COMPANY NAME EMPLOYEE HANDBOOK Employment Relationship This Employee Handbook does not constitute an express or implied employment contract. Although this Handbook describes the general guidelines of Company Name (the “Employer”) rules and policies, it is not binding on Employer. Employer reserves the right to unilaterally change, revise or discontinue its rules and policies, or terminate the employment of any employee with or without notice and with or without cause. Likewise, employees are free to terminate their employment at any time. Certain employees are represented by unions, which have negotiated collective bargaining agreements (“CBA”) with Employer.
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Employer recognizes its obligation to bargain with any unions which represent its employees and nothing contained in this Handbook or changed at a later date is meant to breach that obligation. The CBAs negotiated by Employer contain provisions regarding certain benefits and rights of the union employees that may differ (either greater or lesser) from those enumerated in this Handbook.
Where the applicable CBA does not specify otherwise, the general provisions of this Handbook may apply or, at a minimum, provide guidance about Employer’s expectations. Nothing contained in this Handbook is meant to supersede any applicable CBA. In addition, nothing contained in this Handbook is meant to increase or decrease any negotiated benefits contained in an applicable CBA. If an employee does not understand whether a provision in this Handbook applies to him or her, the employee may contact Human Resources for guidance. No employee, manager or other agent of Employer, other than the Direct Supervisors Name (the “Employer Designee”), has the authority to enter into any agreement contrary to the above or to enter into any agreement with any employee for any specified period of time. Any amendment to the foregoing must be in writing and signed by the Employer Designee. This Handbook supersedes and voids all previous Employer Handbooks, policies and practices, which may be inconsistent in any way with that stated herein.
This Handbook applies to employees in States Employees Are Located Employee Benefits The information contained in this Handbook is only a brief summary of the benefits which Employer offers its employees. For a full explanation of particular benefits, all employees should consult, where applicable, the specific plan documents themselves. If the benefit summaries contained in this Handbook conflict with any statement contained in the formal plan documents, those plan documents supersede anything contained in the Handbook.
Employer, by action of the Employer Designee, reserves the right to interpret, apply, alter, amend, modify or discontinue any or all of the benefits provided to employees at its sole and absolute discretion. Employer will attempt to inform employees as promptly as possible of any changes in benefits; however, this is not always practical or possible and, where this is the case, Employer reserves its right, in its sole and absolute discretion, to make changes in employee benefits without prior notice. TYPES OF EMPLOYMENT A.
Initial Employment: All new employees are subject to a 90 day initial employment period. During this period, employees are not eligible for benefits except as required by law or as provided by a specific Employer policy or applicable plan document. Employer may extend this period in its sole discretion. Upon completion of this period, or any extension thereof, the employee may attain a regular employment classification.
Full-Time: An employee who is regularly scheduled to work at least 37.5 hours per week is a regular full-time employee. Part-Time: An employee who is regularly scheduled to work fewer than 37.5 hours per week is a part-time employee. Regular: An employee hired to work on either a full-time or part-time basis for an unspecified period of time is a regular employee. Temporary: An employee who is hired for a limited duration, set at the time of hire, is a temporary employee. Temporary employees are not eligible for benefits except as required by law or as provided by a specific Employer policy or applicable plan document. HOURS OF WORK A. Schedules: The normal work week begins on Monday and ends on Friday.
Regular office hours depend on staffing needs but are normally Start Time a.m. To End Time p.m. Office hours and schedules are established by Employer. Employees are not permitted to begin or end their workday outside of their regularly scheduled shift without the prior written approval of the Employer Designee. Meal Periods: Generally, employees are given a Meal Hours hour meal break. Meal time is not considered time worked. However, if circumstances dictate (i.e., working through lunch), meal periods may be paid if approved, in advance and in writing, by the Employer Designee.
Meal periods are scheduled at the Employer Designee’s sole discretion but normally take place between the hours of 12:00 noon and 2:00 p.m. OVERTIME Non-exempt employees are eligible for overtime compensation for hours worked in excess of 40 hours per week. Approved overtime is reimbursed at one and one-half (1½) times the regular straight-time, hourly rate for all authorized hours worked in a work week. Time paid on account of holidays, vacation, bereavement, sick days, or jury duty are not included for purposes of computing overtime pay. Each employee is required to be available for a reasonable amount of overtime, as conditions dictate. No overtime work may be performed without the prior written approval of the Employer Designee, reflected on a time card or an equivalent document. PAY PERIODS AND PAYROLL DEDUCTIONS Employees are normally paid on a bi-weekly basis and paychecks are normally distributed on Payday.
