Human Resources Manual
S.U.C.C.E.S.S. 28 West Pender Street Vancouver, BC V6B 1R6 www.success.bc.ca
First Version: February 2003 Current Version: April 2012
Human Resources Manual
Table of Contents 1. Introduction .........................................................................................................5 1.1
About the Manual ........................................................................................... 6
2. Organization and Administration .....................................................................7 2.1 2.2 2.3 2.4
Mandate, Vision, Mission and Values .............................................................. 8 Organizational Structure ................................................................................ 9 Human Resources Management .................................................................... 12 Employee Definitions .................................................................................... 13
3. Recruitment .......................................................................................................14 3.1 3.2 3.3 3.4 3.5 3.6
Equal Employment Opportunity ................................................................... 15 Recruitment .................................................................................................. 16 Commencement Procedure ........................................................................... 20 Probation ...................................................................................................... 22 Seniority ....................................................................................................... 23 Succession Planning ...................................................................................... 24
4. Conditions of Employment ..............................................................................25 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 4.19 4.20 4.21 4.22 4.23
General Expectation of Performance ............................................................. 26 Lateness, Absenteeism and Job Abandonment ............................................... 27 Personal and Organizational Confidential Information .................................. 28 Prevention and Management of Client Abuse ................................................ 30 Sexual Harassment ....................................................................................... 31 Personal Harassment .................................................................................... 33 Criminal Record Check ................................................................................ 34 Conflict of Interest ........................................................................................ 38 Acceptance of Gifts ....................................................................................... 41 Outside Employment..................................................................................... 43 Theft............................................................................................................. 44 Health Requirements .................................................................................... 45 Smoking and Substance Abuse ...................................................................... 46 Travel Allowances and Expenses ................................................................... 47 Traffic Violations .......................................................................................... 50 Personal Appearance and Dress Code ........................................................... 51 Email, Telephone, Social Media and Internet Use .......................................... 52 Dispute and Grievance Resolution ................................................................. 55 Performance Evaluation................................................................................ 57 Disciplinary Process ...................................................................................... 58 Employee’s Privacy Rights ............................................................................ 59 Release of Employee Information .................................................................. 61 Employee’s Personal Property....................................................................... 63
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4.24 4.25 4.26
Protection of Whistleblowers ......................................................................... 64 Management Travel Policy ............................................................................ 67 Reference Letter and Telephone Reference .................................................... 68
5. Termination of Employment ..........................................................................70 5.1 5.2 5.3 5.4
Resignation ................................................................................................... 71 Abandonment of Position .............................................................................. 73 Layoff ........................................................................................................... 75 Dismissal for Cause ....................................................................................... 77
6. Hours of Work .................................................................................................79 6.1 6.2 6.3 6.4
Work Schedule ............................................................................................. 80 Minimum Daily Pay Requirements ................................................................ 81 Overtime Work ............................................................................................. 82 Meal Breaks .................................................................................................. 84
7. Wages and Benefits ..........................................................................................85 7.1 7.2 7.3 7.4 7.5
Remuneration ............................................................................................... 86 Pay Day and Pay Cheque Distribution ........................................................... 87 Acting Appointment ...................................................................................... 88 Health Care and RRSP Benefits .................................................................... 89 Contractors .................................................................................................. 91
8. Leave of Absence ..............................................................................................92 8.1 8.2 8.3 8.4 8.5 8.6 8.7 8.8 8.9 8.10 8.12 8.13 8.14 8.15
Annual Vacation ........................................................................................... 93 Statutory Holidays and S.U.C.C.E.S.S. Holidays ............................................ 95 Sick Leave .................................................................................................... 97 Pregnancy Leave ........................................................................................... 99 Parental Leave ............................................................................................ 100 Family Responsibility Leave ........................................................................ 101 Compassionate Care Leave ......................................................................... 102 Reservists’ Leave ........................................................................................ 103 Bereavement Leave ..................................................................................... 105 Court and Jury Leave ................................................................................. 106 Overtime Leave .......................................................................................... 108 Training Leave ........................................................................................... 109 Medical and Dental Appointments .............................................................. 111 Special Leave .............................................................................................. 112
9. Orientation and Training ..............................................................................113 9.1 9.2
Employee Orientation ................................................................................. 114 Employee Training ..................................................................................... 116
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List of HR Forms 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16.
Recruitment Interview Form Recruitment Report Reference Check Confidentiality Agreement - Employee Employee Orientation Record Probation Evaluation Form Employee’s Consent to Release Information Performance Evaluation (non-program staff) Performance Evaluation (program staff) Performance Evaluation (M&PD) Exit Interview Form Staff Training Application Staff Training Record Application for Leave of Absence Job Posting Form Dispute and Grievance Report Form
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1. Introduction
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1.1 About the Manual 1.
The Human Resources Manual (the HR Manual) states the S.U.C.C.E.S.S. policies and procedures in the administration of human resources. It was created in 2003 to replace the Personnel Manual of the time. The HR Manual was approved at the Board of Directors Meeting in January 2003.
2.
S.U.C.C.E.S.S. complies with the Human Rights Code and the Employment Standards Act in developing and administering its human resources policies and procedures. Should S.U.C.C.E.S.S. policies and procedures conflict with British Columbian law, the prevailing legislation shall take precedence over S.U.C.C.E.S.S. policies and procedures.
3.
The HR Manual is intended to give all employees a clear description of their rights and responsibilities. It is important that all employees understand and accept the HR Manual and observe the policies and procedures stated herein so that S.U.C.C.E.S.S. operation is conducted in a professional and efficient manner.
4.
Any specific guidelines developed and administered by service or administrative units within S.U.C.C.E.S.S. shall be consistent with the policies and procedures stated in the HR Manual. They shall be submitted to the Chief Executive Officer (CEO) for approval prior to implementation.
5.
The HR Manual shall be updated as appropriate from time to time at Management’s initiation. Board approval is required for introduction of new policies or amendment of existing ones which involve important policy changes or have financial implications. The Director of Administration, on CEO’s instruction or approval, may issue directives regarding the administration of the HR Manual.
6.
The HR Manual is available in printed copy at each service department and service location, and in electronic file on the S.U.C.C.E.S.S. portal site. Revisions made are communicated to employees. Both Management and Staff are advised to refer to the portal site for the most updated version.
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2. Organization and Administration
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2.1 Mandate, Vision, Mission and Values1 Mandate S.U.C.C.E.S.S. derives its service mandate from the purpose statement of the Society’s Constitution. The purposes of the Society are: 1.
To promote the well-being of Canadians and immigrants of Chinese and other ethnic origins, and to encourage their full participation in community affairs in the spirit of multiculturalism
2.
To assist in the settlement and integration of immigrants and citizens of Chinese and other ethnic origins in Canada, particularly those who have difficulties in English, by (a) providing adequate information on the available public services, and facilitating the delivery of such services when necessary; (b) providing social, health, employment and business services and training; and (c) fostering mutual understanding and assistance among the diverse communities
3.
To foster and promote social awareness and community involvement through civic education, volunteer and membership development and preventive social services
4.
To reflect the needs and issues of the community at large and the Chinese Canadian community in particular, to individuals, agencies and the public media, and to advocate for positive social changes
5.
To cooperate and work with other citizens and organizations for the well-being of Canadians and immigrants of Chinese and other ethnic origins
6.
To seek funding from government and/or other resources for the implementation of the aforementioned objectives Vision A World of Multicultural Harmony Mission S.U.C.C.E.S.S. builds bridges, harvests diversity and fosters integration through service and advocacy Values We cherish the following values and strive to demonstrate them in our service delivery and organizational operation. Caring, Open, Respect, Ethical, Integrity, Inclusive and Innovative
1
This section was updated in November 2007 and June 2009.
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2.2 Organizational Structure2 1.
S.U.C.C.E.S.S. (also known as United Chinese Community Enrichment Services Society) is one of the four non-profit societies within the S.U.C.C.E.S.S. group mandated to deliver social, housing, career development, education and training, business and economic development services. The other three S.U.C.C.E.S.S. societies are the S.U.C.C.E.S.S. Multi-Level Care (MLC) Society, the S.U.C.C.E.S.S. Foundation and the S.U.C.C.E.S.S. Housing Society. S.U.C.C.E.S.S. also has two wholly-owned subsidiaries, namely, Canada Social Enterprises Inc. (CanaInc.) which provides vocational training and home support services and Sustainable Employment Network Inc. (SENI) which provides employment services for people with disabilities.
2.
S.U.C.C.E.S.S. is governed by a volunteer Board of Directors elected by membership and managed by the Chief Executive Officer with the assistance of program and administrative staff. S.U.C.C.E.S.S. services are delivered by different service divisions and supported by Corporate Support Services
SOCIAL SERVICES Settlement, Language and Community Service Information and Support Services o Host Program / Host Mentoring Program o Community Airport Newcomers Network (C.A.N.N.) o Translation and Interpretation o Public Eduation o Language Training (ELSA) o Community Development and Liaison o Self-programming and Service Groups o Seniors Service o Youth Services o Volunteer and Membership Family and Youth Service o Counselling Program o Support / Treatment Groups o Youth Program o Chinese Help Lines o Multicultural Childhood Development Program o Korean Parenting Project
BUSINESS AND ECONOMIC DEVELOPMENT SERVICES Business Support
2
This section was updated in June 2007. April 2009 and November 2011
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o o
Package Office Business Training and Consultation
Entrepreneurship and Community Economic Development o Self Employment Program o A Chance to Choose o Abilities to Business o Welcoming and Inclusive Community Project o Sustainable Employment Network Inc. (SENI)
EMPLOYMENT SERVICES o Employment Needs Assessment and Determination o Individual Employment Counselling and Case Management o Job Search Programs and Services o Pre-Employment and Job Search Preparation o Pre-Landing Services and Community Partnership
HEALTH SERVICES (under S.U.C.C.E.S.S. MLC Society) o S.U.C.C.E.S.S. Simon K.Y. Lee Seniors Care Home o Chieng’s Adult Day Centre o Harmony House o Austin Harris Residence o Meals-on-Wheels Program o Chinese Hospice Visitation Program
CANADA SOCIAL ENTERPRISES INC. o Education and Training Program (Vocational and Language) o Health Services – Home Support Service
CORPORATE SUPPORT SERVICES Administration and Building Development o Agency Human Resources Management o Internal and External Newsletter o Staff Club Functions o Board Operation and Activities o Building Projects o Agency Administration o Evergreen News and Publications o IT Support and Data Management o Public Affairs o Accreditation
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Housing & Asset Management o Property & Facility Management o Leasing Administration o Occupational Health & Safety Policy o Housing Projects - Hillside Gardens - Orange Hall - Solheim Place (under S.U.C.C.E.S.S. Housing Society) Finance o Financial Reporting o Accounting o Payroll o Budgeting
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2.3 Human Resources Management POLICY 1. The Director of Administration and Building Development has the responsibility of overseeing the human resources management. He/she has the primary responsibility to: (a) Ensure that the personnel practices are equitable, fair, and consistently applied, allowing any justified exceptions; (b) Enable the Management to make responsible human resources decisions that are consistent with the agency’s mandate, vision, mission, and values, and in compliance with government legislation and regulations; (c) Ensure that quality human resource services are delivered according to the policies and procedures stated in the HR Manual; (d) Participate in the recruitment and termination of all agency employees; (e) Conduct regular reviews of existing policies and procedures in light of legislative and regulatory changes and recommending revision or updating of the HR Manual to the CEO; and (f) Interpret the policies and procedures described in the HR Manual. 2. Human resources are a key part of managing agency operations and as such, management of all levels must share in the responsibility for administering recruitment, assignment to jobs, compensation, terms of employment, staff training and discipline. 3. Division Heads, Program Directors and Managers shall first consult the Director of Administration and Building Development when they encounter personnel issues that are not explicitly covered in the HR Manual or when the application of policies and procedures stipulated in the HR Manual may set a precedent in implementation. 4. Where circumstances warrant, the Chief Executive Officer may grant exception to the policies and procedures described in the HR Manual provided that such exception will not violate existing legislation and regulations, and policies of the S.U.C.C.E.S.S. Board of Directors. Exceptional cases shall be properly documented and kept in the Human Resources Case Inventory maintained by the Administration. 5. Employees shall contact directly the Director of Administration and Building Development if they have any concerns, queries or suggestions about the HR Manual.
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2.4 Employee Definitions3 Full-time Employee A full-time employee is one who is employed to regularly work thirty five (35) hours or more per week. The employee may work on a flexible schedule.
Part-time Employee A part-time employee is one who is employed to work fewer than thirty-five (35) hours per week. The employee may work on a flexible schedule.
3
This section was updated in April 2010.
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3. Recruitment
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3.1 Equal Employment Opportunity4
POLICY 1. S.U.C.C.E.S.S. affirmatively pursues equal employment opportunity by recruiting and hiring individuals based on ability, achievement and experience without regard to race, color, ancestry, place of origin, political belief, religion, marital status, family status, physical or mental disability, gender, sexual orientation, age, pregnancy or citizenship status in accordance with applicable Federal and provincial legislation. 2. The implementation of this policy applies to all aspects of human resources administration and covers all terms and conditions of employment, including, but not limited to, recruiting, hiring, promotion, termination, layoff, leaves of absence, compensation and training. 3. Where services are targeted at specific population sub-groups, staffing requirements may justify employing individuals with explicitly stated language capability and cultural competency. Nevertheless, the principle of providing equal employment opportunity is actively upheld. 4. The Director of Administration and Building Development oversees and ensures the application of this policy by all employees throughout the organization.
4
This section was created in June 2011.
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3.2 Recruitment POLICY 1. S.U.C.C.E.S.S. complies with the Canadian Human Rights Act in the recruitment of staff. 2. S.U.C.C.E.S.S. shall hire the best qualified person based on education, training, experience, skills, abilities, personal suitability, positive reference checks, and other factors considered relevant by S.U.C.C.E.S.S. 3. S.U.C.C.E.S.S. shall not discriminate against any person in hiring on the basis of race, colour, ancestry, place of origin, political belief, religion, marital status, family status, physical or mental disability, gender, sexual orientation, age, pregnancy or citizenship status or because that person has been convicted of a criminal or summary conviction offence that is unrelated to the employment or the intended employment of that person except where such discrimination constitutes a bona fide occupational requirement. 4. S.U.C.C.E.S.S. shall not give favour to, or discriminate against, applicants who are related to the agency’s employees or Board members. The relationship shall not enter into hiring considerations. 5. To safeguard against the real or potential conflict of interest or the perception of its occurrence, S.U.C.C.E.S.S. employees or Board members who are related to the applicant for employment shall be exempt from the selection process. 6. S.U.C.C.E.S.S. shall only employ those who are legally eligible to work. An eligible person is one who (a) is legally entitled to work in Canada (a Canadian citizen, a permanent resident or a person who has been given employment authorization by an Immigration Officer), and (b) is at the age of 16 or above. 7. If a person under 16 years of age is to be hired, prior permission must be obtained from the Director of Employment Standards of British Columbia. PROCEDURE5 Determining a Vacancy 1. A vacancy occurs only when (a) Either an existing position has become vacant due to resignation, dismissal, abandonment of position, death, transfer or promotion of the incumbent or a new position has been created, (b) The CEO has determined that the position is to be filled and has approved budgetary provisions for the position. 5
The section was revised in October 2009 and November 2011.
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2.
A vacancy may also be considered in existence when a previous short-term position filled by non-competition is changed to a longer-term position.
3.
A vacancy does not appear when the incumbent of a position is acting in another position, or on leave of absence. However, under such circumstances, the Program Director, in consultation with the CEO, may recruit, if necessary, a temporary replacement.
Determining a Recruitment Source 1. The recruitment process will commence after a vacancy is determined. A vacancy is normally filled by open competition. The competition may be open only to current employees or it may be open to both internal and external applicants as decided by the CEO. 2.
Under exceptional circumstances (e.g. temporary short-term employment), open application may be waived if the CEO decides that: (a) an internal promotion or transfer shall be made or (b) a suitable candidate has been identified from outside of S.U.C.C.E.S.S.
3.
Regardless of the source of recruitment, the same set of selection criteria shall apply.
Developing a Job Description 1. Before recruiting, the Program Director shall determine the job descriptions of the position in collaboration with the Director of Administration and Building Development. The job description shall include the following: (a) Job Summary (b) Reporting and Supervising Structure (c) Key Duties and Responsibilities (d) Education, Training and Experience Requirements (e) Skills and Abilities (f) Additional Requirements / Information, if applicable (g) Cross Reference with Comparable Positions, if applicable Advertising the Vacancy 1. If the vacancy is to be filled by internal promotion/transfer or by direct appointment from outside of S.U.C.C.E.S.S., no job posting shall be required. 2. If the vacancy is to be filled by internal competition, Administration shall advertise it internally. 3. If the vacancy is to be filled by competition open to both internal and external applications, Administration shall advertise the vacancy via: (a) Internal circulation; (b) Posting on S.U.C.C.E.S.S. website; (c) Posting on government Job Bank; and (d) Any other appropriate means.
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4.
The Job Posting shall include the following: (a) Job Description (title, job summary, duties, qualifications, etc.) (b) Service Department / Division (c) Work Location (d) Employment Duration (e) Education, Training and Experience Requirements (f) Skills and Abilities (g) Salary Range, if applicable (h) Method of Application Submission (i) Closing Date of Application
5.
The number of days between the advertisement of the vacancy and the closing of its application will normally be no less than five (5) working days.
