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1.Introduction
1.1: Purpose of Manual
This manual is designed to describe the policies and procedures by which employees
of Company will be recruited, hired, managed, recognized, paid, promoted and
developed. The policies are meant to help owners and/or supervisors manage their
people effectively to achieve business objectives. This manual is not intended to
address the legal and statutory requirements with which employers must comply.
Company should maintain familiarity with all applicable legislation.
the industry. We are committed to providing our customers with the highest quality of
service possible. We are dedicated to providing our personnel with continuous education,
training and support.
1.3: Principles and Values for Human Resource Management
The policies in this manual meet accepted professional standards for human
resource management in Canada and are consistent with relevant labour,
human rights and employment legislation. The practices governed by
provincial legislation are identified and, wherever possible, reflected in the
policies. Company is committed to using fair employment practices for all
applicants and employees regardless of gender, sexual orientation, race,
religion, marital status, age, physical or mental handicap, colour or ethnic
origin. This means employment practices will relate directly to the
requirements of the job or position, as well as support the provision of
quality service in a timely manner at a competitive cost. This Policy manual
cannot provide guidelines that anticipate every circumstance or question that
might arise. It is incumbent upon Company to maintain current knowledge of
its local circumstances, set its own policies and update its own HR Manual. It
is strongly suggested that the principles outlined in this manual serve as a
guide. Where necessary, seek third party advice from Human Resource or
legal experts.
1.4: Definitions
Owner: refers to the owner(s) of Company. Supervisor: refers to an
individual responsible for supervising an employee. This could be the Owner.
Employee: refers to individuals who are employed by Company on a fulltime, part-time or casual basis. Organization: refers to Company
1.5: Applicability
The policies in this manual apply to all individuals employed by Company
unless otherwise specified in the policy. This includes: Regular positions positions that are permanent in nature. Regular positions can be full time
(average of 40 hours per week) or part time (less than 35 hours per week).
Term positions - a position that is created for a special project or purpose.
The terms and conditions of employment are fixed for the duration for the
employment period, and may be renewed. These positions may be full or part
time. Casual positions - a position where a person is employed on an
hourly, daily or weekly basis for a special purpose or project.
Usually, this would include the: Owner, Supervisor (who may be the owner),
and Employee
2.Human Resource Planning
Company will ensure that it manages its human resources effectively. It will
strive to assign staff appropriately and ensure that job tasks and
expectations are clear (e.g., job descriptions, performance reviews, learning
and development, etc). It is important that employees understand their
duties and reporting relationships as well as those of others.
b) Procedures
Company will use its operating plan to guide the management of its human
resources by determining on an annual basis:
i. The number and type of positions that will be needed over the year and the
kinds of skills required for these positions. Regular positions will remain
relatively constant, but the need for temporary, casual, or outsourced
(specialized) staffing could change and should be planned for.
ii. The current number and types of positions in the organization, the kinds of
skills possessed by employees and any changes to regular employment
situations that might occur in the foreseeable future (e.g., retirements,
terminations, etc.).
iii. Gaps between the current situation and Companys anticipated staffing
needs over the next year (determining whether the current staffing situation
meets future requirements).
iv. The need to develop and implement staffing programs, policies or other
activities aimed at meeting future staffing needs (e.g., learning and
development programs to fill a gap in knowledge or skill).
v. How effective Companys staffing initiatives (e.g., recruitment, learning
and development programs, etc.) have been.
vi. Whether there have been any changes (e.g., expansion, change in
company focus, change in local economy, etc.) that Company will need to
respond to by changing staffing arrangements.
c) Accountability / Responsibility
The owner is responsible to plan for staffing requirements. This responsibility
can be shared with the Supervisor.
making. This ensures that everyone in the organization is aware of their own
and others responsibilities, and to whom they should go if they need
approvals, sign-offs, etc.
b) Procedures
Proposals to create a new regular position, or to reassign decision-making
authority must be submitted to the Owner for approval.
