is delegated the non-academic responsibilities along with The Vice Chancellor for Community Affairs which is responsible for Alumni and community relations and the Vice Chancellor for Public Relations. Moreover, there is Vice Chancellor for research and graduate study to be responsible for all graduate and research activities. In addition, the Chancellor appoints the Assistant Chancellor for Branches, Legal Advisor and Director of the Enrollment Management & Academic Guidance Unit. Academically, the University is composed of fourteen colleges divided into two sectors. The first sector reports to the Vice Chancellor for Academic Affairs and includes: College of Shari’a and Islamic Studies, College of Arts, Humanities and Social Sciences, College of Business Administration, College of Engineering, College of Law, College of Communication, College of Fine Arts and Design, College of Sciences, College of Computing and informatics and the Center for Continuing Education and Professional Development. The second sector reports to the Vice Chancellor for Medical and Health Sciences Colleges and includes: College of Medicine, College of Dentistry, College of Pharmacy, College of Health Sciences, Medical Education Unit, Medical Services Department, Clinical Training Center, Dental Hospital and Institute of Medical Research. The UoS has also Vice Chancellor office for Institutional Effectiveness and Accreditation responsible for all quality assurance activities related to institutional research, institutional effectiveness, Policies, and Procedures, faculty development related to the program and course enhancements and academic accreditation.

UoS Staff Handbook Page 10 The University organization also includes four Deanships. The Deanship of Academic Support Services supervises the Admission, Registration, IT, Libraries and Laboratories services. The Deanship of Student Affairs supervises students’ activities in the male and female campuses and administers issues related to Career Advising, Sports Complex, Student Counseling and Student Dorms. The Deanship of Graduate Studies and Research overlooks the research and scholarship activities in the institute. UoS Organization Chart 3. Employment 3.1 Institutional Diversity and Equal Employment Opportunity As an institution dedicated to teaching, research, and community service, the University of Sharjah strives to provide its faculty and staff members with the most rewarding and fulfilling employment experience possible in order to allow all employees to work and achieve to the full extent of their capabilities. Equal employment opportunities and fair treatment are principles embodied in the UAE’s national laws and set out in the heart of the University’s policies and regulations. The University will recruit, hire, train, promote, and compensate employees in all job classifications solely on the basis of qualifications and productivity. No employee or prospective employee will be discriminated against because of race, color, religion, national origin, gender, age, or disability. The

UoS Staff Handbook Page 11 University has clear and published policies regarding ethical code of conduct and conflict of interest, ensuring a working culture of integrity, mutual respect, and transparency. The Human Resources Department applies up-to-date recruitment methods, applying both technical and scientific analysis in reviewing and evaluating applicants. This comprehensive and dynamic recruitment system ensures hiring the most qualified and skilled employees possible to help fulfill the University’s mission of providing academic services of the highest quality. 3.2 Employee Grades at the University The University has two pay scales for administrative staff members, one for UAE nationals and the other for non-national UAE employees, while grade categories are the same for both: Grade Category From grades 1 to 3 Leadership Positions From grades 4 to 7 Intermediate Positions From grades 8 to 14 (for nationals) and From grades 8 to 12 (for non-nationals) Support Positions Authority for appointing staff at the University shall be according to the following job grades: 1. Employees in grades 1 and 2: by decision of the Chancellor, based upon the approval of the Finance Committee. 2. Employees in grades 3 and lower: by decision of the Vice Chancellor upon recommendation of the Committee. 3.3 Categories of Employee at UoS Category 1: Academic staff This category includes: 1. Faculty (PhD holders) 2. Clinical faculty (carefully defined according to international standards and practices as this will have financial and professional consequences) 3. Research faculty 4. Postdoctoral fellows 5. Lecturers (Master holders) 6. Teaching assistants (includes also tutors) 7. Research assistants 8. Clinical tutors Category 2: Administrative staff

