web viewkeep thermostats and air ... use of installed applications such as word ... please ensure...

How to use this template

This manual has been designed to be adapted and adopted by your organization as its Employee Handbook, a concrete reference for each employee.

Employee Handbook

After this page, ‘we’ and ‘our’ refers to your organization.

The material is ready to be edited and adapted for your organization. Once you have finished adapting this material, you will want to delete this page, the previous cover page, the last page, the header and the footer.

Word Features

This template has been created in Word.

Styles have been applied to all the headings (Heading 1, Heading 2, Heading 4 and automatic numbering). This is what enables the use of the automatically generated Table of Contents.

To update the Table of Contents (TOC), position your cursor at the beginning of the TOC and right click your mouse at the top of the TOC. Then select Update Table from the small pop-up.

To update the border on the title page, select Page Layout/Page Borders. In the Page Borders dialog box, select different art using the Art pull down menu.

Editing Conventions

Content that relates to BC Employment Standards has been marked with a double asterisk** in the sub-title. I.e. Statutory Holidays**. This may require updating should BC Employment Standards change.

Content that relates to WorkSafe BC has been marked with a double plus sign++ in the sub-title i.e. Harassment and Bullying ++. This may require updating should WorkSafe BC regulations change.

Content that certainly needs updating is indicated by yellow highlight.

Content that has instructions for the person updating this manual is indicated by italics.

Please review all content and adjust to ensure it reflects your work practices and work culture.

StepUp BC – Employee Handbook 2

Collective Agreements

If the relationship with your employees is governed by a collective agreement, please update the relevant sections to reference the collective agreement.

Implementing and Maintaining

This document is a sample HR Policy Manual designed for use in the non-profit sector. It is up to you, as an employer, to adapt this document so that it fits the specific needs of your business and complies with the employment standards and legislation in your jurisdiction. It is incumbent upon your business to maintain current knowledge of its local circumstances, maintain familiarity with all applicable legislation, set its own policies and update its own HR Policy Manual.

Once you have issued the HR Policy Manual to your staff, we recommend that you seek legal opinion before making any policy changes in order to determine the need for giving the employees a notice of the changes. Providing employees with the proper notice and proceeding to collect acknowledgement from each employee in writing could protect you from claims of constructive dismissal.


Table of Contents

How to use this template.............................................................................................2Word Features........................................................................................................2Editing Conventions................................................................................................2Collective Agreements............................................................................................3Implementing and Maintaining................................................................................3

Table of Contents..........................................................................................................4PART ONE – WELCOME AND YOUR ROLE...............................................................7

1 Who We Are..........................................................................................................71.1. Welcome........................................................................................................71.2. Our Vision and Mission..................................................................................71.3. Our Values.....................................................................................................71.4. Our History.....................................................................................................81.5. Governance...................................................................................................91.6. Our Community Partners.............................................................................101.7. Our Funding Resources..............................................................................101.8. Our Major Fundraisers.................................................................................111.9. Our Role in the Community.........................................................................111.10. Our Programs and Our Client Group.........................................................121.11. Our Union Partners (Collective Agreements)............................................12

2 Your Role............................................................................................................13

2.1. Job Description..........................................................................................132.2. Your Objectives, Goals and Priorities........................................................132.3. Safety and Security Rules.........................................................................132.4. Team Buddy..............................................................................................132.5. Organizational Chart..................................................................................142.6. Staff Directory............................................................................................142.7. Key Community Contacts..........................................................................142.8. Office Resources.......................................................................................142.9. Probationary Period...................................................................................14

3 Performance Development and Evaluation........................................................153.1. Performance Development........................................................................153.2. Coaching/Supervision................................................................................163.3. Learning and Development.......................................................................163.4. Managing Performance.............................................................................16

PART 2 – POLICIES TO SUPPORT YOUR CONTRIBUTION....................................17


4 Technology and Social Media Policy..................................................................174.1. Personal Phone Calls................................................................................174.2. Personal Use of Social Media Guidelines at Work....................................174.3. Social Media Guidelines at Work...............................................................184.4. Computer Use Guidelines.........................................................................184.5. Client Privacy and Confidentiality..............................................................194.6. Passwords.................................................................................................20

5 HR Policy............................................................................................................215.1. Conflict of Interest Policy...........................................................................215.2. Copyright Policy.........................................................................................235.3. Employee Privacy Policy...........................................................................235.4. Assurance of Fair Treatment.....................................................................265.5. Harassment and Discrimination.................................................................275.6. Bullying and Harassment++......................................................................285.7. Performance Issues – How We Deal with Problems.................................295.8. Actions Warranting Immediate Dismissal..................................................305.9. Substance (Drug and Alcohol) Abuse.......................................................315.10. Termination Notice Without Cause**.........................................................315.11. Termination with ‘Just Cause’....................................................................315.12. Resignations..............................................................................................325.13. Record of Employment..............................................................................32

6 Our Workplace....................................................................................................33

6.1. Hours of Work............................................................................................336.2. Breaks**.....................................................................................................336.3. Lunch Room..............................................................................................336.4. Overtime**.................................................................................................336.5. Banking Overtime......................................................................................346.6. Flex Time...................................................................................................346.7. Split Shifts**...............................................................................................346.8. Work Scheduling.......................................................................................346.9. Overtime**.................................................................................................356.10. Averaging**................................................................................................356.11. Minimum Daily Hours**..............................................................................356.12. Work Clothing**.........................................................................................366.13. Expenses...................................................................................................366.14. Travel**......................................................................................................366.15. Tracking Hours..........................................................................................366.16. Pay Days**................................................................................................376.17. Requesting Vacation Time........................................................................376.18. Vacation Pay**...........................................................................................376.19. Sick Notification and Pay...........................................................................37


6.20. Weather and Emergency Notification........................................................386.21. Office Security...........................................................................................386.22. Parking.......................................................................................................386.23. Smoking++................................................................................................38

7 Benefits...............................................................................................................397.1. Casual........................................................................................................397.2. Part-Time...................................................................................................397.3. Full-Time....................................................................................................397.4. Sick Days/Health and Wellness Days.......................................................397.5. Bereavement.............................................................................................397.6. BC Medical................................................................................................397.7. Extended Medical......................................................................................397.8. Extended Dental........................................................................................397.9. Life Insurance............................................................................................397.10. Disability....................................................................................................397.11. Other..........................................................................................................397.12. CPP...........................................................................................................397.13. Pension......................................................................................................39

8 Holidays, Vacations and Leaves.........................................................................40

8.1. Annual Vacation (BC Employment Standards)**.......................................408.2. Statutory Holidays (BC Employment Standards)**....................................408.3. Leave of Absences (BC Employment Standards)**..................................418.4. Elections and Voting..................................................................................42

9 Health, Safety and Security................................................................................43

9.1. Health and Safety Committee++...............................................................439.2. Security and Safety Hazards ++................................................................439.3. Accident Reporting++................................................................................439.4. Fire Prevention and Safety++....................................................................44


PART ONE – WELCOME AND YOUR ROLE

1 Who We Are

1.1.Welcome

Welcome to [Organization Name HERE]. You have joined a great team of dedicated colleagues, community partners, Board members and volunteers in making a positive difference in our community through the services that [Organization Name Here] provides.

