AboutLeo Lingham Expertise Questions include managing work situation, managing work relations,
managing your boss, personal problems, career planning, career
development, training, coaching, counseling etc
Experience 18 years working managerial experience covering business planning,
strategic planning, management services, personnel administration etc
plus
24 years of management consulting in business planning, strategic planning, human resources development, training, business coaching,
etc
Expert: Leo Lingham Date: 4/29/2008 Subject: HRM query
Question QUESTION: 1. Explain the various emerging trends towards human resources in management?
2. Uses of job analysis in various functions of personnel management
3. Factors affecting selection decisions
4. Describe in detail the process of performance appraisal
5. Identify the training needs of an enterprise
6. Explain different techniques of job evaluation
7.methods of compensation in a particular company
8.disciplinary procedure of some company
ANSWER: WELDIE,
PLEASE FIND THE ANSWERS FOR THE QUESTIONS 1/2.
REGARDS
LEO LINGHAM
====================================
Describe the emerging trends in HR in M.
Telecommuting
Cutting down on real estate and occupancy costs, some companies are looking to telecommuting
as a solution. The number of employees who are telecommuting, or working at non-traditional
work sites such as satellite offices, has been growing at the rate of 20 percent or more per year
throughout most of this decade.Thanks to new technology and the changing nature of work
itself, fully 60 percent of the workforce today performs jobs for which physical location is no longer
critical. The geographic same-time-same-place workplace is being replaced by anytimeanywhere-
workspaces.
Amenities
One of the effects of the dot-com boom included the drive by organizations to out-do one another
in terms of workplace perks and amenities in order to capture the imagination and the talent of
the workers. The subsequent “dot-bust” and the slowing economy have shifted the landscape
substantially. Due to the dual effects of hiring freezes and an increased scrutiny on spending,
companies are no longer interested in investing money and expensive real estate on amenities.
INFORMATION TECHNOLOGY
IT is the backbone of the economy. Advances in technology and its infrastructure requirements
shape the way work is done, both at the global and the local scale. Issues and trends that impact
work and the workplace include:
Networked Cities
Despite the widespread use of telecommunications technology, some researchers believe that
handful of dominant financial services centers – so-called “global cities” – such as London, Tokyo
and New York – have dominated international telecommunications networks. Others believe that
while “past telecommunications networks did primarily converge in global financial centers, new
telecommunications infrastructures such as the Internet are more dispersed, stitching together a
network of network cities into a highly complex global urban economy. These global cities,
therefore, increasingly rely on indirect connectivity through other cities for international
telecommunications. This emerging network of networked cities defies traditional geographic
barriers on a global scale, greatly increasing the accessibility of each particular location’s
specialized labor force to global markets creating a dynamic network of products and services.
Infrastructure
Increasingly, work is organized around teams that are linked via global networks like the Internet,
with instantaneous and unrestricted flow of information within and between teams and team
members. The slowing economy is also forcing companies to look at using conferencing
technologies – teleconferencing, videoconferencing, Web conferencing, instant messaging, and
online collaboration. The technology infrastructure required to support these activities will
influence the way buildings are designed and constructed.
DIVERISTY IN THE WORKFORCE and LIFE/WORK BALANCE
In light of the changing character of the workforce due to generational and gender differences, the
prediction is that workplace trends will evolve, and balancing work and life
responsibilities will become more important for workers and employers. Some trends that will
shape the work force include:
More personal time for family, personal and spiritual needs
Women, who generally are characterized as family-oriented, are becoming a larger part of the
work force, and statistics show men increasingly are ranking family as a priority. In addition,
employees, particularly baby boomers, will be less likely to work overtime and will spend more
time focusing on their families.
Alternative work schedules will become commonplace
Employees will insist on more flexible scheduling policies—part-time, telecommuting and other
nontraditional work schedules will become norms.
Internet workplace culture will pervade all workplaces
Younger employees will not focus on long-term careers with individual companies. They will want
short-term rewards to reflect their performances. Younger women will focus on small-business
ventures and careers not large corporations. A survey by Arthur Andersen found only 50 percent
of teen-age girls were interested in careers with large corporations; many cited independence as
incentive to pursue their own businesses.
