Reducing Unemployment Costs
|
|
- Nathan Powell
- 8 years ago
- Views:
Transcription
1 Reducing Unemployment Costs Documentation Verbal Warnings Written Warnings Suspensions Call Ins No Call / No Show Tardiness Performance Customer Complaints Loss of Revenue What was the final incident surrounding the termination? Dates Time Witnesses Circumstances Communication s Text Messages Phone Calls Termination Management First Genuine Interest Hiring Practices Accident Prevention Updated Safety Policy Loss of Revenue Indemnity vs. Medical Only Return to Work Program Monthly Safety Meetings Reducing Workers Compensation Costs Report Injuries Immediately Call HR Sunday through Monday 7am to 11pm Submit the Clinic Incident Report to HR
2 Human Capital Strategies Human Resources Department NOTICE OF CORRECTIVE ACTION Name: Position: Client Company: Date: Rule or Policy Involved: Corrective Action Taken: Date Implemented: [ ] Written Counseling [ ] Written Warning [ ] Discharge [ ] Suspension From: To: Performance or behavior in need of correction: Employee Explanation: Previous corrective actions taken (preceding 12 months): Employee Signature: Date: (Acknowledges the corrective action given, but does not necessarily indicate agreement) Manager Signature: Date: Title:
3 Effective Date Employee Name Personnel Action Request Form Client Company Change of Personal Information Name Social Security Marital Status Home Address City State Zip Address Home Phone Mobile Phone Change of Emergency Contact Name Home Phone Mobile Phone Change of Status/Salary From Job Title Department Name Job Title Department Name To Department # Hourly Rate Annual Rate Department # Hourly Rate Annual Rate Pay Status F/T Status Pay Status F/T Status One Time Payment Reason: Federal Withholding (W-4)* Status Exemptions Additional Deduction: Leave of Absence Arizona Withholding (A-4)* % Additional Deduction: * Attach the signed withholding form(s) Placed on Returned from (submit a second PAR upon employee s return) Effective Date Estimated End Date Actual End Date Type of Leave FMLA Eligible? Duration Yes No Termination Last Day Worked PTO Hours Eligible for Rehire Mail Final Check: Termination is: Approval Comments: Owner/Manager: Please complete Separation Notice for Involuntary Termination so HCS can respond to any requests for Unemployment Compensation. Date: Please fax completed form to Human Capital Strategies (480) Check here, if you would like us to call and confirm receipt. Phone # K: HR/Forms/Personnel Action Request Form
4 Separation Notice Employee Name: Company: Position: Supervisor: Start Date: Separation Date: Last Day Worked: [ ] Voluntary Termination (attach Resignation Letter) [ ] Involuntary Termination Reason for Separation (please be specific): Was the employee given a reason for discharge? Yes [ ] No [ ] Had the employee been warned about their conduct, attendance, work, etc.? Yes [ ] No [ ] Is employee eligible for rehire? Yes [ ] No [ ] Employee Signature [ ] Employee Refused to sign. [ ] Employee unavailable for signature, copy mailed. Supervisor Signature President Signature Date Date Forward completed copy to Human Capital Strategies HCS/Payroll use only Total hours worked: Vacation/PTO: Other: Final Check Amount: K: HR/Forms/Separation Notice
5 Because you are in a unique position to offer us invaluable insights and information about your employment with a Human Capital Strategies/Massage Envy, we would like to ask for your constructive feedback. The information you provide will be compiled on a quarterly basis, analyzed, shared with our senior management and used to develop and enhance responsive employee programs. We appreciate your candor as you answer the questions below. Thank you in advance for your help. We wish you the best in all of your future endeavors. Employee Name: Hire Date: Last Day of Work: Job Title: Client Company: 1. Please choose the category that best indicates why you are leaving the company. Another Position Education Relocate Retire Take time off from work Stay home with family Other (explain) 2. What was the overall issue that prompted you to leave the company? 3. What attracted you to your new company (if this is applicable to your situation)? 4. What does the new position offer that the company does not? 5. Had you been actively seeking opportunity outside of the company? Yes No Please indicate the top 3 reasons for you leaving the company. Rank them in the following order (1=most important, 2=next important, etc.) Work not interesting or challenging Compensation issues Opportunity to learn new skills Insufficient Training Not appreciated/lack of recognition by management Job found not to be as presented Poor supervision Lack of promotional opportunities Inadequate equipment/tools Benefits Issues Reasons unrelated to my job Commute Issues related to our service or Company s performance