Payroll deductions are made for federal, state, and municipal taxes, and for other purposes authorized by the employee or required by law. Employer does not make advances to employees against their pay. Direct deposit is available to Employer employees. Please see the Employer Designee for further information. If a paycheck is lost after the employee receives it from Employer or if it is lost in the mail, Employer will stop payment on that paycheck and issue a new paycheck to the employee.
In the event that a stop payment is issued, the employee will be charged for all bank fees associated with that transaction. If an error occurs on an employee’s paycheck (whether an overpayment or underpayment), in most cases the adjustment is made in the following paycheck. All employees are required to immediately notify the Employer Designee, in writing, of any changes to their name, address, telephone number, emergency contacts, and other personnel data, as some of this information may effect an employee’s payroll deductions. ERRORS IN PAY Employer will not make impermissible deductions from its employees’ salaries. If an employee believes that an impermissible deduction has been made, s/he should advise the Employer Designee, who will investigate and correct the deduction, if needed.
If any other error should occur on an employee’s paycheck (whether an overpayment or underpayment), in most cases the adjustment will be made in the following paycheck, but all questions should be made to the Employer Designee. TIME RECORDS Government regulations require Employer to keep accurate records of the time worked by most classes of its employees. Therefore, employees must maintain accurate records of the time they arrive and leave work, including meal breaks.
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A time clock is provided for this purpose. Employees must clock in and out at the beginning and end of their shifts, meal periods, and any other breaks in the work day. Failure to maintain time records, falsification of time records, clocking in for another employee or requesting that someone do so, or knowingly permitting another to falsify time records are serious offenses, subject to disciplinary action, up to and including termination and possible legal action.Employees are not permitted to begin or end their workday outside of their regularly scheduled shift without the prior written approval of the Employer Designee. EVALUATIONS Employees are evaluated during their 90 day initial employment period. Employees are evaluated after the initial employment period, and annually thereafter based on their anniversary date.
Employees’ supervisors review their job progress within Employer and help employees set new job performance plans. Employees are required to sign an acknowledgement of receipt of their evaluation.
Refusal to do so could be grounds for disciplinary action, up to and including termination. When applicable, wage increases are normally given when there has been an improvement in or sustainment of an already good performance during the review period. In addition, employees may receive bonuses based on individual merit, Employer’s profitability, or any other factor, within the sole discretion of Employer. Wage increases and bonuses are not automatic (based on seniority or the mere passage of time), nor are they guaranteed. ATTENDANCE AND PUNCTUALITY Excessive or habitual lateness and/or absenteeism diminishes an employee’s effectiveness in his/her job, and therefore, is unacceptable. Employees are not to leave the premises without notifying the Employer Designee in advance.
For each day an employee is unable to report to work as scheduled, s/he is expected to contact the Employer Designee # Hours Necessary Notice hours prior to his/her scheduled start time. Upon calling in, employees must state the reason for the absence or lateness, as well as an anticipated return date or time, except in cases of extreme and verifiable emergency. This practice applies unless the employee is hospitalized or unavailable to come to work because of a long-term illness (at least one week in length), in which case the employee should keep the Employer Designee informed of his/her progress. When calling in, employees must contact the Employer Designee. If contact with the Employer Designee cannot be made, the employee must leave a telephone message with all relevant information. Any illness of three days or longer for any employee may require a doctor’s excuse. Failure to provide the required doctor’s excuse may result in disciplinary action, up to and including termination.
If at any time an employee’s absenteeism becomes chronic due to illness, Employer may require a complete physical examination by a/n Employer-designated physician to re-qualify the employee for continued employment. Failure to re-qualify may result in disciplinary action, up to and including termination. Should a question arise regarding the legitimacy of an absence for sick leave, a doctor’s certification may also be required. The failure to call in prior to absences or lateness as outlined above may result in disciplinary action, up to and including termination. Furthermore, Employer expressly reserves the right to terminate employees for absenteeism and/or lateness where absences and/or lateness are excessive or exhibit a pattern of Monday/Friday or pre/post-holiday problems, even where such absence or lateness is excused. If an employee fails to report to work or contact the Employer Designee for a period of three days or longer, Employer may treat that employee as a voluntary quit.
