Employee Personnel Handbook

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1 T H E G R E A T E R S P R I N G F I E L D C H A M B E R O F C O M M E R C E Employee Personnel Handbook The Greater Springfield Chamber of Commerce 1011 S. Second Street, Springfield, IL Phone Fax Effective

2 Employment At-Will Statement Your employment with The Greater Springfield Chamber of Commerce is a voluntary one and is subject to termination by you or The Greater Springfield Chamber of Commerce at will, with or without cause, and with or without notice, at any time. Nothing in these policies shall be interpreted to be in conflict with or to eliminate or modify in any way the employment-at-will status of The Greater Springfield Chamber of Commerce employees. This policy of employment-at-will may not be modified by any officer or employee and shall not be modified in any publication or document. The only exception to this policy is a written employment agreement approved at the discretion of the President or the Board of Directors, whichever is applicable. These personnel policies are not intended to be a contract of employment or a legal document. Employee s Signature Employee s Printed Name Date Signed 1

3 Table of Contents Employment At-Will Statement 1 C H A P T E R 1 Welcome & Overview The Organization 2 Mission Statement 3 Vision Statement 3 Guiding Principles and Values 3 Organizational Chart 3 Operative Organization 3 Finances 4 C H A P T E R 2 Personnel Policies Standards of Conduct & Ethics 5 Hiring 6 Employment Status 6 Hours of Operation 7 Flexible Work Schedule 8 Employment Records 8 Sick Leave 8 Leave of Absence 10 Bereavement Leave 11 Jury Duty 12 Voting Leave 12 Other Absences From Duty 12 Disability Accommodation Requests 13 Salary Policy 13 Pay Periods 14 Exempt/Non-Exempt Overtime Pay 14 Expense Reimbursement 15 Safety Emergencies 15 Emergency-Disaster Management Policy 15 Problem-Solving Procedures 16 Smoking Policy 16 Sexual Harassment/Other Unlawful Harassment 16 Workplace Violence 19 Promotions and Reassignments 20 Appearance Guidelines 20 Use of Personal Vehicle for Business Purposes 21 Personal Telephone Calls and Mail 21 Policy 21 Internet Policy 22 Social Media Policy 23 Drug-Free Workplace Policies and Procedures 25 Progressive Discipline 28 Dismissal 28 C H A P T E R 3 Employee Benefits Vacations 30 Paid Holidays 31 Medical, Dental, Life and Disability Insurance 31 Employee Assistance Program (EAP) 32 Accidents on Duty/Workers Compensation 33 Continuing Education Program 33 Retirement 34 Unemployment Compensation 35 C H A P T E R 4 Administrative Policies Committee Management 36 Confidential Matters 36 Publicity 36 Solicitation and Distribution 37 Staff Meetings 37 Use of Offices by Other Organizations 37 Recommendations/Endorsements 37 Budget Control 37 Acknowledgement of Policies 38 Employee Confidentiality Agreement 39

4 Chapter 1 Welcome and Overview of the Organization T he Greater Springfield Chamber of Commerce is very pleased to welcome you to its staff. We are certain that both you and The Chamber will benefit mutually from this relationship. This employee handbook was written for you. You are encouraged to read it carefully. It outlines employee benefits and in turn states what The Greater Springfield Chamber of Commerce expects of its employees. This employee handbook is intended to provide employees with a general understanding of the personnel policies of The Chamber. The personnel policies in this handbook supersede and replace all prior published or unpublished policies. The information in this handbook is intended to help you do your best on the job and to familiarize you with The Chamber's policies, procedures, and benefits. This handbook, however, cannot anticipate every situation or answer every question about employment. It condenses a great deal of information and is not intended to be a complete statement of policy. Take the time to read through this carefully during your orientation period and keep it for future reference. Neither this handbook, nor any provision herein, constitutes a contract of employment or any other type of contract. The Chamber must demonstrate flexibility in the administration of policies and procedures, and reserves the right to change or revise policies and procedures without notice when such action is deemed necessary by The Chamber. You will be provided with addenda to be placed in your handbook when this occurs. The Organization The Greater Springfield Chamber of Commerce is a voluntary organization of business and professional men and women joined together for the purpose of promoting the civic and commercial progress of our community. The area's economic well-being is related directly to the caliber of work that is done by The Chamber. Therefore, The Greater Springfield Chamber of Commerce has a major impact on business, income, and future growth of the area. There are two primary functions of a chamber of commerce: 1) it acts as a spokesperson for the business and professional community, and translates into action the group thinking of its members, and 2) it renders specific services of a type that can not be effectively rendered by any other community organization both to its members and to the community as a whole.

