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Manager Orientation Binder
Revised: September 2008
Spectrum Society for Community Living www.spectrumsociety.org
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Contents Manager Orientation Checklist……………………………………………….. 3 Core Values…………………………………………………………………… 7 Annual Timeline of Reporting and Monitoring Requirements……………….. 8 Program Documents List……………………………………………………… 10 Policies and Procedures Manual [separate electronic file – click on link below] http://www.spectrumsociety.org/Newsletters/Forms/PublicView.aspx?RootFolder=%2fNewsletters%2fPolicies%20and%20Procedures&View=%7b277E9AF1%2d670B%2d42BB%2d9BEC%2dEEE10546C102%7d Addendum to Personnel Policies……………………………………………… 14
SPECTRUM SOCIETY FOR COMMUNITY LIVING 3231 Kingsway, Vancouver, B.C. V5R 5K3 Phone (604) 323-1433 Fax (604) 321-4144 www.spectrumsociety.org
MANAGER ORIENTATION CHECKLIST
Instructions to trainer: This orientation will require two or three separate meetings. Don’t try to cover it all at once. Please refer to the appropriate resources or manuals for specific procedures, including online resources – eg. the Technology Support site, H/R site, Leadership site. Consult with the coordinator where indicated. Note any additional information given in the spaces provided. The trainer is responsible for notifying H/R when starting a manager orientation, and submitting the completed checklist to H/R. Manager’s Name:
Program:
Trainer:
Coordinator:
Orientation dates: Manager
initial Trainer initial
JOB DESCRIPTION: Manager has signed a job description for this position, which has been reviewed and signed off by the coordinator and submitted to H/R, along with confirmation of the following information:
- Start date in this position - Permanent or temporary position? (if temporary, note end date) - Rate of pay
Comments:
TECHNOLOGY ACCESS: Assigned computer username, Sharevision username, email address and voicemail number. Obtained voicemail instruction sheet from office manager. Comments:
MANAGER ORIENTATION BINDER: Received a copy of the Manager Orientation Binder. Comments:
PROGRAM OVERVIEW: (Discuss with coordinator) Reviewed program history and goals, program model, who directs the service (eg. is there a microboard?), important contacts and resources – eg. BC Housing. Comments:
FAMILY INVOLVEMENT: (Discuss with coordinator) Discussed family involvement, frequency of contact, critical issues – eg. who is responsible for managing individuals’ funds, health care decision-making, etc. Identify committee / power of attorney, if applicable. Comments:
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Manager initial
Trainer initial
INTRODUCTIONS: Formally introduced to persons served, families, all staff, managers team, program coordinators, directors, professionals. Discussed roles and responsibilities of key people. Introduced to office admin staff (Judy, Barb, Kristina, Jerry, Kyla, Ivy) and discussed roles. Reviewed organizational chart. Comments:
NEW PROGRAM START-UP PACKAGE: (Applies to new programs only) Received New Program Start-Up Package. Comments:
PROGRAM ORIENTATION: Completed the program orientation. Note who provided the orientation in the space below. Reviewed program orientation checklist and designated responsibility for orienting new staff. Comments:
SPECTRUM (OFFICE) ORIENTATION: Attended the two-hour orientation to Spectrum. Comments:
CONTRACT AND PROGRAM BUDGET: Reviewed contract and program budget (including number of staff hours budgeted, by position) with Ernie. Email Ernie at [email protected] to set up a meeting. Comments:
STAFFING: (Discuss with coordinator and/or H/R). Identified all program staff by position, and any current or upcoming vacancies / leaves. Reviewed staff schedule, relief protocol and displaced staff protocol. Discussed seconding of staff in emergencies. Identified Sharevision H/R site and staff list. Comments:
