EE Mgmt Manual Template - Jan 2018€¦ · Web viewPromoting current employees, when possible, demonstrates a commitment to employee growth, career development and recognition of

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HR-SURE®

EMPLOYEE MANAGEMENT MANUALMonth, Year

TABLE OF CONTENTS

RECRUITING & HIRING GUIDE..................................................................................................................................4

DETERMINE YOUR HIRING NEEDS................................................................................................................................................41. Create the Job Description......................................................................................................................................................42. Review & Evaluate....................................................................................................................................................................4

FINDING QUALIFIED & GOOD FIT CANDIDATES..........................................................................................................................51. Post (Job Opening Ad)..............................................................................................................................................................52. Review Resumes.......................................................................................................................................................................63. Schedule Phone Screens..........................................................................................................................................................6

IDENTIFYING THE TOP CANDIDATE.............................................................................................................................................71. The Employment Application.................................................................................................................................................72. Schedule In-Person Interview.................................................................................................................................................73. Conduct the Interview.............................................................................................................................................................74. Post Interview...........................................................................................................................................................................85. Reference Checks......................................................................................................................................................................86. Other Pre-Employment Screenings........................................................................................................................................87. Offers of Employment..............................................................................................................................................................98. Records Retention....................................................................................................................................................................9

(TEMPLATE) JOB DESCRIPTION WORKSHEET...........................................................................................10

(SAMPLE) JOB DESCRIPTION............................................................................................................................12

(SAMPLE) JOB POSTING.....................................................................................................................................14

INTERVIEWING – MAY & MAY NOT ASK...................................................................................................15

ACCEPTABLE VS. UNACCEPTABLE INTERVIEW QUESTIONS...........................................................16

(TEMPLATE) PHONE SCREEN...........................................................................................................................17

(TEMPLATE) EMPLOYMENT VERIFICATION & RELEASE.......................................................................18

(SAMPLE) OPEN ENDED INTERVIEW QUESTIONS...................................................................................19

(TEMPLATE) REFERENCE CHECK FORM – DETAILED..............................................................................22

(TEMPLATE) EXEMPT OFFER LETTER...........................................................................................................23

(TEMPLATE)NON-EXEMPT OFFER LETTER.................................................................................................25

ONBOARDING GUIDE...............................................................................................................................................27

ONBOARDING STEPS:............................................................................................................................................................................281. One Week Prior to First Day of Work...................................................................................................................................282. Day One – Part One................................................................................................................................................................293. Day One – Part Two................................................................................................................................................................304. Post Day One, up to 90 Days.................................................................................................................................................315. Create Employee Files............................................................................................................................................................326. Week Prior to Day 90.............................................................................................................................................................327. Day 90 (on or near)................................................................................................................................................................33

(TEMPLATE) NEW HIRE PACKET COVER......................................................................................................34

(TEMPLATE) ORIENTATION & TRAINING SCHEDULE.............................................................................35

(TEMPLATE) NEW HIRE FORMS CHECKLIST..............................................................................................36

Company Confidential May 2019 Page 2 of 71 © Copyright 2018-2019 Inspiring HR, LLC. All Rights Reserved. 804-715-1920

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(TEMPLATE) CONFIDENTIALITY & NON-DISCLOSURE AGREEMENT................................................38

(SAMPLE) JOB DESCRIPTION............................................................................................................................39

EMPLOYEE FILES GUIDE..........................................................................................................................................41

EMPLOYEE PAPERWORK CHECKLIST....................................................................................................................................................41COMPLETING FORM I-9.......................................................................................................................................................................41CREATING EMPLOYEE FILES.................................................................................................................................................................42EMPLOYEE BENEFITS/MEDICAL FILES..................................................................................................................................................42STORING I-9 FORMS AND EEO INFORMATION......................................................................................................................................42MAINTAINING & REVIEWING EMPLOYEE FILES.....................................................................................................................................43

Employee Records & File Retention Guide..............................................................................................................................43

PERFORMANCE MANAGEMENT GUIDE..................................................................................................................46

ANNUAL APPRAISAL STEPS - SUPERVISOR:...........................................................................................................................................471. Job Description Review..........................................................................................................................................................472. Working File........................................................................................................................................................................... 473. Completing the Appraisal Form (numerical or narrative)..............................................................................................484. Conducting the Appraisal.....................................................................................................................................................49

PERFORMANCE ACTION PLANS.............................................................................................................................................................50CORRECTIVE (DISCIPLINARY) ACTION..................................................................................................................................................51

1. Pre-Corrective Action Questions for Managers..................................................................................................................512. Corrective Action Steps..........................................................................................................................................................51

(TEMPLATE) 90 DAY PERFORMANCE APPRAISAL...................................................................................54

(TEMPLATE) EMPLOYEE SELF-APPRAISAL.................................................................................................55

(TEMPLATE) PERFORMANCE APPRAISAL FORM - NUMERICAL RATINGS.....................................57

(TEMPLATE) NARRATIVE PERFORMANCE APPRAISAL..........................................................................61

A. CURRENT RESPONSIBILITIES.....................................................................................................................................................61B. PERFORMANCE ASSESSMENT..................................................................................................................................................61C. EMPLOYEE COMMENTS (OPTIONAL)..........................................................................................................................................61D. EMPLOYEE COMMENTS (OPTIONAL)..........................................................................................................................................62

COMMON PERFORMANCE APPRAISAL ERRORS...................................................................................63

(TEMPLATE) PERFORMANCE ACTION PLAN..............................................................................................64

(TEMPLATE) EMPLOYEE CORRECTIVE ACTION.........................................................................................65


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RECRUITING & HIRING GUIDEEmployees involved with hiring should utilize this guide and reference the steps, processes, forms, and documents contained within when filling any newly created or open positions.

An authorized Human Resources Representative and/or Compliance Officer will oversee changes or updates to this guide and will notify all employees typically involved with hiring accordingly.

NO INFORMATION PROVIDED IN THIS GUIDE SHOULD BE CONSTRUED AS LEGAL ADVICE.

Color Code: Blue indicates included in this guide; Purple indicates forms provided under separate cover.

DETERMINE YOUR HIRING NEEDS

1. Create the Job Description; essential first step in defining our Company’s needs.

Is this a New Position?

Or an Existing Position?

2. Review & Evaluate when it’s complete by asking:

1. Do these responsibilities justify a full-time employee?2. Do they require an employee at all? Are there other options?


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Without this role what IS NOT getting

done?

What are the exclusive

responsibilities of this job?

What are the required

qualifications, (education/experience),

knowledge, skill and abilities?

Use Job Description Worksheet - Draft to put

these thoughts to paper.

Formalize into a Job Description

using Job Description -

Sample.

Review what's currently on

file.

Interview those familiar with the work to identify any necessary

changes and updates.

Confirm business needs with involved

or affected managers.

Update Job Description as

necessary.


0n Payroll Vendor - Paid Through Accounting

Temporary Workers (less skilled) and Independent Contractors (highly skilled AND highly regulated) are viable options for temporary needs.

o They are: o Not Employees (and cannot legally be treated as such)o Not Eligible for benefitso NOT paid through our Company’s payroll

Seasonal Employees are best if business needs increase at predictable times of the year. Part-Time Employees are a great option if:

o The job description review reveals a part-time need, and/or o The budget does not support/the business can’t afford full-time

After completing this exercise, a Full-Time Employee may be exactly what our Company needs.

Whatever the choice, the next steps are the same:

FINDING QUALIFIED & GOOD FIT CANDIDATES


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Regular Full-Time Employee

Temporary Worker

(Through an Agency)

Independent Contractor

Seasonal Employee

Part-Time Employee

Obtain leader approval before

posting & recruiting

Confirm salary range matches budget and

is appropriately broad

Conduct market value/pay research:

www.salary.comwww.payscale.com


1. Post (Job Opening Ad) the open position, both internally and externally; check Employee Handbook policy and comply within Job Postings rules.

Promoting current employees, when possible, demonstrates a commitment to employee growth, career development and recognition of excellent performance.

Obtain and record necessary permissions to fill an opening before posting. Announce internally and/or place on approved job boards/sites. Write a job posting/ad that sells the job and our culture (Job Posting – Sample is included for

reference).

2. Review Resumes or applications from posting responses. Watch for “RED FLAGS” such as,

Grammar and spelling errors Identified gaps in employment (not necessarily an eliminator; something to ask about) Job hopping

When separating qualified candidates from less qualified, look for:

Meeting minimum qualifications; education, certifications and years of experience. Experience with specific skill sets as identified by the job description. Commitment to previous positions and employers (longevity vs. job hopping) Quantified successes and achievements.

The Resume Review concludes when the candidates are sorted into three distinct categories.

3. Schedule Phone Screens with the top candidates; likely a combination of solid A & promising B.

With the resume or application as reference, conduct the phone screen AFTER preparation and a review of:

Interviewing – May & May Not Ask Acceptable vs. Unacceptable Interview Questions Phone Screen – Template


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A Candidates (qualified)

B Candidates (nearly qualified)

C Candidates (unqualified)


Phone Screens end when a small group of candidates, generally 3 – 5, are selected for in-person interviews.

IDENTIFYING THE TOP CANDIDATE

1. The Employment Application is the first step in the Hiring Process.

A. Use an Application Form vetted for your state & local regulations.B. Have candidate complete and return prior to first in-person interview (can e-mail PDF to candidates)C. Employment Verification & Release

i. Have your applicant complete this at the same time as the Application Form; as it will be used for reference checks.

ii. The applicant completes one (1) Release for each professional reference listed.