UoS Staff Handbook Page 12 Subject to the provisions of this decision, administrative staff members shall be classified according to the following categories: A) First category: Vice and Assistant Chancellors. B) Second category: Directors of departments and centers. C) Third category: Other staff. The third category includes other employees except certain positions, such as drivers, office attendants, and similar. The category includes: - Academic Accreditation Officer - Academic Applications Analyst - Academic Records Officer - Academic Support Officer - Accountant - Acquisition Specialist - Administrative Assistant - Administrative Officer - Admission and Registration Officer - Admission and Registration Specialist - Admission Officer - Admission Specialist - Alumni Officer - Archiving Officer - Athletics Coach - Career Advancement Officer - Coach - Coach-Athletics - Community Affairs Officer - Community Cooperation Officer - Compliance Officer - Contract Management Officer - Counselor - Counselor - Counselor - Counselor - Counselor - Customer Service Officer - Customer Services Officer - Customer Services Officer - Customer Services Officer - Customer Services Officer - Customer Services Officer - Data Analyst - Director - Engineer - Financial Planning Analyst - Fixed Assets Officer

UoS Staff Handbook Page 13 - Graphic Designer - Head of Department - Health and Safety Officer - Human Resources Officer - Laboratory Officer - Library Officer - Library Specialist - Marketing Specialist - Nurse - Office Manager - Project Management Officer - Project Manager - Public Relations Officer - Purchasing Officer - Receptionist - Registration Officer - Registration Specialist - Secretary - Security Guard - Student Activities Officer - System Analyst - Technician - Web Officer - Web Specialist 3.4 Definitions of Categories of Staff By-Laws article Based on the Article (38) from UoS of Sharjah By-Laws University President Decision No. (4) of 2019 In Issuance of the Administrative Employee Bylaws at the University of Sharjah 1. Subject to the provisions of this decision, administrative staff members shall be classified according to the following categories: a. First category: Vice and Assistant Chancellors. b. Second category: Directors of departments and centers. c. Third category: Other staff. 2. Delegation of staff members in the first category shall be by decision of the Chancellor. For all other categories, delegation shall be by decision of the Vice Chancellor. The decision shall include details on the nature of the mission, names of the persons to whom the mission is assigned, whether it is a delegation or one person, the destination and the period required to complete the mission. Definitions Staff (Non Academic Staff): University employees who are employed full-time and are not classified as faculty. All non-faculty appointments are included.

UoS Staff Handbook Page 14 Admin Staff: an employee in administrative jobs or in jobs of technical nature of all kinds Such as administrative assistant, administrative officer, executive officer, Coordinator, unit officer, specialist and technician. Professional Staff (Directors-Leaders-Supervisors): Persons employed for the primary purpose of performing academic support, student services, and institutional activities, whose assignments would require either college graduation or comparable experience. These activities are classified as one of the following: Executive, administrative and managerial or other professional duties. Clinical Tutor: Person employed to provide students with high-quality tutoring, training and development opportunities, as well as manage and organize assessment activities. Laboratory Supervisor: Person employed to supervise, maintain and upgrade the laboratory facilities, support faculty and students who are using them, as well as safely test the labs and assure proper functioning of facilities, materials and equipment. Support Staff: an employee in service support or technical support jobs such as driver, security officer, professional/craftsman, helper, users and office boys. Academic Staff: People who teach courses at UOS colleges. Faculty members may include professors, associate professors, assistant professors, Lecturer and instructors. Full Time Staff: The one who works at least 40 hours weekly with full time contract and has specific duties to do according to the position title and job description illustrated before in the contract. Part Time Staff: Persons on the payroll of the institution for specific period and classified by the institution as part time. 3.5 Employment System Through the Department for Human Resources (HR), the University recruits and appoints various administratively qualified personnel both from inside and outside the country. Priority is given first to UAE nationals, followed by nationals from GCC countries, Arab nationals, and other nationalities, respectively. The University adheres to the most up-to-date methods, applying both technical and scientific analysis in reviewing and evaluating applicants, to ensure hiring the most qualified and skilled administrative personnel possible to help fulfill the University’s mission. Positions are announced once approved in the University’s annual budget according to the following: A. Announcements are made on the University’s website and in local and foreign newspapers (if required). B. All announcements must be made locally (if not filled by someone in the University). If a suitable individual is not found locally, the vacancy must be announced outside the country. C. An employee within the University may apply for a position which is announced by the University if he/she meets the qualifications in accordance with the University By-Laws for reappointment.