COM VIDA: Introduction to ComVida H/R and Scheduling (set up with Human Resources – Kyla). ComVida login assigned. Located knowledge-based articles on tech support site. Reviewed how to print out manager info report – status of staff first aid, evaluations, etc. Located payroll schedule. Comments:
SHAREVISION: Introduction to Spectrum website and internal staff site. Completed Sharevision checklist. Comments:
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Manager initial
Trainer initial
SECURITY SYSTEMS: Received house keys. Reviewed in house and office security procedures (alarm systems, protection of confidential documents). Comments:
PERSON-CENTRED PLANNING: Located Sharevision Person Centred Planning site. Located Sharevision record of person-centred plans for each individual. Discussed manager’s responsibility for ensuring that each person has a current plan on file, and for calling and facilitating review meetings. Note below anyone who does not have a current plan on file. Comments:
MONITORING AND REPORTING: Located monitoring reports on Sharevision program site, and note any items from the most recent reports that require follow-up. Reviewed annual timeline of monitoring and reporting, including any external monitoring (licensing, funders, external health and safety reviews). Comments:
TEAM MEETINGS: Discussed frequency of team meetings and manager’s responsibility for organizing and leading team meetings. Refer to “Team Meetings” section of Personnel Manual Addendum. Reviewed record of minutes; discussed how to create “Minutes” folder and upload to Sharevision program site. Comments:
HIRING INTO POSITIONS: Located online job postings and discussed process. Reviewed procedures for hiring into positions (Addendum to Personnel Manual). Comments:
STAFF FEEDBACK AND EVALUATIONS: Reviewed evaluation process and current status of evaluations for all permanent staff in the program, and any disciplinary actions that are ongoing (confidential: arrange with H/R or coordinator). Located evaluation forms on public website and internal site. Note below any staff who require evaluations, including recently hired staff who will need 3-month probationary evaluations. Comments:
MANAGER EVALUATIONS: Reviewed manager evaluation process. Comments:
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Manager initial
Trainer initial
STAFF TRAINING: Discussed manager’s responsibility for monitoring training needs of their staff and arranging for inservice training. Identified any training needs within the team (discuss with coordinator). Comments:
PEER TRAINING: Trainer – suggest 3 managers for the person to meet with and go through a short orientation to their program(s). Manager 1: Manager 2: Manager 3:
Coordinator to approve the trainer’s suggestions, or provide alternate manager contacts:
Check when completed:
FOLLOW-UP: Please make a note of anything that needs to be followed up. Indicate timeframe and person(s) responsible. Manager’s signature: Date:
Coordinator’s signature: Date:
Trainer’s signature: Date:
TRAINER: Make 2 copies of the completed orientation checklist – give one to the Manager and one to the Coordinator.
Return original to H/R for filing.
Current: October 2008
SPECTRUM SOCIETY FOR COMMUNITY LIVING 3231 Kingsway, Vancouver, B.C. V5R 5K3 Phone (604) 323-1433 Fax (604) 321-4144 www.spectrumsociety.org
CORE VALUES
The core values of an organization form the foundation on which we perform all our work and interact with one another. We have a whole universe of values, but some of them are so primary, so important to us, that throughout the inevitable changes in government, politics, technology, social mores, popular culture – they are always the values we will abide by. In an ever-changing world,
core values are constant.
SPECTRUM’S CORE VALUES
1. We are committed to the people we support. 2. We believe in the power of teamwork. 3. We are ethical in all interactions with everyone. 4. We are optimistic in our approach and outlook. 5. We operate with fundamental respect for ourselves and others. 6. We respond, rather than react, in stressful situations. 7. We make it fun.