c) Accountability / Responsibility
The Owner is responsible for ensuring that the organizational structure is
clarified and staff are informed of the structure and authorities. This
responsibility can be delegated to the Supervisor .
o
o
o
o
o
o
o
o
o
o
General Manager
Inventory and Equipment Supervisor
Lead Customer Service Coordinator
Office Manager (or VP Administration)
Service Manager
Territory Manager
Sales and Marketing Manager
Client organization s Manager
3.1: Recruitment
a) Policy Statement
o
o
o
o
3.2: Advertising
a) Policy Statement
All vacant positions will first be advertised internally, where appropriate, prior
to seeking external applicants. Where there is a requirement for external
recruitment, positions will be advertised in a way that attracts as wide a
selection of qualified candidates as possible. All recruitment will be conducted
in an efficient, non-discriminatory, systematic manner.
b) Procedures -Advertising -Venues for advertising of positions may
include the following:
The method chosen will depend on the type of position, the urgency of filling
the position, the location, the number of positions and the financial resources
available.
Advertising should include:
o
o
o
o
o
o
Care must be taken to ensure that the advertisement does not contain any
requirement that could result in overt or systemic discrimination.
c)
For more clarity, refer to the list of questions that can and cannot be asked,
found in Appendix D of this Manual.
iv. Reference checks
Reference checks should always be conducted to verify information gathered
through the selection process (e.g., rsum screening, interview, etc.) about
candidates experience, performance, academic performance and professional
characteristics (e.g., dependability, initiative).
In conducting reference checks, these following guidelines should be adhered
to:
c) Accountability/Responsibility
The Owner is responsible for:
o
o
o
o
Definitions
Fair - An assessment method is fair if it does not unfairly discriminate against
any particular group or groups. A selection or assessment practice is nondiscriminatory if candidates with similar probabilities for success in a
particular position have similar probabilities for being selected for the
position.
Policy Statement
Company will ensure that it manages its human resources effectively. It will
strive to assign staff appropriately and ensure that job tasks and
expectations are clear (e.g., job descriptions, performance reviews, learning
and development, etc). It is important that employees understand their
duties and reporting relationships as well as those of others.
b) Procedures
Company will use its operating plan to guide the management of its human
resources by determining on an annual basis:
i. The number and type of positions that will be needed over the year and the
kinds of skills required for these positions. Regular positions will remain
relatively constant, but the need for temporary, casual, or outsourced
(specialized) staffing could change and should be planned for.
ii. The current number and types of positions in the organization, the kinds of
skills possessed by employees and any changes to regular employment
situations that might occur in the foreseeable future (e.g., retirements,
terminations, etc.).
iii. Gaps between the current situation and Companys anticipated staffing
needs over the next year (determining whether the current staffing situation
meets future requirements).
iv. The need to develop and implement staffing programs, policies or other
activities aimed at meeting future staffing needs (e.g., learning and
development programs to fill a gap in knowledge or skill).
v. How effective Companys staffing initiatives (e.g., recruitment, learning
and development programs, etc.) have been.
vi. Whether there have been any changes (e.g., expansion, change in
company focus, change in local economy, etc.) that Company will need to
respond to by changing staffing arrangements.
c) Accountability / Responsibility
The owner is responsible to plan for staffing requirements. This responsibility
can be shared with the Supervisor.
Setting Objectives
Providing notice of intent to conduct a review
Transfers
Promotions
Accountability and Responsibility
Recognition of Performance
Accountability and Responsibility
4.6: Recruitment
a) Policy Statement
Company will use an efficient, non-discriminatory and systematic method of
recruiting and selecting qualified applicants to fill vacant positions. When
appropriate, Company will give current employees first opportunity to apply
for vacant positions, provided they meet the requirements of the position.
b) Procedures
When it has been determined that there is a need to fill a position, the
following tasks should be completed before advertising the position:
1. Review the job description to ensure that it is accurate or make changes
as necessary.
2. Where there have been changes to the duties of the job, review the
compensation rate to make sure that it remains accurate and competitive.
