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HomeMy Public PortalAbout2024-01-25 Human Resources_PROCEDURES.pdf HUMAN RESOURCES PROCEDURES Human Resources Procedures Revisions Procedure Name Revision Date Revised by Approval Date Contents Section 1 Policy Administration 1.1 Policy Manual & Administration Procedures Receipt of Policies Section 2 General Policies 2.1 Standards Of Conduct/Conflict Of Interest Procedures 2.2 Working Hours Procedures Recording Hours Overtime Approval 2.3 Employment Status Procedures 2.4 Job Descriptions Procedures 2.5 Personnel Records Procedures 2.6 Human Resource Planning Procedures 2.7 Job Classification Procedures 2.8 Dress Code and Appearance Procedures Section 3 Employee Relations and Respectful Workplace 3.1 Accommodation Procedures 3.2 Equity and Diversity Procedures Discrimination & EDI Complaint Procedure EDI Investigations 3.3 Respectful Workplace Procedures Possible Outcomes Complaint Procedure Complainants’ Rights & Responsibilities Respondents’ Rights & Responsibilities Possible Outcomes False Allegations Record 3.4 Dispute & Complaint Resolution Procedures Procedure 3.5 Corrective Action Procedures Corrective Action Steps Requests for Review of Verbal Warning, Written Warning or Suspension 3.6 Public Interest Complaints Procedures Resolution Section 4 Compensation & Benefits 4.1 Salary Administration Procedures 4.2 Group Health Benefits and Pension Plan Procedures 4.3 Employee and Family Assistance Program Procedures 4.4 Flexible Work Procedures 4.5 Vacations Procedures Approval of Vacation Vacation Carryover Section 5 Learning and Development 5.1 Performance Reviews Procedures Annual Performance Appraisal Performance Improvement Plans Changes in Job Description 5.2 Professional Development Procedures Section 6 Attendance and Leaves 6.1 Attendance Record Procedures 6.2 Staff Meetings Procedures 6.3 Paid Holidays Procedures 6.4 Sick Leave Procedures Reporting Sick Leave: Medical Appointments Extended Sick Leave 6.5 Inclement Weather Procedures 6.6 Overtime Procedures 6.7 Bereavement Leave Procedures 6.8 Leave of Absence Procedures Application Procedure Employee Benefits Entitlement Seniority, Vacation and Sick Leave Benefits Return to Work 6.9 Pregnancy and Parental Leave Procedures 6.10 Citizenship Leave Procedures 6.11 Court Leave/Jury Duty Procedures Section 7 Recruitment and Retention 7.1 Recruitment & Hiring Procedures Competition and Advertisement Pre-screening and interviewing Reference checks & Background checks 7.2 Employee Orientation & Onboarding Procedures 7.3 Probationary Period Procedures Three-month check-in Final Probation Evaluation CAO Probation Successful completion Performance concerns during probation – Unsuccessful Probation Rejection from probation Subsequent probation 7.4 Termination of Employment Procedures General Procedures for Terminations Termination Meeting Resignation Procedure Exit Interviews 7.5 Retention (Stay) Interview Procedures 7.6 Employee Long Service Recognition PROCEDURE Procedures Section 8 Health, Safety, and Wellness 8.1 Occupational Health & Safety Procedures 8.2 Substance Use Procedures 8.3 Employee Wellness & Mental Health Procedures 8.4 Right to Disconnect 8.5 Work Clothing and Equipment Procedures Section 1 Policy Administration 1.1 POLICY MANUAL & ADMINISTRATION PROCEDURES Related Policy: Policy Manual & Administration Approval Date: January 25, 2024 Section: Policy Administration Effective Date: January 25, 2024 Receipt of Policies 1. Form 1-1 will be included in the onboarding package for new employees. 2. All employees must acknowledge and sign Form 1-1 and submit to the HR designate Section 2 General Policies Standards Of Conduct/Conflict Of Interest Procedures 2.1 STANDARDS OF CONDUCT/CONFLICT OF INTEREST PROCEDURES Related Policy: Standards of Conduct/Conflict of Interest Approval Date: January 25, 2024 Section: General Policies Effective Date: January 25, 2024 1. Employees will be aware of the expectations for Standards of Conduct and what constitutes a Conflict of Interest. 2. An employee who becomes aware of a situation that may compromise, or have the appearance of compromising an employee, the employee will promptly disclose any potential, or actual, breaches or conflicts-of-interest to their department head or HR designate. 3. Where the breach or conflict of interest involves a department head or the HR designate, the report should be made to the CAO. 4. The HR designate or the department head will inform the CAO of the potential breach. 5. If the breach or conflict of interest involves the CAO, the report should be made to the Warden. 6. Upon full disclosure by the employee the CAO shall make a determination on whether or not there is a potential, or actual breach or conflict-of-interest, in consultation with the employee’s supervisor (if applicable). 7. If necessary a full investigation of the breach may occur in accordance with policy. 8. The CAO shall determine a suitable response to the conflict-of-interest, which may include disciplinary sanctions, including dismissal of the employee where appropriate. 9. Documentation of discussions regarding potential, or actual, conflict-of-interest situations shall be retained in the employee’s personnel file. Working Hours Procedures 2.2 WORKING HOURS PROCEDURES Related Policy: Working Hours Approval Date: January 25, 2024 Section: General Policies Effective Date: January 25, 2024 Recording Hours 1. Every employee shall keep a complete and accurate record of hours worked each day. This will include, and is not limited to, approved overtime, banked time, and regular hours. This will be submitted bi-weekly to the Supervisor/Department Head via HRISmyway. If staff do not have access to a computer, they may use a paper record. 2. Supervisors/Department Heads will review, approve, and monitor the time recorded by each employee. The approved timesheet will be the official record of all time accumulated by that employee. 3. It is the responsibility of the Department Head, or Supervisor, to ensure that the employees of their department report for duty at assigned times. Overtime Approval 4. It is the responsibility of the employee and Supervisor/Department Head to ensure all approved overtime is compensated in the pay period in which it is earned Employment Status Procedures 2.3 EMPLOYMENT STATUS PROCEDURES Related Policy: Employment Status Approval Date: January 25, 2024 Section: General Policies Effective Date: January 25, 2024 1. A change in the employment status of an employee may require a review and re-evaluation of the position using the position evaluation tool. 2. Any change in the employee’s job description and duties requires submission of Form 2-4. 3. A change which requires a change in level or a change in salary will not occur without the approval of the Department Head and CAO. Job Descriptions Procedures 2.4 JOB DESCRIPTIONS PROCEDURES Related Policy: Job Descriptions Approval Date: January 25, 2024 Section: General Policies Effective Date: January 25, 2024 1. Ensure newly created positions have job descriptions and job evaluation ratings prior to posting a vacancy. 2. Job descriptions will be reviewed annually during the employees’ performance appraisal. 3. A change in the job description of an employee may require a review and re-evaluation of the position using the position evaluation tool. 4. Any change in the employee’s job description and duties requires submission of Form 2-4. A change which requires a change in level or a change in salary will not occur without the approval of the Department Head and CAO. Personnel Records Procedures 2.5 PERSONNEL RECORDS PROCEDURES Related Policy: Personnel Records Approval Date: January 25, 2024 Section: General Policies Effective Date: January 25, 2024 1. Employees are responsible for providing the required documentation on training and certifications to the HR designate. 2. Department heads are responsible for providing all documentation such as disciplinary files to the HR designate. 3. The HR designate will place the required documentation in the Employees’ files. 4. Reference checks and references shall be kept in a sealed envelope in the HR file and marked as confidential. Employees are not permitted to view confidential references. 5. Personnel files are strictly confidential and may only be viewed upon the approval of the Chief Administrative Officer or Municipal Clerk. 6. A supervisor may view disciplinary or performance-related documents on the personnel file of any employee who reports to the supervisor. A supervisor is not entitled to view confidential information such as references or insurance beneficiaries. 7. No employee may add any item to a file unless the HR designate, or CAO approves the document. 8. Access to Personnel files is limited to only those persons who must deal with the information in the performance of their duties. 9. Upon the termination of an employee, the personnel file for that employee will be placed by the HR designate in the terminated employee’s file and will only be available to persons on the approval of the Chief Administrative Officer or HR designate. 10. If a former employee is involved in legal action against the Municipality, the request should come through the employee's legal counsel. The Municipality’s legal counsel will respond and provide appropriate information. Human Resource Planning Procedures 2.6 HUMAN RESOURCE PLANNING PROCEDURES Related Policy: Human Resource Planning Approval Date: January 25, 2024 Section: General Policies Effective Date: January 25, 2024 1. Senior management will continuously review vacant positions and conduct annual planning processes. 2. The CAO and senior management will ensure positions and resources are aligned to meet current needs and objectives. 3. Department Heads and supervisors will work the HR designate and CAO to Identify and address any gaps in staffing or skills required for the successful implementation of programs and systems. 4. Department heads, in collaboration with the HR Designate, and CAO dvelopm and impmemnt succession plans using the following steps as a uideline: a. Identify key positions crucial for the Municipality's continuity and success. b. Assess the potential of individuals within the organization to progress into targeted positions. c. Work with identified individuals to develop their skills and prepare them for future leadership roles. d. Document departmental succession plans and share them with the HR Department e. Ensure the plan addresses the Municipality's need for continuity in leadership and preparedness for vacancies due to various reasons. Job Classification Procedures 2.7 JOB CLASSIFICATION PROCEDURES Related Policy: Job Classification Approval Date: January 25, 2024 Section: General Policies Effective Date January 25, 2024 1. When a position is created or a job description changes, a re-evaluation of the position shall be done by a committee. 2. The committee shall, to the greatest extent possible, remain consistent and will consist of the HR designate, and two members of the management team. 3. When possible, the department head or supervisor shall provide input to the reclassification process. 