EQUAL EMPLOYMENT OPPORTUNITY It is the continuing policy of Employer to provide equal employment opportunities to qualified individuals, regardless of race, creed, color, sex, age, national origin, ancestry, religion, physical or mental handicap/disability, veteran’s status, genetic information or other classifications protected by applicable law. Specifically, employment opportunities are and shall be open to all qualified applicants solely on the basis of their experience, aptitudes, abilities and training. Advancement is and shall be based on the individual’s achievement, performance, ability, attitude and potential for promotion.
Employer is committed to providing reasonable accommodations where necessary, feasible and required by applicable law. Employees seeking an accommodation must bring their request to the Employer Designee. When an accommodation is requested, Employer Designee will meet and discuss the situation with the employee and attempt to reach a mutually-agreeable, reasonable accommodation. NON-HARASSMENT POLICY Employer strives to create a work environment where all individuals are treated fairly, with respect, and where personnel decisions are strictly made on the basis of job qualifications and merit.
It is Employer’s policy to employ, train, compensate, promote, and provide other conditions of employment without discrimination due to race, color, religion, national origin, sex, age, disability, veteran’s status, genetic information or other classifications protected by applicable law. Any form of harassment based on race, color, religion, national origin, sex, age, disability, veteran’s status, genetic information or other classifications protected by applicable law, (hereinafter “harassment”), is discriminatory and unprofessional, and will not be tolerated.
Sexual Harassment Defined The definition of sexual harassment is often subject to confusion. Sexual harassment does not refer to an occasional compliment; it is defined, instead, as any unwelcome sexual advances, requests for sexual favors, and/or other verbal, graphic, or physical conduct of a sexual nature when. It is either explicitly or implicitly made a term or condition of an individual’s employment. It is used as the basis for employment decisions affecting an individual. It has the effect of unreasonably interfering with an individual’s work performance, or creating an intimidating, hostile, or offensive working environment for that employee or for other employees even where they are not parties to the harassment. It results in “reverse discrimination”; that is, it negatively affects an employee in lieu of a co-worker with whom the Supervisor is receiving sexual favors. Sexual harassment may include, but is not limited to: a.
Touching, patting, or brushing against the body. Photos or other sexually-oriented material.
Off-color jokes. Sexually-demeaning remarks or suggestions. Overly familiar terms or remarks. Offensive gestures or teasing. Individuals Covered Under the Non-Harassment Policy Harassment is a serious violation of Employer’s policy which covers all Employer employees. Employer will not tolerate, condone, or allow harassment, whether engaged in by fellow employees, supervisors, managers, customers, or other non-employees who conduct business with Employer.
Employer encourages the reporting of all incidents of harassment, regardless of who the offender may be. Reporting a Complaint While Employer encourages individuals who believe they are being harassed to firmly and promptly notify the offender that his/her behavior is unwelcome and discriminatory, Employer also recognizes that such a confrontation is not always appropriate or advisable. The following steps should be followed in reporting harassment: 1. Notification of Appropriate Staff Individuals who believe they were subject to harassment should report the incident to the Employer Designee. If a supervisor receives a complaint in a formal or informal manner or observes conduct which s/he believes may constitute harassment, the supervisor should immediately inform the Employer Designee.
In the event that a supervisor or the Employer Designee is the alleged harasser, the complaining employee may report the incident directly to Employer Designee. Description of Misconduct Oral reports of harassment should be reduced to writing by either the complainant or the Employer Designee, and signed by the complainant. Time Frame for Reporting a Complaint Employer encourages prompt reporting of complaints so that a prompt response and appropriate action may be taken. The late reporting of a complaint may adversely impact Employer’s ability to respond and to take appropriate action.
