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Sample HR Policies and Guidelines

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ACCIDENTAL INSURANCE
Policy Rationale
This plan provides financial coverage for the employee and the employee’s family in the event of
accidental death or injury.
Definition
The Accidental Insurance Plan provides coverage for employees in the event of death, dismemberment,
loss of sight, speech, or hearing, or paralysis from most accidents.
Enrollment
Enrollment in this program is optional and available to employees. The Plan is fully employee funded
through payroll deduction and ABC does not contribute to the Plan’s cost. This plan is available in
addition to the standard Group Life Insurance plan.
To request an enrollment form, employees should contact Benefits.
Disclaimer
While every attempt has been made to ensure the accuracy of the above summary, the actual Plan text will
prevail in the event of any discrepancy as this policy does not constitute a legal document.

SUBJECT: Affirmative Action Plan
PURPOSE: To establish a consistent affirmative action plan for employment.
POLICY: Employer ABC will not discriminate against an employee or job applicant on the basis of race,
color, religion, sex, or national origin. Such action includes, but is not limited to: employment, demotion
or transfer, recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of
compensation; and training.
CONTENTS:
1.

Dissemination of Policy

2.

Responsibility for Implementation

3.

Utilization Analysis

4.

Goals and Timetables

5.

Identifying Problem Areas

6.

Audit and Reporting

7.

Sexual Discrimination

8.

Guidelines on Discrimination Because of Religion or National Origin

9.

Consideration of Minorities and Women Not Currently in the Workforce

1.

Dissemination of Policy

The Affirmative Action Plan and policies are available to all employees. In addition, the Employer will
make it known to the public that the organization is an Affirmative Action/Equal Opportunity
employer. Some of the methods include:
a.

Internal Dissemination
(1) Documented in policy manuals with a copy to each Vice President, Department Head, and
Supervisor.
(2) The CEO of Employer ABC and his chief administrators will stress the importance of the
Affirmative Action Plan in meetings.
(3) The Affirmative Action Plan will be placed on file in Human Resources and will be made
available to any individual upon request.

a.

External Dissemination
(1) All contracts, leases and purchases will contain an Affirmative Action statement.
(2) The policy statement will be on the employment application form.
(3) Written notification of the policy will be sent to all subcontractors, vendors and suppliers.
(4) Recruitment literature, newspaper advertising, and job postings will contain the policy.

2.

Responsibility for Implementation

It is the responsibility of the CEO to implement and administer the Affirmative Action Plan. The CEO
has delegated to the Vice Presidents, Department/Division/School Heads and Supervisors the
responsibility for carrying out this plan. These individuals are expected to conduct a reasonable effort to
assure the success of this plan, and each will be evaluated for their affirmative action efforts and results in
addition to, other work performance criteria.
The Director of Human Resources is the Employer's Affirmative Action Leader. He/She will analyze all
personnel actions to ensure compliance with this policy. As the Leader , he/she is expected to:
a.

develop policy statements, affirmative action programs, and internal and external
communications;

b.

help identify problem areas;

c.

help administrators and supervisors arrive at solutions to problems;

d.

e.

3.

design and implement audit and reporting systems that measure the effectiveness of the
programs, indicate need(s) for corrective action, and determine if goals and objectives have been
attained;
serve as liaison between the Employer and enforcement agencies;

f.

serve as liaison between the Employer and minority organizations, women's organizations and
community groups; and

g.

keep the administration informed of the latest developments in the area of equal opportunity.

Utilization Analysis

Employer ABC maintains a database containing information showing the representation of each protected
class of employees in each position. This database determines where protected class employees appear in
the organization. The database also determines if a protected class of employees is not fully utilized.
To determine whether minorities are not fully utilized in an occupation, ABC considers the following
factors:
a.

the minority population of the labor area surrounding the Employer;

b.

the level of minority unemployment in the labor area surrounding the Employer;

c.

the percentage of the minority workforce within the total workforce in the immediate labor area;

d.

the general availability of minorities having requisite skills in the immediate labor area;

e.

the availability of minorities with requisite skills in an area in where the Employer can recruit;

f.

the availability of minorities within the Employer;

g.

the existence of training institutions capable of training persons in the requisite skills; and

h.

the degree of training required for making all job classes available to minorities.

In determining whether women are not fully utilized in any job group, ABC considers the following
factors:
a.

the level of female unemployment in the labor area surrounding the Employer;

b.

the percentage of the female workforce within the total workforce in the immediate labor area;

c.

the general availability of women having requisite skills in the immediate labor area;

d.

the availability of women having requisite skills in an area where the Employer can recruit;

and the final selection process. and h. workforce attitude Audit and Reporting The following reports are prepared annually: a. g. the availability of female employees within the Employer. A protected class of employee in not fully utilized whenever the percentage of minorities or females employed in a job group is less than the percentage available within the labor area. and determine the time needed to reach each goal. the Employer will establish goals and timetables. an investigation is conducted to determine if discriminatory hiring practices are affecting the hiring of applicants from protected classes. This report also combines job classifications into appropriate occupational groups and performs the same analysis. transfer and promotion practices. c. When hiring deviates beyond the normal range. worker specifications. Goals and Timetables Employer ABC will establish hiring goals. a. the existence of training institutions capable of training persons in the requisite skills. application forms. the makeup of the workforce by minority group and sex. the selection process including job descriptions. Where deficiencies exist. New Hire Analysis This report compares the number of applicants to the number of new hires in each protected class and flags those classes where a deviation from the norm is outside the range. 4.e. . referral procedures. the degree of training required for making all job classes available to women. the following analysis should be conducted: 6. Any discriminatory hiring practices that cause an imbalance in the hiring of protected class applicants will be corrected. f. the makeup of applicants by minority group and sex. training programs. ABC will consider the eight factors outlined in Utilization Analysis. 5. interview procedures. b. d. and f. the availability of women seeking employment in the labor or recruitment area of the Employer. Identifying Problem Areas To identify problem areas. To help with determining goals. e.

an investigation is conducted to determine if discrimination is a factor. Communicate ABC’s commitment to provide equal employment to the entire organization. trains and promotes persons in all job titles without regard to sex. In those areas where there is a disproportionately high termination rate of protected class employees. 8. e. Utilization Analysis This report shows the representation of each protected class of employees within each job classification and occupational group and the salary scale in each job classification. Furthermore. d. Guidelines on Discrimination Because of Religion or National Origin Employer ABC recruits. The results are used to determine where protected classes are not fully utilized. social and recreational programs will be administered without regard to sex. Review personnel files to determine the availability of members of various religious and ethnic groups for promotions and/or transfers. education. 7. Enlist the assistance and support of all recruitment sources for ABC’s commitment to equal employment opportunity. c. hires. This analysis is done for each job classification and job group. c. layoffs. The Affirmative Action Leader reviews the results with supervisors. trains and promotes persons in all job titles without regard to religion or national origin. compensation. the following actions can be undertaken: a. return from layoff. This report identifies any discrepancies in pay exist between employees within the same job classification. hires. It is also the policy of Employer ABC to maintain a workplace free of sexual harassment. b. benefits. Sexual Discrimination Employer ABC recruits. Any discrimination will be immediately corrected. Where deficiencies exist. except where sex is a bona fide occupational qualification. The Affirmative Action Leader reviews employment practices to determine whether members of various religions and/or ethnic groups are receiving fair consideration for job opportunities. advises them on the program’s effectiveness and provides them with recommendations to improve unsatisfactory performance. transfers. Develop reasonable internal procedures that ensure equal employment opportunity is being fully implemented. Make reasonable accommodations to religious observances and practices of employees or prospective employees and/or who observe certain religious holidays during the year and who are . training.b. Termination Analysis This report compares the rate of termination of protected class employees relative to their representation within the workforce.

AFFIRMATIVE ACTION POLICY ABC is an Affirmative Action/Equal Opportunity employer. minority groups. The CEO's staff and the Affirmative Action Office are responsible for ensuring that these steps are taken. c. disability. 9. and/or working conditions. b. benefits. Minorities and females in the workforce will be advised of vacancies as they occur. national origin. (b) financial costs and expenses. Colleges. PROCEDURE . ABC will provide equal employment opportunity on the basis of merit without unlawful discrimination on the basis of age. when such accommodations can be made without undue hardship on the conduct of the Employer's business. vocational schools. sex. Equal Opportunity is treating all similarly situated persons the same in terms of employment opportunity and other personnel actions. ABC supervisors are responsible for achieving affirmative action goals. or handicap. Referral agencies will be requested to refer minorities and women. In determining the extent of hardship such accommodations might make. women and handicapped persons into the workforce. Employer ABC utilizes several referral sources in addition to applications submitted by available candidates. Affirmative Action is a program designed to overcome present discrimination or the present effects of past discrimination against women. and persons who are covered by the Rehabilitation Act of 1973. The goal of this program is to fully integrate minority groups. race. Furthermore. a. and (c) resulting personnel problems. color. Consideration of Minorities and Women Not Currently in the Workforce Employer ABC will recruit minorities and women with requisite skills not currently in the workforce. and high schools will be advised of employment opportunities. universities. the Employerconsiders the following factors: (a) business necessity.conscientiously opposed to performing work on such days. ABC will not subject employees to unlawful discrimination in terms of compensation. religion. ABC will make every reasonable effort to select employees from applicant pools that represent the labor market. sexual orientation.

state. Affirmative Action attempts to treat fairly qualified individuals who might otherwise be denied an opportunity because of their race/ethnicity. In situations where two candidates are equally qualified. integrity. AIDS OR HIV HARASSMENT PURPOSE: . work ethic. Employer ABC will go beyond all applicable local. Affirmative action helps ABC achieve equal opportunity and it helps reverse historic discrimination that has encumbered minorities. he or she should bring the matter to the attention of the Affirmative Action Office without delay. Affirmative Action helps ensure that everyone is given a fair chance for jobs and career advancement. ABC will appoint the under-represented candidate. sex and/or disability.  Uses race. and federal anti-discrimination employment laws and will place ads where they are most likely to be read/viewed by under-represented groups. women and persons with disabilities. and individual points of view. Affirmative Action benefits more than just the individuals for whom opportunities are expanded. ABC’s Affirmative Action policy will not be use to:  Fill fixed quotas. and determination to overcome obstacles. AFFIRMATIVE ACTION Employer ABC will always consider each candidate’s achievements. gender or ethnic status as the exclusive or dominant job qualification. ABC will develop linkages with reputable regional and national career networks and associations in order to locate potential candidates. Affirmative action is not an excuse to hire unqualified employees.  Create and use dual selection standards. ABC also benefits from the vitality that is created by different cultures.If an employee believes that he or she has been subjected to discrimination. races.

If the offended individual or alleged offending individual is not satisfied with the resolution. a manager or coworker.Acquired Immune Deficiency Syndrome.Physical conduct or any physical interference with normal work towards an individual who has or is perceived to have AIDS or HIV. Department Managers shall inform their employees of this policy and complaint procedure and shall have supervisors report instances of harassment to them or the Director of Human Resources. a formal written complaint must be filed by one of them. manager or Director of Human Resources who will discuss the complaint with the alleged offending individual or a manager or supervisor of the department in which that individual works. DEFINITIONS AIDS . Department Managers shall provide a harassment-free work environment.Derogatory posters. the offended employee shall inform the supervisor. bulletins. cartoons or drawings directed at an individual who has or is perceived to have AIDS or HIV.It is the purpose of this policy to ensure the workplace remains harassment-free for all employees who have or are perceived to have AIDS or HIV and for resolving disputes between employees arising out of such harassment. Retaliation . or classifying an employee who has or is perceived to have AIDS or HIV in a way that adversely affects the employment opportunities or status of the employee. Verbal Harassment – Epithets or derogatory comments.Limiting. Harassment of an employee by a supervisor. notices. or harassment of a supervisor by an employee on the basis of AIDS or HIV or the perception of having AIDS or HIV is prohibited. LAV or AIDS Virus. Visual Harassment . POLICY: Employees who have or are perceived to have AIDS or HIV are entitled to work in an environment free of harassment. Harassment based upon AIDS or HIV violates the State ABC Act and the United States Rehabilitation Act. HIV .The infectious agent known as Human Immune Virus. Disciplinary action up to an including termination may be imposed for harassment and retaliation described in the following definitions. . Human Immuno Deficiency Virus. Physical Harassment . If the offended employee is reluctant to confront the offender. segregating. HTLVIII. COMPLAINT PROCEDURE: Informal Complaint Procedure: An employee should tell the offending individual that the behavior is offensive or inappropriate.