This handbook will provide you with helpful information such as an overview of who we are, your role, our performance development process, our guidelines on technology and social media use at work, guidelines for workplace conduct, an overview of your benefits, guidelines for vacations and leaves, our HR policies to ensure a healthy workplace.

As a new member of the team, your feedback on how we can improve our Employee Handbook is welcome. Please direct your feedback to [Exec. Director or HR representatives name HERE].

1.2.Our Vision and Mission

[Insert vision and mission statement HERE]

1.3.Our Values

The values of [Organization Name HERE] define our brand, or reputation in the community and govern how we deal with each other, our clients and volunteers, our suppliers and our community.

Our brand is built not from our communication materials, or our mission statement, but rather by the day to day interactions we have with each other. Please take the time to review, reflect and practice these values in our day to day work. This is foundational to your success at [Organization Name HERE] and to our collective success as an organization.


Our Values What They Mean – Our Value Statements

Service [Replace HERE] Our service is built on the values of inclusion, self-determination, and the power of individuals to grow and change [Replace HERE].

Passion [Replace HERE] We bring passion to our work and we are committed to the people we serve and our community [Replace HERE].

1.4.Our History

[Insert History HERE]

Consider including the following pieces of information as applicable:

What the story is that gets new employees excited about being a part of something bigger than themselves

When it was founded Who the founding members where (general or specific i.e. Joe and Sam

Smyth, or a group of concerned community members etc.) What services where first offered and how it evolved to where it is today

Number of staff Number of current members Number of clients served in a year

Awards received


Governance

[Insert governance practice HERE]

Sample: Our organization is governed by a voluntary Board of Directors whose role it is to approve policy, provide strategic direction and financial stewardship on behalf of the organization, and provide support and direction to the Executive Director.

Our Board meets monthly/10x year [update frequency HERE].

[Insert Organization Name HERE] is [a registered charity/society/co-operative etc.] since [Insert Year HERE].

Our Board [insert year HERE]

Role Name

Chair [Insert names HERE]

Vice-Chair

Past Chair

Finance Committee Chair

Marketing Committee Chair

Member at large

Member at large


Member at large


1.5.Our Community Partners

Many of our programs are made possible through partnerships with other organizations.

[Update with your own examples HERE], i.e.:

Local food bank - Christmas Drive Adopt a Family

Seniors Resource Centre – Mental Health

Local bank

1.6.Our Funding Resources

We are pleased to receive funding from these following sources:

Program Funding Resource

Insert here Insert here: i.e. fees/grant/sponsorship/investment income/partnership etc.


1.7.Our Major Fundraisers

Fundraising is an important part of raising our community profile, and building relationships with our local community and clients.

Fundraising also provides additional funding for [insert programs, initiatives, resources that fundraisers provide for HERE].

You are encouraged to participate in a way that is comfortable for you and include your family and friends in these events.

Our signature event(s) are:

Fundraising Events [Update table]

Event Dates

Family Picnic End of June each year

Annual Walk End of July each year

Holiday Gala End of February each year

1.8.Our Role in the Community

We provide [mental health/family support/women’s shelter etc…insert mandate here] for the communities of [insert community names or geographic region here].


1.9.Our Programs and Our Client Group

As an employee/team member, you are encouraged to share with your personal network the services that we provide. It is one more way that we connect with those in our community who require these services.

Program / Service Name Client Group

[Insert HERE] [Insert HERE]

1.10. Our Union Partners (Collective Agreements)

Your role is included in the collective agreement with [name of union HERE].

A complete copy of the collective agreement can be obtained [HERE]

The Shop Steward is [insert name HERE].


2 Your Role

2.1 Job Description

[Insert job description/job role HERE]

2.2 Your Objectives, Goals and Priorities

[Insert specific performance plan/work objectives/responsibilities HERE]

2.3 Safety and Security Rules

In your role you are required to have the following safety equipment as required by WorkSafe BC:

[Update as required]

i.e. work boots to CSA safety standard

I.e. back brace for lifting loads over 40 lbs.

Your position and responsibilities requires you to maintain the following certificates:

[Update as required]

i.e. First Aid Level 1

i.e. Child Care Level 1

i.e. Food Safe Level 1

To ensure the security of our offices and all of our staff, please follow these safety guidelines:

[Update as applicable]

i.e. Access to the building

i.e. Access to parking

i.e. Working late

2.4 Team Buddy


Your team buddy is [Insert colleague name HERE].

Their role is to support you finding your way through your first weeks.

We encourage you to reach out to your buddy if you have general questions about:

[Insert list of questions that the buddy can answer here, such as lunch room rules, recycling etc.]

For questions related to your job descriptions, job responsibilities, budget approvals etc. please see your direct manager or the Executive Director [update HERE].

2.5 Organizational Chart

[Insert an organizational chart HERE]

2.6 Staff Directory

[Insert a staff directory HERE as applicable]

2.7 Key Community Contacts

[Insert a list of key community contacts here that he/she will be building relationships with – these are names and relationships that are key contacts for them]

2.8 Office Resources

All our expenditures such as office supplies, marketing materials and other related work expenses are carefully evaluated to ensure we maximize the value of the budget we have available.

You play an important role in helping us to maximize our resources: [update list HERE]

Only print what you need Print drafts two-sided Print in black and white as much as possible Evaluate color printing jobs and use resourcefully.

It may be cheaper to take large color jobs to a local printer [Insert name of printer here, e.g. Staples.]

Turn lights and computers off at the end of the day Keep thermostats and air conditioning set at indicated levels

Thank you for your co-operation!

2.9 Probationary Period


The probationary period for your position is [insert time frame here, e.g. 3 months for staff, 6 months for management].

During this time, you will meet regularly [insert frequency, e.g. weekly, bi-weekly] with your manager to review your successes, obstacles and strategies for success in your role.

Your manager’s role is to support you in developing/transferring your knowledge, skills and abilities to be successful in your role. Please take advantage of this resource. If you have a question, or need more information, do not hesitate to reach out and ask for what you need to be successful.


3 Performance Development and Evaluation

3.1 Performance Development

Our performance development process follows the 1) calendar year, 2) program offering or 3) other.

The formal part of our process includes four steps:

1. Setting your SMART objectives (Specific, Measurable – includes key performance indicators – Achievable, Relevant and Time-bound) in consultation with your [manager/Executive Director] so that they are in alignment with the funding requirements and other objectives of the organization. The goal is to ensure you have a clear understanding of the activities and outcomes expected in your role for the current period.

Objectives are set for work outcomes (‘what you do’) Objectives are set for soft skills linked to your role (‘how you do it’)

E.g. relationship building, developing others, managing self through change, working effectively with conflict etc.

2. Identifying Learning. Once your goals are set, it’s important to have a discussion with your manager on the knowledge, skills and abilities you can develop to be most successful. This will include both the technical skills for your job as well as the soft skills

Your learning goals must be SMART as well, and can include a variety of learning strategies such as formal training, reading, mentoring, job shadowing etc. Seek to identify learning that fits with the organizations budget, is aligned to your role and is effective for your learning style.