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SPECTRUM SOCIETY FOR COMMUNITY LIVING
ANNUAL TIMELINE OF MONITORING AND REPORTING REQUIREMENTS
EVERY MONTH - Day Program attendance (email reminder will be sent) - Fire drills – documented on the Emergency Drills record - Team meetings held and – documented - Timesheets reviewed and submitted semi-monthly to payroll, as per payroll
schedule (see link on Spectrum website) - Credit card receipts (Safeway, Esso) in to accountant by the end of the first
week each month - Review monthly financial statements - Monitor staff evaluations to ensure they are kept up-to-date - Monitor person-centred plans to ensure they are kept up-to-date
JANUARY Quarterly reports due January 15th - for fourth quarter of last year (Oct-Dec)
Program monitoring due January 31st
- Semi-Annual Health and Safety Report - Annual Program Report - Accessibility Checklist - CIR summaries - Employee Safety Checklist - Preventive Maintenance Checklist
(All of the above are on Sharevision program sites) Completed orientation checklists for the last year due in to Q/A office Jan 31 Completed Emergency Drills Record for the last year due in to Q/A office January 31st Review and update all program documents and files; archive as required MARCH Semi-annual review / update of timesheets – due in to H/R March 15th Individuals’ Income Tax returns filed, according to guidelines Annual Vacation Requests due in to H/R by March 30th
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APRIL Quarterly reports due April 15th - for first quarter of the current year (Jan-Mar)
JULY Quarterly reports due July 15th
- for second quarter of the current year (Apr-Jun)
Semi-Annual Health and Safety Report due July 31st
SEPTEMBER Semi-annual review / update of timesheets – due in to H/R September 15th OCTOBER Quarterly reports due October 15th
- for third quarter of the current year (Jul-Sep) Spectrum’s AGM
NOVEMBER – DECEMBER
- Use this time to complete any unfinished business, in preparation for the annual reporting in January.
Current: October 2008
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PROGRAM DOCUMENTS LIST
This list is also posted to the main Sharevision “Programs” site. The Program Manager is responsible for the keeping all program documents up-to-date and organized. The following documents should be on-site at each program location: 1. Program binder(s): - Shifts descriptions - all shifts described - Relief Protocol - Current list of relief staff - Staff Schedule - Timesheets (current plus two months forward) - Orientation Checklist and list of staff who have been oriented to the program. Completed orientation checklists to be kept on-site for one year, then sent to H/R for filing. Sample orientation checklist is posted on the Sharevision program site and in the Appendix of the Policies and Procedures Manual - Communication Log – one year of log notes kept on-site. After one year, transfer to archives. - Approved petty cash guidelines and monitoring record (or separate petty cash ledger). - Vehicle maintenance log and guidelines, if the home or program has a vehicle. Mileage ledger in vehicle. - House maintenance guidelines (see “Preventive Maintenance Checklist” on the program’s Sharevsion site) - Phone list of contractors (also on Sharevision) - Landlord contact, if applicable - Team meeting minutes - Policy Committee and Health & Safety Committee minutes - Medication Administration Records (MARs) for each person – one year of MARs kept on-site. After one year, transfer to archives (see below); initial sheet for each staff trained to administer medications. - Emergency drills records – print out the form on the Sharevision program site and post in the program binder or on a bulletin board.
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2. Individual binders (for each person in the program): - Annual Person Centred Plan - with current goals. The person-centred plan may take the form of a PSP, PATH, or minutes from an annual review meeting. See “Person Centred Planning” resource site on Sharevision for more information. - Individual Service Plan (ISP or equivalent - usually in separate binders for each person) - see Appendix in the Policy and Procedures Manual for list of contents. 3. Other documents: - Current copy of Spectrum’s Policies and Procedures Manual. Previous copies should be destroyed. - Medication Administration Manual (Crestview or equivalent). - Evacuation Plan – see Appendix in the Policy and Procedures Manual for sample. The evacuation plan should be posted at the front and back exits of the building. - Emergency contact information (fire, ambulance, police, Spectrum cell) – should be posted next to the phone for easy reference. 4. Archives: We are required to keep all of the documents and records for everyone in our services. Please do not destroy anything without approval from a Director. After one year, documents should be organized into files and placed in a banker box for permanent storage. Once the box is full, bring it to the Spectrum office. Please include a loose sheet (not attached to the box) that neatly summarizes the contents, including the names of the individuals, the program name, the period covered, and a brief point-form list of the types of documents in the box. Do not seal the box. Judy will photocopy the contents list, affix a bar code identification label to it, and then attach it to the box to be sent to our off- site storage facility. A copy of the contents list will be kept at the Spectrum office for future reference. If you have any questions about the archive procedures, please contact Judy at the Spectrum office (604) 323-1433. Current: October 2008
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POLICIES AND PROCEDURES MANUAL
[separate electronic file – click on link below]
http://www.spectrumsociety.org/Newsletters/Forms/PublicView.aspx?RootFolder=%2fNewsletters%2fPolicies%20and%20Procedures&View=%7b277E9AF1%2d670B%2d42BB%2d9BEC%2dEEE10546C102%7d
Personnel Policies and Procedures:
Addendum
(2008)
This addendum to Spectrum’s Personnel Policies and Procedures provides an employer’s perspective on our personnel policies, to give our managers and coordinators insight into the rationale and key considerations behind some of these policies. It also provides practical steps to follow when implementing certain personnel processes – for example, how to write a disciplinary letter. This is a first draft, replacing the old “Personnel Processes” document, and we are seeing it as a work in progress. Our intention is to update it each year when we update the policy manuals, based on input from those who use it – in other words, you! You’ll notice there are many blank spaces in here. Feel free to make notes in these spaces for your own use. If you have ideas about things you’d like to see included or clarified in the next edition, or tips that might be of assistance to other managers, please contact Kyla Tihman or Judy Wong in H/R. Spectrum is committed to being an agency of best practice, both for the individuals and families who use our services, and for our employees. Modeling excellent communication, responsiveness to people’s concerns, fairness and consistency in all our dealings with employees is an expectation of everyone in leadership positions within the agency. If you need assistance or clarification at any time, please speak to someone in our H/R department. We’re here to help you!