If the complaint is against the Director of Human Resources. RIGHT OF APPEAL The offended individual or the alleged offending individual may appeal the decision by requesting a hearing. The formal complaint must be filed within days of the incident. The department manager and Director of Human Resources will determine if any corrective action will be taken. The request will indicate the start and end times and dates of the leave. When the Director of Human Resources and the department manager (or the Vice President) have completed the investigation. For part time employees. A request for such hearing shall be made in writing to the Department of Personnel Services within working days from date of receipt of the decision. unless circumstances justify submitting it beyond from the date of the incident. then it is filed with the Vice President. All annual leave must be used prior to beginning a leave of absence without pay. ANNUAL LEAVE POLICY Employees accrue annual leave days based on the schedule below. then it is filed with the Vice President and the Director of Human Resources. PROCEDURE Employees must submit a request to use annual leave on a Leave of Absence Form. Employees accrue annual leave based on the hours paid during each two-week pay period. VACATION ACCRUAL AMOUNTS Years of Service Hours Accumulated Days Accumulated Per Pay Period Per Month . annual leave is accrued on a pro-rated basis based on the hours paid during each two-week pay period.Formal Complaint Procedure: A formal written complaint is filed with the Director of Human Resources. Annual leave will not accrue following the last day worked in the case of termination/retirement. Personnel with at least six months of continuous service who terminate employment for any reason shall receive a pay-out of unused annual leave at date of termination. Only a signed written complaint will be investigated under this procedure. Annual leave may be authorized at times convenient to the operational needs of the department as determined by the supervisor. they shall forward their investigation report and decision to the CEO. The request must be submitted in advance of the leave time requested and approved by the supervisor. Annual leave shall not be authorized for use prior to the time it is earned and credited. A formal written complaint is a signed account of what occurred and includes the names of all persons who were present. Annual leave accrues each pay-period and is credited to the employee's leave balance each pay period or on the last day of active employment in the case of termination. If the formal complaint is against a department manager.

Taking time without approval may result in disciplinary action. this will be considered one absence.48 6. Immediate supervisors can provide details on attendance expectations.08 15 16 17 18 19 22 25 28 ATTENDANCE POLICY Employees must be present and ready to begin work as scheduled.32 4.90 5.  If the absence is covered by the Family Medical Leave Act.62 4.35 7.0-2 2-4 4-6 6-8 8-10 10-15 15-20 20+ 4. Time Off Time off must be scheduled in advance with an immediate supervisor. Personal time off is always subject to management approval. Certification from a licensed health care provider that such care is needed can be required at any time. Exceptions may be allowed in the following circumstances provided employees promptly contact their supervisor to provide notification of the expected absence as described below:  Where an employee or immediate family member (spouse. Employees who are habitually absent and/or exceed their personal accrued days will be subject to disciplinary action.21 8. This includes both at the start of the workday as well as after returning from breaks and lunch.  If due to unusual circumstances and if businesses needs permit. management approves an unpaid leave of absence. Employees who exhibit a pattern of poor attendance (consistently missing every Friday for example) may be subject to disciplinary action as well.20 5. child or parent) is ill or injured and needs care for up to five consecutive days. Sick or Late Call-In .

to place the employee on the Employee Attendance Program (EAP). the employee must produce a doctor's certificate in order to receive paid sick leave. Company ABC will assume he/she has resigned. discussing uses of leave with employees. Corrective Action Categories: Acceptable Absenteeism -. Questionable Use of Leave -. Excessive tardiness will result in corrective action up to and including termination. The program must be communicated in a positive and consistent fashion to all staff. If and employee is AWOL for consecutive days. ATTENDANCE PURPOSE: Ensure consistent administration of attendance management issues. problem-solving with employees and taking appropriate corrective action.Option#1 If something unexpected prevents an employee from coming to work or causes an employee to report to work late. shall discuss the employee’s use of leave with the employee and may decide. Absence Without Leave An employee who fails to call in after his/her scheduled start time may receive disciplinary action up to and including termination. Acceptable absenteeism is administered on a case-bycase basis by each department with assistance from Human Resources and Occupational Health and Safety. Supervisors are responsible for: monitoring employee attendance. Establish employee and supervisor responsibilities regarding attendance. ASSUMPTIONS: Good attendance is a condition of employment. While on EAP. adversely affecting productivity. arriving. for extended or repeated periods of time. leaving and taking breaks on time and providing timely notice of situations affecting attendance. an immediate supervisor or manager must be contacted before the scheduled start time. Option#2 In the case of an unexpected event arising that prevents an employee from coming to work or causes an employee to be late. KEY ASPECTS: Employees are responsible for: making every reasonable effort to be present as scheduled. Human Resources will send the employee a letter of separation from Company ABC. in consultation with his/her supervisor/manager. Sick leave is a benefit to be used only for its intended purpose. Abuses of Leave and Excessive Tardiness are handled through normal discipline guidelines.When an employee is absent for a serious illness. the employee must call his/her supervisor before his/her scheduled start time. .The supervisor/manager.

illness or injury information to supervisors/managers. However. Review of Attendance: . Employees must submit medical information to Occupational Health and Safety. This may include absences covered under the provisions of the Americans with Disabilities Act (ADA). to leave for and return from breaks and lunch on time. EMPLOYEE ATTENDANCE PROGRAM (EAP) PROCEDURES: Communication:  All employees will receive a copy of the EAP. to leave on time.  Employees should provide supervisors/managers with as much advance notice as possible of situations that may affect their attendance. compensatory. Employee Responsibilities:  All employees will make every reasonable effort to be present on all scheduled work days.  Take appropriate corrective action when questionable use is identified. Abuse of Leave: Employee uses sick or other leave for reasons other than those for which it is intended. Note: Medical information will be placed in the employee's medical file with Occupational Health and Safety and not in the employee's Department File.  Copy – Employee.Department File.  Assist employees with the release of medical information. vacations. Medical information will be placed in the medical file maintained by Occupational Health and Safety and not in the employee's Department file.  Facilitate independent review of medical information that will help Departments make decisions without revealing confidential information. and/or the Federal Family and Medical Leave Act. Sick Leave: An employee benefit intended for employee illness or injury that prevents an employee from performing his/her job duties or illness or injury of an immediate family member for whom the employee must provide direct care.  Identify and address questionable leave usage. Exclusions from this definition: scheduled rest and lunch periods. bereavement. This Program does not require an employee to reveal medical. jury duty. having an impact on the employee's or the work unit's productivity.POLICY: Good attendance is a condition of employment. Abuse of such leave is treated as a disciplinary issue. DEFINITIONS: Absence: Any time an employee is not present as scheduled for non-work related reasons. Supervisor's Responsibilities:  Monitor sick leave and other leave use by subordinates. Occupational Health and Safety will assist supervisors in the area of confidentiality of medical information. and military leaves and approved leaves of absence.  Protect confidential medical information received from employees during the Employee Attendance Program. an employee can do so voluntarily.  EAP documentation will be distributed as follows:  Original .  Document an employee's placement on the Employee Attendance Program. and to schedule absences from work as far in advance as possible. to arrive on time. Acceptable Absenteeism: An employee is ill or disabled for extended and/or repeated periods of time. Occupational Health and Safety Responsibilities:  Maintain all confidential employee medical information. administrative.

The Interview:  Acceptable Absenteeism:  The supervisor and the employee attempt to resolve the issue. the manager or supervisor will meet with the employee. The supervisor will be sensitive to family and personal issues that may create absence problems. the supervisor will make a decision.  The supervisor will ask the employee develop an action plan for reducing absences. Areas of review include:  Is sick leave usage appropriate?  Are there indications of questionable use of leave?  Are there indications of other attendance abuse?  Use of hours or more of sick leave is only an indication that absence should be reviewed. Human Resources and Occupational Health and Safety are available to assist Department Managers. Supervisors will periodically review employee attendance in order to determine if use of leave time is appropriate.  If the employee is unable to reduce absences. This notice will include the following:  Paid Sick Leave: In order to receive paid sick leave while on the EAP. If the Department Manager agrees with the supervisor. If the Department Manager agrees with the supervisor. This occurs when absences are adversely affecting the work unit. Payroll will perform any requests for verification of accuracy.  When it is determined that either questionable use of leave or acceptable absenteeism is present.  If the supervisor determines the employee is able but unwilling to reduce absences.  Questionable Use of Leave:  This is an informal meeting that allows the employee to provide additional information and allow the supervisor to review the circumstances. Certain circumstances may make it difficult or impossible for employees to develop a plan and provisions of the Americans with Disabilities Act regarding reasonable accommodation and Family Leave must be considered. Evidence will include information from the interview and information from any follow-up investigation. Placement on Employee Attendance Program:  Employees on the EAP will be notified in writing indicating placement on the Program for of six months. the employee’s options and take appropriate action. the employee must submit a statement signed by the employee's physician verifying the illness.  After the interview. the employee is placed on the EAP. . the Department Manager will be notified.  An employee can be placed on the program when the review is concluded. The supervisor will inform the employee that she/he is not required to reveal any medical information. The supervisor will maintain the confidentiality of any revealed medical information. A manager or supervisor does not need to wait until hours of sick leave are used.  The supervisor and employee will review a written record of the employee's attendance history. but can do so voluntarily. The employee will be given the option to access the Employee Assistance Program. the employee is placed on the EAP. the Department Manager will be notified.  If the supervisor decides there is questionable use of leave time. the Department Manager will determine. on a case-by-case basis. The supervisor will review the employee’s record of absences and the impact on the work unit.

 If the absence falls under the Family and Illness Leave Policy or the Leave Of Absence Without Pay Policy. Progress Review:  days from the date of placing the employee on the program. POLICY STATEMENT II. POLICY GUIDELINES VI. This plan will include the employee's attendance history. The employee will be notified of their removal from the EAP by letter. an explanation of what is required to demonstrate improvement and the disciplinary actions that may apply if performance is not improved.  If questionable use of leave continues. an attendance update will be placed in the employee’s file. APPLICATION IV. review of attendance history will be the same as for an employee who has not been on the Program. POLICY OBJECTIVES III.  If the employee still has attendance problems. POLICY DIRECTIVES V.  If the employee has had no attendance problems. MONITORING VIII. additional verification may be required in accordance with those policies. the supervisor will review the situation. the employee's placement on the program may be extended and/or appropriate disciplinary action will ensue. Removal from Employee Attendance Program:  Six months after the employee was placed on the EAP:  After an employee has successfully met the intent of the EAP. APPENDICES .  Failure to comply with management's request for medical information while on the EAP can result in disciplinary action. ATTENDANCE MANAGEMENT I. ACCOUNTABILITY VII. the supervisor and Department Manager will develop a corrective work plan for the employee.  Standard processes will be followed in all disciplinary actions.

