HR Standard Operating Procedures Manual
HR Standard Operating Procedures Manual
HR Standard Operating Procedures Manual
TABLE OF CONTENTS
SECTION 1:
HUMAN RESOURCE MANAGEMENT AND PLANNING
Policy #
1-10
1-20
Name
Human Resource Management SOP
Human Resource Services SOP
Appendix A: Human Resource Request Form
Page #
1
3
6
SECTION 2:
POSITION CLASSIFICATION AND EVALUATION
Policy #
2-10
Name
Job Descriptions SOP
Appendix A: Sample Job Description Form
Appendix B: Organizational Chart
Page #
7
10
13
SECTION 3:
EQUAL OPPORTUNITY EMPLOYMENT
Policy #
3-10
Name
Equal Opportunity Employment SOP
Page #
14
SECTION 4:
STAFFING
Policy #
4-10
Name
Page #
Recruitment and Hiring SOP
16
Appendix A: Notice of Competition Form
28
Appendix B: Sample Job Advertisement I
29
Appendix C: Sample Job Advertisement II
30
Appendix D: Sample Letter for Selected Applicants
31
Appendix E: Examples of Interview Questions
32
Appendix F: Guide to Acceptable Interview Questions
33
Appendix G: Candidate Profile Form
37
Appendix H: Guidelines for Assessment of Each Factor
42
Appendix I: Sample Letter for Applicants Not Selected for
Subsequent Interview
46
Appendix J: Sample Letter for Applicants Selected for
Subsequent Interview
47
Appendix K: Sample Letter of Confirmation of Job Offer 48
52
53
SECTION 5:
EMPLOYMENT
Policy #
5-10
5-20
5-30
Name
Staff Orientation SOP
Appendix A: New Employee Orientation Check List
New Employee Safety Orientation SOP
Appendix A: New Employee Safety Orientation Form
Probationary Period SOP
Appendix A: Probationary Employee Report
Appendix B: Probationary Period Timeframe
Page #
58
61
64
66
68
70
72
SECTION 6:
EMPLOYEE COMPENSATION AND REVIEW
Policy #
6-10
6-20
6-30
6-40
6-50
6-60
6-70
Name
Employee Compensation and Review SOP
Travel, Meal and Miscellaneous Allowances SOP
Hours of Work SOP
Vacation Leave SOP
Sick Leave SOP
Leave of Absence SOP
Employee Benefits SOP
Page #
73
80
82
85
88
90
95
SECTION 7:
EMPLOYEE TRAINING AND DEVELOPMENT
Policy #
7-10
Name
Training and Development SOP
Appendix A: Application for Training
Appendix B: Repayment Agreement
Page #
99
103
104
SECTION 8:
EMPLOYEE CONDUCT
Policy #
8-10
8-20
Name
Code of Ethics SOP
Employee Conduct SOP
Page #
105
109
Policy #
8-30
8-40
Name
Appendix A: Employee Conduct Offenses
Sexual Harassment SOP
Appendix A: Guidelines for an Effective Sexual
Harassment Policy
Workplace Harassment/Discrimination SOP
Page #
114
117
121
123
SECTION 9:
EMPLOYEE GRIEVANCES
Policy #
9-10
Name
Employee Grievances SOP
Page #
127
SECTION 10:
PERFORMANCE MANAGEMENT
Policy #
10-10
Name
Performance Management SOP
Appendix A: Definitions of Rating Used in Employee
Performance Evaluation
Appendix B: Performance Management Record
Page #
131
136
140
SECTION 11:
HUMAN RESOURCE RECORDS
Policy #
11-10
Name
Human Resource Records SOP
Page #
143
SECTION 12:
AWARDS OF RECOGNITION
Policy #
12-10
Name
Awards of Recognition SOP
Page #
146
SECTION 13:
EXIT QUESTIONNAIRE AND INTERVIEW
Policy #
13-10
Name
Exit Questionnaire and Interview SOP
Appendix A: Exit Interview Form
Page #
147
149
1.0
Responsibilities
1.1 The Council will:
a)
b)
c)
d)
e)
ensure that any proposed amendments to any human resource policy are
reviewed by the municipalitys solicitor
1.3 Department heads, managers, supervisory personnel and all other municipal
employees will:
a)
b)
c)
d)
encourage a positive
municipality
f)
with
the
General Provisions
Human resource management policies, which are approved and adopted by the
Council of the municipality, will, unless otherwise noted, apply to all employees of
the municipality and their related agencies. Any policies which do not refer to all
employees of the municipality, will be so noted.
3.0
Page 2
Human Resource Standard Operating Procedures
1.0
Responsibilities
1.1
1.2
1.3
1.4
b)
ensure that any changes in the Human Resource Planning Policy are
identified and approved in advance
c)
maintain a record of the staffing levels and trends for all departments
d)
e)
f)
b)
c)
2.0
General Procedure
Human resource planning is intended to facilitate greater co-ordination of staffing
among the various departments of the municipality and to ensure effective and
efficient use of the municipality's human resources. Normally, human resource
Page 3
2.2
2.3
2.4
b)
c)
Replacements:
a)
b)
c)
d)
New Positions
a)
b)
c)
2.5
a)
The department head prepares a draft job description and forwards the
draft description to the Chief Administrative Officer for consideration.
b)
c)
Re-evaluation of Positions:
a)
Page 5
Human Resource Standard Operating Procedures
Part-time
Full-time
Temporary
Casual
Term/Contract
Days/month
Days/month
# of months
Permanent
Permanent Seasonal
Note: Job descriptions must be included with all position requests. New position
requests must be accompanied by:
i) statement from department head outlining reasons for increase in position
establishment
ii) revised organizational chart for the department which indicates proposed location
of new position.
Authorization
Council/Chief Administrative Officer has ___(approved)___ (rejected) the above request.
Job description: ___ approved ___ revised
Budget allocation approved: yes ____ no ____ Date Approved: _________________
Point rating for the position, per the Job Evaluation Form is ________which has a pay
range of ____________________ to ____________________.
Comments:
________________________________________________________________________
________________________________________________________________________
Distribution:
Department Head
Chief Administrative Officer (or designate)
Finance (Payroll)
Other: _______________________
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Human Resource Standard Operating Procedures
1.0
Responsibilities
1.1
1.2
1.3
b)
c)
d)
e)
f)
b)
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Human Resource Standard Operating Procedures
1.4
1.5
2.0
c)
d)
prepare job descriptions for all new positions which are requested for
the department
e)
f)
Supervisors will:
a)
assist the department head in the preparation of job descriptions for all
employees under their supervision
b)
become familiar with, and seek to fulfill, all the duties and
responsibilities of their position as outlined in the applicable job
description
b)
b)
c)
d)
wage/salary range
e)
f)
Page 8
Human Resource Standard Operating Procedures
h)
Page 9
Human Resource Standard Operating Procedures
Supervision of others:
Designation (i.e. full-time, part-time):
Scope:
Responsibilities:
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Human Resource Standard Operating Procedures
Qualifications Required
Education:
Experience:
Specialized skills:
Designation(s)/Certification(s):
Knowledge:
K1
K2
K3
K4
K5
K6
Abilities:
A1
A2
A3
A4
A5
A6
A7
A8
Personal Suitability:
PS1
PS2
PS3
PS4
PS5
PS6
Note: Additional pages can be added if the space on this form is insufficient.
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Human Resource Standard Operating Procedures
Critical Accountabilities and standards for fully satisfactory performance (in order
of importance):
1.
2.
3.
4.
5.
6.
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Human Resource Standard Operating Procedures
JOB DESCRIPTIONS
APPENDIX B
Organizational Chart*
Page 13
Human Resource Standard Operating Procedures
Page 14
Human Resource Standard Operating Procedures
1.0
Responsibilities:
1.1
1.2
1.3
b)
c)
2.0
General Provisions
2.1
Grievances:
a)
Any employee of the municipality who feels he/she has received unfair
treatment based on discrimination can register a complaint, in writing,
with his/her supervisor or, if this is not appropriate, with another
supervisor, manager or department head, or with the Chief
Administrative Officer.
b)
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Human Resource Standard Operating Procedures
d)
Page 16
Human Resource Standard Operating Procedures
1.0
Staffing
4-10
Responsibilities
1.1
1.2
1.3
1.4
b)
c)
d)
ensure that all recruitment practices in the department are carried out in
accordance with the intent of the Municipalitys Recruitment and
Hiring Policy
b)
c)
d)
e)
ensure that all recruitment actions are taken in accordance with the
existing Human Resource Planning Policy
Page 17
2.1
b)
b)
Page 18
3.1
General:
3.2
a)
When recruiting for senior managerial position vacancies, or for positions for
which suitably qualified candidates are not available locally, the municipality
will assist successful candidates with relocation expenses incurred. The new
employee may be reimbursed in accordance with percentages set by the Chief
Administrative Officer and by Council for the CAO.
b)
The municipality may wish to reimburse those individuals who were invited
to any interview and incurred significant travel expenses; reimbursement will
be at the discretion of the Chief Administrative Officer.
Requirements:
a)
4.0
The successful candidate and the Chief Administrative Officer and/or Council
will agree upon expenses to be reimbursed prior to the actual incurring of
relocation expenses by the successful candidate.
4.1
Specific Objectives
The objectives are to:
4.2
a)
ensure that all qualified applicants, selected for further consideration, are
informed of their status as early as possible
b)
record all actions taken during the hiring process in case of possible future
grievance or legal action
c)
Responsibilities
The Director of Human Resources will:
a)
communicate with applicants, in accordance with the policy, during the hiring
process
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4.3
4.4
General Provisions
a)
b)
c)
General Procedure
a)
5.0
Once the first set of interviews has been completed, those individuals
who have not been selected for a second interview will be informed of
such by way of letter and/or telephone call (see sample letter, Appendix
E). Once the first set of interviews has been completed and it has been
determined that a second interview is required, those individuals who
have been selected for a second interview will be contacted by way of
letter (see letter, Appendix F) or telephone with specific dates for second
interviews.
