Dealing with Employees/Human Resource


Good day.

I want to submit a proposal to my management to set up an hr department in my firm. It is a real estate firm with about 30 employees where I have been working as a legal officer. Could you please tell me how to set up an hr department.



*PHASE  1 - what  will  you  achieve.
*PHASE  2 --what  will  you  achieve
*PHASE  3 -- what  will  you  achieve.


-review  the  current practices/policies [ if  any]
-audit all  hr activities that are performed [ even the crude format]

HERE  ARE  THE  CORE  HR  KRAs [ key result areas]
KRA 1 Recruitment  /  Selection
KRA  2 Workforce Planning and Diversity]
KRA 3 Performance Management
KRA 4  Reward  Management
KRA 5 Workplace Management and Relations
KRA 6 A Safe and Healthy Workplace
KRA 7  Building Capabilities and Organisational Learning
KRA 8 Effective HR Management Systems, Support and Monitoring



-understand  the  organization
-understand  the  organization structure
-understand  the  organization systems
-understand  the  organization politics/influential  people
-understand  the  organization / individual  roles
-understand  the  organization / positions
-understand the individual  job  descriptions
-understand  the  job/ job  specifications



-discuss the values/ beliefs  with  senior management/CEO
 and the need  for HR department.
-discuss  the  expectations from HR department -short/medium/longterm.
-discuss  with  CEO, the organization's  corporate objectives/strategies
 and  how  HR  can contribute to  the  corporate objectives.
-discuss / seek  concensus  on  organization structure / management
-discuss  the  current  organization  culture with senior management.
-discuss  with CEO/senior management  the  core activities/competences
 and  business drivers  of  the  organization.



HR dept.  is  a  support  unit  and  hence  must  work closely
with  other  depts.

Even  though  there  is  currently  no  HR  department, there are
a  number of  HR  activities  are being  carried  out now.



AFTER  you  gather  all  the  informations  and summarized,
you  should  sit  down  with  your  boss [ CEO]  and discuss
and  prioritize  the  items, as  follows


Based  on  your
discussion /  audit  results.
You  may  want  to  start up with

HR department  OBJECTIVES.
-Draft  POLICY  on Recruitment  / Selection Procedure /PROCESS
-Draft on  organization /  structure
-Draft on  jobs' analyses/ job descriptions/ job specifications/competences
-Draft  on  payroll / compensation / adminstration
-Appointment /confirmation / Termination / resignation /PROCEDURES/PROCESS
-induction program
-orientation  program
-Employee  communications
-Training & development of the employees  
-Performance Appraisals / management
etc etc,





-HR  AUDITING  process
-HR  BUDGETING  process
-Strategic  HRM  Planning  process

-Job analysis
-job Role/
-Job Description.
-Job specifications
-Job enrichment
-Job  rotation

-org. designing
-org. structuring
-org. development
-job / role  structuring
-HR planning
-manpower  planning
-succession  planning
-talent management
-performance appraisals
-performance  managing  the  processes.
-Training  evaluation
-management  development
-career planning /development.
-job  evaluation
-managing  SALARY /reward  process
-administration  of  SALARY /rewards
-benefits  PROCESS
-employee  communications.
-staff  amenities



AFTER   STAGE  1, 2, 3, 4  , 5,6.7  MAKE   A  REPORT

-what  is  the  current situation
-what kind of  HR DEPARTMENT is required.
-what you  think  are  your priorities
-what  is  your  action plan
-what is time  schedule.



To  win  confidence /  trust,

you  need  to  show  credibility/  functional  knowledge level.

Initially,  please  do  not  rush  with too  many  things.

Take  one  thing  at a  time  and  do  a  thorough job.

Everything   must  be  done  right at the  first time.




Human Resources Policies, Procedures and Forms

Table of Contents


ADM.101 Personnel Records
1.0 Employee Information
2.0 HR Personnel Records
3.0 Contents of Personnel Files
4.0 Employee's Personnel Records Review
5.0 Management Review of Personnel Files
6.0 Company Release Of Employee Information
7.0 Record Retention and Long-Term Storage
8.0 Record Destruction

Ex1 Personnel Records Access Log
Ex2 HR Records Retention Periods
ADM.102 Form Development
1.0 Form Development and Format
2.0 Authorization and Printing
3.0 Form Numbering and Placement
4.0 Forms Index and Manual
Ex1 Form Printing Request

ADM.103 Document Control
1.0 Document Distribution
2.0 Document Revision
3.0 Document
4.0 Temporary Changes
103 Ex1 Request For Document Change (RDC)
ADM. 104 Mail & Express Services
1.0 General Mail Usage
2.0 Addressing Mail
3.0 Express Mail
4.0 Overnight Packages
5.0 Additional Information Resources
104 Ex1 Outgoing Mail Register

ADM. 105 Telephone Answering
1.0 Answering Techniques and Etiquette
2.0 Answering and Directing Calls
3.0 Taking Messages
4.0 Telephone User's Guide
105 Ex1 Important Message

ADM.106 Property & Access Control
1.0 Background Checks
2.0 Physical Access Controls
3.0 Key Controls
4.0 Proprietary Information Controls
5.0 Collection Of Access Controls
6.0 Visitors & Guests