Company can then explore potential sources of new recruits, such as:
o
o
o
o
Applications
Company will maintain an inventory of rsums from individuals. Rsums
will be retained on file for a period of 6 months. The inventory should be
used whenever external competitions are conducted.
c) Accountability/Responsibility
The Owner is responsible for:
o
o
o
o
Definitions
Absence Or Lateness
Working Hours
Overtime
Public Holidays
Religious holidays
Vacation Leave
Emergency Leave
Special Leave
Sick Leave
Accountability/Responsibility
7.Employee relations
o
o
6) Record of Employment
8.2: Termination
An overview of the subject matter covered within this Chapter:
1) Rationale, Notice and Activities
6) Employee Relations
4) Employment Practices
5) Reasonable Accommodation
6) Accountability and Responsibility
11.2: Joint Health and Safety Committee / Health and Safety Representative
12.Computer Use
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Employee Handbook
SECTION 1 INTRODUCTION
1.0 The Company Philosophy
1.1 The Company Mission
1.2 Equal Employment Opportunity Policy and Affirmative
Action Plan
1.3 Employment-At-Will
1.4 Sexual Harassment
1.5 Safety
1.5.1 Safety Rules
1.5.2 Hazardous Wastes
1.5.3 Reporting Injuries and Accidents
1.6 Drug Free Workplace
1.6.1 Prohibitions
1.6.2 Drug Awareness Program
1.6.3 Disciplinary Actions
SECTION 2 EMPLOYMENT
2.0 Personnel Administration
2.1 HR Personnel Records
2.1.1 Contents of Personnel Files
2.1.2 Employee Information
2.1.3 Employee's Request for Review of Personnel Records
2.1.4 Management Review of Personnel Files
2.2 Service
2.2.1 Employee Categories
2.2.2 Job Posting Procedures
2.2.3 Employment of Relatives
2.2.4 Employment of Minors
2.2.5 Promotions
2.2.6 Transfer of Employees
2.2.7 Separation of Employment
2.2.8 Work force Reductions
2.2.9 Probationary Period
2.2.10 Extra Income
2.3 Process Improvement
2.3.1 Employee-Management Forums
2.3.2 Employee Suggestion Program
SECTION 3 COMPENSATION & BENEFITS
3.0 Benefit Eligibility
3.1 Payroll Information
3.1.1 Time Records
3.1.2 Pay Periods
3.1.3 Salary Compensation for Partial Pay Period
3.1.4 Pay Rate Schedule Hourly Paid Employees
3.1.5 Payroll Deductions
3.1.6 Overtime
3.1.7 Payroll Errors
3.1.8 Garnishment of Employee Wages
3.1.9 Authorized Check Pickup
3.1.10 Pay at Time of Separation
3.2 Attendance & Leave
3.2.1 Medical Leave Policy
3.2.2 Sick Leave Credit Limit
3.2.3 Sick Leave Policy Usage
3.2.4 Medical, Dental and Optical Appointments
http://www.citehr.com/viewtopic.php?t=1630#2832
The basic templates on which policies have to be formulated
and you have to observe and ask questions to the relevant
department to give the details.
Purpose and Purview
General Policies
Recruiting and Employment
Transfers, Promotions, Demotions and Reclassifications
Salary Administration Program
Position Categories
Hours of Work and Overtime
Grievances
Standards of Conduct and Performance
Termination
Vacation
Holidays
Absences
Sick Leave
Family and Medical Leave Policy
Employment Related Accident or Illness
Leave of Absence Without Pay
Equal Opportunity Policy
Policy on Accommodation for Disabled Persons
Sexual Harassment Prevention and Resolution
Policy on Sexual Assault Procedure
Policy on Alcohol and Drug Abuse and Drug-free Environment
Smoke-free Policy
Policy on Software Duplication
Management and Staff Training Policy
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OUTLINE OF HRD POLICY MANUAL
SECTION: 1- WELCOME
1.01 Welcome from the MD.
1.02 About the company