Once the second set of interviews has been completed, the same
procedure will apply as the first set of interviews.
After references have been checked and the selection is made, the
selected candidate(s) will be offered employment by letter or telephone
(see letter, Appendix G).
Prescreening Process
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5.1
a)
b)
c)
Selection Process
It is the policy of the municipality to use the interviews and/or knowledge or ability
testing as a component of the recruitment and selection process in assessing
candidates for position vacancies.
5.2
Specific Objectives
The objectives are to:
5.3
a)
ensure that interviews are conducted with each candidate selected through the
prescreening process for vacant positions
b)
c)
ensure that all applicants are treated fairly and consistently in the interview
process
d)
e)
Provisions
a)
General:
Page 21
b)
Committee:
Wherever possible, a committee may be designated to interview and evaluate
candidates.
o
c)
Format:
The interview(s) should be conducted consecutively to ensure a more
accurate comparison of candidates.
The interviewers should:
introduce themselves to the interviewee
inform the applicant of any relevant details of the position in question
question the applicant about:
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The above are a few of the broad categories into which the
qualifications for a specific job will fall. The weighting which each
will receive, will depend upon the particular job, and should be
consistent across all interviews for a specific vacancy. A list of
sample interview questions and a guideline to questions which can
and cannot be asked, are included as Appendices E and F to this
section
The nature and number of questions asked will vary with the
characteristics of the position.
Page 23
6.0
Reference Checks
It is the policy of the municipality to recognize the importance of reference checks
as a means of obtaining additional information or verifying previously obtained
information about a candidate being considered for a vacant position.
6.1
Specific Objectives
The objectives are to:
6.2
a)
b)
Specific Responsibilities
The Chief Administrative Officer will:
a) implement the Reference Checks procedure in the municipality
b) recommend potential changes to the Reference Checks procedure as
considered appropriate
c) ensure that reference checks are undertaken by those responsible for hiring
in the municipality
d) perform reference checks on all candidates for whom a hiring decision is
required
Department Heads will:
a) after interviews have been conducted, undertake reference checks on
candidates for whom a hiring decision is required
b) ensure that reference checks are undertaken for all hiring decisions
occurring in their department
Supervisors and Managers will:
a) undertake reference checks on all candidates for whom a hiring decision is
required
Page 24
General Procedure
a)
7.0
7.1
General Procedure
a)
b)
Page 25
7.2
c)
d)
The individual ranked first in the listing will be contacted and an offer of
employment will be made.
General Provisions
a)
Page 26
b)
c)
All factors being equal, municipal residents will have the first
opportunity to be employed;
Such persons will be evaluated on the same merit basis as other candidates
who apply for vacant positions.
Page 27
____________________________
____ Open
Date Posted
Page 28
Page 29
Page 30
(date)
(name)
(address)
(address)
(address)
Dear (name):
Applications for the position of (that applicable) were screened this past week. We were
impressed with the quality of all applicants and selecting those candidates to be
interviewed was a difficult process.
We are pleased to offer you an interview to discuss the skills and expertise, which you
feel you may be able to bring to this position. Your interview has been scheduled for
(date of interview), at (time). Please call our administrative offices at (telephone #) to
confirm your appointment.
Thank you for your interest in employment with **name of municipality**. I look
forward to meeting you at this time.
Sincerely,
(name)
(Title / department)
Page 31
Tell me a little bit about yourself: your background or interests as you feel may be
appropriate to the position.
2.
What do you know about our municipality?
3.
What do you consider to be your major strengths? weaknesses?
4.
What do you think your previous employer would say are your major strengths? your
major weaknesses?
5.
What appeals to you the most about municipal government?
6.
Why do you think that this would be a good place to work?
7.
In your opinion, what are the advantages of working for a municipality?
8.
What do you see as the major responsibilities involved in working for the "public"?
9.
Tell us about previous academic and professional experience which you believe is
relevant to this position.
10.
Why do you think that working here would be an opportunity for you?
11.
Are there any specific people who you admire? Why?
12.
How do you feel about working closely with other people and sharing responsibility for
the outcome of your work?
13.
Where do you see yourself five years from now? ten years from now?
14.
Do you feel you were treated fairly in your last job?
15.
What did you especially like about your last job?
16.
What did you dislike about your previous job?
17.
If you find that you and one of your co-workers have come to an impasse, how would
you resolve the situation?
18.
Describe a frustrating experience you have had in the workplace. How did you work
your way through this situation?
19.
What risks have you taken in your previous professional experience and what was the
result of those risks?
20.
What experience have you had in dealing with people or supervising others?
21.
Why did you leave your former job?
22.
Does pressure in the work environment bother you?
23.
What do you look for in a job?
24.
What do you expect from an employer?
25.
Do you believe you are capable of satisfactorily completing the tasks as outlined in the
job description for this position?
Note: It is beneficial to ask additional questions which are specific to the position being applied
for, such as: What type of equipment are you trained to operate? What computer skills
do you possess? How would you react to this situation?
Page 32
Item
Name
Address
Sex and/or
Sexual
Orientation
Marital Status
Family Status1
Age
address
any enquiry into gender
any enquiry into sexual
orientation
any enquiry into
pregnancy, child-birth, or
child-bearing plans
any enquiry (i.e. single,
married, divorced,
engaged, separated,
widowed, or living
common-law)
any enquiring into number
of children or dependents
any enquiry about
arrangements for child
care
any enquiry, (e.g. request
for birth cert. or baptismal
record, that may reveal the
age of the applicant)
full name
information required
for tax/insurance
purposes
information required
for tax/insurance
purposes
Ensure that questions in an interview are not prefaced with phrases such as, Given that you are
married..., or You have a family.... These phrases are inappropriate and are not permitted.
1
Page 33
Item
National,
Ethnic, or
Aboriginal
Origin
Race and/or
Colour
Photograph
Languages
mother tongue
how and where language
skills were attained
documentary proof of
eligibility to work in
Canada
request for a
photograph if
required for
identification
purposes
Page 34
Item
Religion or
Creed
Military Service
Height and
Weight
Physical
Disability or
Mental
Disability
Sources of
Income
Political Belief
or Affiliation
Organizations
membership in
professional associations
or occupational groups
can be asked if it is a job
requirement
Page 35
Page 36
Appendix G
Candidate Profile Form
Name: _____________
WEIGHT
Thorough knowledge of
(subject area)
Review resume with candidate & explore depth of experience; ask what are the latest
trends and developments in the (field), or how do you keep current with what is
happening in the (field)?
Thorough knowledge of
(process)
3
4
ABILITY
1
To communicate effectively
orally
vocabulary assess during entire interview and/or set up presentation; look for:
clarity
conciseness
logical flow of ideas
good vocabulary
professional presentation (appropriate choice of words, no slang, etc.)
understandable
Page 37
To communicate effectively in
writing
Behavioural question: Please describe project that you have managed from beginning
to end.
or ability question: Let me tell you about one of our projects.....How would you
manage it?
To effectively prioritize
in basket exercise
OR build on previous question by asking the candidate to establish priorities
(cover in reference check)
Behavioural question: Tell me of a time when you were working as part of a team and
a project wasnt going so well. What was it like, and what did you do?
Reference check
Simulation through actual meeting with the work group the candidate could expect to
work with
How would you handle a situation where there are too many projects and too little time?
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What time management techniques are you familiar with? Which ones do you use?
PERSONAL
SUITABILITY
1
Team oriented
What makes for a good team? What makes for a less than optimal team?
(Consider covering in reference check)
Creativity
Persuasiveness
WORKING CONDITIONS
Page 39
Note: If weights are to be used, it is usually easier to use a maximum of 100 weighted points so that everyone is aware of what a 5
or 10 point difference between candidates really means.
Page 40
clarity
conciseness
good vocabulary
understandable
Be prepared to be flexible. It is always possible that a candidate will come up with a better
answer than the one you may have thought of.
Interviewers remarks regarding the interview:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Signatures
Note: Please remember that individuals of different cultures may have different expectations
about interviews. For example, it is customary in some cultures not to look at the interviewer
when responding as a sign of respect. This could be misconstrued as "shyness."
Page 41
APPENDIX H
Guidelines for Assessment of Each Factor
Planning and Organizing Skills
Definition:
Assessment Procedure:
Consider:
Knowledge
Definition:
Assessment Procedure:
Consider:
testing areas of critical subject matter in relation to job requirements
developing standard questions to test knowledge
administering questions orally and/or in writing
Leadership and Teamwork Skills
Definition:
Assessment Procedure:
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Consider:
Problem-Solving Ability
Definition:
Assessment Procedure:
Consider:
Quality of Judgment
Definition:
Assessment Procedure:
Consider:
Candidates awareness of implications of alternative solutions to
problem-solving case presented to him/her
Page 43
Interpersonal Skills
Definition:
Assessment Procedure:
Consider:
Communication Skills
Definition:
Assessment Procedure:
Consider:
Clarity of expression
Delivery of answers/questions
Specific writing samples
Page 44
Assessment Procedure:
Consider:
Page 45
(date)
(name)
(address)
(address)
(address)
Dear (name):
Interviews for the position of (applicable position) were held this past week and we were very
impressed with all of the candidates. The interviews were instrumental in narrowing the choice
for a successful candidate for the position.