ADM106 Ex1 Key Issue Policy
ADM106 Ex2 Visitor Log

ADM.107 Separation
1.0 Resignations
2.0 Involuntary Terminations And Layoffs
3.0 Terminations For Cause
4.0 Termination Meeting
5.0 Additional Information Resources

107 Ex1 Exit Interview Checklist
107 Ex2 Exit References Authorization

ADM.108 Workplace Rules & Guidelines
1.0 Alcohol And Drugs
2.0 Breaks And Lunch Time
3.0 Company Property
4.0 Grievances And Complaints
5.0 Inclement Weather
6.0 Parking
7.0 Personal Telephone Calls
8.0 Smoking
9.0 Solicitations
10.0 Suggestions
11.0 Visitors

108 Ex1 Suggestion Form

ADM.109 Human Resources Reports
1.0 Preparation Guidelines
2.0 Occupational  Health &  Safety  Reports
3.0 Equal Opportunity  Reports
4.0 Training Plan
5.0 Hiring Status Report
6.0 Compensation Summary

109 EX1 Human Resource Reporting Summary
109 EX2 HR Hiring Status Report

ADM.110 Dress Code
1.0 Dress Code
1.1 Business Attire
1.2 Business Casual Attire
1.3 Casual Attire
1.4 Uniformed Attire
1.5 Safety Attire
1.6  Formal Attire
1.7 Inappropriate Attire
1.8 Business Situations
1.9 Recreation & Parties
2.0 Dinners & Receptions

3.0 Personal Hygiene

4.0 Disciplinary Action

HRG.101 Employee Hiring
1.0 Needs Analysis
2.0 Personnel Requisition
3.0 Job Posting & Screening
4.0 Interviewing
5.0 Pre-Employment Screening & Testing
6.0 Background Investigation
7.0 Hiring And Employee Offers
8.0 Motor Vehicle And Equipment Operation
9.0 Applicant Files
10.0 Additional Information Resources

HRG101 Ex1 Personnel Requisition
HRG101 Ex2 Offer Letter
HRG101 Ex3 Personnel Change Notice
HRG101 Ex4 New Employee Hiring Checklist
HRG101 Employment Eligibility Verification .
HRG101 Employee’s Withholding Allowance Certificate.

HRG102 Job Descriptions
1.0 Job Description Preparation
2.0 Format And Content
2.1 Job Title
2.2 Effective Date
2.3 Department
2.4 Summary Of Functions
2.5 Essential Duties And Responsibilities
2.6 Organizational Relationships
2.7 Qualifications
2.8 Physical Demands
2.9 Work Environment
3.0 Job Description Approval & Distribution

HRG102 Ex1 Job Description Format

HRG103 Employment Applications
1.0 Application For Employment
2.0 Application Information
2.1 Personal Information
2.2 Employment Interest
2.3 Education & Training
2.4 Employment History
2.5 Military Service Record
2.6 References
3.0 Compliance Information

HRG103 Ex1 Employment Application
HRG103 Ex2 Employment Application Supplement

HRG104 Interviewing Applicants

1.0 Interviewing Objectives
2.0 Resume Examination
3.0 Telephone Interviews
4.0 E-Mail Interviews
5.0 In-Person Interviews

HRG104 Ex1 Employment Interview Questions
HRG104 Ex2 Interview Form

HRG105 Background Investigations
1.0 Background And Hiring
2.0 Investigative Consumer Reporting
3.0 Employee Reference Checks
4.0 Motor Vehicle Record (MVR) Inquiry

HRG105 Ex1 Employee Investigation Checklist
HRG105 Ex2 Employee Background Authorization
HRG105 Ex3 New References Authorization
HRG105 Ex4 Reference Check Survey
Compensation Procedures

COM101 Payroll
1.0 Payroll Records
2.0 Timesheets
3.0 Payroll Deductions
3.1 Worker's Compensation Insurance
3.2 Social Security & Medicare
3.3 State Income Tax
3.4 Earnings Tax
3.5 Tax Withholding Payments
4.0 Payroll Adjustments
4.1 Advances
4.2 Garnishments
5.0 Paychecks
5.1 Direct Deposit
5.2 Lost Paychecks
5.3 Final Paychecks
6.0 Vacation Pay
7.0 Additional Information Resources

COM101 Ex1 Monthly  Time Sheet
COM101 Ex2 Central Govt.  Tax Calendar
COM101 Ex3 Electronic Funds Transfer Authorization

COM102 Paid & Unpaid Leave

1.0 Paid Time Off
2.0 Unpaid Time Off
3.0 Absence Request And Notification
4.0 Holidays
5.0 Vacation Eligibility
5.1 Vacation Schedules
5.2 Vacation Over Holidays
6.0 Additional Information Resources

COM102 Ex1 Absence Request Form
COM103 Insurance Benefits
1.0 Life Insurance
2.0 Long Term Disability Insurance
3.0 Social Security
4.0 Workers' Compensation
5.0 Wage Continuation
6.0 Unemployment Compensation
7.0 Health Insurance
8.0 Additional Information Resources