2. Schedule In-Person Interview

Prepare for interviews by referencing Behavior Based Interview Questions – Sample.

3. Conduct the Interview utilizing all the resources provided. Remember the 70/30 rule.


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Ask same questions of all

candidates interviewing for the same role.

Review resume & application; identify additional areas for

discussion.

Create Behavior Based questions* prior to interview.* Open-ended, job

duties specific questions.


Who's talking, Who's Listening? The 70/30 Rule

Candidate Interviewer

Interviewer/Hiring Manager should:

Lead with thoughtful and LEGALLY ACCEPTABLE questions, relevant to the duties of the position. Try not to dominate the conversation and practice Active Listening Follow and Refer To:

o Interviewing – May & May Not Ask o Acceptable vs. Unacceptable Interview Questions

4. Post Interview. Record interview notes to the Candidate Interview Evaluation.

Once the first round of interviews is complete:

Forward each candidate’s Interview Evaluation form and resume to appropriate supervisory staff. Follow-up with a meeting to review and reach a hiring decision. If undecided after 1st round of interviews, schedule 2nd interviews for top candidates with alternate

supervisor(s) present. Ask other leaders to participate and offer their opinions. Do not settle or hire out of desperation. Employee turnover is costly and time consuming.

5. Reference Checks can begin once the field has been narrowed to a few candidates.


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Complete at least two references for all

candidates being considered for an

offer.

Use Reference Check Form - Detailed to record comments.

If unable to obtain information via phone, remit the Employment Verfication & Release.


6. Other Pre-Employment Screenings: background checks, drug screens, skills testing, etc.

* The candidate has rights under the Fair Credit Reporting Act that must be followed. In qualifying situations, a credit screening can be conducted after an offer of employment has been extended to candidate.

7. Offers of Employment have legal weight and should not be extended in a casual way.

A. Extend a verbal offer if necessary; don’t lose top talent by keeping them waiting for too long.B. Offers can be made while pre-employment screening is in process. These are generally contingent

offers based on the successful completion of all pre-employment screenings.C. Follow verbal offer with standard written offer of employment,

i. Exempt Offer Letter – Template ; Non-Exempt Offer Letter – Template i. Exempt and Non-Exempt Classifications are determined by a position’s job duties and

compensation. Seek HR input.ii. Written offer must include an expiration date, deadlines, and all required legal disclaimers.

iii. Confirm with HR that benefit offerings are accurate and non-discriminatory.

8. Records Retention is the last step of hiring process; one that is affected by federal and state law.

Reference Employee Records & File Retention Guide.

All documentation related to finding, screening and hiring a candidate, as well as those applicants not selected, must be forwarded to the internal team member who creates & maintains employee files.


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Carefully review and adhere to all state &

federal laws. Stay alert for changes &

updates.

All required screenings must be conducted prior to

hire.

If screenings result in adverse information,

seek vendor or HR Assistance before

taking action. *


(Template) Job Description WorksheetPrint or copy this form to a new Word document & complete for each new position/Job Description being created.

Job Title: ______________________________________________ Department: ____________________________

Reports To: ____________________________________________ Staff Size (est.): _________________________

Fair Labor Standards Act (FLSA) Status: _____________________

refer to: Reference Guide to the Fair Labor Standards Act and the Fair Labor Standards Act Advisor.

Pay Range: ___________________________________________ (annual for Exempt Associates; hourly for Non-Exempt)

Summary of role – Overall purpose: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Essential Duties: Key tasks to be done on a regular basis in order of importance. Define desired results, including frequency, time spent, etc. (ex: “improve customer satisfaction reviews on Yelp”).

__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Knowledge, Skills and Abilities: Describe the level of knowledge required. Include traits and behaviors required to be successful (i.e., excellent communication skills, attention to detail, organization skills).

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________


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__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Qualifications (Minimum)/Basic Job Requirements: Specify number of years of job-related experience required and/or educational equivalent; type of degree required; certificates and licensure. Include experience with specific computer programs, machinery, years in industry, etc.

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Physical Requirements: Evaluate what this position requires or may require in terms of standing, kneeling, sitting, etc. with percentage of time. Identify the minimum amount of weight the employee will need to lift.

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Notes: Anything else that needs to be considered or discussed with other leaders or affected team members?

__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Completed by: _____________________________________________ Date: __________________________________


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(Sample) Job Description(Modify according to specific position requirements; can be copied to separate new Word document and overwritten)

Job Title: Office NinjaDepartment: if applicable Reports To: Refer to Organizational ChartStaff Size: if supervisory roleLast Updated: insert dateStatus & Salary: Exempt or Non-Exempt & Salaried or Hourly. Insert annual or hourly pay RANGE here.

SUMMARY OF ROLE The Office Ninja is responsible for _________________________________________________. This includes but is not limited to _________________________________________________.

ESSENTIAL DUTIES1. Effectively cuts through red tape.2. Slices deadlines in half.3. Does not let problems sneak past their attention. Addresses in timely manner. 4. Reviews ___________________________________.5. Answers phone, direct calls, and take messages.6. Is familiar with ______________________________________________.7. Checks and monitors ____________________________________.8. Collects __________________________________________.9. Monitors ____________________________________________. Responds appropriately. Refers to

copy of Rules and Regulations for guidelines.10. Completes information on __________________________________________________.11. Assists with quarterly ____________________________________.12. Conducts ____________________________________________.13. Assists with ____________________________________.14. Attends staff meetings and training as required.15. Performs other duties as assigned.

KNOWLEDGE, SKILLS & ABILITIES Exceptional interpersonal skills which positively benefit interaction with internal and external clientele. Ability to exercise good judgment and self-control. Good comprehension and communication skills, with the ability to listen to and understand

information and ideas presented through verbal communication. Enthusiasm, good attitude, trustworthiness, personal integrity, and honesty. Must be detail oriented, able to plan, prioritize, and meet deadlines in a fast-paced environment. Appropriate level of administrative experience and skills. Effective communication skills with employees at all levels. Demonstrated ability to operate safely in the workplace, with experience in holding peers and direct

reports accountable to safety standards. Ability to work autonomously and understand when a superior should be involved in decision making.


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Good decision-making skills, with the ability to analyze information, evaluate results, and implement the best solution to solve problems or challenges.

Self-motivated, with a dedication to keeping up to date technically, and applying new knowledge to your job.

QUALIFICATIONS High school diploma or educational equivalent. Access to reliable transportation. Computer skills, with working knowledge of the primary Microsoft Office programs. Ability to successfully pass a background check and other pre-employment screening.

PHYSICAL REQUIREMENTS Able to lift & carry items up to 15 lbs. 50% of the day. Able to stand, kneel, bend at knees, squat throughout the day. Able to sit at a desk comfortably while working on a computer, for extended periods of time.

EMPLOYEE ACKNOWLEDGMENT

__________________________________________________________________ ________________Print Signed Date


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(Sample) Job Posting(Modify according to specific position requirements; can be copied to separate new Word document and overwritten)

Become a member of a team that encourages and appreciates employee contributions!

Rapidly growing, customer focused small business of 10+ years, that specializes in Selling Stuff is seeking an experienced Office Ninja to join our team.

Our Office Ninja plays a key role in the success of our business through their ability to oversee general office administration, track and manage supply inventory, maintain supplier relationships, field customer service calls and requests, resolve employee concerns, oversee scheduling and attendance, and support the general manager administratively.

The ideal candidate will have a full understanding of Microsoft office products and have a demonstrated ability to lead team members. Successful Office Ninjas must be self-motivated, with effective communication and problem-solving skills, and the ability to work autonomously as well as in a team environment.

High school diploma required. Associates or Bachelors’ degree a plus. 2+ years of experience in an office lead role required. Must be able to successfully pass all required background check and other pre-employment screening.

Compensation based on experience and skills.

Interested candidates should forward their resumes to: (list appropriate e-mail address here).

Responses received without a resume will not be considered. Company paid relocation not available.

Client Name is an Equal Opportunity Employer.

No phone calls please.


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Interviewing – May & May Not AskCategory May Ask May Discriminate By Asking

Gender & Family Arrangements If Applicant has relatives already employed by the organization

Gender of Applicant Number of Children Marital Status Spouse's occupation Child care arrangements Health care coverage with spouse

Race Applicant's race or color of skin Photo to be affixed to application

form

National Origin or Ancestry

Whether Applicant has a legal right to be employed in the U.S.

Ability to speak/write English fluently (if job related)

Other languages spoken (if job-related)

Ethnic association of a surname Birthplace of applicant or applicant's

parents Nationality, lineage, national origin Nationality of Applicant's spouse If Applicant is citizen of another

country Applicant's native tongue/English

proficiency Maiden name

Religion Religious affiliation Religious holidays observed

Age If Applicant is over age 18 If Applicant is over age 21 if job-

related (i.e. bartender)

Date of Birth Date of high school graduation Age

Disability Whether Applicant can perform the essential job-related functions

If applicant has a disability Nature or severity of a disability Has ever filed a workers'

compensation claim Recent or past surgeries and dates Past medical problems

Other Convictions if job-related (laws vary by state)

Academic, vocational, or professional schooling

Training received in the military Membership in any trade or

professional association Job References

Number and kinds of arrests Height or weight except if a bona fide

occupational qualification Veteran status, discharge status,

branch of service Contact in case of an emergency (at

application or interview stage) Sexual Orientation


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Acceptable vs. Unacceptable Interview Questions

Acceptable UnacceptableAre you legally eligible for employment in the U.S.? Are you a U.S. citizen?

(Reason: Non-citizens can be authorized to work in the U.S.)

What schools have you attended? When did you graduate from High School? (Reason: This question may identify an applicant’s age).