5 Mission Statement The Greater Springfield Chamber of Commerce is a leader in creating a thriving regional business climate and advocating for our members and community. Vision Statement To be recognized as the leading advocate for business and economic development and a leading community partner for education and diversity. Guiding Principles and Values Customers: The Chamber s customers are, first and foremost, its members and, second, the broader community of which its members are a vital part. Every program and activity engaged in by The Chamber shall be designed to benefit its members. The Chamber will strive to be flexible and responsive in meeting needs of its members and others who can contribute to the development of the community. Image: The Chamber s image will be one of a results-oriented, area-wide, membership organization which is acknowledged as the leader in the business community, providing value to its customers. In addition, The Chamber will be viewed as an organization of unquestioned integrity, as a good corporate citizen in its own right, and as an advocate for the free enterprise system. Resources: The Chamber recognizes that its most valuable resources are its members, its volunteers and its staff. The Chamber will strive at all times to be a fair and honest custodian of the assets provided it by its members and its partnering organizations. Collaboration: The Chamber will serve as a catalyst to create appropriate partnerships with other private and public interests to solve problems and capitalize on opportunities facing the community and the Central Illinois region. The Chamber may serve as representative and spokesperson for its members on boards and advisory committees dealing with policy issues of interest to its customers and the general business community. Policy Development: The Chamber will advance stands on public policy issues based upon the most thorough and objective research possible consistent with its mission statement. Diversity: The Chamber recognizes and respects the growing diversity of its members, prospective members, and the community at-large and will strive to involve all elements of the membership in its decision making processes and service delivery. Organizational Chart An organizational chart for The Chamber organization and its staff will be given to each employee during the initial orientation process. Operative Organization Board of Directors - The Board of Directors is the policy making body of The Greater Springfield Chamber of Commerce. The Board of Directors represents the business and professional leadership of the community. 3

6 Executive Committee - The Executive Committee consists of the Chairman of the Board, Immediate Past Chairman, Chairman-Elect, First Vice Chairman, Vice Chairmen, Secretary/Treasurer, and President (ex-officio). The Executive Committee exercises the powers of the Board between Board meetings within the scope of authority outlined in the bylaws. Committees - A committee system is the most effective means of harnessing energies and abilities of the volunteer workers. Committees are responsible to and report to the Board of Directors on their activities in support of and to carry out the program of work and the mission statement of The Chamber. Compensated Staff (The Chamber) Salaried, exempt, salaried non-exempt, and hourly employees are employed by The Chamber. They are employed to help The Chamber reach its objectives, to support the mission statement, to support and implement the policies of the Board of Directors, and to assist the various committees in the realization of The Chamber s strategic plan and annual program of action. Finances The Greater Springfield Chamber of Commerce is financed primarily by the investments of its members. An adequate level of support from all business and professional interests in the community is essential to finance the programs of work that are vital to community growth and development. Additional income from a variety of sources may be generated in order to realize the mission statement and the programs of action. The members financial investments may vary according to the dues investment schedule approved by the Board of Directors. 4

7 Chapter 2 Personnel Policies T he Greater Springfield Chamber of Commerce has established the following policies and procedures in an effort to operate a safe and productive working environment. Standards of Conduct and Ethics These Standards of Conduct and Ethics outline expected behaviors for all Chamber employees. The Chamber will conduct its business fairly, impartially, in an ethical and proper manner, and in full compliance with all applicable laws and regulations. In conducting its business, integrity must underlie all organization relationships, including those with members, suppliers, communities and among employees. The highest standards of ethical business conduct are required of Chamber employees in the performance of their professional responsibilities. Employees will not engage in conduct or activity that may raise questions as to the organization s honesty, impartiality, reputation or otherwise cause embarrassment to the organization. Employees will ensure that: They do not engage in any activity that might create a conflict of interest for the company or for themselves individually. They do not take advantage of their Chamber position to seek personal gain through the inappropriate use of Chamber or non-public information or abuse of their position. They will follow all restrictions on use and disclosure of information. This includes following all requirements for protecting Chamber information and ensuring that non- Chamber proprietary information is used and disclosed only as authorized by the owner of the information or as otherwise permitted by law. They will protect all company, member and supplier assets and use them only for appropriate company approved activities. Without exception, they will comply with all applicable laws, rules and regulations. They will promptly report any illegal or unethical conduct to management or other appropriate authorities.