6 Please identify the top 3 things that the company could have taken to retain your services. Rank them in the following order, (1=most important, 2=next important, etc) More effective representation of job responsibilities from the beginning Better working environment A more manageable workload Flexibility in work schedule/balance between work and family Challenging and diverse assignments Autonomy and/or ability to set the direction of assignments and goal Expanded Benefits Expanded time-off policies Support by immediate supervisor Opportunity for Training and Development Effective performance measures and timely evaluations Formal and Informal individual recognition Open upward communication/feedback channels Other Please comment on any of above areas or anything else that the company could have done to retain your services How would you rate your immediate supervisor at the company? a. Treats employees fairly Excellent Good Fair Poor b. Recognizes and rewards accomplishments Excellent Good Fair Poor c. Effectively develops employees Excellent Good Fair Poor d. Resolves workplace issues fairly and in a timely manner Excellent Good Fair Poor e. Understands and communicates policies and procedures Excellent Good Fair Poor f. Effectively implements and follows policies and procedures Excellent Good Fair Poor g. Communicates the company mission, vision and values Excellent Good Fair Poor
7 h. Encourages feedback and welcomes suggestions Excellent Good Fair Poor i. Gives clear instructions and adequate direction Excellent Good Fair Poor j. Has realistic expectations of job demands Excellent Good Fair Poor k. Fosters teamwork Excellent Good Fair Poor l. Considerate of need to balance work and personal life Excellent Good Fair Poor m. Provides guidance and coaching Excellent Good Fair Poor n. Communicates clear job expectations Excellent Good Fair Poor o. Values diversity Excellent Good Fair Poor p. Creates/sustains a productive and satisfying workplace Excellent Good Fair Poor q. Enables effective problem solving and decision making Excellent Good Fair Poor r. Listens to employees input and suggestions Excellent Good Fair Poor s. Encourages cooperation within the department Excellent Good Fair Poor t. Encourages cooperation with other departments Excellent Good Fair Poor u. Immediate supervisors overall performance Excellent Good Fair Poor Do you wish to comment on any other the company supervisors? Overall Experience Overall, how you rate your experience? Excellent Good Fair Poor Would you recommend us as a good place to work to a close friend? Yes No Would you consider returning to the company? Yes No Is there anything else? Thank you, we value your input!
SAMPLE HR AUDIT CHECKLIST
There is so much that can be done to create a dynamic and effective human resources function whether you have an in-house HR professional or not. Ideally, it would be best to gather all the information
More informationTO: Director, Superintendents and Supervisors DATE: March 26, 2010 RE: New Employee Guidelines: Time Keeping, Phones/PDA s and Personal Business
Memo from HR TO: Director, Superintendents and Supervisors DATE: March 26, 2010 RE: New Employee Guidelines: Time Keeping, Phones/PDA s and Personal Business The following information is being distributed
More informationEmployee Development Plan
Form A Employee Development Plan Fiscal Year: EMPLOYEE NAME: TIME IN CURRENT POSITION: DEPARTMENT: This section should be completed by the supervisor and employee as part of the final performance evaluation
More informationSuccession Planning Process
Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their
More informationACHIEVING TIME & ATTENDANCE COMPLIANCE AMONG YOUR EMPLOYEES AND MANAGERS
ACHIEVING TIME & ATTENDANCE COMPLIANCE AMONG YOUR EMPLOYEES AND MANAGERS COMPANY HANDBOOK Time & Attendance Policy FROM A LEADER IN WORKFORCE MANAGEMENT SOLUTIONS INTRODUCTION ARE YOUR EMPLOYEES & MANAGERS
More informationFLORIDA UNEMPLOYMENT INSURANCE
FLORIDA UNEMPLOYMENT INSURANCE A WORKSHOP FOR FASPA PRESENTED BY D DeGROOT MGMT. SERVICES, INC. M P.O. Box 502 S Syracuse, NY 13214...serving the Employer's interest! UNEMPLOYMENT COMPENSATION BENEFITS
More informationEmployee Labor Relations Talking Notes
Employee Labor Relations Talking Notes Slide 1 Welcome to the Employee Labor Relations presentation for New Employee Orientation. Slide 2 During this presentation, pay plans, performance evaluations, guidelines
More informationMoore College of Art and Design Performance Appraisal Form 2005-2006
Employee Name: Position Title: Department: Evaluator s Name: Evaluator s Title: Review Period: Next Review Date: From: To: Type of Review: End of Introductory (Probationary) Period Annual Review Other
More informationMissouri Department of Natural Resources Administrative Policies and Procedures
The Department of strives to be consistent and equitable in salary compensation for our employees. REFERENCES Personnel Selection, Appointment, Evaluation and Separation: 1 CSR 20-3 Related DNR Policies
More informationWorkplace Values Manual. Workplace Values
Workplace Values Manual Workplace Values 1 Respect 2 Clear Expectations and Feedback 3 Friendly and Caring 4 Professionalism 5 Teamwork 6 Staff Development and Professional Growth 7 Fun and Relaxed 8 Flexibility
More informationPOSITION AVAILABLE. The County Auditor s Office is seeking a Payroll/Service Section Clerk. This full-time
POSITION AVAILABLE The County Auditor s Office is seeking a Payroll/Service Section Clerk. This full-time position with benefits will pay wages beginning in the range of $12 to $14 per hour, depending
More informationRatings Exceeds Expectations Meets Expectations Improvement Needed
The staff appraisal process is an on-going communications process that begins with the identification of performance goals by the supervisor in the fall. During the spring semester, a formal appraisal
More informationSupervisor s Guide for. Coaching & Corrective Action
Supervisor s Guide for Coaching & Corrective Action Purpose: The Supervisor s Guide to Coaching & Corrective Action serves as a supplement to Operating Policy 70.31: Employee Conduct, Discipline and Terminations.