Technology will continue to blur work and home lives
Technological advances, such as laptop computers, cellular telephones and mobile pagers, will
continue to change when and where people work. According to Hilton Hotels, half of leisure
travelers bring work devices with them on vacation, and two-thirds work while they are at home.
In addition, 60 percent of employees spend 25 percent of each workday on personal matters,
such as doctor appointments.
Commute to work
Another trend affecting the people move as travel times increase to ensure their
commute is consistent. Travel-to-work times have averaged around 25-30 minutes for several
decades.
================================================================
There is a strong trend toward workforce variabilization, with companies outsourcing or significantly streamlining support functions (IT, training, HR, project management, etc.) and then focusing on what they do best, without all the extra baggage. For those employees who remain, it can mean more opportunity, improved focus and better work/life balance due to diminished competing priorities at work. It also means remaining employees need to expand existing skill sets.
For some of those who become displaced, there is opportunity to come back to the organization as an external consultant, providing subject matter expertise.
Rethinking the concept of space
Knowledge work is the fastest growing component of the 21st century workplace, forcing companies to rethink the traditional space model and consider additional work arrangements to accommodate fluidity, transient work forces and vastly differing types of work. Workplace planning is more difficult than it has been in the past because it must take into account a variety of factors.
• “Next-Gen” workforce: a younger workforce without the preconception that physical presence in an office is a determinant of work.
• Technology: a stronger integration of computers, communication technology and consumer devices available at lower costs.
• Globalization: the interdependence of data, goods, money and ideas
• Competition: a fierce competition for global market share, with agile, innovative companies being the winners.
• Change: a volatile business environment demands agility and speed to keep up with changing markets.
• Social inventions: essential new business models to keep up with the e-commerce revolution.
Each of these factors is complex enough to turn a less-than-forward-thinking space allocation program into a liability for the organization.
Space, technology and services
So how does all this affect facilities and the services facility executives provide internal customers, both in and out of the office? Because the profile of virtual workers is characterized by their mobility and need to conduct business “anywhere, anytime,” the foundational concern is providing connectivity, work tools and support services. The office itself is one of many important physical places supporting the work process. But the facility cannot compensate for the lack of connectivity, work tools and support services.
Regardless of work location, facility executives need to provide several tools for workers.
1. Absolutely consistent connectivity available for voice, data and video in the office, at home and on the road. This may include:
• Both wired networks that provide speed and allow large or secure file transfer and wireless networks provide maximum flexibility.
• High-speed data connections, like DSL, cable, and, in cases where data transfer is minimal or non-critical, dial-up, in secondary work locations such as home, hotels and customer sites
• Wi-Fi access in public places like coffee shops, airport lounges and waiting areas.
• Internet-enabled service for a growing number of mobile personal communication devices, such as the IPAQ, Blackberry, Treo and many mobile phones.
2. Appropriate software, devices and other work tools to support the work being done, such as:
• Collaboration software, for example, LiveMeeting, NetMeeting and Meeting Place, for Web conferencing.
• Instant messaging capabilities.
• Virtual private network access while logging in from outside the facility.
• Desktop video; IP phones; laptops; PDAs and other mobile devices
3. Support services, such as:
• Space reservation systems to ensure appropriate space is available before a worker comes to the office and to track use over time to fine-tune the types and quantities of space provided.
• Concierge services to help mobile employees set up their work areas before their arrival.
• Mail and package delivery to ensure that mobile employees receive packages in a timely manner without making special trips to the office.
• Planning social events to help keep scattered employees connected.
In addition, in the world of virtual work, an organization must reorient both human resource and management practices to address the needs of workers who spend less time in the office. Companies must reward work output and content of work as opposed to physical presence. With more employees on larger distributed teams, organizations are slowly catching on to new practices. Workers are learning how to deal with team members who rarely interact face-to-face. Organizations, however, should enforce some amount of “face time,” both for work and social purposes, to build a strong work community.
==================================================================
2. Uses of job analysis in various functions of personnel management
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the 'job relatedness' of employment procedures such as training, selection, compensation, and performance appraisal.