8 Every employee has the responsibility to ask questions, seek guidance and report suspected violations of these Standards of Conduct and Ethics. Retaliation against employees who come forward to raise genuine concerns will not be tolerated. Hiring The Chamber is an equal opportunity employer and does not discriminate in employment opportunities or practices on the basis of race, color, religion, sex, national origin, age, disability, sexual orientation, military/veteran status, or any other characteristic protected by law. The policy applies to all terms and conditions of employment, including, but not limited, to hiring, placement, promotion, termination, layoff, recall, transfer, leaves of absence, compensation and training. The Chamber is committed to complying fully with the Americans with Disabilities Act (ADA) and all applicable local, state and federal regulations ensuring equal opportunity in employment for qualified persons with disabilities. All employment practices and activities are conducted on a non-discriminatory basis. Improper interference with the ability of The Chamber s employees to perform their job duties is absolutely not tolerated. Any employees with questions or concerns about any type of discrimination in the work place or harassment that interferes with performance of duties, are encouraged to bring these issues to the attention of their immediate supervisor or the Director of Operations. Employees can raise concerns and make reports without fear of reprisal. Anyone found to be engaging in any type of unlawful discrimination will be subject to disciplinary action, up to and including termination of employment. The establishment of new positions must be approved by the Board of Directors. All hiring within established positions is the responsibility of the President within the guidelines of the budget approved by the Board. The Board will be apprised of all new employees. Employment is based on established criteria of position qualifications and with adherence to Equal Opportunity Employment laws. Recruitment from within The Chamber for vacant positions will take precedence, taking into account the qualifications for the position and the qualifications of the applicant. If there are no qualified applicants within The Chamber, the recruitment process will be expanded. Immediate family members of current employees cannot be hired at the Chamber, including step-relatives, and aunts, uncles, cousins, nieces, and nephews. Employment Status It is the intent of The Chamber to clarify the definitions of employment classifications so that employees understand their employment status and benefit eligibility. These classifications do not guarantee employment for any specified period of time. The right to terminate the employment relationship at will at any time is retained by both the employee and The Chamber. All employees are designated as either Non-Exempt or exempt under state and federal wage and hour laws. Exempt Employees are generally managers, professional, administrative, or technical staff who are exempt from the minimum wage and overtime provisions of the FLSA. Exempt employees hold jobs which meet the standards and criteria established under the FLSA by the US Department of Labor. Non-Exempt Employees are employees whose work is covered by the Fair Labor Standards Act (FLSA). They are NOT exempt from the law s requirements concerning minimum wage and overtime. Part-Time Employees - Part-time employees are defined as those whose regular work hours are less than 30 hours per week. Part-time employees are paid on an 6

9 hourly basis and are not eligible for employee benefits unless otherwise stated in the terms of any benefit plan. Temporary Employees - Temporary employees are defined as those who are employed on a temporary basis only. Temporary employees are paid on an hourly basis and are not eligible for employee benefits. Other Sources of Employment - It is the policy of The Chamber that full-time Chamber employees should not be employed full or part time elsewhere, or to establish and run their own business, without written permission from the department manager and President. This written permission shall be forwarded to the Director of Operations, and will be placed in the employee's personnel file. Failure to comply can be cause for disciplinary action such as warnings, suspension or dismissal. Orientation - All newly hired employees will be oriented in order to accomplish the following objectives: 1. To promote employee identification with The Chamber. 2. To set the stage for a high level of motivation by integrating the interests and goals of The Chamber with those of the new employees. 3. To lay the groundwork for the establishment of mutually satisfying interpersonal relationships between the present employees and the new employees. 4. To thoroughly acquaint the new employee with every detail of his/her new job. An orientation day and schedule will be prepared by the new employee s department manager. The employee will be scheduled to visit each department of The Chamber so that the new employee will be familiar with each department. The following will be covered during the orientation period: 1. Introduction to the President. 2. The history and the purpose of The Chamber. 3. Personnel policies and procedures. 4. Employee benefits program. 5. Time-keeping procedures and explanation of pay periods. 6. Tour of The Chamber office. The department manager is responsible for further orientation and training of the new employee. Hours of Operation Regular office hours are from 8 a.m. to 5 p.m., Monday through Friday. A normal work day for non-exempt employees will usually be eight hours, exclusive of one hour for lunch, and the normal work week will usually be 40 hours. All non-exempt employees are expected to be at their desks and ready to work promptly at 8:00 a.m. or to be at a designated Chamber function or meeting in lieu of their desks Non-exempt employees are expected to depart The Chamber office at the close of the business day, normally 5:00 p.m., unless they are conducting additional business or acting within the designated scope of their duties. Lunch periods do not serve as time worked, and therefore are not compensated. According to the State of Illinois Department of Labor, non-exempt employees working 7½ hours or longer are entitled to a meal period of at least 20 minutes no later than 7