Selecting an Applicant 1. The Program Director shall: (a) Develop the selection criteria according to the requirements specified in the Job Descriptions; (b) Develop the interview questions; (c) Screen applications and shortlist, where possible, a minimum of three (3) applicants per vacancy who best meet the selection criteria; (d) Form an Interview Panel; and (e) Convene selection interviews. 2.
The Interview Panel shall consist of at least two persons composed of (i) the Program Director or a designate staff person of managerial position, and (ii) an appropriate staff person appointed by the Program Director. For the recruitment of managers, the Interview Panel shall include a representative from the Corporate Support Services. (a) The Interview Panel shall not comprise employees who are below the rank of the vacant position that is being filled, unless that employee serves as a resource person. (b) If deemed necessary, a non-voting member who acts as a resource person or observer may be invited by the Program Director to sit on the panel to assist in the recruitment process (for example, in administering a language test to the applicant).
3.
The forming of the Interview Panel may be waived for filling a temporary short-term position of three months or less. The Program Director shall be responsible for determining the recruitment procedure to fill the position. In the event that the position is changed to a longer-term one after a temporary employee has been hired, the Program Director shall decide, in consultation with CEO, whether to open the position for competition when the initial temporary employment contract expires.
4.
The Interview Panel shall conduct interviews of the short-listed applicants according to the pre-set interview questions, rate and rank the candidates, and recommend a selection. The candidates shall be informed of expectations for the position and performance criteria. They will also be provided the opportunity to speak with current employee(s) regarding the scope and demands of the position, if they so request.
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5.
The Program Director will decide whether to accept or reject Interview Panel’s recommendations. The Program Director may call a second interview, if deemed necessary6.
6.
The Program Director or designate shall conduct reference checks on the chosen candidate(s) before making the hiring decision. Once the hiring decision is made, the Program Director will notify the successful applicant of the job offer, terms of employment and commencement date.
7.
For positions of manager or above, the Interview Panel will submit the recommendation to CEO who may hold a final interview. The Program Director shall conduct reference checks on the chosen candidate(s). After the CEO has made the hiring decision, the Program Director will notify the successful applicant of the job offer, terms of employment and commencement date.
8.
When the job offer is accepted by the selected applicant, the Program Director shall promptly (a) Complete and submit the new employee’s “Terms of Employment” on-line; and (b) Complete and submit the Recruitment Report together with Recruitment Interview Forms, Reference Checks, and the selected applicant’s resume to the Director of Administration and Building Development.
9.
In the event that the job offer is rejected, the Program Director shall decide whether to recommend offering the job to the second-ranked candidate or to reopen the recruitment process.
Keeping Recruitment Records 1. Upon completion of recruitment, a full set of recruitment records for all stages of the shortlisted applicants shall be kept by Administration in Head Office for at least six (6) months. 2.
6
Recruitment records shall include, but not limited to: (a) Job posting, including where the advertisement is posted (b) Job description (c) Resumes of short-listed applicants (d) Completed Interview Forms (e) Completed Recruitment Reports (f) Completed Reference Check Forms (g) Any other documents or notes
Paragraphs 5 – 8 were revised in August 2009.
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3.3 Commencement Procedure POLICY All new employees shall, on the first day of work, attend agency orientation7, and complete the necessary personnel and employment documentation.
PROCEDURE Employee’s Responsibilities 1. Agency Orientation On the first day of employment, new employees shall first report to the Director of Administration and Building Development at Head Office for agency-level orientation. If new employees cannot attend the agency-level orientation on the commencement day, they should do so as soon as possible, or within the first thirty (30) days of employment. 2.
Photo ID Card and Computer Account On the first day of employment, new employees shall have their employee ID photo taken at the Administration Office at Head Office and their S.U.C.C.E.S.S. network account set up by the Information Technology Unit.
3.
Personnel Record Form, Personal Tax and Payroll Information As soon as an account at the S.U.C.C.E.S.S. network is available, the new employee shall complete the forms available on http://www.successbc.org/staff/ and submit them as directed. The Personnel Record Form can be completed and submitted on-line.
Program Director’s Responsibilities 1. Terms of Employment Form The Program Director shall complete on-line the Terms of Employment Form for the new employee as soon as employment starts or within the first week of employment. The Program Director’s completion and submission of the Terms of Employment Form must occur before the Administration and Accounting can process the subsequent commencement procedures such as issuing of employment letter and payroll preparation for the new employee. 2.
7
Department/Unit Orientation The Program Director or his/her designate shall give the new employee an orientation about the department and on other topics as specified in Section 9.1 of this Manual.
There are three levels of agency, department/unit, and work site orientation that a new employee should receive. For details please see Section 9.1 Employee Orientation.
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Accounting Department’s Responsibilities 1. Payroll Set-up Upon receiving the completed Personnel Record Form and Terms of Employment Form, Accounting shall set up the payroll procedure for the new employee. Accounting shall endeavour to issue the pay cheque to the new employee on the following scheduled pay day. Administration’s Responsibilities 1. Letter of Employment Administration shall prepare the Letter of Employment which includes but not limited to the following: (a) Commencement and Termination Dates (b) Salary Rate (c) Length of Probationary Period (d) Benefits Entitlements, if applicable 2.
Distribution of Letter of Employment Administration shall forward the Letter of Employment to the new employee within ten working days of receiving the Personnel Record Form and the Terms of Employment Form. A copy of the letter shall be forwarded to the new employee’s Program Director/Manager, and the Director of Finance. A signed copy of the letter shall be returned by the new employee to Administration.
3.
Personnel File Administration shall open a personnel file of the new employee to keep, but is not limited to, the following: (a) Application letter and resume (b) Signed copy of the Letter of Employment (c) Personnel Record Form (printed copy) (d) Terms of Employment Form (printed copy) (e) Employee Orientation Record (f) Copy of related degree, diploma or certificate, if applicable
Site Manager’s Responsibilities 1. Work Site Orientation The manager of the primary service location to which the new employee reports for duty shall give an orientation to the new employee about the work site and other topics as specified in this Manual. 2.
Employee Orientation Record All new employees shall receive the three levels of orientation. On completion, the new employee shall forward the signed Employee Orientation Record to Administration for retention in the personnel file.
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3.4 Probation8 POLICY 1.
All new employees, full-time and part-time alike, are required to serve a probationary period of continuous service of three (3) months9.
2.
The probation will be waived if the employment contract is for three (3) months or less. If, on completion of the initial contract, the employment is extended such that it renders the combined employment duration longer than three (3) months, probation will be required. The probation will be deemed to take effect retroactively from the initial employment date.
PROCEDURE 1.
During the probationary period, the employee’s performance shall be monitored by the Program Director or designate.
2.
Where S.U.C.C.E.S.S. finds an employee’s performance unsatisfactory at any time during the probationary period, S.U.C.C.E.S.S. may terminate his/her employment without notice.
3.
Two weeks prior to the end of the probationary period, the Program Director or designate shall evaluate the performance of the employee by completing the Probation Evaluation Form. The completed Probation Evaluation Form with final decision shall be forwarded by the Program Director to Administration at least three (3) working days before the expiry of the probation period for follow-up action. The form shall be kept in the employee’s file. Supervisors shall inform employees of the probation evaluation decision, providing them a copy of the completed Probation Evaluation Form. 10
4.
At the end of the probation period, the Program Director shall recommend to CEO one of the following: (a) Confirmation of employment; (b) Extension of probation11; (c) Termination of employment.
8 9
This section was revised in October 2009.
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If an ex-employee is rehired in the same position within six (6) months of the previous termination of employment due to resignation or lay-off, probation may be waived at the discretion of the CEO. Procedure 3 of this section was updated in October 2009. If employment is terminated during the extended probation period, the employee shall be given notice of termination or payment in lieu of notice.
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3.5 Seniority POLICY 1.
Seniority is defined as the length of an employee’s continuous employment at S.U.C.C.E.S.S. starting from the most recent date of hire.
2.
Employees shall continue to accrue seniority if they are on approved leave stipulated in this Manual.
3.
Employees shall lose their seniority when their employment with S.U.C.C.E.S.S. ceases due to: (a) dismissal for cause; (b) resignation; (c) job abandonment; or (d) layoff for over six (6) months
4.
Seniority shall be used to determine annual vacation leave and termination of employment entitlements, and eligibility for applicable benefits. The initial start date of employment is used for determining the employee’s seniority and eligibility for benefits.
5.
If a layoff employee is re-hired within six (6) months of departure, his/her seniority shall be retained for the purpose of calculation of annual vacation and termination entitlements, and benefits subject to the eligibility criteria of benefits plan.
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3.6 Succession Planning12 POLICY 1.
S.U.C.C.E.S.S. plans and manages a supply of qualified individuals ready for leadership and identified strategic roles when positions become vacant, expected or otherwise.
POLICY BACKGROUND The purpose of establishing a succession plan is threefold: (a) to ensure least disruption and maintain effective operation in the event of sudden and unexpected departure of management employees, (b) to retain skilled talent by providing potential employees with development opportunities, and (c) to ensure ample time for the transfer of corporate knowledge.
PROCEDURE
The Position of CEO 1. When the departure of the CEO is planned, a human resources consulting firm will be engaged to search for a replacement under the supervision of a search committee appointed by the board. 2. When the departure of the CEO is sudden and unanticipated, the Chief Operating Officer will immediately assume the position of Acting CEO. If the Chief Operating Officer is unable or unwilling to take up the position, the CEO of S.U.C.C.E.S.S. Foundation will become the Acting CEO. The acting position will continue until the appointment of the new CEO. Management and Strategic Positions 1. A due process is conducted under the joint leadership of the Director of Administration and Building Development and the respective program directors to: (a) Identity key positions in each department (b) Identify capabilities of key positions (c) Identify potential employees and assess them against capabilities (d) Develop and implement a plan so that the potential employees will receive required training and development opportunities 2.
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An annual evaluation of the implementation of the succession plan will be taken by the management to ensure its effectiveness.
This section was added to the Manual in October 2009.
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4. Conditions of Employment
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4.1 General Expectation of Performance13 POLICY 1.
All S.U.C.C.E.S.S. employees including, but not limited to full-time, part-time and temporary employees, are expected to a)
Contribute to S.U.C.C.E.S.S.’ mission by providing professional and competent service at work;
b) Observe the principles that S.U.C.C.E.S.S. is a non-profit, non-partisan and nonsectarian organization; c)
Practise S.U.C.C.E.S.S.’ organizational and service values in all interactions with clients, staff, volunteers, community partners, personnel of funding source, and members of the public;
d) Make representations for S.U.C.C.E.S.S. in either written or verbal form only when authorized by the CEO to do so and in all other instances employees shall identify that they are not acting in the capacity as S.U.C.C.E.S.S. employees; e)
Observe the Conditions of Employment and S.U.C.C.E.S.S. Policies and Procedures;
f)
Provide S.U.C.C.E.S.S. with a full day’s or full shift’s work on the day they are scheduled to work;
g) Demonstrate honesty and care in the use of S.U.C.C.E.S.S. property, e.g. materials, resources, facilities, equipment, etc.; and h) Demonstrate personal flexibility and commitment to perform additional duties as required and to work beyond normal hours, if necessary, and in accordance with the provisions of the Employment Standards Act, to complete the job. i)
2.
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Conduct themselves in a professional manner that promotes a comfortable, professional, respectful work atmosphere, positive communication, cooperation and a friendly team environment.
Failure to observe the policy stated herein will result in disciplinary action which may include dismissal.
The section was revised in November in 2011.
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4.2 Lateness, Absenteeism and Job Abandonment POLICY 1.
It is the responsibility of every employee to attend work as scheduled on a regular and consistent basis.
2.
Employees are expected to be punctual and ready to commence work at the start of a scheduled shift and to remain on duty until the stipulated end of their shift.
3.
Employees who are unable to report to work at scheduled time must advise the Supervisor in advance so that necessary arrangements can be made.
4.
Employees who are incapable of providing regular and consistent attendance may fail to meet the requirements for continued employment.
5.
S.U.C.C.E.S.S. regards attendance and punctuality as vital performance criteria and will take these into consideration when assessing an employees’ overall work performance.
PROCEDURE 1.
When an employee is repeatedly late or absent from work without an acceptable explanation, the Program Director shall inform the Director of Administration, who shall issue a letter of warning to the employee and forward a copy to the immediate supervisor.
2.
If the employee does not show improvement in the problem identified in the warning letter, he/she may be subject to disciplinary action which could result in termination of employment.
3.
Employees who fail to report to work for three consecutive days without notifying their immediate supervisor and who cannot give an acceptable reason for absence shall be considered as having abandoned their employment.
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4.3 Personal and Organizational Confidential Information14 POLICY 1.
It is the agency’s policy to treat all personal information and non-public information concerning S.U.C.C.E.S.S. confidential. S.U.C.C.E.S.S. requires all personnel to comply fully with this policy.
2.
S.U.C.C.E.S.S. personnel shall not disclose any personal information that they access or receive in the course of their duties without the written consent of the individual except under the following circumstances: (a) When it is reasonably clear that the disclosure is in the interest of the individual and that consent cannot be obtained in a timely manner; (b) In an emergency where the individual cannot give consent; (c) When the disclosure is required by law or by an order of court; or (d) When there is reasonable ground to believe that the disclosure will prevent the individual from causing harm to himself/herself or other people. (e) When authorized personnel need to access the information to carry out their duties of service provision, supervision, contract monitoring, auditing or accreditation.
3.
S.U.C.C.E.S.S. employees shall not release any non-public information concerning S.U.C.C.E.S.S. without prior authorization stipulated in this Manual.
4.
Under no circumstances shall any employee use any confidential information to his/her personal advantage.
5.
A breach of confidentiality is subject to disciplinary action including dismissal.
6.
All employees are required to comply with this policy and sign a Confidentiality Agreement.
PROCEDURE 1.
Disclosure of personal information to authorized personnel Authorized personnel need to access personal information in order to carry out their duties in service provision, supervision, contract monitoring or accreditation. S.U.C.C.E.S.S. personnel shall explain to individuals and obtain their consent when or before they join S.U.C.C.E.S.S. or receive service the first time.
2.
Disclosure of personal information to family members Information about a client may be released on a strictly need-to-know basis to family members of the client if the client is a minor or is not able to properly inform his/her family
14
The section title was modified in November 2011.
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and the release of information is in the best interest of the client. 3.
Disclosure of personal information to third parties (a) Request for an individual’s personal information shall be directed to the Privacy Officer. Upon receiving such request, the Privacy Officer shall determine, in consultation with CEO or Program Director, the validity of the request. If the request is approved, the Privacy Officer shall obtain the individual’s consent by completing the appropriate authorization form before releasing the information. (b) Request for personal information by the media shall be governed by the same policy and procedure described in this section.
4.
Disclosure of S.U.C.C.E.S.S. non-public information Authorization to disclose S.U.C.C.E.S.S. non-public information should be obtained from the Director of Administration and Building Development.
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4.4 Prevention and Management of Client Abuse15 POLICY 1.
S.U.C.C.E.S.S. is committed to providing an environment that is safe and free from any abuse or neglect of the client.
2.
S.U.C.C.E.S.S. prohibits employees from engaging in any action or behaviour that may result in physical, emotional or mental harm to a client.
3.
S.U.C.C.E.S.S. employees have the responsibility to report immediately any incident of suspected abuse to their Supervisor.
4.
Employees found to abuse clients or who fail to report abuse they have witnessed are subject to disciplinary action which may result in dismissal.
PROCEDURE 1.
Categories of Abuse Client abuse includes, but not limited, to the following: (a) Physical Assault e.g. slapping, hitting, kicking or punching; (b) Verbal or Emotional Abuse e.g. yelling, making demeaning or derogatory remarks, teasing, swearing, or name-calling; (c) Gross Physical Neglect e.g. lack of attention, isolation, or confinement; (d) Financial Abuse e.g. theft (money or personal property), fraud (deceitful manipulation of finances), or solicitation for compensation; (e) Sexual Abuse/Assault e.g. any form of sexual conduct by force or threat of force; (f) Violation of Rights: denial of basic civil or human rights.
2.
Program Directors must investigate immediately any reports or allegations of client abuse by an employee. The investigation results shall be turned over to the CEO and Director of Administration and Building Development for consideration and follow-up action.
3.
This policy does not negate the employee’s right to protect himself or herself should a situation develop that may be harmful to the employee. The employee should withdraw from the situation as soon as possible and seek assistance. On no occasion shall an employee take retaliatory measures against the abusive client.
15
The section title was modified in November 2011.
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4.5 Sexual Harassment POLICY 1.
S.U.C.C.E.S.S. is committed to maintaining a harassment-free workplace. Sexual harassment is defined as any comment or conduct of a sexual nature that is uninvited and is known or ought reasonably to be known to be unwelcome and objectionable to the recipient; or that may lead to adverse job-related consequences for the victim of harassment; or that negatively affects the work environment.
2.
Sexual harassment includes, but not limited to, unwanted physical contact, sexual advances, request for sexual favours, display or distribution of sexually offensive material, sexually suggestive or offensive comments or gestures. It may consist of single or multiple incidents.
PROCEDURE 1.
An employee who believes that he/she has been harassed is encouraged to advise the alleged harasser that such conduct is unwelcome and must stop.
2.
If such behaviour does not stop, or if the employee chooses not to approach the alleged harasser, he/she should report the incident(s) in writing to the Program Director. The Program Director shall duly inform the CEO of the complaint.
3.
The Program Director shall advise the alleged harasser that there has been a complaint; that the complaint is being investigated; and that no threat or reprisal against the complainant shall be tolerated.
4.