UoS Staff Handbook Page 15 3.6 Applying for Employment Anyone interested in joining the University may visit the University’s website through the following link: http://newhr.sharjah.ac.ae/en/Pages/JobOpportunities.aspx or enter the Job Opportunities page. Here one may fill out an application on the website, which will allow the University to contact the applicant for any additional information. Likewise, anyone interested in employment at the University may visit HR at the University to complete an application form by hand and submit the necessary documents. An employee shall have attained the following qualifications to be appointed at the University: 1. Appropriate qualifications and experience, for job grades (10 through 12). 2. High school certificate/diploma, or the equivalent, for job grades (7 through 9), in addition to the appropriate work experience in the job specialization. 3. University degree, or the equivalent, for job grades (1 through 6 and above). 4. University degree, or the equivalent, for job grades (1 through 6 and above). 3.7 Contracts The period of contract is two years renewable for similar periods based on the employee performance. 3.8 Probationary Period and Renewal Employees at the University in all grades are subject to a compulsory probationary period for six (6) months from the date of commencing work. If an employee does not demonstrate full competence in his/her position, the University reserves the right to end his/her services during the probationary period. Otherwise, the employee will be considered instated in his/her position and the probationary period will be included as a part of his/her period of service, provided that the employee passes his/her evaluation by the concerned college dean, department director, or immediate supervisor and is recommended to the HR Department. Policy 1. The duration of the probation period for professional staff hired under full-time contracts (Admin Positions) and Special Contracts is (6) months. The duration of the probation period for professional staff positions hired under fixed-term contracts is (1) month. 2. During the probation period, the new professional staff’s performance will be monitored by the line manager as per the approved Performance Management Framework (Probation Period). 3. Successful completion of the probation period will result in the confirmation of the professional staff as a full time employee. 4. The new professional staff must be notified in writing of their employment confirmation or termination before the end of the probation period. If neither takes place, the new professional’s employment will be considered confirmed.

UoS Staff Handbook Page 16 5. The new professional staff may be terminated by UoS at any time during the probation period. They will be notified (5) working days in advance. 6. The new professional staff who resign during the probation period must give (2) months’ notice; however, UoS at its sole discretion may accept or request a shorter period. 7. If the new professional staff employment is confirmed, Employee Engagement will conduct a Stay Interview to ensure capturing the professional staff’s feedback which enhances employee engagement and retention. 8. If the employment is not confirmed, termination procedures will be carried out by Employee Engagement after the end of the probation period - refer to Employee Separation Policy. 9. If the employment is confirmed, the probation period will be included when calculating the professional staff’s End of Service Benefit. Procedure 1. Contract renewal for professional staff entails the renewal of a professional staff’s employment at UoS. The contract renewal should be for the same job but the contractual terms and conditions remain the same or be revised. Contract renewal takes place when: a. There is a need for the position to remain active b. The professional staff’s performance meets expectations c. The professional staff agrees to contract renewal 2. Employment contracts renewal terms are outlined below. Employment Category Employment Duration UAE Nationals Indeterminate Permanent (Professional Staff Positions) (1 to 3) years / Renewable Full Time (2) Years Part Time (1) Year Fixed-Term (1 to 2) Years Maximum/ Renewable With No Limit on the Number of Renewals Full time Part time Casual - Term (3 to 6) Months (1) Year Maximum/ Renewable for (1) Year Maximum Full time Part time Special Contracts (1 to 3) Years / Renewable 3. The decision to renew employment contracts’ will be determined based on performance and work requirements. 4. Employment contracts renewal terms will be detailed in employment contracts and communicated to new joiners by Employee Engagement. 5. Employee Engagement will be responsible for monitoring the status of employment contracts on monthly basis and identifying those which end within (3) months.