COM104 Healthcare Benefits

1.0 Cost And Premiums
2.0 Eligibility
3.0 Enrollment
4.0 Coverage
5.0 Filing A Claim
6.0 Termination And Conversion Of Coverage
7.0 Additional Information Resources

COM104 Ex1 Benefits Enrollment/Change Form

COM105 Employee Retirement Income Security
1.0 Plan Administration
1.1 Investment Policy Statement
1.2 Fidelity Bond
1.3 Fiduciary Liability Insurance
1.4 Employer Matching
1.5 In-Service Loans And Withdrawals
2.0 Employee Participation
3.0 Notice Procedures
3.1 Initial Notice
3.2 Annual Notices
4.0 Additional Information Resources

COM106 Consolidated Budget Reconciliation
1.0 Plan Administration
2.0 Qualifying Events
3.0 Notice Procedure
4.0 Benefits Protection
6.0 Enforcement
7.0 Additional Information Resources

Development Procedures

DEV101 Development Management
1.0 Development Planning
2.0 Training Effectiveness
3.0 Training Records
4.0 Training Courses
5.0 Performance Evaluations
6.0 Additional Information Resources

DEV101 Ex1 Training Plan

DEV102 Training Reimbursement
1.0 Eligibility
2.0 Approved Programs
3.0 Reimbursement
DEV102 Ex 1 Request For Training

DEV103 Computer User & Staff Training
1.0 MIS Training And Certification
2.0 MIS/LAN User Training
3.0 E-Mail Training
4.0 Software Applications

DEV104 Internet & E-Mail Acceptable Use
1.0 Acceptable Use
2.0 Inappropriate Use
3.0 Internet And E-Mail Etiquette
4.0 Security
5.0 User Compliance
6.0 Additional Information Resources
DEV104 Ex1 Computer And Internet Usage Policy

DEV105 Performance Appraisals

1.0 Performance Appraisal Guidelines
2.0 Appraisal Preparation
3.0 Appraisal Discussion
4.0 Salary Adjustments
5.0 Appraisal Conclusion
6.0 Additional Information Resources

DEV105 Ex1 Self Appraisal Form
DEV105 Ex2 Performance Appraisal Form

DEV106 Employee Discipline
1.0 Introduction To Misconduct
2.0 Responses To Misconduct
2.1 Verbal Warning
2.2 Written Warning
2.3 Suspension
2.4 Termination
3.0 Serious Misconduct
4.0 Very Serious Misconduct
5.0 Inexcusable Misconduct
6.0 Misconduct Investigations

DEV106 Ex1 Disciplinary Notice

Compliance Procedures

CMP101 Workplace Safety
1.0 Worksite Analysis
2.0 Hazard Prevention And Control
2.1 Safe Work Procedures
2.2 Protective Equipment
2.3 Fire Prevention
3.0 Hazard Communication Program
4.0 Medical Emergencies
5.0 Workplace Safety Training
6.0 Reporting And Record Keeping
7.0 Additional Information Resources

CMP101 Ex1 Safety Suggestion Sheet
CMP101 Ex2 Workplace Safety Self-Inspection Checklist
CMP101 Ex3 Workplace Safety Action Plan
CMP101 Ex4 Workplace Safety Rules
CMP101 Ex5 Index of Hazardous Chemicals
CMP101 PDF Material Safety Data Sheet
CMP101 PDF Injuries and Illness Log
CMP101 PDF Summary of Injuries and Illness
CMP101 PDF Injuries and Illness Incident Report
CMP101 PDF Instructions for for OSHA Forms

CMP102  People  With Disabilities

1.0 Background
2.0 Who Is Covered?
3.0 Employment Issues
4.0 Public Accommodations
5.0 Enforcement Of The Act
6.0 Additional Information Resources

CMP103 Annual And Medical Leave

1.0 Reasons For Taking Leave
2.0 Advance Notice And Medical Certification
3.0 Job Benefits And Protection
4.0 Unlawful Acts
5.0 Enforcement
6.0 Employer Notices
7.0 Additional Information Resources
CMP103 Ex 1 Certification Of Healthcare Provider
CMP103 Ex 2 Employer Response To Employee Request

CMP104 Drug Free Workplace

1.0 General
2.0 Prohibitions
3.0 Authorized Use Of Prescription Medicine
4.0 Drug Awareness Program
5.0 Disciplinary Actions
6.0 Additional Information Resources

CMP105 Health Insurance Portability And Accountability

1.0 Management
1.1 Privacy Standards
2.0 Medical Records Maintenance
3.0 Medical Records Access
4.0 Additional Information Resources
CMP105 HIPAA Authorization Form

CMP106 Harassment & Discrimination

1.0 Unacceptable Behavior
2.0 Complaint
3.0 Corrective Measures
4.0 Enforcement
5.0 Additional Information Resources

Job Descriptions Tab


Non-discriminatory language
Active voice
Action verbs Plain English

Effective Date
Summary Of Functions
Essential Duties And Responsibilities
Grouping Several Tasks Into A Single Responsibility
Responsibility Statements
Delegated Responsibilities
Organizational Relationships
Reporting Relationships
The Organization’s Environment
Mandatory Requirements
Key Selection Criteria
Physical Demands
Work Environment
Job Performance
Job Descriptions
Reasonable Accommodation

The  TOTAL  HR  MANUAL  development  is a  never  ending
assignment. It  needs  updating  every  six  months.