The Program Director shall investigate the complaint within five (5) days of receiving the complaint, by interviewing the complainant, the alleged harasser, and any potential witnesses. During the investigation, the matter should be treated in strict confidence. The results of the investigation shall be carefully documented. Where necessary, the Program Director shall seek advice from S.U.C.C.E.S.S.’ legal counsel via the Director of Administration and Building Development.
5.
The Program Director shall complete the investigation and submit a report to the CEO within fifteen (15) days of receiving the complaint. If the complaint is substantiated, appropriate disciplinary action will be taken. The CEO will make a decision within five (5) days of receiving the report. Disciplinary action could be: (a) A warning letter on the employee’s personnel file; or (b) Termination of employment with S.U.C.C.E.S.S.
6.
If the complaint is not substantiated and it is determined that the complainant deliberately fabricated the complaint or acted in a vindictive or vexatious manner, the CEO shall take disciplinary action against the complainant which could include termination of employment.
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7.
Where the alleged harasser is the employee’s Program Director, the employee shall submit the complaint in writing to the CEO. The CEO shall investigate the matter in the procedure described above. Where the complaint is against the CEO, the complaint shall be presented to the Chair of the Board, who will conduct the investigation.
8.
Nothing in this policy shall restrict an employee’s legal or civil right to file a complaint with the Human Rights Tribunal or the police.
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4.6 Personal Harassment POLICY 1.
S.U.C.C.E.S.S. is committed to promoting a work environment where all employees are treated with dignity and respect and are free of harassment in the workplace. Any behaviour that comes under the definition of harassment will not be tolerated.
2.
Personal harassment is objectionable conduct or comment, directed towards a specific person, which serves no legitimate work purpose and has the effect of creating an intimidating, humiliating, hostile or offensive work environment. For the purpose of this policy, personal harassment includes any conduct or comments that constitute discrimination under the Human Rights Code.
3.
Personal harassment includes but is not limited to: (a) Unwanted actions, derogatory or demeaning comments, jokes or slurs; (b) Derogatory or demeaning posters, pictures, cartoons, graffiti or drawings; (c) Innuendoes, taunting or ostracizing a co-worker or employee; (d) Threats, bullying, or coercion; (e) Malicious gestures or actions.
PROCEDURE 1.
An employee who believes that he/she is being harassed should refer to the Policy on Sexual Harassment for the procedure on reporting a complaint. The investigation procedure and potential consequences of substantiated or unsubstantiated complaints will be the same as those for sexual harassment.
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4.7 Criminal Record Check16 POLICY 1. All new and current employees (or volunteers) who work with children and/or vulnerable adults in the course of their employment will be required to provide a criminal record check authorization in accordance with the Criminal Records Review Act (the Act). S.U.C.C.E.S.S. will submit this authorization to the Criminal Records Review agency for a determination of risk regarding the employee’s work with children. Employees who are deemed by an adjudicator appointed under the Act to pose a risk to children shall not be placed in or continue to occupy positions involving work with children. 2. All new and current employees (or volunteers) who work with children and/or vulnerable adults or who have unsupervised access to children and/or vulnerable adults as defined by Criminal Records Review Act must submit to Criminal Record Check. If results of the check show the employees are deemed to pose a risk to children, they shall not be placed in or continue to occupy positions involving work with children or unsupervised access to children. 3. All new employees who sign cheques, handle cash or contributions, or manage funds are required to go through a Criminal Record Check to determine the risk regarding the employees’ work with money. Employees who are deemed by the CEO to pose a risk to S.U.C.C.E.S.S. shall not be placed in or continue to occupy positions involving the handling of money. PROCEDURE 1. Criminal Record Check under Criminal Records Review Act Applicability
(a) Pursuant to the Criminal Records Review Act, all employees (or volunteers) who work with children and/or vulnerable adults or who have unsupervised access to children and/or vulnerable adults under B.C. Government-sponsored programs are required to do the criminal record check administered by the Criminal Records Review Program. Program directors, in consultation with the Director of Administration will determine what positions within S.U.C.C.E.S.S. are subject to criminal record check under the Criminal Records Review Act. New Employees
(a) Applicants for positions which must take the Criminal Record Check under the Criminal Records Act should be informed that the successful candidate will be required to go through a criminal record check at his or her own expense. (b) Program directors should direct new employees to complete the Consent to a Criminal Record Check form (downloadable from the ministry’s website), comply with the process, and send a copy of the form to the Director of Administration.
16
This section was revised in October 2009, April 2010 and further revised in April 2012.
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(c) A conditional offer may be made prior to the completion of a criminal record check. New employees (or volunteers) shall not work alone with children until the criminal record review process is satisfactorily completed. (d) If the result of the check deems the employee (or volunteer) to pose a risk to children, that employee shall be immediately removed from any position involving work with children or unsupervised access to children. The offer of employment to the new employee shall be deemed void. Existing Employees
(a) Employees (or volunteers) whose job description has changed to include work with children and/or vulnerable adults (as defined by Criminal Record Review Act) under nonB.C. Government-sponsored programs, or handling money must also submit to criminal record check. (b) Current employees (or volunteers) must complete the Criminal Record Check by the local police agency and forward a copy of the result to Administration. S.U.C.C.E.S.S. will bear the processing fees. (c) If the record check concludes that the employee (or volunteer) will pose a risk to children, vulnerable adults or to S.U.C.C.E.S.S., that employee (or volunteer) shall be immediately removed from the position pending CEO’s decision on longer-term arrangement. (d) The current employee (or volunteer) who has been removed from his/her position shall be considered for any vacancies within the organization to which the criminal record is not relevant and for which the employee (or volunteer) is qualified, suitable, and capable of performing. Where no such vacancies exist and where S.U.C.C.E.S.S. has no cause to terminate the employee (or volunteer) without notice, his/her employment shall be terminated with appropriate pay in lieu of notice as provided under the S.U.C.C.E.S.S. policy and in accordance to the Employment Standards Act. Appeal
(a) Where an employee (or volunteer) appeals against the decision of a criminal record check and is successful in overturning a determination of risk, S.U.C.C.E.S.S. shall place the employee (or volunteer) in a comparable position to the one that the employee was originally denied or from which the employee (or volunteer) was removed. 2. Criminal Record Check not under Criminal Records Review Act Applicability (a) All employees (or volunteers) who work with children or have unsupervised access to children under non-B.C. Government-sponsored programs, or employees who handle money in the course of their employment are required to submit to criminal record check administered by a police agency. Program directors, in consultation with the Director of Administration will determine what positions within S.U.C.C.E.S.S. are subject to criminal record check by police.
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New Employees (a) Applicants for positions which must take the Criminal Record Check by police should be informed that the successful candidate will be required to go through a criminal record check at his or her own expense. (b) Program directors should direct new employees (or volunteers) to complete the criminal record check by the employees’ (or volunteers’) local police agency, and send a copy of the check result to the Director of Administration and Building Development. (c) A conditional offer may be made prior to the completion of a criminal record check. New employees (or volunteers) shall not work alone with children, or handle money alone, until the criminal record review process is satisfactorily completed. (d) If the result of the check deems the employee (or volunteer) to pose a risk to children, or to S.U.C.C.E.S.S., that employee (or volunteer) shall be immediately removed from any position involving work with children or unsupervised access to children, or handling money. The offer of employment to the new employee shall be deemed void. Existing Employees (a) Employees (or volunteers) whose job description has changed to include work with children under non-B.C. Government-sponsored programs, or handling money must also submit to criminal record check. (b) Current employees (or volunteers) must complete the Criminal Record Check by the local police agency and forward a copy of the result to Administration. S.U.C.C.E.S.S. will bear the processing fees. (c) If the record check concludes that the employee (or volunteer) will pose a risk to children, or to S.U.C.C.E.S.S., that employee (or volunteer) shall be immediately removed from the position pending CEO’s decision on longer-term arrangement. (d) The current employee (or volunteer) who has been removed from his/her position shall be considered for any vacancies within the organization to which the criminal record is not relevant and for which the employee (or volunteer) is qualified, suitable, and capable of performing. Where no such vacancies exist and where S.U.C.C.E.S.S. has no cause to terminate the employee (or volunteer) without notice, his/her employment shall be terminated with appropriate pay in lieu of notice as provided under the S.U.C.C.E.S.S. policy and in accordance to the Employment Standards Act. Appeal (a) Where an employee (or volunteer) appeals against the decision of a criminal record check and is successful in overturning a determination of risk, S.U.C.C.E.S.S. shall place the employee (or volunteer) in a comparable position to the one that the employee was originally denied or from which the employee (or volunteer) was removed. 3. Criminal Record Check for Volunteers
(a) A volunteer who works with children or who has unsupervised access to children or vulnerable adults as defined by Criminal Record Review Act must submit to Criminal Record Check by a policy agency, regardless of the funding source of the program in which he/she works. Program directors, in consultation with the Director of Administration will determine what volunteer positions within S.U.C.C.E.S.S. are subject to Criminal Record Check.
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(b) Program directors should direct volunteers to complete the Criminal Record Check by the volunteer’s local police agency, and send a copy of the check result to the Director of Administration for record. S.U.C.C.E.S.S. will bear the processing fees.
(c) If the result of the check deems the volunteer to pose a risk to children or vulnerable adults, that volunteer shall be immediately removed from any position involving work with children or unsupervised access to children.
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4.8 Conflict of Interest DEFINITION 1.
A conflict of interest is a situation in which a S.U.C.C.E.S.S. employee has competing professional and/or personal interests. Such a situation can make it difficult for the employee to carry out his or her duties fairly and objectively.
2.
A conflict of interest occurs when an employee participates in a discussion or a decision about a matter, which may benefit that employee directly or indirectly.
3.
An employee is in a conflict of interest when there exists a personal interest that could influence his or her decisions and impair his/her ability to act in S.U.C.C.E.S.S.’ best interest.
4.
A conflict of interest also exists if it is the interest of a close friend, family member, business associate, outside employment, agency in which the employee holds a significant interest, or a person to whom the employee owes an obligation and this relationship could impair the employee’s ability to act in S.U.C.C.E.S.S.’ best interest.
5.
The conflict of interest includes a perceived conflict of interest. An employee has a perceived conflict of interest when a person could have a reasonable perception that the employee is making decisions on behalf of S.U.C.C.E.S.S. that promote his or her personal interest or those of persons listed above.
POLICY 1.
Employees must avoid conflict of interest or the appearance of a conflict of interest in carrying out the activities of the organization.
2.
Employees must keep their interests as private citizens and/or members of other organizations separate and distinct from their responsibilities as employees of S.U.C.C.E.S.S.
3.
Employees should not place themselves in a situation where they are under obligation to any person who might benefit from or seek to gain special consideration or favour. The honesty and impartiality of employees must be above suspicion.
4.
Employees should not use their relationship with S.U.C.C.E.S.S. or disseminate S.U.C.C.E.S.S. information for personal gain.
5.
Employees should voluntarily disclose any situation that may lead to an actual or potential conflict of interest to their Program Director, and in the case of Program Directors, to the
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CEO, at the start of employment, or any time during their employment with S.U.C.C.E.S.S. as soon as any conflict or potential conflict is discovered. 6.
After disclosure is made, employees with a conflicting interest must not participate in the decision-making of the matter and refrain from otherwise promoting the competing interest.
7.
Employees involved in a conflict of interest shall be subject to disciplinary action which may lead to dismissal.
PROCEDURE 1.
Employees are prohibited from making or accepting payment or other consideration in exchange for referrals.
2.
Employees are prohibited from steering or directing referrals of applicants or clients to a private practice in which S.U.C.C.E.S.S. personnel, consultants, or the immediate families of personnel and consultants are engaged.
3.
S.U.C.C.E.S.S. may keep a list of private practices that include S.U.C.C.E.S.S. personnel and consultants and make the list available to clients when necessary or requested. However, employees are not allowed to direct clients to the practices of these individuals, or any particular practice.
4.
Employees who leave S.U.C.C.E.S.S. for another service provider, government agency or private practice shall transfer their cases to other S.U.C.C.E.S.S. employees as directed by the Program Director. Leaving employees shall not bring away or make copies of the records of their previous clients.
5.
Employees are prohibited from giving preferential treatment to personal contacts (close friend, family member and business associate), Board members, volunteers or consultants who may apply for and receive S.U.C.C.E.S.S. services.
6.
S.U.C.C.E.S.S. may permit private practice on its premises by its personnel, consultants, outside practitioners or organizations. Private practitioners are required to provide their clients with a clear, written statement that clarifies the relationship between the private practitioner and S.U.C.C.E.S.S. The private practitioners are prohibited from serving any of S.U.C.C.E.S.S.’ current or former clients.
7.
A conflict of interest is considered to have been discharged if (a) the employee voluntarily discloses the conflict to the organization as soon as he/she has become aware of the conflict; and (b) the employee abstains from the decision-making of the matter and refrains from otherwise promoting the competing interest.
8.
If there is a question on whether there is an issue of conflict of interest, the Chief Executive
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Officer shall rule on it. 9.
Any suspected conflict of interest shall be investigated by the Program Director who may request submissions from the employee or a meeting with him/her. Where appropriate, the Director of Administration and Building Development may be asked to assist in the investigation. Findings of the investigation shall be submitted to the CEO who shall decide what action to be taken.
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4.9 Acceptance of Gifts17 POLICY 1.
Unless authorized by the CEO, employees are prohibited from soliciting from clients, suppliers or contractors any advantage that may affect, or appear to affect, the quality and level of service they provide in their capacity as S.U.C.C.E.S.S. employees.
2.
Unless authorized by the CEO, employees are prohibited from accepting any advantage from suppliers or contractors as the acceptance of advantage has the potential of compromising the employees’ ability to act in the best interest of S.U.C.C.E.S.S.
3.
Unless authorized by the CEO, employees are prohibited from accepting any advantage from clients except for small tokens of appreciation.
4.
Employees who solicit or accept advantage from clients, suppliers or contractors without authorization are subject to disciplinary action which could result in dismissal.
PROCEDURE 1.
Employees may accept gifts on behalf of S.U.C.C.E.S.S. from suppliers or contractors and shall transfer the gifts to the Director of Administration and Building Development for S.U.C.C.E.S.S. events or staff functions.
2.
Employees should seek manager’s approval to keep small tokens of appreciation, valuing not more than fifty dollars ($50) from an individual client or group clients, and program director’s approval for gifts valuing not more than one hundred dollars ($100). However, employees are encouraged to donate them to S.U.C.C.E.S.S. events or staff functions
3.
For gifts of value greater than one hundred dollars or of unknown value, the employee shall seek, through his/her Program Director, the CEO’s instruction on how the gifts should be dealt with.
4.
Clients, suppliers or contractors wishing to offer a large gift or monies should be encouraged to do so by way of donation to S.U.C.C.E.S.S.
5.
For the purposes of this HR Manual, advantages include but not limited to: (a) Any gifts, loan, fee, reward or commission consisting of money or of any valuable; (b) Security or of other property or interest in property of any description; (c) Any office, employment or contract; (d) Any payment, release, discharge or liquidation of any loan, obligation or other liability,
17
Procedures 2 and 3 of this section were revised in October 2009.
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whether in whole or in part; (e) Any lavish or unreasonably generous or frequent entertainment, including the provision of food or drinks, or indeed any entertainment which could embarrass the receiver in the discharge of his/her duties; (f) Any other service, or favour (other than entertainment), including protection from any penalty or disability incurred or apprehended or from any action or proceedings of a disciplinary, civil or criminal nature, whether or not already instituted. 6.
Employees who attend external functions on S.U.C.C.E.S.S. funds may keep the lottery prizes won in such occasions if the prizes are worth less than twenty dollars ($20). For prizes which are worth more than twenty dollars ($20) or are of unknown value, the employee shall seek, through his/her Program Director, the CEO’s instruction on how the prizes should be dealt with.
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4.10 Outside Employment POLICY 1.
Employees may engage in remunerative employment with another employer, carry on a business, or receive remuneration from public funds for activities outside their S.U.C.C.E.S.S. position on the condition that: (a) It does not constitute a conflict of interest; (b) It does not interfere with the performance of their duties as a S.U.C.C.E.S.S. employee; (c) It does not bring S.U.C.C.E.S.S. into disrepute; (d) It is not performed in such a way as to appear to be an official act or to represent S.U.C.C.E.S.S.’ opinion or policy; or (e) It does not involve the use of S.U.C.C.E.S.S.’ premises, services, equipment or supplies, to which the employee has access through his/her employment at S.U.C.C.E.S.S.
PROCEDURE 1.
Employees are encouraged but not required to inform and update their outside employment to the Director of Administration and Building Development via their Program Director. The sole purpose is to confirm to the Director of Administration and Building Development that there is no breach of the conditions of outside employment. Such information will be kept in the employee file.
2.
Whether or not an employee reports outside employment, the Director of Administration and Building Development may seek clarification from the employee concerned to ensure that he/she has not violated the conditions of outside employment. Employees have the responsibility of forwarding the required information to confirm that no violation has occurred.
3.
If S.U.C.C.E.S.S. establishes that an employee has violated the conditions of outside employment, the Director of Administration and Building Development shall issue the employee a letter of warning.
4.
If an employee does not comply with the conditions of outside employment after three warning letters, he/she may be subject to disciplinary action which may result in the termination of employment.
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4.11 Theft POLICY 1.
Theft is defined in this HR Manual as the unauthorized procurement of property or service that does not belong to the employee.
2.
S.U.C.C.E.S.S. does not tolerate theft or attempted theft of any kind on S.U.C.C.E.S.S. premises. Employees who violate this policy shall be subject to disciplinary action including dismissal.
PROCEDURE 1.
Where there is sufficient ground that an employee is suspected of stealing, the CEO may suspend the employee without pay pending further investigation.