We have notified the candidates with whom we will be conducting second interviews. Although
we are unable to offer you a second interview for the position, we encourage you to apply for
other positions with *insert municipality* as they become available.
Thank you for your interest in employment with *insert municipality*, and best wishes in your
employment search.
Sincerely,
(name)
(title/department)
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APPENDIX J
(name)
(name)
(address)
(address)
(address)
Dear (name):
Interviews for the position of (applicable position) were held this past week and we were very
impressed with all of the candidates. The interviews were instrumental in narrowing the choice
for a successful candidate for the position.
We are pleased to offer you a second interview to further discuss your qualifications and interest
in this position. Your interview has been scheduled for (date and time). Please call our
administrative offices at (telephone number) to confirm your appointment.
Thank you for your interest in employment with *insert municipality*. I look forward to seeing
you at that time.
Sincerely,
(Name)
(title/department)
Page 47
APPENDIX K
(name)
(address)
(address)
(address)
Dear (name):
RE: *insert municipality* Employment Letter of Offer
Following a successful interview, *insert municipality* is pleased to make the following offer
of employment to you:
Position:
You will be employed as the (Position Title). Your immediate supervisor will be (Name),
(Position).
Duties:
You agree to diligently, efficiently, and faithfully perform all duties which may be prescribed
from time to time by the employer including, but not limited to, those set out in the position
responsibilities as attached. Please take note that this is subject to change based on any future
changes within the organization
Term:
Notwithstanding the date upon which you may execute this offer letter, your employment in this
full-time permanent position shall be deemed effective (Day and Date) and will continue unless
earlier terminated in accordance with the terms set out below.
Remuneration:
Your annual salary will be ($00,000) less all required or permitted deductions and withholdings.
Your normal hours of work will be 8:30 a.m. to 4:30 p.m. with a one hour lunch break, 35 hours
per week. If overtime is required it will be paid at a rate of 1.5 times your regular hourly rate or it
can be banked and taken as time in lieu. Hours and location of workplace may vary as the work
environment may dictate and will require the approval of your supervisor.
Probation:
Notwithstanding anything to the contrary contained herein, the period of six months shall be
deemed to be a period of probation (the Probationary Period).
Human Resource Standard Operating Procedures
Page 48
Vacation:
You will be eligible for two weeks of paid vacation per year. Vacations are taken in the year in
which they are earned. For the first year of your employment, your vacation entitlement is
prorated. Your vacation entitlement is calculated on our fiscal year ending March 31st of each
year.
Benefits:
You will be eligible to participate in the Municipalitys Group Insurance Plan in accordance with
the terms and conditions of the Plan after a two month waiting period. Currently the employee
pays 40% of the costs of monthly premiums and the municipality pays the remaining 60%.
However, for income tax purposes, the employee must pay 100% of the premiums for Long
Term Disability, therefore the percentages are adjusted so that the employee pays 22% of the
monthly premiums and the municipality pays the remaining 78%.
Pension:
You will be eligible to participate in the Municipalitys Pension Plan in accordance with the
terms and conditions of the Plan. Currently the municipality contributes 6% of base earnings and
the employee contributes 6% of base earnings to the Pension Plan. Membership in the plan is
compulsory after a waiting period of three months of continuous service.
Other Terms and Conditions:
You agree that the Employer has the right to enact or invoke policies and procedures governing
its employees, and you agree to be bound by all such policies and procedures, except where they
specifically contradict the terms of this offer letter. As an employee of the municipality, you
agree to comply with all Occupational Health and Safety rules, regulations, practices and policies
as established by the Nova Scotia Occupational Health and Safety Act and the municipality.
Termination by the Employer:
At any time during the Probationary Period, the Employer may terminate your employment for
any reason, in its absolute discretion, without notice or salary in lieu thereof.
The Employer may terminate your employment at any time (whether during or after the
Probationary Period) for cause without notice or compensation in lieu thereof.
Upon termination of your employment as set out herein, it is understood that you shall not have
further claims against, or be entitled to any further remuneration or compensation from, the
Employer arising out of the termination of your employment.
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** name**
**title**
cc
Page 50
I have read and considered the above provisions, and accept these provisions as the terms and
conditions of my employment with the Employer.
Agreed to this
day of
, 20
Employees Signature
Page 51
(date)
(name)
(address)
(address)
(address)
Dear (name):
Subsequent interviews for the position of (applicable position) were held this past week and we
were very impressed with all of the candidates. Having to choose one candidate for employment
from the group of highly qualified candidates was a difficult task.
We have made an offer of employment to the successful candidate. However, in light of your
personal and professional skills, we would encourage you to apply for other positions with
*insert municipality* as they become available.
Thank you very much for your interest in employment with *insert municipality*, and best
wishes in your employment search.
Sincerely,
(name)
(title/department)
Page 52
(name of individual)
Page 53
6.
7.
8.
9.
References
Many potential employees are routinely asked to provide references. Employers frequently
receive requests for letters of recommendation from employees seeking employment or
admission to academic programs and institutions. Department heads, administrators, and other
staff are often asked to provide references for staff members seeking other employment
Human Resource Standard Operating Procedures
Page 54
Checking References
Employees with responsibility for hiring in the department will frequently need to check on
references provided by individuals seeking employment in an organization. In conducting
reference checks, the following guidelines should be followed:
1. Reference providers identified by individuals seeking employment should only be contacted
when the individual concerned is being considered seriously for a position.
2. Departments and those in charge of the task of conducting reference checks should always
seek the permission of the individual before contacting his/her past or current employers or
supervisors. Candidates are normally asked on an application form to give such permission,
or they may be asked to do so during the interview. If permission is denied, the reasons for
the denial should be discussed with the candidate and the application should be reviewed to
determine whether contact with a past employer or supervisor is critical to an assessment of
the candidate's qualifications for the position. Interviewees should be asked whether they
object to current employers being contacted.
Human Resource Standard Operating Procedures
Page 55
3. Normally, at least two references from previous supervisors or employers should be checked.
However, if the individual is an internal candidate and has worked for one supervisor in a
department for several years, a thorough check with that supervisor is usually sufficient.
4. Where more than one given reference is contacted, consistency in the information provided
should be considered.
5. Questions asked of references should be job-related. Employees conducting reference checks
should be aware that improper enquiries regarding a prospective employee may result in
claims of discrimination under provincial Human Rights legislation. For example, questions
respecting an individual's age, sex, race, or marital status, etc. are prohibited (refer to the
Employee Interview Policy, Appendix B, Guide to Acceptable Interview Questions).
6. Generally, during reference checks, there are two main information areas to consider-factual and performance-related.
Factual (examples):
- employment dates
- position, company
- referees relationship to employee
- nature of job
- key responsibilities
- reasons for leaving
Page 56
1.0
Employment
5-10
Responsibilities
The Council will:
a)
review, amend, and adopt changes to the Municipality 's Staff Orientation Policy
b)
recommend to the Council changes to the Staff Orientation Policy where considered
appropriate
c)
d)
ensure the proper delivery of orientation training to new employees under his/her
direct supervision
2.0
a)
ensure the proper implementation of the Staff Orientation Policy in their department
by developing, in consultation with departmental staff and the Chief Administrative
Officer, a program of initial training for new employees
b)
assist and facilitate the training of new employees by the supervisors and managers
c)
ensure the proper delivery of orientation training to new employees under their direct
supervision
General Provisions
The Orientation Program for new employees with the municipality will vary in some
aspects from department to department. Orientation for new employees will be the shared
responsibility of the Director of Human Resources and the employees direct supervisor
and/or Department Head. In general, the municipality wishes to ensure that every new
employee is fully aware of the following as they affect their job:
1.
Page 57
The human resource policies and procedures and services offered to employees;
3.
The relevant goals and objectives of the municipality as a whole and the Department
within which the new employee will work;
4.
The requirements of the position being filled and the details of the job description;
5.
The requirements under the Provincial Occupational Health and Safety Act and
municipal Occupational Health and Safety rules, regulations, policies and practices;
6.
The person to whom the new employee will be responsible, will work with, or as
appropriate, will supervise; and
7.
On the first day of employment, an Employee Orientation package shall be provided to all
new employees which will include, but is not limited to:
Organizational chart
Payroll information
A physical tour of the facilities in order to familiarize the new employee with the
new surroundings.
Introductions to all current employees and a brief description of their respective jobs
and responsibilities, particularly how that position will relate to the new employee.
Location of first aid stations, lunch room, washroom facilities, bulletin boards,
employee and Council mail boxes, and office equipment.
Review of hours of work, lunch and other break times, and other behavioural norms.
Review of healthy and safe working practices and the required training available.
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Page 59
Starting Day
Ensure the following is carried out:
Complete employment letter of offer and discuss probation period.
Review vacation and sick leave accumulation and requesting time off.
Review employee performance appraisal system and disciplinary process.
Work space and the following tools are assigned (as applicable):
Phone, phone books, business cards, security access card.
User manuals for other hardware and/or software.
Network user and e-mail ID, other software ID as necessary.
Explanation of site specific safety rules and policies; assignment of personal protective
equipment and completion of New Employee Safety Orientation Check List.
Information is given on the following:
Office organization/layout is explained.
Accessing/ordering office/work supplies, files, etc.
Handling incoming and outgoing (snail) mail.
Operating internal and external telephone lines.
Office circulation files, if applicable.
Where to put personal belongings; security of same.
The building, including a walk around to see fire exits, rest rooms, smoking areas,
coffee, water, lunch/break areas, etc.
End of day routines for lights, computers, photocopiers, telephones, doors, etc.
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After 30 Days
Review Orientation Checklist and schedule outstanding issues.
Within 3 Months
Key people and offices within the organization have been met.
