This is a policy for people who work for the Dispurse Foundation.
As an employee you meet representatives of our target group, donors, work colleagues and partners, for example. Each meeting is important and helps to shape our identity.
Irrespective of their role and skills, everyone is involved in ensuring that Dispurse is perceived as passionate, open, willing to collaborate and cost-conscious.
Proud, dedicated employees are essential for a powerful, effective organisation that is striving to become one of the world’s leading foundations supplying products and services that reduce illiteracy in the world.
Employees are our most important asset and this policy has been designed to clarify how we harness each and every skill and ability in the best way possible.
We endeavour to provide good working conditions with equal opportunities, rights and obligations for all of our employees. As a good employer we shall attract the best employees.
Employees who have influence and a desire to learn, are motivated and want to tackle challenges are key success factors.
As an employer we must:
As managers we must:
When recruiting organisations to work on behalf of Dispurse we as leaders have a special responsibility to ensure that they share our values and are upstanding figures in their respective local communities. Furthermore, we as leaders have a special responsibility for formal and peer skills development.
As leaders we must:
• Create the right conditions for development and learning
• Staff missions “correctly”
• Inspire others to strive for our goals
• Manage changes effectively
• Communicate any change that affects our employees
Employees show respect for democracy, the rule of law, objectiveness, efficiency and service, the equal value of all people and the freedom and dignity of the individual.
Everyone follows the rules and regulations that apply to the operation and is objective and mindful of situations that could cause objections and other conflicts of interest.
As employees you must:
• Communicate and build relations with others
• Collect and analyse new information with a mind open to new ideas, show evidence of common sense and assist with feedback that aims to develop the operation
• Plan and organise our work and make sure that we achieve results
• Contribute to a good working environment
Colleague to colleague
Collaboration plays a big role in skills development in all workplaces. It is important to be generous with skills to help the set goals be achieved.
As a colleague you must:
• Share your knowledge and experience with us
With every recruitment, all stages of the process shall be checked with both the relevant manager and their manager. These rules of procedure apply to the entire recruitment process.
If a close relative or friend is being considered for a position, the following question should be asked: what are the benefits for the organisation of hiring this person and not someone else with the same skills?
Furthermore, it is important to consider whether the applicant shares our fundamental values and vision.
Fees for the working chairman of the board, CEO and CFO
Ann-Britt Johansson has a salary of SEK 25,000 per month. She has no pension benefits. Ann-Britt has ultimate responsibility for the operation in Sweden and internationally.
It is important to our credibility with donors that the pay level for our professional staff is reasonable. We therefore offer pay at approximately the same or a slightly lower level than comparable operations in each country’s labour market.
Fees for specialists and consultants, etc.
We strive to be a flexible organisation and this means we use different forms of remuneration, such as:
It is important that we have access to the right skills and this means we offer the same level of remuneration as stated for our professional staff.
The senior consultants hired have a background that results in relatively high fees. It is therefore our aim to stipulate fees that equate to 50% of or are lower than the market rate.
Fees to board members
No fees are paid to board members.
We need the best skills in order to achieve our goals. We therefore plan continuous skills development based on the operation’s goals.
You are entitled to an annual development review with your manager during which you will receive feedback on your goal achievement and method of working. This is also when new goals are set.
The following areas must always be followed up and evaluated.
“Performance” refers to your ability to carry out the work so that you achieve the agreed results and the goals that apply for you. This is also where your personal commitment to seeking knowledge and support in order to develop professional technical skills and other relevant expertise is assessed.
Large parts of the operation are carried out in collaboration with colleagues and external partners. Your communication skills and willingness to build and develop relations are therefore important to us.
“Managing yourself” means being aware of your emotions and how they affect your performance and your behaviour towards colleagues. You need to be aware of yourself and your role in order to clarify your learning and development needs. Furthermore, you must be able to put your personal interests to one side and act based on what you have to achieve.
Analysis and mindset
You must be able to incorporate the organisation’s goals into your own work. You must also understand the effects your actions have on others in this organisation and other organisations. It is also important to be open to new suggestions and be able to incorporate new ideas into your own thinking.
Skills development requirements are discussed based on goals, the benefits for our organisation’s work and your development.
Funding for skills development
As we are a not-for-profit organisation, we offer funding for skills development at the same or a slightly lower level than equivalent organisations in the respective country’s labour market. Every year the board sets the funding level and the number of study days that can be taken per employee.
As a cost-conscious organisation, we always think about how we can travel in the most cost-effective way. This includes all expenses such as hotels, food and tickets. All travel must be authorised in advance by your manager.
Adopted by the board meeting on 2 November 2017