2.
Where theft or attempted theft by an employee is established, the CEO may dismiss him/her immediately and may report the incident to the police.
3.
Acts of theft include but not limited to the following: (a) Theft of property or services from S.U.C.C.E.S.S.; (b) Unauthorized use of S.U.C.C.E.S.S equipment; (c) Unauthorized use or theft of property from clients, visitors or other personnel; (d) Theft outside working hours and the workplace, but which may affect the employment relationship; (e) Actions which result in unauthorized procurement of money, property or other belongings from S.U.C.C.E.S.S., clients, or other personnel; (f) Intentionally misusing or damaging S.U.C.C.E.S.S. property; (g) Making unauthorized purchases for S.U.C.C.E.S.S.; (h) Conducting personal business during work hours; (i) Making or receiving personal, long distance calls on S.U.C.C.E.S.S. telephone lines; and (j) Personal use of S.U.C.C.E.S.S. postage stamps, stationery, or vehicles.
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4.12 Health Requirements18 POLICY 1.
Employees shall be of sufficient health to meet the requirements of their job.
2.
Employees should observe general rules of hygiene and maintain a high level of personal cleanliness.
3.
Employees should comply with health and safety regulations issued by S.U.C.C.E.S.S. in the event of outbreaks or emergencies.
18
This section was revised in October 2009 to remove the previous requirement of TB skin test due to low risk of exposure as evidenced by zero infection of employees in the past 35 years, after consulting the BC Centre of Disease Control.
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4.13 Smoking and Substance Abuse POLICY 1. For the health and safety of employees and clients, all S.U.C.C.E.S.S. facilities shall be smoke-free environments. 2. It is S.U.C.C.E.S.S.’ position that drug dependence and alcoholism are illnesses that require treatment. 3. It is the responsibility of the employee to seek treatment at the earliest possible opportunity. 4. Any employee reporting for duty under the influence of alcohol, drugs or other prohibited substance(s), which endanger their health or safety, or the health or safety of other persons, will not be permitted to remain on S.U.C.C.E.S.S. premises. 5. Sub-standard performance due to alcoholism or drug dependency, as in any form of illness, will not be condoned. 6. Storage, possession or consumption of drugs by any employee on S.U.C.C.E.S.S. premise is prohibited. 7. Employees who violate this policy will be subject to disciplinary action including dismissal.
PROCEDURE 1. On a first offence of substance abuse, the employee will be sent, or if necessary, escorted home for the remainder of the shift without pay and be given written warning regarding the seriousness of the incident. The employee will be encouraged to seek professional help. 2. On a second offence, the employee shall be subject to serious disciplinary measures including dismissal. 3. Employees wishing to smoke may do so outside of S.U.C.C.E.S.S. facilities.
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4.14 Travel Allowances and Expenses19 POLICY 1. S.U.C.C.E.S.S. will reimburse employees for reasonable travel expenses incurred while conducting business on the organization’s behalf. 2. Employees who drive a non-S.U.C.C.E.S.S. vehicle to a destination other than normal place of work for official duties are entitled to mileage reimbursement at a rate announced by the Director of Finance. 3. Employees who travel on public transport to a destination other than normal place of work for official duties are entitled to travel expenses reimbursement. 4. Employees are expected to use discretion and be guided by a sense of reasonableness in the expenditure of S.U.C.C.E.S.S. 5. Any expense reimbursement claims not conforming to the policies and procedures set out herein require the specific approval of the Director of Finance, or if deemed appropriate, the CEO. 6. This should be read in conjunction with the section on Expense Reimbursement in the Accounting and Financial Management Manual.
PROCEDURE 1.
19
Mileage Reimbursement (a) Mileage reimbursement must be claimed by completing a Bus Fare/Mileage Claim Form. (b) Mileage reimbursement rate is set by Management and may be revised from time to time. (c) Mileage reimbursement is based on the actual mileage incurred from normal place of work to a destination and/or from a destination to the normal place of work. (d) In case official duties do not start and/or end at the normal place of work, mileage incurred is calculated by deducting from the total mileage the regular trip from home to normal place of work. The balance is the reimbursable mileage. (e) Employees may claim reimbursement of parking fee by completing the Bus Fare/Mileage Claim Form with proof of parking tickets or receipts. (f) There is no reimbursement of fines resulting from illegal parking and/or violation of traffic/parking regulations.
This section was revised in November 2007.
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2.
Air Travel (a) Employees travelling on S.U.C.C.E.S.S.’ business will be reimbursed for the cost of air travel in economy class. (b) Approval by the CEO is required prior to departure for all out-of-province travel, and any in-province travel expected to exceed $500. (c) The cost of standard flight cancellation insurance will also be reimbursed; however, additional flight insurance is at the discretion and expense of the individual staff. (d) Every effort should be made to secure the most practical routing and the lowest fares possible. Non-cancellable fares are not generally recommended.
3.
Car Travel (a) When an employee travels out of town and requires a rental vehicle, S.U.C.C.E.S.S. will pay for the rental costs of a mid-sized car (or other passenger vehicle appropriate in the circumstances). (b) When an employee uses his/her own vehicle for long trips, as an alternative to air travel, mileage shall be paid at the current rate to a maximum of the equivalent airfare (economy class). Employees will be reimbursed based on the most economical means of travel. (c) Employees are expected to use the most economical means of transportation available both to and from airports and depots. (d) Traffic violation fines will not be reimbursed.
4.
Accommodation, Meals and Incidentals (a) Employees travelling on S.U.C.C.E.S.S.’ business shall request the corporate rate for all accommodation. (b) Employees who travel on S.U.C.C.E.S.S.’ business and elect to stay in lodgings other than commercial hotels/motels, an accommodation allowance of $30.00 per day may be claimed for reimbursement. (c) The costs incurred for a standard hotel room (at corporate rates), will be covered while an employee is out of town on S.U.C.C.E.S.S.’ business. (d) Guidelines for meals are as follows: Breakfast $10.75 per person Lunch $12.50 per person Dinner $21.55 per person OR $44.80 in total per person per day (e) Limits on reimbursement are as follows: o Gratuities not to exceed 12% o Porter gratuity not to exceed $2.00 o Air fare – economy class only o Mileage not to exceed the cost of equivalent air fare (f) If an employee is performing duties that incur business-related meal expenses for three meals periods a day, the employee has the discretion to use the $44.80 maximum total amount in a manner that best suits his/her meal requirements for the day. (g) If employees are expected to host business associates for meals or incur other businessrelated entertainment expenses, such costs must be related to S.U.C.C.E.S.S. and, unless there is a promotional budget, prior approval must be obtained from the respective
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Program Director or the CEO (in the case of Program Directors). On the back of the receipt, the business purpose, the name of the individual(s) entertained, job title(s) and the name of the organization(s) must be recorded. (h) Non-business related expenses and entertainment expenses such as in-room movies will not be reimbursed. 5.
Claim Requirements (a) For reimbursements, the employee must complete an expense report and, where required, attach original receipts. (b) Receipts are required for o Meal costs greater than $10.00 o Accommodation (hotels, motels, etc.) o All transportation (including taxi, bus, air, car rental, etc.) in excess of $10.00 o Parking tolls greater than $10.00 per day (c) Whenever possible, when submitting expenses requiring receipts, an original receipt should be attached to the corresponding credit card slip (e.g. hotel bill paid by credit card, etc.). An amount identified on a credit card statement is not adequate documentation. (d) Where no original receipt is readily available (e.g. taxi, gasoline, and some restaurant purchases), the credit card slip alone may be accepted. Notations must be made on the receipts, or on the expense claim form itself, to indicate the business purpose of each expense, and to identify the guests entertained, etc.
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4.15 Traffic Violations POLICY 1. All employees are expected to drive in a responsible and safe manner, and to comply with all applicable legislation while operating a vehicle in the course of their work. 2. Any fines resulting from violations of the Motor Vehicle Act, city by-laws (e.g. parking violations) or any other legislation shall be the responsibility of the employee whether operating a S.U.C.C.E.S.S. vehicle or any other vehicle.
PROCEDURE 1.
All accidents or traffic violations committed while operating a S.U.C.C.E.S.S. vehicle or any other vehicle where clients are passengers must be reported to the Supervisor within 48 hours of the accident or violation.
2.
The Program Director shall duly inform Administration for consideration of follow-up action.
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4.16 Personal Appearance and Dress Code POLICY 1.
Personal appearance, including clothing, jewellery and grooming, should be neat and clean, and should reflect standards of decency, utility, health and safety.
PROCEDURE 1.
Employees shall wear clean, comfortable clothes, suitable for the work performed.
2.
If S.U.C.C.E.S.S. requires employees to wear a uniform, the agency shall provide the uniform, or alternatively, a uniform allowance.
3.
Employees performing duties for special events that require more relaxed dress code need not follow the recommended dress code.
4.
Program Directors shall exercise their discretion regarding an employee’s observance of the dress code. In the event of repeated, serious violations, the Program Director shall initiate disciplinary action in consultation with the Director of Administration and Building Development.
5.
The following “Recommended” and “Not Recommended” lists are for reference only and are by no means exhaustive.
Male
Female
Recommended Shirts Full length pants Jackets Polo Shirts Cardigans
Blouses Skirts Dresses Pants Jackets Polo Shirts Cardigans Tops
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Not Recommended T-shirts Jeans Sweat Pants Sweat Shirts Sneakers Sports sandals Hats Shorts Rugby pants Shorts Jeans Sweat Pants Sweat Shirts Sneakers Sports sandals Hats T-shirts
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4.17 Email, Telephone, Social Media and Internet Use20 POLICY 1.
S.U.C.C.E.S.S.’ communication systems are to be used for achieving the agency mission and objectives.
2.
Communication systems include telephone, voice mail, Internet (accessed on agency premises or via S.U.C.C.E.S.S. Network), email, social media and other communication devices.
3.
Employees accessing or using social media for S.U.C.C.E.S.S.-related activities must ensure to maintain public trust and professional relationships with their clients (and family), colleagues and other service providers, as well as to avoid damage to the public image of S.U.C.C.E.S.S.
4.
Employees’ use of S.U.C.C.E.S.S. communication systems must be lawful and ethical. The following uses are prohibited: (a) Sending, receiving or accessing offensive, objectionable, abusive, pornographic, obscene, sexist, racist, harassing or provocative messages, images or other materials, including adult-oriented web sites or news groups; (b) Sending or forwarding defamatory, derogatory, or false messages; (c) Distributing email spam or chain letters; (d) Engaging in political activities, solicitation of funds, or advertising goods or services; (e) Engaging in commercial or business uses; (f) Unauthorized access to other users' e-mail, data or communications; (g) Uses that infringe copyright or other intellectual property rights; (h) Unauthorized disclosure of confidential or privileged information; (i) Unauthorized use of data encryption; and (j) Uses that may compromise system integrity or degrade system performance.
5. Employees should note that all S.U.C.C.E.S.S. communications systems and all data contained therein including e-mail and voice mail are the property of S.U.C.C.E.S.S., and are subject to S.U.C.C.E.S.S. access and control. Where circumstances justify, S.U.C.C.E.S.S. may monitor or conduct workplace surveillance of employees’ use of telephone, voice-mail, Internet, email and other communication devices without employees’ prior consent. 6. S.U.C.C.E.S.S. communication systems are for official business. Personal uses during working hours are discouraged and should be kept to a minimum. If it is necessary to use the S.U.C.C.E.S.S. communication systems for personal purpose, it should be done at break time unless it is an emergency situation. 7. Failure to comply with this policy may have serious ramifications and may result in disciplinary action including dismissal. 20
The section was revised to include social media in November 2011.
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PROCEDURE 1. Personal use (a) Personal use shall be limited to the staff's own time such as lunch break. If access to the Internet is limited due to a resource shortage, work-related use has priority over nonwork-related use. (b) Personal use must not interfere with agency service, and the integrity and efficiency of S.U.C.C.E.S.S.’ communication systems. 2. Access by non-S.U.C.C.E.S.S. personnel (a) Non-S.U.C.C.E.S.S. personnel are not permitted to use or access the S.U.C.C.E.S.S. Network and e-mail system without prior authorization of a Program Director. 3. Confidential communication (a) Internal email Internal email is confidential and for internal use only. Internal email may not be distributed to persons outside S.U.C.C.E.S.S. unless such distribution is authorized by the original sender. (b) External email External email and data transmission are not secure or private unless it is encrypted. Email and other data sent externally will pass through many computers and systems that are not under S.U.C.C.E.S.S.’ authority, and may be subject to unauthorized access. Employees should exercise discretion in this matter. 4. S.U.C.C.E.S.S. may access, inspect, retrieve, review, read, copy, store, archive, delete, destroy, distribute or disclose to others (including courts and law enforcement authorities) communication system data and uses, including e-mail, voice mail and Internet use, where and when it is necessary or appropriate to do so without any further notice. 5. Users who wish their Internet use or email or voice mail communications to be private should not use S.U.C.C.E.S.S. communication systems. 6. Email Protocol (a) Email sent via S.U.C.C.E.S.S. communication systems reflects an image of the user and of the agency. All email messages must be consistent with S.U.C.C.E.S.S. professional reputation and standards. (b) Email has the same legal and practical effect as other written communications. Users should exercise the same good judgment and discretion when sending email as they would when sending a formal letter, written memorandum or other correspondence. 7. Email Abuse (a) Employees should exercise utmost caution in their use of language in writing emails to avoid embarrassment, offence, or harassment to their recipients.
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(b) Employees who feel that they have been embarrassed, offended, or harassed by the email(s) of another employee may  express their concerns to the email sender to seek resolution; or  lodge a complaint to the Director of Administration and Building Development. (c) The Director of Administration and Building Development shall deal with the complaint according the procedures stipulated under Section 4.18 Dispute and Grievance Resolution. 8. Social Media (a) For the purposes of this policy, social media includes but is not limited to sites such as Facebook, Twitter, LinkedIn, Flickr, YouTube, Wikepedia, Picasa and MySpace that enable users to interact, create and exchange information online. (b) Employees accessing or using social media, including the use of social media outside S.U.C.C.E.S.S. communications systems, should ensure public trust and maintain professional relationships with their clients (and families), colleagues and other service providers, to avoid damaging the public image of S.U.C.C.E.S.S. and to ensure respectful working relationships within the organization (c) Employees must exercise sound judgement and due care in accessing and using social media through S.U.C.C.E.S.S. communications systems or at any time when referring to S.U.C.C.E.S.S. clients, staff, policy or programs. They should be aware that messages created or exchanged on social media are enshrined in a public domain potentially in perpetuity, and can also be altered, forwarded and misquoted without the original sender’s knowledge or consent. (d) Employees must ensure privacy and confidentiality of personal and organizational information at all times. (e) Misuse of social media can result in criminal or civil actions.
9. Account Termination (a) Upon employment termination, employees will no longer be permitted to access any of the communication systems, its data, email messages or the network account.
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4.18 Dispute and Grievance Resolution21 POLICY 1.
S.U.C.C.E.S.S. recognizes that disputes can occur between employees and their Supervisors, or between employees, due to differing needs, goals, perceptions or incomplete information.
2.
If a dispute arises, S.U.C.C.E.S.S. encourages the parties to resolve their differences or conflict informally and in a cordial manner.
3.
S.U.C.C.E.S.S.’ guiding principle is for staff to address the matter at the level where the dispute occurred and refer it only to a higher level if they cannot reach a satisfactory resolution.
4.
If a dispute cannot be resolved informally, or if a formal approach is preferred, S.U.C.C.E.S.S. shall adopt the following dispute resolution procedure.
PROCEDURE 1.
As a first step, employees are encouraged to resolve the issue directly with the other party and do so orally.
2.
If the dispute cannot be settled within a reasonable period of time, the employee may present a complaint orally or in writing to the Program Director describing: (a) nature of the dispute; (b) causes of the dispute; and (c) proposed resolution of the dispute
3.
The Program Director shall conduct an investigation within five (5) working days of receiving the complaint: requesting submissions from involved parties and meeting with them. The Program Director shall provide a written decision on the Dispute and Grievance Report Form to all disputed parties and the Director of Administration and Building Development within the next five (5) working days.
4.
If the dispute cannot be resolved, the employee may present the complaint in writing to the CEO explaining: (a) nature of the dispute; (b) causes of the dispute; (c) proposed resolution of the dispute; (d) reasons for appealing the Program Director’s decision
5.
The CEO shall conduct an investigation within five (5) working days and may request
21
The procedure subsection was revised in November 2011.
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additional submissions from involved parties. The CEO shall provide a written decision on the Dispute and Grievance Report Form to all parties and the Director of Administration and Building Development within the next five (5) working days. 6.
If the dispute still cannot be settled, the employee may present the complaint in writing to the Chair of the Board of Directors explaining: (a) nature of the dispute; (b) causes of the dispute; (c) proposed resolution of the dispute; (d) reasons for appealing against CEO’s decision
7.
The Board Chair shall follow the guidelines stipulated in the Board Manual to arrive at a settlement of the dispute.
8.
If the dispute is between an employee and his/her Program Director and if a solution cannot be reached between them satisfactorily, the employee may seek to resolve the dispute following steps 4 – 7 above.
9.
If the dispute is between an employee and CEO and if a satisfactory solution between them cannot be reached, the employee may present the complaint in writing to the Chair of the Board of Directors.
10. The procedure of handling employee grievances shall follow the same steps stated above.
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4.19 Performance Evaluation POLICY 1.
A formal written performance appraisal of all employees shall be conducted annually to acknowledge good work performance, identify areas that need improvement, uncover barriers, explore training needs and discuss employees’ future goals.