New employee has been checked with regularly to answer questions and offer support.
Page 61
The objective of orientation is not only to help employees feel comfortable with their roles, but to
show them how to succeed. Leaders should establish an open communication with their
employees and continually ask for and give feedback to the employee to guide and coach them to
the best that they can be.
The most important aspect of this communication is clear, measurable objectives outlining what
is expected and how and when it will be measured.
Everything the leader/manager expects of the new employee should be discussed openly with
them. The better the leader is prepared to explain goals and expectations, the more confidence the
employee will experience, and the quicker the employee will adapt to the organization.
A key orientation issue is aligning employee expectation and the actual responsibilities of the
new job. New employees may have unrealistically high expectations about the amount of
challenge and responsibility they will have on the job. There is evidence that a mismatch between
expectations and actual job responsibilities plays a significant role in early turnover. Ideally, this
clarification for job expectations would have begun during the interview process.
The task of assigning work related tasks to the employee should be done gradually, to allow for
information gathering as opposed to information overload.
Assigning an experienced, friendly and knowledgeable employee to act as a buddy during the
first one or two weeks will allow for help with the innumerable questions that will occur in the
first few weeks.
A good orientation is one that is ongoing. A new employee cannot be exposed to a few days of
orientation and then forgotten.
The role of the leader/manager is the most important part in an orientation process. Your attitudes
and expectations will define what type of environment a new employee will work within. The
challenge is to ensure the environment is welcoming, stimulating and part of a total
organizations commitment to the development of its human resources.
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1.0
Responsibilities
1.1
1.2
1.3
2.0
Employment
5-20
review, amend, and adopt changes to the Municipality 's New Employee Safety
Orientation Policy
b)
c)
d)
b)
assist and facilitate the training of new employees by the supervisors and
managers
c)
General Provisions
Page 63
The three rights afforded by the Nova Scotia Occupational Health & Safety Act;
The Municipalitys Occupational Health & Safety Policy;
The employees responsibility for safety;
General safety rules and practices;
First Aid and Emergency Response;
The members of the Municipalitys Joint Occupational Health & Safety Committee
and the location of where the Committee-related information is posted;
Emergency Plans;
Rules for reporting accidents, injuries and near misses; and
Municipal Safety Manual location for reference by employees;
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Occupational Health and Safety Committee members and bulletin board location
Page 65
Hard Hat
Safety Vest
Safety Boots (CSA Class 1 provided by employee)
Safety Glasses
Work Gloves
Rubber Boots (CSA Class 1)
Rain Suit
Ear Plugs or Ear Muffs
Respirator (Full or Half Face)
Other
Employee:
Date:
Supervisor:
Date:
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1.0
Responsibilities
1.1
1.2
1.3
1.4
2.0
Employment
5-30
b)
c)
b)
c)
d)
prepare probationary reports for those employees under their direct supervision
b)
convey to those employees details of the operation and the purpose of the
Probationary Period Policy
c)
General Provisions
Page 67
2.1
e.
Termination:
i) The Department Head and the immediate supervisor will meet with the
employee and union representatives where applicable. At the meeting, the
employee will be provided in writing with a letter detailing the reasons for
the dismissal. A copy of the letter will be retained in the employee's
personnel file.
ii) The immediate supervisor will complete a Separation Form for the
employee. This will be forwarded to the Human Resource Department.
f.
During the probationary period, the immediate supervisor is responsible for ensuring
that the employee is aware of performance problems.
Page 68
Satisfactory
Outstanding
Job knowledge
Quality of work
Quantity of work
Development/progress
Dependability
Initiative
Co-operation
Conduct
Team member
Interpersonal skills
Attitude toward job
Safety consciousness
Punctuality
Attendance
1
1
1
1
1
1
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2
2
2
2
2
2
2
3
3
3
3
3
3
3
3
3
3
3
3
3
3
4
4
4
4
4
4
4
4
4
4
4
4
4
4
5
5
5
5
5
5
5
5
5
5
5
5
5
5
Overall Rating
Comments: _____________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Page 69
____________________________
Employees Signature
_____________________________
Supervisor's Signature
____________________________
Date
_____________________________
Position
Date: ________________
Page 70
Page 71
1.0
General Provisions
In accordance with this intent, the municipality has defined a variety of procedures related
to the Employee Compensation and Review Policy (#6-10) and will provide compensation
to employees in accordance with this policy.
Subjects to be provided for in the Employee Compensation and Review Standard
Operating Procedure include:
2.0
Responsibilities
2.1
Page 73
b) authorize any changes in the overall compensation and benefits provided to the
Chief Administrative Officer .
2.2
b) make changes to existing salary scales and benefit plans, as required, for all
employees
c)
f)
g) provide for municipal medical plans, as necessary, under the terms of the
compensation and benefits plans and/or applicable collective agreements
h) approve and recommend to Council all salary increases for department heads up
to the maximum rate established for the position
i)
j)
ensure that the results of the compensation survey are applied consistently
complete required cards, forms, and documents for compensation and benefit
plans, including leave of absence and salary documentation
Page 74
d) review, on a regular basis, the procedures required to administer plans within the
municipality, in conjunction with the Chief Administrative Officer or designate,
and make recommendations for potential changes to existing and proposed plans
2.5
e)
f)
General Procedures
3.1
An external salary survey will be conducted at least every four years by the
Chief Administrative Officer, or designate, in order to obtain information on
compensation programs of other comparable employers. This will be conducted
for both employees covered by collective agreements and staff members not
included in bargaining units.
b) The Chief Administrative Officer (or designate) will prepare and recommend for
the consideration of Council, a compensation plan covering all employees not
included in bargaining units. Normally, the compensation plan will include for
each class of employee a minimum and maximum rate and intermediate rates as
considered necessary and equitable. The rate of pay assigned to each class will
reflect fairly the differences in the duties and responsibilities between it and
other classes. When setting the rates of compensation, the following should be
considered:
3.2
any relevant and unusual problems concerned with recruitment and turnover
for a particular group of employees
Page 75
b) Once salary scales have been established, they will be increased annually by the
increase in the cost of living (increase of the Consumer Price Index) in order to
recognize the decrease in the purchasing power of money and in order to
maintain the standard of salary scales established by policy. The CPI factor used
for this calculation will be the average CPI for Nova Scotia as reported by
Statistics Canada for the twelve month period March of the prior year to
February of the current year. This factor will be used as a guide. CPI increases
will be effective as of the first of each fiscal year April 1st.
OR
c)
2.2%
2.0%
$50,400
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3.3
3.4
Pay Equity
a)
4.0
b) The municipality will develop and adopt a Compensation Plan which will be
based upon the results of the Compensation Survey and the Job Classification
Plan.
c)
4.2
Increment dates will be granted as of April 1 of each year. The first increment
may be granted following the successful completion of a probationary period or
upon completion of one years service.
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4.3
4.4
b) After a period of three months from the date the employee began performing in a
dual capacity, the Chief Administrative Officer (or designate) will review the
vacant position to determine whether the position will be retained, deleted or
incorporated with other established positions. At that time, any permanent
salary adjustment which may be approved, according to policy, for the employee
who was operating in a dual capacity will be retroactive to the first pay period
following three months continuous service in a dual capacity. In addition, the
position description should be revised to reflect the new duties.
c)
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1.0
General Provisions:
a.
Travel expense reports for the Mayor, Councillors, Department Heads, or committee
members must be signed and certified correct by the individual making the claim and
signed as approved by the Chief Administrative Officer. Any travel expense reports
for staff must be signed and certified correct by the employee and signed as approved
by the employees Department Head.
b.
Travel expense reports for the Chief Administrative Officer must be signed and
certified correct by the individual making the claim and signed as approved by the
Mayor.
c.
Mileage (kilometers driven) shall be paid for personal motor vehicle use while on
municipal business at the current rate approved by the Federal Government as their
policy for allowances paid for travel in Nova Scotia.
d.
Meal allowances for breakfast, lunch and dinner shall be established and paid for
business travel at the current rates approved as policy by the Federal Government for
travel in all provinces. Members of Council, committees or municipal staff traveling
on approved business may add to these amounts any tax paid, as well as the cost of
any gratuity paid to a maximum of 15%.
e.
f.
g.
h.
Members of Council, committees and staff should when possible, reduce travel costs
by sharing accommodation or automobile transportation with others, or resort to a car
Page 79
When attending a conference or seminar where the registration fee includes any
meal, that meal or any optional meal taken cannot be claimed on any expense report.
j.
k.
Detailed receipts showing amounts paid including taxes must be attached to expense
reports. Receipts for the following expenditures are not required:
Meal Allowances claimed per Policy Section 1(c)
Highway or Bridge Tolls
Page 80
1.0
Business Hours
a)
The core business hours for municipalities are between 8:30 a.m. and 4:30 p.m. from
Monday to Friday, excepting statutory holidays or other closures as deemed by the
Chief Administrative Officer. This means that the public can expect offices to be
open for business during these times and services will be provided during these
hours. Different parts of the operations may have longer hours in order to provide a
necessary level of service to the public.
Accordingly, the standard work week for non-union employees is 35 hours per week
and 40 hours per week for unionized employees (per the Collective Agreement).
b)
2.0
Provisions within the Collective Agreement for shift work supersedes the abovenoted hours of work for unionized employees. The Municipalitys Earned Days Off
SOP provides for variation on the daily hours worked, with eligible employees
working a compressed work week.
Meeting Attendance
a)
Employees who are required as part of their regular job responsibilities to attend
meetings outside of their regular working hours will be compensated with a meeting
fee. The fees are as follows:
If more than one meeting is held in the same evening (i.e. Public Hearing and
Council Meeting), employees will only be compensated for the one primary meeting.