10 five hours after the start of work. Since one hour of lunch time is provided (to be normally taken after four hours of work) there are no additional established break periods. Each employee has the freedom to use the restroom as needed and does not need to wait until the lunch break time. Overtime - Non-exempt employees are entitled to overtime pay if they work more than 40 hours in a work week, in accordance with Federal and State labor laws. See Exempt/Non-Exempt Overtime Pay, for more information regarding overtime compensation. Working overtime hours without supervisor approval is prohibited and subject to disciplinary action. Flexible Work Schedule A flexible work schedule arrangement may be available to all exempt (and, subject to supervisor approval, non-exempt) staff. This schedule is intended to provide staff more flexibility to take care of personal business, to reduce staff stress, to improve staff morale, to enhance employee recruitment and retention efforts, and to reduce tardiness. The guidelines for flex time shall be established by the President and be provided in writing to all employees. Employment Records The Chamber maintains a personnel file on each employee. The personnel file includes such information as the employee s job application, resume, records of training and salary changes and other employment records and is kept by the Director of Operations. Personnel files are the property of the Chamber, and access to the information they contain is restricted. Generally, only supervisors and management personnel of the Chamber who have a legitimate work-related reason to review information in the file are allowed to do so. Correct and accurate employment records are important. Information concerning employee's address, telephone number, person to contact in case of an emergency, change in name, marital status, number of dependents for reporting to governmental agencies, group life and health insurance application and change information, social security number, and employment eligibility information must be kept up to date. Each employee is responsible to report any changes in the above-mentioned areas to the Director of Operations office in writing within 10 days of the change. Employees are entitled to view their personnel files and all of the contents with the exception of letter(s) of reference, interview notes, or reference notes. A written notice must be provided to the Director of Operations at least one full working day in advance. Personnel files must be viewed in the presence of the Director of Operations or President. Requests for Information About Present and Former Employees - To protect a person's legal right to privacy, any request received from outside the Chamber about a present or former employee should be referred to the Director of Operations or President. Such inquiries should not be answered by other employees. The Chamber is responsible for and will respond to all reference check inquiries from other employers. Responses to such inquiries will confirm only dates of employment and position(s) held. The Director of Operations or President shall only release information upon written request from the employee or former employee. Sick Leave/Short-Term Disability When an employee expects to miss work because of illness, accident, or emergency, he/she should notify his/her supervisor, or in their absence another manager, 8

11 personally by telephone within one hour of usual daily starting time explaining the reason for absence and expected day of return. An employee should avoid using voice mail or text-messaging in notifying his/her supervisor. If the illness, accident, or emergency requires more than one day absence, the employee is to inform his/her supervisor daily of their progress. Two or more instances of disregard to the above-referenced guidelines may result in termination. For all other kinds of absences, such as jury duty or military reserve training, permission should be requested far enough in advance, as is practical, so that adequate coverage can be obtained. Sick Pay Accumulation - (Salaried employees only) If an employee's normal work week is 40 hours, one day sick pay for each month worked can be accumulated. In one year an employee will accumulate 12 sick days pay, three of which may be used as emergency days in that year. (See, "Absences - Emergency Day", for explanation on what qualifies as an emergency day.) If sick pay accumulated is not used, it carries over from year to year. An employee may carry over all sick days to a total accumulation not to exceed 150 days. Sick Pay Eligibility - (Salaried employees only) An employee is not eligible to receive sick pay benefits during the first three months of employment. However, sick pay does accrue during this three-month period so that by the end of the three-month period the employee has accumulated three days of sick pay. Each full-time employee of The Chamber shall be entitled to sick leave with pay at the rate of one work day for each completed month of service, which is equal to 12 work days a year. Regular part-time employees shall be entitled to sick leave on a prorated basis upon completion of six months of service. The prorated basis is half day sick pay for each month worked. An employee will accumulate six days of sick pay and the policy above will be followed. Temporary employees shall not be entitled to sick leave with pay. If illness or injury occurs while an employee is on vacation, the time shall not be charged to sick leave, but shall remain charged to vacation, unless the employee is injured or hospitalized and presents a doctor s report. Sick leave may be used for illness, disability or injury of the employee, appointments with a doctor, dentist or other professional medical practitioner, quarantine, and for serious illness or disability in the employee's immediate family which requires the employee's personal care and attention. (Immediate family includes and is limited to: father, mother, sister, brother, grandmother, grandfather, children, spouse, and grandchildren, step parents, step siblings, step children, and foster children.) Any employee on leave of absence shall not earn sick leave while on leave. An employee who is absent from duty shall report the reason therefore to his/her supervisor prior to the date of absence when possible but no later than one hour after the regular work day starts. An employee who is absent three consecutive days due to illness may be required to submit a physician's statement. During an extended illness, it is the responsibility of the employee to ensure that his/her supervisor is informed and kept current of his/her status on a regular basis. Failure to follow this policy may result in denial of paid sick leave for the period of absence and/or dismissal. 9