4. The job evaluation tool shall be used to determine the correct salary band for each position 5. A review of job descriptions is a part of the annual performance conversations between employees and their supervisors. 6. If an employee requests an appeal to a job evaluation decision, the employee is responsible for documenting the key information that they feel need to be considered or information that was missed. The committee would consult with the supervisor to confirm job roles and responsibilities and reconvene to discuss and re-evaluate the position. Dress Code and Appearance Procedures 2.8 DRESS CODE AND APPEARANCE PROCEDURES Related Policy: Dress Code and Appearance Approval Date: January 25, 2024 Section: General Policies Effective Date: January 25, 2024 1. Employees shall maintain a respectable appearance and conduct when serving the public. 2. Employees who fail to adhere to the Dress Code and Appearance Policy will be subject to the Corrective Action Policy. Dress Code and Appearance Procedures Section 3 Employee Relations and Respectful Workplace Accommodation Procedures 3.1 ACCOMMODATION PROCEDURES Related Policy: Accommodation Approval Date: January 25, 2024 Section: Employee Relations and Respectful Workplace Effective Date: January 25, 2024 1. An employee who requests an accommodation shall do so using Form 3-1 Request for Accommodation. 2. There are many different examples of potential workplace accommodations. Common examples include: • Making an existing workplace accessible (installing a ramp, widening a doorway) • Providing qualified readers or interpreters (ASL interpreters for important meetings) • Job restructuring (removing marginal tasks) • Part-time or modified work schedules (permitting a flexible schedule) • Leave (providing unpaid leave in addition to sick leave) • Providing or changing equipment (installing computer software) • Modifying testing requirements, training materials, or policies (providing additional training) • Reassignment (transferring to a vacant position for which you are qualified) • Working from home (if operational needs can be met) 3. A request for a reasonable accommodation is not limited to being requested during a job interview. 4. If possible, request a reasonable accommodation before your job performance begins to suffer. It is difficult to ask for an accommodation to address past performance issues. 5. The Municipality will work with the employee, their health provider, and any relevant consultants as necessary to develop an accommodation plan. The plan should include: • Duration of the accommodation, i.e., whether it is a temporary, short term or permanent accommodation • Payroll information (e.g., part LTD coverage, #hours worked at current rate) • Adjustment to the hours of work and/or the duties to be performed, i.e., ease back/work hardening component (phased in hours of work or duties) • Limitations and/or restrictions being accommodated • Specific details of the accommodation • When and how the employee, the manager and the medical practitioner will monitor the employee’s progress • When required, identify a schedule to re-evaluate and make appropriate adjustments to the accommodation • Timelines, including whether a particular accommodation is offered for a trial period • Relevant signature blocks (manager, employee, etc.) 6. An accommodation must be provided unless there is a safety risk to someone else or it fundamentally changes the job to the point where it means you aren’t doing the job you were hired to do. Equity and Diversity Procedures 3.2 EQUITY AND DIVERSITY PROCEDURES Policy: Equity and Diversity Approval Date: January 25, 2024 Section: Employee Relations and Respectful Workplace Effective Date: January 25, 2024 Discrimination & EDI Complaint Procedure 1. A person who considers that they have been subjected to harassment, discrimination, or bullying is encouraged to bring the matter to the attention of the person responsible for the conduct – talking about the action and how it made you feel may help the person understand the impact of their words or actions. 2. Where the complainant (person who feels they have experienced harassment, discrimination, or bullying) does not wish to bring the matter directly to the attention of the person responsible, or where such an approach is attempted and does not produce a satisfactory result, the complainant may file a complaint with their Department Manager, who shall inform the CAO of the existence of the complaint. 3. Where the complainant does not wish to bring the matter to the attention of the Director, or if the director is involved in the complaint, the complainant may file a complaint with the Human Resource designate or the CAO. 4. All parties in a discrimination complaint have the right to due process that is fair and confidential. When feasible and advisable, parties shall be encouraged and assisted in settling the complaint at the earliest stage possible. EDI Investigations 5. Generally, an Equity, Diversity, and Inclusion (EDI) investigation will include the following steps: a. a complaint is made to the supervisor, department head or Human Resource designate. b. the person receiving the initial complaint notifies the Human Resource designate about the complaint. c. the Human Resource designate arranges a meeting with the person reporting discrimination or harassment to obtain details including whether others witnessed the incident. The Human Resource designate works with the Deputy CAO, CAO, and department head to determine who to involve in the meeting. d. the Human Resource designate ensures that the supervisor of the person accused of discrimination or harassment is notified about the investigation. e. the Human Resource designate arranges a meeting with the person accused of discrimination or harassment in order to explain the allegations and obtain their response. The Human Resource designate works with the Deputy CAO, CAO, and department head to determine who to involve in the meeting. Equity and Diversity Procedures f. the person(s) conducting the investigation reviews any relevant documents, policies or other information submitted by the parties to the complaint. The investigation may also involve interviewing third-party witnesses. g. holding a follow-up meeting with the person reporting discrimination or harassment to explain the responses to the claims. h. making a finding and/or recommendation based on the investigation. i. with or without a formal complaint the Human Resource designate can work with the parties to assist in resolving a complaint. When appropriate, parties can also elect to work toward a remedy through dispute & complaint resolution. Respectful Workplace Procedures 3.3 RESPECTFUL WORKPLACE PROCEDURES Related Policy: Respectful Workplace Approval Date: January 25, 2024 Section: Employee Relations and Respectful Workplace Effective Date: January 25, 2024 Possible Outcomes 6. An investigation can result in the following: • a remedy or resolution to the complaint, with or without a finding of violation of the EDI policy. • a conclusion that there is insufficient evidence to support a finding of a violation of the EDI policy. • a decision by the person reporting discrimination not to proceed with an investigation or to withdraw the complaint. 7. The Municipality will close the complaint unless there are issues that require further remedial action. 8. A finding that there is sufficient evidence to support a finding of a violation of the EDI policy is subject to the Corrective Action policy. If the CAO determines that discrimination has occurred, corrective action will result up to and including dismissal. Each case will, however, be reviewed considering the facts, the frequency, the gravity, and the particular circumstances of the case. 9. Cases involving alleged misconduct and/or criminal action may also result in a referral to police. Respectful Workplace Procedures Complaint Procedure 1. A person who considers that they have been subjected to harassment, discrimination, workplace violence or bullying is encouraged to bring the matter to the attention of the person responsible for the conduct – talking about the action and how it made you feel may help the person understand the impact of their words or actions. 2. Generally, the process used for Dispute & Complaint Resolution (3.6) will be used. 3. Where the complainant does not wish to bring the matter to the attention of their supervisor, or if the supervisor is involved in the complaint, the complainant may file a written complaint with the Human Resource designate or the CAO. 4. Those who are unsure of filing a written complaint can have a discussion with their supervisor, the Human Resource designate or the CAO. However, in most cases, a complaint will not be considered an official complaint until a written complaint is submitted. 5. All parties in a complaint related to a respectful workplace have the right to due process that is fair and to the greatest extent possible, confidential. When feasible and advisable, parties are encouraged and assisted in settling the complaint at the earliest stage possible. Complainants’ Rights & Responsibilities 6. Complainants have the right: a. to file a complaint and to obtain a review of their complaint without fear of embarrassment or reprisal; b. to be accompanied by a person of their choice during interviews related to their complaint, and; c. subject to the provisions of the Freedom of Information and Protection of Privacy Act, to be informed of the corrective, including disciplinary, measures implemented as a result of a founded complaint. 7. Complainants have the responsibility: a. to make their disapproval or unease about the harasser’s actions known within a reasonable time to the alleged offender, unless it is unreasonable to do so; b. to seek timely assistance from a supervisor; c. to submit a formal complaint in writing when informal resolution attempts do not cease offending behaviour. A written complaint should contain; • a brief account of the incident(s) • when it occurred • where it occurred • the names of the persons involved • the names of any witnesses • the remedy sought; and • to cooperate with those responsible for reviewing the complaint. Respondents’ Rights & Responsibilities Respectful Workplace Procedures 8. Respondents have the right: a. to be informed that a complaint has been filed b. to be provided with a written statement or summary of the allegations and to be given the opportunity to respond to them c. to be accompanied by a person of their choice during employment related/investigative interviews related to the complaint, and d. to receive information related to the review, subject to the Freedom of Information and Protection of Privacy Act. 9. A person against whom a complaint has been lodged has the responsibility: a. to cooperate with the person or persons responsible for reviewing the complaint b. to seek assistance from a supervisor to obtain advice on an appropriate course of action. Possible Outcomes 10. An investigation can result in the following: • A remedy or resolution to the complaint, with or without a finding of violation of the workplace harassment policy • A conclusion that there is insufficient evidence to support a finding of a violation of the workplace harassment policy • A decision by the person reporting harassment not to proceed with an investigation or to withdraw the complaint. The Municipality will close the complaint unless there are issues that require further remedial action 11. A finding that there is sufficient evidence to support a finding of a violation of the respectful workplace policy is subject to the corrective action. If the CAO determines that harassment or bullying has occurred, disciplinary action will result up to and including dismissal. Each case will, however, be reviewed considering the facts, the frequency, the gravity, and the circumstances of the case. 12. Cases involving alleged misconduct and/or criminal action may also result in a referral to police, human resources, or the CAO. False Allegations 13. False (bad faith) or malicious complaints of harassment or bullying may result in severe disciplinary sanctions up to and including dismissal. 