At  the  initial  stage,  it  could take  upto  six  months at  least
to  complete  the  manual/ handbook  for  a  full time  person,
even  if  you  employ  an outside  expert.

Once  you  have  downloaded  HR manual list, you  should
sit  with  your   boss

-analyse  the  list
-set the  priority [ 1st. lot,  2nd. lot, 3rd. lot   etc ]
-discuss the  need  for  HO  material, to  uniform  the  approach
-discuss  the  need  for  local expert
Your  priorities  could  be  [ my  best  guess]

-personnel  records
-various  forms  required
-access  control
-workplace  rules
-employee  hiring
-job descriptions
-employment  applications
-interviewing  applicants
-payroll administration
-training [ induction / orientation/development]
-employee  handbook

You/ Your  senior  management   should  agree  to the  priority  list.



The ORGANIZATION is committed to fair, clearly stated and supportive relationships between the organization and its staff. The HR   policies of the ORGANIZATION have been established in order to provide a guide to the HR  practices of the ORGANIZATION and to ensure consistency of personnel decisions. It is the intention of the ORGANIZATION to administer the HR   programs in a manner which complies with the letter and spirit of all applicable federal, state and local regulations. This document is designed to provide guidance to staff at the ORGANIZATION. It is not a part of any contract between the ORGANIZATION and its employees. It is only a set of informal guidelines for HR   practices. Notwithstanding the provisions of the HR  policies, all employees are "at will employees" which means that they may be terminated at any time with or without cause without subjecting the ORGANIZATION to a claim for breach of an employment contract.

Recruitment and Selection at   XXXX:
•   We believe in the maxim "Right-person-for-the-right-job"
•   We believe in the phrase "catch-them-young" and hire a number of fresher as Software Engineer Trainees and Management Trainees from reputed Engineering and Management Institutions, impart extensive technical, behavioral and managerial training and create thoroughbred professionals out of them.

The new entrants - Fresher as well as experienced persons joining the organization, across all levels, attend Induction programs individually and/or as groups. The objective is to begin the process of integration of the incumbent with the organization and ensure smooth entry into the organization. This consists of inputs on the following:
•   Company Values, Business Philosophy
•   Corporate Culture
•   Work Culture
•   Quality Process
•   Project Management
•   Information on Business and Future Plans
•   Information on Organization Structure
•   Systems and Policies
•   Performance Appraisal

Emphasis on building lasting Relationships & Team Effectiveness:
•   Team Development Workshops aimed at enhancing intra-team cohesion
•   We believe that it helps the goal accomplishment when people are able to relate with one another and build lasting relationships & sense of belonging to the organization.
•   We believe that it’s the teams of committed people who eventually deliver results. Intra-group cohesion in terms of shared understanding of goals and objectives, cooperation, and collaboration is given a priority.

The Career Planning Policy
Our policy for career planning is a well thought out, planned process. Aim is to develop and prepare people for higher responsibilities. It assists them by identifying various roles they could undertake and skills they may need to develop in order to do full justice to their new role within the organization.
At  XXXX, we place People first. In this knowledge industry, we empower our employees with the strength of knowledge and create a 'climate' that is conducive to learning and personal and professional growth. We are a People driven organization that helps it's employees gain a level of freedom that provides security, satisfaction and, most importantly, a sense of professional fulfillment.

Job Rotation
•   Job rotation at   XXXX   is aimed at optimum utilization of the available skill sets across the organization. We believe that job rotation is a crucial process which helps individuals to enhance their technical, behavioral and managerial competence.
  At  XXXX, people are our greatest pride and resource. Our focus lies in bringing aboard some of the finest professionals in the software industry and providing them with opportunities that match their drive and ability. With one of the lowest attrition rates in the industry, XXXX's people-force is inspired, committed, and thoroughly professional. If you have what it takes to become an integral part of an organization that's built and driven by people, then you are the person we are looking for. Simply access the "We Need You" section to post your resume on our site. It could be your first step towards getting closer to an organization full of self driven people. And closer to becoming a part of the collective people-energy that's  XXXX- "A software force that's driving relationships globally."
  At  XXXX   you are faced with a challenging Work Environment that is shared by a highly motivated group of  people who choose
  XXXX  because they believe that it's all happening here. We provide:
  Opportunities for Entrepreneurship
•   Freedom to inspire ideas and be inspired
•   In-house training programs for personal and professional growth
•   Infinite access to the latest technologies
•   Opportunities to take on leadership roles early in your career
•   Freedom to experiment and be innovative
•   Compensation that is benchmarked with the leaders in the industry
•   HR polices that are aimed to strike a balance between work and personal welfare

Variable Compensation Schemes
The compensation policy of   XXXX   is designed to address the dual need of encouraging high performance amongst all it’s employees and at the same time aligning itself to the highly sensitive IT business scenario.
The total compensation package of an individual is made of fixed and variable components. These variable components are paid annually at different times of the year. The actual payment of the variable component is dependent on the individual’s performance and the company performance in the year under consideration.
The above compensation structure is guided by the principle of a strong emphasis on individual performance and at the same time encouraging a sense of participation and ownership for the company’s performance in any year.
The compensation review exercise is conducted annually. This exercise seeks to align the company’s compensation levels to that of the market. Individual salaries are revised after taking inputs from various sources like performance appraisal ratings, relative performance vis--vis others in the same business unit and various other factors
We Care...
We believe in employee centered approach and our HR policies and practices are aimed, mainly at, employee care.