12 In cases of job-related or non-job-related injury or illness of more than five consecutive work days, the employee shall notify The Chamber of the anticipated date of return to work at least five work days prior, if possible and present a physician's return to work slip, indicating length of disability, any work limitations, and the anticipated date of return. Evidence of wrongful use of sick leave shall justify investigation, which may result in denial of claims, holiday pay, and disciplinary action. Evidence of wrongful use on the scheduled work shift immediately preceding and/or immediately following a holiday will result in denial of holiday pay. Where the pattern of sick leave usage indicates wrongful use of sick leave privileges, The Chamber may verify the illness of the employee by telephone calls or personal visits to the employee. Where such calls or visits fail to substantiate illness or injury, The Chamber may request verification by a physician for each subsequent illness which occurs within the following ninety day period. If an employee uses not more than one sick day in the course of a calendar year, he or she will be awarded one additional floating holiday, to use within the following 12 months, in appreciation of good attendance. Absences that are chargeable to sick leave in accordance with the sick leave policy shall be charged in an amount not smaller than two (2) hours. The official sick leave record shall be maintained by the Director of Operations. Compensation Upon Termination - Employees hired before January 1, 1991 will be compensated for any unused sick days at the rate of one day's pay for every two sick days remaining upon employment termination. Employees hired after January 1, 1991 are not eligible to be compensated for any unused sick days at the time of employment termination, per The Chamber Board of Directors. Leave of Absence Medical Leave of Absence - A medical leave of absence may be granted for a maximum of six weeks in any 12 month period in cases of injury or illness. To be eligible, an employee must make this request in writing and submit a doctor's statement to his/her supervisor in advance, if possible, but in no case no later than three working days after the last day of work. Periodic updates may be required. Any leave beyond six weeks will be defined as an extended leave. The Chamber cannot guarantee that the employee's job after six weeks will be available when and if he/she returns. If it becomes necessary to fill the employee's job during his/her absence, The Chamber will consider the employee for any job(s) available at the time he/she returns for which he/she is qualified. If there are no appropriate vacancies at that time, The Chamber will put the employee on a preferred hiring list, and consider him/her for any suitable opening which may arise during the six weeks following the date on which he/she is able to return to work. If the employee is reinstated on a full-time basis during this period, he/she will resume employment with full credit for past service. If the employee cannot be reinstated on a fulltime basis during this time, his/her employment will be considered terminated. Only full time employees, upon completion of one year of consecutive service, shall be entitled to medical leave. He/she must use all his/her accrued vacation and sick leave during the medical leave. If the employee does not have enough accrued vacation or sick leave to cover the entire leave, he/she will be placed on a leave of absence status without pay. 10

13 Maternity Leave - All policies, rules and regulations applicable to employees who are granted sick leave or medical leave shall be applicable to employees requesting maternity leave. 1. Only full time employees, upon completion of one year of consecutive service, shall be entitled to maternity leave. 2. The employee must inform the physician as to the duties of her job, and receive a statement from the physician no later than at the end of her sixth month of pregnancy advising her supervisor when she should cease working to protect her health. The employee shall be placed on maternity leave on the date that the physician feels that the employee should cease work. 3. The employee must use all her accrued vacation and sick leave at the beginning of her maternity leave until it has been exhausted. 4. Following the depletion of the employee's accrued vacation and sick leave, she will be placed on a maternity leave of absence status without pay. The employee may return no later than six weeks after delivery. 5. During a leave without pay, the employee shall not accrue vacation and sick leave. Retirement benefits and holiday pay will not be paid for that period of time. For an extended maternity leave, health and life insurance will not be paid by the employer, and the employee will be responsible for premium payments. An extended leave is defined as leave beyond six weeks following delivery. Military Reserve Training - If an employee is a military reservist participating in an annual two-week training period, he/she is entitled to receive all or part of his/her regular pay for the time away, subject to the following conditions: 1. If those two weeks are taken as vacation time, he/she will receive full vacation salary. 2. If those two weeks are not taken as vacation time, he/she will be paid the difference between military pay and salary for two weeks, assuming that military pay is the lesser of the two. To qualify for payment, a copy of the orders, and a statement of military earnings for the two weeks must be submitted to the Director of Operations office. Bereavement Leave Employees who wish to take time off due to the death of a family member should notify their supervisor immediately. Up to two (2) days of paid bereavement leave (computed at straight-time rate) will be provided to eligible employees to travel, make arrangements or attend the funeral of an employee s or spouse s immediate family. If time off beyond bereavement leave is necessary, an additional (3) days of sick leave may be taken. Bereavement leave will normally be granted unless there are unusual business needs or staffing requirements. Employees may, with their supervisors approval, use any available paid leave for additional time off as necessary. Bereavement leave will not be counted as time worked for the purposes of calculating overtime. 11

14 Immediate family includes and is limited to: father, mother, sister, brother, grandmother, grandfather, children, spouse, and grandchildren. Leave for the funeral of other family members or friends is addressed as an Emergency Day under Other Absences from Duty. Jury Duty The Chamber supports jury duty as a matter of civic obligation. When an employee receives an order to report for jury duty, it should be presented to his/her supervisor so that proper arrangements can be made in advance. He/she should report to his/her job on any day, or part of the day, that jury attendance is not required. He/she will receive his/her normal salary in addition to whatever compensation he/she receives from the court. Voting Leave Any person entitled to vote at a general or special election or at any election at which propositions are submitted to a popular vote in the State of Illinois, shall, on the day of such election, be entitled to paid leave for a period of 2 hours between the time of opening and closing of the polls. However, a written request to leave must be submitted prior to the day of election. Leave will only be allowed during the first two hours or the last two hours of the operating hours of the polling place, and the employee must have been scheduled to work during either of these times to be eligible for leave. Other Absences from Duty Absences for reason other than illness or injury require the approval of a supervisor. Approval of the absence, and the decision whether or not an employee will be paid for the absence, are based on several factors. These factors include the reason for the absence, length of service, performance, record of attendance, and the work schedule in his/her area. If approved by an employee s supervisor, the employee may use up to three (3) sick days within one calendar year for emergency absences. Absences - "Emergency Day" - Emergency days are defined as: (1) auto accident, (2) court appearances, (3) deaths and funerals of step-relatives, foster children, or friends, (4) serious illness, including births in the immediate family, (5) graduation in the immediate family, out of the city, (6) major damage to the home, (7) wedding in the immediate family, out of the city, (8) travel problems due to inclement weather, (9) school visitation, and (10) unanticipated loss of dependent care. Absences by Hourly Paid Employees - Hourly employees are not paid for absences; however, with the approval of the supervisor, an hourly paid employee may take a scheduled work day off, and work those scheduled hours at another specified time. Disability Accommodation Requests Individuals with qualified disabilities as defined under the Americans With Disabilities Act (ADA) may request a reasonable accommodation in writing to the Director of Operations. Upon receipt. the Director of Operations will meet with the requesting individual to confirm the specific accommodation(s) requested. If necessary, the President or Executive Vice President will be consulted to determine the feasibility of making the accommodation, including cost and other impacts on the organization. The Director of Operations will advise the employee of the company s decision. 12