14. Where an investigation results in a finding that the complaint of harassment or bullying is substantiated, the outcome of the investigation, and any disciplinary action will be recorded in the personnel file of that person against whom the complaint was laid. 15. In some cases, involving alleged misconduct and or criminal action, a parallel police investigation may be initiated. The Human Resources designate and or the CAO will initiate police action. Record Respectful Workplace Procedures 16. If the complaint of disrespectful behaviour has been substantiated, the incident will be documented in the Respondent's personnel file. All records pertaining to an investigation will be maintained by the HR designate in a confidential file. Dispute & Complaint Resolution Procedures 3.4 DISPUTE & COMPLAINT RESOLUTION PROCEDURES Related Policy: Dispute Resolution Approval Date: January 25, 2024 Section: Employee Relations and Respectful Workplace Effective Date: January 25, 2024 Procedure Generally, the following procedures shall be followed to resolve disputes and complaints. Step 1: Informal Resolution Option 1. Employees are encouraged to attempt to resolve their concerns by direct communication with the person(s) engaging in the unwelcome conduct. 2. Where employees feel confident or comfortable in doing so, communicate disapproval in clear terms to the person(s) whose conduct or comments are offensive. Employees are encouraged to keep a written record of the date, time, details of the conduct, and witnesses, if any. 3. In some situations, this may be difficult or inappropriate, or the offensive behaviour may continue even after the harasser has been told that the behaviour is offensive. In this case, employees should take immediate action as outlined below. 4. Where an allegation involves the Department Head, a complaint may be made to the HR designate, the CAO or in the case of an allegation against the CAO, to the Warden. Step 2: Management Support and Intervention 5. Employees who are not comfortable or confident with Step 1 and believe they are victims of discrimination, workplace violence, bullying or harassment or become aware of the situations where such conduct may be occurring, are encouraged to report these matters to their supervisor or manager. 6. Employees who experience disrespectful behavior and attempt to deal directly with the harasser may choose to have the matter dealt with on an informal basis with the assistance of their supervisor without proceeding with a formal complaint. The purpose of this step is to provide a means of obtaining information, voicing concern, and developing a way to deal with the problem. Employees are encouraged to discuss these matters directly with a supervisor if they feel this could resolve the issue. 7. Any supervisor or manager who is made aware of an allegation of disrespectful behaviour will work with the employee who has brought the allegation or concern to their attention to resolve the issue informally if they determine that it is appropriate to do so. If informal resolution is not believed to be appropriate, or the Complainant is not comfortable pursuing an informal resolution, the supervisor or manager will advise the employee of the option to file a formal complaint. 8. All managers or supervisors who are made aware of an allegation of disrespectful behaviour will approach the issue respectfully and maintain confidentiality to the extent possible. Dispute & Complaint Resolution Procedures 9. Where an employee is unsure that harassment has occurred and would like help in determining whether or not the incident constitutes harassment, the employee should immediately discuss the incident with their supervisor. When an incident involves the employee’s supervisor, the employee should immediately discuss the incident with their department head or the Human Resource designate. Step 3: Formal Complaint 10. If informal attempts at resolving the issue are not appropriate or proving to be ineffective, a formal complaint may be filed. 11. To file a formal complaint, a Complainant must: a. Provide a letter of complaint that provides a summary of the offensive incident(s), including details such as when the incident(s) occurred, the person(s) involved, names of witness(es), etc. The complaint shall also state the remedy sought and be signed and dated by the person filing the complaint. information as possible. The complaint may also include any specific recommendations you have for resolution, the names of anyone whom you have discussed or reported this incident to and the date and time of making the report. Please note – these will be kept confidential as far as is reasonably practicable b. File the letter of complaint with their supervisor, manager, and/or the CAO. c. Cooperate with those responsible for investigating the complaint. 12. The supervisor, manager, and/or CAO will attempt to respond to the formal complaint within ten (10) working days and continue to investigate the formal complaint to completion in a timely manner. 13. An employee who becomes aware of situations where disrespectful behaviour may be occurring is expected to notify their supervisor or manager. Corrective Action Procedures 3.5 CORRECTIVE ACTION PROCEDURES Policy: Corrective Action Approval Date: January 25, 2024 Section: Employee Relations and Respectful Workplace Effective Date: January 25, 2024 1. All incidents of corrective action will be properly documented using Form 3-5 which outlines disciplinary action for various offenses. It is not intended that the form be all inclusive, but rather to provide guidelines for disciplinary actions. 2. Every type of disciplinary action taken against an employee should be based upon just cause fully attributable to the employee. 3. Reprimands should be administered in private. 4. The employee should be given a chance to tell their story. (This will depend, of course, on the nature of the incident-giving rise to the reprimand). 5. Infractions must be carefully explained to the individual, as must be the corrective action or discipline. 6. If a suspension is involved, the employee must receive a full understanding of what it means. 7. If the employee faces termination, the employee must have this in a clear statement 8. When disciplinary action is warranted, the employee will be advised of the performance or conduct expected the time frame within which this expectation is to be achieved, and the consequences of failing to meet this expectation. 9. Depending on the severity of the offense, any of the steps in the disciplinary process may be dispensed with. Corrective Action Steps Coaching/Verbal Counselling 10. If not in itself serious enough to warrant suspension or termination, an employee will be given verbal counselling and advised that another offense will result in a written warning. Verbal counselling is usually the initial step. 11. The purpose of the initial discussion is to alleviate misunderstandings and clarify the direction for necessary and successful correction. Most discipline problems can be solved at this stage if the matter is approached constructively and if the employee can be engaged in seeking solutions. This is usually effective because most people don’t want the disciplinary process to escalate. 12. While it is not necessary to complete a formal document of a counselling session as it is considered an informal step in progressive discipline, a supervisor may choose to write a brief statement confirming the subject matter discussed and the agreed-upon course of action to correct the problem. After an appropriate period, a follow-up meeting should be held to provide opportunities for two-way feedback and discussion. Corrective Action Procedures Written Warnings 13. Subsequent offenses of a minor nature where verbal counselling or coaching did not result in improved performance or conduct shall be documented in writing and given to the employee with a copy filed in the personnel file for that employee. The employee will sign the written warning indicating that he or she has read the information and is aware of the consequences. Employees shall be informed of the seriousness of the matter in question and if further disciplinary action is necessary, it may include suspension from work without pay or even termination. 14. A written warning should contain three parts: • A statement that a verbal discussion has occurred, which reviewed the employee’s history with respect to the problem. Be sure to include the date the verbal discussion took place. • A statement about the present, including a description of the current situation and including the employee’s explanation or response. • A statement describing the expectations and the consequences of continued failure to correct the problem. 15. This step may be repeated in the future with stronger consequence statements, for example, a second offence may include a statement that the situation “may lead to further disciplinary action”. In a later warning the statement may state “this is a final warning and failure to correct the problem will lead to termination.” Referral to the Employee Assistance Program 16. When offenses of a minor nature, where coaching or a written warning have not resulted in improved performance or conduct, the employee shall be asked to consider a consultation with the Employee Assistance Program. This is not mandatory and shall be the decision of the Employee. Suspension 17. Suspension without pay may occur in cases where the employee has failed to respond to either a verbal or written warning. Suspension may also occur as a result of the number of incidents and may not necessarily be based on a repeat of the same poor performance or misconduct Dismissal 18. When repeated efforts to correct an employee’s performance or conduct fail, termination may follow. A first offense of a grossly serious nature may result in the dismissal of an employee for just cause. Requests for Review of Verbal Warning, Written Warning or Suspension 19. Employees who feel a written warning or suspension placed in their personnel file is not a true record of an incident may request, a review of the incident with the Department Head/Manager and CAO and Solicitor, if necessary, to review the issue. 