Are you over the age of eighteen? How old are you? (Reasons: Many occupations prohibit minors from working in hazardous conditions. For all other circumstances, this question should be avoided).

Have you ever been known by another name? (Ask only if contacting a former employer or are authorized to perform a background check).

What is your maiden name?(Reason: This question may discriminate for reasons such as gender, race).

Can you work the days and hours required by the position?

Do you have any children? What are your child care arrangements? Are you pregnant?(Reason: these questions may discriminate based on gender; also women are protected under the Pregnancy Discrimination Act).

What professional or trade groups do you belong to that you consider relevant to your ability to perform this job?

What clubs or organizations do you belong to?(Reason: This question may identify an applicant’s religion).

Are you able to perform the essential functions of the job?

Do you have any disabilities?

You may not ask this question or any related question during the pre-offer stage X

Have you ever filed a workers' compensation claim?

Do you have reliable means of transportation to get to work?

Do you have a car?

Our smoking policy is such—can you adhere to it? (Be aware of any state laws that relate to smoking. Some states prohibit an employer from excluding applicants for off the job smoking.)

Do you smoke?

Have you ever been convicted of a felony? If so, when, where and what was the disposition of the case?

Have you ever been arrested?(Some states have additional legal prohibitions to asking criminal history questions during certain phases of the selection process)


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(Template) Phone Screen(Modify according to specific position requirements; can be copied to separate new Word document and overwritten)

Applicant Name: _________________________________________ Date: _________________

Screened By: ____________________________________________ Time: _________________

1. What is the candidate’s motivation to make a change from current position and/or what interested the candidate in this position?

2. What is the candidate’s reason(s) for leaving past positions?

3. What are the candidate’s compensation requirements?

4. Have the candidate rate position aspirations, 1-10 (10 highest)

ChallengeLocationAdvancementMoneyEnvironmentSecurity

5. What characteristics in an organization is the candidate looking for?

6. Have the candidate rate their abilities from 1-10 (10 highest), with examples

a. Ability to be proactive/predict needs

b. Communication Skills & Ability to interface with upper management

c. Administrative & computer skillsi. Typing Skills, Word, Excel & Outlook - Drafting reports

d. Insert other Knowledge, Skills, Abilities required

7. Available to interview when?


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(Template) Employment Verification & ReleaseTo Whom It May Concern:

The applicant named below is being considered for employment as ___________________________ with our Company.

The applicant has listed you or your organization as a former place of employment. In accordance with the release signed by the applicant below, please provide the information requested and return this form to us scan/email or fax to my attention at ___________________. If you have any questions or concerns, I can be reached at ________________.

Sincerely,Requestor/Hiring Manager printed name and signature here

Name of Applicant: __________________________________________________________________________________

Social Security Number: ______________________________________________________________________________

Name of Former Employer: ___________________________________________________________________________

APPLICANT'S AUTHORIZATIONI hereby authorize the above individual, company, or institution to furnish Client Name with any information it may have concerning me which is on record or otherwise, and do hereby release the above individual, company, or institution and all individuals connected therewith from any liability whatsoever that might otherwise be incurred in furnishing such information.__________________________________________________________________________________________________Signature of Applicant Date

RECORD OF EMPLOYMENTDate(s) of Employment: ______________________________________________________________________________

Position(s) Held: ____________________________________________________________________________________

Reason Employment Ended: __________________________________________________________________________

Please rate the Applicant in each of the following areas:Job Skill Excellent Good Average Below Avg. PoorInitiative & Level of Motivation Excellent Good Average Below Avg. PoorAttendance & Dependability Excellent Good Average Below Avg. PoorProductivity Excellent Good Average Below Avg. Poor

Comments: _____________________________________________________________________________________

_______________________________________________________________________________________________

Would you rehire Applicant? ___Yes ___No


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_______________________________________________________________________________________________Signature Title Date

(Sample) Open Ended Interview Questions (Modify according to specific position requirements; can be copied to separate new Word document and overwritten)

Candidate Name: ___________________________________________________________________________

Interviewed By: _____________________________________________________________________________

Date: ______________________________________ Time: _____________________________

1. Tell me about a time when you failed at achieving a goal or completing a project.

a. What challenges or obstacles did you face?b. What did you learn from the failure that changed your perspective or approach to future

challenges? (Looking back, what would you have done differently?)

2. Tell me about a success that you are particularly proud of.

a. Why was the success important to you or the organization? What did you learn from the experience?

3. Tell me about a time when you improved a process or policy. How did you identify the need for change, and what steps did you follow?

4. Tell me about a time when you had to share negative information with another employee about their job performance.

a. What steps did you take to approach the discussion?b. How did the person’s performance turn out after your discussion?

5. What steps do you follow when processing __________________________________________?

6. Provide an example of a challenge you faced with a co-worker or supervisor.

a. How did you resolve it?


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b. At what point do you believe a problem should be referred to upper management?

7. Insert further questions below related to the applicable job description.

(Template) Candidate Interview Evaluation Name of Applicant: _____________________________________________________________________

Interviewed On: ________________________________________________________________________

Position: ______________________________________________________________________________

Department: ___________________________________________________________________________

Supervisor: ____________________________________________________________________________

Answer the following questions as they pertain to the requirements of the job:

Relevant Experience( ) Excellent( ) Meets Job Requirements( ) Does Not Meet Requirements( ) Not applicable For This Position

Comments _____________________________________________________________________________________

______________________________________________________________________________________________

Knowledge, Skills & Abilities (including Technical & Communication Skills)( ) Excellent( ) Meets Job Requirements( ) Does Not Meet Requirements( ) Not applicable For This Position

Comments _____________________________________________________________________________________

______________________________________________________________________________________________

Demonstrated Motivation( ) Excellent( ) Meets Job Requirements( ) Does Not Meet Requirements( ) Not applicable For This Position

Comments _____________________________________________________________________________________

______________________________________________________________________________________________Company Confidential May 2019 Page 21 of 71

© Copyright 2018-2019 Inspiring HR, LLC. All Rights Reserved. 804-715-1920 www.inspiringhr.com


Qualifications (includes Education & Certification)( ) Excellent( ) Meets Job Requirements( ) Does Not Meet Requirements( ) Not applicable For This Position

Comments _____________________________________________________________________________________

______________________________________________________________________________________________

Physical & Other Requirements – Reviewed with Applicant?( ) Yes ( ) No

Comments _____________________________________________________________________________________

______________________________________________________________________________________________

Supervisory Experience( ) Excellent( ) Meets Job Requirements( ) Does Not Meet Requirements( ) Not applicable For This Position

Comments _____________________________________________________________________________________

______________________________________________________________________________________________

Strengths

Comments _____________________________________________________________________________________

______________________________________________________________________________________________

Weaknesses

Comments _____________________________________________________________________________________

______________________________________________________________________________________________

Overall Ranking( ) Excellent( ) Meets Job Requirements( ) Does Not Meet Requirements( ) Not applicable For This Position

Comments _____________________________________________________________________________________

______________________________________________________________________________________________

Salary, Benefit and Paid Leave Expectations ______________________________________________________________________________________________

______________________________________________________________________________________________

Available to Begin Work On_______________________________________________________________________Company Confidential May 2019 Page 22 of 71



Interviewer (Print Name) ______________________________________________

Interviewer (Signature) _______________________________________________ Date _______________________

Next Steps/Notes:

__________________________________________________________________________________________________

__________________________________________________________________________________________________

__________________________________________________________________________________________________

(Template) Reference Check Form – DetailedCandidate Name: ____________________________________________________________________

Reference Name/Title: ________________________________________________________________

Employer Name: ________________________________________________________________________

Dates of Employment - From: _________________________ To: ___________________________

Position(s) Held: _____________________________________________________________________

Compensation History: ________________________________________________________________

Reason for Leaving: __________________________________________ Eligible for Rehire? Yes No

Explain the reason for your call and verify the above information with the supervisor, including the reason for leaving. Notes: ________________________________________________________________________________________________________________________________________________________________________________

1. Please describe the type of work for which the candidate was responsible. __________________________________________________________________________________________________________________________________________________________________________

2. How would you describe the applicant’s relationship with coworkers, direct reports (if applicable) and with superiors? _________________________________________________________________________________________________________________________________________________________________

3. Elaborate on the candidate’s work disposition. __________________________________________________________________________________________________________________________________________________________________________

4. How would you describe the quantity and quality of work generated by the former employee? _____________________________________________________________________________________ _____________________________________________________________________________________

5. What were his/her job strengths? __________________________________________________________________________________________________________________________________________________________________________

6. What were his/her development opportunities or areas to improve on? _____________________________________________________________________________________


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_____________________________________________________________________________________7. What is your overall assessment of the candidate?

__________________________________________________________________________________________________________________________________________________________________________

8. Would you recommend him/her for this position? Why or why not? __________________________________________________________________________________________________________________________________________________________________________

Other Comments: _____________________________________________________________________________

____________________________________________________________________________________________

(Template) Exempt Offer Letter(This document should be modified in accordance with applicable position, benefits and paid leave information)

Date

First and Last NameAddressCity, State ZIP

Dear First Name:

On behalf of Client Name, I am pleased to extend an offer of employment to you as a Job Title, reporting to Name of Supervisor, Supervisor Title. This role in our Company is considered a full-time, exempt position. This offer is contingent on the successful completion of required background checks and drug screenings. Additional details of our offer are set forth below:

Compensation

Your bi-weekly salary will be $_________, which equates to $________ annually. Our pay cycle is ______________, with your first anticipated pay date being ______________, should you choose to accept this offer. These wages are subject to all applicable deductions and withholdings. Your base salary will be reviewed annually and adjusted as appropriate.