POLICY STATEMENT Employer ABC is committed to providing excellent service to its clients. To implement measures that minimize absences. To resolve attendance problems in a positive manner. Absence Verification . POLICY OBJECTIVES This policy establishes ways of optimizing work attendance. and 4. II. 2. To contribute to excellent service delivery by having employees attend work regularly. APPLICATION This policy applies to all employees employed by Employer ABC. III. 3.I. POLICY DIRECTIVES A. Review Policy Each employee will receive a copy of the Attendance Policy. to assuring that employees fulfill their work requirements. Sick Leave Employees may be granted sick leave when an illness or injury has impaired them to the point where they are unable to perform their duties. Employees must report to work regularly and be punctual in reporting to work and returning from breaks. All employees must work as a team in order to attain this goal. provided there is corresponding medical evidence to support a claim. IV. C. The policy will be reviewed with each employee by his/her manager/supervisor. B. It is recognized that employees may be absent from work due to illness or injuries. balancing fairness to the employee and maintaining work efficiency. The policy has been developed in accordance with the following goals: 1. and provided the employees have the necessary sick leave credits. ABC is committed to informing employees about the proper use of sick leave. Quality of service is affected by employee attendance. and to promoting a healthy workplace not jeopardized by frequent or unnecessary absences. To provide management support and training on attendance problems.

the manager/supervisor shall: 1. Deemed Resignation An employee who is absent without permission for consecutive days shall be deemed to have resigned effective the first day of the absence. an employee must inform the immediate manager/supervisor or appropriate designate of the following: 1. In extenuating circumstances. Meet with the employee privately at the next scheduled shift. and 3. Whether or not the employee plans to see a doctor. Failure to follow these procedures will cause an absence to be recorded as a leave without pay. E. A failure to follow reporting procedures may result in the denial of benefits and disciplinary action. or as soon as the employee is available. someone other than the employee can make the contact. When an employee fails to call in. workplace injury. the type of leave.The manager/supervisor may verify absences from work as required. and where appropriate. and 2. This system must allow for proper adjustments to payroll and present a record that can be used to monitor and manage attendance. whether or not the employee plans to see a doctor. 2. advise the employee of the Employee Assistance Program (EAP) and modified alternate work duties. The manager/supervisor is responsible for returning the employee's phone call. expected date of return to work. Notification should be provided as soon as possible in accordance with department requirements. Reporting Procedure When an employee is not able to attend work. D. family illness). Estimated return to work date. and record the absence on the work record. To be eligible for leave benefits. The employee may be reinstated if they prove that the absence is due to a cause beyond their control and it was not possible for the employee to notify the department of the absence. The manager/supervisor must document the date and time of the call. the employee must call his/her immediate manager/supervisor. Type of leave (sickness. . Make reasonable efforts to contact the employee to obtain necessary information and discuss the consequences of continued unscheduled absence.

the employee is expected to attend work. If a manager/supervisor reasonably believes that regular attendance is being compromised. The manager/supervisor must ask if there is a medical reason for the employee's absence from work. 2. Attendance Review Standard Three incidents of absence from work in a six-month period will result in review an employee's record by the supervisor/manager. F. Follow-up interviews should be scheduled as appropriate. a benefit to which they are not entitled. If the employee indicates that there is a medical reason. and including.Application for paid leave benefits for any period of illness may require medical certification. Formal Attendance Interview Following consultation with the Director of Human Resources. The employer will adjust the employee’s duties accordingly. the employee. Failure to provide medical information will result in an assumption is on leave for non-medical reasons. the manager/supervisor must advise the employee that he/she will be provided with a package the employee is to give to his/her physician. Steps to follow when conducting the attendance interview: 1. termination. a formal interview is conducted by the manager with an employee whose absences leads the manager/supervisor to reasonably believe that regular attendance is compromised. Employees who attempt to claim. Monitoring Employer ABC requires that employee attendance record be reviewed on an ongoing basis. following the first interview. In the case of a work-related injury. Informal Discussion The manager/supervisor may meet informally with an employee to discuss attendance issues. The manager/supervisor must inform the employee of EAP assistance options. 3. Employees must be allowed to explain the circumstances of the attendance issue. may be denied benefits and/or may be subject to disciplinary action. up to. All completed forms are to be returned to the employer. employee’s physician and employer complete a workers' compensation form. H. G. I. and . When the physician indicates that an employee can carry out some of their duties and/or perform modified alternate work duties. or have claimed. the manager should meet with the Director of Human Resources to determine if a formal attendance interview with the employee is required. Failure of employees to follow treatment plans as prescribed by a medical practitioner and/or specialist will result in benefits ineligibility.

2. 3. Consistently administering policies that relate to attendance management. Following every interview. VI. Advising their physician of the availability of modified alternate work duties. Addressing attendance problems in a timely manner. timely basis. Reporting to work on a regular. 2. Providing a safe and healthy workplace. Reporting all absences according to procedures outlined in this policy. and monitoring sick leave patterns and usage. and 6. 4. Applying for sick leave benefits in accordance with ABC policies. Maintaining accurate attendance records by reporting unscheduled absences (sick leave. 7. 8.4. 9. Sharing ways to deal with attendance problems with other manager/supervisors. where practical. POLICY GUIDELINES As required. 10. 5. 4. Attending to personal obligations outside working hours. 6. 5. a summary letter must be sent to the employee outlining the matters agreed upon. family illness leave. V. Educating staff on attendance. Following assistance programs to facilitate a prompt return to work. Analyzing attendance reports. & workplace injury) to Human Resource on a regular basis. Employees are responsible for where applicable: 1. 3. assessing attendance problems. guidelines will be developed to implement and administer the Policy. Informing employees about the EAP. Advising new employees of attendance expectations and policies during orientation. Managers/supervisors are responsible for: 1. and . B. Acknowledging attendance improvement. ACCOUNTABILITY A.

Help with the implementation and design of modified alternate work duties. establish goals. VIII. where possible. and 10. including departmental averages. 2. and Ensure manager/supervisors are responsible for implementing of the Attendance Management Policy. 4. MONITORING Departments are responsible for complying with the terms of this policy. Facilitating early return to work programs by modifying work duties. Ensure consistent and effective administration of leave benefits. 3. Enter attendance data in the Human Resource Management System each month. Develop and update related policies and programs. Provide manager/supervisors with quarterly departmental attendance statistics. provide training. APPENDICES COVERING LETTER FROM SUPERVISOR TO EMPLOYEE Saturday. Provide management support and consultation on attendance issues. Maintain confidential employee medical files. Human Resources will: 1. Human Resources conduct audits of departmental attendance management practices to determine departmental compliance with this policy. 2013 . 2. 6. 8. D. June 15. Senior Management is expected to: 1.11. Ensure that manager/supervisors implement the Attendance Management Policy. Facilitate internal departmental audits of the policy. Provide EAP information and policy guidelines and operational support. and support the Attendance Management Policy. 5. Provide implementation advice and assistance to the managers/supervisors with respect to the attendance management policy. VII. 7. 9. C. 3. Train managers/supervisors on attendance management procedures.

In order that I may advise the Department Name as to a reasonable expectation for this employee's attendance. Does the employee have a medical condition that prevents him/her from performing their regular duties? Yes No If yes. It is your responsibility to ensure that this report is completed and mailed to Medical Consultant within . All medical information remains confidential and management will be provided only with information on fitness for work. 2013 Dear Dr. 1. The information you provide will remain confidential and management will be provided only with information regarding the employee's fitness for work. Doctor's Name: RE: Employee Name Employee Name was recently interviewed to review his/her work attendance at which time Employee Name indicated that there was a medical condition that has contributed to their sick leave usage. Manager ATTENDANCE LETTER TO A DOCTOR FOR A MEDICAL ABSENCE Saturday. what is the diagnosis? _____________________________________________________________________________________ 2.TO: Employee Name RE: ATTENDANCE During your attendance interview you advised that you had a medical condition that has prevented you from reporting for work on a regular and consistent basis. Sincerely. June 15. Please provide the dates on which this employee consulted you for this condition in the past year. Failure to do so will result in a presumption that there is no medical reason for your absence. please take the enclosed letter to your physician and have your physician respond to our Medical Consultant. . In order that we may help you achieve more regular attendance. I require additional information.

Can the employer do anything to assist this employee with their rehabilitation/attendance? (Employee Assistance Program. Thank you for your timely attention to this matter. What is the current treatment plan and what specialists. modified alternate work duties [please specify]. Sincerely.) _____________________________________________________________________________________ ___________________ Please provide your report in the enclosed envelope. Is any improvement in this condition expected? Yes No 5. when do you anticipate this employee’s return to regular duties? 6. Medical Consultant cc: Employee Name BASIC LIFE INSURANCE Policy Rationale To provide financial coverage for employees and their beneficiaries. etc. have been involved in this employee's care? _____________________________________________________________________________________ ____________________ 4. General Provisions . The employee has been given from the date of this letter to have response provided to my office. If yes. Costs associated with the completion of this form can be included with the report._____________________________________________________________________________________ ____________________ 3.

In certain cases. Procedure All employees are automatically covered upon date of hire. the actual Plan text will prevail in the event of any discrepancy as this policy does not constitute a legal document. Disclaimer While every attempt has been made to ensure the accuracy of the above summary. Post Retirement Coverage Coverage after retirement will continue until age enter age limitation. The request must indicate the start and end times and dates of the leave and must indicate the family relationship of the deceased. coverage is equal to two times the employee’s annual salary. Claims are submitted to the Benefits division of Human Resources. PROCEDURE Employees must submit a request to use administrative leave for bereavement purposes on the Leave of Absence Form. An employee is entitled to days of administrative leave with pay upon the death of a member of the employee's immediate family to attend the funeral and/or to make funeral arrangements. annual leave and/or leave without pay. BEREAVEMENT LEAVE POLICY Employer ABC recognizes employees will be away from work upon the death of an immediate family member. rounded up to the nearest thousand dollars. coverage is equal to one and a half times the employee’s annual salary. In the event of a beneficiary’s death. In cases where more than three day is required. BUSINESS TRAVEL Policy Rationale This plan provides employees traveling on ABC business with worldwide accidental death and dismemberment insurance. . rounded up to the nearest thousand dollars. Description Coverage includes accidents that arise while traveling on ABC business. an employee can notify the supervisor by telephone.In the event of an employee’s death. employees may use personal days. Travel does not include normal commuting. The Benefits Division completes any required ABC documents and forwards all claims to the insurer. compensatory time.

Offered through Organizational Development. Assistance . Disclaimer While every attempt has been made to ensure the accuracy of the above summary. the actual Plan text will prevail in the event of any discrepancy as this policy does not constitute a legal document. There are two educational assistance programs available to employees:   Workshops and Seminars . CAREER DEVELOPMENT Policy Rationale Employer ABC offers programs and services to employees who wish to pursue professional and personal growth and improve job satisfaction. Amount of Insurance The principal sum payable under the policy is enter amount here.  Employee pilots piloting any aircraft on ABC business. Cost ABC pays of the premium cost.For employees enrolled in approved courses and programs at an accredited educational institution.  Suicide and any injury resulting from attempted suicide are not covered.  Participation in a riot.  Service in the Armed Forces or Reserves. Termination of Coverage Coverage ceases upon termination of employment. Tuition Assistance Program .Coverage Exclusions:  Normal commuting to and from work.