3. Mid-cycle check-in(s). This is simply a formal opportunity to sit down with your manager to formally review the status of your objectives and learning plan and make adjustments as required for the second half of the performance development cycle.

These formal meetings are complimented by regular monthly/bi-weekly coaching/supervision meetings. Do not hesitate to reach out to your supervisor to set up regularly scheduled times to meet.

4. End of Cycle Evaluation. This is the final report of the year. Your year-end performance will be measured against your SMART objectives for what you do and how you did it. (work outcomes and soft skills) set in the beginning of the year.

Tips for a Successful Year


Be proactive. Seek out the support of your [manager/Executive Director as applicable].

Arrange meetings every [week/two weeks] to review our progress, celebrate successes, share expertise, and industry knowledge to support you in being successful in your role.

Track the successes and milestones in your projects.

Provide status reports and success to your [manager/Executive Director] during your formal and informal conversations.

Track your successes in developing your soft skills

Provide example to your [manager/Executive Director] during your formal and informal conversations.

Consider creating a ‘smile file’ to collect notes of recognition from others, and notes to yourself celebrating your successes.

3.2 Coaching/Supervision

Coaching and supervision is a regular part of our culture. It is designed to support you in developing both the technical and soft skills to be successful in your current role and to develop you for future roles.

Your [manager/supervisor] is there to support you in being successful.

You will get the most out of these meetings by asking for feedback, sharing your insight into the challenges you are facing, and by being open to considering other strategies or perspectives, and practicing new skills.

3.3 Learning and Development

Learning and developing in our roles is an inherent part of a career in our organization.

From time to time we partner with other local government and non-profit to provide formal learning opportunities. However, most learning in organizations is ‘social learning’. That is the learning that we get when we share information and perspectives with others on the team and within our non-profit community.

The more you are open to learning and developing on the job and in your personal time, the more career opportunities will develop. We understand that it is important that your work be meaningful to you, and we encourage you to follow and develop in areas that you are passionate about that align with the mandate of our organization.

Resources for learning and development at [organization name]:


[List resources here: organizations library, trade journals, non-profit newsletters/blogs, funding forecasts etc.]

3.4 Managing Performance

If your work performance does not meet the expectations set out in your job description and/or our workplace policies, your supervisor will work with you to address the situation.

Together, you will work through a process to clarify expectations, problem-solve and develop strategies to overcome shortcomings and set performance expectations. If, after this approach has been tried, your performance does not meet documented expectations, a process of disciplinary steps (See section 5.7) may be undertaken to further deal with the situation.


PART 2 – POLICIES TO SUPPORT YOUR CONTRIBUTION

4 Technology and Social Media Policy

Technology and social media have foundationally changed the way we work and live. These guidelines are intended to guide the choices we make in our use of technology and social media in the workplace.

These guidelines will be updated from time to time as new technology, and ways of using technology, emerges.

4.1 Personal Phone Calls

Please keep personal phone calls to a minimum during work hours. This keeps the details of your personal life private and ensures a workday with a minimum of distractions for our clients and colleagues.

We ask that you do not use our office phones for lengthy personal calls at any time as we have a limited number of telephone lines. Your personal calls may impede a client, partner or supplier from gaining a timely response to a phone call.

You may use your private cell phone on break/lunch times for private conversation. Please ensure that you are in a private area so as not to distract your colleagues or bring your personal conversations to the attention of our clients.

If you will need to make a number of personal calls for a major personal transition (i.e. moving, new daycare arrangements, family emergencies [update as required]), please speak with your manager to let them know that the situation is temporary and arrange, if possible, a private area for these calls.

4.2 Personal Use of Social Media Guidelines at Work

Personal Social Media

Accessing personal social media (Facebook, Google+ etc., texting) at work is only appropriate during breaks and lunch.

You are requested to access personal social media using your personal technology, and not use the organization’s computers. This ties up bandwidth, processing power on our small network and exposes our systems to unnecessary viruses.

Excessive personal texting distracts from the workday and will be handled as a performance issue.


As an employee, and thus representative of this organization, we request that you refrain from posting adversarial comments about this organization or our partner organizations to your personal social media sites. Once posted, it’s impossible to reverse.

If you have a concern with your employer, one of our partner organizations, or funders, you are requested to bring it to the attention of the [Executive Director of this organization] who will work with you to resolve the situation wherever possible.

4.3 Social Media Guidelines at Work

Our Social Media Sites (Website, Facebook etc.)

Only those persons authorized by the [Executive Director] to post to the organization’s social media sites are permitted to do so.

When participating in online forums on the organization’s social media pages, the highest standards of communication are expected. Please keep your comments positive and free of any reference that would breach client confidentiality, proprietary information or the privacy of your colleagues.

If you have a concern about any content on our social media, or have a concern about anything inside our organization, the correct way to address it is directly with the [Executive Director] where it can be thoroughly reviewed and resolved in an effective way.

4.4 Computer Use Guidelines

General Guidelines

Our computer use guidelines are general in nature and are intended to protect the technology infrastructure from viruses, maximize bandwidth, processing speed and storage for the organization’s purposes, and support a positive work environment that is inclusive for all employees.

Our computer systems and workstations are intended to be used for the organization’s purposes. Limited personal use, with permission from your [manager/supervisor], is also permitted. This use is restricted to the use of standard installed software, approved by the [Executive Director], and internet use of general business or general audience sites only.

Permitted Uses when Authorized

Limited personal and business use includes, but is not limited to:

general email internet access to general audience sites


use of installed applications such as Word, Excel etc., for personal use

Restricted Usage

Use that is restricted at all times includes:

downloading software or images without the expressed permission of the [General Manager]

internet access of adult, restricted or pornographic sites internet access for any unlawful activity email usage for any unlawful activity distribution of any image, or text, that may be deemed offensive to others usage for any business purpose unrelated to the business of our organization video games, online gambling etc.

Privacy

We reserve the right to monitor, audit and view all computer files, logs and email stored on its computer systems.

Inappropriate Use

Inappropriate use will first be brought to the attention of an employee with the intent to clarify that such usage is restricted and prohibited on workplace computers. Continued infractions will result in disciplinary action.

4.5 Client Privacy and Confidentiality

We are responsible for the safe and confidential collection, handling, storage and disposal of our client’s personal information.

This includes collecting only that information that is appropriate and relevant for the services we provide, ensuring that we keep this information secure in our workplace, off-site storage etc., and when it is no longer required, dispose of it in a way to maintain the security and confidentiality of the information.

Computer Access: Computer Files

Our client files are stored on our computer systems. You only have the right to access these files when you have a ‘need to know’ to fulfill the requirements of your role.

At no time will it be acceptable to access a client file for personal or general interest. This information is only made available to you for the purposes of fulfilling the responsibilities of your role.

Access to client files outside of this ‘need to know’ guideline is considered an infraction of our privacy commitment to our clients.


If you have any questions or concerns about accessing client information appropriately, please speak with your [manager/Executive Director].

Paper Files

From time to time you may need to access paper files reflecting client or proprietary information.

Please adhere to the ‘clean desk principle’ and keep all sensitive information out of site at the end of the day, during breaks, and lunch.

As appropriate, use a locking cabinet such as for personnel files, or related accounting information that is easily connected to an individual.