20. Following the review, the CAO may decide the warning/suspension remains in the file, is amended, or is removed and the decision will be outlined, in writing, to the employee. Corrective Action Procedures 21. If an employee is not satisfied with a decision reached by the CAO, the employee shall be given the opportunity to express their concerns in writing and a copy of the written concerns shall be maintained in the employee’s personnel file for any future eventuality Public Interest Complaints Procedures 3.6 PUBLIC INTEREST COMPLAINTS PROCEDURES Policy: Public Interest Complaints Approval Date: January 25, 2024 Section: Employee Relations and Respectful Workplace Effective Date: January 25, 2024 1. Employees are required to report any allegations of wrongdoing to the next highest-level individual not involved in the allegation. For example, if the allegation is against a supervisor, the report shall be to the supervisor’s manager or, if the supervisor’s manager is involved in the allegation, the report shall be to the department head and so on. 2. If the Chief Administrative Officer (CAO) is alleged to be involved, the employee shall report the wrongdoing to the Warden. If the allegation involves municipal funds, the Director of Finance and Information Services and /or the CAO shall advise the Municipal Auditor. 3. Concerns raised by an employee under the public interest complaints policy should, where possible, contain the following: • an outline of the known or suspected wrongdoing • details, to the best of your knowledge, about when, where, and how it occurred • a list of the names of those suspected of being involved (both within the municipal administrative structure and externally) • a list of the names of anyone who may have relevant information • details of how you came to know about the suspected activities • what, if any, do you estimate to be the value of the loss to the Municipality or other parties • what, if any, breaches of internal controls, policy, procedure, or other requirements you believe took place • any specific recommendations you have for actions • the names of anyone whom you have discussed or reported this incident to • your name and contact details. Please note – these will be kept confidential as far as is reasonably practicable • the date and time of making the report. 4. Employees are not expected to prove the wrongdoing that they believe they have witnessed or suspected. 5. The person receiving the complaint must acknowledge receipt of the concern within three working days of receipt and make contact to discuss the next steps with the employee. 6. If an employee must attend any meetings as part of this process, they may choose to be accompanied to this meeting by a work colleague or a lawyer. Resolution Public Interest Complaints Procedures 7. Upon receiving an allegation of wrongdoing, the CAO, or designate, shall examine the circumstances, ensuring the safeguarding of any pertinent notes, records or documents relating to the allegation. 8. Following an examination which indicates inappropriate activity has occurred, the CAO, upon consultation with the municipal solicitor, will take action appropriate to the circumstances, which may include suspension, re-assignment, or termination of the employee(s) involved in the allegation. 9. Following an examination which indicates illegal activity may have occurred, the CAO shall report the findings to Council. The matter may be referred to an appropriate policing agency at any point in this process. Section 4 Compensation & Benefits Salary Administration Procedures 4.1 SALARY ADMINISTRATION PROCEDURES Policy: Salary Administration Approval Date: January 25, 2024 Section: Compensation & Benefits Effective Date: January 25, 2024 1. The hiring manager is responsible for determining an appropriate starting salary for the new employee based on a review of the candidate’s experience and the current market conditions. 2. Any salary offer or adjustment require review and approval by the CAO. 3. A salary adjustment for (4-1) should be submitted to the HR designate before any salary adjustments are made. 4. Salary step increases for employees are granted as outlined in the performance review policy of the Municipality. 5. Casual and term employees are not eligible for step increases unless stated otherwise in their offer letter. 6. Each year the HR designate presents an annual Cost of Living adjustment report to Council with options. Group Health Benefits and Pension Plan Procedures 4.2 GROUP HEALTH BENEFITS AND PENSION PLAN PROCEDURES Policy: Group Health Benefits and Pension Plan Approval Date: January 25, 2024 Section: Compensation & Benefits Effective Date: January 25, 2024 1. Employees will be provided with the required benefit information upon hire. It is the responsibility of employees to be aware of the employee benefits that apply to them. 2. The Municipality will request that the waiting period for Medical, Dental and Group Insurance be waived for new employees. This is subject to plan carrier approval. 3. There may be requirements to amend the Pension Plan or Employee Benefits and the Municipality will attempt to consult with employees before making any amendments; however, amendments implemented by the carrier are beyond the control of the Municipality. 4. Employees are encouraged to contact the HR designate for more information from the benefit carrier when required. 5. Employees are responsible for 50% of total employee benefit premiums - the employee’s portion of the applicable premiums will be automatically deducted from each pay. The Long-Term Disability benefit premiums will be paid 100% from the employee’s portion. The remainder of the employee's contribution will be allocated equally across the remaining benefits. 6. The Employee and Family Assistance Program is paid 100% by the Municipality. 7. Employees are responsible for their share of employee benefit premiums while they are on a leave of absence approved under the personnel policy or while they are in receipt of Workers Compensation benefits, unless there is a waiver of premium in effect under the Group Insurance policy. The Employee portion is as outlined in the Leave of Absence Policy, the Pregnancy & Parental Leave Policy, or the Sick Leave policy. 8. Prior to starting their approved leave of absence, employees are required to notify the Human Resource designate and provide post-dated premium payments for eligible benefits. Employee and Family Assistance Program Procedures 4.3 EMPLOYEE AND FAMILY ASSISTANCE PROGRAM PROCEDURES Policy: Employee and Family Assistance Program Approval Date: January 25, 2024 Section: Compensation & Benefits Effective Date: January 25, 2024 1. Employees will be provided with educational material and information provided by the provider as well as methods of contacting the Employee and Family Assistance Program (EFAP). 2. The employee is responsible for acquainting themselves with the services of the program. 3. Department Heads, supervisors, the Human Resource designate, or the CAO will provide information and support to employees regarding EFAP if requested by the employee or if a need is identified for additional supports for the employee. 4. Department Heads, managers, supervisors, and the Human Resource designate will maintain confidentiality if an employee requests EFAP assistance. Flexible Work Procedures 4.4 FLEXIBLE WORK PROCEDURES Policy: Flexible Work Approval Date: January 25, 2024 Section: Compensation & Benefits Effective Date: January 25, 2024 1. Employees and Supervisors must fill out the Flexible Work Arrangement Request (Form 4-4a). 2. If the request is approved by the CAO, the Employee must sign and submit the Flexible Work Arrangements Agreement (Form 4-4b) to their department head. 3. Employees on remote work arrangements must notify their supervisor of any injury or illness while working off-site. Vacations Procedures 4.5 VACATIONS PROCEDURES Policy: Vacations Approval Date: January 25, 2024 Section: Compensation & Benefits Effective Date: January 25, 2024 Approval of Vacation 1. Employees will advise their Department Head, either by way of the circulated Vacation Request Calendar or in writing, of their vacation preference as soon as possible for approval. 2. A tentative schedule of vacation time is to be presented to the HR designate on or before March 31 in any given year following review and approval of the Department Head. A final schedule is to be presented to the HR designate on or before May 31 in any given year. 3. Subject to the operational requirements of the Department, the Department Head will make every reasonable effort to ensure that an employee’s request for vacation is approved. 4. Where, in scheduling vacation leave, the Department Head is unable to authorize the employee’s request, the Department Head will give the reason for denying the request in writing and make every reasonable effort to grant the vacation leave contained in an alternative request. 5. The Municipality reserves the right to limit the number of employees on vacation during a particular period of time. When conflicting vacation requests are submitted that will prevent more than one employee to be absent from the workplace at the same time the Department Head will work with their team to determine a vacation schedule. Department heads may consider years of service with the municipality, nature of the requested time off, the duration of the time, a rotating system etc. 6. The Chief Administrative Officer (CAO), and Deputy CAO may overlap vacation for up to two days; otherwise, they require approval of the Warden to take vacation during the same period. 7. A least one staff member who has signing authority must be available during regular business hours and they may not all be out of province at the same time. 8. If a paid statutory holiday falls during the employee’s scheduled vacation period, the employee will be credited with an additional day off with pay. 9. All employees of the Municipality of the District of Chester will be willing to negotiate their vacation time in accordance with policy. 10. If a request for vacation exceeds two weeks, approval of the Department Head and Chief Administrative Officer is required. Vacation Carryover 11. Employees are expected to use their vacation within the year that it is earned. 12. Any unused vacation up to 35 hours at March 31 will be carried over into the next fiscal year. Any unused vacation in excess of 35 hours at March 31, will be paid out. Vacations Procedures 13. For any vacation paid out, the Employee has the option to request payout directly to pension if permitted by the plan carrier. 