Benefits

Needs customization: Upon the 1st of the month following thirty (30) days of continuous employment, you will be eligible to participate in our group benefit plans. Our current program includes medical, dental, vision, short-term and long-term disability insurance, life and AD&D insurance and section 125 flexible spending accounts. Client Name will contribute 100% towards the monthly insurance premium for individual coverage for our medical, dental and vision plans. Short-term disability, long-term disability and life insurance are also available for purchase at the employee’s expense. You will also be eligible to participate in Client Name’s retirement savings plan following the available enrollment period. You will be provided detailed information about these and other employee benefits programs upon commencement of employment.

Paid Time Off Company Confidential May 2019 Page 24 of 71



Needs customization: Client Name provides each employee with fifteen (15) days of paid time off per year, prorated based on your first day of employment. This paid time off can be used for vacation, sick or personal leave. In addition, the Company recognizes seven (7) holidays a year.

Employment Eligibility

On your first day of employment, you will be required to complete the Employment Eligibility Verification form (I-9). To fulfill federal identification requirements, you should bring documentation to support your identity and eligibility to work in the United States. The list of acceptable documents is provided on the Form I-9 of the Immigration and Naturalization Service and can also be viewed at https://www.uscis.gov/i-9-central/acceptable-documents. Please contact me if you have any questions about which documents are acceptable to verify your identity and eligibility to work in the United States.

At-Will Employment

Your employment with Client Name will be considered “at-will”, which means that there is no agreement between you and Client Name or any of its affiliated companies for any definite period of employment. Furthermore, it is understood that you or Client Name has the right to terminate your employment at any time, with or without cause. There is no guarantee of employment terms, conditions or benefits except those that are made in writing by the owner or authorized executive level manager.

Commencement of Employment

Your employment in this position will commence on the mutually agreed upon date of start date here.

This offer is contingent on the successful completion of required background checks and drug screenings. To confirm your acceptance of this offer of employment, please return a signed copy (original) of this employment offer letter to me via email at _________@_____ or by mail. This offer, if not accepted, will expire 5 business days from the date of this letter unless otherwise amended in writing by Client Name.

We reserve the right to withdraw this offer of employment or terminate your employment if it is proven that false information was provided during the pre-hire process.

We look forward to your acceptance of this employment opportunity and to your contributions as a member of the Client Name team. If you have any questions you can reach me at xxx-xxx-xxxx.

Sincerely and for Client Name:

Signature: _____________________________________

First Name & Last NamePosition Title

CANDIDATE NAME HERE

Offer Accepted:

Signature: _____________________________________ Date: __________________


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CANDIDATE NAME


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(Template)Non-Exempt Offer Letter(This document should be modified in accordance with applicable position, benefits and paid leave information)

DateFirst and Last NameAddressCity, State ZIP

Dear First Name:

On behalf of Client Name, I am pleased to extend an offer of employment to you as a Job Title, reporting to Name of Supervisor, Supervisor Title. This role in our Company is considered a full-time, non-exempt position. This offer is contingent on the successful completion of required background checks and drug screenings. Additional details of our offer are set forth below:

Compensation

Your hourly rate of pay will be $XX.XX. Our pay cycle is ______________, with your first anticipated pay date being ______________, should you choose to accept this offer. These wages are subject to all applicable deductions and withholdings. Your hourly rate will be reviewed annually and adjusted as appropriate.

Benefits

Needs customization: Upon the 1st of the month following thirty (30) days of continuous employment, you will be eligible to enroll in our group benefit plans. Our current program includes medical, dental, vision, short-term and long-term disability insurance, life and AD&D insurance and section 125 flexible spending accounts. Client Name will contribute 100% towards the monthly insurance premium for individual coverage for our medical, dental and vision plans. Short-term disability, long-term disability and life insurance are also available for purchase at the employee’s expense. You will also be eligible to participate in Client Name’s retirement savings plan following the available enrollment period. You will be provided detailed information about these and other employee benefits programs upon commencement of employment.

Paid Time Off

Needs customization: Client Name provides each employee with fifteen (15) days of paid time off per year, prorated based on your first day of employment. This paid time off can be used for vacation, sick or personal leave. In addition, the Company recognizes seven (7) holidays a year.

Employment Eligibility

On your first day of employment, you will be required to complete the Employment Eligibility Verification form (I-9). To fulfill federal identification requirements, you should bring documentation to support your identity and eligibility to work in the United States. The list of acceptable documents is provided on the Form I-9 of the Immigration and Naturalization Service and can also be viewed at https://www.uscis.gov/i-9-central/acceptable-documents. Please contact me if you have any questions about which documents are acceptable to verify your identity and eligibility to work in the United States.Company Confidential May 2019 Page 27 of 71



At-Will Employment

Your employment with Client Name will be considered “at-will”, which means that there is no agreement between you and Client Name or any of its affiliated companies for any definite period of employment. Furthermore, it is understood that you or Client Name has the right to terminate your employment at any time, with or without cause. There is no guarantee of employment terms, conditions or benefits except those that are made in writing by the owner or authorized executive level manager.

Commencement of Employment

Your employment in this position will commence on the mutually agreed upon date of start date here.

This offer is contingent on the successful completion of required background checks and drug screenings. To confirm your acceptance of this offer of employment, please return a signed copy (original) of this employment offer letter to me via email at _________@_____ or by mail. This offer, if not accepted, will expire 5 business days from the date of this letter unless otherwise amended in writing by Client Name.

We reserve the right to withdraw this offer of employment or terminate your employment if it is proven that false information was provided during the pre-hire process.

We look forward to your acceptance of this employment opportunity and to your contributions as a member of the Client Name team. If you have any questions you can reach me at xxx-xxx-xxxx.

Sincerely and for Client Name:

Signature: _____________________________________

First Name & Last NamePosition Title

CANDIDATE NAME HERE

Offer Accepted:

Signature: _____________________________________ Date: __________________ CANDIDATE NAME


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ONBOARDING GUIDEAssociates involved with onboarding should utilize this guide and reference the steps, processes, forms, and documents contained within when welcoming a new employee to our Company.

An authorized Human Resources Representative and/or Compliance Officer will oversee changes or updates to this guide and will notify all supervisory associates involved with onboarding accordingly.

NONE OF THE INFORMATION PROVIDED IN THIS GUIDE SHOULD BE CONSTRUED AS LEGAL ADVICE.

Color Code: Blue indicates included in this guide; purple identifies forms provided under separate cover; green calls to attention a recommended best practice (optional)

The first 90 days of employment is when supervisors and mentors execute a professional and effective onboarding process. This includes:

reviewing administrative procedures, confirming position responsibilities, and setting performance expectations.

By continuously assisting new hires in acquiring Company and job knowledge, supervisors and mentors help these new employees develop into effective and confident members of the team.

But remember, there is only ONE chance to make a great first impression. Therefore, individuals involved with the onboarding of new hires should continually reference:


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What the Job is (Job Description, skills required)How the Job is done (SOPs, such as Safety)

The Job's required outcomes (goals & measures)


Onboarding Steps:

1. One Week Prior to First Day of Work


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2. Day One – Part One

A disorganized first day reflects poorly on our Company. We want to ensure that we get the onboarding process right in order to have higher rates of employee engagement, productivity, satisfaction, and lower rates of turnover.


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Review SIGNED offer letter to: - Verify key information - Confirm start date- Determine benefits eligibility- Notify impacted departments (IT, Payroll, etc.)

Mail New Hire Packet Cover and applicable forms- Alert new hire that packet is en route- Ask to complete forms and return them on their first day- Confirm first day arrival information (where to report, to whom, and when)

Customize the Orientation & Training Schedule - Collaborate with new employee’s supervisor for additional content- Assign a mentor or peer coach, who should have lunch with new hire on first day- Complete pre-employment tasks (supplies, business cards, logins, etc.)

Complete the Supplemental Training Schedule- Applies IF the position or person hired needs offsite, classroom, or individualized

training beyond the Orientation & Training Schedule


Companies that get the onboarding process right are rewarded with higher rates of employee engagement, productivity, satisfaction, and lower rates of employee turnover.


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Greeting & Welcome - Be OnTime!- Provide the new employee with a copy of the Orientation & Training Schedule &

Supplemental Training Schedule (if applicabe)- Introduce to Mentor or Peer Coach

Administrative Processing - Introductions and Tour, including restroom, break area, & Company bulletin board

(Employment Law Postings)- Parking, Security & Building Access guidelines- Workstation set up, including phone instructions, voicemail set up, & work

supplies

HR & Payroll Processing- Complete all New Hire Forms required, including Form I9- Reference New Hire Forms Checklist for additional required forms, such as

Confidentiality & Non-Disclosure Agreement (if applicable)- Issue Company Equipment – SIGNED Acknowledgement & Deduction

Authorizations (if applicable)- Add Employee to payroll, notifying external provider with required paprework, if

applicable


3. Day One – Part Two

An Organization Overview is the introduction to Company policies, procedures, and culture. Customize and use New Hire Orientation PowerPoint.


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Policies & Procedures - Organizational Chart & Employee Handbook- Compliance Plan (Open Door Policy & Resolving Concens)- Managers Manual & Training (if applicable)- Job Manuals & Standard Operating Procedures

Compensation & Benefits- Pay Rate, Recording Work Hours, Overtime, & Pay Schedule- Medical, Dental, & All Other Benefits Enrollment Forms & Summary Plan

Descriptions (SPDs), if eligible- Retirement Plan Enrollment and SPDs, if eligible

Time Away from Work- Paid Leave Policies- Holidays (see Payroll Calendar)- Office Closures (Inclement Weather or Other)


4. Post Day One, up to 90 Days

Continue to follow the Orientation & Training Schedule.