Protection Against Retaliation Employer may not in any way retaliate against an individual who makes a report of harassment, nor may it permit any employee to do so. Retaliation is a serious violation of this non-harassment policy and should be reported immediately. Any person found to have retaliated against another individual for reporting harassment may be subject to the same range of disciplinary action provided for harassment offenders (see “Resolving the Complaint” below).
False Accusations If an investigation results in a finding that the complainant falsely accused another of harassment, knowingly or in a malicious manner, the complainant will be subject to appropriate sanctions, including potential termination. Investigating the Complaint Any allegation of harassment brought to the attention of the Employer Designee will be promptly investigated in as confidential a manner as possible so as to protect the privacy of persons involved. Confidentiality will be maintained throughout the investigation process to the extent practical and appropriate under the circumstances. In pursuing the investigation, the investigator will try to honor the complainant’s wishes, but the need to completely investigate all allegations will be the paramount concern.
Resolving the Complaint 1. Sanctions Employees found to have engaged in misconduct constituting harassment will be disciplined, up to and including termination of employment.
In addressing incidents of harassment, Employer’s response, at a minimum, will include reprimanding the offender and preparing a written record. Additional action may include: referral to counseling, withholding of a promotion, reassignment, temporary suspension without pay, financial penalties, demotion or termination. Although Employer’s ability to discipline a non-employee harasser (i.e. Customer, supplier) is limited by the degree of control, if any, that Employer has over the alleged harasser, employees should be assured that appropriate action will be taken. Appeals Process If either party directly involved in a harassment investigation is dissatisfied with the outcome or resolution, that individual has the right to appeal the decision. The dissatisfied party should submit his/her written comments in a timely manner to the Employer Designee.
The subsequent decision of the Employer Designee shall constitute the final decision of Employer. Maintaining a Written Record of the Complaint Employer shall maintain a written record of each complaint, including how it was investigated and resolved, in a manner consistent with Employer’s legal obligations. Conclusion Employer developed this policy to ensure that all of its employees work in a harassment-free environment. Employer will make every effort to ensure that all its personnel are familiar with the policy and know that any complaint received will be promptly and appropriately investigated. EMPLOYEE RELATIONSHIPS Employer prefers to avoid potential conflicts that may arise as a result of a social relationship between two Employer employees. Employer requires that all relationships between a supervisor and a subordinate, in the nature of “dating” or intimate interpersonal relations, be reported to the Employer Designee.
Employer will take appropriate action to ensure that no employee is directly supervised by another employee with whom the employee has a personal relationship. HOLIDAYS Employer recognizes the following as paid holidays for all regular full-time employees and those regular part-time employees (provided they are regularly scheduled to work at least 25 hours per week) normally scheduled to work the day on which the holiday falls (in proportion to the number of hours they would normally be scheduled to work): New Year’s Day Memorial Day Independence Day Labor Day Thanksgiving Day Day after Thanksgiving Christmas Day If a recognized holiday falls on a weekend, Employer, in its sole discretion, may establish an alternative observance date. An employee who fails to work the full scheduled work day before and after a holiday is not eligible to receive holiday pay unless an excuse acceptable to the Employer Designee is submitted. If a paid holiday falls within an employee’s vacation period, the day will count as a holiday and not as a vacation day. Holiday pay shall not count or be considered time worked for purposes of calculating overtime or otherwise. Length of Vacation: Regular full-time employees (provided they are regularly scheduled to work at least 25 hours per week) are eligible to receive two weeks of vacation each anniversary year which accrues at a rate of 6.7 hours per month beginning on the employee’s hire date.
The weeks of vacation available to regular part-time employees are calculated on a pro-rata basis equivalent to the average number of days per week the employee is regularly scheduled to work. Vacation Pay: Vacation pay is computed at the employee’s base hourly or weekly rate, prevailing when the vacation is taken. Vacation pay shall not count or be considered time worked for purposes of calculating overtime or otherwise. If a paid holiday falls within an employee’s vacation period, the day will count as a holiday and not as a vacation day. Scheduling Vacation Time: When scheduling vacation time, an employee should remember that vacations may not interfere with the demands of the employee’s work schedule. Additionally, vacation must be taken in minimum increments of one-half (½) day, unless other arrangements are made with the Employer Designee, reflected on the employee’s time record.