UoS Staff Handbook Page 17 6. The concerned professional staff will be notified of the end of their employment contract (3) months before the end date. 7. Line managers will be notified of the end of the concerned professional staff’s employment contract (3) months before the end date. Line managers will be advised to inform Employee Engagement of the recommendation to renew / extend the employment contract within (1) week of being notified. Justification of the recommendation must be presented and should be determined based on: a. Financial budget b. Business requirements and needs c. Professional staff’s performance assessment d. Professional staff’s agreement to the renewal 8. Upon receiving the line manager’s recommendation, Employee Engagement will commence the employment contract’s renewal procedures. The concerned professional staff should be informed of the final decision (renewal/non-renewal) as per the notice period indicated in the employment contract. 9. In cases of non-renewal, termination procedures will be carried out by Employee Engagement at the end of the contract period - refer to Employee Separation Policy. 3.9 Transfers and Promotions An employee may apply for a transfer to another department in the University upon approval from both the departments from/to which he/she would like to transfer, provided that he/she has completed three (3) years in his/her current position. Further, the University may transfer an employee from one department to another, provided that the transfer is viewed as being in the best interest of the University. In all cases, the transfer of an employee shall not affect or cause a setback in his/her seniority required for promotion. Policy for Staff Promotion 1. Promotions and Rewards are critical to enable the recognition of good performers financially as well professionally, which enhances employee engagement and satisfaction. 2. Implementing an effective promotion process ensures the availability of internal talent to fill vacancies thus lowering the cost and risk of recruitment. 3. UoS recognizes that its professional staff are fundamental to its success. The purpose of this document is to provide a sound framework for managing the promotion and reward of top performers by administering the following: a. Promotion b. Acting Roles c. Merit Based Increments d. Financial Awards

UoS Staff Handbook Page 18 4. The contents of the Promotions and Rewards Policy will be revised upon the completion of the Talent Management Policies and may be subject to amendment. A. Promotion Eligibility 1. Promotions will be based purely on merit and the employee fulfilling the prerequisites for the position nominated for. 2. Employees will only be nominated for a promotion after the: a. completion of 3 years at the current position b. achieving a performance appraisal rating of “Exceed Expectations” for 2 years in a row 3. Employees nominated for promotion must meet the job’s requirements and competencies detailed in the job description 4. An employee facing allegations related to honor or integrity should not be nominated for a promotion until a final verdict is issued either internally or by the courts. Procedure for Staff Promotion Promotion Nomination Process: 1. Promotion nominations must be made by Line Managers and must be aligned with the nominee’s career progression plan, which is developed as part of the employee’s performance management plan. 2. Employees should be encouraged to take an active role in improving their readiness for career progression through acquiring the required knowledge and competencies. The employee’s learning and development plan should be developed to prepare the employee for their current role as well as enable career advancement. 3. Promotion nominations should highlight the eligible employee’s readiness to perform in the new role. This includes: a. Performing some of the new role’s duties under the current role. b. Actions taken by the employee to acquire the required knowledge and competencies through learning and development, on the job training, special assignments / projects. c. Self- initiated achievements and contributions to UoS. 4. If more than one employee is eligible for the promotion nomination, the following factors could be considered to make the nomination: a. Number of years at the current position (in addition to the mandatory 3 years) b. Level of knowledge and competency (highlighted through interviews and formal assessment). c. Personal achievements and contributions. 5. Promotion nominations are made as a result of the annual employee performance assessment. Promotion nominations to fill a vacancy as replacement can be made when needed. 6. HR will be responsible for reviewing the promotion nominations and ensuring the following: a. Availability of approved vacancies as per the Recruitment / Workforce Plan. b. Nominees’ eligibility for promotion.