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Review the Supplemental Training Schedule commitments, if applicable- Add additional trainings to schedule as needs arise

Conduct a Job Description Review - Reference Job Description that was updated during the recruitment

process- Obtain a signature to indicate mutual agreement & understanding- Review how performance measures are tied to the job description

Schedule & follow through with 10 minute, 1 to 1 meetings- Daily for at least the first week of work- Weekly from end of week one through to end of first 90 days

Encourage interaction with Mentor/Peer Coach each work day.

Review and schedule 90-Day Performance Appraisal process- Reference the Performance Management Guide


5. Create Employee Files

Every employee creates a paper trail for the organization, and all appropriate legal guidelines must be followed in the sorting and retention of these records.

These files must be kept in a secure location, with restricted access.

Main Employee File Confidential File Payroll File*

May include:

Employment application and resume; Education records and transcripts; Skills test results; Employment offer letter; Acknowledgment receipts for any employee handbook or manuals; Emergency contact information; Training records; Performance evaluations; Corrective Actions*; Employee Development Plans: Employee Improvement Programs*.

Includes:

All records with any medical information (i.e. employee physical results, drug test results, records related to Family & Medical Leave, Personal accident reports, Workers' compensation reports, etc.)

All records with any information that could be used to discriminate (i.e. background check results, forms with employee’s date of birth or health history, Post-Employment Voluntary Survey for AAP, etc.)

May include:

W-4 and State Income Tax Withholding form; Direct Deposit Forms; Deduction Authorizations; Copies of time sheet; Paid time off requests / approvals; Pay rate forms / Authorization for all payroll actions; Garnishment orders and records; Authorization for release of private information

* can be a subsection of the Main Employee File

6. Week Prior to Day 90

Complete the 90 Day Performance Appraisal Send meeting request to employee


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7. Day 90 (on or near)

It’s time to conduct the 90 Day Performance Appraisal meeting.

Although continuous performance feedback has been given throughout the onboarding process via regularly scheduled 1 to 1 Meetings, this is the first formal Performance Evaluation between supervisor and employee.


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Ask employee to prepare for meeting by jotting down their thoughts about progress and what they still need to learn.

Ask employee to complete their portion of the Performance Evaluation after the meeting and return within 3 days.

If the Appraisal results are unfavorable, the Introductory Employment Period can be extended.- Reference the Employee Handbook- Adjust/extend Orientation & Training Schedule to align with

identified training needs

Submit completed Appraisal to an authorized HR Representative for filing.


(Template) New Hire Packet CoverDate

New Hire NameNew Hire Address

RE: Client Name New Hire Forms

Dear New Hire Name:

Welcome to Client Name! We believe that each employee contributes directly to Client Name’s growth and success, and we hope you will take pride in being a member of our team.

Enclosed are several required forms that you need to complete and bring with you to orientation on start date, as well as some additional information for your reference.

Complete and Return1. Employee Data Sheet – Please complete fully.2. I-9 Form - Please complete Section 1, at the top of the first page. You will need to bring original

documents to verify your eligibility to work in the US to your orientation – reference list of acceptable documents included with the form. You can provide either one item from list A or one from list B and one from list C. For example, if you use your SS card from list C, then you also need one ID from list B (such as your driver’s license.)

3. Form W-4 is your Federal withholding tax form - Please complete fully, sign and date.4. State Income Tax Withholding Form (if applicable) - Please complete fully, sign and date.5. EEO – 1 Voluntary Self Identification (only if company is required to file an annual EEO-1 report)6. Post - Employment Voluntary Survey (only if company is required to have an Affirmative Action Plan)7. Direct Deposit Form - Please complete fully, sign and date. A voided check must be attached.

Keep for Your ReferencePayroll CalendarHoliday Observation ScheduleEmployee Directory

Following your start date, you will receive a mailing to your home address which will include information and enrollment instructions for our benefit plans, if eligible and applicable.

If you have any questions, please feel free to call me at phone number or email me at e-mail address.

Sincerely,

Authorized HR or Manager Name HereCompany Confidential May 2019 Page 38 of 71



Title Here

(Template) Orientation & Training ScheduleJob Title: Employee Name: Hire Date:

Subject Matter Person(s) Responsible Location Date

Introduction to Employees & Tour of Facilities

System Connection/Workstation Set Up/Voicemail/Review Supplies

Review of New Hire & Benefit Enrollment Paperwork

Internal Policies/Procedures – Employee Handbook

Internal Policies/Procedures – Compliance Plan

Review of Organizational Chart

Introduction to Service Model

Job Description Review

Introduction to Mentor or Peer Coach

Review of Compliance Plan

Distribution of Company Property; keys, parking pass, etc.

Internal New Hire Announcement Sent Out

Standard Operating Procedure Overview


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(Template) New Hire Forms ChecklistMandatory (minimally required) Employment Forms

I-9 . - See below W-4 State Income Tax E-Verify /State New Hire reporting requirements, if applicable Child Labor Certifications, if applicable

Additional Employment Forms Signed Confidentiality & Non-Disclosure Agreement Signed Employee Handbook Acknowledgement Signed Job Description Health Insurance Marketplace Notice, with plans. OR Health Insurance Marketplace Notice, without

plans.Form OMB No. 1210-0149 – 3 pages with Health Plan, 2 pages without Health Plan

Authorization for Direct Deposit form Acknowledgments & Authorization for Payroll Deductions (i.e. Uniforms, Company Property) Other

Completing Form I-9

New and recertifying employees are legally allowed 3 business days to provide proof of eligibility. Any new or re-certifying employee who is unable to satisfy these requirements MUST be suspended from payroll until they are able to do so. Ideally, this form should be filled out after an employee accepts an offer or BEFORE the employee’s first day of work.

The Department of Labor’s I-9 Handbook for Employers should be reviewed and followed to the letter, in order to avoid compliance issues and corresponding fines.

There are two options for completing the I-9. The first is the I-9 fillable “Smart Form”. It is completed on-line and has several built-in error checks and drop-down menus, designed to reduce data entry errors. The printable I-9 form is the other option. This form is printed and completed by hand. Both completion methods are equally acceptable to the DOL.

Review instructions for I-9 completion. Section 1 is filled out by the employee. See instructions for minors or those needing translators or

preparers. Section 2 is filled out by the supervisor, department head, or an authorized HR representative tasked

with processing new hire paperwork. o An authorized Company representative verifies employment eligibility by reviewing 1 form of

documentation for List A, OR 1 form of documentation for list B AND list C - a total of 2. o List of acceptable documents is located on the last 3 of Form I-9, and explained in detail in the I-

9 Handbook for Employers, Section 8.o Reviewer is to examine the ID's, record the required document information on form, and sign

it.Company Confidential May 2019 Page 41 of 71



https://www.uscis.gov/sites/default/files/USCIS/Verification/E-Verify/E-Verify_Native_Documents/E-Verify%20Manuals%20and%20Guides/M-274-Handbook-for-Employers.pdf


https://www.uscis.gov/system/files_force/files/form/i-9instr.pdf?download=1

https://www.uscis.gov/system/files_force/files/form/i-9-paper-version.pdf?download=1

https://www.uscis.gov/i-9


https://www.uscis.gov/e-verify

http://www.irs.gov/pub/irs-pdf/fw4.pdf


Section 3 is used when a List A document expires or if other recertification requirements apply. Make copies of identification for all employees or no employees. DO NOT PICK AND CHOOSE. Set a

standard and apply it uniformly. Completed I-9s are filed collectively, in alphabetic order, separate from individual employee files. If

audited by Immigration, the investigator is permitted access to I9 file(s) only. Files may be retained electronically, provided the system complies with DHS standards, as described in the Handbook, Part 3.

I-9’s for terminated employees must be retained for at least 3 years from the date of hire, or 1 year after termination; whichever is longer. Reference Employee Records & File Retention Guide .


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https://www.uscis.gov/system/files_force/files/form/m-274.pdf?download=1

(Template) Confidentiality & Non-Disclosure AgreementIn consideration of my work with Client Name, I will be exposed to information and materials which are confidential and proprietary and of vital importance to the economic well-being of Client Name. I will not at any time disclose or use, during my time as an independent contractor, or during my temporary or permanent employment, any information, knowledge, or data which I receive or develop during my employment which is considered proprietary by Client Name or which relates to the trade secrets of Client Name. Such information, knowledge, or data includes but is not limited to the following which is by example only: templates, processes, know-how, designs, drawings, diagrams, formulas, test data, accounting or financial data, pricing or salary data, marketing data, business plans and strategies, negotiations and contracts, research, customer or vendor lists, inventions, discoveries (‘trade secrets’) and materials subject to copyright protection.

I further agree that upon termination of my work with Client Name, I shall promptly return any and all documents containing the above information, knowledge, or data, or relating thereto, to Client Name. This agreement shall be binding upon my successors, heirs, assigns, and personal representatives and shall be for the benefit of the successors and assigns of Client Name. In the event that a dispute arises concerning this agreement and a lawsuit is filed, the prevailing party shall be entitled to reasonable legal fees and costs from the other party.

I acknowledge that the proprietary information and trade secrets are created at substantial cost and expense to Client Name and that unauthorized use or disclosure would cause irreparable injury to Client Name I hereby consent to the order of an immediate injunction, without bond, from any court of competent jurisdiction, enjoining and restraining me from violating or threatening to violate this provision.