 Managers will communicate the department dress code to their employees. as well as the cost of repair and laundering.  To comply with safety guidelines and pertinent legislation.  All employees will adhere to the dress code established for their area. EMPLOYEE DISCIPLINE Policy Employer ABC can use disciplinary actions to resolve unsatisfactory job performance. PROCEDURES  The manager orientates staff to the required dress codes. Insubordination Failure to respect and follow authority.  Work shoes will be clean and appropriate for the work environment. or inappropriate behavior.  Where ABC requires an employee to wear an uniform while on duty the employee may elect to:  Wear the uniform provided by the employer. Organizational Development will help supervisors and employees find suitable arrangements to allow participation in these programs. 2. Policy Rationale Discipline is an important tool to maximize and sustain high employee performance. . 3.  Wear an appropriate uniform of his/her own. will be the responsibility of the individual employee. misconduct. the supply of which.  Clothing worn in the work area will be clean and appropriate for the work assignment. will be the responsibility of the employer. DRESS CODE POLICY 1. PURPOSE  To contribute to employee/client safety. the supply of which. POLICY  Managers will be responsible for having their staff adhere to the dress code for their departments.Employees can find assistance selecting appropriate courses through Organizational Development.  The manager monitors and reinforces the department dress code when necessary. as well as the cost of repair and laundering. Discipline will be administered consistently and constructively.

he/she should contact HR to resolve the problem informally. outside the process detailed below.) have not been successful. breaking the law and/or any ABC policy. may repeat.Serious Misconduct Conduct by an employee. The warning and any notes the supervisor makes will be placed in the employee’s personnel file. modify. serious misconduct or work performance problems may warrant disciplinary action. etc. or termination. may occur. Disciplinary Actions Warning Warnings can be oral or written. Employee Rights If an employee feels that disciplinary action is not warranted. the supervisor. The supervisor should meet with the employee to discuss the performance problem and/or inappropriate behavior and outline the steps needed to correct it. It is recommended that disciplinary action be used only after other informal or corrective measures (such as on-performance feedback. in conjunction with HR. the supervisor will meet with the employee and present him/her with a written warning. coaching. may occur. the timeline for improvement. Written warnings will clearly indicate continued unacceptable performance or behavior further disciplinary action. Supervisors must meet with HR before making a decision at this step. further disciplinary action can include any of the following: a second written warning. The warning and any notes the supervisor makes will be placed in the employee’s personnel file. and the next scheduled time to meet. a suspension. training. procedure and/or practice. while engaged in ABC business or on ABC property. Procedure Disciplinary actions should be corrective and progressive. These procedures are a guide for supervisors to help ensure that a fair process is followed. but is not limited to. Employees have the right to file a formal grievance whenever they believe they have been treated in a way inconsistent with this policy. which includes. In determining the proper course of disciplinary action. If performance or behavioral problems continue. up to and including termination. up to and including termination. including termination. The warning will describe the problem and the steps needed to correct it. Before imposing discipline. a final warning. The supervisor has the option to make notes of this initial meeting. . or omit a level of discipline if deemed appropriate. The warning will also indicate that continued unacceptable performance or behavior further disciplinary action. supervisors must consult with HR. however. If performance or behavioral problems continue.

. The employee will be provided with a letter detailing the rationale for the suspension. Following the investigation and discussion with the employee. Before terminating an employee. etc. or laws.  The performance/behavior warrants more severe initial disciplinary action. practices. The original is placed in the employee’s personnel file and a copy is provided to the employee.HR must review all written warnings before they are issued. and its duration. or serious misconduct. a letter detailing the rationale for termination must be given to the employee and a copy placed in his/her personnel file. ID. or terminated. Responsibilities HR  Consults with the supervisor to ensure disciplinary procedures follow this policy. Suspension Disciplinary suspensions are used to address serious misconduct/violations of procedures. reinstated. the supervisor will consult with HR. whether the suspension is with or without pay. Supervisors will require the employee to return all ABC property.  Review all suspensions before given. A copy of the letter will be retained in the employee’s personnel file. THERE MAY BE STATE AND FEDERAL STATUTES/LAWS/ACTS THAT MAY LIMIT YOUR ABILITY TO SUSPEND AND EMPLOYEE AND DICTATE THE TERMS OF THE SUSPENSION An employee can be suspended pending an investigation. parking passes. Supervisors must discuss possible suspensions with HR. given a lesser penalty. The outcome of the investigation will determine whether the employee is issued a disciplinary suspension. A suspension can be used when:  Oral and written warnings have not worked. Suspensions are and usually range from one to three consecutive workdays. including keys. Employee  Read this policy. HR will review the suspension before it is given. Termination An employee can be terminated for performance problems that are not corrected. Severe infractions can warrant longer suspensions at the discretion of the supervisor and HR.

 Issue fair verbal or written warnings and conduct discipline in accordance with this policy.  Personal problems can be dealt with most successfully when identified early. Costs of other services including those provided on a referral basis by others are the responsibility of the employee. ID. and referral through an independent. All levels of management must be aware of this resource and encourage employees with performance problems to use this resource when appropriate. GUIDELINES . EMPLOYEE ASSISTANCE PROGRAM GOAL STATEMENT The objective of the Employee Assistance Program (EAP) is to reduce problems in the workplace and to retain valued employees. including keys. parking passes.  Place copies of all warnings in the employee’s personnel file. When grieving. Supervisor  Before using formal procedures as outlined above. Key identifiers:  Personal problems can adversely effect an individual's job performance. private agency and ABC covers costs for these services.  Have a terminated employee return all ABC property. The EAP provides assistance through an outside counseling agency and deals with the broad range of human problems. follow the appropriate procedures. The program provides problem assessment.  Consult with HR for proceeding with any formal disciplinary action. etc. attempt to informally discuss and correct performance problems and/or inappropriate behavior.  The individual is responsible for resolving personal problems that may affect performance.  Have all written warnings reviewed by HR before issuing.  Give originals of all warnings to the employee. short-term counseling.

that expectation is inherent in our Mission and Values Statement. and leaves of absence. At Employer ABC. Employee participation in the program will not adversely affect promotion. Individuals with performance problems should be encouraged to seek assistance from the agency to determine if personal problems are contributing to the unsatisfactory performance. ETHICAL CONDUCT Ethical behavior is key for any reputable organization.  Increase the awareness of the importance of ethical behavior. there are increasing attempts to identify improper behavior. Given the current climate. . Records will be kept by the agency and will not become a part of the employee’s personnel file. During the past few years. regardless of program participation or non-participation. job title or responsibilities. recover excess funds and provide strong incentives to prevent further such behavior.The program is available to all permanent employees no matter what their rank. The program is also available on a self-referral basis but the employee must first contact the agency for procedural instructions. the individual will be subject to normal corrective procedures. Realizing the importance for everyone at ABC to fully understand and adhere to the policy. As a result. Senior ABC executives wanted to accomplish three objectives:  Define ethical conduct. This policy reflects ABC’s commitment to the highest standard of ethical conduct in the course of fulfilling its mission. If performance problems persist. no further action will be taken. where the consequences of offenses for both the organization and the individual are significant. personal time. or performance decisions. All records and discussions are confidential. government and private sector auditors have given increased attention to our sector.  Establish procedures for the proper reporting of suspected unethical conduct. ABC expressly reserves the right to cancel this program at any time. ABC executives developed a policy of ethical conduct. This program does not alter or replace existing policy or contractual agreements. If performance problems are corrected. Absences due to participation in the EAP are handled in accordance with policies pertaining to the use of annual and sick leave. it is most important that all ABC employees fully understand and support this policy. disciplinary.

Policy Rationale Appropriate staffing is critical to ABC’s success. Casual Appointment An employment status where the employee is guaranteed less than hours per week. Indefinite Appointment A permanent appointment without a specified ending date. Employment Services Support systems that help the reemployment efforts of laid-off employees. Layoff Effective Date The official date of separation from payroll due to layoff. Part-time Position A position of less than hours per week. If retraining or reassignment is not possible.LAYOFF Policy Employer ABC may have to adjust staffing levels during slow economic times. . Regular Appointment An appointment to a position of at least hours per week with a duration of at least months. However. ABC will administer layoffs in an equitable. Services are available during the layoff periods. economic and organizations situations and resources may change. May be a permanent or temporary appointment. respectful and consistent manner. Full-time Position A position of at least hours per week. Case Manager The person who coordinates and assists laid-off employees. and as a result adjustments to staffing levels may be necessary. May be a permanent or temporary appointment.

o Cannot complete their term of employment due to layoff. Term Appointment A regular appointment with a specified ending date determined at the time of the appointment. HR must be consulted before layoff decisions are made in order to ensure the decisions are equitable. or a reduction below hours per workweek. Outplacement External career services that may be provided to laid-off employees. consistent and respectful. Layoff Period The period of time during which a laid-off employee is still employed by ABC. and/or severance pay provided to qualifying employees. Layoff Decisions Decisions regarding layoff are the responsibility of the supervisor/manager.Layoff An indefinite termination of employment or an indefinite change in hours of or more. Applicability This policy applies to:  Regular full and part-time employees employed by ABC for more than one continuous year. Overview This policy is intended to ensure that layoff procedures are consistent and to provide information to employees during the layoff period. . Temporary Appointment An appointment to a position of at least hours per week with a duration of less than months.  Regular full and part-time employees on term appointments or extended term appointments who: o Have completed at least one year of the appointment. benefits. Layoff Package Employment services.

Employee Responsibilities During Layoff Employees have the following responsibilities during the layoff period: . the supervisor may appoint the employee to the new or vacant position. Reassignment If ABC has a vacant or new position and the employee slated for layoff is qualified for the position. In such cases. absent such circumstances. During layoff.  Elect layoff and receive a layoff package in accordance with this policy. the employee will be placed on layoff. In these cases.Involuntary Change in Hours An increase or decrease of or more of an employee’s hours falls under the provisions of this policy. severance pay. Layoff Period The layoff period is effective the date of layoff and ends from the layoff date or when the employee attains a regular position. Note: A change in hours made at the request of an employee is not covered by this policy. he or she must discuss the employee’s new salary with Human Resources.  The position’s requirements. The employee is not required to accept a position at a lower job level or salary. However. If a supervisor reassigns an employee. and benefits. employees are eligible for certain benefits as per this policy. Accepting of temporary or casual employment does not affect the layoff period.  Internal equity. the employee may:  Continue in the position with the increase or decrease. Layoff Package Laid-off employees will receive a severance package that includes career services. Position Elimination The employee may be reassigned to another position or laid off. reassignment may be made in lieu of layoff at the discretion of the supervisor. The assigned salary must reflect:  The employee's experience and qualifications. whichever is earlier.

 If all other factors are equal. including previous performance evaluations. should be considered. Human Resources has the following responsibilities:   Review and/or propose layoff plans to the supervisor for approval.  When affirmative action goals are involved. The case manager will arrange the initial introductory meeting to discuss the job search process and to provide information about benefits and services available. the supervisor must consider the ability of each employee to perform the work remaining after the staff reductions. If the employees have equal abilities.  To notify the case manager and Human Resources. Case Manager A case manager is assigned to the laid off employee by Human Resources in conjunction with the supervisor. To actively search for a new position that matches their skills and abilities. they are equally able to perform the remaining work). . Procedure Selecting Individuals For Layoff If staff reductions will impact more than one employee in the same job. if external employment is accepted. the supervisor must contact Organizational Development before making a decision.e. The case manager will meet with the employee during the layoff period to assist with the job search. Selection Process Role of Human Resources During a layoff. Prepare written layoff plan and retain documentation compliance purposes or grievance/lawsuit resolution. Note: Failure to comply with the above requirement may result in the termination of the layoff period and all associated benefits. The case manager can be a supervisor or a consultant from Human Resources and will work with the employee throughout his or her layoff period. then the supervisor should consider the following criteria:  The supervisor and Human Resources will determine the impact the reductions will have on the proportion of women or minorities at ABC and whether affirmative action goals have been met for the affected position(s). (i..

 The department’s staffing needs. Identify the case manager in conjunction with the employee’s supervisor. The supervisor must determine the specific knowledge. When making the decision. During the notice period.  The name(s) of employees slated for layoff and the rationale.  The title and pay band of the impacted employees.  Name of the case manager. the supervisor must consult with Human Resources. Role of Supervisor The supervisor has determines which position(s) will be affected by layoff.  Any reassignments plans within the department. lack of funds). skills. Notice Period An employee must receive notice of at least calendar days prior to date of layoff. reorganization.  The type and number of positions reduced or eliminated. Layoff Documents The decision-making process must be documented. This document must contain:  Reasons for layoff (i. Throughout the process.  The name(s) and of all employees in the department in position(s) with the same job title(s) as the position(s) to be eliminated.  Notify the case manager of the layoff. abilities and performance requirements needed to support the department's operational requirements. The supervisor and/or Human Resources must follow these steps when processing layoff(s): .e. position redesign. redundancy. the supervisor must consider:  The department’s budget.  How to properly distribute workloads. the employee remains active and will work until the effective layoff date.  Obtain a layoff package from Organizational Development.