More informationOKLAHOMA CITY UNIVERSITY POLICY THE FAMILY AND MEDICAL LEAVE ACT (FMLA)
OKLAHOMA CITY UNIVERSITY POLICY THE FAMILY AND MEDICAL LEAVE ACT (FMLA) Oklahoma City University provides leaves of absence under the Family and Medical Leave Act of 1993, as amended, to eligible regular
More informationFair Labor Standards Act Guide
Fair Labor Standards Act Guide Executive Employee Exemption not less than [minimum wage x 40 hours] per week exclusive of board, lodging or other facilities, AND Primary duty is management of the enterprise
More informationHRBP Human Resource business professional HRBP SM
certification in human resources» HRBP Human Resource business professional HRBP SM body OF KNOWLEGE HR certification institute hrci.org HR Certification Institute 1 HRBP BODY OF KNOWLEDGE AT-A-GLANCE
More informationWEST VIRGINIA WESLEYAN COLLEGE. Student Employment Handbook
WEST VIRGINIA WESLEYAN COLLEGE Student Employment Handbook 1 Table of Contents Page Topic 3 Introduction 3 About Student Employment 3 Guiding Principles 4 Student Eligibility 5 Filling an Open Position
More informationUtica College Performance Review Form for LEADERSHIP
Utica College Performance Review Form for LEADERSHIP EMPLOYEE NAME: DEPARTMENT: HIRE DATE: / / SUPERVISOR*: JOB TITLE: REVIEW PERIOD: *Supervisor is the person delivering the review From To INSTRUCTIONS
More informationCoastal Horizons Centers, Inc. Agency Employee Policies Table of Contents
Coastal Horizons Centers, Inc. Agency Employee Policies Table of Contents Section 1 Administration Page Welcome to Coastal Horizons Center 1 Administration 2 Coastal Horizon Center Mission 2 Code of Ethics
More informationDePaul Full and Part-Time Staff Performance Management Frequently Asked Questions (FAQs) 2013-2014
DePaul Full and Part-Time Staff Performance Management Frequently Asked Questions (FAQs) 2013-2014 The following frequently asked questions (FAQ s) will help managers and employees prepare for the annual
More informationPikes Peak Habitat for Humanity Volunteer Manager
GENERAL DESCRIPTION Pikes Peak Habitat for Humanity Volunteer Manager The Volunteer Manager is responsible for all aspects of the Volunteer Program. This includes the recruitment, retention, processing,
More informationUS Geological Survey. Office of Human Resources Customer Service Plan
US Geological Survey Office of Human Resources Customer Service Plan Table of Contents Human Resources Customer Service Plan... 3 Introduction - Vision and Mission Statements... 3 Codes of Conduct... 3
More informationPurpose and Objectives. Cornell s Philosophy on Discipline
Purpose and Objectives PURPOSE This document is being provided to define effective and positive ways to correct performance and behavior through the use of the progressive discipline process. Cornell s
More information(Effective as of December 15, 2009) CONTENTS
INTERNATIONAL STANDARD ON QUALITY CONTROL 1 QUALITY CONTROL FOR FIRMS THAT PERFORM AUDITS AND REVIEWS OF FINANCIAL STATEMENTS, AND OTHER ASSURANCE AND RELATED SERVICES ENGAGEMENTS (Effective as of December
More informationDear Sir or Madam: Thank you for your interest in our legal services. 1. WHY WE USE A QUESTIONNAIRE
Dear Sir or Madam: Thank you for your interest in our legal services. 1. WHY WE USE A QUESTIONNAIRE Every day we receive a large volume of telephone inquiries regarding employment problems. It is impossible
More informationEmployment Practices + Job Specific Training = Productive Employees and Higher Profits
Employment Practices + Job Specific Training = Productive s and Higher Profits Employment Practices + Job Specific Training = Productive s and Higher Profits This session is eligible for 1 Continuing Education
More informationSample. Drug and Alcohol Prevention Program. Industrial Code Rule 60
Sample Drug and Alcohol Prevention Program Industrial Code Rule 60 Workplace Safety & Loss Prevention Program Building 12, Room 167 W. Averell Harriman Campus Albany, NY 12240 0 TABLE OF CONTENTS Required
More informationROCHESTER INSTITUTE OF TECHNOLOGY