PROCEDURE 1.
The Program Director shall develop from the employee’s job descriptions a set of measurable standards against which the employee is to be evaluated.
2.
The standards shall consist of the responsibilities, tasks and actions that the employee must perform in order to meet work expectations.
3.
These expectations must be made known to the employee prior to the evaluation period. In general, performance expectations are explained to employees at the commencement of employment and updated from time to time as required.
4.
Performance evaluation is normally conducted towards the end of each year or contract period, or at times announced by Administration.
5.
It is the responsibility of the Program Director or his/her designate to conduct a performance appraisal of each employee under his/her supervision annually by completing the Performance Evaluation Form.
6.
The Program Director or designate shall hold a performance evaluation interview with the employee to review the positive aspects of the employee’s work performance, areas which need improvement, and to discuss training, development and follow-up plans, if necessary.
7.
A post-evaluation meeting with the CEO shall be scheduled for the employee to discuss any evaluation issues. The meeting is optional and the employee may decline the meeting as his/her discretion.
8.
The Performance Evaluation Form shall be signed by the appraiser and the employee before it is forwarded to the Program Director and/or CEO for review and signature. It shall then be kept in the employee’s file.
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4.20 Disciplinary Process POLICY 1.
S.U.C.C.E.S.S. has the right to impose disciplinary action on an employee who has breached the employment contract, violated the conditions of employment, refused to comply with S.U.C.C.E.S.S. policy or other misconduct.
PROCEDURE 1.
S.U.C.C.E.S.S. will work with the employee to resolve the problem without imposing a severe penalty. However, if the employee does not correct his/her unacceptable behaviour, S.U.C.C.E.S.S. will increase the penalty in proportion to the seriousness of misconduct and other relevant factors.
2.
Disciplinary action, under normal circumstances, may progress from verbal warning to written warning and finally to dismissal.
3.
In the case of serious misconduct, S.U.C.C.E.S.S. may decide it appropriate to bypass the usual steps of progressive discipline and to impose the disciplinary action it sees fit.
4.
Disciplinary action towards an employee shall normally be initiated by the Program Director in consultation with CEO and Director of Administration and Building Development.
5.
The Program Director is responsible for administering disciplinary measures and for ensuring that the CEO, the Director of Administration and Building Development and the employee concerned are fully informed.
6.
The employee may appeal the disciplinary decision to the CEO who shall determine the final outcome of the appeal.
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4.21 Employee’s Privacy Rights POLICY 1.
S.U.C.C.E.S.S. respects the privacy rights of employees and is committed to protecting the privacy and personal information of employees.
2.
The Administration maintains a personnel file on each employee for the purpose of establishing, managing or terminating an employment relationship between S.U.C.C.E.S.S. and the employee.
3.
S.U.C.C.E.S.S. complies fully with the prevailing privacy legislation22 in the collection, use and disclosure of employee personal information.
4.
S.U.C.C.E.S.S. takes necessary organizational, physical and technological measures to protect employee personal information from theft, modification and loss, as well as unauthorized access, use, disclosure or copying.
5.
Where circumstances justify, S.U.C.C.E.S.S. may conduct workplace surveillance or monitoring of employees’ use of telephone, voice-mail, Internet, email, other communication devices and workplace activities without employees’ prior consent. PROCEDURE
1.
Personal Information The personnel file on each employee shall be maintained and updated to contain, where applicable, the following: (a) Application Letter (b) Reference Check Form (c) Resume (d) Signed Letter of Employment (e) Personnel Record Form (completed on-line) (f) Terms of Employment Form (completed on-line) (g) Job Description (h) Employee Orientation Record (i) Employee Performance Evaluation Form (j) Records of Leave (k) Injury and Incident Reports (l) Records of Disciplinary Action (m) Exit Interview Record (n) Other Information Related to Employee’s Employment
22
The Personal Information Protection Act (PIPA) of British Columbia and the Personal Information Protection and Electronic Documents Act (PIPEDA) of Canada.
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2.
Consent S.U.C.C.E.S.S. shall obtain employees’ consent before collecting, using or disclosing employees’ personal information. However, S.U.C.C.E.S.S. may collect, use or disclose employees’ personal information without consent if it is, among other things: (a) Reasonably clear in the interest of the employee and consent cannot be obtained in a timely manner; (b) In an emergency where the employee is unable to give consent; (c) Required or authorized by law; (d) For an investigation or proceeding but only if consent would compromise the availability or accuracy of the information collected for the investigation or proceeding.
3.
Implied Consent Under certain circumstances, employee consent is implied if the information is voluntarily provided and the purpose of collection, use and disclosure would be obvious to a reasonable person. As such, consent is deemed to have been given for the collection, use and disclosure of information for the purpose of enrolment or coverage in the health care and pension benefits.
4.
Protection Measures (a) Organizational Access to employee personal information shall be restricted to personnel authorized by the CEO or the Director of Administration and Building Development to carry out their duties. (b) Physical Employee files shall be locked in a cabinet kept in a secure area. (c) Technological Access to employee personal information stored in S.U.C.C.E.S.S. computer systems is restricted authorized personnel with legitimate password. Internet security measures are installed to protect the integrity of the electronic records.
5.
Accuracy of Employee Personal Information It is the responsibility of each employee to keep S.U.C.C.E.S.S. informed at all times of any changes in his/her name, address, telephone number, marital status, number of dependents, and the emergency contact person. Employees should send changes of personal information to Administration for updating the employee record.
6.
Forwarding Address On termination of their employment with S.U.C.C.E.S.S., employees should provide Administration a forwarding address to ensure they receive outstanding payments or any other documents.
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4.22 Release of Employee Information POLICY 1.
Personal information on an employee shall not be released without his/her written consent except under conditions stipulated in this HR Manual. This shall, in no way, limit S.U.C.C.E.S.S.’ right to provide employment-related information to requests necessary for S.U.C.C.E.S.S.’ normal and proper operation.
2.
Employees shall be permitted to review their personnel file upon giving the Director of Administration and Building Development seven (7) working days written notice. Employees shall review their files in the office where they are normally stored.
3.
Employees may update, add, correct or change information on their personnel records.
4.
Employee records shall be retained for a minimum of seven (7) years after termination of employment or for the period required by relevant legislation and by-laws, whichever is greater.
PROCEDURE 1.
Release of Information (a) All requests for personal information about an employee shall be forwarded to Administration, which will ask the concerned employee to authorize the Employee Consent for Information Release Form. (b) Only upon receiving the employee’s signed consent will Administration release the requested information. (c) In cases where the employee does not authorize S.U.C.C.E.S.S. to release his/her information, S.U.C.C.E.S.S. shall inform the inquirer that agency policy prohibits disclosing employees’ personal information without their signed approval. (d) Where appropriate, S.U.C.C.E.S.S. shall charge the individual or organization requesting employee information the photocopying, delivery and related costs.
2.
Employee’s Access to Own Information (a) To review their own personnel file, employees shall submit a written request to the Director of Administration and Building Development. (b) After receiving the request, the Director of Administration and Building Development shall inform the employee as soon as possible, or at the longest within seven (7) working days, when and where the employee may review the personnel file and that an authorized staff member will be present. (c) The employee may request a copy of his/her personal information by writing to the Director of Administration and Building Development. The Director of Administration and Building Development will, within seven (7) working days, make the copy
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available to the employee at minimal or no cost. If the request is refused, the Director of Administration and Building Development will notify the employee in writing, explaining the reasons for refusal. 3.
Correction/Change of Information (a) The Director of Administration and Building Development shall request annually that employees update, if necessary, their personal information in their personnel file. (b) Employees may at any time submit in writing to the Director of Administration and Building Development an update, addition, correction or change they wish to make to their personnel file.
4.
Retention of Records (a) Only authorized S.U.C.C.E.S.S. personnel can access an ex-employee’s records, which are retained for the stipulated number of years. The release of information from these records shall follow the same procedure described above. (b) When the designated retention period expires, S.U.C.C.E.S.S. has the discretion to continue retaining the ex-employee’s records in the manner described or to destroy them. Where S.U.C.C.E.S.S. chooses to destroy those expired records, it shall do so in a manner to ensure confidentiality (e.g. by shredding or incineration).
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4.23 Employee’s Personal Property POLICY 1.
It is the policy of S.U.C.C.E.S.S. to provide a secure work place so that its employees may safeguard their personal property while at work. But S.U.C.C.E.S.S. does not assume responsibility for the loss, damage or theft of personal belongings or vehicles.
PROCEDURE 1.
It is recommended that employees not bring unnecessary amounts of cash or other valuables to work. It is their responsibility to look after any personal items brought to work.
2.
Employees are expected to exercise reasonable care to safeguard their personal items which should never be left unattended.
3.
S.U.C.C.E.S.S. carries property insurance to cover the personal property other than vehicles of Officers and Employees for damage resulting from an accident, provided that the accident is not caused by negligence of the employee, and subject to the terms and conditions of the policy in effect.
4.
Employees must report as soon as possible the loss, damage or theft of personal property to their immediate supervisor who shall verify the circumstances and the damage. The incident must also be reported to the Director of Administration and Building Development by completing the Accident and Incident Report.
5.
Items of personal property found on S.U.C.C.E.S.S. premises should be returned to the owner (employee, volunteer, client or visitor) if the identity of the owner is known or turned in to the Receptionist of the service location. Inquiries about lost property should be directed to the Receptionist.
6.
The Manager or Program Director of each service location is responsible for disposing the found item or turning it in to the police if it is not claimed after three (3) months. At the Head Office, the responsibility lies with the Director of Administration and Building Development.
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4.24 Protection of Whistleblowers23
POLICY 1.
All S.U.C.C.E.S.S. employees must report fraudulent, dishonest use or abuse of S.U.C.C.E.S.S. resources and properties. S.U.C.C.E.S.S. and its personnel will not harass, humiliate or retaliate against the person who in good faith reports misconduct or suspected misconduct.
POLICY BACKGROUND 1.
S.U.C.C.E.S.S. requires employees, volunteers, contractors, and affiliated social groups to observe high standards of professional and personal ethics in the conduct of their duties and responsibilities. As S.U.C.C.E.S.S. personnel, we must be honest, truthful and responsible in fulfilling our responsibilities and comply with all applicable laws and regulations.
2.
The purpose of this policy is to encourage and enable employees and others to raise serious concerns within S.U.C.C.E.S.S. prior to seeking resolution outside S.U.C.C.E.S.S.
DEFINITIONS 1.
Fraudulent or Dishonest Conduct (a) It is a deliberate act or failure to act with the intention of obtaining an unauthorized benefit. Examples of such conduct include, but are not limited to: Forgery or alteration of documents Unauthorized alteration of manipulation of computer files Fraudulent financial reporting Pursuit of a benefit or advantage in violation of S.U.C.C.E.S.S. conflict of interest policy Misappropriation or misuse of S.U.C.C.E.S.S. resources, such as funds, supplies, or other assets Authorizing or receiving compensation for goods not received or services not performed Authorizing or receiving compensation for hours not worked
2.
Whistleblower (a) A whistleblower is one who reports an activity which he/she believes to be fraudulent or dishonest.
23
This section was created in December 2007.
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PROCEDURE 1.
Reporting Misconduct (a) Employees are encouraged to report fraudulent or dishonest conduct or suspected misconduct to their supervisor. However if one is not comfortable speaking with the supervisor, that person is encouraged to speak with anyone in management, or directly with CEO. Supervisors, managers or program directors who have received the report shall forward it to CEO as soon as practicable. (b) Managers and program directors are required to report misconduct or suspected misconduct to CEO. Failure by a manager or program director to report misconduct may result in disciplinary action, up to and including dismissal.
2.
Investigating Misconduct or Suspected Misconduct (a) CEO shall conduct an investigation of the allegation within five (5) working days of receiving the report and appropriate corrective actions will be taken if necessary. The whistleblower will receive a report of the investigation. (b) Reasonable care should be taken in dealing with suspected misconduct to avoid: Groundless allegations Premature notice to persons suspected of misconduct and/or disclosure of suspected misconduct to others not involved with the investigation Violations of a person’s rights under law
3.
Reporting Misconduct of CEO (a) If the reported misconduct is related to CEO, the reporting person should contact the Board Chair. (b) The Board Chair should conduct an investigation within five (5) working days of receiving the report and appropriate corrective actions will be taken if necessary. The whistleblower will receive a report of the investigation.
4.
Confidentiality (a) Misconduct or suspected misconduct may be reported on a confidential basis by the complainant or may be submitted anonymously. (b) “Unofficial” or “off the record” report will not be accepted. (c) Reports of fraudulent or dishonest conduct and the identity of the whistleblower will be kept confidential to the extent possible, as stated below.
5.
Whistleblower Protection (a) S.U.C.C.E.S.S. will keep the identity of the whistleblower confidential unless: o The person agrees to be identified; o Identification is necessary to allow S.U.C.C.E.S.S. or law enforcement official to investigate; o Identification is required by law; or o The person alleged to have committed misconduct is entitled to the information as a matter of legal right in disciplinary proceedings.
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(b) S.U.C.C.E.S.S. or S.U.C.C.E.S.S. personnel must not retaliate in any way such as harassment, humiliating, discharging, demoting, suspending or discriminating against a whistleblower who reports a misconduct or suspected misconduct in good faith. (c) Whistleblowers who believe they have been retaliated against may file a complaint to CEO, or if the complaint is against CEO, to the board chair. A proven complaint of retaliation shall result in a proper remedy for the person harmed and the initiation of disciplinary action, up to and including dismissal. (d) Whistleblowers must be cautious to avoid groundless allegations. Any allegations that prove not to be substantiated and which prove to have been made maliciously or knowingly to be false will be dealt with as a serious disciplinary offence.
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4.25 Management Travel Policy24 POLICY 1.
Chief Executive Officer and Chief Operating Officer are prohibited from travelling at the same by air and are discouraged from travelling together by way of other modes of transportation.
2.
Chief Operating Officer and Program Director shall not travel together with more than two of their direct reports on the same air plane.
24
This section was introduced in March 2010
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4.26 Reference Letter and Telephone Reference25 POLICY 1.
S.U.C.C.E.S.S. respects the reference request from a departing employee or the potential employer of a former employee and will respond to such request in an honest and timely manner.
2.
In providing references, S.U.C.C.E.S.S. employees have the duty to: a. Take reasonable skill and care to ensure the accuracy of a reference; b. Provide a reference which is in substance true, accurate and fair; and c. Not give an unfair or misleading impression overall, even if the components are factually correct.
3.
Telephone references should be declined whenever possible, other than in exceptional circumstances.
PROCEDURE 1.
When an employee has a concern about providing a reference, he or she should contact the Director of Administration and Building Development for advice. Under limited circumstances, there is a legal obligation for an employer to supply a reference.
2.
In writing a reference letter, the author must ensure that the information is based on facts and that the information is capable of independent verification. Carelessness in the presentation of facts may cause liability.
3.
In providing a reference, the author must not confuse the facts of an individual with the opinion of the individual’s abilities or suitability of employment. If an opinion is offered regarding an individual’s abilities and suitability of employment, the reasoning for such a view should be made clear. If challenged, the author of the reference letter would need to provide evidence to support their view. Unsupported opinions should never be part of a reference letter.
4.
Where telephone references are given, an employee should treat them with the same care as he or she writes a reference letter. Statements should not be made in the conversation that one would not be willing to make in writing. The telephone reference should be followed up immediately with a written reference.
5.
A copy of the reference should be forwarded to the Administration and be kept on the individual’s personnel file.
25
This section was introduced in November 2011.
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6.
A reference letter should contain the following disclaimer in its final paragraph: In accordance with the normal practice of S.U.C.C.E.S.S., this reference is given in good faith and in confidence, without legal liability on behalf of the author or of S.U.C.C.E.S.S.
7.
In the event that a staff member is challenged over the content of a reference which they have provided, he or she should refer the matter immediately to the Director of Administration and Building Development. He or she should abstain from a discussion of the issue of liability.
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5. Termination of Employment
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5.1 Resignation DEFINITION 1.
Resignation is employees’ voluntary termination of their employment other than by abandonment of position.
PROCEDURE 1.
Employee’s Responsibility (a) An employee who intends to resign is encouraged to give a minimum of two (2) weeks’ notice in writing to CEO, with copy to the Program Director and the Director of Administration and Building Development. If the employee must resign immediately due to illness, an accident, or other factors, he/she shall give as much notice as possible to facilitate the selection of a suitable replacement.
2.
Program Director’s Responsibility (a) The Program Director shall complete and submit the Terms of Employment Form online preferably two (2) weeks prior to the employee’s last day of work. (b) The Program Director shall be responsible for ensuring all S.U.C.C.E.S.S. property (which may include such items as keys, files, manuals, equipment, parking decal, security card and business card) is returned by the departing employee prior to issuing the final pay. (c) The Program Director should provide Accounting Department with the address to which the departing employee wants the last pay cheque/statement and T4 slip to be sent if it is different from the one on the employment record.
3.
Administration’s Responsibility (a) On receiving the Terms of Employment Form, Administration shall reconcile attendance, any overuse of sick leave or vacation leave, any outstanding vacation leave or banked overtime leave and forward the information to Accounting for appropriate action. (b) Administration shall conduct an exit interview preferably on the employee’s last day of work using the Exit Interview Form.
4.
Accounting Department’s Responsibility (a) The Accounting Department shall prepare the final pay cheque for the employee’s pay including the last day of employment. If applicable, the final pay cheque shall also include other money owing such as outstanding vacation leave and banked overtime leave. (b) If employees have given sufficient resignation notice, Accounting shall endeavour to issue their final pay cheque on the last day of work. (c) The Accounting Department shall send the final pay cheque (if it is not issued on the
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last day of work) and all required documents to the resigned employee’s home or designate address in accordance with the Employment Standards Act and Employment Insurance Act. 5.