Career Services Laid off employees will receive help searching for another position. Layoff Package At date of layoff. the number of employees laid off. reassignments. This pay in lieu of notice does not impact any severance pay the employee receives. Give the employee time off to develop job skills and conduct job searches during the notice period. Pay In Lieu of Notice In certain circumstances. The department will still pay the employee an amount equal to his or her regular salary or wage through for what would have been the notice period. the Grievance Procedure is available to the employee.  Complete the process to change the staff member's employment status (change in hours. and the name of the case manager. The notice must include layoff rationale. the effective date. as determined by Human Resources and the case manager. the supervisor can decide that the employee will not remain on the department's active payroll during the required notice period (in consultation with HR).   Give the employee a formal written notice of the layoff at least calendar days prior to date of layoff and a copy of the layoff package.  Provide the employee with a reference letter. Grievances must be filed within working days from the date the staff member receives written notification of the impending layoff. These services may be provided by Human Resources or by an external outplacement agency.  Help the case manager identify the employee’s strengths and job placement needs. Grievance Rights If an employee disagrees with a layoff decision. determine when all ABC property will be returned. Role of Laid-off Employees: . Send a copy of the notice to the supervisor/Human Resources and the case manager. The department’s ability to pay for outplacement services will be considered when determining the feasibility of these services. reassignment. or layoff). The grievance procedure cannot be used to challenge a supervisor’s determination of the need for layoff. the employee will receive a layoff package.  In conjunction with the employee. or the positions eliminated.

 Review benefits available and not available during layoff.  Review his/her cover letter and/or resume and Improve job interview skills. Case manage assistance continues until the employee obtains regular full-time or part-time employment or the layoff period ends. If the employee does not pass probation.  Obtain reference letter from the supervisor.  Determine whether the "Probationary Period as a Condition of Hiring" section of this policy is appropriate. Recall .  The employee does not have to accept an offer for a position in a lower job level or salary. The case manager can help the employee:  Work through the application process.  Find training opportunities. Probationary Period as a Condition of Hiring During layoff. and deemed agreed to if the employee accepts the offer. he/she will return to layoff to complete any remaining time in the layoff period. the hiring supervisor will:  Offer all laid-off candidates who meet the position requirement the opportunity to interview. whichever comes first. a supervisor may offer a laid-off individual a position and require that the probationary period be served. Role of the Case Manager The case manager helps the employee obtain information about benefits and available services and identify career goals and job search strategies. Identify internal and external employment opportunities by reviewing available ABC positions and other resources and apply to positions for which the employee is qualified. The probationary period length and conditions will be stated in the offer letter as a condition of the appointment.  Locate open ABC positions. Role of the Supervisor When a laid-off staff member applies for an open position.  Arrange for skills and career assessment.

Severance Pay Employees who accept a regular position at ABC or elsewhere that will begin within weeks of their layoff date are not eligible for severance pay. Failure to prepay premiums for any benefit will result in the termination of that benefit. Laid off employees will receive severance pay at the rate of one of pay for each year of credited service. Other Services Computer Access During the layoff period. access to ABC's computer services is terminated. Identification Card The ID card is retained throughout the layoff period. Severance pay is calculated using the employee’s hourly rate at the date of written notification. Vacation . Sick Leave If the employee attains a regular position during layoff. access ABC's computer services remains.If the employee’s former position is reinstated within the same department during the employee's layoff period. or when the layoff period expires. Term Appointments Severance Pay Laid off employees on term appointments will receive severance pay equal to the lesser of their pay for the remainder of their term or their years of service. recall decisions will be based on the same criteria used in the initial layoff decision. sick leave accrued before layoff is restored. Severance pay is a cost borne by the department. he or she will not receive severance pay for the same period of service if rehired and subsequently laid off. If the employee attains employment outside ABC. If more than one employee is laid off in the same job. up to a maximum of enter maximum number of months or weeks here. If an employee was previously laid off and received severance pay for prior service. and is issued in a lump sum payment. Benefits and Services Laid off employees are entitled to a continuation of certain benefits. the employee will be offered the position with at least the same pre-layoff benefits and salary.

Identify the case manager in conjunction with the employee’s supervisor. . Provide an accurate reference letter for laidoff employees.Unused. Give preference to qualified laid-off employees who apply for positions within their department. Employee Conduct appropriate job searches and provide accurate and timely information to the case manager. REFERENCES: State and Federal laws regarding leaves. Human Resources Review and/or propose layoff plans to the supervisor for approval. accrued vacation will be paid in a lump sum. Prepare written layoff plan and retain documentation compliance purposes or grievance/lawsuit resolution. Former Supervisor Provide timely notification of layoff to impacted employees. Hiring Supervisor Interviews all laid-off qualified laid off employee. LEAVE OF ABSENCE WITHOUT PAY PURPOSE: To establish a procedure for requesting and approving of Leaves of Absence without pay. Obtain a layoff package from Organizational Development. Responsibilities Benefits Notify employees how layoff impacts their benefits and what can be done to maintain certain benefits and ensure the appropriate forms are provided to employees. the case manager helps the employee obtain information about benefits and services and identify career goals and job search strategies. Notify the case manager of the layoff. Case Manager Work with the supervisor to identify a laid-off employees strengths and skills. When an employee is on layoff status.

Personal leave is a Leave of Absence without pay where an employee is not working for personal reasons. an employee shall exhaust all usable leave balances. When a Leave of Absence is not a 12 week "Family and Illness Leave". the employee's supervisor will make every reasonable effort to help employee complete the form. Before a Leave of Absence is granted. DEFINITIONS: Leave of Absence is approved time away from work for which the employee is not paid. Family and Illness Leave is time away from work following the birth or adoption of a child. For a Family and Illness Leave of Absence. injury. Serious health condition is an illness. New employees with insufficient service to use earned vacation leave shall obtain approval to use accrued balances prior to requesting a Leave of Absence. and impairment or physical or mental condition requiring either inpatient treatment at a hospital.  All other insurance benefits may be continued if the employee pays the premium for the coverage levels. all insurance benefits shall cease on the last day of the month the leave begins: . The insurance benefits of an employee on a Leave of Absence will continue to be paid by the Employer.  If an employee is unable to prepare a request due to emergency. hospice or residential care facility or continuing treatment or supervision by a health care provider.  When a Family and Illness Leave extends beyond 12 weeks. or for the serious health condition of the employee. health insurance premiums will be paid by the Employer for the first 12 weeks of "Family and Illness Leave" per year:  Time spent on paid "Family and Illness Leave" counts as part of the 12 weeks. and may include a medical leave or a personal leave. POLICY: The employee shall request a Leave of Absence in advance.Employer ABC Policy for administration of Family Leaves. the employee will need to pay the premiums to continue coverage past the first day of the following month. Medical leave is a Leave of Absence without pay where an employee is unable to work due to a medical illness or injury. child or parent with a serious health condition. to care for a spouse.

. This includes determining the appropriate insurance premiums. If the length of the leave does not affect the employee's performance evaluation.  The employee shall contact Financial Services to make all necessary arrangements for insurance coverage. or holiday benefits during a Leave of Absence. the prognosis. a department manager can choose not to extend the employee's probation. the Employer shall discontinue all insurance coverage without further notice. An employee on probation shall have the probationary period extended by the length of the Leave of Absence. written approval from his or her doctor to resume job duties. In addition.  The Department manager may approve a Leave of Absence of 24 working hours or less. If payment is not received when due. Employees are required to sign a form authorizing release to the Employer of any and all medical information prior to granting a Medical Leave of Absence. LONG TERM DISABILITY PLAN (LTD) Policy Rationale This plan provides income replacement for long-term disability claims. the waiting periods that apply to new employees shall apply when the Leave of Absence ends. sick leave. the Employer shall require. and date payment is due. A medical leave approval requires medical information indicating the nature of the illness or injury. the method of payment. PROCEDURE: Requests for leaves of absence over 24 working hours in a week shall be made on the "Leave of Absence Request" form. prior to the employee's return to work. An employee shall not accrue vacation.  If the does not to continue the insurance benefits. If the employee continues insurance benefits. An employee cannot return to work and then commence another unpaid leave of absence in order to have that month’s insurance premiums covered by Employer ABC. Leaves of Absence of 24 working hours or under in a pay period shall be requested on a “Supplementary Leave of Absence Request" form. and estimated date of return. the monthly premiums shall be pre-paid by the employee.  The immediate supervisor shall approve a Leave of Absence requested on a “Leave of Absence Request” form.

Health Insurance Employees may continue their Group Health Insurance by paying the employee share of the Plan’s cost during the period of disability. ABC will make the contributions to the Retirement Plan on the employee’s behalf. the actual Plan text will prevail in the event of any discrepancy as this policy does not constitute a legal document. The benefit paid is of the employee’s gross pre-disability monthly salary on the date of disability. If disability payments are subject to deductions. This applies to any supplemental and dependent coverage the employee may have. The employee’s retirement contributions will continue during the period of disability at no cost to the employee. Under the Waiver of Premiums provisions. General Provisions after Approval Retirement Plan Benefits Employee’s who receive payments from the LTD Plan also receive a “Waiver of Premiums” for the Retirement Plan. Enrollment Participation in the plan is a condition of employment once an employee is deemed eligible for enrollment.Description If a disability continues beyond consecutive months. Group Life Insurance Employee’s who receive payments from the LTD Plan also receive a “Waiver of Premiums” for the Group Life Insurance Plan. Disclaimer While every attempt has been made to ensure the accuracy of the above summary. POLICY: Employer ABC will not employ. ABC will make the contributions to the Group Life Insurance Plan on the employee’s behalf. list those here. an employee may be eligible for benefits. Temporary employees must be employed for at least by Employer ABC in order to be enrolled. promote or transfer any person related to an employee (or his/her spouse) within the first or second degree by marriage (affinity) or within the first. second or . NEPOTISM POLICY PURPOSE: To regulate hiring two or more individuals from the same immediate family. Under the Waiver of Premiums provisions. Permanent employees are enrolled upon date of hire. appoint. The employee’s pre-disability group life coverage will continue during the period of disability at no cost to the employee.

Degrees of Relationship 2. reappointment. Departments units may employ individuals who are related to another within the prohibited degrees provided one such relative does not:  Have responsibility for the direct or indirect supervision of the other relative  Have authority over the salary of the other relative  Have authority over other terms and conditions of employment of the other relative.third degree by blood (consanguinity) to the employee whose duty would involve employment. or determine the salary of any person related within either of the prohibited degrees. The CEO can only authorize employment under these conditions. This policy does permit re-appointment or continued employment of any person whose employment commenced prior to the adoption of this policy. Individuals are related by affinity if they are married to each other or if one spouse is related by consanguinity to the other person. or salary determination(s) shall be the responsibility of the next highest supervisor. No person shall be employed if either person would be under the supervision of the other. If reappointment or continued employment places a person under the supervisor of a relative. However. evaluation(s). reappoint. no employee shall participate in. in which case the marriage is considered to exist. promotion or salary determination of any person related within either of the prohibited degrees. and/or transfer decisions. Individuals are related by consanguinity if they are descendants or share a common ancestor. no employee may appoint. CONTENTS: 1. reappointment(s). Supervision of Relatives a. Divorce or the death of a spouse terminates relationships by affinity created by that marriage unless a child of that marriage is living. In addition. b. OCCUPATIONAL HEALTH & SAFETY Table of Contents . promote. promotion. Degrees of Relationship OFFICER & SPOUSE Child Grandchild Great-Grandchild Parent Sister/Brother Niece/Nephew Spouse Grandparent Aunt/Uncle Great-Grandparent 2. Supervision of Relatives 1. Consanguinity and Affinity 3. or if either would participate in salary increases or promotions for the other. Consanguinity and Affinity a. or recommend the appointment. promotion(s). 3. Adoptive children are treated as natural children.