ROCHESTER INSTITUTE OF TECHNOLOGY Time Off Benefits Table of Contents Introduction...2 Vacation...2 Vacation Eligibility Chart...3 Staff Employees Scheduled for Less Than 12 Months Per Fiscal Year...3
More informationWriting Performance Objectives for Job Components: A Brief Tutorial
Writing Performance Objectives for Job Components: A Brief Tutorial Under the State of Missouri s PERforM employee appraisal system, each employee must have at least one (1) performance objective for each
More informationDivision of Human Resources Staff Performance Management Procedure
Performance standards and expectations, based on an up-to-date position description, should be clearly communicated to employees at the time of appointment to their position and as they change thereafter.
More informationHR Forms & Tools. All Bundles. HRN Performance Solutions. Compensation, Benefits, Records & Time Off Bundle 1. Included Documents.
All Bundles HR Forms & Tools. HRN Performance Solutions. Compensation, Benefits, Records & Time Off Bundle 1 Included Documents Accidents Employee s Report of Accident Supervisor s Report of Accident Catastrophic
More informationHuman Resources Department 203.6 FTE s
27 Human Resources Human Resources Department 203.6 FTE s General Manager Human Resources 4 FTE's Director Labour Relations 2 FTE's Director Organizational Effectiveness 2 FTE's Director Compensation,
More informationNever confuse effort for results. If you're measuring effort as progress, you're not measuring the right thing
Module VI: Establishing Goals & Managing Employee Performance INTRODUCTION Never confuse effort for results. If you're measuring effort as progress, you're not measuring the right thing Anonymous What
More informationPerformance Appraisal Process II. Preparing the Appraisal III. Completing the Appraisal IV. Special Circumstances
The following frequently asked questions (FAQ s) will help managers and employees prepare for the annual performance appraisal process for full and part-time staff. If your question is not answered below,
More informationWorkers Compensation Program Review and Approval Authority
July 2003 Workers Compensation Program Review and Approval Authority Prepared and Edited by: Assistant Director Date UM Workers Compensation Manager Date Reviewed and Approved by: Chair - UM E, H & S Operations
More informationCCAD Management Employee Performance Review
CCAD Management Employee Performance Review Employee Name: Title: Reviewing Manager: Department: Date: KEY RESULTS SECTION Instructions: In the spaces provided, provide pertinent comments concerning each
More informationMONTANA TECH EMPLOYEE BENEFITS
MONTANA TECH EMPLOYEE BENEFITS The following is a summary explanation of the payroll deductions and fringe benefits provided to eligible employees of Montana Tech. A. REQUIRED DEDUCTIONS 1. F.I.C.A. (SOCIAL
More informationPERFORMANCE MANAGEMENT & CORRECTIVE ACTION GUIDELINES
PERFORMANCE MANAGEMENT & CORRECTIVE ACTION GUIDELINES As a supervisor, one of your primary roles is to help employees succeed in their position and coaching them to high levels of performance. Whenever
More informationUnderstanding PHR, SPHR, and GPHR recertification
Understanding PHR, SPHR, and GPHR recertification What is the PHR, SPHR, and GPHR? Each certification widely recognized in the HR Industry, by HRCI, and by SHRM Like the CPA of HR Varying levels How to
More informationINTRODUCTION...1 FREQUENTLY ASKED QUESTIONS ABOUT REFERENCE CHECKS...2
Reference Checking Table of Contents INTRODUCTION...1 FREQUENTLY ASKED QUESTIONS ABOUT REFERENCE CHECKS...2 WHO CONDUCTS THE REFERENCE CHECKS?...2 HOW MANY REFERENCES SHOULD BE CONTACTED?...2 WHO SHOULD
More informationBoston University. 2015 Performance Evaluation Program. Administrative Employees Exempt and Non-Exempt
Boston University 2015 Performance Evaluation Program Administrative Employees Exempt and Non-Exempt (excludes staff covered by Collective Bargaining Agreements and Certain Contracts) October 2015 TABLE