Employees will not be compensated for mileage or travel time to attend those
meetings. There shall be no equivalent time off from regular working hours for
attendance at these meetings.
3.0
Overtime
Page 81
b)
Employees who are required for involuntary overtime will be compensated for time
worked beyond one hour in excess of regular hours of work, when it is operationally
required as determined by the employees supervisor.
c)
4.0
Carry-over of accumulated overtime hours from one fiscal year to the next will
not be permitted. All employees who accumulate overtime hours must use those
hours within the fiscal year which they are earned, or they will be paid out by
March 31st of each year.
Employees who work voluntary overtime will not be compensated for time worked.
Inclement Weather
a)
Municipal offices remain open during severe weather conditions unless declared
closed by the Chief Administrative Officer (or designate). In the event of a closure,
managers are required to make every effort to maintain at least a minimum level of
service to the public.
b)
In the event of inclement weather, employees are expected to make every effort to be
at work during their normal working hours. However, the municipality recognizes
that inclement weather can create concerns for employees with respect to attending
work and employees must use their own judgment in determining whether it is safe
to travel.
c)
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If the municipal offices are shut down due to weather after an employee has reported
to work, such time off for that employee shall be considered discretionary paid leave.
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1.0
General Provisions
1.1
Vacation Entitlements
a)
The municipalitys vacation year begins April 1st and ends March 31st of the
following year. Term and contract employees shall have vacation entitlements
outlined in their employment letter from existing policy entitlements. Full-time
employees are granted vacation with pay in accordance with years of
completed service as follows:
Fifteen (15) days commencing with the month in which the employees
third (3) year anniversary of continuous employment occurs;
Twenty (20) days commencing with the month in which the employees
tenth (10) year anniversary of continuous employment occurs.
b)
c)
d)
Vacation pay for each week of vacation shall be at the rate effective
immediately prior to the commencement of the vacation period.
e)
All unpaid leave will not be included when determining vacation entitlement.
However, the employee will not lose seniority by taking an unpaid leave.
f)
Any employee who works less than the full year shall be granted vacation with
pay on a pro-rata basis.
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1.2
g)
If an employee is hired and begins work between March 1 and April 1 of any
given year, the employee shall receive vacation pay on their last pay cheque
prior to April 1. The vacation pay will be at the rate of 4% of gross earnings.
h)
i)
Employees are expected to take all of their vacation leave during the vacation
year in which it has been earned unless the Chief Administrative Officer has
approved a carry-over. Employees must request in writing the carry over and
indicate the number of days as well as a reason for the vacation deferral.
j)
Payment in lieu of unused vacation days is not provided, unless you are leaving
your employment.
k)
l)
m)
n)
An employee who is entitled to less than twenty (20) days vacation may take a
maximum of ten (10) consecutive vacation days at one time. An employee who
is entitled to twenty (20) days or more vacation may take a maximum of fifteen
(15) consecutive vacation days at one time pending operational requirements.
Public Holidays
a)
Canada Day
Labour Day
Thanksgiving Day
Remembrance Day
Christmas Day
Boxing Day
and any other day legally proclaimed as a holiday by the Federal, Provincial
or Municipal Government. The holiday shall be observed on the day in which it
falls unless the Holiday falls on a weekend, in which case an alternate day will
be designated.
Human Resource Standard Operating Procedures
Page 85
Only employees who are actively working are entitled to be paid for holidays.
Employees on Workers Compensation and unpaid leaves of absence shall not
be paid for holidays. If an employee is sick on a holiday, the employee shall be
paid for the holiday but no sick pay shall be deducted.
c)
Page 86
1.0
General Provisions
1.1
All sick time awarded by prorated calculation or taken as fractions of a day shall be
rounded to the nearest half () day for record purposes and shall be awarded,
deducted and tracked by the employees Department Head or designate. At least once
per year all employees shall be advised of the balance of their accumulated sick
leave.
1.2
Sick leave may be taken in hourly increments and rounded up to the nearest quarter
day.
1.3
1.4
1.5
It shall be the responsibility of the employee to make arrangements for the needs
during illness or injury of an immediate member of the employees family. When no
one other than the employee can provide these needs an employee shall be granted
sick leave benefits to care for the member of the family who is ill or injured.
1.6
Under exceptional circumstances, an employee with more than two years of service
who has exhausted his/her sick leave credits, and other leave credits, and who has
applied for LTD may, at the discretion of the Chief Administrative Officer, be
granted discretionary paid sick leave for some or all of the period until the LTD
benefit commences, or is denied. If granted, such sick leave will be recovered at the
Page 87
If an employee is on paid vacation or holiday leave, sick leave credits will continue
to be granted according to this policy as if the vacation or holiday time were regular
time worked. If an employee is on sick leave, paid or unpaid by the municipality,
he/she will not be awarded or granted sick leave credits for that period of time. The
monthly award for sick leave benefit will be reduced by a prorated amount.
1.8
Employees are expected to make every effort to schedule their medical appointments
outside of normal work hours. When this is not possible, and at the discretion of their
supervisor, an employee may be granted time off with pay as discretionary leave, or
make up lost time by mutual agreement. If the medical appointment is out of town, a
reasonable amount of time to attend the appointment shall be deducted from the
employees sick leave if absence from work is over three hours.
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1.0
2.0
General Provisions
1.1
1.2
Any request for leave of absence without pay for three days or less may be
authorized by the employees immediate supervisor.
1.3
A request for leave of absence without pay exceeding three days, or any request for
leave with pay (except for those outlined herein, or an absence due to illness or
injury), must be submitted, in writing, to the employees immediate supervisor, at
least one week in advance of the starting date of the requested leave. If the leave is
granted, the supervisor is responsible for issuing the appropriate notices to the
employee, Director of Human Resources, and the Payroll Clerk.
1.4
In all cases, the employee will be informed by the immediate supervisor of the
disposition of the request for leave.
1.5
Types of Leave
2.1
Bereavement Leave
a)
For a death in the employee's immediate family (spouse, common law partner,
same-sex partner, parent, legal guardian, child, and sibling including step
relations) the employee shall be granted five (5) consecutive working days
leave with pay. Where the burial is outside the province, additional time shall
be granted for travel up to a maximum of three (3) days.
b)
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2.2
c)
d)
Four hours leave (without loss of pay) will be granted to employees to attend
funerals of other relatives.
e)
f)
g)
The municipality will grant Pregnancy and Parental Leave in accordance with
the Nova Scotia Labour Standards Code. Should there be discrepancies
between this policy and Provincial and Federal legislation, the latter will
supersede this policy.
b)
The provincial legislation sets out the eligibility and conditions for an
entitlement to 17 weeks of maternity leave and 35 weeks of parental (including
adoption) leave for a maximum of 52 weeks of unpaid leave. Maternity leave
commences not more than 16 weeks in advance of the expected delivery date
and the employer is entitled to 4 weeks advance notice.
c)
The federal legislation sets out the eligibility and conditions for entitlement to
federally-funded maternity and parental (including adoption) benefits.
Information concerning these federal government benefits is available from the
local Human Resources Development Canada (HRDC) office; see the Blue
Pages listing for the nearest office.
d)
e)
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g)
2.3
Civic Duties (the following was not formerly included in any Municipal Policy)
a)
A leave of absence with pay and without loss of any benefits shall be given to
every employee, other than an employee on leave of absence without pay or
under suspension, who is required
to serve on a jury, or
by subpoena or summons to attend as a witness at any court or other legal
process where by law the employee is compelled to attend.
b)
2.4
2.5
Any employee given a leave of absence with pay to serve on a jury shall have
deducted from his salary an amount equal to the amount that the employee
received for such jury duty exclusive of any travel allowance.
Election Leave
a)
The Canada Elections Act provides that employees who qualify as electors in a
federal election are entitled to three (3) consecutive hours, while the polls are
open during which to vote. If hours of work do not allow for this, the employee
will be granted enough time off, with pay, to make up the three consecutive
hours. For example, if the polls close at 7:00 p.m. and the normal work day
ends at 4:30 p.m., the employee will be granted one-half hour of paid leave to
meet the requirements of the Act.
b)
For Provincial elections, the provisions of the Elections Act require employers
to grant employees sufficient time off so that they have up to three (3)
consecutive hours in which to vote in a provincial election.
An employee will be granted one day of leave with pay for the purpose of
being sworn in and receiving Canadian citizenship papers.
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2.6
2.7
Military Leave
a)
2.8
2.9
All employees shall receive leave with pay for attendance at any professional
development activities, conferences or examinations necessary for the
completion of training and development courses directly related to municipal
duties, as applied for appropriately and approved by the employees supervisor.
Employees of the municipality may be eligible for up to three (3) paid working
days (which can be taken in hourly increments), to volunteer their time with
recognized organizations, schools, institutions and non-profit groups based on
operational requirements and the approval of their immediate supervisor.
Times should be scheduled between the employee and the employer with as
much advance notice as possible.
b)
Employees who are members of local volunteer fire departments and/or search
and rescue organizations will be permitted paid time away from work to
respond to emergencies as they arise, providing operational requirements are
being met. Should time away become excessive, limitations may be imposed
by the employees immediate supervisor or the Chief Administrative Officer.
b)
For any leaves of absence without pay extending beyond fifteen (15) working
days, the following should be noted:
Sick pay cannot be drawn while on leave without pay, and no sick days will
be accumulated during said leaves of absences.
No pay shall be granted for statutory holidays occurring during the leave
period.
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Absenteeism shall not be confused with leaves of absence. All absences from
regular working hours shall be termed excused or non-excused. All approved
leaves of absence shall be classed as excused absences. Cases of unexcused
absences from work, such as continual reporting late to work, leaving early
from work or any unapproved absence during working hours, are matters of
performance appraisal and discipline.