and shall be in compliance with the Occupational Health and Safety Act. shall be reasonable and consistent. 2.0 Policy Statement 2.1 All employees are responsible for working safely at all times. identifying and reporting hazards and protecting and promoting health and safety. All employees must comply with this policy are outside contractors.0 Policy Directives 5.1.0 Monitoring 1. 2. 2.1.6 Occupational Health and Safety Programs will be coordinated and consistent with this policy. 3. Any contracted work must be in accordance with the Occupational Health and Safety Act. 2. The Occupational Health and Safety Act shall set the minimum standard expected for health and safety in the workplace. Employer ABC values the knowledge and skills of employees and will foster a workplace where employees are encouraged to contribute to health and safety programs. 2.0 Policy Objectives 3.0 Policy Objectives To ensure the workplace complies with the Occupational Health and Safety Act and that every reasonable precaution is taken to provide a safe workplace.1.1.5 The Occupational Health and Safety Committee is key for the maintenance and support of health and safety programs. . Managers are responsible for implementing this policy and for ensuring that their department complies with the Occupational Health and Safety Act. 3.4 Employee involvement and cooperation with those responsible for health and safety is a key to effective health and safety programs.1.0 Policy Application 4.1.2 Contract Work This policy also applies to those who work for ABC by contract.3 Managers are responsible for ensuring that employees are advised of actual or potential hazards and are understand safe work procedures. Managers are responsible for providing a safe and healthy workplace for employees and the achieving the objectives of this policy.1 Guiding Principles 2.0 Policy Application 3.2 Each department is responsible for implementing and complying with this policy.7 Safety rules and practices shall be enforced in the workplace. 2.0 Policy Statement Employer ABC values the health and safety of employees.1.1 Employees This policy applies to all employees of Employer ABC. Review of this policy will be included with orientation for new employees. Therefore. 2. ABC is committed to working with employees to develop and implement measures that eliminate and minimize the risk of occupational injury and illness. 2. Implementing this policy will ensure that management and employees work together to promote health and prevent workplace accidents and illnesses.0 Accountabilities 6. the policy of Employer ABC is to protect and promote employee health and safety and to take every reasonable precaution to ensure that the workplace is safe for employees and clients.1. Changes to this policy must also be reviewed with all employees as when the changes come into effect.

(i) Monitor the implementation and effectiveness of the program. 4. supervisors and employees must receive information and training regarding their duties and responsibilities under this policy.1 Ensure departments adhere to this Policy. 4.2 Yearly Review The Occupational Health and Safety Committee will review the Policy each year.1 Legislation This policy is concerned with the Occupational Health and Safety Act made pursuant to that Act. procedures. 5. 4. 4. Matters that are not resolved satisfactorily by the manager/supervisor are to be referred to the Occupational Health and Safety Committee. and other matters that relate to the work. including information related to individual occupational health and safety matters. 4.6 Reporting All employees shall report any workplace hazards and any health and safety concerns to their immediate manager/supervisor.4 Occupational Health and Safety Program The Occupational Health and Safety Program shall include. procedures and schedules for regular inspections. (g) Provide a system of prompt investigation of hazardous occurrences and the actions needed to prevent re-occurrences. (h) Provide for the maintenance of records and statistics. for compliance with the Occupational Health and Safety Act. 5. any known hazards. to the extent of its ability and authority. including the maintenance of records. (j) Make a copy of the program available to the committee and any employee. 4. including those required pursuant to the Occupational Health and Safety Act. (c) Establish The Occupational Health and Safety Committee.0 Policy Directives 4.0 Accountabilities 5.1 Employer Employer ABC is the employer under the Occupational Health and Safety Act and is thus responsible for compliance with the Act and Regulations. is confidential in accordance with the Occupational Health and Safety Act. ABC’s workplace shall meet or exceed the regulatory requirements of the Act. ABC will advise all contractors of the Policy.3 Availability This policy will be readily accessible to all employees. including reports of occupational health and safety investigations with provision for making them available.ABC will supervise contract work. (d) Provide a selection process for an occupational health and safety representative where required and outline his/her roles and responsibilities.1. but not be limited to the following: (a) Train and supervise employees in matters related to health and safety. (b) Provide written work procedures as required.7 Confidentiality All personal information. 4. procedures for reporting hazards and the accountability of persons responsible for correcting hazards. (e) Provides a hazard identification system. (f) Provide a system of occupational health and safety monitoring and control of identified hazards.5 Training Managers. & access to an authority to resolve health and safety matters. .

5.6 Ensure that ABC complies with the Occupational Health and Safety Act. 5.2.5 Take immediate action upon report or suspicion of unsafe or hazardous conditions. 5. 5. 5.6 Follow established safe work procedures and use machinery and equipment only as authorized and as trained.2.2. 5.4 Communicate workplace hazards to employees and the necessary control and preventative procedures.4 Report any workplace hazards and any health and safety concerns to the immediate manager/supervisor or the Occupational Health & Safety Committee.3.2 Integrate preventive health and safety practices into workplace activities and hold employees accountable for following safe work practices in performance appraisals.1.7 Cooperate with employees and the Occupational Health and Safety Committee to promote a safe and healthy workplace. 5. 5. 5.1. 5.2 Adhere to this Policy.2 Ensure there is strategic direction and planning of the health and safety program.3 Employees are responsible to: 5. 5. 5.1 Work in accordance with the Occupational Health and Safety Act.3 Allocate resources for health and safety programs.3.2.4.8 Cooperate with the Occupational Health and Safety Committee or any person acting under the Occupational Health and Safety Act.1. 5. implement and evaluate health and safety programs.3 Receive.8 Respond to recommendations from the Occupational Health and Safety Committee.2. 5.5 Ensure audits of the program are reviewed and appropriate action taken. 5.4 The Occupational Health and Safety Committee is an employer-employee body that jointly addresses health and safety issues in the workplace and is responsible to: 5.2 Work with employees and management to identify workplace hazards and to develop.2. .1. investigate and respond to health and safety complaints work refusals. 5.7 Ensure that Human Resources is notified of any activity/decision related to health and safety that has or may have ABC-wide implications.2.1.1.6 Audit work processes to ensure employees work in the manner required.2. 5.2 Management/Supervisors are responsible to: 5.5 Report all personal injuries and property or equipment damage to the manager/supervisor in a timely manner.4.3 Provide information & training to employees and maintain records of all such training. 5. 5.3.3 Ensure work activity does not place their own health and safety or the health and safety of others at risk.5.3. 5. 5. 5.2.9 Evaluate employee health and safety performance and provide feedback.1 Hold regular meetings and maintain minutes and records of committee activities.7 Participate in defining safe job procedures and. 5. 5.3.1 Ensure compliance with the Occupational Health and Safety Act.3.3.4 Delegate responsibility/authority to personnel and hold them accountable by including this responsibility in performance criteria.4.3. 5.

5 Advise on the development.4 Provide corporate statistical reports on ABC’s performance on health and safety. and report on occupational health and safety performance and compliance with legislated standards.8 Participate in the auditing of the workplace to determine compliance with occupational health and safety requirements. and report on occupational health and safety performance and compliance with corporate policies and legislated standards.6 Participate in health and safety educational and training programs for employees.5. Foreign nationals may be able to claim exemption from the Federal Income Tax under terms of the tax treaty with their country of citizenship. 5.4.1 Departments Managers will monitor the implementation of the policy in their departments and report on the performance and effectiveness of the Policy.5.4. Employees have the responsibility to keep Payroll advised of changes in tax exemptions. 5.0 Monitoring 6. evaluate. including the benefit plans.4.5.5. 5.2 Human Resources Human Resources will monitor. . implementation and evaluation of an occupational health and safety policy and programs.4 Participate in inspections. 5. 5.2 Coordinate the yearly review and update of the Policy. 5. 5. investigations and audits concerning health and safety and conduct follow ups. inquiries. 5.5 The Department of Human Resources will: 5. Most employees are subject to Federal Income Tax. Payroll can provide the necessary forms. marital status. evaluate.3 Provide a support service to departments on occupational health and safety. and Social Security deductions.5. 5. 5.4.5.5.6 Liaise with external agencies on health and safety policy issues to ensure ABC’s compliance with the Occupational Health and Safety Act. 6.5 Conduct a corporate audit to monitor. Voluntary Payroll Deductions Employees may voluntarily elect payroll deductions for a variety of services.1 Coordinate the development of the corporate health and safety policy and monitor implementation. and home address.7 Make written recommendations. PAYROLL DEDUCTIONS Tax Deductions & Exemptions Federal and State laws require employers to withhold taxes from wages. Human Resources will also provide statistical reports on ABC’s performance on key health and safety indicators. State ABC Income tax. 6.4. Deductions are made based on information furnished by the employee on the W-4 form.

Company ABC reserves the right to determine the severity and appropriateness of any corrective action based on the circumstances of any situation and also reserves the right to audit each situation on a case by case manner. immediate discharge will occur. These rules. Company ABC has the sole discretion and right to determine if and when progressive discipline is warranted. Warnings for Violation of Major Company Rules Violation of a major company rule will generally result in immediate termination. are listed below. Company ABC always retains the right to terminate employment without warning.PERFORMANCE CORRECTION Employees are expected to conduct work-related matters in accordance with the law and the highest ethical standards. cause or notice. or organizations serving Company ABC Disclosing proprietary or confidential information  Misusing or removing Company records or confidential or proprietary information without proper authorization  Withholding information from Company ABC concerning the theft of Company property or assets  Violating the “Harassment Free Workplace Policy”  Insubordination . If the breach is considered serious. Major Company Rules (do not consider this list all-inclusive)  Violating security and safety rules  Intentionally abusing. If the employee is not terminated. All terminations need to be approved by a manager and the Vice President of Human Resources. clients. destroying or damaging Company or client equipment or property     Possessing firearms. Corrective action may result from not following company standards. weapons or explosives on Company premises or while conducting Company business Falsifying Company records Theft that impacts either Company ABC. although not all inclusive. other employees. he/she is issued a final written warning.

and manager will all sign the form. Second Written Action: If a performance issue is not addressed by a first written action. Violating the “Drug Free Workplace Policy”  Failure to report anyone violating a major Company rule Other Performance Issues The intent of this process is to offer a system of improving performance or correcting policy violations. supervisor and manager all sign the form. the supervisor may do one of the following:  Suspend without pay . The employee. If at this point the performance issue reoccurs after . The employee. The original of this form is forwarded to Human Resources and filed in the employee’s personnel file. the supervisor will complete another Performance Correction Form. and each case will be reviewed individually:  The circumstance and/or explanations given by the employee  The past work record and position of the employee  The policy violated  The severity of the violation  The frequency of the infraction  The action taken with other employees for similar violations under similar circumstances Oral Conversation: The immediate supervisor notifies the employee of the misconduct or substandard performance. If the problem is corrected and not repeated for following the conversation. The original of this form is forwarded to Human Resources and filed in the employee’s personnel file. Employees can make written comments on the form. The employee and supervisor will both retain a copy. no further action will be taken. First Written Action: The immediate supervisor documents performance issues that reoccur on a Performance Correction Form and identifies the steps necessary to correct the problem. Employees are permitted make written comments on the form. The employee and supervisor will both retain a copy. supervisor. This process will consider the following.

Upon returning to work. This letter will be given to the supervisor when the employee returns to work. The purpose of the leave is to allow the employee to determine whether they wish to continue to work for Company ABC. PERSONNEL RECORDS I. ACCOUNTABILITY VIII. Final Written Warning: This is similar to a second written action.  Terminate Grant one day off with pay. fighting with a coworker and using abusive language with a customer. MONITORING IX. GOALS V. POLICY GUIDELINES FOR EMPLOYEE PERSONNEL RECORD VII. APPLICATION IV. except that the employee and the supervisor understand that any further occurrences of issues or problems will result in the employee's termination. REFERENCES I. POLICY STATEMENT . DEFINITIONS III. Employees will be suspended without pay for at least. If the Company determines the employee committed no wrongdoing. etc. Supervisors can only use this option when they feel there is good potential for the employee to continue with Company ABC. POLICY DIRECTIVES VI. Suspension Suspensions may be used when an employee is suspected of a serious violation that requires further investigation by management. Examples include theft. the employee will be reinstated with back pay if applicable. the employee will provide a written letter explaining why he/she would like to continue working and indicate the changes in behavior that the supervisor should expect. POLICY STATEMENT II. falsifying company records. The supervisor will complete a final written Performance Correction Form indicating that the employee is being granted a decision making leave.