I understand that my continued work with Client Name is contingent upon my compliance with this agreement.

_____________________________________________________________________________________Signed Print Date

Witnessed by:

_____________________________________________________________________________________Signed Print Date


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(Sample) Job Description(Modify according to specific position requirements; can be copied to separate new Word document and overwritten)

Job Title: Office NinjaDepartment: if applicable Reports To: Refer to Organizational ChartStaff Size: if supervisory roleLast Updated: insert dateStatus & Salary: Exempt or Non-Exempt & Salaried or Hourly. Insert annual or hourly pay RANGE here.

SUMMARY OF ROLE The Office Ninja is responsible for _________________________________________________. This includes but is not limited to _________________________________________________.

ESSENTIAL DUTIES16. Effectively cuts through red tape.17. Slices deadlines in half.18. Does not let problems sneak past their attention. Addresses in timely manner. 19. Reviews ___________________________________.20. Answers phone, direct calls, and take messages.21. Is familiar with ______________________________________________.22. Checks and monitors ____________________________________.23. Collects __________________________________________.24. Monitors ____________________________________________. Responds appropriately. Refers to

copy of Rules and Regulations for guidelines.25. Completes information on __________________________________________________.26. Assists with quarterly ____________________________________.27. Conducts ____________________________________________.28. Assists with ____________________________________.29. Attends staff meetings and training as required.30. Performs other duties as assigned.

KNOWLEDGE, SKILLS & ABILITIES Exceptional interpersonal skills which positively benefit interaction with internal and external clientele. Ability to exercise good judgment and self-control. Good comprehension and communication skills, with the ability to listen to and understand

information and ideas presented through verbal communication. Enthusiasm, good attitude, trustworthiness, personal integrity, and honesty. Must be detail oriented, able to plan, prioritize, and meet deadlines in a fast-paced environment. Appropriate level of administrative experience and skills. Effective communication skills with employees at all levels. Demonstrated ability to operate safely in the workplace, with experience in holding peers and direct

reports accountable to safety standards. Ability to work autonomously and understand when a superior should be involved in decision making.


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Good decision-making skills, with the ability to analyze information, evaluate results, and implement the best solution to solve problems or challenges.

Self-motivated, with a dedication to keeping up to date technically, and applying new knowledge to your job.

QUALFICATIONS High school diploma or educational equivalent. Access to reliable transportation. Computer skills, with working knowledge of the primary Microsoft Office programs. Ability to successfully pass a background check and other pre-employment screening.

PHYSICAL REQUIREMENTS Able to lift & carry items up to 15 lbs. 50% of the day. Able to stand, kneel, bend at knees, squat throughout the day. Able to sit at a desk comfortably while working on a computer, for extended periods of time.

EMPLOYEE ACKNOWLDEGMENT

__________________________________________________________________ ________________Print Signed Date


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EMPLOYEE FILES GUIDEEmployee files are to be established and retained on all current and former employees. Please reference Employee Records & File Retention Guide.

Two separate files are to be set up per employee; one for employment-related information and one for all benefits and/or health related information.

All Form I-9 and EEO information for current and former employees should be collected and retained in separate files:

1 Active Employee I9 File (sorted alphabetically) 1 Termed Employee I9 File (sorted alphabetically) 1 EEO-1 Voluntary Self Identification File (if company is required to file an annual EEO-1 report)

o Visa applications and other immigration or work eligibility forms should be kept with I-9 information.

Employee Paperwork Checklist o Employment Application o Pre-Employment Checks (References, Background Checks, Drug Screens, etc.)o Employee Data Sheeto I-9 . See below for completion detailso W-4 o State Specific tax form, insert link(s); or other applicable state form. o State Specific New Hire reporting, insert link, or e-verify (if applicable)o EEO-1 Survey Information Form (sample forms - if applicable)o Post-Employment Voluntary Survey (for Affirmative Action, if applicable)o Signed Confidentiality & Non-Disclosure Agreemento Signed Employee Handbook Acknowledgemento Health Insurance Marketplace Notice, with plans. OR Health Insurance Marketplace Notice, without plans.

Form OMB No. 1210-0149 – 3 pages with Health Plan, 2 pages without Health Plano Signed Job Descriptiono State Specific Youth Work Verification Process, if applicable, insert link o Authorized Direct Deposit formo Acknowledgments & Authorization for Payroll Deductions (i.e. Uniforms, Company Property)o Other

Completing Form I-9 New and recertifying employees are legally allowed 3 business days to provide proof of eligibility. Any new or

re-certifying employee who is unable to satisfy these requirements MUST be suspended from payroll until they are able to do so. Ideally, this form should be filled out after an employee accepts an offer and on or BEFORE the employee’s first day of work.

The Department of Labor’s I-9 Handbook for Employers should be reviewed and followed to the letter, in order to avoid compliance issues and corresponding fines.

There are two options for completing the I-9. The first is the I-9 fillable “Smart Form”. It is completed on-line and has several built-in error checks and drop-down menus, designed to reduce data entry errors. The printable I-9 form is the other option. This form is printed and completed by hand. Both completion methods are equally acceptable to the DOL.


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https://www.uscis.gov/i-9


https://www.eeoc.gov/employers/eeo1survey/sample_self_identification.cfm

https://www.eeoc.gov/employers/eeo1survey/sample_self_identification.cfm

https://www.uscis.gov/e-verify

http://www.irs.gov/pub/irs-pdf/fw4.pdf


Review instructions for I-9 completion. Section 1 is filled out by the employee. See instructions for minors or those needing translators or preparers. Section 2 is filled out by the supervisor, department head, or an authorized HR representative tasked with

processing new hire paperwork. o The Company Representative verifies employment eligibility by reviewing 1 form of documentation for

List A, OR 1 form of documentation for list B AND list C - a total of 2. o List of acceptable documents is located on the last page of Form I-9, and explained in detail in the I-9

Handbook for Employers, Section 8.o Reviewer is to examine the ID's, record the required document information on form, and sign it.

Section 3 is used when a List A document expires or if other recertification requirements apply. Make copies of identification for all employees or no employees. DO NOT PICK AND CHOOSE. Select a

standard and apply it. Completed I-9s are filed collectively, in alphabetic order, separate from individual employee files. If audited

by Immigration, the investigator is permitted access to I9 file(s) only. Files may be retained electronically, provided the system complies with DHS standards, as described in the Handbook, Part 3.

I-9’s for terminated employees must be retained for at least 3 years from the date of hire, or 1 year after termination; whichever is longer. Reference Employee Records & File Retention Guide.

Creating Employee FilesInformation kept in employee files should be strictly job-related. To ensure an acceptable level of compliance, the following should on file for each employee:

full name employee number and/or social security number home address including zip code job title basic payroll records Other documentation kept in these files may include:

job application, resume, college transcript, & job description; records on hiring, promotion, demotion, corrective action, transfer, rates of pay, other forms of compensation; handbook acknowledgement; education & training records, letters of recognition, performance evaluations, and exit interview.

Employee Benefits/Medical FilesThe Americans with Disabilities Act and HIPAA requires employers to keep all medical records separate from personnel files. Medical records include any benefits-related information including benefits enrollment information, physical examination results, medical leaves, workers’ compensation claims and drug and alcohol testing. These files are also considered confidential and privileged documents.

Storing I-9 Forms and EEO InformationTwo I9 files should house all completed I9s and supporting documents; one (1) for active employees and one (1) for terminated employees. Any materials and data relating to race (EEO form), age and gender should be kept in a single “EEO Information” file. Forms should be filed alphabetically by employee name.


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https://www.uscis.gov/system/files_force/files/form/m-274.pdf?download=1



https://www.uscis.gov/system/files_force/files/form/i-9instr.pdf?download=1

Maintaining & Reviewing Employee FilesThe primary employee files, I-9 files and EEO information will be stored at the corporate office.

Managers are permitted to maintain “working” employee files at their job site. These include information and notes related to an employee’s overall performance during the year and can be used to facilitate a corrective action session or complete a performance evaluation. Information that is considered a permanent part of an Employee File, such as a completed Corrective Action Form or Performance Evaluation should be forwarded to the corporate office.

All files should be in a locked and secured file cabinet in a room with a locked door and limited access.

We have Company guidelines that establish who has authority to access and inspect primary files. Typically, those with access include: the employee under direct HR supervision, supervisors on a need to know basis, and the authorized HR representative who maintains these records.

It is important to note that all Employee Files are considered confidential, privileged records and should not be disclosed to anyone outside of our Company except as required by government regulations or upon advice of counsel in legal proceedings.

Employee Records & File Retention GuideTYPE OF MATERIALS/RECORDS RETENTION

REQUIREMENTSCOMMENTS

Hiring & Employment Records

Job applications & Resumes* Hiring-related records, including

offer letters Job Advertisements & Job

Descriptions Interview notes, tests and test

results Performance evaluations Education and training records Verification of licenses,

certifications and degree Verification of previous

employment Letters of recognition Employment Policies &

Procedures Employee/Personnel Files

At least 2 years ** *Even for applicants not hired.

EEO information must be kept separate from other hiring records information.

** Federal contractors should keep these records for at least three (3) years.

Basic Employee Information

Employee Name Address Social Security Number Date of Birth Job classification (exempt/non-

exempt) Job title Completed I-9 forms**

At least 3 years

** Completed I-9 forms must be kept separately from basic employee information.

**Terminated Employees : I9’s should also be retained for at least 3 years from the date of hire, or 1 year after termination; whichever is longer.