Eligible employees must complete and return a vacation request form listing preferences for vacation dates to the Employer Designee at least # Days Required Notice in advance. Vacation requests are not deemed approved until the employee receives a written confirmation from the Employer Designee. Generally, if the dates requested conflict with requests of other employees, the conflict is resolved in favor of the employee submitting the earliest request. There is no carry-over of vacation from year to year. Upon termination of employment, employees who have completed one year of service and who have resigned by giving notice at least equal to the amount of their accrued but unused paid vacation days (but in no event less than two weeks), and/or who are not terminated for cause (in the Employer Designee’s sole discretion), are compensated for unused, earned vacation time on a pro rata basis. Upon termination of employment, an adjustment to the final paycheck is made for vacation days taken in excess of those earned.
Sick/Personal Leave A. Sick Leave No paid sick leave is provided by Employer during the initial employment period or any extension thereof. After that period, regular full-time employees are eligible for # Yearly Sick Days paid sick days per calendar year. During the initial year of employment, after completing the initial period of employment, employees receive sick days on a pro rata basis. The Employer Designee will inform the employee of the number of sick days for which the employee is eligible and the date on which the employee becomes eligible.
Any illness of three days or longer for any employee may require a doctor’s excuse. Failure to provide the required doctor’s excuse may result in disciplinary action, up to and including termination. If, at any time, an employee’s absenteeism becomes chronic due to illness, Employer may require a complete physical examination by a physician designated by Employer to re-qualify the employee for continued employment. Failure to re-qualify may result in disciplinary action, up to and including termination. Should a question arise regarding the legitimacy of a sick leave absence, a doctor’s certification may be required. Employees who leave work early for any reason are not paid sick leave unless they already worked a minimum of four hours, in which case they are paid one-half (½) day leave, unless other arrangements are made with the Employer Designee, reflected on the employee’s time record. Sick days must be taken in minimum increments of one-half (½) day, unless other arrangements are made with the Employer Designee, reflected on the employee’s time record.
An employee who uses sick leave before and after a holiday is not eligible to receive holiday pay unless an excuse acceptable to the Employer Designee is submitted. Sick days cannot be carried over from year to year.
Unused sick days will not be paid for at the end of the year or upon termination of employment for any reason. Personal Leave No paid personal leave is provided by Employer during the first three months of employment. After this period, regular full-time employees are eligible for # Personal Days Per Year paid personal days per calendar year. During the initial year of employment, after completing the initial period of employment, regular full-time employees receive personal days on a prorated basis.
The Employer Designee will inform the employee of the number of personal leave days for which the employee is eligible and the date on which the employee become eligible. Requests for planned personal days must be given to the Employer Designee for approval.
Personal days must be taken in either one-half (½) days or full day increments. An employee who uses personal days before and after a holiday is not eligible to receive holiday pay unless an excuse acceptable to the Employer Designee is submitted. Personal days cannot be carried over from year to year. Unused personal days are not paid for at the end of the year or upon termination of employment. Violations and/or abuse of this policy may result in disciplinary action, up to and including termination. MILITARY LEAVE A. It is Employer’s policy to support the National Guard and Reserves.
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Employer employees’ job and career opportunities are not limited or reduced because of their service in the Guard or Reserve. Employer employees will be granted leaves of absence for military training and/or duty in the Guard or Reserve without sacrifice of vacation time and as outlined below.
Request for military leave must be made to the Employer Designee in advance, stating the leave date and location. All requests must be approved, in writing, by the Employer Designee. An employee performing annual active training duty in order to maintain Reserve status, eligibility for promotion, or military retirement status, or an employee called for active duty during a civil emergency, will be granted a leave for that period of service in accordance with federal and state laws and implementing regulations. Employer will continue to provide benefits to employees on eligible military leave pursuant to federal and state law. Furthermore, employees may be entitled to reinstatement upon completion of military service pursuant to federal and state law. Upon completion of military service, employees must promptly notify the Employer Designee of their intention to return to work.
An employee’s failure to do so may preclude his/her re-employment. JURY DUTY If an employee is summoned to jury duty, s/he must notify the Employer Designee at once. Upon completion of jury duty, the employee must submit the official notice of compensation paid by the Court to the Employer Designee. For regular full-time employees, Employer pays the difference between the jury duty fee and the employee’s regular pay for jury duty days for a period of up to # Days working days per calendar year.