Files may only be taken off site with the consent of the [Executive Director] and with high level of assurance that confidentiality, privacy and security of the documentation is assured.

Again, your authority to access these files is based on the ‘need to know’ principle to fulfill the requirements of your role. Access outside of this ‘need to know’ guideline is considered an infraction of our privacy commitment to our clients.

Our Responsibility to Maintain Client Privacy and Confidentiality

If you have accessed information incorrectly, or have not taken appropriate steps to protect the privacy of information on your screen or desk, as long as there has been no inappropriate sharing, it will be addressed as a learning opportunity. Any violations outside of this may be considered grounds for disciplinary action.


4.6 Passwords

Our computer systems are set up with password protection using the Windows screen saver.

Please ensure that your computer’s screen saver is activated when you step away from your desk.

Passwords are to be updated every 90 days.

Password guidelines:

Minimum 8 characters One upper case letter One number No special characters i.e. and%#@* etc. Do not store a written password in your drawer or wallet Do not share your password with anyone


5 HR Policy

5.1 Conflict of Interest Policy

To support a positive working environment that supports both the need for employee flexibility in their employment relationships with other employers and the business need of our organization, a Conflict of Interest Policy seeks to clarify and communicate employee and employer guidelines in this area.

Conflicts of interest include situations:

Where personal and/or financial considerations compromise judgment in any duties or responsibilities an employee has in working for our organization such as client service, policy interpretation, budgetary decisions, or where a situation may appear to provide the potential for judgment to be compromised.

Which could impair or appear to impair the employee’s abilities to act in the best interest of our organization.

Where the employee’s actions would compromise or undermine the trust which the public places in our organization.

Conflicts of interest include both financial and personal interests. In addition to actual conflict of interest, there can also be apparent or potential conflict of interest situations. An apparent conflict of interest occurs when the answer to the following question is “yes”:

Would a reasonably informed person perceive that the performance of the employee’s duties and responsibilities could be influenced by his/her personal interest?

A potential conflict of interest is a situation that may develop into an actual conflict of interest. Any time an employee of our organization is also engaged in other work, there is a potential for a conflict of interest situation. The employee and his/her [manager/Executive Director] should review all such instances as part of regular performance planning and appraisal.

Guiding Principles

The following guiding principles govern us in the fulfillment of our duties:

Objectivity: Maintain objectivity in all activities, duties and responsibilities.

Welfare of our organization: Respect the welfare of our organization in decision-making.

Confidentiality: Maintain confidentiality of proprietary information.


Privacy: Maintain the privacy of information of our clients and other employees.

Responsibilities of All Personnel: Actual Conflict of Interest

All employees must avoid all conflicts of interest including situations where:

Their private affairs or financial interests are, or could be perceived to be, in conflict with their work duties, activities, responsibilities and/or obligations.

Their ability to act in the best interest of our organization is, or could be perceived to be, impaired.

Their actions would or could compromise or undermine the trust which the public places in our organization.

They are under obligation to any person who might benefit from or seek to gain special consideration or favour.

In addition, our employees must observe the following guidelines:

Disclose situations where a relationship with a client is both professional and personal to the [Executive Director].

Please provide a written statement via email. Recognize their potentially influential position with clients, subordinates and

suppliers and avoid exploiting this position.

As an employee you may engage in employment with another employer, carry on a business or receive remuneration for activities outside your employment with us, provided that:

It does not interfere with the performance of your duties as an employee. It does not bring our organization into disrepute. It is not performed in such a way as to appear to be an official act or to

represent our organization’s opinion or policy. It is not based on an advantage derived from your employment with us. It does not involve the use of our premises, services, equipment or supplies, to

which you have access by virtue of your employment here. It does not occur during our scheduled working hours here.

Responsibilities of Employees: Potential Conflict of Interest

Where potential conflict of interest exists, personnel shall:

Inform your Manager and follow up with an email detailing your other employment in the relevant business activities.

Inform your Manager and follow up with an email detailing any situations which may arise which may appear or be perceived as a conflict of interest.

Respect the ownership, copyright and intellectual capital of our organization.

Responsibilities of Your Manager


Work with you to resolve situations of potential conflict of interest and establish a plan to avoid future conflicts.

May refuse employment or transfer of a family member of an employee where an actual, apparent or potential conflict of interest occurs.

For the purpose of this policy, family members shall include spouse (including common-law spouse, life partner), parents, step-parents, foster parents, mother-in-law, father-in-law, grandparents, children, step-children, grandchildren, and siblings.

Responsibilities of Executive Director

Final decisions regarding conflicts of interest reside with the Executive Director. The Executive Director will add the written disclosure of potential or actual conflict of interest to an employee’s personnel file.

5.2 Copyright Policy

Our organization owns the copyright on all work and materials that you develop in your role as an employee, and work created on our computer systems.

If there are exceptions to this guidelines, it must be approved in writing by the [Executive Director and/or the Board] as applicable.

5.3 Employee Privacy Policy

All employee information is collected, accessed and archived only for the purposes of the Employee/employer relationship with our organization. We conform to the provincial privacy standards and employee/employer confidentiality standards.

Accountability

We are responsible for personal information under our control, and this responsibility for privacy is the responsibility of the [Executive Director] or his/her designate.

Identifying Purpose, Limiting Collection, Consent

We will only collect information from you, and the persons you approve, with your implied permission for the purpose of recruitment, evaluating for hire, maintaining employee/employer relationship, and maintaining records as required by law for former employees.

Limiting Use, Disclosure, Retention

We will only use or disclose this information for the purpose it was collected and to provide the employee with benefits that they have accepted. It will not be used for other purposes except as consented to by the employee or as required by law.


Accuracy

We shall ensure that the personal information is as accurate, complete and up to date as required for the purposes for which it is to be used.

Safeguards

We assure all employees that the personnel records, both on site and off site, shall be stored in such a way to ensure appropriate and reasonable safeguards. This includes securing all files in a locked cabinet with access provided only to the employee, supervisor, manager and payroll and benefits administration for the purpose of the employee/employer relationship.

Openness, Individual Access, Compliance

Employees are encouraged to direct any inquires about the privacy of their personal information directly to their supervisor or the Executive Director or their designate, which is accountable for privacy. Any information that, in releasing to the employee would compromise the privacy of another individual will not be released. Upon request, employees shall be informed of the existence, use and disclosure of their personal information, and shall be given access to that information. Individuals are entitled to challenge the information in their employee file and have it amended as appropriate.

Personnel File Records

All Employees will have a personnel file that will be set up and maintained by the [department/service] that handles payroll and may include:

copy of job posting copy of job description copy of resume and job application form copy of reference check form copy of signed letter of hire/letter of acceptance copy of hiring/change of status form confirmation of credentials orientation checklist criminal record check completed tax form completed benefits application forms automatic bank deposit form (if so desired by the Employee) copy of certifications required for position copy of health documents required for position (e.g., proof of TB test) copies of performance reviews copies of letters of commendation or disciplinary action WCB records for incidents on the job (if any) Medical information, as appropriate (e.g., for benefit calculation, requests for

adjusted work schedules, etc.)