Page 93
1.0
General Provisions
a)
b)
The waiting period for any new employee to join the program will be two months.
There will be no waiving or altering of the waiting period by the municipality. An
employees application shall be completed and forwarded to the group insurance
company in a timely manner according to their policy.
c)
The employee shall pay 40% of the costs of monthly premiums and the municipality
will pay the remaining 60%. In cases where it is advantageous (for income tax
purposes) for the employee to pay 100% of the premiums for a particular benefit, the
municipality will pay an increased percentage of other benefit premiums in the plan
to a maximum of 60% of the total plan premiums. Seasonal Works Department
employees will contribute their share of annual costs over the number of pay periods
they are expected to work in that year. The number of pay periods will be determined
and advised by the Director of Public Works.
d)
Any employee will have the option of declining the health and dental components of
the benefit program providing that they have comparable coverage through their
spouses plan. They will also be required to sign a waiver as provided by the insurer
as well as provide proof of spousal plan carrier and plan number.
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2.0
e)
f)
g)
Employees who qualify for Long Term Disability benefits will be responsible for
40% of the premium costs for a twenty-four (24) month period. If the employee does
not return to work after twenty-four (24) months, the employee is then responsible
for 100% of the benefit premiums.
h)
Employees who are absent from work due to a work related injury or illness that is
covered by the Workers Compensation Board will be responsible for 40% of all
premium costs until they return to work or become eligible for disability benefits.
i)
Employees who retire prior to age 65 will be offered the opportunity to remain on the
medical and dental benefits that they qualify for but will be responsible for 100% of
the premium costs.
j)
The municipality reserves the right to amend the Group Insurance Plan at any time.
The municipality will consult with employees before making any amendments
k)
It is beyond the scope of this policy to include all benefit details. Employees are
encouraged to consult their Employee Benefits Booklet.
Pension Plan
a)
b)
c)
The municipality shall contribute 6% of base earnings and the employee shall
contribute 6% of base earnings to the pension plan. Deductions from employees are
to be made from each pay cheque or direct deposit with remittances to be made by
the municipality to the Pension Company on a monthly basis. Pension contributions
for Unionized employees are specified within the Collective Agreement.
d)
An employee may elect to have voluntary deductions made from his/her pay and will
advise the municipality in writing of the amount(s) accordingly. The municipalitys
contribution will not exceed the amount previously stated in section 15.
e)
Upon termination of employment with the municipal unit, an employee who has
completed less than twenty-four (24) months of continuous service, the
municipalitys contribution to the plan plus interest will be refunded to the
municipality. The employee is entitled to:
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g)
3.0
h)
The municipality shall provide professional advice to every member of the plan
through a confidential meeting or interview with a pension advisor at least once a
year; further, annual statements of plan performance will be provided prior to this
meeting.
i)
The municipality reserves the right to amend the Pension Plan at any time. The
municipality will consult with employees before making any amendments.
j)
It is beyond the scope of this SOP to include all benefit details. Employees are
encouraged to consult with the Pension Plan Administrator.
b)
c)
d)
The EAP is a voluntary program that employees should feel free to access at their
own choice. There will be no mandatory referral to EAP.
Page 96
4.0
The program is structured to allow employees choice in how they access EAP. The
administration and operation of the program is coordinated through the Chief
Administrative Officer. A brochure providing greater detail on the range of services
available under the EAP is available from the Director of Human Resources.
Non-Permanent Employees
a)
Employees working less than 4/7 time: Employees working less than four (4) hours
per day (4/7 time), or the equivalent of 20 hours per week, are classified as casual
employees and are normally paid on an hourly basis. Part-time employees working
less than 4/7 time per week are entitled to a percentage of holiday pay in accordance
with the specific provincial government legislation.
b) Employees working 4/7 time or more: Employees working 4/7 time or more per
week, but less than full time, on a continuous basis are classified as part-time
employees. Part-time employees working 4/7 time or more per week are entitled to a
percentage of holiday pay and, when they have worked for one month, are entitled to
pay at their normal rate of earnings for statutory holidays occurring in their period of
service. Temporary Employees (may include short- and long-term contract
and/or casual positions)
c)
Temporary employees are entitled to the following employee benefits (other than
statutory employee benefit contributions):
d)
Vacation pay, in the amount of a 4% of gross pay earned in any given pay period,
will be added to each pay cheque.
Statutory holiday pay will be paid for those holidays which occur during the period
of continuous temporary employment in accordance with the appropriate provincial
legislation. As is applicable to all employees, pay for a statutory holiday is granted
only when the employee earns wages on the working day before and the working day
after that holiday. (Note: This may not be the case for employees hired on contract
and paid only for those hours worked. This must be clearly outlined in contract
arrangements.)
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1.0
Responsibilities
1.1
1.2
1.3
review, amend and adopt changes to the Employee Training and Development
Policy
budget an amount of 3 and percent of the total payroll annually toward the
training of staff and elected officials
ensure that proper records are established and kept up to date with respect to
participation in training/education activities
b)
c)
d)
e)
f)
g)
Page 98
ensure that programs provide employees with the necessary skills to meet
current and future job demands
c)
d)
ensure that all courses of training and professional development taken are
recorded on the appropriate employees' personnel files
e)
emphasize the need for the ongoing development of staff and ensure that staff
development is undertaken in a planned and comprehensive fashion
f)
g)
h)
2.0
b)
c)
d)
e)
Assist cross training efforts through documenting critical procedures and tasks
associated with their specific position and reviewing those procedures with
other employees as assigned by their immediate supervisor.
General Procedure
For all training and development activities, applicants will be selected on the basis of
identified municipal and individual needs, assuming candidates meet program standards
and requirements.
2.1
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2.2
Application
All employees who are applying for, or are requested to participate in, training and
development courses will complete the Application for Training (see Appendix A) in
consultation with their supervisors. Detailed descriptions of course content and
requirements should be attached to the application.
2.3
b)
If the municipality pays for courses or long term programs costing $2,500
or more, the employee may be required to remain in the employment of the
municipality for at least one year following completion of the course. If the
employee terminates employment before the one year has expired, he/she
may be required to reimburse the municipality for a pro-rated portion of
the cost based on the non-expired portion of the one year period.
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2.4
Categories of Training
a)
b)
c)
d)
Mandatory Training: The municipality will pay 100% of the total cost
associated with enrolment and travel expenses incurred by the employee.
(Examples of mandatory training would be CPR, First Aid, Occupational
Health and Safety, Water Treatment, Traffic Control, Police Standards, etc.)
Page 101
State why you believe that this particular program will prove beneficial to both yourself and the
municipality:
________________________________________________________________________
________________________________________________________________________
______________________________
Employee's Signature
____ not approved
Reason: _____________________________________________________________________
________________________________________________________________________
______________________________
Department Head's Signature
Page 102
Repayment Agreement
(for training costing $2,500 or more)
As per Section 3.3 b., if the municipality pays for courses costing $2,500 or more, the employee
will remain in the employment of the municipality for one year following completion of the
course. If the employee terminates employment before the one year has expired, he/she may be
required to reimburse the municipality for a pro-rated portion of the cost, based on the nonexpired portion of the one year period.
Name ____________________________
Department _______________________
_________________
Witness
Employee Conduct
8-10
Page 103
1.0
Responsibilities
1.1
1.2
1.3
1.4
review the Municipality's Code of Ethics Policy as required and make any
amendments considered appropriate
b)
ensure that department heads promote the ethical standards expressed within
the Code of Ethics Policy to their employees
c)
d)
investigate and review any reported violation of the Code of Ethics Policy and
approve and/or administer any subsequent corrective action
ensure that all employees of their department are familiar with the
Municipality's Code of Ethics Policy
b)
advise the Chief Administrative Officer of any perceived violation of the Code
of Ethics Policy by a member of staff, and institute appropriate preventative or
corrective action
c)
Municipal employees and public officials are agents of the public whose
primary objective is to address the needs of the citizens. As such, they are
entrusted with upholding and adhering to the bylaws of the municipality as
well as all applicable federal and provincial laws. As public servants, they
must observe a high standard of morality in the conduct of their official duties
and faithfully fulfill the responsibilities of their offices, regardless of their
personal or financial interests.
b)
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Employees should not exceed their authority, breach the law, or ask others to
do so, and should work in full co-operation with other public officials and
employees, unless prohibited from doing so by law or by formally recognized
rules of confidentiality.
d)
e)
f)
g)
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2.0
they are not authorized by law to act on behalf of the municipality or any
agent thereof in the awarding of the contract
all bids received and all documents pertaining to the awarding of the
contract are made available for public inspection for at least three (3)
months following the date of the awarding of the contract
h)
i)
3.0
Corrective Action
Violation of this Code of Ethics Policy by a municipal employee may constitute a cause for
corrective action (see #8-20 Employee Conduct Policy). Any reported violation of this
policy will be subject to investigation by the Chief Administrative Officer and/or Council.
Page 106
Revisions
The Municipality's Code of Ethics Policy and/or the sections contained therein will be
reviewed and amended by Council, in consultation with the Chief Administrative Officer,
as required.
5.0
General
When administering this policy, employees must adhere to the Municipal Government Act
(MGA) or any other provincial Acts governing municipalities and all relevant legislation
pertaining to the subjects covered in this policy. The administration of this policy is
further subject to the provisions of applicable collective agreements for unionized
municipal employees.