Information Technology Unit’s Responsibility (a) ITU shall cancel the resigned employee’s access to the S.U.C.C.E.S.S. computing system and delete his/her user name from the S.U.C.C.E.S.S. internal email list after the last day of work, unless directed otherwise by the Program Director.
6.
Seniority and Benefits (a) An employee's seniority shall be broken and all seniority lost if he/she resigns from S.U.C.C.E.S.S. (b) The departing employee’s entitlement to Health Care and RRSP Benefits will cease on termination of employment. (c) Outstanding S.U.C.C.E.S.S. contribution to the employee’s RRSP, if any, will be made on the next scheduled contribution date.
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5.2 Abandonment of Position DEFINITION 1.
CEO may declare in writing that the employee has abandoned his/her employment and thereupon he/she ceases to be a S.U.C.C.E.S.S. employee when an employee (a) Fails to report to work for more than three (3) consecutive working days or fails to return to work upon expiration of an authorized leave of absence for more than three (3) consecutive working days, on which they are scheduled to work without contacting S.U.C.C.E.S.S.; and (b) Fails to provide a reason acceptable to S.U.C.C.E.S.S.
PROCEDURE 1.
CEO’s Responsibility (a) Upon receiving report from Program Director that an employee has failed to report to work for three (3) consecutive days on which they are scheduled to work without contacting S.U.C.C.E.S.S., CEO shall determine whether the employee has abandoned his/her position. (b) If abandonment of position has been determined, CEO shall deliver to the employee a letter by registered mail or by hand stating that the employee has abandoned his/her position. The letter shall be copied to the Program Director and the Director of Administration and Building Development.
2.
Program Director’s Responsibility (a) The Program Director has the responsibility to report to CEO when an employee has failed to report to work for three (3) consecutive days on which they are scheduled to work without contacting S.U.C.C.E.S.S. (b) Upon determination by CEO that the employee has abandoned position, the Program Director shall immediately complete and submit the Terms of Employment Form to Administration. (c) The Program Director shall be responsible for ensuring all S.U.C.C.E.S.S. property (which may include such items as keys, files, manuals, equipment, parking decal, security card and business card) is returned by the departed employee prior to issuing the final pay. (d) The Program Director should provide the Accounting Department with the address to which the departing employee wants the last pay cheque/statement and T4 slip to be sent if it is different from the one on the employment record.
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3.
Administration’s Responsibility (a) On receiving the Terms of Employment Form, Administration shall reconcile attendance, any overuse of sick leave or vacation leave, any outstanding vacation leave or banked overtime leave and forward the information to Accounting for appropriate action.
4.
Accounting Department’s Responsibility (a) The Accounting Department shall prepare the final pay cheque for the employee’s pay including the last day of employment. If applicable, the final pay cheque shall also include other money owing such as outstanding vacation leave and banked overtime leave. (b) The Accounting Department shall send the final pay cheque and all required documents to the departed employee’s home or designate address in accordance with the Employment Standards Act and Employment Insurance Act.
5.
Information Technology Unit’s Responsibility (a) ITU shall cancel the departed employee’s access to the S.U.C.C.E.S.S. computing system and delete his/her user name from the S.U.C.C.E.S.S. internal email list after the last day of work, unless directed otherwise by the Program Director,
6.
Seniority and Benefits (a) An employee's seniority shall be broken and all seniority lost if he/she abandons his/her position. (b) The departed employee’s entitlement to Health Care and RRSP Benefits will cease on termination of employment. (c) Outstanding S.U.C.C.E.S.S. contribution to the employee’s RRSP, if any, will be made on the next scheduled contribution date.
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5.3 Layoff DEFINITION 1.
Layoff refers to a situation where S.U.C.C.E.S.S. needs to terminate the employment of an employee due to a shortage of work or of funds, the closing of a position, or other unforeseen changes.
PROCEDURE 1.
Layoff Notice (a) The employee to be laid off is entitled to notice in writing, or regular pay for the period in lieu of notice according to the following terms: o Where an employee has completed a consecutive period of employment ranging from a minimum of three (3) months to one (1) year, he/she shall be entitled to one (1) week’s notice or one (1) week’s pay in lieu of notice. o Where an employee has completed one (1) year or more of consecutive employment, he/she shall be entitled to two (2) weeks’ notice or pay in lieu of notice. After three (3) consecutive years of employment, he/she shall be entitled to three (3) weeks’ notice or pay in lieu of notice plus an additional week’s notice or pay in lieu of notice for each additional year of employment, up to a maximum of eight (8) weeks’ notice or pay in lieu of notice.
2.
CEO’s Responsibility (a) The CEO shall prepare a written lay-off notice stating the reason for the lay-off and the employment termination date and deliver the notice to the employee via the Program Director. The notice shall be copied to the Program Director and Director of Administration and Building Development.
3.
Program Director’s Responsibility (a) The Program Director shall complete and submit the Terms of Employment Form online preferably two (2) weeks prior to the employee’s last day of work. (b) The Program Director shall be responsible for ensuring all S.U.C.C.E.S.S. property (which may include such items as keys, files, manuals, equipment, parking decal, security card and business card) is returned by the departing employee prior to issuing the final pay. (c) The Program Director should provide Accounting with the address to which the departing employee wants the last pay cheque/statement and T4 slip to be sent if it is different from the one on the employment record. Administration’s Responsibility (a) On receiving the Terms of Employment Form, Administration shall reconcile attendance, any overuse of sick leave or vacation leave, any outstanding vacation leave or banked overtime leave and forward the information to Accounting for appropriate
4.
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action. 5.
Accounting Department’s Responsibility (a) The Accounting Department shall prepare the final pay cheque for the employee’s pay including the last day of employment. If applicable, the final pay cheque shall also include other money owing such as outstanding vacation leave and banked overtime leave. (b) The Accounting Department will endeavour to issue their final pay cheque on the last day of work. (c) The Accounting Department shall send the final pay cheque (if it is not issued on the last day of work) and all required documents to the resigned employee’s home or designate address in accordance with the Employment Standards Act and Employment Insurance Act.
6.
Information Technology Unit’s Responsibility (a) ITU shall cancel the departed employee’s access to the S.U.C.C.E.S.S. computing system and delete his/her user name from the S.U.C.C.E.S.S. internal email list after the last day of work, unless directed otherwise by the Program Director,
7.
Seniority and Benefits (a) An employee's seniority shall be broken and all seniority lost if he/she is laid off for over six (6) months. (b) The departing employee’s entitlement to Health Care and RRSP Benefits will cease on termination of employment. (c) Outstanding S.U.C.C.E.S.S. contribution to the employee’s RRSP, if any, will be made on the next scheduled contribution date.
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5.4 Dismissal for Cause DEFINITION 1.
S.U.C.C.E.S.S. will terminate employment of an employee for causes that are deemed serious enough to justify such action. Causes include, but are not limited to, violation of the Conditions of Employment, breach of S.U.C.C.E.S.S. policies, grave misconduct, or behaviour that would bring disrepute to S.U.C.C.E.S.S.
PROCEDURE 1.
Dismissal Consideration Prior to the decision of dismissal for cause, full consideration shall be given to: (a) Prevailing circumstances and consequences for the employee, other employees, clients, the community and S.U.C.C.E.S.S.; (b) Whether the employee has been given previous warning of any unsatisfactory performance or conduct that may be cause for dismissal; (c) Availability of adequate documentation to justify dismissal.
2.
CEO’s Responsibility (a) CEO shall prepare and deliver a written notice of dismissal to the employee stating the reason for dismissal via the employee’s Program Director. The notice shall be copied to the Program Director and Director of Administration and Building Development.
3.
Program Director’s Responsibility (a) The Program Director shall complete and submit the Terms of Employment Form online as soon as the dismissed employee has been notified. (b) The Program Director shall be responsible for ensuring all S.U.C.C.E.S.S. property (which may include such items as keys, files, manuals, equipment, parking decal, security card and business card) is returned by the departing employee prior to issuing the final pay. (c) The Program Director should provide Accounting with the address to which the departing employee wants the last pay cheque/statement and T4 slip to be sent if it is different from the one on the employment record.
4.
Administration’s Responsibility (a) On receiving the Terms of Employment Form, Administration shall reconcile attendance, any overuse of sick leave or vacation leave, any outstanding vacation leave or banked overtime leave and forward the information to Accounting for appropriate action.
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5.
Accounting Department’s Responsibility (a) The Accounting Department shall prepare the final pay cheque for the employee’s pay including the last day of employment. The final pay cheque shall also include other money owing such as outstanding vacation leave and banked overtime leave, if any. (b) The Accounting Department will endeavour to issue their final pay cheque on the last day of work. (c) The Accounting Department shall send the final pay cheque (if it is not issued on the last day of work) and all required documents to the resigned employee’s home or designate address in accordance with the Employment Standards Act and Employment Insurance Act.
6.
Information Technology Unit’s Responsibility (a) ITU shall cancel the departed employee’s access to the S.U.C.C.E.S.S. computing system and delete his/her user name from the S.U.C.C.E.S.S. internal email list after the last day of work, unless directed otherwise by the Program Director,
7.
Seniority and Benefits (a) An employee's seniority shall be broken and all seniority lost if he/she is dismissed for cause. (b) The departed employee’s entitlement to Health Care and RRSP Benefits will cease on termination of employment. (c) Outstanding S.U.C.C.E.S.S. contribution to the employee’s RRSP, if any, will be made on the next scheduled contribution date.
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6. Hours of Work
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6.1 Work Schedule POLICY 1.
Program Directors have the responsibility and discretion to schedule employees’ work shifts and work hours to maintain public access to S.U.C.C.E.S.S. facilities or services during service hours.
2.
Where programs require, employees shall be scheduled to work outside the general office hours of 9:00 a.m. to 5:00 p.m., Monday through Friday.
3.
Where appropriate, a flexible work schedule shall be maintained to meet the program needs or to avoid/minimize the occurrence of overtime work.
4.
Where no adverse effect on service is expected, and if there is no increase in cost to S.U.C.C.E.S.S., employees may exchange shifts among themselves with the prior approval of the Supervisor. Whenever possible, employees shall give their Program Director advance notice by submitting their request in writing.
5.
Except under emergency situations or for reasons acceptable to S.U.C.C.E.S.S., employees shall not change their work shift and hours without prior approval of the Program Director26.
6.
Compressed work week plan which is based on working the same total work hours on a fairly even basis over nine consecutive days in a two-week pay period is available to fulltime employees subject to approval of the Program Director on the basis of, but not limited to, the following criteria: (a) it is operationally feasible (b) service level is not adversely affected (c) no additional cost is incurred to S.U.C.C.E.S.S. (d) having clearly designated employee(s) to assume the work of the employee who is on compressed day off
7.
S.U.C.C.E.S.S. reserves the right to cancel the plan at any time it considers necessary.
26
For employee’s obligation to meet the work schedule, please see the Section on “Attendance, Lateness, Absenteeism and Job Abandonment”.
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6.2 Minimum Daily Pay Requirements POLICY 1.
S.U.C.C.E.S.S. complies with the Employment Standards Act regarding minimum daily pay.
2.
An employee who reports for work for which he/she is scheduled is entitled to a minimum of two (2) hours' pay at the regular rate, even if the employee works less than two (2) hours.
3.
If the employee who reports for work is scheduled for more than eight (8) hours, he/she must be paid for at least four (4) hours.
4.
If work is suspended for a reason completely beyond S.U.C.C.E.S.S.’ control (e.g. inclement weather), the employee shall be paid the greater of two (2) hours or the actual time worked.
5.
An employee who reports to work but is unfit for work shall be paid for time actually worked.
6.
An employee who reports for work for which he/she is scheduled shall be paid the greater of two (2) hours or the actual time worked where he/she: (a) Leaves work without approval, or (b) Is suspended for disciplinary reasons.
PROCEDURE 1.
The Program Director shall duly inform Accounting of the number of hours payable to the employee should any of the above situations occur.
2.
In the event that an employee leaves work without approval, or is suspended for disciplinary reasons, the Program Director shall duly inform the Director of Administration and Building Development of such incidents for follow-up action as appropriate.
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6.3 Overtime Work27
POLICY 1.
Overtime Work in this Manual means work authorized by S.U.C.C.E.S.S. and performed by an employee in excess of (a) eight (8) hours per day (daily overtime); or (b) forty (40) hours per week (weekly overtime) except when a flexible schedule is maintained or a variance has been granted by the B.C. Director of Employment Standards.
2.
An employee who works overtime shall be entitled to overtime compensation either in pay or in overtime leave in lieu of pay in accordance with the prevailing provisions of the Employment Standards Act.
PROCEDURE 1.
Where appropriate, Program Directors should arrange with their staff mutually agreeable flexible hours where fixed-length shifts vary in the start and end time in order to suit the nature of the service delivery.
2.
In addition to, or in place of, flexible hours, Program Directors may also make flexible schedule agreements with their staff. A flexible schedule is an averaging agreement which allows an employee to work up to twelve (12) hours in a day and an average of forty (40) hours in a week without incurring overtime. The written agreement must be made in accordance with the conditions stipulated in the Employment Standards Act.
3.
Overtime work must be approved by the Program Director in advance. Under exceptional circumstances, overtime may be approved retroactively by the Program Director.
4.
Overtime entitlement shall be calculated according to the actual amount of Overtime Work (as defined under Policy subsection 1) performed.
5.
Employees shall record their start to finish work hours, including authorized overtime hours, on the S.U.C.C.E.S.S. Weekly Timesheet.
6.
Employees may bank earned overtime and may request time off with pay on a mutuallyagreed date later.
27
Procedure Subsection 4 was revised in November 2011.
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7.
Employees shall have the right to refuse to work overtime, without being subject to disciplinary action. However, an employee may be required to work overtime during an emergency situation.
8.
Part-time employees who work longer than their regular work day shall be compensated at the rate of one-to-one for hours they have worked up to eight (8) hours in the work day. Overtime shall apply to hours worked in excess of eight (8) hours.
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6.4 Meal Breaks POLICY 1.
Employees are entitled to a break of at least one half hour after working a maximum of five (5) consecutive hours. The period allowed for meals shall not be paid unless the employee is required to work during the period.
PROCEDURE 1.
The Program Director has the responsibility and discretion to maintain a schedule of meal breaks for employees which (a) Complies with the Employment Standards Act; and (b) Best meets the service needs.
2.
Where appropriate, the Program Director shall schedule employees to have meal breaks in order to maintain the accessibility of the service centre/campus to clients.
3.
If it is not possible to schedule staff members to take meal breaks on rotation, the departmental or location office shall be closed to allow an uninterrupted meal break. A notice shall be posted on the door and/or announced through other appropriate channels to inform other personnel, clients or visitors of the closure.
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7. Wages and Benefits
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7.1 Remuneration28 POLICY 1.
S.U.C.C.E.S.S. provides fair and competitive remuneration to employees within the geographic private social services market for work performed and skills employed.
PROCEDURE 1.
S.U.C.C.E.S.S. complies with the prevailing minimum wage set by the Employment Standards Act;
2.
S.U.C.C.E.S.S. pays employees according to an established pay scale for each position in S.U.C.C.E.S.S.
3.
The CEO, assisted by the Director of Administration and Building Development and the Director of Finance, shall review the S.U.C.C.E.S.S. pay scale annually.
4.
When the pay scale requires any changes, the CEO will present recommendations to the S.U.C.C.E.S.S. Board of Directors for approval.
5.
The CEO shall determine an employee’s wage level by considering the employee’s position, qualification, education, experience, funding and any other factor that the CEO may deem relevant.
6.
Employees who have been temporarily assigned by the CEO or their Program Director to a position with a wage rate lower than their regular rate of pay shall maintain their regular wage rate.
28
This section was revised in October 2009 with a new policy statement.
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7.2 Pay Day and Pay Cheque Distribution POLICY 1.
Wages shall be paid on a bi-weekly basis. Where such dates fall on a Saturday, Sunday, or a day of a paid Holiday, S.U.C.C.E.S.S. shall pay wages on the first preceding day of work.
2.
Wages earned in a pay period shall be paid within eight (8) days after the end of the pay period.
PROCEDURE 1.
Pay cheques shall be distributed on alternating Fridays (or the closest business day preceding) for pay period ending on the pay day.
2.
Payroll or personal cheques will not be cashed by S.U.C.C.E.S.S.
3.
If authorized by the employee in writing, S.U.C.C.E.S.S. will pay all wages by direct deposit to the employee's account at a financial institution.
4.
If employees wish to have someone else pick up their pay cheque, they must provide Administration with written authorization on each occasion. The individual receiving the pay cheque must show identification and sign for the pay cheque received.
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7.3 Acting Appointment POLICY 1.
Acting appointment applies only to positions of Program Director and above. It is considered only when the responsibilities of the Program Directors on leave cannot be delegated to other employees during their leave of absence. Under exceptional circumstances (such as funding contract requirement) acting appointment may be considered for the manager position.
2.
All acting appointments shall be recommended by the Program Director and approved by the CEO.
3.
An employee who is assigned an acting appointment concurrent with his/her existing position for a period of four (4) consecutive or more weeks, shall receive a responsibility pay equivalent to ten (10) per cent of the minimum salary point of the acting position in addition to his/her regular pay.
4.
The terms and conditions of acting pay described above may also apply when a Program Director is appointed to take up additional responsibilities for another Program Director on leave for four (4) consecutive or more weeks.