Receipt of Nametag and Uniform form as required Receipt of the Employee Handbook form as required

Personnel Access to Information Contained in Personnel Files

Personnel files are accessible only to the employee, payroll staff, staff in the direct reporting line up to and including the [Executive Director], and others designated by senior management, e.g., auditor (unless there is a subpoena or court order).

Upon reasonable notice, (generally two working days) to the [Executive Director], access to information contained in one’s own personnel file will be made available to personnel. Information from letters of reference and reference check forms will not be made available to personnel. The personnel file is to be read in the Accounting/Administration office.

If personnel want copies of any or all of the documents available to them (excluding letters of reference and reference check forms), a request will be submitted in writing with specific details and a timeline for completion will be agreed upon, such time not to exceed 30 working days, and any costs associated with this will be communicated to employees at this time. When assessing charges/fees, we will base our assessment on reasonableness and the spirit of openness.

Health Information

Health information in personnel files is accessible only to the employee, payroll staff, staff in the direct reporting line up to and including the [Executive Director], and others designated by senior management, e.g. auditor (unless there is a subpoena or court order) for the purpose of benefit administration.

Information regarding short or long term disability matters will be kept in a separate file in Accounting/Administration. Any separate file will be referenced in the main personnel file.

Confidentiality/Release of Information from Personnel Files

Information in personnel files is confidential and will not be released without written permission and approved signature of the person whose file it is unless by subpoena or court order. Persons who have access to personnel files include the employee, accounting staff, staff in the direct reporting line up to and including the [Executive Director], and others designated by senior management, e.g., auditor.

Requests for references should be directed to the [Executive Director]. Only dates of employment, job title and general suitability for rehire will be confirmed.

Change in Personal Information


It is the responsibility of each staff member to keep the employer informed at all times of any changes in their name, address, telephone number, marital status or number of dependents for the purpose of payroll deductions. These changes should be given to the Accounting/Payroll Department.

When resigning, a forwarding address must be filed with the Accounting/Payroll Department to allow for the forwarding of income tax T-4 slips.5.4 Assurance of Fair Treatment

Equitable Opportunities

When considering applicants for positions within our organization only job related criteria such as ability, merit and responsibility are used to evaluate applicants and Employees.

We prohibit discrimination on the basis of race, colour, sex, ancestry, place of origin, citizenship, political belief, religion, marital status, family status, physical or mental disability/handicap, sexual orientation, age and criminal or summary conviction that is unrelated to the employment or intended employment.

We embody the principle that all persons should be assessed on individual merit and not on criteria unrelated to job performance.

Process for Handling Concerns

Every employee has the right to prompt and just resolution of complaints and concerns. We promote ongoing, open communication between our employees and management.

We believe that good communication is essential to the well-being of our organization and that problems, questions, concerns or complaints that are left unresolved, negatively impact our work and our environment.

1. Employees should first discuss the situation with their immediate supervisor. The immediate supervisor will be most familiar with the employee and the job requirements. Past situations have shown that most problems can be resolved by simple examination and discussion of the facts at this stage.

2. If the situation involves the supervisor, or the employee is not satisfied with the supervisor’s response, or, if for any reason, he/she does not wish to bring the problem to the supervisor’s attention, he/she may present their concerns directly to the [Executive Director].


5.5 Harassment and Discrimination

We are committed to ensuring that all employees have a workplace that is free from any form of behaviour prohibited by the B.C. Human Rights Code and all other applicable Human Rights legislation.

Employees shall not engage in behaviour prohibited by the B.C. Human Rights Code and all other applicable Human Rights legislation.

Discrimination

Discrimination means unfair or differential treatment of an individual or group, whether intentional or unintentional, on the basis of one or more of the prohibited grounds contained in the B.C. Human Rights Code.

These grounds are: race, colour, ancestry, place of origin, political belief, religion, marital status, family status, physical or mental disability, sex, sexual orientation or age, conviction of a criminal or summary conviction offence that is unrelated to the employment or the intended employment of that person.

Sexual Harassment

Sexual harassment is defined as unwelcome conduct that is sexual in nature that may detrimentally effect the work environment or lead to adverse job related consequences for the victim of the harassment.

Examples of sexual harassment include, but are not limited to:

Verbal or cyber abuse or threats Unwelcome remarks, jokes, innuendo or taunting Displaying of pornographic or other offensive pictures Practical jokes that cause awkwardness or embarrassment Unwelcome invitations or requests Leering or other gestures Unnecessary physical contact such as touching, patting, pinching, punching Sexual assault (this may also be a criminal matter) Negative comments that are gender based

General

Harassment and bullying may be one incident or a series of incidents depending upon the context.

It creates a negative work environment that interferes with job performance and results in your being refused a job, a promotion or a training opportunity, and be subject to disciplinary action.


If you have a concern about a situation or behaviour, you are encouraged to communicate this concern to the person who is creating the discomfort. If this does not resolve the situation, or you are uncomfortable, please speak directly with your supervisor or [Executive Director] and they will work with you to resolve the situation.

5.6 Bullying and Harassment++

BC Occupational Health and Safety (Effective November 2013)

Workplace bullying and harassment includes any inappropriate conduct or comment by a person towards a worker that the person knew or reasonably ought to have known would cause that worker to be humiliated or intimidated, but excludes any reasonable action taken by an employer or supervisor relating to the management and direction of workers or the place of employment.

A ‘person’ in this context includes any individual, whether or not they are a workplace party. This means that a ‘person’ could be an employer, supervisor, co-worker, or member of the public, client or anyone the person comes in contact with in the workplace.

Examples of harassment and bullying include, but are not limited to:

Verbal aggression or yelling Humiliating initiation practices for hazing Spreading malicious rumours Calling someone derogatory names

Bullying and harassing behaviour does not include:

Expressing differences of opinion Offering constructive feedback, guidance, or advice about work-related

behaviour Reasonable action taken by an employer or supervisor relating to the

management and direction of workers, or the place of employment (e.g. managing a worker’s performance, taking reasonable disciplinary action, assigning work)

Your responsibilities include:

Not engaging in bullying or harassment Reporting bullying and harassment if observed or experienced Applying and complying with our policies and procedures on bullying and

harassment


5.7 Performance Issues – How We Deal with Problems

We will take progressive disciplinary action as a basis of our concern to help a staff member to develop, overcome problems, and change unacceptable performance with the desired result of meeting the expectations their role and our organization.

With the exception of serious offences, we will support the step discipline approach, permitting the employee the opportunity to respond to corrective action. In the event the staff member does not respond, the next step in the procedure will be followed.

The following steps in discipline will be followed in order of seriousness:

Verbal warning implying further disciplinary actions if offense is repeated; Written reprimand implying further disciplinary actions if offense is repeated; Further suspension or dismissal.

Infractions which would normally warrant the step discipline approach include but are not limited to:

misuse of the company’s property resulting in damage or loss failure to observe written regulation or order neglect of duty false statements or misrepresentations failure to report for duty tardiness, early quitting excessive absenteeism discourtesy extended rest periods personal telephone calls violation of accepted safety rules (includes horseplay, practical joking) smoking in unauthorized areas failure to maintain work standards breach of confidentiality

Where the gravity of the situation warrants it, the [Executive Director] may immediately suspend an employee’s service for a stipulated period of time as a disciplinary measure following a rule infraction.