15 Salary Policy The Greater Springfield Chamber of Commerce has a salary administration program. Salaries are based on job content and responsibility, and are comparable to those paid for similar work by area firms to ensure that The Chamber can attract and maintain capable employees. The Executive Committee shall establish salary ranges on an annual basis. Salary reviews are held semi-annually and are based upon job performance, merit and the budget limitations of the organization. The Chamber does not have a formal bonus program, and salary increases are not based upon cost of living considerations. Employees can be paid based upon a semi-monthly salary or paid on an hourly basis depending on the position, the number of hours worked, and the exempt or nonexempt status. Salary may be reviewed for merit increase or promotional increase. Promotional increases are given when an employee is promoted, providing his/her salary is below the mid-point in the next salary range. The fact that salary is reviewed does not mean that an employee will be given an increase. A supervisor works within the overall percentage guidelines set by the Board in determining the size of a salary increase. The recommendation of how much to increase a salary will depend on the employee's job performance and budget constraints. Performance Objectives - Each employee will be required to develop performance objectives for each calendar year to be mutually agreed upon by his/her department manager. These objectives will state specific ways the employee plans to learn about and grow in his/her job. Examples of an employee s objectives could include furthering his/her education, finding ways to perform his/her job more efficiently, job shadowing other employees, development or revision of projects, or assuming new duties. Performance Appraisals - The extent to which an employee moves up within a salary range depends greatly on overall job performance. Performance appraisals are a vital part of the salary program. Performance appraisals are scheduled on a regular basis. The first appraisal takes place about three months after an employee is hired and is a performance only review for the purpose of letting the employee know whether or not the Chamber perceives that the employee is fulfilling the basic requirements of the job for which he/she was hired. Thereafter, performance appraisals are scheduled on a semi-annual basis. Performance appraisals are a very important part of career development. When performance appraisals are issued, a supervisor will schedule a discussion with the employee. He/she should be ready to take advantage of this chance to review the strengths and weaknesses of performance, whether or not performance objectives were met, and learn how to develop a capacity for greater responsibility. Performance is rated on job description responsibilities and performance objectives. Employees will be asked from time to time to perform self appraisals of their performance. An employee's performance rating will be considered when salary is reviewed. Performance ratings are also used to help evaluate candidates for promotion. 13

16 Pay Periods Pay periods are the 15th and the last day of the month. When a pay day falls on a weekend or holiday, employee pay is disbursed via direct deposit on the previous work day. Employee pay will only be provided via direct deposit to the employee s bank account of choice. Withholding Taxes - Social security, federal and state income taxes are withheld from pay. The amount that is withheld for income taxes depends on the number of withholding exemptions that are claimed on the employee's W-4. If at anytime an employee's number of exemptions should change, he/she should see the Director of Operations and complete a new W-4. Usually an employee's dependents will change when he/she gets married or divorced, a dependent is born or dies, or he/she stops supporting a dependent. Deductions - All contributions to the cost of employee benefit plans are deducted from an employee's pay on each payday. Contributions to the United Way can be made through payroll deductions. Voluntary payroll deduction(s) for an employee can be deducted only if they are preceded by written approval by the employee. They can be terminated by written employee request. Time records - Hourly and non-exempt employees must fill out a weekly time sheet. This is a requirement by the Federal Fair Labor Standards Act. The employee's time sheet is used each pay period to make sure that non-exempt employees are properly paid for the time he/she has worked. Failure to complete time sheets may result in an employee s pay being withheld until the time sheet is completed properly. Exempt employees should keep their electronic calendars current and viewable by all staff. Each employee is required to complete a time management form each month. This form is a matrix of all the various functions of the Chamber and is used by employees to record time they ve allocated to each function. Results of these forms are tabulated at the end of each calendar year and are used for income tax purposes, budget development, and other reasons. Exempt/Non-Exempt Overtime Pay Hourly and non-exempt employees qualify for overtime pay or compensatory time during the same week overtime is accrued if they work more than 40 hours in a work week, in accordance with federal and state labor laws. All overtime must be approved in advance with the employee's manager and authorized on the weekly time sheet by the manager. Hourly employees are paid overtime at the rate of one and one-half times their hourly rate. Hourly rates for salaried non-exempt employees are calculated by dividing the salary by the number of hours which the salary is intended to compensate. Overtime is computed by multiplying hours worked by one and one-half times the hourly rate. All overtime must be approved by the department manager prior to it being worked. The employee's supervisor may give an employee compensatory time off in the same work week as opposed to having him/her work more than 40 hours in the work week. Holiday pay is paid at straight time and no overtime will be paid if it is not part of the over 40 hours calculation. Exempt employees are those whose work is considered to be of a professional, administrative, or non-clerical nature in compliance with the federal and state labor law definitions. They are exempt from overtime pay. See page 5, Hiring, for definitions of employee status. 14