We care for :
•   People's need for self expression and leisure time (E.g. Special Interest Groups plan, opportunities for putting up cultural show at the Bi-annual Awards ceremony, recreation facilities)
•   Self-worth of people (Awards Plan, Motivation Plan)
•   Collective excellence (CE's award for best managed project, Rolling trophy for SBU with best customer orientation)
•   People development (Technical and behavioral training, Team building workshops. Library, Higher Study Plan)
•   People's opinion (Communication meetings, open houses, climate surveys)
•   People's need to know (XXXX  Voice, Real Time, News Flash)

Policy Profile
The High Commitment Work Systems Policy :
As per our High Commitment Work Systems Policy, empowered and independent teams work with responsibility and accountability in an environment of openness. It increases employee involvement and develops a mature work culture. This in turn has a good bearing on the company helping it achieve goals and targets successfully in a competitive environment.

Performance Appraisal Policy
We appraise employee performance on an annual basis, giving people credit for their achievements and setting targets for the forthcoming year. We have developed a balanced policy that is both objective and holistic in its approach. Our HRD personnel facilitate the appraisal process and also train senior personnel in assessing individual performance. They resolve the areas of conflict and follow up on the outcomes of the appraisal.
Our Performance Appraisal System has several salient features :
•   An Opportunity for Self-review and Assessment
•   A clear and equal focus on both, the End Results and the Process
•   Identifying Training and Development needs
•   Distribution of incentives in an objective, value based manner
Recognition & Motivation
We believe that our people are our greatest assets and that they are not just employees but strategic partners in our journey to achieve organizational objectives. In furtherance of our stated philosophy, our well-developed policies help us to recognize performance at work.
Recognizing Individuals and Teams
We understand the crucial role recognition plays in motivating employees to demonstrate superior performance. There are many ways in which we acknowledge and appreciate good performance - from a sincere sharing of an ‘I Appreciate’ Note for a specific job well done to granting honors through an established formal ‘Employee Award Plans’.
So if you're an achiever with a passion for setting and attaining goals, you'll find many opportunities for being recognized at  XXXX. The ‘Employee Motivation’ Plan at XXXX  is another success story – an unique experiment to empower our line managers to recognize and give spot rewards to individuals and team in pursuit of excellence.
Recognizing Collective Excellence
In addition to the above, we have mechanisms to recognize collective excellence at an organization level, on an annual basis. One such initiative is our ‘CE’s Award for Best Managed Project’. The award recognizes excellence in the management of projects and encourages a competitive spirit amongst the Business Units to achieve better performance through higher standards in project management.
To encourages and foster the growth of a customer-oriented culture in the organization and within a business unit in particular, the ‘Rolling Trophy for the SBU with Best Customer Orientation’ has been institutionalized. This award encourages a competitive spirit amongst the business units to achieve better performance through higher standards in customer service.
Training for Development…

We believe in a learning organization, where learning is a continuous process. There is room for those driven by the zeal to surpass their peers and most importantly, themselves.

We mix and match intensive training with equal thrust on job skills and behavioral development. Group therapies and seminars are organized to encourage professional rapport and keep employee morale running high. We realize the value that people add to our organization and formulate policies that take into consideration individual needs and benefits.