Suspension may be used on its own, or in conjunction with other disciplinary steps, as noted above, if the occasion so warrants.

Before using any of the above disciplinary measures, the [Executive Director] will carefully ascertain the facts of the case.


5.8 Actions Warranting Immediate Dismissal

We pride ourselves on creating a safe, inclusive and professional work environment free from discrimination and harassment for all our employees. Actions that compromise this work environment are subject to immediate dismissal.

You are each part of creating this positive work environment. If there are any activities or behaviours in the workplace that concern you, you are encouraged to speak directly to your colleague, Supervisor, or directly with the [Executive Director].

As a general rule, the following actions on the part of an employee may result in, but are not limited to, the immediate dismissal of an individual without prior warning:

immoral or indecent conduct on the job unauthorized consumption of alcohol, or drugs in the workplace or on the

grounds of the workplace after procedures in the substance abuse policy have been exhausted and there

remains the inability to carry out normal duties and requirements through impairment by alcohol, drugs or any other means

deliberate violation of instructions deliberate or careless damage to organization, staff or clients insubordination towards manager, clients and deliberate violation of

instructions failure to follow specified procedures or implied procedures, the result of which

causes or might cause injury or aggravation of injury to a client or employee, and

serious violation of professional ethics harassment, abuse of clients, violence to other employees, managers or clients falsification of Employment Application or other company records such as time

sheets failure to report for work without proper justification or documentation unauthorized gambling on company property serious violation of professional ethics theft

If the dismissal is for just and reasonable cause, it may be immediate.

Theft

Theft of any kind will not be tolerated. An employee occupies a special position of trust with clients and, accordingly, with the employer. It is essential that trust be maintained and complete confidence exist in the employment relationship.

Theft is defined as the unauthorized procurement of property which does not belong to the employee. The following are examples, although not all inclusive, of prohibited conduct:


theft of property or services from the employer unauthorized use of the employer's equipment unauthorized use or theft of property from clients, visitors or other staff

members theft outside working hours which may affect the employment relationship, and actions which result in the unauthorized procurement of money, property or

other things from the employer, person served or staff members

This policy also applies in cases of attempted theft by a staff member.

Theft or attempted theft by a staff member may result in the immediate dismissal of that staff member and the staff member may be reported to the local police authority.

Where a staff member is suspected of theft, the staff member may be suspended pending further investigation.

Any theft, large or small, must be reported immediately to the staff member's Department Head.

5.9 Substance (Drug and Alcohol) Abuse

It is the responsibility of the Employee who develops substance dependency to seek diagnosis and medical treatment at the earliest possible stage. Sub-standard performance due to substance dependency shall not be tolerated.

Employees shall not work while their ability is impaired by the effects of any substance(s).

Storage, possession or consumption by employees of alcohol or drugs (or other substances which may cause impairment) at work or on work property is prohibited, except where specifically authorized such as at a social event where alcohol may be served.

Violation of this policy will be grounds for discipline up to and including termination. If the Employee's condition is sufficient to place persons at risk, the employee may be subject to immediate dismissal.

5.10 Termination Notice Without Cause**

After three months of consecutive employment an employee may be eligible for compensation, written working notice, or a combination of the two as follows:

After three months: one week After 12 months: two weeks After three years: one week for each completed year of employment, to a

maximum of eight weeks


No compensation is required when an employee quits, retires or is terminated for just cause.

Additional notice or pay is required if 50 or more employees are terminated within a two-month period at a single location.

5.11 Termination with ‘Just Cause’

‘Just cause’ usually means that you did something seriously wrong, such as stealing from your employer or refusing to carry out a job duty.

You can be terminated with just cause if you:

use of drugs or alcohol that interfere with your job performance ignore a strict rule of “no alcohol during work hours” intentionally disobey your boss are disloyal to your employer or put yourself in a conflict of interest; for

example, you set up a business to compete directly with your employer ignore a clear workplace policy, procedure, or rule are dishonest about something important

There may also be other cases of just cause, and things aren't always as clear-cut as these examples.

For terminations with just cause, you will be asked to leave immediately without notice period or severance pay.

5.12 Resignations

All employees wishing to terminate employment with us are encouraged to give at least two weeks’ notice, - in writing - as a courtesy to our organization or as otherwise specified in your employee agreement/contract of job offer.

Before a final pay-cheque can be issued, all company property must be returned including all keys, uniforms, passes etc.

Note that any benefits you receive as an employee of our organization cease on your last day as an employee. Please make arrangements as required.

5.13 Record of Employment

The Record of Employment (ROE) is the form that we must complete when you stop working and experience an interruption of earnings.

We issue this even if you do not intend to claim Employment Insurance (EI) benefits. However, it is the single most important document used by employees in establishing a claim for EI.


[Update as required: 1, 2, or 3]

1. Paper ROE must be issued to you within five calendar days of 1) the first day of an interruption of services, or within five days that the employer becomes aware of an interruption of earnings.

OR

2. Electronic ROE for those whose pay period is weekly, bi-weekly or semi-monthly, ROEs must be issued 1) five calendar days after the end of the pay period in which an employee has an interruption of earnings.

OR

3. Electronic ROE for those who have a monthly pay period or pay period 13x per year, then ROEs are issued five calendar days after the end of the pay period where the employee has an interruption of work, or 15 calendar days after the first day of an interruption of earnings , whichever is earlier.

Your ROE provides information on your employment history.


6 Our Workplace

If your organization is governed by a collective agreement, please reference this.

6.1 Hours of Work

Insert hours of facility operation here

Insert hours of work here if different

6.2 Breaks**

All employees after 5 continuous hours of work are entitled to one 30-minute unpaid break. If your organization’s policy is different from the BC labour code, please update.

Taking a break is an important part of recharging on a work day. All employees are encouraged to take their breaks.

All employees are expected to be back to work at the time that their break is completed. This facilitates the co-ordination of breaks between employees and fosters efficient work practices.

On breaks and lunch, remain in the employee area or attend to personal business off site. Please do not stay in client service areas during your break time.

6.3 Lunch Room

The lunch room has been provided for your convenience and is stocked with:

These items are supplied by __________ as a cost of __________.

Please add any other information that is relevant to your organization.

Please respect your colleagues and clean up after yourself before returning to your desk.

6.4 Overtime**

Overtime will be paid in accordance with BC labour code (for provincial regulated organizations). If your organization’s policy is different from the BC labour code, please update.


6.5 Banking Overtime

Insert your policy here: For example:

What is process for approval of banked overtime? What is the maximum overtime that can be banked? How long can it be banked for? What are the provisions for pay out in cash should the employee terminate? When must the banked overtime be used (by end of the year? Month?

Quarter?)?

6.6 Flex Time

Approval of flex time is at the discretion of the [Executive Director] to balance the needs of employees for flexibility in their start time, and the needs of the organizations, our team and our clients.

Insert your flex time guidelines here, or state there is no flex time: Here are some examples:

What are the start time ranges in a day (i.e. arrival between 8am-9am) Requirement for all staff to work core hours (i.e. 9am-3pm) Notification required for approving flex time schedule Notification required for changing flex time schedule Notification for attending personal appointments (doctor, school meetings etc.) Requirement for catching up flex time within pay period

6.7 Split Shifts**

Many of our positions require split shifts. In keeping with the BC Employment Standards, all split shifts will be completed within 12 hours of starting a shift, and you will be scheduled with at least eight free hours from work between shifts, except in case of an emergency.