17 Expense Reimbursement It is the policy of The Chamber to reimburse Chamber staff when they have incurred expenses for Chamber business-related activities. Monthly expense reports should be completed and presented for approval by the first working day of the following month. Supervisors should identify accounts to which expenses are to be charged. All reports must be formally approved by each employee s supervisor. The President's report must be approved by an officer of the Board. The auto mileage reimbursement rate will be in conformance with IRS guidelines. Mileage reimbursements are for travel, other than to and from one's residence, directly related to performance of job responsibilities by salaried employees. All managers travel reimbursement expenses must be approved by the President, and the President's reimbursement approved by an officer of the Board. Safety Emergencies It is the policy of The Greater Springfield Chamber of Commerce to comply with the Occupational Safety and Health Act (OSHA). The Act requires that employers do the following: 1. Provide a place of work free from hazards that cause, or are likely to cause, serious harm to employees. 2. Comply with the standards that are stated in the OSHA act. 3. Correct all violations of health or safety standards. 4. Keep records of and make periodic reports on work-related deaths, illnesses, and major injuries. It is management's responsibility to see that the work environment is free of hazards, but it is also the responsibility of the employee to comply with all health and safety regulations and procedures and to act in a safe manner. Any safety or health hazards which come to an employee's attention should be reported to his/her supervisor or department manager immediately. Emergency-Disaster Management Policy Emergency situations include events such as fires, robberies and bomb threats. The Greater Springfield Chamber of Commerce recognizes its workforce as its most valuable asset. If an emergency arises, primary concern should be the preservation of life and prevention of injury. Protection of Chamber property and assets is important, but only after everything possible has been done to protect the people involved.. To protect these assets, the following policies and procedures have been established. Emergency Contact Information Policy All employees must provide emergency contact information for persons to be contacted in the event of a personal emergency. Emergency contact information is confidential and will not be made available to nonessential staff. Severe Weather Policy The Greater Springfield Chamber of Commerce will make every effort to maintain normal work hours even during inclement weather. A decision on whether or not to close the office due to inclement weather will be made solely by the President, or the senior staff member in his/her absence. All full-time employees will be paid for such time off, and part-time employees will only be paid if they were scheduled to work that day and only for those hours which the employee would normally work. 15

18 If the President opts to close the office, he will notify the Director of Operations and Executive Vice President, who will then notify employees. When the office remains open but an employee is unable to make it to work due to inclement weather, hazardous road conditions, or school closing in their community (in the event they have children attending school), sick time may be used for this absence. If an employee does not have any sick time accrued, vacation time will be used. Employees should notify their supervisor using the procedures identified under the Sick Leave provisions stated in this handbook. The Chamber maintains a Disaster Prevention, Preparedness, and Business Contingency Plan to assist staff in responding to any type of emergency. A copy of the Plan is located at the reception area so that it can be taken and utilized in the event of an emergency. A copy of the Plan is also kept offsite in the possession of the Director of Operations and the President. Employees will receive a copy at orientation. Problem-Solving Procedures It is the policy of The Chamber to minimize the cause for questions or controversy relating to the interpretation or application of Chamber policies and procedures. Whenever a group of people are required to work together for an extended period of time, problems and misunderstandings can occur. In order to ensure prompt and constructive problem-solving, employees are encouraged to follow this procedure: The employee should discuss the problem with his/her supervisor immediately. If they are dissatisfied with the solution proposed or if a settlement does not occur within a reasonable time, they may present the problem to the Director of Operations in an attempt to reach a final solution to the problem. If a settlement does not occur within a reasonable time, they may then discuss the matter with the President. Although it is recommended that an employee talk with his/her supervisor first, he/she may bypass any level when the matter involves the individual with whom you would normally communicate, if he/she is not completely satisfied, or if the nature of the problem is very personal. The President will take appropriate action, and the decision is final and binding. Smoking Policy The Chamber offices are a non-smoking environment. Sexual Harassment and Other Unlawful Harassment It is against our policies for any employee, in any employment capacity or role, to unlawfully harass another employee. Harassment prohibited by this policy includes sexual harassment (as defined below in paragraph 1) as well as other forms of prohibited harassment (as defined below in paragraph 2). All new employees are required to view a video on sexual harassment during their new employee orientation. In the event that an employee believes that he or she has been subject to harassment prohibited by this policy, the employee is encouraged to submit a complaint pursuant to the procedures outlined in paragraph 3 of this policy. 16