Determining Training Needs
Job Analysis can be used in training/"needs assessment" to identify or develop:
training content
assessment tests to measure effectiveness of training
equipment to be used in delivering the training
methods of training (i.e., small group, computer-based, video, classroom...)
COMPENSATION
Job Analysis can be used in compensation to identify or determine:
skill levels
compensable job factors
work environment (e.g., hazards; attention; physical effort)
responsibilities (e.g., fiscal; supervisory)
required level of education (indirectly related to salary level)
SELECTION PROCEDURES
Job Analysis can be used in selection procedures to identify or develop:
job duties that should be included in advertisements of vacant positions;
appropriate salary level for the position to help determine what salary should be offered to a candidate;
minimum requirements (education and/or experience) for screening applicants;
interview questions;
selection tests/instruments (e.g., written tests; oral tests; job simulations);
applicant appraisal/evaluation forms;
orientation materials for applicants/new hires
Performance Review
Job Analysis can be used in performance review to identify or develop:
goals and objectives
performance standards
evaluation criteria
length of probationary periods
duties to be evaluated
==========================================
THE JOB ANALYSIS CAN ALSO BE USED FOR
-to determine the Overall purpose ‑ why the job exists and, in essence, what the job holder is expected to contribute.
-to determine the Content ‑ the nature and scope of the job in terms of the tasks and operations to be performed and the activities to be carried out ‑ ie the processes of converting inputs (knowledge, skills and abilities) into outputs (results).
-to determine the Key result areas ‑ the results or outcomes for which the job holder is accountable.
-to determine the Performance criteria ‑ the criteria, measures or indicators that enable an assessment to be carried out to ascertain the degree to which the job is being performed satisfactorily.
-to determine the Responsibilities ‑ the level of responsibility the job holder has to exercise
by reference to the scope and input of the job; the amount of
discretion allowed to makedecisions; the difficulty, scale, variety and complexity
of the problems to be solved; the quantity and value of the resources controlled;
and the type and importance of interpersonal relations.
-to determine the Organizational factors ‑ the reporting relationships of the job holder, ie to whom he
or she reports either directly (the line manager) or functionally (on'matters concerning
specialist areas, such as finance or personnel management);
the people reporting directly or indirectly to the job holder;
and the extent to which the job holder is involved in teamwork.
-to determine the Motivating factors ‑ the particular features of the job that are likely to motivate
or demotivate job holders if, in the latter case, nothing is done about them.
-to determine the Development factors ‑ promotion and career prospects and the opportunity
to acquire new skills or expertise.
-to determine the Environmental factors ‑ working conditions, physical, mental and
emotional demands, health and safety considerations, unsocial hours,
mobility, and ergonomic factors relating to the design and use of
equipment or work stations.
=======================================
JOB ANALYSIS PROVIDES THE BASIS FOR
THE DEVELOPMENT OF
-JOB DESCRIPTION
-JOB/ PERSON SPECIFICATIONS
-JOB EVALUATIONS
-JOB ENRICHMENT
-JOB ENLARGEMENT
=======================================
---------- FOLLOW-UP ----------
QUESTION: 1.could you send to me a sample compensation and benefits policy and procedure of one sample world class company you know more about so that I can use it as a bench mark in developing a customized set of such a policy and procedure?
2.Can payroll polcy and procedure be included in compensation and benefits policy and procedure? if so ,why?
Answer WELDIE,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
===========================================
COMPENSATION POLICY
A. POLICY
The intent of this policy is to provide an available, concise source of information
concerning the compensation policies and procedures of COMP.X. Providing this
reference will result in a better understanding of the compensation program and
objectives.
B. DISCUSSION
The goal of the COMP.X. compensation program is fair payment to employees as a
function of several factors, including but not limited to: the job duties assigned to the
position as compared to the duties of other positions at the COMPANY; the evaluation of
the actual performance of the duties; and the budgetary constraints of the unit and the
COMP X.