Insert your guidelines for split shifts as required that expand upon BC Employment Standards.

6.8 Work Scheduling

Please indicate the timeframe for scheduling, seniority issues and any exceptions in how you arrange work shifts. Include:

When is work schedule issued Where is it posted Who’s responsibility is it to check the schedule Notification requirements if there are conflicts


6.9 Overtime**

Daily overtime pay is time-and-a-half after eight hours worked in a day and double time after 12 hours worked in a day.

Weekly overtime is time-and-a-half after 40 hours worked in a week. Only the first eight hours worked in a day count towards weekly overtime.

6.10 Averaging**

From time to time we may arrange to average scheduled work hours over a period of one, two, three, four weeks.

On occasion when this averaging arrangement is in place, an Averaging Agreement will be put in writing, and have a start date and an end date.

With Averaging Agreements, overtime is payable only:

After eight hours in a day if extra hours have been added to an employee’s schedule, or

If the employee works more than an average of 40 hours in a week over the averaging period (e.g., 80 hours over two weeks, 120 hours over three weeks).

[Insert here when in your annual cycle this is likely to occur]

6.11 Minimum Daily Hours**

An employee who reports for work must be paid for at least two hours, even if the employee works less than two hours.

If an employee who is scheduled for more than eight hours reports for work, he or she must be paid for at least four hours.

If work stops for a reason completely beyond the employer’s control, the employee must still be paid for two hours or the actual time worked, whichever is the greater.

An employee who reports to work but is unfit for work only has to be paid for time actually worked.

An employee who is not in compliance with WorkSafe BC occupational health and safety regulations only has to be paid for the time actually worked.


6.12 Work Clothing**

Update this section as applicable for your organization.

If an employer requires an employee to wear uniform or special clothing, the employer must provide, clean and maintain it at no cost to the employee.

Special clothing is clothing that is easily identified with the employer; for example, clothing with a company logo or unique company colours.

Special clothing includes a requirement to wear the garments that the business is currently selling. A dress code (no jeans, no cut-offs, dark clothing, business casual) is not a uniform.

Employers and employees can agree that the employer will reimburse employees for cleaning and maintaining the special clothing.

Personal safety equipment required by the Workers’ Compensation Board is not considered special clothing unless the equipment also associates the wearer with the image or identity of the employer.

6.13 Expenses

All expenses must be approved by the [Executive Director] prior to purchase. If there are different policies, update here.

6.14 Travel**

If your role requires travel, you will be reimbursed under the following guidelines**:

Normally, the trip from home to work is considered to be a commute. No work is performed regardless of who provides the vehicle.

The trip from home to the worksite becomes work when the employee provides a service to the employer by bringing employer-provided tools, equipment, supplies or material to the worksite.

The trip is also considered to be work if an employee, at the direction of the employer, brings other employees from their homes or a designated meeting place to the worksite.

Insert your travel reimbursement guidelines here: Rate per kilometre Meal allowance based on duration of trip

6.15 Tracking Hours

Indicate if and how employees are required to track time.


6.16 Pay Days**

In accordance with BC Labour Standards, all employees are paid at least twice a month, and all wages earned in a pay period will be paid within eight days after the end of the pay period.

You will receive a written/electronic statement for each pay day that gives you details about hours worked, rate of pay, earning and deductions.

6.17 Requesting Vacation Time

[Insert your policy here], e.g.:

Is there a cut off time each year to request vacations? Are prime dates allocated by seniority or other consistent criteria? Guidelines for scheduling vacations outside vacation scheduling period.

The [Executive Director] reserves the right to approve vacation schedules to balance the requirements of the organizations and the vacation needs of the employees.

At our organization, employees are requested to plan their vacations outside of core times:

List core times when vacations are discouraged e.g. September-November, at the start-up of new programs.

6.18 Vacation Pay**

All employees are required to take their annual vacation as time from work.**

6.19 Sick Notification and Pay

If you are unable to attend work because of illness, please notify your manager and team as follows, unless your work day commitments require an earlier notification. A doctor’s note may be requested by your manager.

Update table as applicable for your organization.

Minimum Notification for Sick Days

Manager By 8:00am – phone


Team members By 8:15am – phone or email

If you have client contact on these days, please ensure that you have clear instructions for your colleagues who will be replacing you at these meetings. Wherever possible, make arrangements the day before or with as much notice as possible to ensure a minimum disruption to our clients and service delivery.

[Insert your policy for sick pay here]

6.20 Weather and Emergency Notification

In the event of inclement weather where roads are unsafe for travel, transit is not operating, or schools are closed, please call your manager and advise as soon as you are aware of the problem. You and your manager will decide how best to handle each situation as it arises.

[Insert your policy here on paying/not paying staff on absences due to weather/transit issues], e.g.:

Take as a vacation day Take as a sick day Make up hours over next month

6.21 Office Security

Insert the rules for entering and exiting the office, security system etc.

6.22 Parking

Insert the rules and fees for parking as applicable.

6.23 Smoking++

Smoking is not permitted in the workplace or within 50 feet of the access doors.


7 Benefits

Update this section as applicable based on the benefits you offer. Consider a one-page summary to be complemented by a benefits booklet from your benefits provider.

7.1 Casual

7.2 Part-Time

7.3 Full-Time

7.4 Sick Days/Health and Wellness Days

7.5 Bereavement

7.6 BC Medical

7.7 Extended Medical

7.8 Extended Dental

7.9 Life Insurance

7.10 Disability

7.11 Other

7.12 CPP

7.13 Pension


8 Holidays, Vacations and Leaves

8.1 Annual Vacation (BC Employment Standards)**

After completing one year of employment an employee is entitled to two weeks’ vacation.

After five years, an employee is entitled to three weeks’ vacation. Vacation must be scheduled in periods of one or more weeks, unless the

employee requests otherwise. Vacation must be taken within 12 months of being earned.

8.2 Statutory Holidays (BC Employment Standards)**

In accordance with BC Labour Standards, there are ten statutory holidays in BC:

New Year’s Day Family Day Good Friday Victoria Day Canada Day BC Day Labour Day Thanksgiving Day Remembrance Day Christmas Day Easter Sunday, Easter Monday and Boxing Day are not statutory holidays.

In January of each year, a schedule will be posted confirming the official dates for that year’s statutory holidays.

Eligibility

To be eligible for statutory holiday pay an employee must:

Have been employed for 30 calendar days before the statutory holiday and, Have worked or earned wages on 15 of the 30 days immediately before the

statutory holiday.

Employees who work under an averaging agreement or variance at any time in the 30 days before the holiday do not have to meet the 15-day requirement.

No Pay for Ineligible Employees


An employee who is not eligible for statutory holiday pay is not entitled to be paid an average day’s pay. If an ineligible employee works on a statutory holiday he or she may be paid as if it were a regular work day.