14. In circumstances where there are firm plans to use the additional time, the CAO may approve carry over in excess of 35 hours. For requests for vacation carryover in excess of 35 hours, staff are required to complete a Vacation Carryover Request Form in Laserfiche. Dates and hours to be used need to be specified on the form. Approval of the Department Head is required prior to CAO approval. Vacations Procedures Section 5 Learning and Development Performance Reviews Procedures 5.1 PERFORMANCE REVIEWS PROCEDURES Policy: Performance Reviews Approval Date: January 25, 2024 Section: Learning and Development Effective Date: January 25, 2024 1. As per Section 5.1 of the Personnel Policy, employees will be made aware of the Performance Appraisal process. Annual Performance Appraisal 2. Annually, on or near the employee’s anniversary date of hire, the employee’s supervisor will formally record a performance rating using the Performance Dialogue (Form 5-1a) and adopted for use with this Policy. 3. The supervisor will provide their employee(s) with a copy of to review prior to meeting with their department head /supervisor. 4. The supervisor will provide their employee(s) with a copy of their previous year’s Performance Dialogue (Form 5-1a), their individual job description as well as any existing Performance Action plans, or Individual Development Plans to review prior to meeting with their department head/supervisor. 5. The supervisor will discuss the employee’s performance and development plans with the employee to ensure the employee and department head understand: a. the duties, responsibilities, and requirements of the position, and expected performance level b. weak areas in the employee’s performance and the plan to improve areas of concern c. positive aspects of the employee’s performance and measures to maintain or further enhance these positive features d. short-term work goals which the employee should attempt to achieve e. long-term career objectives of the employee and the employee’s development/training plan f. the consequences, in clear and specific language, of any continued deficiencies in the employee’s performance. 6. As part of the annual Performance Review process, each department head/supervisor will review with the employee a training and professional development program that is future oriented to ensure the employee will have the skills and knowledge necessary to adapt to changes in their roles with the Municipality. Performance Reviews Procedures 7. This will include needs for the upcoming year based on current and emerging skills and growth needs, new technology that will create demands on the employee, and Occupational Health and Safety Joint Occupational Health & Safety requirements. 8. The Performance Dialogue is signed following the interview and discussion to acknowledge that the forms were received by the employee and were reviewed together with the supervisor. The employee signs to acknowledge the discussion o the appraisal with their supervisor. 9. If the employee does not agree with review, they should indicate such on the review and have the option to provide a written response. 10. Signed copies of the review form and any responses provided by the employee are maintained in the employee’s personnel file as per the records management policy. Performance Improvement Plans 11. Supervisors should maintain regular check-ins with their staff to discuss performance, 12. A Performance Improvement Plan (PIP) (Form 5-1b) may be conducted by the appropriate supervisor or department head or the CAO. 13. A PIP is used to help the employee understand and address performance issues. The PIP should provide guidance on how those processes should be followed correctly and outlines what will occur if processes continue to not be followed. The intent is to identify performance problems and discuss the performance issues with the employee. The employee is also told of the consequences of a failure to improve their performance. 14. Generally, the following steps should be followed: a. The manager or supervisor has a conversation with the team member about performance and their expectations first. This is followed up with an email to document the conversation and confirm the expectations of the employee. b. If conversations and follow ups do not work, or the issue is a continuing issue, the HR designate should be informed of the intention to use a PIP. c. The PIP should be based on the template (Form 5-1b) d. The manager and the HR designate should both arrange a meeting with the employee to present the PIP. This is a discussion on areas of concern, observations, expectations and performance goals, management supports, resources timelines, and potential consequences should be discussed with the employee. e. As you close the conversation of delivering the PIP, be sure the employee understands they will receive a copy of the document presented and that they are required to sign the document to acknowledge: • They’ve received it • It has been discussed with them • They understand the contents and corrective action required along with acknowledgment of the potential consequences of noncompliance f. Put a due date on the signature, typically less than 3 days. Performance Reviews Procedures 15. Throughout the PIP duration, regular check-ins between the manager and the employee and the manager and the HR representative are essential elements to facilitating an effective performance management process. As the intention of this process to be growth oriented and provide support for employee performance improvement, the manager should be active in measuring and monitoring progress. Managers are expected and required to participate in the growth and development of employees and should take an active role in working with the employee. 16. Employees who feel that their Performance Improvement Plan does not represent a true evaluation of their performance over the review period should try to resolve these differences with their department head. 17. If a satisfactory consensus cannot be reached between employee and department head, the employee can express their concerns in writing to the CAO. A copy of the written concerns is stored in the employee’s personnel file. Changes in Job Description 18. Annually, the employee and department head will review the employee’s job description to determine if there are any changes required. The process outlined in Section 2.4 will be followed. Professional Development Procedures 5.2 PROFESSIONAL DEVELOPMENT PROCEDURES Related Policy: Professional Development Approval Date: January 25, 2024 Section: Learning and Development Effective Date: January 25, 2024 1. Discussions on training and development may be initiated by either the employee or department head. 2. We recognize that training opportunities may arise outside budget allocations in which case approval of the Chief Administrative Officer is required. 3. Training and development needs identified during the annual performance review are to be documented in the employee’s personnel file using the Individual Development Plan Form 5-2a. 4. The department head and employee will review training opportunities and document using (Form 5-2b). 5. In the case of long-term training, before registering for a training program, the employee will submit a written request for funding support and/or leave. The employee will outline how the training will affect their current or future roles. 6. The supervisor and department head will review the training request to determine if the professional development opportunity is directly or indirectly related to the current role. 7. The department head will provide a written response to the employee. 8. A Return of Service agreement may be required in some circumstances. 9. Upon the successful completion of any training the department head and or employee will provide a copy of the completion certificate, degree or licence to the Human Resource designate for placement on the employee’s personnel file. Section 6 Attendance and Leaves Attendance Record Procedures 6.1 ATTENDANCE RECORD PROCEDURES Policy: Attendance Record Approval Date: January 25, 2024 Section: Attendance and Leaves Effective Date: January 25, 2024 1. Every employee shall keep a complete and accurate record of hours worked each day. This includes hours worked on flexible work schedules/regular hours, overtime, time-in-lieu, and leaves. The employees record this information on a bi-weekly basis using our electronic time tracking system or through time sheets 2. This information is submitted bi-weekly to the supervisor/department head though HRISmyway. 3. Supervisors/department heads will review, approve, and monitor the time recorded by each employee. The approved timesheet is the official record of all time accumulated by an employee 4. It is the responsibility of the employee to report for duty at assigned times. It is the responsibility of the department head or supervisor to initiate corrective action if employees are not reporting for duty at required times. 5. It is the responsibility of the employee and supervisor/department head to ensure all approved overtime is compensated in the pay period in which it is earned. Staff Meetings Procedures 6.2 STAFF MEETINGS PROCEDURES Policy: Staff Meetings Approval Date: January 25, 2024 Section: Attendance and Leaves Effective Date: January 25, 2024 1. Attendance at department meetings is mandatory unless the department head otherwise authorizes absences. Paid Holidays Procedures 6.3 PAID HOLIDAYS PROCEDURES Policy Paid Holidays Approval Date January 25, 2024 Section Attendance and leaves Effective Date January 25, 2024 1. Paid holidays are recognized as outlined in Policy 6.3. 2. If a holiday falls on a weekend, the holiday will be observed on the following Monday. 3. Employees will be responsible for applying the appropriate hours to their timecard for review and approval of the department head/supervisor. 4. Staff who choose to take advantage of the Holiday Closure between Christmas and New Years will be responsible for applying the appropriate hours to their timecard for review and approval of the department head/supervisor. Sick Leave Procedures 6.4 SICK LEAVE PROCEDURES Policy: Sick Leave Approval Date: January 25, 2024 Section: Attendance and Leaves Effective Date: January 25, 2024 Reporting Sick Leave: 1. Employees will report any sick leave directly to their supervisor or department head. 2. To be eligible for sick leave benefits, the employee must notify the department head or designate before the commencement of the employee’s next scheduled shift of work or regular workday that they are unable to be at work due to illness or injury and indicate the number of days they expect to be absent. 3. This notice must be provided by the employee themselves unless illness or injury prevents them from doing so. 4. If the employee is unable to return to work at that time, they will again notify the designated person by the commencement of the scheduled shift of work or regular workday for which they had expected to be able to return to work. Medical Appointments 5. The Municipality of the District of Chester encourages employees to arrange medical appointments outside of regular working hours. 