Some of the activities that make learning a continuous process at  XXXX   are
•   An extensive orientation-cum-technical training program for Software Engineer Trainee at our well-equipped Training Center
•   Conduct Focused Management Development Programs at the premium Management Development Center
•   Continuous skill up-gradation on new emerging technologies
•   Behavioral Training Programs offered to enhance personal and professional effectiveness of our project groups viz.
•   Customer orientation
•   Team work
•   Communication
•   Self development
•   We engage the best faculties in the field for conducting the programs. We also make use of training events offered by premium management institutions ..
  Employee Classification
  All employees are classified as either regular or temporary. Regular employees are employees hired without a specific termination date. Temporary employees are employees whose position at the time of hire is for a short-term period. Terms of employment will depend on agency needs, and in no case will a temporary position be construed as being a contract for a definite time.
  Employees also are classified as either exempt or non-exempt according to provisions of the Fair Labor Standards Act.
  Regular Full-time Employees are those employees who work 40 hours per week and are eligible for all fringe benefits.
  Regular Part-time Employees are those employees working at least 20 hours but less than 40 hours per week. Part-time salaried employees are eligible for all fringe benefits and earn sick leave and vacation at a rate proportionate to the hours they work. Regular part-time employees that work less than 20 hours per week are not eligible for fringe benefits.
  Temporary Employees are those employees who are paid hourly under Letter of Agreement for a specified period of time. Temporary employees are not eligible for benefits.
  The policy and intent of the ORGANIZATION is to provide equal employment opportunity for all persons regardless of race, color, religion, national origin, marital status, political affiliation, affectional orientation or gender identity, status with regard to public assistance, disability, sex, or age.
  The ORGANIZATION intends to respond affirmatively in its employment practices. Affirmative action applies to all aspects of employment practices including, but not limited to, recruiting, hiring, placement, promotion, demotion, transfer, training, compensation, benefits, layoff, recall, and termination. The ORGANIZATION seeks to do business with organizations that encourage equal employment opportunity.
  The ORGANIZATION intends to recruit, hire, and place applicants on the basis of the applicant's relative knowledge, skills, and abilities. The decision to employ an applicant will be based solely on the individual's qualification for the particular position along with other requisite job skills. Minimum qualifications shall be specified in the job description.
  When a new position is established, the Executive Director will prepare a job announcement identifying the position's responsibilities and overall relationship to the ORGANIZATION for posting or circulation within the ORGANIZATION and for public notification. Posted positions will be open for a minimum application period of 15 days.
  The ORGANIZATION will establish a 40 hour weekly work schedule, and whenever possible will accommodate each individual's personal commitments and the needs of the organization.
  Official holidays are as follows:
  When New Year's Day, Independence Day, or Christmas Day falls on a Sunday, the following day shall be considered the official holiday. When these holidays fall on a Saturday, the preceding Friday shall be considered the official holiday.
  Floating Holiday
  Each employee of the ORGANIZATION also shall have two floating holidays to be used in each calendar year.
  For regular part-time employees, holiday time will be compensated in proportion to the usual hours worked. Temporary employees are not compensated for holidays.
  The ORGANIZATION desires to assist new parents in balancing the demands of working and caring for children. The ORGANIZATION will provide up to 8 weeks of unpaid family leave to any employee for the birth or adoption of a child. Leave must be initiated within six weeks of the birth or adoption of the child, unless otherwise approved by the Executive Director. The use of the 8 weeks shall be at the discretion of the employee and shall be discussed with the Executive Director as to its impact on ongoing work responsibilities and other employees. Although a maximum of 8 weeks is available, an employee may utilize accumulated sick leave as well as annual leave to enable either partial payment for or extension of the basic 8 week period. Special circumstances shall be reviewed by the Executive Director. Insurance benefits will continue to be in force during this leave period but all premiums and expenses for benefits will be paid by the employee. Accrual of leave benefits and seniority cease during an approved leave. Upon completion of leave, the employee will be allowed to return to the same or a substantially similar position at the same salary as the employee earned prior to the leave.
  ANNUAL LEAVE (Vacation Time)
  The ORGANIZATION will provide to each full-time staff employee 120 hours or 15 working days paid annual leave based upon one year's full time employment with the ORGANIZATION. Accrual of annual leave will commence upon the date of employment for each employee and will be based, on an annual basis, upon each individual's anniversary date with the ORGANIZATION. Annual leave will increase with the number of years employed by the ORGANIZATION as follows:
  0-3 years = 15 days
4 years = 16 days
5 years = 17 days
6 years = 18 days
7 years = 19 days
8 years = 20 days
  Employees may use their annual leave as earned if absence from assignment does not unduly provide an impediment for completion of an assigned task or prevent other staff from completion of their work assignments. The Executive Director must approve scheduled absences and the employee should request such leave as soon as possible, with a minimum of two weeks in advance.
  It is the policy of the ORGANIZATION to encourage each employee to utilize allotted annual leave during each individual's employment year. A maximum of five days, or 40 hours, will be allowed to be carried over from one year to the next. All other accrued annual leave will be forfeited on the employee's anniversary date. The interchange or exchange of annual leave and sick leave is not allowed.
  Special Leave
  Special leaves of absence without pay may be granted an employee at the discretion of the Executive Director or in the case of the Executive Director, the Board of Directors.
  The ORGANIZATION will provide up to ten working days each employment year to each staff person to be utilized for purposes of addressing health needs. Compensation will be based upon the employee's salary rate at the time sick leave is taken. Sick leave may be utilized at the discretion of the employee and is granted for sickness of the individual employee, his or her spouse/partner, children, or other immediate family members. Sick leave can also be used for health needs, e.g. dental or medical appointments.
  Each staff person of the ORGANIZATION should notify the office each day they will be absent from work due to illness, if at all possible.
  Sick leave may be accumulated up to a maximum of 90 days and may be carried over from one employment year to the next. At no time will compensation for any unused sick leave be made to an employee who is leaving employment.
  Sick leave will be pro-rated for regular part-time employees. If requested by the Executive Director, the employee will provide documentation from their treating physician explaining their absence.
  Employees of the ORGANIZATION shall be granted up to three working days with pay due to a death in their immediate family (mother, father, sister, brother, spouse/partner, children, in-laws, grandparent, and grandchildren). The Executive Director will consider special cases on an individual basis.
  It is the ORGANIZATION's belief that the employees of the ORGANIZATION are the primary means by which the goals and objectives of the ORGANIZATION will be met. To that end, the rights of all employees must be respected. All employees of the ORGANIZATION must understand its position on harassment. By definition, harassment is any unwanted attention or action prohibited by law by someone in the workplace that creates an intimidating, hostile, or offensive work environment, including sexual harassment. The procedure for reporting and dealing with this very sensitive issue is as follows:
•   If a person's behavior makes an employee uncomfortable, the employee should feel free to immediately advise the person that, in the employee's opinion, the behavior is inappropriate and that the employee would like it stopped.
•   If the employee is not comfortable discussing the issue with the person, or if the person fails to respect an employee's request, the employee should report the incident to his or her supervisor. If, for whatever reason, the employee does not feel that the supervisor is a suitable person to whom to report the incident, the employee should contact the Executive Director or, if appropriate, the Board Chair or a member of the Personnel Committee.
In all instances, a prompt, thorough and, fair investigation will take place, giving careful consideration to protect the rights and dignity of all people involved. The ORGANIZATION will take those steps it feels necessary to resolve the problem, which may include verbal or written reprimand, suspension or termination.
No retaliation or any kind will occur because an employee has in good faith reported an incident of suspected harassment. The supervisor, or other person to whom the complaint was made, will work to establish mutually agreed upon safeguards against retaliation while attempting to mediate any sexual harassment complaint.