Exclusions

Specific regulations exclude certain groups such as managers, agriculture workers, some commission salespersons, and high technology professionals from the statutory holiday provisions of the Act. Please see the factsheets relating to these groups.

Statutory Holiday on a Day Off

When an employee is given a day off on a statutory holiday, or it falls on a regular day off, an eligible employee is entitled to be paid an average day’s pay.

An average day’s pay is calculated by dividing “total wages” earned in the 30 calendar days before the statutory holiday by the number of days worked. Vacation days taken during this period count as days worked.

“Total wages” includes wages, commissions, statutory holiday pay and vacation pay but does not include overtime pay.

Working on a Statutory Holiday

An eligible employee who works on a statutory holiday is entitled to be paid:

Time-and-a-half for the first 12 hours worked and double-time for any work over 12 hours;

Plus an average day’s pay.

Substituting Statutory Holidays

An employer and a majority of employees can agree to substitute another day off for a statutory holiday. The Act and Regulation apply to the substitute day as if it were the statutory holiday.

8.3 Leave of Absences (BC Employment Standards)**

We provide the following unpaid leaves in accordance with BC Employment Standards:

If you provide additional compensation or leaves above and beyond BC Employment Standards, update this section.

Pregnancy Leave


A pregnant employee can take up to 17 consecutive weeks of unpaid leave. This leave may be extended by up to six weeks if she is unable to return to work for reasons related to the birth or termination of the pregnancy.

Parental Leave

A birth mother who has taken pregnancy leave is entitled to take up to 35 consecutive weeks of unpaid leave. A birth mother who has not taken pregnancy leave is entitled to take up to 37 weeks of unpaid leave.

A birth father or an adopting parent is entitled to take up to 37 consecutive weeks of unpaid leave. This leave may be extended by up to five weeks if the child requires an additional period of parental care.

Birth parents should try to give their employers at least four weeks written notice of their intention to take parental leave.

Family Responsibility Leave

An employee can take up to five days of unpaid leave in each employment year to attend to the care, health or education of a child in the employee’s care, or to the care or health of any other member of the employee’s immediate family.

Compassionate Care Leave

An employee can take up to eight weeks of unpaid leave within a 26 week period to care for a gravely ill family member. The employee must obtain a medical certificate which states that the family member is gravely ill with a significant risk of death within 26 weeks.

Bereavement Leave

An employee is entitled to take up to three days of unpaid leave on the death of a member of the employee’s immediate family. This leave may be for purposes other than to attend a funeral. [If you have paid Bereavement Leave, please add a note about your benefit here and request employee refer to section on Benefits in this manual.]

Jury Duty

An employee who is required to attend Court as a juror is considered to be on unpaid leave for the period of the jury duty.

Reservists' Leave


An employee who is a reservist is entitled to take unpaid leave while deployed to a Canadian Forces operation, including pre-deployment and post-deployment activities, or while deployed to assist with an emergency.

All employees are expected to provide us with as much notice as possible and provide sufficient information for us to understand the reason for the leave. Employees are not required to give notice in writing or disclose personal or private information.

An employer may not terminate an employee or change a condition of employment, without the employee’s written consent, because of a leave or pregnancy.

8.4 Elections and Voting

All Employees, upon request, are to be scheduled for work to allow them a continuous four hours in which to vote in any Federal, Provincial or Municipal election.

If you require a change to the schedule to enable you sufficient time to vote in any Federal, Provincial or Municipal election, please notify your Supervisor or Manager with as much notice as possible to permit this scheduling.


9 Health, Safety and Security

9.1 Health and Safety Committee++

We have a Health and Safety Committee that meets [insert frequency] which ensures that an effective occupational health and safety program is in place. Every effort will be made to prevent accidents and reduce health and safety hazards.

9.2 Security and Safety Hazards ++

If you see unsafe work conditions, advise other personnel in the vicinity and report the problem immediately to your Supervisor. Remember that no employee is expected to take unnecessary risks.

At no time should a safety hazard be left unattended or unsecured.

Should an employee find or have reported to them, an unsafe or hazardous situation, i.e., liquid on a floor, electrical hazard, unsecured debris etc., that employee must secure the area immediately.

If safe to do so the staff member should resolve the situation personally or have the situation resolved.

If the staff member is not able to deal with the hazard personally, they must ensure that a qualified individual is notified as soon as practical.

As soon as practical, your Supervisor should be notified of the hazard.

Should the safety hazard require attention that would not be forthcoming immediately, the area of the hazard should be placed out of order, or be barricaded in such a fashion that it no longer poses a safety hazard to clients or to staff members.

9.3 Accident Reporting++

Accidents can be prevented. Care should be exercised at all time to ensure safe working conditions are maintained.

Negligence, carelessness and horseplay are not acceptable performance standards and will be subject to disciplinary action.

If you are injured while at work, report the injury immediately to your Supervisor regardless of how minor the accident may seem.

If your injury is serious, medical attention must be obtained through the nearest medical facility (ambulance or insert local hospital).


Failure to report an accident may result in loss of compensation benefits to you. Your Supervisor will provide the necessary forms to assist in obtaining coverage from the Worker's Compensation Board.

9.4 Fire Prevention and Safety++

Our buildings are fully equipped with the required fire detection and prevention equipment.

It is important to remember that these fire safety features rely on keeping fire exits cleared and fire barrier doors closed. Know the location of all the fire exits, alarms and extinguishers in your area. Never use elevators during a fire.

If you smell smoke or discover a fire, immediately activate the nearest pull station. Dial "0" and inform the operator where the fire is located. Remain calm and keep a smoke free fire exit between you and the fire.

If you should hear the alarm but a fire is not immediately evident in your area, remain at your station and be prepared for further announcements.

In the event an emergency situation is confirmed, the alarm will ring continuously and you will be advised by management to evacuate the building.

Remain calm. Assist all colleagues and clients in orderly fashion to the nearest fire exit. Once all personnel have been evacuated, assemble at [insert muster area] and

await further instructions. Once you have vacated the building, do not attempt to re-enter unless directed

to do so by the Fire Department.

.


About StepUp BC

The non-profit sector contributes as much to this province as traditional sectors such as construction, mining and agriculture—and its greatest resource is its people.

StepUp BC supports British Columbia’s non-profit sector in finding creative solutions for attracting, retaining and developing the talent it needs to thrive.

We focus on six key areas:

Developing existing talent. We provide a range of strategies to help non-profit organizations maximize their existing talent.

Recruiting new talent. We help potential candidates see the exciting opportunities a career in the non-profit sector offers.

Preparing for leadership succession. We provide guidance on formal succession planning and long-term sustainability.

Increasing workforce diversity. We support improved representation through greater gender, age, ethnic and cultural diversity.

Ensuring employee satisfaction. We promote the appreciation, recognition and development of varied skill sets.

Telling a new story. We’re changing perceptions by spotlighting the non-profit sector as a catalyst for revitalization and growth.

Whether you are leading a non-profit organization, working for one or considering the non-profit sector as a career choice, StepUp BC can connect you to the tools and information you need to succeed.

Learn more at StepUpBC.ca

Funding provided through the Canada-British Columbia Labour Market Development Agreement


http://StepUpBC.ca/

web viewkeep thermostats and air ... use of installed applications such as word ... please ensure...

Documents