6. If this is not possible, it is encouraged that medical appointments are to be made at the beginning or end of the workday. 7. When employees are unable to schedule medical appointments outside of regular working hours, they are required to consult with their department head, providing as much notice as possible prior to attending the appointment. 8. It is expected the department head will accommodate an employee requiring a medical appointment (sick leave) that is of an urgent or emergency nature. Extended Sick Leave 9. If an employee is absent from work due to illness or injury in excess of accumulated sick leave and vacation entitlement, Extended Sick Leave without pay may be granted by the Chief Administrative Officer (CAO). 10. During the period of approved Extended Sick Leave, the employee’s position is held until either the employee returns to work or the expiration of the Extended Sick Leave. (Note: A Record of Employment is issued at the commencement of the Extended Sick Leave and the employee may apply for Employment Insurance Benefits) Sick Leave Procedures 11. A request for Extended Sick Leave to the CAO must be accompanied by a medical certificate outlining the general nature of the illness or injury and a prognosis of when the employee will be able to return to work. 12. Extended Sick Leave may be granted and continued until the CAO determines, based on medical information, that due to the illness or injury, the employee cannot return to their job on a full-time basis. 13. Employees will not accumulate vacation or sick leave entitlements while on Extended Sick Leave. 14. Employees who are unable to work in the office may qualify for medical accommodation in accordance with the Accommodation policy. Inclement Weather Procedures 6.5 INCLEMENT WEATHER PROCEDURES Policy: Inclement Weather Approval Date: January 25, 2024 Section: Attendance and Leaves Effective Date: January 25, 2024 1. The Chief Administrative Officer (CAO) will determine, in consultation with the appropriate authorities, whether to close the offices for the day or for a portion of the day with a re-evaluation time determined. 2. It will be the responsibility of the CAO or designate to enact the call-out schedule to advise employees of the storm closure plan. 3. It will be the responsibility of the CAO or designate to ensure that all delay or closure decision are made by 7:00 a.m. (or earlier if possible) and that the municipal answering service and local radio networks are notified. 4. If services, previously closed or delayed, are reopened the call-out schedule will be put into effect by the CAO so that all employees are notified of the opening and are able to make appropriate travel arrangements to be at work. 5. If the decision is made to close the offices during the workday due to inclement weather, employees will be paid regular time for the closure. Employees who are able to work from home are expected to work from home for the remainder of the day. 6. If an employee is unable to report for work as a result of severe weather conditions, this time off can be drawn from vacation or other banked time at the employee's request. As an alternative, this time may be considered as unpaid leave. In any case, employees are required to contact their supervisor, or follow established procedures, to report that they will be absent. 7. If the decision is made to open offices late due to inclement weather employees will be paid regular time for the hours of the closure and those who are able are expected to work from home. If employees are absent from work after the office opens, they may use vacation, banked time, or unpaid leave. In any case, employees are required to contact their supervisor, or follow established procedures, to report that they will be absent. 8. If a department head deems any part of an employee’s duties an essential service and that employee comes to work on an office closure day, the employee will be compensated according to the hours of work and overtime policy. 9. If an employee has been unable to attend work due to illness and offices are closed the employee will continue to draw from their sick day entitlement. 10. If an employee has previously scheduled a day to be absent from the office, i.e., vacation or medical appointment, and offices are closed the employee will draw from their vacation or sick day entitlement as previously arranged. Inclement Weather Procedures Worksites closed due to inclement weather Were you scheuled to work Yes Are you deemed an essential Worker/Critical for onsite Yes OT per policy No Regular Hours, work from home No Draw from banks as planned (i.e. OT, unpaid leave, sick, vacation) Overtime Procedures 6.6 OVERTIME PROCEDURES Policy: Overtime Approval Date: January 25, 2024 Section: Attendance and Leaves Effective Date: January 25, 2024 1. Employees are responsible for getting overtime pre-approved by their department head or supervisor. 2. Voluntary and involuntary overtime should be recorded in HRismyway. Bereavement Leave Procedures 6.7 BEREAVEMENT LEAVE PROCEDURES Policy: Bereavement Leave Approval Date: January 25, 2024 Section: Attendance and Leaves Effective Date: January 25, 2024 1. Employees who have experienced a death in their immediate family are requested to advise their supervisor/department head of the days they will be absent as per the bereavement policy and whether additional days are requested for travel outside of the province. 2. The CAO may approve additional days with or without pay for each type of bereavement leave if travelling time is required. Leave of Absence Procedures 6.8 LEAVE OF ABSENCE PROCEDURES Policy: Leave of Absence Approval Date: January 25, 2024 Section: Attendance and Leaves Effective Date: January 25, 2024 Application Procedure 1. The employee must submit a Form 6-8 for all requests for leaves of absence. The request must state the period of leave required and the reason. 2. Leaves of absence create inequities in that all employees cannot be granted a comparable privilege. Requests for a leave of absence will be considered on an individual basis. The following will be taken into consideration for each request: • The employee’s performance • The reason for the leave of absence • The department’s current workload • Availability of suitable replacement staff • Cost to the Municipality • Previous requests for leaves of absence 3. The employee’s department head forwards a recommendation to approve/not approve to the CAO who makes the final decision. Employee Benefits Entitlement 4. The employee will be advised of benefit entitlement under the Employee Group Benefit Plan, and where available, will continue in accordance with policy. The employee will be advised of benefit entitlement under the Employee Group Benefit Plan in accordance with policy. 5. The supervisor or HR designate confirms to the employee that the Municipality will not pay pension contributions during the employee’s leave of absence without pay (any exceptions are described in specific policies). Seniority, Vacation and Sick Leave Benefits 6. The employee and Payroll Department will be advised that the employee’s anniversary date shall be moved forward by the amount of time which the employee was on a leave of absence. 7. An employee will not accumulate vacation or sick leave entitlements while on a Personal Leave of Absence. Return to Work 8. Employees granted a leave of absence will resume work on the first workday following the expiration date of the approved leave. Leave of Absence Procedures 9. If the employee does not return to work or has not received approval to extend their leave of absence, the Municipality may consider the employee has resigned employment; the employee may subsequently lose all seniority and related employee benefits. Pregnancy and Parental Leave Procedures 6.9 PREGNANCY AND PARENTAL LEAVE PROCEDURES Policy Pregnancy and Parental Leave Approval Date January 25, 2024 Section Attendance and Leaves Effective Date January 25, 2024 1. The eligible employee will advise the department head of the dates that they will be on a leave of absence for Maternity/Parental/Adoption leave as required under the Labour Standards Code and Regulations. 2. When the employee stops working a Record of Employment will be issued by the Municipality in order that employee may apply for eligible benefits through Service Canada. 3. When the employee returns to work upon the expiry of a leave of absence the employee will resume work in the same position held immediately before the absence began, or where that position is not available, in a comparable position with not less than the same wages and benefits, or loss of seniority accrued to the commencement of the leave. 4. Copies of all forms and correspondence pertaining to a leave of absence will be placed in the employee’s personnel file. 5. The employee will notify the department head or HR designate if a leave for illness of the employee arising out of, or associated with, her pregnancy, and prior to the commencement of or ending of Maternity/ Parental/Adoption is required. 6. The employee will arrange to make payments for their portion of the premiums (50%) for medical and dental during the Maternity/Parental/Adoption leave. If the employee does not return to work at the end of the leave, the Municipality may recoup its portion of the medical and dental benefits paid on behalf of the employee. 7. The Municipality will pay 100% of the group insurance premiums for the employee during the Maternity/Parental/Adoption leave. 8. An employee does not accrue sick leave or vacation leave while on Maternity/Parental/Adoption leave. 9. If, in the opinion of a certified medical practitioner, the employee requires further leave of absence that leave of absence may, at the option of the employee, be accommodated by sick days accumulated to the time the Maternity/Parental/Adoption leave commenced. Citizenship Leave Procedures 6.10 CITIZENSHIP LEAVE PROCEDURES Policy: Citizenship Leave Approval Date: January 25, 2024 Section: Attendance and Leaves Effective Date: January 25, 2024 1. A request for Citizenship leave should be submitted to the department head. 2. The department head may request proof of attendance at a ceremony such as a “Notice to Appear” sent by Immigration Canada. 3. The employee will provide a copy of their citizenship status change to the Human Resource designate to ensure their personnel record is updated and a copy is on their file. Court Leave/Jury Duty Procedures 6.11 COURT LEAVE/JURY DUTY PROCEDURES Policy Court Leave/Jury Duty Approval Date January 25, 2024 Section Attendance and Leaves Effective Date January 25, 2024 1. As a witness or juror, employees must provide their supervisor and the Human Resource designate with a copy of the subpoena immediately upon receipt. The employee will also provide written notice of leave or leave without pay. Employees may be asked to provide supporting documents. Section 7 Recruitment and Retention Recruitment & Hiring Procedures 7.1 RECRUITMENT & HIRING PROCEDURES Policy: Recruitment & Hiring Approval Date: January 25, 2024 Section: Recruitment and Retention Effective Date: January 25, 2024 Competition and Advertisement 1. The Human Resource designate will coordinate, with the appropriate department head, the advertising and recruitment of positions. 