Employees needing help with a substance abuse problem are encouraged to contact their supervisor or a treatment facility.
Early recognition and treatment are critical to any program to curb abuse and to enhance the employee's ability to perform satisfactorily. The ORGANIZATION finds that both the employee and the ORGANIZATION will benefit greatly from early substance abuse recognition and treatment.
No person will be penalized for seeking or accepting counseling or treatment for a substance abuse problem.

The ORGANIZATION is committed to providing a flexible and cost-effective medical care, disability income, life insurance and retirement program for all its employees. The ORGANIZATION reserves the right, in its discretion, however, to change the nature of the benefits offered to employees, or to change insurance carriers, deductibles, premiums, or other features of any benefit. In addition, ORGANIZATION may decide to discontinue one or more benefits. Covered employees will be notified of such changes or discontinuations as soon as practicable.

Each performance review should be a positive and interactive process whereby both the ORGANIZATION and the individual being reviewed receive information about his or her success in meeting the responsibilities of the job, and the ORGANIZATION can learn about its strengths and weaknesses as an employer of that employee. In general, the goal of the ORGANIZATION is to conduct a performance review of each new employee during the sixth month of employment, after the first year of service and annually thereafter.

When the ORGANIZATION receives a request for information from another person or entity about an employee, either during employment or after the employee's employment has ended, it is the ORGANIZATION' policy to provide only the following:
a. dates of employment
b. last job title
In general, ORGANIZATION policy is not to furnish any other information about work performance or employment, unless the employee specifically directs it to do so and signs a release prepared by the ORGANIZATION which authorizes it to do so. If an employee does not authorize the ORGANIZATION to furnish any additional information, it will advise the requesting person or entity that, absent a release, ORGANIZATION's policy is to provide only the information set out in a-b above.

Any employee of the ORGANIZATION may resign by submitting a letter of resignation to the Executive Director or in the case of the Executive Director, the Board of Directors at least ten working days prior to the effective date of the resignation.
At the time of the effective date of the resignation, the employee shall be able to use any accrued annual leave or the employee shall be paid for all unused accrued annual leave. If the employee has used all annual leave due prior to resignation, all hours used in excess of those earned shall be deducted from the employee's final paycheck at the rate of salary paid at the time of resignation. No employee shall be compensated for any unused sick leave at the time of resignation.

Other Discharges
Discipline and/or discharge may result for many reasons including, but not limited to, inappropriate behavior and/or unsatisfactory performance.
Inappropriate behavior is defined as including, but not limited to, misbehavior on the job, refusal to do work reasonably expected, wrongful use of or taking of agency property, conviction of a felony, violation of any policies or practices of the ORGANIZATION.
Unsatisfactory performance means failure of an employee to meet performance standards, to complete tasks in a timely, competent way, or to maintain an adequate attendance record. Uncooperative behavior or negative attitudes that affect the work or morale of others may result in termination. At the discretion of the Executive Director, any staff member facing termination for unsatisfactory performance may be given the option to resign as described in the above section under "Resignation."
The ORGANIZATION attempts to hire highly qualified staff with broad capabilities. There may be occasions, however (due to program changes, loss of contract support, etc), when it may be necessary to initiate lay-offs. In such cases, it is the intent of the ORGANIZATION to attempt to avoid abrupt, arbitrary, and unfair actions whenever possible.