C. DEFINITIONS
1. Employees assigned to the following employee classes are covered by this
policy: See the Employee Class policy
LEVEL 1
LEVEL 2
LEVEL 3
ETC ETC
[ EACH COMPANY HAS ITS OWN CLASSIFICATIONS]
---------------------------------------------------------------------------------
2. The employee classes listed above are covered by one of three pay plans.
a. The hourly/salaried pay plan (which covers employee classes is
divided into quartiles. The first quartile may be thought of as the
midpoint between the minimum and the midpoint, and the third quartile
may be thought of as the midpoint between the maximum and the
midpoint. These points are defined for reference and for policy use.
b. Temporary employees may be hired at a rate appropriate to the duties
they will perform. While these employees are not strictly governed by
a particular pay plan, compensation should be consistent with the
hourly/salaried pay plan. For example, a Temporary employee hired to
perform secretarial duties should be compensated at a rate consistent
with the compensation of regular COMPANY employees assigned to the
Administrative Secretary job classification.
c. The Professional pay plan covers employee .
3. The compensation administration policies and procedures are generated
and administered by the HR DEPARTMENT.
D. MERIT REVIEWS
Merit increases are granted to employees in order to encourage efficiency and to
reward performance. Merit increases are not automatic. Merit increases are granted
only when the COMPANY's general economic condition permits. An employee does
not acquire any right to a merit increase because of his/her length of service in a
particular position or with the COMP.X. in general.
1. When conditions permit, employees will normally be given an annual merit review
for the purpose of recommending an adjustment to pay. This annual cycle also
applies to employees who are on "soft" money (acquired through contracts].
The merit review process will normally take place in ............... of each
year, with approved adjustments normally becoming effective as of the first full pay
period in .............. Any variation from this cycle requires the approval of the
CEO.
a. The amount of funds available for merit increases shall be established
annually, prior to the review period and subject to approval by the
COMPANY BOARD.
b. The Director of Human Resources will publish and distribute to all
MANAGERS the guidelines for merit increases based upon the approved
funds available.
2. Based upon the employee's performance evaluation, the merit recommendation
may or may not be granted. If an adjustment is not recommended by the
MANAGER , or a recommended adjustment is not approved, the employee will
not be eligible for a merit increase until the next review cycle.
3. Factors considered during a merit review include but are not limited to:
• worth to the COMPANY compared to other employees in the same job
category;
• position within the established pay range;
• the amount of supervision required;
• initiative;
• the quality and quantity of output;
• ability to work with others;
• creativeness;
• willingness to assume responsibility;
• dependability;
• attention to safety; and
• attendance and punctuality.
4. The general guidelines for an adjustment are as follows:
• Maximum Adjustment: Superior performance in all areas of job
assignments and excellent growth.
• Mid-Range (Normal) Adjustment: Sustained, steady growth and
showing some improvement.
• Lower-Range Adjustment: Marginal growth and fair performance.
5. In no case will an adjustment be made retroactive. It is the responsibility of the
employee's MANAGER to be sure that appropriate forms are completed and
submitted in a timely manner. If an employee is concerned that his/her merit
review will be late, which could result in financial loss to the employee, the
employee should discuss the matter with his/her MANAGER.
E. PROMOTIONS
A promotion is defined as a change in job responsibilities to another position having
higher levels of responsibility and authority. The changes must be reflected in
movement into a job in a higher pay grade. For the purposes of this policy, a
promotion may be the result of the classification process or through the employment
process.
All promotional increases are subject to the following limitations:
The granting of a promotional increase must be made at the time of the
promotion. Lack of available funds at the time of the promotion will not justify
a retroactive or delayed increase.
A promotional increase will only be granted up to the maximum for the pay
grade.
1. Upon promotion through either the classification or employment process, an
employee will receive an increase in pay sufficient to achieve the pay grade
minimum of the new position.
2. Employees promoted as the result of the classification process may receive a
promotional increase of up to 15.0% which will include that portion of an increase
needed to attain the minimum of the new pay grade. Promotional increases are
subject to departmental budgetary limitations and approval of the appropriate MANAGERS.
3. Employees promoted as the result of the employment process may negotiate a
promotional increase with the hiring official. Negotiated promotional increases
must result in a rate of pay equal to or greater than the minimum of the new pay
grade and equal to or less than the maximum of the new pay grade. Such increases
are subject to departmental budgetary limitations as well as the approval of the
Office OF HRM and the appropriate MANAGER.