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1.0
Employee Conduct
8-20
Responsibilities
1.1
1.2
1.3
1.4
b)
ensure that the Employee Conduct Policy is understood and adhered to by all
employees
c)
d)
e)
b)
ensure that all department employees are familiar with all aspects of the
Employee Conduct Policy
c)
d)
e)
Supervisors will:
Page 108
2.0
a)
ensure that all employees, for which they are directly responsible, are aware of
the Municipality's Employee Conduct Policy
b)
assist the department head and/or other department managers in the application
of the Employee Conduct Policy
c)
d)
Level One
First offense: If not in itself serious enough to warrant suspension or discharge, an
employee will be given an oral reprimand and advised that another offense will result
in a written warning.
a)
The oral reprimand follows discussion of the problem with the employee. The
oral reprimand is an important step in the disciplinary process because it is at
this point that cause for further action can be prevented or, if cause persists, it
provides the foundation for further action. The oral reprimand normally takes
the form of a verbal warning to caution the employee that further action may be
taken if the matter is not resolved.
b)
If the offense involves a form of discrimination and/or harassment, the alleged victim
of this offense may at any time contact the Provincial Human Rights Commission.
2.2
Level Two
Second offense: If not in itself serious enough to warrant suspension or discharge,
an employee will be given a written warning and advised that another offense will
result in suspension.
a)
b)
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Level Three
Third offense: If not in itself serious enough to warrant discharge, an employee will
be given a suspension without pay and warned that another offense will result in
dismissal. (Normally, suspensions will be for a period of three days. However,
depending upon the offense, this period may vary.) Where suspension without pay is
not deemed to be an appropriate form of corrective action, other appropriate action
will be considered.
2.4
a)
b)
Level Four
Fourth offense: An employee will be dismissed. It will be conveyed that the
employee brought the action on him/herself and left the Chief Administrative
Officer, department head and/or other supervisor with no other alternative.
a)
b)
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4.0
5.0
Records of any corrective action taken as a result of a Group One offense (see
Appendix A) will be added to the employee's personnel file for a period of two years.
At the end of that time, if the employee has maintained a record of good conduct for
that two-year period, all accounts of this corrective action will be removed from the
employee's file. The employee will be informed that their record has been cleared. If
any additional corrective action was required during this period, all records of this
action will remain on the employee's file until they complete the necessary two-year
period of good conduct.
Note:
a)
the records describing the incident should be as complete and as detailed as possible
b)
the records will be dated and signed by the supervisor (i.e. Chief Administrative
Officer or department head) and, where appropriate, by the employee affected
c)
the records will state the action taken by the supervisor to address the situation
d)
the incident(s), as well as the effects or potential effects of the incident(s), will be
recorded
e)
those factors which were considered relevant to the degree of action taken must be
specified
f)
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Absence from duty without prior permission from the supervisor. The employee should
notify their department head or, if that is not possible, the Chief Administrative Officer
(prior to the start of their shift if possible), of the reasons for their absence and the expected
time or date of return. An exception may be in the case of sickness or other cause beyond
the control of the employee, which prevents obtaining prior approval.
2.
Unauthorized leaving of the working area at any time without permission from the
supervisor
3.
Neglecting job duties (e.g. reading for pleasure during working hours)
4.
5.
Failure to commence work at the beginning of the work period, and/or leaving prior to the
end of the work period without permission
6.
7.
8.
9.
10.
11.
Where the operations are continuous, an employee leaving his/her post at the end of a
scheduled shift, before being relieved by his/her supervisor or relieving employee on the
incoming shift
12.
13.
14.
15.
Failure to report loss of any certification required to carry out the performance of the job
(i.e. driving license)
Page 112
Page 113
Page 114
1.0
Employee Conduct
8-30
Sexual Harassment Policy (adopted 1994)
Responsibilities
1.1
1.2
b)
c)
1.4
a)
b)
c)
staff members are educated regarding the issues relating to sexual harassment
and the Municipalitys Sexual Harassment Policy and procedures.
ensure employees have access to the sexual harassment policies and procedures
and are provided with the opportunity to attend internal training programs;
b)
c)
ensure formal complaints about sexual harassment made to them are referred
immediately to the Director of Human Resources;
d)
Page 115
2.0
Employees will:
a)
b)
Procedure
Informal Resolution Options:
2.1
2.2
3.0
Formal Complaint:
3.1
If informal processes are not effective in resolving the situation to the satisfaction of
the complainant or if the complainant prefers to file a formal complaint immediately,
the complainant may register their complaint of sexual harassment, in writing, with
either:
a)
b)
c)
3.2
Upon receiving a complaint, managers are responsible for taking immediate action
by referring the complaint to the Chief Administrative Officer (or designate).
3.3
When a formal written complaint signed by the complainant is filed, the Chief
Administrative Officer (or designate) will notify the appropriate Department Head.
A copy of the formal complaint will be given to the respondent named in the
complaint. The respondent will be given a copy of the policy and will be advised of
Page 116
the right to file a complaint with the Nova Scotia Human Rights Commission;
b)
the right to report the incident(s) to the police where there is an indication that
a criminal offense was committed;
c)
the right to report the incident to their union and/or file a grievance;
d)
the right to retain and be represented by their own legal counsel or other person
of choice.
3.5
Every formal complaint will be investigated. The investigation of the complaint will
be assigned to a committee of two. This will be comprised of the Chief
Administrative Officer (or designate) and one other person who shall not be an
employee in the same department as the complainant or the alleged harassor.
3.6
The investigators will interview the complainant, the respondent, other individuals
relevant to the case and review any related documentation. If the allegations are
substantiated, the complaint will be resolved in the following manner:
a)
the seriousness and the effects of the offense will be discussed with the
offender;
b)
3.7
In the event that the investigators are not in agreement on the result of the
investigation, the complaint and investigation results will be submitted to the Chief
Administrative Officer for further consideration and action.
3.8
In the event the complainant is not satisfied with the results of the investigation,
he/she may:
a)
b)
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4.0
Records
4.1
If sexual harassment has been substantiated, the incident will be documented in the
offenders personnel file. No formal record will be kept if the allegation is not
substantiated.
4.2
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Endorsement
An effective policy should have the employer's endorsement of its importance, such as a
statement issued by senior management stating that sexual harassment will not be tolerated in
the workplace and that it is against the law.
Information
In order to obtain the benefit of a policy, all staff must be made aware of the policy and be
provided with an opportunity to discuss the policy. This can be done through workshops.
Once a policy is adopted, a copy of the policy should be provided to all employees.
If the policy includes a procedure for internal investigations, the employer should ensure that
those designated to investigate complaints of sexual harassment have a good understanding
of the policy and are trained in carrying out their functions.
If possible, designate two or three individuals to hear complaints. These individuals should
be viewed by other employees as being neutral and should have the authority to take action.
An employee can contact the designate he/she prefers. It is important for an employee to feel
that he/she will receive a fair hearing.
Any employee who feels he/she is being harassed is encouraged to make it known to the
individual concerned that the behaviour is unwanted. If the employee is not comfortable
confronting the individual, the employee can contact a more senior employee and request the
matter be addressed.
Page 119
Complaints are to be handled in confidence and individuals are to be protected from any
form of retaliation. The investigation should be conducted as soon as possible and every
effort should be made to resolve the matter.
Both the complainant and the person alleged to be committing the action are to be
interviewed separately. Any other individuals who may have relevant information regarding
the allegation should also be interviewed.
The policy should provide for disciplinary action if the evidence supports the allegation.
This may include suspension or dismissal. An incident report should be placed in the
appropriate personnel files.
Any individual who participated in the complaint process is to be protected from any form of
retaliation.
These guidelines were taken from the Nova Scotia Human Rights Commission, Guidelines
for an Effective Sexual Harassment Policy.
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1.0
Employee Conduct
8-40
Responsibilities
1.1
1.2
b)
c)
1.4
a)
b)
c)
staff members are educated regarding the issues relating to harassment and/or
discrimination and the Municipalitys Workplace Harassment/Discrimination
Policy and procedures.
b)
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1.5
2.0
c)
d)
Employees will:
a)
b)
Procedure
Informal Resolution Options:
2.1
2.2
3.0
Formal Complaint:
3.1
If informal processes are not effective in resolving the situation to the satisfaction of
the complainant or if the complainant prefers to file a formal complaint immediately,
the complainant may register their complaint of harassment and/or, in writing, with
either:
a)
b)
c)
Page 122
Upon receiving a complaint, managers are responsible for taking immediate action
by referring the complaint to the Chief Administrative Officer (or designate).
3.3
When a formal written complaint signed by the complainant is filed, the Chief
Administrative Officer (or designate) will notify the appropriate Department Head.
A copy of the formal complaint will be given to the respondent named in the
complaint. The respondent will be given a copy of the policy and will be advised of
the right to retain their own legal counsel or be represented by any other person when
he/she is required to be present during the process.
3.4
the right to file a complaint with the Nova Scotia Human Rights Commission;
b)
the right to report the incident(s) to the police where there is an indication that
a criminal offense was committed;
c)
the right to report the incident to their union and/or file a grievance;
d)
the right to retain and be represented by their own legal counsel or other person
of choice.
3.5
Every formal complaint will be investigated. The investigation of the complaint will
be assigned to a committee of two. This will be comprised of the Chief
Administrative Officer (or designate) and one other person who shall not be an
employee in the same department as the complainant or the alleged harassor.
3.6
The investigators will interview the complainant, the respondent, other individuals
relevant to the case and review any related documentation. If the allegations are
substantiated, the complaint will be resolved in the following manner:
3.7
a)
the seriousness and the effects of the offense will be discussed with the
offender;
b)
In the event that the investigators are not in agreement on the result of the
investigation, the complaint and investigation results will be submitted to the Chief
Administrative Officer for further consideration and action.