EMPLOYEE APPEALS (Grievance Procedures)
The purpose of the employee appeal procedure is to provide a means for employees to resolve their work place concerns with management. All regular and temporary employees of the ORGANIZATION may file a grievance under this section.
Definition of an Appeal
A grievance shall be determined as an alleged misapplication of ORGANIZATION personnel policies. This procedure represents an intent to offer a dispute resolution mechanism to the employees of the ORGANIZATION. Failure by the ORGANIZATION to exactly follow this procedure shall not subject the ORGANIZATION to a breach of contract claim.
Timing for Appeals
In order to qualify for processing under this section, an appeal must be filed no later than thirty (30) calendar days after the date on which the aggrieved condition commenced.
Step One:
Any employee who is eligible may present an appeal to his/her immediate supervisor for discussion. The supervisor shall have five (5) regular working days in which to respond to the relief requested. Should the supervisor fail to respond within this time limit or if the employee finds the response unsatisfactory, the appeal may be reduced to writing, clearly specifying the policy allegedly misapplied, and the relief requested. The appeal should be submitted to the Executive Director within five (5) regular working days from the time the first step answer was due or was given. The Executive Director should respond in writing within five (5) days of receipt and if the Executive Director fails to respond within this time, or if the employee finds the response unsatisfactory, or in cases where the Executive Director is the immediate supervisor, the employee may proceed to Step Two.
Step Two:
The employee may submit an appeal to the Personnel Committee if Step One has not resolved the issue. Upon receipt of a written appeal, the Personnel Committee will inform the Executive Committee and the Board Chair of the appeal. The Personnel Committee shall also convene a meeting wherein statements shall be taken from the appealing employee and the employee's immediate supervisor, as applicable, either separately or jointly at the discretion of the Personnel Committee Chair. The Personnel Committee may also request statements from other employees. The Committee may refuse to grant the employee's request for appeal when the issues involved are minor in nature, or involve evaluations or judgments by management unless they appear to be contrary to policy, malicious or vindictive. The Personnel Committee shall have twenty (20) regular working days in which to respond to the employee in writing concerning the relief requested. If the Personnel Committee fails to respond within this time limit, the employee may petition the Chair of the Board of Directors. Failure on the part of the employee to petition the Chair of the Board of Directors within thirty (30) days of the result of Step Two shall result in the appeal being waived.
Step Three:
The Chair of the Board shall convene a meeting with the aggrieved employee, the Personnel Committee Chair, the Executive Director and the Immediate Supervisor, as applicable, either separately or jointly at the discretion of the Chair. The Chair may convene an executive committee meeting and within ten (10) working days shall respond to the grievant in writing with the final decision. In all instances, a thorough and fair investigation will take place, giving careful consideration to the rights and dignity of the people involved. The Chair will report the grievance and the result at the next regularly scheduled Board meeting.

All supplies, materials, and work products of an employee if purchased by ORGANIZATION shall remain the property of the ORGANIZATION after resignation, discharge, or layoff of that employee. The employee may retain any personal files, but work files and other papers shall remain with the ORGANIZATION.
characterized by two kinds of service jobs:
large numbers of low-skill, low-pay jobs
and a smaller number of high-skill, high-income jobs, with few jobs being in the middle of these two extremes.

In some geographical and sub-sector areas, CONSTRUCTION  provides an attractive, high-status working environment with competitive pay and
conditions, which is in high demand in the labour force and benefits from low staff turnover … The other side of the coin is one of poor conditions, low  pay, high staff turnover, problems in recruiting skills in a number of key areas, a high level of labour drawn from socially disadvantaged groups, poor
status and the virtual absence of professionalism.


Organizations and managers in the CONSTRUCTION industry face real challenges in recruiting, developing and maintaining a committed, competent, wellmanaged
and well-motivated workforce which is focused on offering a high-quality ‘product’ to the increasingly demanding and discerning customer.

A map to help guide students and practitioners to understand the concept and ideas associated with the management of people.

-A set of professional practices suggests that there are a range of personnel practices  that can be integrated to ensure a professional approach to managing people. In
this view a potentially key role is likely to be played by the Chartered Institute for Personnel and Development (CIPD), which is the professional association
for those entering the HR and personnel profession.

-A method of ensuring internal fit again sees the need to co-ordinate approaches to people management, but here the co-ordination needs to be with other areas of the organization.

-A method of ensuring external fit where HRM activities have to be fully integrated  with the demands of the external environment.

-A competitive advantage where HRM is the means by which an organization can  gain competitive advantage, a view best captured by the cliché of ‘our people are our greatest asset’.

-A market-driven approach is that decisions will often be market driven and the needs of the business determine the manner in which employees are treated;
some may be treated well, others less so well.

-A manipulative device sees it as inherently exploitative and manipulative.

-A hologram captures much of the above discussion in recognizing the fluid identity of HRM and the fact that it has multiple meanings.

The challenge of HRM then
would seem to be how to recruit, deploy, develop, reward and motivate staff, leading to them being a source of competitive advantage.


Dealing with Employees

All Answers

Answers by Expert:

Ask Experts


Leo Lingham


Questions include managing work situation, managing work relations, managing your boss, personal problems, career planning, career development, training, coaching, counseling etc


18 years working managerial experience covering business planning,
strategic planning, management services, personnel administration etc


24 years of management consulting in business planning, strategic planning, human resources development, training, business coaching,




©2017 All rights reserved.