UoS Staff Handbook Page 19 c. Alignment to the employee’s performance management and career progression plan. 7. HR recommendations are submitted for review and approval as per the approved guidelines and DoA(Delegations of Authority). 8. The promotion and rewards budget is determined as part of the yearly budgeting process after the review of HR recommendations as per the approved guidelines and DoA (Delegations of Authority). Promotion Implications: 1. The promoted employee is eligible for one grade higher than their current grade and a minimum equivalent to the starting point of the new position’s salary. 2. The financial implication of the promotion will be determined annually based on the available budget. 3. Promoted employees are eligible for the new remuneration and benefits from the effective date of promotion, which is the first day of the month in which the promotion is approved, unless otherwise specified. 4. No promotion should result in a salary reduction or adversely affect the accrued rights of the promoted employee. 5. A job promotion may not be awarded in combination with a merit based incentive. Exceptional/Double Promotion: 1. In order to enable the attraction and retention of exceptional talent, employees who demonstrate an outstanding performance may be eligible for: a. Double promotion - promoted to 2 job grades above their current position. b. Fast tracked / accelerated promotion – promoted before the completion of 3 years at the current position Leadership Promotions Assessments Centers: 1. When being nominated for a promotion to a leadership position (Directors and above), a comprehensive assessment is developed and conducted to evaluate the employee’s managerial competencies through a series of tests, interviews, simulations, and exercises. 2. HR will be responsible for developing and conducting the assessments as per the approved competency framework. The results are used to determine the nominee’s readiness and identify areas of improvement. B. Acting Roles Eligibility Acting Roles Eligibility: 1. Acting roles are assigned in order to: a. Temporarily replace full time employees who have been granted long leaves (maternity, study, medical). b. Fill a vacant position temporarily until identifying a suitable candidate.

UoS Staff Handbook Page 20 c. Assess the employee’s readiness and capabilities before prompting them to the position. 2. Nomination for acting roles will be based purely on merit and the employee fulfilling the prerequisites for the position nominated for. 3. Employees will only be nominated for an acting role after the: a. completion of 2 years at the current position b. achieving a performance appraisal rating of “Exceed Expectations” for 2 years in a row 4. Employees nominated for an acting role must meet the job’s requirements and competencies detailed in the job description. 5. An employee facing allegations related to honor or integrity should not be nominated for a promotion until a final verdict is issued either internally or by the courts. Acting Nomination Process: 1. The Line Manager should nominate the employee who performs the role of a deputy as part of his role (if any) for the acting role. In instances where there is not a formal deputy to actup, nominations of potential candidates must be made by the Line Manager. 2. Acting nominations must be aligned with the nominee’s career progression plan, which is developed as part of the employee’s performance management plan. The acting role should be part of the nominee’s career progression. 3. Employees should be encouraged to take an active role in improving their readiness for acting roles through acquiring the required knowledge and competencies. The employee’s learning and development plan should be developed to prepare the employee for their current role as well as enable career advancement. 4. Acting nominations should highlight the eligible employee’s readiness to perform in the acting role. This includes: a. Performing some of the acting role’s duties under the current role. b. Actions taken to acquire the required knowledge and competencies through learning and development, on the job training, special assignments / projects. c. Self- initiated achievements and contributions to UoS. 5. If more than one employee is eligible for the acting nomination, the following factors could be considered to make the final nomination: a. Number of years at the current position (In addition to the mandatory 2 years). b. Level of knowledge and competency (highlighted through interviews and formal assessment). c. Personal achievements and contributions. 6. HR will be responsible for reviewing the acting nominations and ensuring the following: a. Nominees’ eligibility. b. Alignment to the employee’s performance management and career progression plan.

UoS Staff Handbook Page 21 7. HR recommendations are submitted for review and approval as per the approved guidelines and DoA(Delegations of Authority). 8. The promotion and rewards budget is determined as part of the yearly budgeting process after the review of HR recommendations as per the approved guidelines and DoA (Delegations of Authority). Acting Implications 1. The employee appointed to an acting role is eligible for an acting allowance equivalent to 20% of the basic salary entitled to the acting role position from the effective date of appointment, which is the first day of the month in which the appointment is approved, unless otherwise specified. 2. No acting role appointment should result in a salary reduction or adversely affect the accrued rights of the promoted employee. C. Merit Based Increments Increments Eligibility: 1. Employees will only be nominated for a merit based increment after the: a. completion of 3 years at the current position. b. achieving a performance appraisal rating of “Exceed Expectations” for 2 years in a row. 2. Upon granting an employee a promotion, they will only be eligible for a merit based incentive after 2 years have passed. 3. A period of 2 years should be allowed before granting an employee another merit based increment. 4. An employee facing allegations related to honor or integrity should not be nominated for a promotion until a final verdict is issued either internally or by the courts. Increments Nomination Process: 1. Merit based increments constitute granting the employee a salary increase to recognize and reward high performers. 2. Merit based increments are not a contractual entitlement and will be determined based on organizational performance results. 3. Merit based increments nominations must be made by Line Managers as a result of the annual employee performance assessment. 4. HR will be responsible for reviewing the nominations and ensuring the following: a. Availability of approved increments budget. b. Nominees’ eligibility. 5. HR recommendations are submitted for review and approval as per the approved guidelines and DoA(Delegations of Authority).