19 1. Sexual Harassment It is against our policies for any employee, in any employment capacity or role, whether male or female, to sexually harass another employee by: a. making unwelcome sexual advances, requests for sexual favors and other verbal or physical conduct of a sexual nature a condition of an employee s continued employment; or b. making submission to or rejection of such unwelcome conduct the basis for any employment decision; or c. Creating an intimidating, hostile or offensive environment by such conduct. Sexual harassment includes behavior which is personally offensive and which interferes with the work effectiveness of its victims and their co-workers. Such behavior may include, but is not limited to: Making unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature. Making submission to or rejection or such unwelcome conduct the basis for any employment decision, including, but not limited to, hiring, firing, failing to promote, reassignment to different responsibilities or a decision causing a significant change in benefits. Engaging in preferential treatment or a promise of preferential treatment to an individual in exchange for sexual conduct or dates. Denying or threatening to deny privileges, benefits or entitlements to an individual, or the denial or threat of denial of employment or advancement of an individual because of that individual s refusal to consent to sexual advances. Denying or threatening to deny privileges, benefits, or entitlement to an individual, or the denial or threat of denial of employment or advancement of an individual because of hostility toward the presence of that individual s gender in the workplace. Threatening, denigrating or showing hostility toward an individual because of hostility toward the presence of that individual s gender in the workplace. Making sexually oriented or sexually degrading comments, or sexually suggestive jokes or gestures. Displaying sexually oriented pictures, posters, drawings, or other materials which may be construed by others to be offensive. Engaging in persistent or repeated unwelcome flirting or pressure for dates or generally intimidating conduct. Retaliating against an individual for reporting or complaining about sexually harassing or abusive conduct. Creating an intimidating, hostile or offensive working environment by such conduct. 17

20 2. Other Forms of Prohibited Harassment In addition to sexual harassment as defined above, it is against our policies for any employee, in any employment capacity or role, whether male or female, to harass another employee on the basis of race, color, ancestry, national origin, religion, disability, age, marital status and/or unfavorable discharge from military service. Such harassment includes any verbal or physical conduct that denigrates or shows hostility toward an employee because or the employee s race, color, ancestry, national origin, religion, disability, age, marital status and/or unfavorable discharge from the military service. Such harassment occurs when such conduct has the purpose or effect of interfering with an employee s work performance, creating a hostile or offensive working environment or otherwise adversely affecting the employee s employment opportunities. Examples of such harassment: epithets, slurs, negative stereotyping or insulting or degrading words of actions. Harassment also includes threatening, intimidating or violent acts directed against an employee. Harassment may also exist in the use of written or graphic materials, such as cartoons or jokes. 3. Complaint Procedure and Investigation An employee who believes that he or she has been subjected to harassment as defined in Section 1 and/or Section 2 above should immediately make a verbal or written complaint to the Director of Operations. The Director of Operations will immediately undertake a thorough investigation of all such complaints. In all cases, the investigation will be conducted by personnel not involved in the alleged harassment and with due consideration to the privacy and confidentiality of the employee and all other involved individuals. In all cases, the investigation will be conducted with the utmost privacy and confidentiality. However, in some instances certain details of the employee s complaint may necessarily be shared with other necessary parties of the investigation. The investigatory process will also allow the opportunity for response to all allegations of the alleged harasser. The Chamber encourages you to use this harassment policy when necessary and assures its employees that they need not fear reprisals for doing so. We also assure any employee accused of harassment an opportunity for a fair and impartial investigation of the allegations against him/her. If the complaint of harassment involves the Director of Operations, the employee should address the harassment complaint to the attention of the President, unless the President himself/herself is involved in the harassment, then to the Chairman of The Board of Directors who shall serve as the alternate investigator in place of the President/ or shall otherwise designate an alternate investigator(s). All assurances with respect to the investigation process and the confidentiality thereof as set forth earlier in this policy shall be adhered to by the President or Chairman and/or alternate investigator(s). The Director of Operations and any supervisor who becomes aware of possible sexual harassment must immediately advise the President. In all instances, all of the other procedures outlined in this sexual harassment policy will be followed by the alternate investigator. 4. Discipline If, after thorough investigation, it is found that any supervisor, agent or employee has harassed or discriminated against another employee, The Chamber will take immediate corrective action, including appropriate discipline against the party engaging in the harassing conduct. Such discipline will be based upon specific circumstances of each case and may range from a written warning up to and including termination. 18

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