Employees are expected, however, to report to work on days when they are temporarily released from jury duty, when jury duty sessions are postponed, or when jury duty sessions do not occupy the entire day. To the extent an exempt or non-exempt employee is required to serve jury duty without regular pay from Employer, s/he may use any available paid time off or may request an unpaid jury duty leave of absence. Requests for jury duty leave are not deemed approved until the employee receives written confirmation from the Employer Designee. Violations and/or abuse of this policy may result in disciplinary action, up to and including termination.
WITNESS DUTY If a/n Employer employee is summoned to appear in court as a witness, s/he may use any available paid time off. If the employee has used all available paid time off, s/he may request an unpaid leave of absence. Requests for witness duty leave are not deemed approved until the employee receives written confirmation from the Employer Designee. Employees are expected to report to work on days when they are temporarily released from witness duty, where witness duty sessions are postponed, or when witness duty sessions do not occupy the entire day.
Violations and/or abuse of this policy may result in disciplinary action, up to and including termination. BEREAVEMENT LEAVE Employer provides # Days days paid leave to regular full-time employees for the purpose of making arrangements, composing family affairs, and attending funerals upon a death in the immediate family. Leave for death in the immediate family is arranged by notifying the Employer Designee of the death. Immediate family includes spouse, children, parents or guardians, grandparents, in-laws, brothers and sisters. The number of available unpaid funeral leave days may be extended at the sole discretion of the Employer Designee. However, the Employer Designee must approve, in writing, all such requests for additional funeral leave days. Employer provides # Days unpaid days to attend the funeral of an individual who was not a member of the immediate family (i.e., aunt, uncle, niece, nephew, cousin).
Leave for death in the non-immediate family is arranged by notifying the Employer Designee of the death. Additional unpaid leave is available at the sole discretion of the Employer Designee. However, the Employer Designee must approve, in writing, all such requests for additional funeral leave days. Employer may request a copy of the death certificate or obituary to confirm the application of this leave policy. Failure to provide such documentation or other abuse of this policy may result in disciplinary action, up to and including termination. PERSONAL LEAVES OF ABSENCE Employer is a covered employer under the federal Family and Medical Leave Act of 1993 (FMLA) (the 'Act') which entitles eligible employees to take unpaid leave for specific qualifying reasons.
Employer employees may be eligible under one or more of these leave plans. If an employee is eligible under the Act, Employer, to the extent permitted by law, will deduct the leave time taken from the employee’s entitlement under the Act for which the reason for the leave is a qualifying reason. In addition, Employer, to the extent permitted by law, will require employees to exhaust available paid time off including, but not limited to, vacation, personal, sick, and medical disability time during their leave of absence. The Family and Medical Leave Act of 1993, As Amended Employer is a covered employer under the Family and Medical Leave Act of 1993 as Amended (“FMLA”). The FMLA entitles eligible employees of a covered employer to a maximum of 12 weeks per year of unpaid leave for specific FMLA-qualifying reasons, or 26 weeks in the event the leave is taken to care for a covered servicemember, as defined below. Eligibility Employees are eligible for FMLA leave if they: 1. Worked for Employer for at least 12 months during the last seven years (unless the break in service is due to a National Guard or reserve military service obligation or a written agreement reflecting Employer’s intention to rehire the employee after the break in service); and 2.
Worked for Employer for at least 1,250 hours during the 12 months immediately preceding their leave date; and, 3. Work at an Employer worksite that employs at least 50 employees within a 75-mile radius. An employee’s “worksite” is the site to which an employee reports to work or, if none, from which the employee’s work is assigned.
Qualifying Reasons Eligible employees may take FMLA leave for any of the following qualifying reasons: 1. The care of a child following the birth or adoption of the child, or the placement of a foster child; or 2. The care of a parent, child, or spouse with a serious health condition; or 3. The treatment of an employee’s own serious health condition which makes the employee unable to perform the essential functions of his or her job; or 4. Incapacity due to pregnancy, prenatal medical care, or child birth; or 5. Any GREEN highlighted language is intended to be filled in by the user. Any YELLOW highlighted language is considered optional or conditional by the attorney community.