2. The HR designate, will solicit internal expressions of interest (EOI) in the vacancy in the form of a cover letter and resume. The HR designate, department head, and the CAO or designate will form a recruitment committee and will determine if there is an appropriate internal candidate for the position. 3. A cover letter for an expression of interest should describe how your current position has prepared you to handle the responsibilities of the new job comfortably and how your skills and experience relate directly to the skills required for the position. Explain why you want to move into a new position, and how you want to benefit the Municipality through the new role. Consider including a brief description of your current transferrable duties and how the new job is a match for career goals. This is your opportunity to tell the hiring committee why you are the best candidate for the position. 4. Where there are multiple internal candidates identified during the EOI process that could appropriately fill the position, an internal competition will be used. 5. If there are not multiple internal candidates identified during the EOI process that could appropriately fill the position, an external competition will be run. If the internal candidate is not successful in an EOI or internal recruitment process, the supervisor, department head or HR designate will discuss the opportunity with the candidate and will work with them on a development plan to help position them for future opportunities. 6. The HR designate and department head will determine the appropriate advertising which may include newspapers, bulletins, trade and professional publications or website, listservs, and digital and social media. All external vacancies are posted on the Municipality’s website and social media. Upon request, we will provide reasonable accommodations for the interview or other assessment phases. All internal competitions are described on email to employees. Pre-screening and interviewing 7. Initial selection for interviews will be based upon a review of the applications, resumes, and other information submitted which shall be completed by the Department head and/or supervisor of the position and the HR designate. Other members of the selection committee may be involved in the pre-screening process. 8. A selection committee is used to complete the interview process. Recruitment & Hiring Procedures 9. Behavior based interviewing is used in the interview process. Reference checks & Background checks 10. Reference checks are to be carried out by the CAO, department head or designate by one or more of the following methods: • By phone - providing flexibility and opportunity for in depth questioning. Results should be recorded in writing and retained on file • In writing - Results are to be kept on file • By Email - Results are to be kept on file. 11. The HR designate coordinates with the department head to determine the background checks that are required. Reference & background checks should be completed during the recruitment process and prior to an offer of employment. Employee Orientation & Onboarding Procedures 7.2 EMPLOYEE ORIENTATION & ONBOARDING PROCEDURES Related Policy: Employee Orientation & Onboarding Approval Date: January 25, 2024 Section: Recruitment and Retention Effective Date: January 25, 2024 1. The department head, or supervisor of each new employee will be responsible to provide orientation information to the employee using the guidelines set out in the New Employee Orientation Checklist (Form 7-2a). This form is to be used as a guideline as each department may differ in procedures and operations. 2. All employees are required to sign a letter of confidentiality at the time of hire (Form 7-2b). 3. All employees are required to complete the following forms:  New Employee Orientation checklist (Form 7-2a)  Agreement of Confidentiality (Form 7-2b)  Confirmation of Receipt of Human Resource Policies & Procedures (Form 1-1)  Internet Policy  Occupational Health & Safety Policy  Cell Phone Policy Probationary Period Procedures 7.3 PROBATIONARY PERIOD PROCEDURES Related Policy: Probationary Period Approval Date: January 25, 2024 Section: Recruitment and Retention Effective Date: January 25, 2024 Three-month check-in 1. Upon completion of the first three months of the probationary period for all employees, a progress report is completed using the Probationary Employee Progress Report (Form 7-3). 2. Any apparent deficiencies in the employee’s performance will be discussed with the employee. 3. If necessary, the employee will be coached and given a reasonable opportunity to improve their performance. 4. The employee will be specifically warned that failure to improve their performance may result in their rejection from probation and dismissal. Final Probation Evaluation 5. Prior to the completion of the probationary period (around month five of the probationary period), a performance appraisal will be completed in accordance with Municipal Performance Appraisal Policy and one of the three following decisions will be made respecting the employee: a. Permanent appointment is confirmed; b. Second period of probation granted of three months; c. Rejection from Probation - the employee will be notified in writing, either hand-delivered or sent via a registered mail letter, detailing the reasons for termination. A copy of the letter will be retained in the employee’s personnel file. The Record of Employment would show Rejection from Probation. CAO Probation 6. The probationary period of the CAO will be as negotiated in the employment contract. Successful completion 7. If there are no issues with performance or conduct, the manager will confirm the employee has successfully completed the probationary period and the employee will receive a letter confirming they have completed their probation. 8. Once you have successfully completed your initial probationary period, you may or may not be required to complete another probationary period when you are promoted or transferred to another position. Probationary Period Procedures 9. If an employee is rehired after completing a temporary role, a new probationary period is applied. Performance concerns during probation – Unsuccessful Probation 10. If the employee is not meeting performance or conduct expectations, the manager will alert Human Resources and the department head as soon as possible. 11. The Human Resource designate will help the employee and the manager to ensure that both parties are working together to resolve issues. 12. If the employee has not been able to make or maintain improvements or meet expectations, a recommendation for rejection from probation will be forwarded to the chief administrative officer (CAO). 13. The CAO has two considerations: a. Accept the recommendation and terminate the employee (the Record of Employment would state rejection from probation which may qualify the employee for employment programs through the federal government). b. Extend the probationary period for another three months. An extension is rare as the employee has already had six months to demonstrate suitability. Rejection from probation 14. If performance and conduct concerns are very serious, the employee may be rejected from probation and terminated at any time during the probationary period. 15. The employee is notified in writing of the decision to proceed with a termination of employment during the probation period. 16. The letter will include the reason for the decision and the effective date, and a copy is placed on the employee file. 17. The rejection from probation for unsatisfactory performance is not considered termination for cause, and the individual may be eligible for retraining and other support through Service Canada. Subsequent probation 18. An employee who has successfully completed their initial probation may on promotion or transfer, start a subsequent probationary period in the new position. 19. This subsequent probationary period allows both parties (employee and manager) an opportunity to assess the employee’s interest and suitability for the new role. 20. Typically, this subsequent probationary period is one to two months long. 21. If the employee is not able to demonstrate suitability for the new position, all reasonable attempts will be made to reinstate the employee to their former role, provided that the employee was performing the role in a satisfactory manner prior to the transfer or promotion. Probationary Period Procedures 22. Recruitment for a replacement for the employee’s former position may commence during the subsequent probationary period. Termination of Employment Procedures 7.4 TERMINATION OF EMPLOYMENT PROCEDURES Related Policy: Termination of Employment Approval Date: January 25, 2024 Section: Recruitment and Retention Effective Date January 25, 2024 General Procedures for Terminations 1. In the case of terminations with cause, to avoid unwarranted discharges, the procedures respecting disciplinary action as specified in the policy and procedures on progressive discipline are followed and documented. 2. Recommendation of termination will be thoroughly discussed by the department head and Chief Administrative Officer (CAO) and reviewed by legal counsel. 3. A formal termination letter will be provided to the employee. 4. If the termination letter is to be provided to the employee by hand, a witness to the provision of the letter is to be present. The HR designate and department head will complete a risk assessment and ensure the safety of the employee and other municipal staff. EFAP will be available to help the employee and their family through the termination process. 5. Payroll change notices will be prepared and forwarded to the Payroll Clerk with the effective date and, if applicable, the period to be paid in lieu of notice will be indicated. Any money owed to the employee on termination will be included in their final pay or as soon as possible thereafter. 6. Any termination pay due to the employee will be prepared. 7. The terminated employee’s personnel file will be updated with all information respecting the termination. 8. A Record of Employment will be prepared. Termination Meeting 9. All termination meetings will include at least two members of senior management. This may be a combination of the CAO, department head and/or the HR designate. 10. The meeting will be held in a private meeting space. 11. The effect of the termination on life, medical and other insurances and on the employee’s pension, will be discussed with the employee and appropriate action taken within the files of the Municipality. 