5.
S.U.C.C.E.S.S. shall pay acting salary according to the same procedure as set out for regular pay in this Manual.
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7.4 Health Care and RRSP Benefits29 POLICY 1.
S.U.C.C.E.S.S. seeks to provide employees with the best extended health care and retirement savings benefits that S.U.C.C.E.S.S.’ resources permit.
2.
Employees who satisfy the eligibility criteria stipulated in this Manual are entitled to the benefits set out in this Manual.
3.
The CEO, assisted by the Director of Administration and Building Development and the Director of Finance, shall review the benefits package annually and present it to the Board for any necessary adjustment, if necessary.
4.
S.U.C.C.E.S.S. reserves the right to make changes to the benefits package if necessary.
PROCEDURE 1.
Full-time employees and part-time employees working an average of 17.5 hours weekly, who have successfully fulfilled probation and have completed at least three (3) months of continuous employment in S.U.C.C.E.S.S. are eligible for Group Insurance Benefits, B.C. Medical Service Plan Premium Subsidy and RRSP Contribution, subject to the specific requirements of individual benefit items as follows.
2.
In addition, full-time employees who have completed at least 5 years of continuous full-time employment or program directors and above, in S.U.C.C.E.S.S. are eligible for the Long Term Disability Plan as part of the Group Insurance Benefits Package.
3.
Group Insurance Benefits (a) S.U.C.C.E.S.S. shall contribute the full premium of the Group Life AD&D and Extended Health Care Plan as follows: o Class 105 (Full-time employees with 3 months to 5 years of service) o Class 104 (Full-time employees with 6 to 10 years of service) o Class 103 (Full-time employees with 11+ years of service or program directors and above) o Class 205 (Part-time employee with 3 months to 5 years of service) o Class 204 (Part-time employees with 6 to 10 years of service) o Class 203 (Part-time employees with 11+ years of service)
29
This section was revised in April 2009 and further revised in April 2010 with the introduction of benefits for eligible part time staff effective January 1, 2010. Policy Subsection 4 was added in November 2011.
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(b) S.U.C.C.E.S.S. shall contribute the full premium of the Dental Care Plan as follows: o Class D (Employees with 3 months to 5 years of service) o Class C (Employees with 6 to 10 years of service) o Class B (Employees with 11+ years of service or program directors and above) (c) Employees can find details of the various plans in the Employee Benefits folder of the Resource Library on the Staff Portal. 4.
B.C. Medical Service Plan Premium Subsidy (a) S.U.C.C.E.S.S. shall contribute 50% of the BC Medical Service Plan premium.
5.
RRSP Contribution (a) S.U.C.C.E.S.S. shall contribute an amount equivalent to 3% of an employee’s annual salary to the employee’s RRSP account at a financial institution designated by S.U.C.C.E.S.S. (b) In the event that an employee’s RRSP is turned into RRIF, the employee’s salary will be increased by 3% upon cessation of RRSP contribution.
6.
Long Term Disability Plan Contribution (a) Employees shall contribute the full premium of the Long Term Disability Plan.
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7.5 Contractors30 POLICY
1. S.U.C.C.E.S.S. may engage independent contractors and consultants for the delivery of specified service to or for S.U.C.C.E.S.S. 2. A service contract shall be signed between S.U.C.C.E.S.S. and the contractor/consultant describing the terms and conditions of contracted service.
PROCEDURE 1. Approval The service contract should be approved by the CEO, COO or designate. 2. Service Contract The Service Contract should include, but not limited to, the following terms and conditions. Duration of contract Time line of contracted service Type and frequency of service to be delivered Responsibilities of the contractor/consultant Responsibilities of S.U.C.C.E.S.S. How and when payment is to be made Confidentiality consent Conditions of termination prior to the expiry of contract 3. Contract Administration The Program Director of the division which engages the contractor/consultant is responsible for the implementation of the Service Contract to ensure: the compliance with legal requirements with regard to tax law and other applicable legislation; and that services and/or products are delivered according to the terms and conditions of the contract 4. Annual Review of Applicable Legislation In his/her capacity to oversee human resources management, the Director of Administration and Building Development keeps himself/herself current of applicable Federal and provincial legislation. At least annually, the Director of Administration and Building Development reports to the Management of relevant legislation and application changes affecting the use contractors.
30
This section was created in June 2011.
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8. Leave of Absence
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8.1 Annual Vacation31 POLICY 1.
All full-time employees shall accrue annual vacation with pay calculated on the following basis: Years of Completed Service 1 – 2 years 3 – 4 years 5 – 7 years 8 years or over
Vacation Entitlement 2 weeks 3 weeks 4 weeks 5 weeks
2.
All part-time employees shall accrue vacation leave on a pro-rated basis proportional to the number of regular work hours per week.
3.
Employees who take vacation leave without approval violate their employment contract and will be subject to disciplinary action including dismissal.
PROCEDURE 1.
A new employee’s vacation entitlement is stated in the Letter of Employment issued by the Administration at the commencement of employment.
2.
An employee’s annual vacation entitlement and leave record are kept current on the S.U.C.C.E.S.S. portal site.
3.
Leave Application Online (a) An employee who requests vacation leave should login the Info:HR system; complete all required items of Vacation Request and submit the application online. The employee’s supervisor will be alerted of the application by an email. The supervisor will give either approval or rejection of the application via Info:HR. Both the employee and Human Resources will be duly informed of the decision by the system. (b) An employee who requests any leave other than vacation leave should login the same system; complete all required items of Time Request and submit the application online.
4.
31
The Program Director of each division has full authority to approve or disapprove an application for vacation leave by employees of the division in accordance with the provisions stipulated in this Manual taking into consideration of funding contract obligations and operational feasibility. If an employee regards the disapproval of leave application The section was updated on online leave application in November 2011.
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unjustified, he/she may appeal the decision by following the procedures described under the “Dispute and Grievance Resolution” section of the Manual. 5.
Program Directors shall closely monitor the scheduling of employees’ vacation leave. Program Directors shall ensure that employees take their vacation leave within the respective calendar year or contract period. S.U.C.C.E.S.S. has the right to determine when the vacation will be taken.
6.
An employee may apply in writing to the CEO via his/her Program Director to carry over up to a maximum of five (5) days of their vacation entitlement to the following year. Approval will be given only under exceptional circumstances and conditional on an approved vacation plan to use the carry-over leave in the following year.
7.
When an employee is on annual vacation leave: (a) Employment is deemed continuous for the purpose of calculating annual vacation, sick leave and termination entitlements, and (b) S.U.C.C.E.S.S. shall continue to provide MSP, RRSP and Group Insurance Plan benefits that are in place at the start of the leave provided the employee pays his/her portion of the cost, if applicable.
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8.2 Statutory Holidays and S.U.C.C.E.S.S. Holidays32 POLICY
1. An employee who has been employed for at least thirty (30) calendar days and has worked or earned wages for fifteen (15) of the thirty (30) calendar days preceding the holiday, or has worked under an averaging agreement at any time within that thirty (30) calendar day period, is eligible to the statutory holidays and S.U.C.C.E.S.S. holidays. However, the minimum employment requirement of the extended S.U.C.C.E.S.S. holidays between Christmas and New Year does not apply to the employees except casual and on-call staff. That means all staff, except causal and on-call, not meeting the minimum employment requirement mentioned above are still eligible for these extra paid holidays.
Statutory Holidays New Year’s Day Good Friday Victoria Day Canada Day
S.U.C.C.E.S.S. Holidays Easter Monday Boxing Day Cultural Heritage Day Extended holidays between Christmas Day and New Year Day
British Columbia Day Labour Day Thanksgiving Day Remembrance Day Christmas Day
2. This policy applies to any other statutory holidays that may be proclaimed or declared by the provincial or federal governments.
3. This policy also applies to any other paid holidays designated by the S.U.C.C.E.S.S. Board of Directors. Currently the work days between Christmas Day and New Year Day are designated holidays with pay.
PROCEDURE 1.
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Cultural Heritage Day (a) Cultural Heritage Day is a floating holiday instituted to celebrate multiculturalism. An employee may take the holiday on a day of his/her choice to celebrate his/her cultural heritage subject to compliance with contractual obligations and operational feasibility.
The Section was revised in September 2007, April 2010 and June 2011
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o
An employee who plans to take a specific day as Cultural Heritage Day should apply online by following the online application procedure described in Section 8.1 Annual Vacation. o Program Director shall approve or disapprove the application after considering contractual obligations and operational feasibility. Program directors shall give consideration of the staff’s application in the spirit of multiculturalism. Employees whose application for leave on a specific day is not approved by their Program Director may appeal the decision according to the procedures stated in the section on Dispute and Grievance Resolution of this Manual. (b) Part-time staff shall be entitled to the Cultural Heritage Day holiday not subject to eligibility under policy sub-section 1. If a part-time employee chooses to take the holiday on a scheduled working day, he/she shall be paid for the number of hours for which he/she is scheduled to work on that day. (c) To enhance the opportunity of arranging the Cultural Heritage Day holiday according to staff’s choice, staff members are advised to submit the preferred date to celebrate their Cultural Heritage Day at the beginning of the year. 2.
When a statutory holiday or S.U.C.C.E.S.S. holiday falls on weekend If any of the above holidays falls on a Saturday or a Sunday and is not proclaimed as being observed on some other day, the following Monday shall be deemed to be the holiday. For programs where the above cannot be observed, employees shall be given a day off on an alternate day that is mutually agreeable to the employee and S.U.C.C.E.S.S.
3.
When any of the above holidays falls on a non-working or vacation day for an eligible employee The employee is entitled to an average day’s pay for that day. The employee is not entitled to another day off.
4.
Employee who works on a statutory holiday An eligible employee who works on a statutory holiday shall be paid at a rate according to the prevailing provisions of the Employment Standards Act. The employee is also entitled to an alternate day off with average day’s pay.
5.
Employee who works on a S.U.C.C.E.S.S holiday An employee who works on a S.U.C.C.E.S.S. holiday shall be paid average day’s pay and shall be entitled to an alternate day off with an average day’s pay.
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8.3 Sick Leave33 POLICY
1.
Full-time employees may earn one day of sick-leave credit per month up to a maximum of twelve (12) days in any given twelve (12) months.
2.
The total sick leave with pay in a calendar year shall not exceed twelve (12) days.
3.
Part-time employees are entitled to sick leave credit on a pro-rated basis proportional to the number of regular work hours per week.
4.
Employees who are hired for a contract of less than twelve (12) months may accrue a maximum of sick leave days with pay equal to the number of months of the project.
5.
S.U.C.C.E.S.S. reserves the right to require employees to provide doctor’s certificate as proof of illness for sick leave. The cost of obtaining such documentation will be borne by the employee. Failure to provide evidence of illness may be subject to disciplinary action including dismissal.
6.
Sick leave credits are not convertible into wages or other forms of leave except for medical or dental appointments.
PROCEDURE 1.
An employee who requests sick leave should apply online by following the online application procedure described in Section 8.1 Annual Vacation.
2.
An employee who requests sick leave of more than three (3) days must submit a certificate from a qualified medical practitioner with a completed Leave Application Form with the signed approval of the Program Director.
3.
If an employee needs to take sick leave in excess of their earned credit within a calendar year, he/she must first exhaust his/her annual vacation and banked overtime before applying for unpaid sick leave.
4.
When an employee is on Paid Sick Leave (a) Employment is deemed continuous for the purpose of calculating annual vacation and termination entitlements, and
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(b) S.U.C.C.E.S.S. shall continue to provide MSP, RRSP and Group Insurance Plan benefits that are in place at the start of the leave provided the employee pays his/her portion of the cost, if applicable. 5.
When an employee is on Unpaid Sick Leave (a) For a period of twenty-six (26) weeks or less: o Employment is deemed continuous for the purpose of calculating annual vacation and termination entitlements. o S.U.C.C.E.S.S. shall continue to provide MSP and Group Insurance Plan benefits that are in place at the start of the leave provided the employee pays his/her portion of the cost, if applicable. S.U.C.C.E.S.S. shall stop the contribution to employee’s RRSP for the unpaid leave period. (b) For a period of more than twenty-six (26) weeks: o Employment is deemed continuous for the purpose of calculating annual vacation and termination entitlements. o S.U.C.C.E.S.S. shall stop the employee’s MSP, RRSP and Group Insurance Plan benefits for this unpaid leave period. The employee has the option to continue the Group Insurance Plan with his/her own contribution.
6.
An illustration of the calculation of sick leave credit and sick leave claim: Leave Calculation
Balance
Date of joining S.U.C.C.E.S.S.
Feb 1, 1996
Accumulated sick leave credits as of Dec 31, 1996 Accumulated sick leave credits as of May 1, 1997 (11 days carried forward + 4 days earned in current year = 15) First sick leave claim (3 days) requested on May 1, 1997
11 days credit 12 days maximum allowable 3 days approved
Balance = 12 – 3 Accumulated sick leave credits as of Dec 1, 1997 (9 days balance + 6 days earned since last claim = 15) Second sick leave claim (12 days) requested on Dec 1, 1997 The claim will not be approved in full because it exceeds the maximum total of sick leave which is 12 days within a calendar year. Number of days approved = 12 – 3 = 9 Balance = 13 – 9 Accumulated sick leave credits as Dec 31, 1997 (To be carried forward to next year)
9 days credit 12 days credit maximum allowable
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9 days approved
3 days credit 4 days credit
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8.4 Pregnancy Leave34 POLICY 1.
A pregnant employee is entitled to a maximum of seventeen (17) consecutive weeks of unpaid pregnancy leave, (a) beginning o no earlier than 11 weeks before the expected birth date, and o no later than the actual birth date, and (b) ending o no earlier than 6 weeks after the actual birth date, unless the employee requests a shorter period, and o no later than 17 weeks after the actual birth date.
2.
An employee who requests pregnancy leave after child-birth or pregnancy termination is entitled to a maximum of six (6) consecutive weeks of unpaid leave starting on the date of child-birth or pregnancy termination date.
3.
An employee is entitled to up to six (6) additional consecutive weeks of unpaid leave if, for reasons related to the birth or the termination of the pregnancy, she is unable to return to work when her leave ends under subsection 1 and 2.
PROCEDURE
1.
An employee who requests Pregnancy Leave should apply online by following the online application procedure described in Section 8.1 Annual Vacation at least four weeks before the proposed start date. A doctor’s certificate in support of the leave required should be submitted separately to the Administration.
2.
An employee may request to return to work earlier than six (6) weeks from the birth and the request must be made by following the same online application procedure at least one week before the proposed return date.
3.
When an employee is on entitled Pregnancy Leave: (a) Employment is deemed continuous for the purpose of calculating annual vacation and termination entitlements, and (b) S.U.C.C.E.S.S. shall continue to provide MSP and Group Insurance Plan benefits that are in place at the start of the leave provided the employee pays his/her portion of the cost, if applicable. S.U.C.C.E.S.S. shall stop the contribution to employee’s RRSP for the unpaid leave period.
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8.5 Parental Leave35 POLICY 1.
An employee who requests Parental Leave is entitled to, (a) for a birth parent who takes Pregnancy Leave, a maximum of thirty-five (35) consecutive weeks of unpaid leave beginning immediately after the end of pregnancy leave unless S.U.C.C.E.S.S. and employee agree otherwise, (b) for a birth mother who does not take Pregnancy Leave, a maximum of thirty-seven (37) consecutive weeks of unpaid leave beginning after the child’s birth and within fifty-two (52) weeks after the child birth, (c) for a birth father, a maximum of thirty-seven (37) consecutive weeks of unpaid leave beginning after the child’s birth and within fifty-two (52) weeks after the child birth, and (d) for an adopting parent, a maximum of thirty-seven (37) consecutive weeks of unpaid leave beginning within fifty-two (52) weeks after the child is placed with the parent.
2.
If the child has a physical, psychological or emotional condition requiring an additional period of parental care, the employee is entitled to a maximum of an additional five (5) consecutive weeks of unpaid leave, beginning immediately after the end of the leave taken under subsection 1.
3.
An employee’s combined entitlement to Pregnancy Leave and Parental Leave is limited to fifty-two (52) weeks plus any additional leave the employee is entitled to under policy subsection 3 of Pregnancy Leave and policy subsection 2 of Parental Leave.
PROCEDURE 1.
An employee who requests entitled Parental Leave or additional leave should apply online by following the online application procedure described in Section 8.1 Annual Vacation. A doctor’s certificate or other evidence in support of the leave request should be submitted separately to the Administration.
2.
When an employee is on entitled Parental Leave: (a) Employment is deemed continuous for the purpose of calculating annual vacation and termination entitlements, and (b) S.U.C.C.E.S.S. shall continue to provide MSP and Group Insurance Plan benefits that are in place at the start of the leave provided the employee pays his/her portion of the cost, if applicable. S.U.C.C.E.S.S. shall stop the contribution to employee’s RRSP for the unpaid leave period.
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8.6 Family Responsibility Leave36 POLICY 1.
An employee is entitled to a maximum of five (5) days of unpaid leave during each employment year to meet responsibilities related to (a) the care, health or education of a child in the employee’s care, or (b) the care or health of any other member of the employee’s immediate family
2.
For the purpose of this policy, “immediate family” includes spouse, child, parent, guardian, sibling, grandparent, grandchild and any person who lives with an employee as a member of the employee’s family.
PROCEDURE 1.
An employee who requests Family Responsibility Leave or additional leave should apply online by following the online application procedure described in Section 8.1 Annual Vacation.
2.
