Payroll, salary scale equity and recruitment under pressure

Remote location allowance: 5,440,000 × 15% = 816,000. Gross: 6,256,000. Employer contributions: 6,256,000 × 17% = 1,063,520. Monthly cost: 7,319,520 FCFA.

Over 10 months: 73,195,200 FCFA. Budget: 75,000,000. Margin: 1,804,800 FCFA, i.e. 2.4%. The budget is sufficient but very tight: it covers neither a possible 13th-month payment or end-of-contract indemnities required by the labour code, nor replacements. These obligations must be checked and, if necessary, an adjustment requested from the donor right away.

Findings: entry salary of 160,000, close to the 1st quartile (158,000) and 15,000 below the median; turnover of 38%, far higher than for other positions. The scale is no longer competitive for this position.

Extra cost: step 3 = 172,000, i.e. +12,000 per driver. 6 × 12,000 = 72,000 base; with the allowance: 82,800; with contributions: 82,800 × 1.17 = 96,876 per month; 968,760 FCFA over 10 months, covered by the margin of 1,804,800 (836,040 left).

Opinion: against the measure as proposed: the 6 new drivers would earn more than the 4 drivers in post at step 1 and as much as those at step 3, without seniority. This breaks equity and is a source of conflict and grievances. I propose dealing with the problem at the level of the scale: revision of grade 2 for all drivers, based on the survey, approved by the salary committee and costed for all projects. If urgency requires, a reasoned and temporary exception, with a revision timetable and transparent communication to staff.

A: 0.4 × 72 + 0.6 × 68 = 28.8 + 40.8 = 69.6. B: 23.2 + 51.0 = 74.2, but not eligible (58 in the written test, below the announced minimum of 60). C: 32.4 + 44.4 = 76.8. D: 26.0 + 47.4 = 73.4.

Ranking of eligible candidates: C, D, A. Selected: C and D; A on the reserve list.

Checks: at least two professional references, including the last line manager, with an explicit question on any disciplinary procedure related to sexual exploitation, abuse or harassment (for example through an inter-agency disclosure scheme if the organisation takes part in one); diplomas and identity documents; medical fitness if the position requires it; absence of conflict of interest; signature of the code of conduct. The offer remains conditional on these checks.

Example: "Hello, thank you for your message. I understand what is at stake for access and I know B had a good interview. But the vacancy notice set a minimum score of 60 in the written test and B scored 58: selecting him would mean changing the rules after the fact, to the detriment of better-ranked candidates. It would expose the organisation to grievances, a loss of community trust and a risk in the donor audit. Hiring a person linked to a local authority could also be seen as a lack of neutrality. The two selected candidates are C (76.8) and D (73.4). I am available to explain the decision with you to the authorities, without naming anyone, and B can apply for other vacancies. Best regards."

I do not reject C on incomplete information, but I make no offer until the doubt is cleared. (1) I ask the former employer, in writing and through the official HR channel, for the exact nature of the allegation (sexual harassment or not) and the status of the procedure, in line with data protection. (2) I inform the safeguarding focal point or the compliance manager, and apply the organisation's policy. (3) I give C the opportunity to explain herself in a confidential interview. (4) The decision is taken by the country director on the basis of the facts; if it is an unresolved allegation of sexual exploitation or abuse, safeguarding people takes precedence. (5) Everything is documented. Meanwhile, D is recruited and A is contacted if necessary.