UoS Staff Handbook Page 22 6. The promotion and rewards budget is determined as part of the yearly budgeting process after the review of HR recommendations as per the approved guidelines and Delegations of Authority. Increments Implications: 1. Employees granted an increment are eligible for an increase of the basic salary which will be determined annually based on the available budget. 2. Employees are eligible for the merit based increment from the first day of the month in which the increment is approved, unless otherwise specified. 3. A merit based incentive may not be awarded in combination with a promotion. D. Financial Awards Financial Awards Eligibility: Employees may be nominated for the award of an incentive if outstanding contributions and selfinitiated projects have been carried out to advance UoS and enhance its offerings to its stakeholders and community, in addition to performing the job duties. Financial Awards Nomination /Application Process: 1. Financial awards constitute granting the employee a financial payment as a lump sum to recognize exceptional achievements. 2. Financial awards are not a contractual entitlement and will be determined based on organizational performance results and management’s discretion. 3. A framework to administer the process of nomination and application for financial awards will be developed and implemented by HR. The framework will outline the following: a. The Purpose of the Financial Awards Framework b. Scope of Application c. Roles & Responsibilities d. Awards Categories e. Awards Eligibility / Conditions f. Awards Criteria g. Awards Application / Nomination Review & Assessment Process h. Types of Awards 4. The promotion and rewards budget is determined as part of the yearly budgeting process after the review of HR recommendations as per the approved guidelines and Delegations of Authority. Types of Recognition Programs: 1. Employee Excellence Award: A yearly award has been developed to acknowledge outstanding employees and their achievements / contribution to UoS. 2. Appreciation Certificate: Line Managers are expected to demonstrate recognition / appreciation of special performance/contribution by issuing Employee Appreciation Certificates.

UoS Staff Handbook Page 23 3.10 Guidelines for New Employees at the University The HR Department will familiarize new employees with all of the information that they will need during the hiring process and any required documents, summarized as follows: Stage One: Before Commencing Work at the University: After a candidate has been nominated for a position and the Chancellor has approved the appointment, an official decision will be issued by the Employee Affairs Committee upon which the candidate will receive both the decision and offer of employment. 1. Calculating Salaries The salary of a candidate is determined according to an approved table of salaries based upon provisions issued by the Employee Affairs Committee with regard to appointing employees and grade availability in the department of hire. 2. Obtaining National Security Approval 3. Preparing the Offer of Employment HR undertakes preparation of the offer of employment to the candidate, which clearly states the position title, department/unit to which he/she has been appointed, position grade, salary and other benefits, and entitlements to regular vacation. The candidate is given approximately one week to respond to the offer after which the offer will be considered void. 4. Submitting Required Documents for Employment HR will request some supporting documents from the candidate through the offer of employment with which a new file for the candidate will be opened. 5. Completing Required Forms HR will require the candidate to fill out certain forms before he/she commences work. 6. Opening a Bank Account 1. All newly appointed employees joining the University are required to open a bank account and to provide the account information to the Salaries Section in HR no later than the 15th of each month. 2. If an employee wishes to change his/her account number or change his/her bank account from one bank to another, he/she must visit the HR Department to finalize arrangements upon which he/she will be asked to provide a bank release statement from his/her previous bank and an official letter from the new bank authorized for the direct deposit of his/her monthly salary. Stage Two: Commencing Work at the University After the employee has completed the first stage, and has submitted all documents to the HR Department, he/she may commence work in his/her department or unit, which will undertake the following:

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