Separation . Design a process for maintaining employee personnel information. A. 2. Employee summary sheets. POLICY DIRECTIVES Personnel information is to be maintained in a personnel file. forms and correspondence. 1. Determine accountability for employee personnel information management. Training and education records. Vacation. Human Resources is responsible for maintaining the following information in the Employee Personnel File record for a period of : 1. Special leave benefits. Employee Personnel File The Employee Personnel File contains documents. Salary and reclassification dates. 5. and 2. III. GOALS This policy has the following goals: V.Employer ABC has responsibility for maintaining personnel information for employees. 6. 4. APPLICATION This policy establishes methods for maintaining personnel information for all employees of Employer ABC.contains all personnel. Personnel transactions. 7. IV. 3. II. DEFINITIONS Employee Personnel File . . the contents of which the employee has knowledge of at the time of filing or recording.All events that sever the employment relationship. Sick leave.

8.

Marital status;

9.

Dependents covered by medical plan;

10. Long service award;
11. Retirement benefits;
12. Records of leaves of absence;
13. Staff Changes forms for salary adjustments;
14. Certificates from an attending physician;
15. Application for Employment;
Human Resources is responsible for maintaining the following information in the Employee
Personnel File until employment is terminated. Following termination Human Resources will
maintain the File for a period of :
1.

2.
B.

Disciplinary measures, Performance Appraisals, Workers Compensation Board
accident forms, and long-term disability benefits.
Information related to pay and allowances, benefits and credits and expenditures.

Employee Resignation, Retirement or Death

Upon employee termination, the Employee Personnel File is held in Human Resources for seven
years.
If the employee is not re-hired within seven years from the date of termination, personnel
information shall be destroyed.
C.

Security and Release of Information

Employees are entitled to view their Employee Personnel File by prior arrangement with Human
Resources.
If the employee wishes information to be released, the employee must state in writing to Human
Resources the information that is to be released and to whom.
VI.

POLICY GUIDELINES

Guidelines may be developed as appropriate to maintain personnel files.
VII.

ACCOUNTABILITY

A.

Human Resources

Human Resources has the responsibility for maintaining the Employee Personnel File and for
maintaining the File following separation for the time periods prescribed in this policy.
VIII.

MONITORING

Human Resources may conduct audits of Employee Personnel File practices to determine compliance
with this policy.

RECOGNITION POLICY
Company ABC recognizes employees at all levels for outstanding performance. The recognition program
formally and informally honors and recognizes employees who demonstrate excellence in their job
performance.
Informal recognition includes but is not limited to the following:

Staff meeting compliments

Staff lunch sponsored by a department manager

The formal recognition program consists of the following:

A framed certificate presented to the individual

The addition of the individuals' names to an award plaque

Two days paid time off

Additional forms of recognition for outstanding performance are periodically proposed or reviewed by
Human Resources.

Rest Periods/Meal Periods
REST PERIODS
Employees are entitled to one rest period for each three and one-half hours of work each work shift.
A rest period is 15 minutes and occurs at a time designated by the supervisor.
Employees may not accumulate unused rest periods.
Rest periods shall not be forfeited or used in any way to shorten the workday or extend a meal period,
except where specifically authorized by the Director of Human Resources.
MEAL PERIOD
Employees are entitled to a meal period of 30 minutes no later than five hours and no sooner than four
hours from the start of the work shift.

Retirement Plan
Policy Rationale
To provide retirement income for employees.
Eligibility
For all employees employed for at least months, membership in the retirement plan is a condition of
employment.
Vesting
Retirement benefits are vested upon completion of full years of credited service.
Contributions
Employer ABC matches employee contributions at a rate of .
Benefits
Pension payments are based upon the employee's highest average salary earned during consecutive
months of service and the employee's age at retirement. Benefits for employees who achieve years or
more of credited service, the retirement benefit will equal percent of their average salary multiplied by
their years of credited service. For less than years of service, the retirement benefit will equal percent of
the average salary multiplied by years of service.
The maximum pension payable is limited to percent of the employee's average salary.
Employees may retire at age 55 with full benefits.

SALARY ADMINISTRATION
The Employer ABC Salary Administration Program includes increases based on the performance,
selection adjustments, and special adjustments.
Salary Improvement Pool
Based on the approval of Senior Leadership, each employee is eligible for an annual salary increase. The
salary increment guidelines will be formulated during the budgeting process and disseminated by
HR. The salary increase shall depend on the employee’s performance, but will also consider the
employee's other salary increases within recent years, and the location of his/her current salary within the
pay range.

department and/or pay band. Human Resources may approve a salary above the recruitment range. It may be necessary to provide an equity adjustment increase to an employee or group of employees to resolve a pay equity variance. For example. initiative and skill within his/her current job. performance. and performance levels of other employees in the same title. the demand for a certain skill may far exceed supply. Market or Equity Adjustments When circumstances outside the salary administration program adversely affect an employee's salary.e. skills. ingenuity.  Location of the new salary in the new band. based on similar incumbent and position qualifications. In special circumstances. Supervisors. a market adjustment may be authorized. Increases must meet internal equity criteria (i. the supervisor shall establish the employee's new salary considering the following factors:  The candidate's qualifications. qualifications. To provide appropriate incentive for career movement and skills development. Special Adjustment Increases Special adjustment increases are pay increases based on position enhancement and/or equity considerations. the employee's new salary shall be within the new pay band's recruitment range. related experience. in conjunction with Human Resources. . and pay levels). Position Enhancement Position enhancement occurs when a supervisor has authorized a significant and ongoing increase in responsibilities that requires the employee to exercise greater judgment. Market adjustment increases may be necessary when external or internal considerations affect an individual’s salary. may approve a pay increase of up to of base pay to recognize the enhancement.Employees who not eligible for the performance increase shall receive a salary increase equal to the salary structure adjustment only so that the employee's relative salary location in the band is maintained.  Salaries. thereby necessitating the need to increase the salaries of those employees with these essential skills in order to retain them. skills and related experience. and when these issues cannot be resolved by a performance or promotional increase. Career Movement Career movement occurs when an employee moves from one job title to another. Generally.

The amount paid for all special payments shall be determined by internal equity considerations. When an employee is assigned to a higher position on a temporary basis of one to six months. and Human Resources must approve any exceptions. quarterly reports listing those individuals in receipt of these adjustments and the amounts must be submitted to the Human Resources. and highly select cases when the usual performance increase does not suffice. This adjustment does not affect the individual's base pay. a temporary pay increase may be available. Location-Based Pay Differential Adjustments: o ABC employees working outside ABC locations shall be eligible for review of salary based on cost-of-living differentials. This payment does not affect the individual's base pay. her/his salary shall be reestablished equitably.  Recognition of acting appointments. Special Payments There are three types of special payments:  Recognition of extraordinary accomplishments. the supervisor and Human Resources may authorize a special payment or temporary adjustment of up to of base pay. the supervisor shall approve such arrangement.  Location-based pay differentials.Documentation justifying these increases must be on file with Human Resources and the appropriate supervisor. unusual. the increase the employee would receive if promoted to that position. This does not address changes in workload arising from usual cyclical fluctuations. The salary adjustment should equal. Documentation justifying these increases must be on file with Human Resources. . Next. The differential payment shall be re-reviewed every six months. This is intended to address infrequent. Special payments do not affect base pay. if the cost-of-living differential review indicates that the employee's salary should be adjusted. These extraordinary circumstances must have a definite commencement and conclusion. In addition. If the employee returns to City ABC-based employment. but not exceed. The employee's salary shall first be established equitably.  Extraordinary Accomplishment: o  Acting Appointments: o  When an employee has performed well for a major period of time above the usual job expectations under extraordinary circumstances. Acting appointments of greater than six months must be reviewed and/or approved by Human Resources.

or another person. or in fear that he/she or another person will immediately be kidnapped. or 4) physically incapacitated. Incapable of Consent A person is deemed incapable of consent when he/she is: 1) less than sixteen years old. Physically Helpless An unconscious person who is physically unable to indicate an unwillingness to act or participate. Sexual Abuse . principles. Rape Sexual intercourse by forced coercion or with someone incapable of consenting. that puts a person in fear of immediate death or injury to oneself. Forcible Compulsion To compel by the use of physical force or a threat. express or implied. Policy Rationale ABC is committed to maintaining a safe work environment free from sexual assaults. Lewd Behavior Intentional exposure of genitalia in a lewd manner in a public or a private place that is readily observed. Code of Conduct Policies.SEXUAL ASSAULT Policy Employer ABC does not tolerate sexual assault. 2) mentally handicapped. 3) mentally incapacitated. ABC provides education and prevention programs for all employees. All sexual assault complaints will be investigated and appropriate disciplinary action taken. or other sexual assaults of any kind against employees or visitors. and procedures of ABC.

counseling. and procedures for victims of sexual assault that include.  The right to appeal a decision of ABC not to pursue charges. regulations. and sodomy. All sexual assault complaints will be investigated and appropriate disciplinary action taken.  The right to never be in the same as the accused. by forcible compulsion or with someone incapable of consenting. and to file a complaint and/or pursue criminal charges.  The right to appeal an agreement between ABC and a defendant if dissatisfied with the outcome. Sexual Assault Public lewdness.  The right to pursue criminal or civil charges. consisting of contact between the penis and the anus. Procedure Victims of sexual assault should report the incident to Occupational Health and Safety or the Police. but are not limited to the following:  The right to bring a representative not connected to the case to any proceeding. the mouth and the penis. sexual abuse.  The right to a confidential hearing.  The right to choose to file a formal compliant. Sodomy Sexual conduct between unmarried persons. Victims Rights The ABC Code of Conduct contains the policies. and other services for employees and visitors who are victims of sexual assaults. or the mouth and the vulva.  The right to know the resolution of the case. to seek medical care. . rape.Touching of genitalia or other intimate parts of another person by forcible coercion or with someone incapable of consenting. ABC will provide health care.  The right to keep one’s sexual conduct out of the hearing unless fairness to the accused requires this information.

shower. Occupational Health and Safety Enforce ABC's Code of Conduct. Individuals who report an assault may request transportation to medical and/or psychological care. 3) file criminal charges with the appropriate law enforcement agency. Assist victims of sexual assault to: 1) make a report. SICK LEAVE SEPARATION PAY . Complaints must be filed within from the date of the violation. Individuals must not bathe. Individuals who file a complaint with Occupational Health and Safety can either make appointment or submit a written complaint. Responsibilities Employee Read and understand the Sexual Assault Policy. Individuals considering criminal action must seek medical care as soon as possible. Filing a Complaint Filing a complaint is NOT reporting an incident. Criminal Charges ABC encourages all victims to press charges against their assailants. 2) file a complaint. A complaint is a request that ABC investigate the incident. Health Care Services After an Assault Victims of any sexual assault are advised to seek health care services offered by ABC. or change their clothes before admitting themselves to a Health Care Center. Victims have the option to report the incident without filing a formal criminal complaint. ABC will not conduct an investigation unless a formal complaint is filed. Reporting Sexual Assault Individuals should report any assaults to Occupational Health and Safety or the Police.If an employee commits a sexual assault Occupational Health will help the complainant by assessing the administrative penalties and/or remedies available. Individuals have the options to report an assault and file a complaint.