Consult with an attorney before using this document. This document is not a substitute for legal advice or services.
Refer to our for more details. This form has been prepared for general informational purposes only. It does not constitute legal advice, advertising, a solicitation, or tax advice. Transmission of this form and the information contained herein is not intended to create, and receipt thereof does not constitute formation of, an attorney-client relationship. You should not rely upon this document or information for any purpose without seeking legal advice from an appropriately licensed attorney, including without limitation to review and provide advice on the terms of this form, the appropriate approvals required in connection with the transactions contemplated by this form, and any securities law and other legal issues contemplated by this form or the transactions contemplated by this form.
Communicate your company’s mission, policies and expectations. We crafted this template to give you a headstart in creating your own handbook. Words in brackets are placeholders. Substitute them with your company’s specific guidelines.
Also, feel free to modify this template’s language to match your company’s tone and culture. Download the full Employee Handbook template in.doc format by clicking on the link at the bottom of this page.
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If you need to work only on specific parts of your handbook, click on each of the following sections to download them separately:. Keep in mind that this template is not a legal document and may not take into account all relevant local or national laws.
Please ask your attorney to review your finalized policy documents or Handbook.
Incompetent management that bring me to the verge of tears. Did I said verge? I did cry because they didn't understand their customer and it was us on the floor that were getting screamed at and insulted for 40-42hours a week. My coach was super sweet and I mean sweet as arsenic.
Behind her happy tone, she talked about how your metrics were bads even when it was superior to the median. When you felt bad, needed help or was very bad call, she reminded you that you need to give superb customer satisfaction and how much it was also hard for her being a corporate shill. Did she helped you? Serial crack spider. Tim Horton's closed their restaurants during holidays time. Nope there will be nobody that will call December 31st 22h but we need 10 people on the phone in case a customer calls because little Timmy peed on his new Nintendo switch. When they need new employees/punching bags, they ask people to spam their friends inbox and promise them a bonus if they bring CV. When they tell you this is a 'help desk' position.
Don't trust them, you are just a fancy customer service representative that know how to reset computer instead of doing actual troubleshooting. They cannot afford asking you to give a good service and be helpdul. This company is a predatory one that prey on naives people and recent immigrants that don't know better. Selling them overprice 'protection plan' and then deny legit claims. Between a MLM and extra warranty company, I don't know what is worse but both of them should be out of people life. Asurion should go back to the US and leave Canadian store and people looking for job alone. Everybody would be happier.
Including the people force to sell their bad products at minimum wage in-store. It is fun place each day at work, meeting new challenges when talking to customers filing insurance, having team you can always ask for help and having to work extra minutes or hour if need be. Documentation of procedural steps or approaches to solving issues is very important for future reference for one and other co-workers. The management is kind, loving and friendly. Always interested in the development of the workers. Treat everyone equally. Workplace culture is law abiding, easy and funny.
Hardest part of the job is that nothing is hard, I am enjoying every bit of the work. The most enjoyable part is getting job done or proffering solution to a problem in a timely manner meeting the service level agreement i.e. Putting a smile on a customer's face at the end of a call.
Every business needs a company employee handbook. Yet any old handbook won’t do. Plenty of business owners and managers resort to a quick Google search to find a free employee handbook.
Unfortunately, far too many make the mistake of copying the Google employee handbook that they’ve looked up nearly word for word. Each business must have its own unique employee handbook that speaks to the company’s individual nuances. No two employee handbooks should be the same yet in reality, many are near carbon copies of one another. While a Google search is an important first step for a free employee handbook small business, relying on the query results should only serve as a guide to developing your company’s unique employee handbook. Sometimes, employee handbook software is also necessary to build the perfect guide. Some readers are probably questioning why a company handbook is even necessary.
There are a number of answers to this question. First and foremost, the employee handbook outlines employer policies. This is an especially important function for small businesses as an employee’s lawsuit has the potential to cripple operations. The employee handbook should describe in significant detail what the employer expects of its employees, whether drug tests can be administered (and how) and how extensive of a notice an employee must provide when leaving his position. It must also include sexual harassment policies, general harassment policies and how much vacation time, paid time off and sick time employees receive. Feel free to check out the download above to see the free employee handbook pdf for more information regarding the contents of employee handbooks. When attempting to craft your company’s employee handbook, a sample employee handbook for small businesses is an excellent reference point yet its content won’t be automatically applicable to your organization.