More informationUtica College Performance Review Form
Utica College Performance Review Form EMPLOYEE NAME: DEPARTMENT: HIRE DATE: / / SUPERVISOR*: JOB TITLE: REVIEW PERIOD: From To *Supervisor is the person delivering the review INSTRUCTIONS FOR COMPLETING
More informationCity of Minneapolis Fair Labor Standards Act Procedures for Exempt Employees (Link to Policy)
City of Minneapolis Fair Labor Standards Act Procedures for Exempt Employees (Link to Policy) Applies to: All employees classified as exempt as defined by the Fair Labor Standards Act (FLSA). These procedures
More informationWORKER S COMPENSATION TREATMENT AUTHORIZATION FORM
FLORIDA TECH EMPLOYEE ACCIDENT/ INJURY REPORT Contact Financial Affairs @ 674-7297 OR 8885 IMMEDIATELY regarding an Employee's Injury. Employee AND Supervisor must complete this report. EMPLOYEE INFORMATION
More informationTurnkey HR Outsourcing Solutions that Deliver Solid Results.
PARTNER WITH A LEADING SERVICE PROVIDER Navigating the complexities of employee relations can be challenging for employers. Recruiting and hiring top talent, maximizing job performance and separating employees
More informationWORKERS COMPENSATION EMPLOYEE S NOTICE OF INJURY (COMPLETE ALL ITEMS)
WORKERS COMPENSATION EMPLOYEE S NOTICE OF INJURY (COMPLETE ALL ITEMS) EMPLOYEE S NAME: (last) (first) EMPLOYEE S ADDRESS: (no.) (street) (city) (state) (zip) TELEPHONE: Home: Work: SOCIAL SECURITY NO.
More information2009 Employee Opinion Survey Summary Report
2009 Employee Opinion Survey Summary Report Table of Contents (Use Ctrl + Click to jump to specific sections or page numbers) Executive Summary... 1 Section A. Demographic Information... 3 Overall Survey
More informationInterviews management and executive level candidates; serves as interviewer for position finalists.
Plan, direct, and coordinate human resource management activities of the NHBP Tribal government organization to maximize the strategic use of human resources and maintain functions such as employee compensation,
More informationBetter Employee Management
Better Employee Management Eight Critical Areas for Small-Business Success This white paper is an overview of eight building blocks of an effective small-business HR program: payroll, employee communications,
More informationSupervisor s Performance Management Guide
Supervisor s Performance Management Guide 1. Introduction... 2 2. Duties and Job Descriptions... 2 3. Supervisor s Role... 2 4. Goals & Employee Development... 3 5. Annual Performance Evaluation Process...
More informationIf you have any questions, concerns, or disputes with this policy, you must contact [insert name and contact info for appropriate person] in writing.
EMPLOYMENT CONTRACT BETWEEN THE EMPLOYEE AND THE RIGHTS OR ENTITLEMENTS. THE AGENCY RESERVES THE RIGHT TO REVISE THE CONTENT OF THIS DOCUMENT, IN WHOLE OR IN ORAL, WHICH ARE CONTRARY TO OR INCONSISTENT
More information1. Overall, how satisfied are you working for The Company? Extremely Dissatisfied. Very Dissatisfied. Somewhat Dissatisfied.
Gathering information on employee satisfaction, this survey focuses on how employees feel about their job description, position within the company, relationships with colleagues and superiors, advancement
More informationQ1: What law regulates the payment of overtime?
Guidance for managing Non-Exempt Staff Q1: What law regulates the payment of overtime? A: The Fair Labor Standards Act (FLSA) establishes minimum wage, overtime pay, recordkeeping, and child labor standards
More informationHourly Employee Handbook
Hourly Employee Handbook MS Companies LLC ABC Employment Holdings LLC Revised: May 2013 This Employee Handbook supersedes and replaces any and all Personnel or Employee Policies, Manuals or Handbooks previously
More informationTABLE OF CONTENTS... ORGANIZATION INFORMATION...
Volunteer Handbook Table of Contents TABLE OF CONTENTS... ORGANIZATION INFORMATION... 1 WELCOME... 1 GENERAL INFORMATION... 2 BENEFITS... 2 BREAKS AND MEALS... 2 DISABILITY ACCESS... 2 PARKING PERMIT...