4. An employee who has received a promotion will normally be eligible for
consideration for a merit review during the next merit review period.
5. In a limited number of situations, an employee may be eligible for an increase in
his/her rate of pay for movement to a position within the same pay grade.
6. An employee is expected to remain in his/her position for at least six months
before seeking promotional opportunities. If in the best interests of the COMPANY,
the Director of Human Resources may grant an exception to this provision. This
provision does not apply to Temporary employees.
7. Exceptions to this policy must be approved by the CEO.
F. DEMOTIONS
A demotion is defined as a reduction in job responsibilities and authority to a job
classification in a lower pay grade.
While an employee may request a voluntary demotion for a variety of personal
reasons, a demotion may also be the result of a reorganization, or represent changes in
job function due to inadequate performance, inability to attain job objectives, or
disciplinary action.
All demotion actions must be reviewed and approved by the HRM prior to the action.
1. In the event of a voluntary demotion, subject to departmental budgetary
restrictions, the pay of the employee may remain unchanged if that rate falls
between the minimum and maximum of the lower pay grade, or the rate may
be reduced to an amount that is mutually agreeable to the employee and the
Department Head . Under no circumstances will a demotion result in
an increase in an employee's rate of pay.
2. In the event that a reorganization results in a demotion, subject to departmental
budgetary restrictions, the pay of the employee may remain unchanged even if
the rate falls above the maximum of the lower pay grade, or the rate may be
reduced to an amount appropriate to the classification of the lower level
position. Under no circumstances will a demotion result in an increase in an
employee's rate of pay.
3. In the event of a demotion for performance reasons or disciplinary action, the rate
of pay of the employee will, with the approval of the appropriate DEPARTMENT HEAD/ HRM,
be reduced to a rate within the pay grade to which the employee is assigned.
Minimally, if the rate of pay exceeds the maximum of the lower pay grade, the
rate of pay of the employee will be reduced to the maximum of the lower pay
grade. Under no circumstances will the rate of pay of an employee demoted for
performance or disciplinary reasons be permitted to exceed the maximum of the
lower pay grade or result in an increase in an employee's rate of pay.
G. LATERAL TRANSFERS
A lateral transfer is a change of job assignment to a job having commensurate
responsibilities and authority to the job presently held by the employee. A lateral
transfer is, therefore, defined as movement from one job classification to another job
classification in the same pay grade. Compensation is not affected since both
classifications are assigned to the same pay grade and, therefore, both have the same
relative value to the COMPANY.
In instances in which an employee moves from a job classification which does not
have a market adjustment to a job classification in the same pay grade that does have a
market adjustment, the employee may be eligible for an increase in his/her rate of pay.
This eventuality is dictated by market conditions and, when possible, must be
documented and prearranged with the appropriate DEPARTMENT HEAD and the Director of
Human Resources before recruitment for the vacant position is to begin.
H. NEW HIRES
This section of this policy applies solely to individuals hired from outside of the
COMPANY. Policy regarding internal hires/movement of employees are covered .
1. It is expected that new hires will normally begin employment at a rate below
the midpoint of the pay grade. The range of the pay grade between the
minimum and the midpoint may be thought of as the "hiring range" for the
position.
a. Individuals hired from outside of the COMPANY who just meet the
minimum qualifications that were the basis for the recruitment process
may be hired at any rate between the pay grade minimum and the first
quartile of the pay grade. Only the approval of the
Department Head is required for hiring at these rates.
b. Individuals hired from outside of the COMPANY who exceed the
minimum qualifications that were the basis for the recruitment process
may be hired at any rate between the first quartile of the pay grade and
the third quartile of the pay grade, with the approval of the appropriate
Department Head , and the Director of Human Resources.
c. Individuals hired from outside of the COMPANY who exceed the minimum
qualifications that were the basis for the recruitment process may be hired
at any rate above the third quartile of the pay grade with the approval / after review and recommendation of the Department Head or the Director of Human Resources.
2. Employees hired within three (3) months prior to a general merit review are not
eligible for a merit increase as part of that cycle.