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Payroll Records*

Daily work schedules Employee pay rates Weekly compensation rates;

daily for federal contractors Scheduled dates of payment Daily and weekly hours worked Overtime hours worked Pay, annuity, and pension

payment amounts Benefit information Deduction amounts Additional pay amounts

At least 3 years

Any documents related to Garnishment of Wages must be separate from main employee file.

This includes retention of documents that would be considered relevant to an Age Discrimination Claim.

*Records verify equal pay should be kept for length of employment, plus five years minimum.

*Contractors should also retain any list of a predecessor contractor’s employees which has been furnished showing employee’s length of service information.

Tax Records Four (4) years Includes Personal Income Tax Withholding Orders

Employee Benefit Plan Records (ERISA)* At least Six (6) Years**

**From date of filing.*COBRA records are not specifically mentioned under this requirement, however, following ERISA retention guidelines for COBRA records is legally recommended.

Employment Actions

Hiring Promotions Transfers Rehiring Performance evaluations Separation from employment Layoffs Exit interviews

Two (2) years from date of action*

*Three (3) years for federal contractors

Health, Medical and Safety Data (Non-Benefit Plan)

Requests for accommodation of disability

FMLA Job related illnesses and injuries Drug Test records Medical exams Toxic substance exposure

records Blood-borne pathogen exposure

records

Varies (see below)

One (1) yearThree (3) yearsFive (5) yearsFive (5) years*Thirty (30) yearsThirty (30) yearsThirty (30) years

Keep separate from all other employment related files and materials.

*One year from date of test, or five (5) years for records relating to DOT positions.


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TYPE OF MATERIALS/RECORDS STATE RETENTIONREQUIREMENTS

COMMENTS

State Workers’ Compensation Insurance

Employee Name Address Social Security Number Dates of hire/separation/re-hire Payment dates for cash and noncash

wages Dates and hours worked

State Income Tax Forms

State Unemployment

(State Initials)

(State Initials)

(State Initials)

( ) years

( ) years

( ) years

Generally, the retention period begins at the end of the month following the quarter to which the record relates. Records must be open for inspection by state unemployment officials at any reasonable time.

Individual state law requirements may supersede OR add to the above.

Seek HR input on state specifics for Income Tax Records, Drug Screens & Worker’s Compensation Records.


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PERFORMANCE MANAGEMENT GUIDE Associates involved with Performance Management should utilize this guide and reference the steps, processes, forms, and documents contained within when evaluating an employee’s performance.

An authorized Human Resources Representative and/or Compliance Officer will oversee changes or updates to this guide and will notify all supervisory associates accordingly.

NONE OF THE INFORMATION PROVIDED IN THIS GUIDE SHOULD BE CONSTRUED AS LEGAL ADVICE.

Color Code: Blue indicates Included in this guide; Purple identifies Forms provided under separate cover; Green calls attention to Recommended best practice (optional)

Successful performance management is a process, not an event. Throughout each employment year, supervisors and managers should:

We expect management staff to commit to their role as a coach by providing structured feedback - both positive and constructive - to the associates they manage through:

1. Annual Performance Appraisals for all employees2. 90 Day Performance Appraisal (reference Onboarding Guide) at the end of a newly hired employee’s

Introductory Period3. Initiating Employee Corrective Action as necessary – this should be timely, consistent, impartial,

progressive, & proportional

Any performance appraisal does not automatically result in a pay increase. A raise is a result of: above average work performance, documented by appraisal(s) our operating budget the employee’s current pay in relationship to our pay scale and job market


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Regularly set performance expectationsMonitor performanceImmediately address policy & performance concerns


Annual Appraisal Steps - Supervisor:1. Job Description Review

2. Working File


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Discuss & present any changes to the

employee during the appraisal meeting.

Work with HR to update Job

Description, if applicable, based on

needs that arise during this appraisal.

Were job expectations clearly discussed

during Onboarding?*These are the starting

point for completing the Annual Appraisal

Throughout the year, keep notes & emails regarding each employee's performance. This will help ensure the performance appraisal reflects performance over the entire year, rather than just the most recent events. (See Common Performance Appraisal Errors)

Include documentation of formal & informal 1 to 1 meetings & interactions. Include moments when work was directly observed & specific, fact-based feedback was given on their performance.

Supervisor should evaluate how well the employee responded to identified improvement areas.Performance observations & discussions are not once a year, but an ongoing conversation.


3. Completing the Appraisal Form (numerical or narrative)


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At least 2 weeks prior to appraisal due date, schedule a time to conduct the appraisal meeting & send meeting invite(s).

At the same time, provide the employee with the Employee Self-Appraisal form.Employee Self- Appraisal should be returned at least 1 week prior to the meeting.

Direct supervisor completes the appropriate Performance Appraisal form (numerical or narrative) in advance of the scheduled meeting.

In the comments section, include specific examples of the employee’s accomplishments & challenges to illustrate areas of strength & opportunities for development. Examples should be available in the main Employee File and the Working File – see section above.


4. Conducting the Appraisal

Forward the final, signed version of the appraisal to an authorized HR Representative for the employee’s personnel file.


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Conduct meeting in a private location, free of distractions and interruptions. Provide professional, honest, direct feedback. Cite specific examples that support the appraisal. Because of on-going coaching and communication, contents of an appraisal should NEVER be a surprise.

Review each section, performance ratings, and feedback. Explain the evaluation and any new behaviors needed.Discuss areas where the appraisal ratings significantly differ from the Self- Appraisal. Ask employee to provide examples that support their ratings, and consider if that information justifies a change.

In the comments section, include specific examples of the employee’s accomplishments & challenges to illustrate areas of strength & opportunities for development. Review the main Employee File and the Working File – see section above.

Obtain the employee's signature on the appraisal form. If the employee would like to review the appraisal & include comments, ask them to sign to confirm appraisal discussion. Make a copy of appraisal for them to make comments on & request its return within 3 days.

Begin again! Share the new expectations for the coming year. Supervisor and employee collaborate on settingaccomplishments for the coming year, with a clear commitment on how to meet performance expectations. Set follow up dates to insure expecations are being met.


Performance Action Plans

While we hope that training and feedback will be enough to assist employees in meeting the expectations of the job, sometimes it takes a focused approach to improve performance.

A Performance Action Plan:

Provides a struggling employee with specific areas for improvement & direction for meeting expectations

Sets a time frame to assess improvements & take additional action Assists our Company in defending itself against unemployment claims or wrongful termination

complaints

A Performance Action Plan can be used when:

The overall Performance Appraisal is “Below Expectations”; OR When performance consistently falls below expectations during the year; OR If policy or procedure violations continue. (See Corrective Action)

When utilizing and completing a Performance Action Plan, outline the current situation and the specific changes which must occur for the employee to improve performance to an acceptable level, and in some cases, retain their job.


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Follow through is key. Track all

applicable dates.

Obtain employee's signature to confirm

required performance &

potential consequences.

Review the plan with employee in a

professional, honest, direct manner.


Corrective (Disciplinary) Action

There are times when despite the best efforts to motivate, coach, develop, and engage an employee, they cannot or will not perform in an acceptable manner.

An employee's performance may be impacted by a chronic issue such as: absenteeism a single, but urgent, incident (such as a safety violation) performance results which are below standards poor interpersonal relationships on the job.

At these times, corrective steps must be taken. The purpose of corrective action is to communicate the seriousness of the situation, and the potential result if the situation is not reversed.

1. Pre-Corrective Action Questions for ManagersA. Has the employee been properly trained and supervised?B. Did the employee know they were having trouble?C. Did the employee know how to fix the problem?D. Was the employee offered help?E. Was the incident thoroughly investigated (if applicable): who, what, when, where and why?F. Did the employee know the consequences?G. Is the supervisor committed to their success?

2. Corrective Action StepsWhen evaluating employees and addressing policy violations through Corrective Action, refer to:


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Any other documents that provide Company-wide or job-specific conduct or performance expectations

The Employee Handbook

This document The Job Description

Compliance Plan

Performance Standards


Once a performance deficiency or policy violation occurs, take immediate action.

Our corrective action policy is NOT progressive discipline. The Company reserves the right to apply any level of Corrective Action (below) appropriate to the situation.

Always obtain an employee signature for written warning and performance action plans. Company Confidential May 2019 Page 57 of 71


Initiate written counseling by completing the Employee Corrective Action form.

Meet with the employee on the day of, or business day closest to the most recent infraction.The longer the time span between incident and counseling, the less effective Corrective Action is.

Invite a silent witness to be present if necessary (potentially hostile employee).

Verbal warning. Must be documented & placed in the working file.Written Warning. There can be multiple.Performance Action Plan. See section above.

Final Written Warning. Unpaid Suspension, Decision Making Leave


If the employee refuses to sign, write “refused to sign” in the signature section and have the employee or witness initial the statement.

Remit the completed Employee Corrective Action form to an authorized HR representative, to be placed in the main Employee File.


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(Template) 90 Day Performance AppraisalEmployee Name: __________________________________ Title: ________________________________

Supervisor Name: _________________________________ Department: __________________________

Assessment Period: __________to_____________ Position Hire Date: ___________________________

Overall Summary of Performance / Additional Comments:

Significant Strengths / Accomplishments / Contributions:

Opportunities for Improvement / Recommendations for Future Development:

Employee Comments / Feedback:

Evaluator’s Signature: _________________________________ Date: ____________________________

Employee’s Signature: _________________________________ Date: ____________________________


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(Template) Employee Self-AppraisalThis worksheet is part of our performance appraisal and planning process. It is intended to clarify your perception of your performance and goals, and to serve as a starting point for discussion with your supervisor. Please attach any materials you would like to review and/or discuss with your supervisor during the performance appraisal meeting.