Departmental policy may be more restrictive than this policy and thus takes precedent over this policy. Credit will be given for up to enter amount here hours (enter amount here days) of sick leave. To provide guidelines for the administration of Supplementary Salary Leave Plan time off. SSLP time may be used prior to exhausting other leave balances. vacation and compensatory time. POLICY: It shall be the policy of Employer ABC to provide permanent employees with the option to purchase hours with advance approval by the employee's department manager. For example a 50% employee's maximum shall be hours.  Participate in an Employer ABC health insurance plan at date of retirement. Policy ABC Retirees can apply unused sick leave hours to the payment of the employee’s required contributions for post-retirement health insurance coverage.Eligibility All employees who:  Retire at age 55 or older with 10 or more years of service. SUPPLEMENTARY SALARY LEAVE PLAN PURPOSE: To allow employees to purchase time off to supplement their holiday. Scheduling and canceling SSLP time shall be in accordance with each department's policies. The SSLP program allows employees to supplement other paid leave balances. The minimum amount of time off available under this plan is hours and the maximum is hours per calendar year. The maximum for Permanent Part-time employees shall be their previous year’s annual FTE.  Have unused sick leave hours at date of retirement. . Procedure The amount of hours is determined by the employee’s sick leave balance and rate of pay at date of retirement.

Use of SSLP hours off shall be recorded on timecards with "XX". For unpaid leaves of absence of 30 days or more. TEMPORARY AND CASUAL APPOINTMENTS Definitions A temporary appointment is a work assignment at least with a term of less than consecutive months. Employees on probation or the Employee Attendance Program may not participate in the program. Account balance will be paid out through regular paychecks. SSLP deductions will be recalculated and resume upon return to paid status. If an employee receives a salary increase. not earnings reduction. If the value of the hours taken off exceeds the value in the SSLP bank. only the amount in the bank will be paid. the value of the SSLP time will be paid to employee through regular paychecks from their SSLP bank. participation in the program will be terminated and any balances in the SSLP bank will be paid out through regular paychecks. When employees use SSLP time. all remaining hours in the SSLP bank shall be paid on the final paycheck. Employees shall choose their savings plan in the form of payroll deduction per paycheck. Employees may cancel participation in the program by notifying Payroll in writing.  Employees who do not renew their enrollment can have their unused paid time off in January. . For terminating employees.SSLP hours cannot be used to extend a termination date. SSLP savings plan payments shall be payroll deductions. SSLP deductions will be adjusted to ensure full payment according to employee's choice at time of enrollment. PROCEDURE: Each year there is open enrollment for the calendar year. Unused SSLP hours at the end of the calendar year shall be administered as follows:  Employees who renew their enrollment can carry over unused hours (total maximum balance not to exceed . For unpaid leaves of absence of 30 days or less.

or if the department believes a higher pay rate is warranted. authorizing the issuance of the card. The supervisor must state the reason for the extension on the Employment Advice and Staff Changes Form. The employee must have a written request from the hiring supervisor. and accrue sick and vacation time. Pay Rates Temporary/casual pay rates should be at the minimum of the pay band level assigned to the position. Casual appointments may be up to one year in length and may be renewed as often as necessary. Appointment Processing When a candidate has been selected. Temporary Appointment Extensions Approval from Employment Services is required to extend a temporary appointment beyond months. Temporary and casual appointments can be terminated at any time. . Pay rates should not exceed the maximum of the band level and must consider ABC’s internal pay equity. and AD&D coverage. Identification Cards Temporary identification cards may be obtained from Human Resources.Temporary employees are eligible for Workers' Compensation upon date of hire and are eligible for Employer ABC’s Disability Program after of employment. the department supervisor must contact Employment Services to determine the appropriate pay rate. Temporary employees who become "benefits eligible" are eligible for paid holidays and health. If the temporary assignment is for a non-existing position. position title and the duration of the appointment. A temporary employee becomes "benefits eligible" after months of employment. Employment Services must approve a pay rate in excess of the pay band maximum before the rate is included in a formal offer. Casual employees are eligible for Workers' Compensation upon date of hire and are eligible for Employer ABC’s Disability Program after of employment. This letter should include the employee's name. Departments who need temporary or casual employees must contact Employment Services for assistance. unless the labor market dictates are higher pay rate. Departments should contact Employment Services with ANY pay rate questions or concerns. the department should forward a completed Employment Advice and Staff Changes Form to Employment Services. A casual appointment is a work assignment of less than . life.

The supervisor must complete and submit a Report of Injury to Human Resources within workdays of the injury or notification of a work-related health problem. CONTENTS: 1. Contact Human Resources for specific documents. d. Retiring Employees 1. WORKERS' COMPENSATION AND EMPLOYEE ACCIDENTS POLICY Employees who are injured on the job or develop work-related health problems must immediately report them to the supervisor to assure proper processing of claims. retirement. Employees should begin retirement procedures days in advance. forms. c. Employees notify their supervisor at the earliest practical time when terminating employment. POLICY: It is the policy of Employer ABC that terminated employees are assured proper settlement of wages and benefits. Statutory Benefits . Procedure a. b. resignation.. All terminated employees will be afforded an exit interview and is necessary for a complete clearance from ABC.e. An Employment Changes Form (ECF) must be prepared by the employee's department and forwarded to Human Resources. and procedures required by the retirement and insurance programs. The Department Head must notify Human Resources and Payroll of employees that leave without notice. Retiring Employees a.TERMINATION OF EMPLOYMENT POLICY PURPOSE: To provide a standard procedure to ensure that all staff are properly terminated (i. Procedure 2. 2. completion of temporary assignment or layoff). discharge.

Responsibilities .  Employees will be given a temporary medical disability leave of absence without pay if their eligibility for supplemental benefits has terminated or sick leave/annual leave has been exhausted. Maximum Benefits Benefits will ensure employees do not receive more than their normal pay when combining the statutory benefit and the supplemental benefit. In the event of an overpayment. the employee may use accrued annual leave in the same fashion. Employees with sick-leave credits can use them to “top-up” their compensation benefit until these credits have expired. annual leave.  On the day of disability. and compensation for death.  Time away from work covered under the Workers' Compensation Act is not a break in continuous or creditable service with respect to eligibility for sick leave. This is not charged against accrued sick leave credits. Supplemental Benefits ABC will also provide supplemental benefits for regular employees as follows:  During the first calendar days of disability. If the disability continues for more than 14 calendar days. Coverage Medical expenses and compensation are covered for employees who are injured on the job or develop work-related health problems. Payable Expenses State statute will determine whether medical expenses and compensation are payable. This enables employees to receive their regular pay during the disability. Death benefits are provided should the accident or disease result in death. employees receive compensation benefits as provided by the State ABC Workers’ Compensation Act. ABC will make adjustments to the employee's next scheduled paycheck and leave credit balances. employees receive their regular salary. pay adjustments and retirement. If sick-leave credits are exhausted. compensation for permanent disability. ABC provides the following benefits: medical attention. Combined compensation benefits and supplemental benefits cannot exceed the employee's regular pay. the amount(s) and the duration of such payments. compensation is paid for the first calendar days of disability. rehabilitation costs. hospital care.Under state law. compensation for lost time. Compensation for lost time begins on the calendar day of disability. ABC assumes the entire cost of Workers' Compensation Insurance.

the supervisor should call for an ambulance. Supervisor  Immediately obtain required medical care for the employee. attach medical certification. Any work-related accident or illness resulting in death or severe injury must be reported immediately to Risk Management. determine cause(s) and identify prevention steps.  Immediately investigate the accident. and forward it to Benefits. complete the Report of Injury or Illness and forward it to Benefits. PROCEDURE Immediately report all work-related accidents and illnesses to the appropriate supervisor. Policy Rationale .  Immediately report death or severe injury to Risk Management. Complete the Return to Work form. The supervisor immediately investigates the accident to determine the cause and develop preventative measures. Vacation time must be approved and recorded by departments. The cost of medical care resulting from a work-related injury or illness is paid by State ABC's Workers' Compensation Program. VACATION Policy Employer ABC provides time away from work for its employees.  Inform medical care provider that the injury/illness is work-related. If the employee is seriously injured and cannot be moved. The employee should seek immediate medical care.  Within workdays of the accident.Injured Employee  Immediately report any work-related accident or illness to the supervisor. regardless of the severity or cause.  Seek medical care or treatment.  Notify Benefits when the employee returns to work after a work-related injury or illness.

25 10 but less than 11 years 16 1.5 13 but less than 14 years 19 1. Exceptions cannot be granted in two consecutive fiscal years. Employees are required to take vacation in increments. The supervisor must document the time taken and documentation is maintained in the department until one year of employment is completed. Changes in the accrual rate occur the first pay period after the anniversary date. and that all employees are treated fairly and consistently. Employees may use accrued vacation after enter number of months here months of employment only with supervisory approval.33 11 but less than 12 years 17 1. Using Vacation Time Vacation time must be requested and scheduled in advance at times agreed to by both the employee and the supervisor. the amount of vacation used will be deducted from the employee’s final pay. Credited Service An employee's length of employment at ABC according to the personnel file. Credited Service Maximum Accumulation (Approximate Days) Less than ten years 30 10 but less than 11 years 32 11 but less than 12 years 34 12 but less than 13 years 36 13 but less than 14 years 38 14 years or more 40 Accumulation Over The Maximum Amount of Vacation Time Accumulation over the maximum is by exception only when employees are requested to forego taking vacation due to pressing ABC needs. If an employee terminates employment before completing one year of employment. Employees with less than enter number of hours here hours per week accrue on a prorated basis. Eligibility All employees eligible for benefits accrue vacation time. with the requirement that accruals be brought within the maximum by the next fiscal year. Reasonable limits on vacation time are required in order to ensure that employees’ job responsibilities are jeopardized. The table below outlines the accrual rates for employees with a enter number of hours here hour workweek. Exceptions are considered on a case-by-case basis by the supervisor.ABC appreciates its employees and respects their needs for time away from work for personal. Vacation time may not be taken before it is earned. Accrual Calculations Vacation time accruals are based upon the hours of work for the position.6667 Effective Date Accruals begin upon date of hire. Accrual Rates: Credited Service Days Accrued Annually Days Accrued Monthly Less than ten years 15 1. Accrual Maximum The table below outlines the maximum amount of vacation time an employee can bank or accumulate (based on a enter number of hours here hour workweek). and other outside needs.4167 12 but less than 13 years 18 1. community.5833 14 years or more 20 1. Maximums for employees with less than enter number of hours here hours per week accrue on a prorated basis. .

Change in Standard Hours If an employee changes his or her hours of work during the fiscal year. Terminations Terminating employees will receive a full lump sum vacation payout of their accrued vacation balance. the maximum accumulation balance and the accrual rate will be adjusted on the first pay period of the next fiscal year. Transfers Transferring employees maintain their accumulated vacation time. Pay in Lieu of Vacation Employees may not receive pay in lieu of vacation. Vacation does not accrue during unpaid leaves.  Report all vacation time requests to Human Resources. either voluntarily or involuntarily. up to the maximum allowable accumulation based on credited service (prorated for those employees with less than enter number of hours herehours per week). Supervisor  Communicate the terms of this policy to employees. time for that day is marked as holiday pay. The new department must provide the funds required for transferred vacation time.  Establish appropriate review procedures to ensure compliance with this policy. Any time accrued over the new maximum accumulation amount at the beginning of the new fiscal year is automatically carried over to the next fiscal year. Employee  Understand this policy.Non-accrual Vacation time stops accruing after an employee is on paid leave (other than vacation) for more than consecutive calendar days. Scheduled Holidays If a scheduled ABC holiday falls on an employee's vacation day. Payroll will provide leave balance information to supervisors on a regular basis so that employees are aware of their balances and informed in advance if they are near or at their maximum allowable accumulation. . Records The payroll system is the official vacation record for all employees. Departments are responsible vacation accrual accuracy and must ensure that time is reported through payroll accurately. Retirement Retiring employees will receive a full lump sum vacation payout of their accrued vacation balance.  Maintain accurate records of vacation time accruals and usages of all employees. up to the maximum allowable accumulation based on credited service (prorated for those employees with less than enter number of hours herehours per week). Responsibilities HR  Final review all time away from work requests.