3. Employees are expected to remain in their position for at least six months before
seeking promotional opportunities. If in the best interests of the COMPANY , the
Director of Human Resources may grant an exception to this provision. If a recently
hired employee is granted an exception of this nature, his/her promotional increase
will be in accordance of this policy. The next opportunity for an
employee to receive an increase will be with the annual review in October subject to
the conditions outlined in this policy and procedures promulgated during the merit
review process.
I. COMPENSATORY ("COMP") TIME
Compensatory, or "comp" time, (defined as time off in lieu of cash payments for
overtime work) is not permitted by COMPANY policy for any employee. Laws
require that hourly/non-exempt employees must be paid at an overtime rate for any
and all hours worked over forty (40) in a pay week.
Flexible scheduling within the COMAPNY 's pay week (defined as adjusting an
employee's schedule during the COMPANY's pay week) is an appropriate technique to
use in order to avoid an overtime situation. If it is not possible to adjust the
hourly/non-exempt employee's schedule by use of flexible scheduling so that the
employee works more than forty (40) hours in a pay week, then payment for hours
worked in excess of forty (40) must be made at the overtime rate of pay.
J. OVERTIME
Employees who are considered exempt from the overtime requirements of the Fair
Labor Standards Act (FLSA) will receive no additional compensation for hours
worked of this policy.
1. Overtime calculations are based upon hours actually worked within the
COMPANY's defined pay week .
a. Vacation Leave, Sick Leave, Holiday Pay, Personal Holiday,
Anniversary Day, Bereavement Leave, Jury Duty, and/or any other
forms of compensation for hours not actually worked are not included
in overtime calculations.
b. Overtime calculations are not based upon a biweekly pay period.
2. Overtime must be previously authorized and approved by the employee's
immediate supervisor and the appropriate manager. Employees may
not work overtime hours without authorization.
3. It is the supervisor's responsibility to ensure that unauthorized overtime is
not worked.
4. Employees may be required to work overtime in connection with COMPANY
activities or emergencies. Overtime work due to an emergency shall be
performed by the employee the supervisor determines to be the most available
and capable to perform the job. Such overtime assignments will be made
without regard for seniority.
5. The total hours actually worked for one or more departments of the COMPANY
must be counted in determining overtime, even though employment in any one
department may not have exceeded forty (40) hours. In such cases, the
department that caused the overtime situation to occur will have the
responsibility for paying the overtime.
6. Hours worked within a defined pay week may be adjusted in order to avoid an
overtime situation but hours may not be adjusted in a following week.
For example, if an employee whose regular schedule is eight (8) hours per day,
Monday through Friday works ten (10) hours on Monday, he/she may be
permitted to leave two hours early, or come into work two hours late during
the balance of the defined pay week. In this manner, overtime is avoided
because the employee will not have physically worked more than forty (40)
hours in a pay week. If, in this example, the employee worked the balance of
his/her week as scheduled (eight hours per day, Tuesday through Friday),
he/she must be paid overtime for the two (2) hours worked over forty (40).
The employee may not use the two (2) additional hours to come into work late
or leave work early in any week other than the week in which the two (2)
hours were worked.
K. SHIFT DIFFERENTIAL
For those job classifications approved for a shift differential, the shift rate will be 4%
above the employee's base rate of pay.1 Supervisors will be able to tell an employee if
his/her position has been approved for a shift differential.
A shift differential is not considered part of an employee's base rate of pay and should
be removed when calculating any form of increase in rate of pay. Additionally, an
employee will lose the shift differential if he/she is no longer assigned to the shift.
It is the responsibility of the supervisor /Department Head
to notify the Office of Human Resources of the need to add or
remove a shift differential.
L. SUPPLEMENTAL COMPENSATION
1. Salaried (Exempt) Employees
A salaried employee will be provided supplemental compensation when the
duties to be performed are completely outside the scope of responsibilities for
which he/she has been hired. Normally, the supplemental duties must be
performed outside the department to which the employee is regularly assigned,
and outside of normal working hours.