Each company has its own distinct culture, policies, requirements and expectations of employees. Therefore, each organization requires an employee handbook that is custom tailored to its idiosyncrasies rather than those found in an employee handbook sample for small business found through a Google search. Ask any successful business that has been operating for years and the owner/manager will testify that he did not solely rely on a simple employee handbook sample to construct his company’s guide. Do not fall into the trap of copying an employee handbook sample word for word. Even paraphrasing the content of employee handbook examples can lead to trouble down the road.
While a free employee handbook sample will help you create the perfect guide for your business, it should not be your sole resource. Perform more research, consult with the download above, find another employee handbook sample pdf and even consider meeting with an attorney to ensure the legality of your employee handbook’s contents. Sit down and think about the expectations that you have for your company’s employees. Consider how you want them to be treated, how they should behave and build an employee handbook checklist. Then begin writing your company’s employee handbook according to this criteria. It is awfully tempting to rely on an employee handbook template created by another business owner or manager as the foundation for your organization’s guide. Yet Microsoft office word templates and a free employee handbook template found online will only take you so far.
An employee handbook template for small business can function as the document’s “skeleton” but you must assemble the “flesh”. So go ahead and get an employee handbook template download but don’t assume that a free employee handbook template word will be all that you need.
Rappelz download game. Employee handbook template word free and training manual template Microsoft word should only be used for general ideas. If you are struggling to craft the content of your employee handbook, do not hesitate to commit a considerable amount of time to researching exactly what should go in this important guide. The language of your company’s employee handbook can leave you exposed to costly and time-consuming employee lawsuits. This is why it is imperative that you craft an individualized employee handbook that puts forth employee expectations and requirements in a manner that is legal. If you rely on an employee handbook template free or an employee handbook template word, you’ll likely run into all sorts of linguistic and legal problems in the future.
A well-crafted employee handbook is especially important for restaurant employees. While you can easily find a restaurant employee handbook template on the web, it likely won’t conform to your state’s unique laws. Nor will it set forth the work rules, benefits policies, and other critical information that is unique to your restaurant. Furthermore, the content of a restaurant employee handbook sample might not describe the proper tip reporting policy, the classification of employees, dress code, safety/accident rules and other nuances that are specific to your business.
Unlike many other sectors, the food service industry experiences a high turnover rate. It seems like employees are constantly shuffling in and out of the door. If they don’t have an informative and accurate employee handbook to consult, they won’t know the workplace’s policies, be crystal clear on the attendance policy or understand whether something like a two week notice is required when quitting. When employees are unaware of employer expectations due to an employee handbook that has been hastily put together according to restaurant employee manual template, they end up confused and frustrated as to how they should conduct themselves. So feel free to use a restaurant employee handbook template free as a starting point but do not rely on it as the sole source of information for the final version of your company’s employee handbook.
Use multiple resources including numerous templates, actual modern employee handbooks from other businesses and even attorneys to ensure that the final edition of your employee handbook explains work rules and employee requirements in the proper manner. Do not forget to update your employee handbook on a regular basis to reflect policy changes as well as changes to state and federal law.
Payroll & Benefits Information The Insight Global Payroll and Benefits Department is always available to assist you. We understand there is nothing more important than an accurate paycheck, delivered ontime. We also understand that your healthcare coverage is an important part of your compensation. It is our goal to answer all of your questions during the benefits enrollment process.
Below, you will find access to several key online systems to help you manage your payroll and benefits information. Insight Global is pleased to offer benefits assistance through our Benefits Helpline. Contact the Benefits Helpline at 888-336-7463 and benefits representatives can answer questions about our benefit plans, pricing, claims assistance, ID cards, and resolving provider billing issues. They are available to assist you Monday through Friday, 7 a.m.
(PDF) (PDF) Payroll & Benefits Department Contact Information: Insight Global Attn: Payroll & Benefits 4170 Ashford Dunwoody Road, Suite 250 Atlanta, GA, USA 30319 404-257-7900 (Main) 404-303-7343 (Fax).
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