12. All documentation, pay, Records of Employment, etc. will be given to the employee on the date of termination or as soon as possible following that date. 13. The employee will return any keys, credit cards, etc. which belong to the Municipality. Termination of Employment Procedures 14. The employee will return all equipment, materials and documents including copies, that relate to the intellectual property, affairs, and business of the Municipality. 15. The employee will be provided with the option of choosing to have an escort to retrieve personal belongings at their workstation prior to leaving the building or setting a date and time after hours to do so. 16. Electronic access by the employee is to be terminated immediately by the Director of Information Services upon notification from the HR designate or department head. Resignation Procedure 17. If an employee tenders their resignation, the following procedure will apply: 18. The Department Head or Chief Administrative Officer (CAO) or designate will conduct an Exit Interview (Form 7-4c) with the employee to determine and discuss the reason(s) for the resignation. 19. Payroll change notices will be prepared and forwarded to payroll indicating the effective date of resignation. Any monies owed to the employee on termination will be included in their final pay or as soon as possible thereafter. 20. A Record of Employment will be prepared. 21. The effect of the termination on life, medical, and any other insurances and on the employee’s pension will be discussed with the employee and records adjusted accordingly within the Municipality. 22. The resigning employee’s personnel file will be updated and all information respecting the termination included. 23. The employee will return any keys, credit cards, etc. which belong to the Municipality. 24. The employee will return all equipment, materials and types of documents, including copies, that relate to the intellectual property, affairs and business of the Municipality. 25. Payroll change notices will be prepared and forwarded to the Payroll Clerk with the effective date and, if applicable, the period to be paid in lieu of notice will be indicated. 26. Any termination pay due to the employee will be prepared. 27. All documentation, pay, Record of Employment, etc. will be given to the employee on the date of resignation or as soon as possible following that date. 28. Electronic access by the employee is to be terminated immediately by the Director of Information Services upon notification. Exit Interviews 29. At the resignation of an employee, an Exit Interview will be conducted by the HR designate. This is voluntary on the part of the employee. 30. The completed form (Form 7-4c) will be given to the CAO who will take the necessary corrective action, if warranted. Termination of Employment Procedures 31. The Exit Interview form will be filed in the employee’s personnel file Retention (Stay) Interview Procedures 7.5 RETENTION (STAY) INTERVIEW PROCEDURES Policy: Retention (Stay) Interview Approval Date: January 25, 2024 Section: Learning and Development Effective Date: January 25, 2024 1. The HR designate will conduct a minimum of 5 interviews each year. 2. The HR designate will interview all new employees once a year for the first 2 years of employment and invite them to a share their perspective on how things are going in our organization. 3. The HR designate will also select several employees each year and invite them to a share their perspective on how things are going in our organization. 4. Interviews should be informal and conversational. Employees are encouraged to speak freely, and we are open to all their feedback, good and bad. No identifying information will be provided in the summary reports and the identity of the individual will not be disclosed unless the employee agrees. 5. A summary report with proposed action plans to address issues is prepared for the CAO on an annual basis, or sooner if requested. 6. The HR designate will report back to employees on all actions taken in the Municipality to correct policies, procedures, and related issues. 7. As the conversation is not formally structured there are no required questions or forms. A sample of questions include: • What keeps you working here? • What do you enjoy about your job? • What are you learning here, and what do you want to learn? • What does a good day at work look like? • On a scale of 1 to 10, how happy are you here? How can we get you to a 10? • What might cause you to leave the Municipality? • What would you change about Municipality? • What motivates and demotivates you at work? Employee Long Service Recognition PROCEDURE Procedures 7.6 EMPLOYEE LONG SERVICE RECOGNITION PROCEDURE PROCEDURES Policy: Employee Long Service Recognition Policy Approval Date: January 25, 2024 Section: Learning and Development Effective Date: January 25, 2024 1. The HR Designate is responsible for administering the Employee Long service Recognition program. Employee Long Service Recognition PROCEDURE Procedures Section 8 Health, Safety, and Wellness Occupational Health & Safety Procedures 8.1 OCCUPATIONAL HEALTH & SAFETY PROCEDURES Policy: Occupational Health & Safety Approval Date: January 25, 2024 Section: Health, Safety, and Wellness Effective Date: January 25, 2024 1. The Municipality and employees will comply with the Nova Scotia Occupational Health and Safety Act and all applicable regulations. As well, we will meet, and where possible, exceed industry standards for workplace health and safety. 2. Employees are accountable for the health and safety of persons at the Municipality’s workplaces. The Municipality is depending on all employees to accept their responsibilities in achieving our health and safety goals. 3. Employees are responsible for reporting any health and safety concerns to their supervisor/department head or their Joint Occupational Health and Safety Committee (JOHSC) representative. 4. The employee responsible for recording minutes of the JOHSC will be responsible to post the minutes of each meeting in the designated location for staff review and information. 5. All employees will read the minutes and work co-operatively to address health and safety concerns. Substance Use Procedures 8.2 SUBSTANCE USE PROCEDURES Policy: Substance Use Approval Date: January 25, 2024 Section: Health, Safety, and Wellness Effective Date: January 25, 2024 1. If a supervisor or department head has asked an employee to leave the workplace due to suspected substance use, the employee must leave the worksite immediately for the safety of themselves and others. The employee must use the transportation arrangement provided by the employer. 2. If a department head, manager, or supervisor has a reason to believe an employee is impaired they: • Must confidentially meet with the employee to ask them if they have been using drugs or alcohol (and look for signs of impairment) and inform them they are being placed on administrative leave for the remainder of the workday as there is reason to believe that they are impaired • Must arrange for appropriate transportation for the employee • Should not discuss performance or administer discipline while the employee is suspected of being impaired • Must document the incident and contact the CAO and/or Human Resource designate as soon as reasonably possible to inform them of the situation and to schedule a meeting with the CAO and/or designate to determine the appropriate resources and course of action to be taken. 3. Employees can request a review for any suspected impairment. • Employees should submit a written appeal which must clearly state the grounds for the challenge, which may include, but are not limited to, disputing the accuracy of the information, challenging the fairness of the investigation, or presenting new evidence not previously considered. Employee Wellness & Mental Health Procedures 8.3 EMPLOYEE WELLNESS & MENTAL HEALTH PROCEDURES Policy: Employee Wellness & Mental Health Approval Date: January 25, 2024 Section: Health, Safety and Wellness Effective Date: January 25, 2024 1. The CAO, HR designate and department heads will budget for and support an Employee Wellness Committee 2. The employee responsible for recording minutes of Employee Wellness Committee will be responsible to post the minutes of each meeting in the designated location for staff review and information. 3. Employees and management share responsibility to create and maintain a psychologically safe working environment. 4. Management will support reasonable flexibility for employees and make efforts to recognize and reduce hazards such as harassment, bullying, and psychologically unhealthy work conditions. 5. Managers and supervisors strive to use best practices such as: a. Encourage employee participation in work and where appropriate, decision making b. Clearly define employees' duties and responsibilities c. Promote work-life balance d. Encourage respectful and non-derogatory behaviours e. Manage workloads f. Allow continuous learning g. Employ conflict resolution practices h. Recognize employees' contributions effectively 6. Employees are responsible for participating in training, contributing ideas, options, and suggestions for developing and maintaining a healthy workplace. 7. Employees should employ best practices such as: a. Seek help when needed - talk to your supervisor, department head, Human Resource designate or CAO. Use the Employee and Family Assistance Program (EFAP). b. Participate in planning with your manager to balance work demands and workload c. Find a hobby or activity that helps you relax and brings happiness, and then do it regularly Employee Wellness & Mental Health Procedures d. Share your feelings with someone you trust or write them down in a journal e. Acknowledge when things are going well. Celebrate your successes f. Get to know who you are, what makes you happy, and what your stress triggers are. g. Learn to acknowledge what you can and cannot change about yourself or the situation. h. Develop healthy habits such as regular exercise, adequate sleep, and a balanced diet. Right to Disconnect 8.4 RIGHT TO DISCONNECT Policy: Right to Disconnect Approval Date: January 25, 2024 Section: Health, Safety and Wellness Effective Date: January 25, 2024 To be developed Work Clothing and Equipment Procedures 8.5 WORK CLOTHING AND EQUIPMENT PROCEDURES Policy: Work Clothing and Equipment Approval Date: January 25, 2024 Section: Health, Safety, and Wellness Effective Date: January 25, 2024 1. The Municipality will keep a supply of common PPE on hand (i.e., gloves, hard hats, reflective vests etc.). 2. Employees will obtain pre-approval for cost reimbursement for items which require specific fitting such as overalls, boots, prescription glasses. The employee will pay for the pre-approved item (within stated limits if possible) and will be reimbursed amounts outlined in the Work Clothing and Equipment policy. 3. The Municipality may also make arrangements with a supplier and can order clothing and boots directly.