When performing duties for another unit, the head of the unit for which the
duties are to be performed and the head of the unit from which the employee
originates must provide advance approval for both the work to be performed
and the rate of pay. The rate of pay for supplemental compensation must be
reasonable, consistent with the work performed, and consistent with the rate of
1 Security Officers work a rotating shift and therefore have a shift differential factored into their base
pay. In these instances, the differential is considered part of the employee's base rate of pay. In the
event that an Officer has his/her shift standardized, the shift differential factor will be removed.
pay for like positions. Supplemental pay rates must be reviewed and
approved, in advance, by the Director of Human Resources.
2. Hourly (Non-exempt) Employees
Supplemental pay for hourly employees must be paid as overtime pay.
M. ADVANCED PAYMENT OF EARNED WAGES
An employee may not be paid for time to be worked in the future. Therefore,
advances in pay are not permitted. While pay advances are not permitted, an
employee may request advanced payment of earned wages under certain
circumstances. Earned wages are wages for a period of time or effort that has passed
but has not yet been paid by a paycheck.
1. An employee may request advanced payment of earned wages in case of a
financial emergency. Such a request, to include specific details of the financial
emergency, must be reviewed and approved by the employee's supervisor / Department Head.
2. In order to request this payment, the employee must complete the appropriate
form and submit the approved form to the Office of Human Resources.
3. By requesting advanced payment of earned wages, the employee, in
completing the form, agrees to the following terms:
a. this payment is not a loan;
b. the employee must pay the company the entire amount of the
Advanced Payment by payroll deduction in the next pay cycle;
c. should the employee separate from the company, the entire amount will
become due and payable; and
d. if placed in the hands of an attorney for collection, the employee is
responsible for payment of attorney's fees.
N. PAYMENTS DUE TO ADMINISTRATIVE ERROR
Administrative errors include:
a. The employee did not receive a paycheck on a regularly scheduled pay day due
to an administrative error in the payroll process. Such administrative errors
include: data input errors to the employee's record; data input errors during the
time entry process; departmental submission of incomplete paperwork; as well
as late submission of required paperwork.
In these instances, the Office of Human Resources, the Payroll Office, and the
employing department will attempt to resolve the errors and attempt to issue a
pay check by the close of business on the regularly scheduled pay day.
b. The employee did not receive a paycheck on a regularly scheduled pay day due
to the employee's failure to provide required and requested documents in a
timely manner.
In these cases, the employee will have to wait for payment until the next
regularly scheduled pay day.
O. EMERGENCY CALL-IN PAY
Emergency call-in pay means that the employee is called or paged by appropriate
supervision to report to the company in order to respond to an emergency at a time that is not
adjacent to his/her normal working hours. Such payment is intended to compensate the
employee for the inconvenience of returning to the job site. For the purpose of this
policy, "adjacent" hours are the hours immediately before and immediately after the
normal working hours.
1. Emergency call-in pay is only available to hourly employees.
2. An employee who is asked to report early or stay late is not eligible for call-in
pay because these hours are adjacent to his/her normal working hours.
However, the employee will be compensated for all hours worked at his/her
regular hourly rate, and in accordance with appropriate overtime rules and
regulations.
a. An employee who has not "clocked" in but is on site before his/her
normal working hours and is asked to "clock" in early to respond to an
emergency is not eligible for call-in pay but will be paid for the
additional time worked.
b. An employee who has "clocked" out but is on site after his/her normal
working hours and is asked to "clock" back in to respond to an
emergency is not eligible for call-in pay but will be paid for the
additional time worked.
3. An employee who has left the site and is called-in during the first shift after
his/her normal working hours will receive a minimum of two (2) hours of pay at
the overtime rate.
4. An employee who has left the site and is called-in during the second shift after
his/her normal working hours will receive a minimum of four (4) hours of pay
at the overtime rate.
P. COMPENSATION WHILE ON PARTIAL PAID LEAVE
An employee receiving partial pay from Workers' Compensation, Short-term
Disability or Long-term Disability pay may supplement such payments with use of
Vacation Leave and/or Sick Leave. However, in no case may the combination of
partial pay from Workers' Compensation, Short-term Disability or Long-term
Disability pay when added to pay received from Vacation Leave and/or Sick Leave
total more than the employee's normal paycheck.