More informationSTATE BOARD FOR TECHNICAL AND COMPREHENSIVE EDUCATION PROCEDURE
STATE BOARD FOR TECHNICAL AND COMPREHENSIVE EDUCATION PROCEDURE NUMBER: 8-8-100.1 PROCEDURE PAGE: 1 of 3 TITLE: TERMINATION PRACTICES POLICY REFERENCE NUMBER: 8-8-100 DIVISION OF RESPONSIBILITY: Human
More informationTHHGLE06B Monitor staff performance
THHGLE06B Monitor staff performance Release: 1 THHGLE06B Monitor staff performance Modification History Unit Descriptor This unit deals with the skills and knowledge required to monitor staff performance,
More informationThe Department of Mental Health and Addiction Services Procedure Human Resources
The Department of Mental Health and Addiction Services Procedure Human Resources AC: 230 D: 23 Date: April 25, 2008 SUBJECT: PURPOSE: INTRO: Employee Attendance The purpose of this procedure is to implement
More informationProfessional Indemnity Insurance
PROFESSIONAL INDEMNITY INSURANCE CLAIM NOTIFICATION FORM Privileged: Created For The Purposes Of Obtaining Legal Advice Professional Indemnity Insurance CLAIM NOTIFICATION FORM For advice, or assistance
More informationEFFECTIVE DATE: October 1, 2010 Page 1 of 12
1093.0 PERFORMANCE EVALUATION 1093.0.1 Authorization: Act 688 of 2009 amends Arkansas Code Annotated 21-5-1101 to provide a performance-based merit increase pay system based on employee performance evaluation.
More informationPlease answer all questions which apply to you and mark those that do not apply with N/A. LAST NAME FIRST NAME MIDDLE NAME
CRIMINAL JUSTICE INSTITUTE University of Arkansas System 26 Corporate Hill Dr Little Rock, Arkansas 72205 (501) 570-8000 APPLICATION FOR EMPLOYMENT The Criminal Justice Institute is an Equal Opportunity/Affirmative
More informationWentworth Institute of Technology Cooperative Education Student Handbook 1
Wentworth Institute of Technology Cooperative Education Student Handbook 1 Welcome to the co-op process. This document outlines the requirements, expectations and policies for your cooperative education
More informationPIEDMONT VIRGINIA COMMUNITY COLLEGE VIII HUMAN RESOURCES / PERSONNEL POLICIES VIII 13.0 EMPLOYEE SEPARATION POLICY
PIEDMONT VIRGINIA COMMUNITY COLLEGE VIII HUMAN RESOURCES / PERSONNEL POLICIES VIII 13.0 EMPLOYEE SEPARATION POLICY Policy #: VIII 13.0 Effective: Revised: 6/1/2015 Responsible Dept.: Human Resources I.
More informationLEAVES CITY OF PORTLAND HUMAN RESOURCES ADMINISTRATIVE RULES 6.13 SUPPLEMENTAL WORKERS COMPENSATION BENEFITS
CITY OF PORTLAND HUMAN RESOURCES ADMINISTRATIVE RULES LEAVES Purpose The purpose of this Administrative Rule is to provide additional benefits to eligible employees with accepted workers compensation claims.
More informationFINANCE & ADMINISTRATIVE AFFAIRS PATHWAY TO PANTHER PRIDE Performance Evaluation Guidelines for Supervisors
All Finance & Administrative Affairs employees will be subject to a performance management process. This guide is intended to provide supervisors with some things to think about as they engage in the performance
More informationATTENDANCE POLICY 1. POLICY STATEMENT
1. POLICY STATEMENT All members of the Red Cross workforce are expected to attend the workplace as determined in the individual s contract of employment (staff) or agreed attendance arrangements (volunteers).
