African Council for Accreditation and Accountability (AfCAA)

Enhancing Accountability

Every member organization of AfCAA shall seek to attract talented, honest and committed persons into its workforce using fair, transparent and equitable processes. Every member shall also seek to place its people in roles that are aligned with their gifting and expertise. The organization shall put in place a staff retention mechanism as well as staff development programs that encourage personal growth, career progression, and skills upgrade.

The organization shall strive to pay competitive market rate salaries that take into account the dynamic work environment and the organization’s ability to pay. Every member organization shall put in place mechanisms that ensure the economical, emotional, spiritual, social and physical welfare of its staff.


Scriptural Basis

“Having gifts that differ according to the grace given to us let us use them accordingly …” (Rom.12:6-8); “Moreover, look for able men from all the people, men who fear God, who are trustworthy and hate a bribe, and charge such men with oversight …” (Exodus.18:21)

  • Being careful when selecting staff: Luke 6:12, 13; 10:2; Acts.1:21-25
  • A worker is worthy of his wages: 1 Timothy 5:18; Romans 4:4; Matt.20:8
  • Paying workers on time: Deut.24:15; Lev.19:13
  • Fair treatment of workers: Colossians 4:1
  • Workers should not be oppressed: James 5:4; Malachi 3:5; 1 Peter 5:1-5
  • Training and staff development: Genesis 14:14; 2 Timothy 2:2; Ecclesiastes 10:10 (the need to sharpen an axe for better performance)
  • Accountable productivity with a view to honouring God (Colossians 3:23, 24).

Elaboration of Standard

3.1 Workforce Planning

Members shall be future focused and will maintain detailed forecasts of their talent needs in order to support growth.

3.2 Talent Acquisition

Members shall use standardized procedures for recruitment and hiring to ensure the engagement of the most qualified candidates and to promote diversity and equal employment opportunities as mandated by country laws and regulations.

3.3 Leadership training, Development and Succession Planning

Members shall:

i) Promote a learning culture and provide incentives for learning;

ii) Objectively identify competencies and high potential employees across the organization and institute suitable programs to train and develop leaders so that staffing gaps are quickly filled;

iii) Use cost-effective means of development e.g. mentoring programs, rotational assignments, coaching;

iv) Give employees a clear indication of their career path as a form of motivation.


3.4 Performance Management

i) Members shall provide employees with clear written job descriptions and performance goals which are measurable, realistic, and observable and over which employees have significant influence/authority to be able to achieve.

ii) Members shall encourage accountable productivity and commitment from their employees.

iii) Employee performance will be regularly assessed and feedback regarding performance provided.

iv) Members shall maintain an open organization culture where employees access through the prescribed channel, all of the information about themselves e.g. performance ratings and ranking, promotion potential etc.

v) Performance appraisals, assessments of potential, competency evaluations, career planning, and succession planning should be linked to each other.

3.5 Rewards and incentives

i) Members shall take measures to motivate and reward their talent pool to gain their long-term commitment and contribution, provided that such measures are mutually beneficial and are in compliance with country laws and regulations.

ii) Members shall ensure that the compensation and recognition system is based on individual and team contributions.

iii) Members shall encourage, recognise and reward creativity and innovation.

3.6 Work Environment

Members will maintain a safe working environment in which:-

i) People can achieve incremental self-actualisation by developing their expertise while delivering maximum results for the organization in line with its objectives.

ii) Stress levels at work are reasonable and manageable.

iii) People can have a healthy balance between work and personal life.

iv) There are enough tools, equipment and employees to get the job done right.

v) People are treated with respect and allowed to freely associate and communicate.

vi) People are encouraged to develop new ideas, processes, products and services. and .

vii) Leaders’ behaviour is consistent with their words and they keep the promises they make. viii) People are given meaningful, productive work to do.

ix) People are placed in roles that are mutually fulfilling.

x) Negative organizational politics are effectively managed.

xi) There are clear policies and systems for managing conflicts.

3.7 Compensation and Benefits

Members shall use a variety of hard (monetary) and soft (non-monetary) employee compensation strategies to enhance staff retention. These may include pay-for-performance, benefits, bonuses, training, time off, sabbaticals, childcare etc.

Officials of member organizations, when acting in their capacity as representatives of their organizations, shall not accept or give personal gifts exceeding a value of US$ 150 or its equivalent.

3.8 Separation

Where a separation is deemed needful, a member shall separate with its employees in a manner that upholds that employee’s dignity and with due consideration for their wellbeing. The issues leading up to the separation should be documented and an exit interview carried out internally or by an external advisor. Where interpersonal conflicts are involved, every effort should be made to resolve the conflicts as much as is possible.

3.9 Reputation

Members will ensure their talent management practices enhance their image and position in the employment market and that their organization has a good reputation with the general public and regulatory bodies.