Page 123
3.8
In the event the complainant is not satisfied with the results of the investigation,
he/she may:
a)
b)
4.0
Records
4.1
4.2
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1.0
Responsibilities
1.1
1.2
1.3
2.0
Employee Grievances
9-10
b)
c)
d)
e)
ensure that department heads are aware of the Employee Grievances Policy and
its contents
b)
c)
ensure that employees are aware of the Employee Grievances Policy and its
contents
d)
Grievance Procedure
For this section, working days are defined as Monday through Friday, exclusive of
statutory holidays.
Page 125
2.2
The causes for grievance may include, but are not limited to, the following:
a)
b)
c)
d)
e)
2.3
2.4
Application
a)
This policy will apply to all employees of the municipality not covered by a
collective agreement.
b)
b)
Page 126
The supervisor(s) will give their reply within five (5) working days. In
addition to verbally informing the aggrieved employee(s), the reply will
be put in writing.
d)
b)
The department head will review the supervisor's decision and provide an
opportunity to the employee(s) to discuss the grievance.
c)
The department head will produce a reply in writing within five (5)
working days of receiving the grievance, which outlines the decision, the
reason for it, and any related recommendations. The final report of the
department head will be submitted in writing to the Chief Administrative
Officer for his/her information, whether or not a successful solution to
the grievance has been attained. All documentation will be retained on
file by the department head.
2.5
a)
If the second step does not result in a satisfactory solution (or in a case
where a department head wishes to file a grievance) the grievance may be
submitted in writing to the Chief Administrative Officer within five (5)
working days, outlining the department head's decision or, in the case of
a grievance initiated by a department head, as soon as possible.
b)
c)
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3.0
4.0
The Chief Administrative Officer may discuss his/her concerns with the
municipal solicitor or an external source, and take any action which may be
required.
b)
A copy of both the grievance submission(s) and the written reply(ies) will be retained
in a separate file at each level of the grievance process. Documentation pertaining to
the grievance or the investigation will also be retained on file. This file will be
forwarded to the next level in the grievance process, if further grievance action is
taken by the employee(s).
Revision to Policies
a)
Any agreed upon changes or revisions to the formal policies utilized by the
municipality, which arise as a result of the employee grievance process, will be
developed by the Chief Administrative Officer, or designate, and forwarded to
Council for review, amendment, and approval.
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1.0
Performance Management
10-10
Responsibilities
1.1
1.2
1.3
b)
b)
c)
d)
b)
Page 131
1.4
Supervisors will:
a)
b)
c)
Prior to the completion of the annual formal evaluation and discussion of this
evaluation with the employee, review the following aspects of the employees
record:
Attendance record with the municipality
Relevant background
Education
Work history
Duties, responsibilities, standards and/or measures of performance
pertaining to the employees position and/or applicable rules and
regulations of the municipality or department
Previous performance appraisal documents of the employee
Samples of reports, project results, or other work products generated by the
employee
Opinions of the other employees and supervisors who, in the course of
their work, had dealings with the employee during the assessment period
d)
General Procedure
Upon the introduction of the Performance Management Policy, or the implementation of a
revised policy:
a)
Page 132
managers and supervisors will be provided with an orientation session so that each
may become thoroughly familiar with the performance appraisal system adopted by
the municipality.
2.1
2.2
b)
The Formal Interview: The supervisor will discuss the employees annual
formal performance appraisal report with the employee in order to reinforce an
ongoing mutual understanding between the employee and the supervisor, in
terms of:
The formal evaluation form will be signed by the employee and supervisor
following the interview and discussion.
Following the formal interview between the employee and the supervisor, the
completed form will be forwarded to a reviewing officer (usually the
department head or the Chief Administrative Officer). The reviewing officer
will examine the performance appraisal report against the standard expected of
the employee and add any remarks to the form.
c)
Appeals: Employees, who feel that their overall rating does not represent a
trial evaluation of their performance over the new period, should try to resolve
these differences with their supervisor. If an informal agreement cannot be
reached, the employee will be given the opportunity to appeal, in writing, to the
Chief Administrative Officer (or some other designated official), within 15
days of the interview.
Page 133
e)
2.3
Department Heads Reports: The department heads will report to the Chief
Administrative Officer on:
Page 134
Description
Fully satisfactory
Satisfactory
Satisfactory
Less than satisfactory
Page 135
Position:
PART 1 - OBJECTIVES FOR REVIEW PERIOD (to be completed at the beginning of each review period)
This performance evaluation reflects the review period from
Attached to this evaluation are the following documents:
1.
2.
3.
to
Finish
Performance
Indicators/Measures
Page 138
Potential supplier
Course Title
Desired completion
date
Assessment
Description
Page 139
Fully satisfactory
Satisfactory
Satisfactory
Global rating:
Page 140
Signed:
Date:
Supervisors comments:
Signed:
Date:
Page 141
1.0
Responsibilities
1.1
1.2
1.3
review, amend, and adopt changes to the Human Resource Records Policy
ensure that a filing system is established and maintained which pertains to the
human resource procedures, policies and operating programs of the
municipality. The files may include, but are not limited to, the following
contents:
General Administration
organizational charts
job vacancies
Page 141
advertisements
workforce planning
re-employment file
applicant supply file
exit interview questionnaire form
recruitment correspondence
information concerning positions and person-hours
requests for transfer
probationary review form
employee orientation package
Employee Relations
grievance records
corrective actions
negotiated agreements
awards of recognition
Compensation and Benefits
compensation survey results
job evaluation forms
job re-evaluation requests and results
performance appraisal forms
b)
c)
establish and maintain a personnel file for each employee of the department.
These files will include copies of all forms, reports, letters and any other
records dealing with employment of each individual by the municipality. They
should include, but are not limited to, the following:
Page 142
d)
1.4
1.5
calculate the gross pay (regular and overtime) for each employee prior to the
end of each pay period, making the appropriate deductions as required by law
(including union membership dues, income tax installments, Canada Pension
Plan, Employment Insurance and Municipal pension plan) or as authorized by
the employee to include, but not be limited to Employee Savings Plan,
charitable deduction programs as authorized by the municipality, optional
extended health care programs, group life insurance plan deductions, additional
volunteer pension deductions and employee purchase plan.
b)
c)
administer the standard arrangement and pay employees and officers of the
municipality through a direct deposition system. Exceptions to this standard
may included, but are not limited to, retirement/termination payouts or special
circumstances, as determined by Department Heads or the Chief
Administrative Officer.
2.0
General Procedure
2.1 Security of Human Resource Records
The location of all the Municipalitys human resource records, both written and
computerized, will:
a)
provide adequate access to staff who require information contained in the files
in the completion of their duties
Page 143
2.2
b)
c)
ensure that access to staff and payroll records can be adequately controlled by
those responsible for the files. Access will be limited to those employees who
utilize official records in the performance of their assigned duties. Information,
which is not confidential, should be clearly labeled and those handling the
records should be aware of the non-confidential nature. All other information
should be clearly marked "confidential."
3.0
a)
the response may include job title, salary range, and benefits
b)
the response will not outline any additional confidential employee information
unless prior written authorization is given by the employee.
4.0
General Enquiries
Responses to general enquiries from other municipal units respecting employee turnover,
compensation levels, workforce compensation, the general composition of the
municipality's workforce, and specific human resource programs and policies will be
referred to the Director of Human Resources & Administration.
5.0
Other Requests
Other requests for information, including those which exceed the parameters outlined
above, will be referred to the Chief Administrative Officer.
Page 144
1.0
Awards of Recognition
12-10
Service Awards Policy 1221-53
Responsibilities
1.1
1.2
1.3
b)
c)
d)
All employees will become familiar with the Municipality's Awards of Recognition Policy
2.0
Page 145
1.0
Responsibilities
1.1
1.2
1.3
1.4
review, amend, and adopt changes to the Exit Questionnaire and Interview
Policy
b)
c)
2.0
prepare the exit questionnaire and conduct exit interviews, when appropriate
and as noted in the following procedure
General Procedure
A questionnaire (see Appendix A) will be completed by all employees, who are leaving the
employ of the municipality. The procedure will be as follows:
3.0
a)
b)
c)
The department head (or Director of Human Resources) reviews the questionnaire
and includes any appropriate comments in Part III of the questionnaire.
Page 146
b)
Following the exit interview, the Director of Human Resources or department head
will recommend any required action for consideration or implementation. The
Director of Human Resources may discuss the employee's remarks during the exit
interview with the supervisor and department heads to identify and/or clarify any
problem areas.
Page 147
EXIT INTERVIEW
NAME:
DATE:
POSITION:
DATE HIRED:
TERMINATION DATE:
Page 148
2. Were the conditions of work, salary, hours of work and other benefits, clearly explained to you?
YES (
) NO (
Comments:
3. Did you know who your immediate supervisor was - the person to whom you reported and from
whom you were to receive instructions? YES ( ) NO ( )
4. Did you like your supervisor? YES (
NO (
) NO (
Comments:
6. When you needed information to do your job, were you able to get it easily?
YES ( ) NO ( )
Page 149
7. When you had a suggestion about doing your work, could you discuss it easily with your
supervisor? YES ( ) NO ( )
Comments:
8. Did your supervisor handle your concerns or complaints as well as he/she should have?
YES (
) NO (
Comments:
9. What suggestions do you have which will make this a better place to work?
10. What were some things that you enjoyed about working here?
) Another Job
) Personal Reasons
Page 150
) Supervision
) Discharge
) Working Environment
) Other
) Unfair treatment
) Work unimportant
) Transportation
) Marriage
) Child Care
) Pregnancy
) Return to School
) Leaving area
) NO (
Date of Interview
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