When an employee is on entitled Family Responsibility Leave: (a) Employment is deemed continuous for the purpose of calculating annual vacation and termination entitlements, and (b) S.U.C.C.E.S.S. shall continue to provide MSP and Group Insurance Plan benefits that are in place at the start of the leave provided the employee pays his/her portion of the cost, if applicable. S.U.C.C.E.S.S. shall stop the contribution to employee’s RRSP for the unpaid leave period.
36
The Procedure Subsection was revised in November 2011.
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8.7 Compassionate Care Leave37 POLICY 1.
An employee who requests leave to provide care or support of a family member who has a serious medical condition with a significant risk of death within 26 weeks or any other period as prescribed by a medical certificate is entitled to a maximum of eight (8) weeks of unpaid leave.
2.
For the purpose of this policy, “family member” means a member of the employee’s immediate family, and any other relative or person as defined as such by BC Employment Standards Act.
PROCEDURE 1.
An employee who requests Compassionate Care Leave should apply online by following the online application procedure described in Section 8.1 Annual Vacation.
2.
The employee must submit to the Administration a copy of the certificate issued by a medical practitioner stating the family member’s medical condition.
3.
If the family member does not die at the end of the leave period, the employee may apply for additional unpaid leave of eight (8) weeks by completing the online application procedure and the submission of a new medical certificate to the Administration.
4.
When an employee is on entitled Compassionate Care Leave: (a) Employment is deemed continuous for the purpose of calculating annual vacation and termination entitlements, and (b) S.U.C.C.E.S.S. shall continue to provide MSP and Group Insurance Plan benefits that are in place at the start of the leave provided the employee pays his/her portion of the cost, if applicable. S.U.C.C.E.S.S. shall stop the contribution to employee’s RRSP for the unpaid leave period.
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This section was originally part of the section of Family Responsibility Leave. It became a separate section in November 2011.
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8.8 Reservists’ Leave38 POLICY 1.
S.U.C.C.E.S.S. appreciates the contribution of reservists to Canada. It also treasures the development of values and skills that employees will benefit from participation in the reserve force, and the exemplary demonstration of integration into Canadian society. To this end, S.U.C.C.E.S.S. supports employees’ voluntary participation in Canada’s reserve force by granting them leave for military training and operational tasks.
2.
An employee who is a reservist may apply for leave to participate in military training up to two weeks a year with pay to make up the difference, if any, between military and S.U.C.C.E.S.S. pay, and additional leave for further training without pay, if necessary.
3.
An employee who is a reservist is entitled to unpaid leave for the prescribed period of deployment to a Canadian Forces operation, pre-deployment or post-deployment activity.
4.
For the purpose of this policy, “Canadian Forces” means the same as in section 14 of the National Defence Act (Canada); “reservist” means a member of the reserve force, as defined in section 2(1) of the National Defence Act (Canada).
PROCEDURE 1.
Leave for military training (a) An employee who requests paid leave under subsection 2 for military training should apply online by following the online application procedure described in Section 8.1 Annual Vacation at least eight (8) weeks prior to commencement of the training/course. S.U.C.C.E.S.S. may also request a letter from the employee’s unit Commanding Officer. (b) The employee may request unpaid additional leave for further training by following the same online application procedure and the production of supporting document from the Reserve Forces.
2.
Leave for operational tasks (a) An employee who requests unpaid leave for the prescribed period for deployment to a Canadian Forces operation should follow the same online application procedure at least four (4) weeks before the proposed leave or as soon as practicable after the employee receives the notice. (b) If additional leave is required, the employee must notify S.U.C.C.E.S.S. at least four (4) weeks before the proposed date or as soon as practicable after the employee receives the notice.
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(c) If the employee proposes to return to work earlier than the prescribed period, the employee must notify S.U.C.C.E.S.S. at least one (1) week before the proposed date of return. 3.
S.U.C.C.E.S.S. may require the employee to provide additional information regarding the leave. The employee must provide the prescribed information in accordance with the regulations of Reserve Force, or provide information reasonable in the circumstances and within a reasonable time.
4.
When the employee is on Reservists’ Leave, employment is deemed continuous for the purpose of calculating annual vacation and termination entitlements.
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8.9 Bereavement Leave39 POLICY 1.
An employee is entitled to three (3) days of leave with pay upon the death of a member of the employee’s immediate family.
2.
For the purpose of this policy, “immediate family” includes spouse, child, parent, guardian, sibling, grandparent, grandchild and any person who lives with an employee as a member of the employee’s family.
3.
Bereavement leave without pay shall apply when the employee is already on unpaid leave of absence.
PROCEDURE 1.
An employee who requests the entitled Bereavement Leave or additional leave should apply online by following the online application procedure described in Section 8.1 Annual Vacation
2.
When an employee is on entitled Bereavement Leave: (a) Employment is deemed continuous for the purpose of calculating annual vacation and termination entitlements, and (b) S.U.C.C.E.S.S. shall continue to provide MSP, RRSP and Group Insurance Plan benefits that are in place at the start of the leave provided the employee pays his/her portion of the cost, if applicable.
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8.10 Court and Jury Leave40 POLICY 1.
S.U.C.C.E.S.S. shall grant a leave of absence with pay specified below to an employee who is required to appear in court in the circumstances that (a) the employee is required to attend court as a juror, or (b) the employee is subpoenaed by the Crown to serve as a witness or defendant in the capacity of S.U.C.C.E.S.S. employee.
PROCEDURE 1.
An employee who requests court or jury duty must apply online by following the online application procedure described in Section 8.1 Annual Vacation.
2.
When an employee is on jury duty: (a) S.U.C.C.E.S.S. shall pay the employee the difference between his/her normal earnings and the payment he/she receives for jury service or court witness, excluding payment for travelling, meals, or other related expenses. The employee must present to the Program Director proof of service and the amount of pay he/she receives for court or jury duty. (b) Employment is deemed continuous for the purpose of calculating annual vacation and termination entitlements, and (c) S.U.C.C.E.S.S. shall continue to provide MSP, RRSP and Group Insurance Plan benefits that are in place at the start of the leave provided the employee pays his/her portion of the cost, if applicable.
3.
When an employee attends court under policy subsection 1(b) (a) Employment is deemed continuous for the purpose of calculating annual vacation and termination entitlements, and (b) S.U.C.C.E.S.S. shall continue to provide MSP, RRSP and Group Insurance Plan benefits that are in place at the start of the leave provided the employee pays his/her portion of the cost, if applicable.
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The section was revised in November 2011.
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8.11 Voting Leave41 POLICY 1.
An employee who has the right to vote is entitled to have four (4) consecutive hours free from employment during voting hours on General Voting Day for the purpose of voting.
2.
If an employee’s scheduled shift does not give him/her four (4) consecutive hours to vote in a federal, provincial or municipal election, the employee shall be given appropriate time off with pay to do so.
PROCEDURE 1.
An employee who requests time off to vote in a federal, provincial or municipal election must apply online by following the online application procedure described in Section 8.1 Annual Vacation.
2.
The right to time off does not necessarily mean four hours off from work. It means that an employee must have a four-hour period of no work during the voting time.
3.
It is up to S.U.C.C.E.S.S. to decide when an employee can take time off to vote. It may be at the beginning or the end of the employee’s shift, or anytime during the shift. If the employee’s normal shift already provides at least four (4) hours free from work, time off to vote will be unnecessary.
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The section title was modified in November 2011.
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8.12 Overtime Leave POLICY 1.
Employees who have banked authorized overtime are entitled to overtime leave with pay.
PROCEDURE 1.
An Employee who requests overtime leave should apply online by following the online application procedure described in Section 8.1 Annual Vacation.
2.
S.U.C.C.E.S.S. shall approve overtime leave for dates and length that are mutually agreeable to both the employee and S.U.C.C.E.S.S.
3.
When an employee is on overtime leave: o Employment is deemed continuous for the purpose of calculating annual vacation, sick leave and termination entitlements. o S.U.C.C.E.S.S. shall continue to provide MSP, RRSP and Group Insurance Plan benefits that are in place at the start of the leave provided the employee pays his/her portion of the cost, if applicable.
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8.13 Training Leave42 POLICY 1.
S.U.C.C.E.S.S. may grant Training Leave, the duration of which to be determined by S.U.C.C.E.S.S. with pay to an employee to take training which is (a) required for employment or (b) by S.U.C.C.E.S.S. for staff professional development.
2.
An employee may request Training Leave without pay to take training which is deemed relevant to the employee’s work and/or beneficial to S.U.C.C.E.S.S.
3.
For the purpose of this policy, “training” includes educational course, conference, seminar, workshop, practicum and internship organized by S.U.C.C.E.S.S. or other organizations.
PROCEDURE 1.
Application for or authorization of Training Leave under policy subsection 1 (a) An employee who requests time off with pay to attend training activities should submit to the Administration a Staff Training Application Form with the signed approval of the Program Director, and any additional form or supportive documentation that the employee’s department requires. (b) Where an employee’s participation in a professional development program is required by S.U.C.C.E.S.S. or its departments, the Program Director may authorize in writing such participation as part of the employee’s work schedule.
2.
Application for Training Leave under policy subsection 2 (a) An employee who requests leave without pay to undertake training of his/her own accord must have prior approval before the training begins. (b) The employee should apply to the Administration by completing the Staff Training Application Form with signed approval of the Program Director and documentation in support of the leave request. Final approval of the application will be determined by CEO. (c) S.U.C.C.E.S.S. shall consider the following factors when approving a request for unpaid Training Leave: o Relevance of the training to S.U.C.C.E.S.S. services; o Relevance of the training to the employee’s duties; o The employee’s potential contribution to S.U.C.C.E.S.S. services; o S.U.C.C.E.S.S.’ ability to continue the delivery of service in the absence of the employee or to hire a temporary replacement; o Seniority of the employee; and o Any other relevant factors
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3.
When an employee is on paid Training Leave: (a) Employment is deemed continuous for the purpose of calculating annual vacation and termination entitlements, and (b) S.U.C.C.E.S.S. shall continue to provide medical, RRSP and Group Insurance Plan benefits that are in place at the start of the leave provided the employee pays his/her portion of the cost, if applicable.
4.
When an employee is on unpaid Training Leave: (a) Employment is deemed continuous for the purpose of calculating annual vacation and termination entitlements. (b) S.U.C.C.U.S.S. shall stop the employee’s MSP, RRSP and Group Insurance Plan benefits for the unpaid leave period. The employee has the option to continue the Group Insurance Plan with his/her own contribution.
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8.14 Medical and Dental Appointments POLICY 1.
Employees are expected to schedule their medical and dental appointments outside their work hours. Where this cannot be done, employees may request time off against their leave entitlement.
PROCEDURE 1.
An employee who requests time off to attend medical or dental appointments during work shift should apply online by following the online application procedure described in Section 8.1 Annual Vacation.
2.
The time off requested will be deducted from the employee’s cumulated sick leave. If sick leave entitlement is exhausted, the time off will be applied against the employee’s annual vacation leave entitlement or banked overtime. If none of these leave entitlements is available, the time off will be an unpaid leave.
3.
An employee who works on a casual, on-call basis is required to attend all medical or dental appointments outside his/her work shift.
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8.15 Special Leave43 POLICY 1.
S.U.C.C.E.S.S. may grant an employee a special leave of absence without pay taking into consideration the nature of the request, the employee’s circumstances and the ability of S.U.C.C.E.S.S. to continue its service in the employee’s absence.
PROCEDURE 2.
An employee who requests Special Leave without pay should apply online by following the online application procedure described in Section 8.1 Annual Vacation.
3.
Special Leave without pay will be considered only after the employee’s annual vacation leave and banked overtime leave have been exhausted.
4.
When an employee is on Special Leave without pay: (a) Employment is deemed continuous for the purpose of calculating annual vacation and termination entitlements, and (b) S.U.C.C.E.S.S. shall stop the employee’s MSP, RRSP and Group Insurance Plan benefits for the leave period. The employee has the option to continue the Group Insurance Plan with his/her own contribution.
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The section was revised in November 2011.
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9. Orientation and Training
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9.1 Employee Orientation POLICY 5.
All new employees shall receive an orientation about the organization’s mission, structure, policies and procedures, services, and conditions of employment at the start of their employment. The orientation should cover the three levels of agency, department/unit, and work site and shall be completed within the first thirty (30) days of employment.
PROCEDURE 1.
Agency Orientation44 (a) The agency-level orientation is organized and conducted by the Director of Administration and Building Development or designate for new employees, desirably, on the first day of their employment45. (b) The agency orientation shall cover, but not limited to, the following topics: o Mandate, Mission, Vision, and Values o Organizational Structure and Services o Client’s Rights and Responsibilities o Protection of Personal and Confidential Information o Conditions of Employment o Operation Policies and Procedures o Financial Control Policies and Procedures o Occupational Health and Safety Policies o Goals and Processes of Continuous Quality Improvement o Cultural Diversity
2.
Department/Unit Orientation (a) Program Directors or designate shall conduct department/unit orientation for new employees within the first week of employment on topics relating to the department and work. o Department/Unit Goals, Services and Programs o Supervision Structure and Line of Accountability o Job Descriptions, Work Schedule, Performance Expectations and Dress Code o Probation, Probation Evaluation and Annual Performance Evaluation o Financial Control Policies and Procedures at Department/Unit Level o Organizational and professional Code of Ethics o Community Partners and Resources
44 45
The content of the agency-level orientation is described in Employee Orientation Guide. Please see Section 3.3 Commencement Procedure regarding procedures on the first day of work.
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3.
Work Site Orientation (a) Orientation about the location where the new employee regularly works shall be given by the site manager within the first week of employment. As most service locations multiservice offices, the site manager may not work in the same service department/unit of the new employee. The location-specific orientation should cover, but not limited to, the following: o Services, Programs and Personnel of the Location o Guidelines for Office Operation (hours, reception, meal breaks, staff meetings, etc.) o Guidelines for Facility and Equipment (rooms and keys, phone system, photocopier, computer, etc.) o Emergency Response (occupational health and safety, office security, emergency response procedures, etc.)
4.
Employee Orientation Record (a) The Employee Orientation Record provides a checklist of topics which the personnel responsible for conducting new staff orientation at three different levels are expected to complete. (b) Upon completion of the three levels of orientation, the new employee are expected to sign the Employee Orientation Record and forward it to Administration for retention in the personnel file. (c) The Administration shall ensure that the orientation is completed within the first thirty (30) days of employment.
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9.2 Employee Training46 POLICY 1.
S.U.C.C.E.S.S. encourages, facilitates and, where applicable, conducts staff training to continually enhance employees’ professional knowledge and skills as well as their awareness and sensitivity to various work-related issues.
PROCEDURE 1.
Staff training is carried out primarily at the level of service departments focusing on specific needs and areas of interest. Each service department shall establish a training plan for its staff as part of the annual program plan. Training may be given through one or more of the following channels: (a) In-house training by either internal or external trainers, and (b) Training organized by outside organizations.
2.
S.U.C.C.E.S.S. will conduct agency-wide staff training to address common issues or as the need arises. The Management shall establish the agency-wide training needs each year.
3.
Employees who apply for participation in training program, workshop, seminar or conference during work time shall submit a completed Staff Training Application Form with the signed approval of their Program Director and submit it to the Director of Administration and Building Development.
4.
Approval of staff participation in local or out-of-town workshops and conferences during work time shall be based on the satisfactory rescheduling or substitution of work, the event’s relevance to service and/or employees’ duties and the availability of resources.
5.
In general, externally funded projects shall have a built-in staff development budget in the funding contract to support project-based training activities.
6.
S.U.C.C.E.S.S. maintains an Employee Training Fund in the annual budget to support: (a) Agency-wide training activities, (b) Departmental training activities, (c) Management development activities and (d) Staff participation in workshop, conference or study.
7.
Employees may apply for S.U.C.C.E.S.S. financial support to cover part or all of the cost of
46
Procedure 5 of this section was revised in October 2009 to include management development activities. Procedure subsections 3, 9 and 11 were revised in November 2011.
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Human Resources Manual
participation in workshops, conferences or course of study. Approved expenditures shall be duly reimbursed upon successful completion of the training. 8.
When training is required by the program or the Agency, S.U.C.C.E.S.S. shall ensure that time and resources are available for employees to undertake the training. If an employee undertakes training of his/her own accord, S.U.C.C.E.S.S. shall endeavour, as much as it can, to facilitate the employee’s pursuit.
9.
Calculation of Participation Time in Seminar, Workshop or Conference (a) Actual participation, excluding travel time, is counted as work time. Out-of-town participation is counted at a maximum of seven (7) hours per day, regardless of the actual number of hours of attendance. (b) Employees may apply to the CEO via their Program Director for out-of-town travel and accommodation by completing the Staff Training Application Form. The CEO shall determine the approval, amount and conditions of subsidy.
10. Enrolment in a Course of Study (a) When S.U.C.C.E.S.S. or a program requires an employee to enrol in a course of study, the agency shall provide the course fee through the program or the Employee Training Fund as appropriate. (b) An employee’s class attendance will count as work time only if it is held during scheduled work hours. (c) When employees enrol in a course of study on their own accord, they shall do so at their own time and expense. (d) Employees may apply to the CEO via their Program Director for financial support by completing the Staff Training Application Form. The CEO shall determine the approval, amount and conditions of financial support, giving priority to courses that are relevant to S.U.C.C.E.S.S. and that will enhance the employee’s potential contribution to agency services. 11. Staff Training Record Employees who have participated in training program, workshop, seminar or conference should complete the Staff Training Record and submit it to the Director of Administration and Building Development for filing. Whether or not participation in workshops or conference has been given financial assistance by S.U.C.C.E.S.S., employees shall provide the required information of their training on the Staff Training Record.
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