More informationHUMAN RESOURCES ANALYST, GENERALIST, Req. #:PS100516 (Location: San Rafael, CA)
POSITION: CLASS CODE: HUMAN RESOURCES ANALYST, GENERALIST, Req. #:PS100516 (Location: San Rafael, CA) 91148/Exempt SALARY RANGE: $62, 653.50- $ 75,699.00 annually, plus excellent benefits (37.5 hour workweek)
More informationPerformance Management
Performance Management PURPOSE... 1 POLICY STATEMENT... 2 WHO SHOULD KNOW THIS POLICY... 2 DEFINITIONS... 2 REGULATIONS... 3 1.0 TIMING AND FREQUENCY OF APPRAISALS... 3 2.0 PERFORMANCE PLANNING... 3 2.1
More informationWORKERS COMPENSATION CLAIM REPORTING PROCEDURES
WORKERS COMPENSATION CLAIM REPORTING PROCEDURES 1. Complete the enclosed First Report of Injury to ensure that you will have all of the appropriate questions answered during the reporting process. Have
More informationEmployee s Report of Work-Related Injury University of Maryland, College Park
Employee s Report of Work-Related Injury To be completed immediately after the accident or initial treatment and submitted to your supervisor Employee Name: UID: Male (First) (Last) Female Date of Birth:
More informationNIPISSING-PARRY SOUND CATHOLIC DISTRICT SCHOOL BOARD
POLICY: IT SHALL BE THE POLICY OF THE NIPISSING-PARRY SOUND CATHOLIC DISTRICT SCHOOL BOARD to create a working environment which promotes positive attitudes toward attendance and recognizes regular employee
More informationHeritage University M.Ed. in Counseling
Heritage University M.Ed. in Counseling A Master of Education Degree in Counseling is designed for students who wish to pursue graduate education beyond the bachelor level. The Counseling program offers
More informationFLORIDA ATLANTIC UNIVERSITY WORKERS COMPENSATION RETURN TO WORK PROGRAM
FLORIDA ATLANTIC UNIVERSITY WORKERS COMPENSATION RETURN TO WORK PROGRAM APPLICABILITY/ACCOUNTABILITY: In compliance with statutory requirement, this program provides general guidelines for employees who
More informationTHE UNIVERSITY OF TEXAS AT AUSTIN ANNUAL PERFORMANCE EVALUATION FOR CLASSIFIED PERSONNEL AND NON-TEACHING PROFESSIONAL STAFF
THE UNIVERSITY OF TEXAS AT AUSTIN ANNUAL PERFORMANCE EVALUATION FOR CLASSIFIED PERSONNEL AND NON-TEACHING PROFESSIONAL STAFF For Evaluation Period Ending: Employee Name: Department: Title: Manager KEY
More informationDENVER COMMUNITY SCHOOL DISTRICT Non-Certified Application for Employment
DENVER COMMUNITY SCHOOL DISTRICT Non-Certified Application for Employment FULL NAME OTHER NAME(S) Current Address LAST FIRST MIDDLE INITIAL DATE PLEASE PROVIDE ANY OTHER NAMES YOU HAVE USED AT ANY TIME
More informationGuide to Reference Checking Resource Information for Classified Supervisors and Managers
Guide to Reference Checking Resource Information for Classified Supervisors and Managers Published by The Personnel Commission Table of Contents Page Introduction............................................................
More informationPolicy and Procedure. Managing Attendance. Policy and Procedure
Managing Attendance Policy and Procedure Agreed at CNG on 25 th April 2007 Managing Attendance Policy and Procedure Table of contents: TABLE OF CONTENTS Section 1 The Policy 3 Aim of the Process 3 Key
More informationJackson Community College Job Description
Jackson Community College Job Description Job Title: Director of Human Resources Department: Human Resources Reports to: Executive Director, Human Resources FLSA Status: Exempt Updated By: Bill Hendry,
More informationBUSINESS SYSTEMS MANAGER
BUSINESS SYSTEMS MANAGER Description of Work: An employee in this banded class will manage, plan, direct, coordinate, monitor and/or supervise business and program processes, operation systems and ensure
More informationManager Checklist for Employee Resignations
Manager Checklist for Employee Resignations Your role in the resignation process is very important. How a separation is handled impacts both financial and public relations for the employee and Fairview.
