Commitment 9.3 We manage our people effectively and fairly.

Compliance Indicators

Compliance with the Commitments will be assessed against the following Compliance Indicators. All of the applicable Compliance Indicators must be met by every ACFID Member to be considered compliant with the Code. Each of the Compliance Indicators has one or more compliance Verifiers. Verifiers are the description of evidence that is required to substantiate compliance with each Compliance Indicator. Guidance is also provided. 

9.3.1 Members are fair, transparent and non-discriminatory in their management of staff and volunteers.


Human resource policies and procedures which address:

  • Recruitment and selection
  • Remuneration and benefits
  • Equity and diversity
  • Staff learning and development
  • Performance management
  • Family and carer leave provisions.
  • Conduct in the workplace
  • Integrity (including confidentiality and conflict of interest).
  • Grievance and disciplinary procedures
  • Workplace health and safety.


Human resources policies and procedures should be in-line with the values of your organisation, and with employment legislation. Policies should be endorsed or approved by the governing body, and easily accessible to all staff and volunteers. Some organisations may have these policies compiled in a manual or handbook, and some may have them available in a policy resource bank such as a shared file or an intranet. There are lots of free on-line resources that can help organisations develop policies and procedures that are most appropriate to their workplace and which are consistent with legal obligations. An example of a Human Resources Toolkit is included in the Resources Section below.

It is important that your organisation’s human resources policies and procedures meet the National Employment Standards (NES) for employees in Australia. These are 10 minimum employment entitlements that have to be provided to all employees. There is a link to the NES in the Resources Section below. 

9.3.2 Members comply with human resource regulatory requirements and legislation.


Human resource policies and procedures that are consistent with, and reflect industrial relations, legislation and relevant agreements or awards in Australia, as well as in countries of operation.


When developing human resources policies and procedures, Members should be informed by relevant legislation, including the National Employment Standards, the Privacy Act 1988, the Fair Work Act 2009, the Racial Discrimination Act 1984, the Sex Discrimination Act 1992, the Human Rights and Equal Opportunity Commission Act 1986 and the Disability Discrimination Act 1992. There are links to these pieces of legislation in the Resources Section below. Members will also need to refer to relevant legislation in overseas countries of operation.

9.3.3 Members manage the performance and grievances of their staff and volunteers in a fair and transparent manner.


Performance management, grievance and disciplinary processes that are accessible to all staff and volunteers.


All processes that relate to performance management, grievance and disciplinary action should be clearly documented and made available to staff and volunteers upon employment and then on a continuously accessible basis. Some organisations may include these policies in an employee handbook, or may have them available in an accessible policy bank such as a shared drive or an intranet. Processes that Members might consider include:

  • ensuring that staff have clear work objectives and performance standards,
  • staff know whom they report to and what management support they will receive, and
  • that there is a clear and known mechanism for reviewing staff performance. 

Good Practice Indicators

The following Good Practice Indicators describe a higher standard of practice than that set out in the Compliance Indicators. Members do not need to meet the Good Practice Indicators to be considered compliant with the Code. Rather, they provide a clear pathway for Members to strengthen and improve practice over time.

  • A dedicated governing body member or staff person for human resource management is appointed. 
  • Organisation complies with the National Standards for Volunteer Involvement. 
  • Merit-based and transparent processes for filling vacancies are in place.


Good Practice Guidance

Here are some practical suggestions for your organisation to further deepen and improve practice over time. 


  • Provide a work environment that fosters fairness, equity, and respect for social and cultural diversity, and one that is free from unlawful discrimination, harassment and vilification
  • Embed human rights principles in the vision, purpose and values of your organisational charter, related objectives in your strategic plan and your human resources policies
  • Develop a policy statement regarding unacceptable conduct in the workplace
  • Conduct recruitment and selection processes that promote equity and diversity
  • Train managers and staff on human rights in the workplace
  • Actively address barriers to hiring and progression in employment to promote diversity and equity
  • Promote practices to build trust between managers, staff and volunteers
  • Ensure that staff and volunteers are aware of their rights and their responsibilities
  • Create and implement a confidential complaints or grievances processes
  • Regularly review employment legislation.

Gender equity and disability

  • Gender equity and disability have been highlighted as areas of particular focus for the aid and development sector. Policies and guidelines can address inequities faced by women and people with a disability, aiming to achieve fairness and justice and to reduce barriers to participation in and receiving the benefits of aid and development activities. Examples of these include:
    • Provide flexible work hours for carers of children
    • Consider subsidising child care costs
    • Provide all necessary support and services to staff, board members and volunteers with a disability
    • Make a statement of commitment to achieving gender balance in delegations, boards and other decision-making bodies