Employee Name: _______________________________ Title: _____________________

Supervisor Name: ___________________________________ Department: __________________

Today’s Date: Click here to enter a date. Hire Date: Click here to enter a date.

A. Major Activities:

Please briefly describe the main responsibilities of your position during this appraisal period.

1.

2.

3.

4.

B. Accomplishments:

Please record one or more major accomplishments during this appraisal period. For each accomplishment, describe your role in terms of what you have done. Include any improved approaches or significant contributions you have made.

Major Activity Your Role Accomplishments

1.

2.

3.

4.

C. Discussion Items:

Please identify aspects of your job you would like to discuss with your manager during the performance appraisal and planning meeting.

1.

2.

3.

4.


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D. Goals and Competencies:

Describe both short- and long-term work-related goals and competencies you wish to pursue in the future. Consider areas for training and personal development, projects you plan to work on, etc.

1.

2.

3.

4.

E. Record of Other Activities:

Please describe activities you participated in during the appraisal period that you consider important to your professional development and to the work of the organization.

1.

2.

3.

4.

F. Other Remarks:

Please include any other comments you may have about your job and your work performance:

1.

2.

3.

4.


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(Template) Performance Appraisal Form - Numerical RatingsEmployee Name:

Title:

Supervisor:

Appraisal Period:

Job Definition 1. Attach a current job description; if applicable, make note of any significant changes since last year’s performance

appraisal.

2. Note here what goals were agreed to when last appraisal and indicate status; choose from: Not Started, Active/In Process, Completed, or Deferred.

Job Performance (Depending on position, some requirements may be more relevant)

5 Exceptional: Performance is consistently superior and significantly exceeds position requirements.

5 Ex

cepti

onal

4 Hi

ghly

Effe

ctive

3 Pr

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2 In

cons

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1 U

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N/A

New

/Not

App

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4 Highly Effective:

Performance frequently exceeds position requirements.

3 Proficient: Performance consistently meets position requirements.

2 Inconsistent: Performance meets some, but not all position requirements.

1 Unsatisfactory: Performance consistently fails to meet minimum position requirements; employee lacks skills required or fails to utilize necessary skills.

N/A New/Not Applicable:

Employee has not been in position long enough to have demonstrated the essential requirements of the position and will be reviewed at a later agreed upon date.

1. Applies knowledge and skills to perform the essential duties competently

Brief explanation: ☐ ☐ ☐ ☐ ☐ ☐

2. Ability and expertise in carrying out essential duties listed on job description


3. Planning, organizing, time management and prioritizing workload ☐ ☐ ☐ ☐ ☐ ☐


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5 Ex

cepti

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4 Hi

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Effe

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3 Pr

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2 In

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N/A

New

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4 Highly Effective:







Brief explanation:

4. Accountable & dependable; sees tasks through to completion in a timely manner

Brief explanation:

☐ ☐ ☐ ☐ ☐ ☐

5. Recommends and implements improvements that are consistent with Company or team mission, vision and/or goals.

Brief explanation:

☐ ☐ ☐ ☐ ☐ ☐

6. Communicates (verbal and written) effectively with leaders, co-workers and customers

Brief explanation:

☐ ☐ ☐ ☐ ☐ ☐

7. Ability to work independently and with a team.


8. Motivation to learn and grow


9. Flexible to Company needs; willingness to take on additional responsibilities


10. Reliability (attendance, punctuality, meeting deadlines)


11. Analysis, judgment, problem solving and decision-making


Additional performance competencies for employees with supervisor responsibilities

12. Handles employee challenges fairly and consistently☐ ☐ ☐ ☐ ☐ ☐


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5 Ex

cepti

onal

4 Hi

ghly

Effe

ctive

3 Pr

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2 In

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1 U

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N/A

New

/Not

App

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4 Highly Effective:







Brief explanation:

13. Hires employees who fit Company and job requirements and sets clear performance expectations

Brief explanation:

☐ ☐ ☐ ☐ ☐ ☐

14. Helps employees develop their knowledge, skills and abilities. Gives timely feedback and is committed to completing annual appraisals.

Brief explanation:

☐ ☐ ☐ ☐ ☐ ☐

15. Delegates appropriately, based on the employee’s ability and potential.


16. Timely, constructive, appropriate and documented corrective/disciplinary action with employees.

Brief explanation:

☐ ☐ ☐ ☐ ☐ ☐

17. Leads by example; develops a diverse workforce and an inclusive environment.

Brief explanation:

☐ ☐ ☐ ☐ ☐ ☐

Performance Summary (attach additional pages as necessary)

1. List specific examples of employee’s performance that contribute to his or her effectiveness.

2. List what employee needs to improve on for greater effectiveness.

3. Is the employee ready for increased responsibility? What additional training will he/she need to be successful?


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Goal Setting and Development Planning

4. List the employee’s performance goals for the coming year:

5. Identify for the employee how these goals tie to Company goals:

6. List the employee’s training/development goals for the coming year:

7. List here the guidance and assistance the employee should be aware of to accomplish these goals?

This annual performance appraisal will become part of your HR file. Please sign below to acknowledge that you have received this document.


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Employee’s Signature: Date:

Supervisor’s Signature: Date:


(Template) Narrative Performance AppraisalEmployee Name

Job Title

Supervisor

Appraisal Period

A. CURRENT RESPONSIBILITIESAttach a current job description. If applicable, make note of any significant changes since last year’s performance appraisal.

B. PERFORMANCE ASSESSMENT 1. Describe below the employee’s job performance. Base your evaluation upon the primary function and

essential duties listed on the job description, achievement of the goals established for the past year, and your assessment of the employee’s accomplishments.

2. Describe areas of exceptional or above and beyond performance or accomplishments that should be particularly noted. Provide specific examples.

3. Which essential duties, as per attached Job Description, need more attention or improvement? Provide specific examples.

4. What SPECIFIC knowledge, skills and abilities does the employee need to improve? Provide specific examples.

5. State and discuss the performance expectations and goals for the upcoming appraisal period. How will you support the employee to accomplish these goals?

C. EMPLOYEE COMMENTS (Optional)For the upcoming year, list specific professional developmental activities (i.e. training, developmental assignments, etc.) and deadlines for completion How will you support the employee to meet these goals?


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D. EMPLOYEE COMMENTS (Optional)The employee may comment on the performance appraisal in the space provided below.

My signature below confirms that this annual appraisal has been presented and discussed with me. I understand it will become a part of my employee file.


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Employee’s Signature: Date:

Supervisor’s Signature: Date:


Common Performance Appraisal ErrorsFor a performance appraisal system to be valid and legally sound, performance must be accurately rated. There are several common errors to be aware of and avoid when evaluating employees:

Halo Effect is when certain employees are rated higher than others just because they are well liked.

Horn Tendency is when an employee is rated lower because he or she is not liked or popular.

Central Tendency occurs when the evaluator fails to give high or low evaluations and lumps everyone in the middle to avoid problems.

Recency Tendency occurs when the evaluator looks only at the most recent accomplishments or problems that the employee has had, rather than reviewing an employee’s work over the entire year.

Strictness (low rater) “No one ever exceeds my expectations”

Leniency (high rater) “I don’t want to demotivate my employees by rating them Below Expectations”

Behavior is documented as a personality description rather than specific job-related performance examples.

Performance examples are based on unsubstantiated hearsay or opinions instead of accurate observations of factual job-related behaviors.

Performance ratings are distorted by the undue influence of one significant incident.

Keeping notes of observations and specific examples throughout the year will help you accurately rate performance and avoid these errors.


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(Template) Performance Action PlanEmployee Name: Click here to enter text. Title: Click here to enter text.

Supervisor Name: Click here to enter text. Date: Click here to enter text.

Reason(s) for Action Plan: Click here to enter text.

Timeframe in which targeted performance/behavior must be achieved: Click here to enter text.

Consequences if targeted improvement is not achieved: Click here to enter text.

(Note: The implementation of this Action Plan period does not contradict or negate the employment at-will doctrine. Continuation of your employment status is not guaranteed during this plan period, nor is there any implied guarantee for continued employment at the end of the plan period.)

I agree to abide by the conditions outlined above:

________________________________Employee Print/Sign Date

Employee Comments:

________________________________Supervisor Print/Sign Date


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Improvement(s) Required Suggestion(s) for Achievement

1) Click here to enter text. 1)

Click here to enter text.






(Template) Employee Corrective Action

☐ VERBAL ☐ WRITTEN #____ ☐ SUSPENSION ____days ☐ DISCHARGE

Employee Name: ____________________________ Dept.: ____________________ Incident Date: _________________

Following are the reasons for which you are being counseled due to violations of an established policy and/or procedure:

☐ Attendance/Tardiness☐ Insubordination☐ Improper use/destruction of property and/or equipment☐ Reporting to work or working under the influence of drugs and/or alcohol☐ Violation of other established work rules/policy/regulations___________________________________________☐ Other / Performance: __________________________________________________________________________

Detailed explanation of Incident(s):

__________________________________________________________________________________________________

__________________________________________________________________________________________________

__________________________________________________________________________________________________

Further instances will result in :

__________________________________________________________________________________________________

__________________________________________________________________________________________________

__________________________________________________________________________________________________

Employee Comments:

__________________________________________________________________________________________________

__________________________________________________________________________________________________

__________________________________________________________________________________________________

__________________________________________________________________________________________________Employee Signature* Date Witness Signature

*Employee signature indicates that the corrective action described above has been discussed with the employee.

__________________________________________________________________________________________________Company Confidential May 2019 Page 70 of 71



Supervisor Signature Date Printed Name


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