More informationGUIDE FOR REFERRAL AGENCIES
GUIDE FOR REFERRAL AGENCIES What is the Free Representation Unit? The Free Representation Unit (FRU) is a charity that provides free representation for applicants to the Social Security and Employment
More informationDatatech Human Resources Software
Datatech Human Resources Software Datatech 1911 N Fine Ave Fresno, CA 93727 Toll free (888) 222-DATA Fax (559) 226-5418 www.datatechag.com datatech@datatechag.com Why is Datatech creating a Human Resources
More informationARTICLE 26 - PERFORMANCE APPRAISAL
ARTICLE 26 - PERFORMANCE APPRAISAL Page 1 The performance appraisal of employees in the AFGE bargaining unit shall he in accordance with this Article and VA Directive 5013 and VA handbook 5013. In the
More informationProspective Client Information (Request for a Proposal) (If more than one entity, complete a separate application for each). 1. General Information
Prospective Client Information (Request for a Proposal) (If more than one entity, complete a separate application for each). 1. General Information Date information submitted to PEO: Business Developer:
More informationKING COUNTY LIBRARY SYSTEM Job Description. FLSA Status: Exempt
Title: Payroll Supervisor KING COUNTY LIBRARY SYSTEM Job Description Dept.: Business Office Job Code Number: 10125 Reports to: Business and Finance Manager Effective Date: Grade Number: 17, Non-represented
More informationShort-Term Disability Program
Short-Term Disability Program April 1, 2015 THE CBS SHORT-TERM DISABILITY (STD) PROGRAM The CBS Short -Term Disability (STD) Program is a salary continuance program designed to provide eligible employees
More informationHow To Ensure That A Quality Control System Is Working Properly
HKSQC 1 Issued June 2009; revised July 2010, May 2013, February 2015 Effective as of 15 December 2009 Hong Kong Standard on Quality Control 1 Quality Control for Firms that Perform Audits and Reviews of
More informationPOSITION DESCRIPTION COFFEE SHOP MANAGER
POSITION DESCRIPTION COFFEE SHOP MANAGER POSITION: RESPONSIBLE TO: Coffee Shop Manager Foundation Director HOURS 22-25 Hours per week Basic Hours Mon- Fri 9am to 2.30 pm Or 9.30 to 3.00pm as negotiated
More informationPerformance Appraisal Handbook For Supervisors. For the evaluation of Non-Instructional Academic Staff (NIAS) and University Staff
Performance Appraisal Handbook For Supervisors For the evaluation of Non-Instructional Academic Staff (NIAS) and University Staff Department of Human Resources May 2013 Introduction Performance management
More informationFraud. Baldomero Gonzalez. Our reputation for excellence is no accident. TM
Fraud Baldomero Gonzalez Workers Compensation Fraud It is estimated that ten percent of all claims, nearly $31 billion dollars, is paid annually in fraudulent workers compensation claims. Workers compensation
More informationEMPLOYEE INFORMATION
EMPLOYEE INFORMATION Date Last Name MI First Name Position/Title Current Pay Grade Department/Division or Section Original Hire Date Performance Review Period Date Appointed to Current Position From: Supervisor
More informationEmployee Evaluation. 5= Outstanding: Performance is extraordinary and exceptional. (Outstanding ratings should only be awarded on rare occasions.
Employee Evaluation Name of Employee: Date of Review: Evaluator Name: Job Title: Years in Job: Performance Evaluation s: 5= Outstanding: Performance is extraordinary and exceptional. (Outstanding ratings
More informationSTAFF SICKNESS AND ABSENCE MANAGEMENT POLICY
STAFF SICKNESS AND ABSENCE MANAGEMENT POLICY AIMS To ensure that staff absence is managed in a way which safeguards the interests of the students and other staff whilst at the same time showing understanding
More informationPERFORMANCE APPRAISAL & PLANNING GUIDE
PERFORMANCE APPRAISAL & PLANNING GUIDE FOR EMPLOYEES Rev. 2015 1 P age THE PURPOSE & PRINCIPLES OF PERFORMANCE MANAGEMENT Each employee of Baylor University serves an important role in furthering the mission
More informationQuestions and Information on Centers TWU Service Desk. Please kindly respond to the following for your center.
Questions and Information on Centers TWU Service Desk Please kindly respond to the following for your center. Hours of Operation o Monday Thursday 7:30am to 9:00pm o Friday 7:30am to 5:30pm o Saturday
More informationSample Human Resource Metrics
Sample Human Resource Metrics Template for Compiling a Unified Database and Building Force.com Formula Fields Disclaimer / Credits This document contains a sample set of HR Metrics that is publicly available
More informationApplied health and safety
Applied health and safety Outline qualifications specification NCRQ National Compliance & Risk Qualifications 2 Introduction Background to the qualifications National Compliance and Risk Qualifications
More informationFamily Willows Co-Occurring Substance Abuse and Trauma Treatment Center
Family Willows Co-Occurring Substance Abuse and Trauma Treatment Center Intensive Outpatient Program Participant Handbook Table Of Contents: Welcome..... Page 1 Introduction. Page 1 Staff Page 1 Informed
More informationCorrective Action & Discipline Employee Relations: John Robinson (801) 957-4212 John.Robinson@slcc.edu
Corrective Action & Discipline Employee Relations: John Robinson (801) 957-4212 John.Robinson@slcc.edu I. Support Set clear expectations make sure that employees know what is expected of them including
More information