Spectrum Society for Community Living
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TABLE OF CONTENTS 1. Introduction ...................................................................................................................................... 15 2. Management Responsibility ............................................................................................................ 16 3. Classes of Employees........................................................................................................................ 17 4. Requirements for Employment ....................................................................................................... 18 5. Job Description ................................................................................................................................. 19 6. Probationary Period......................................................................................................................... 20 7. Seniority ............................................................................................................................................ 21 8. Payment of Wages ............................................................................................................................ 22 9. Health and Welfare Benefits ........................................................................................................... 23 10. Safety............................................................................................................................................. 24 11. Hours of work............................................................................................................................... 25
Team meetings ........................................................................................................................................ 25 12. Statutory Holidays ....................................................................................................................... 26 13. Overtime ....................................................................................................................................... 27 14. Staff accompanying individuals on vacation ............................................................................. 28 15. Personnel Records........................................................................................................................ 29
Personnel files ........................................................................................................................................ 29 Staff phone list ........................................................................................................................................ 29 Giving references.................................................................................................................................... 30
16. Attendance Records ..................................................................................................................... 31 17. Annual Vacations ......................................................................................................................... 32 18. Sick Leave ..................................................................................................................................... 33
Roles and responsibilities of each party ................................................................................................. 34 19. Special and Other Leave ............................................................................................................. 35 20. Leave of Absence - Long Term ................................................................................................... 36 21. Maternity Leave ........................................................................................................................... 37 22. Parental Leave for Birth and Adopting Parents ....................................................................... 38 23. Elections ........................................................................................................................................ 39 24. Professional and Educational Development .............................................................................. 40 25. Travelling Expenses ..................................................................................................................... 41 26. Changes in Employment Status .................................................................................................. 42 27. The Intent of Supervision ............................................................................................................ 43 28. 3 Year Transfer for Managers .................................................................................................... 44 29. Employee Performance Evaluations .......................................................................................... 45 30. Corrective Counselling ................................................................................................................ 46 31. The Progressive Discipline Procedure........................................................................................ 47 32. Conflict Resolution Procedure .................................................................................................... 48 33. Indemnity...................................................................................................................................... 49 34. Confidentiality.............................................................................................................................. 50 35. Employee Conduct ....................................................................................................................... 51 36. Employee Assistance .................................................................................................................... 52 37. Damage to Personal Property ..................................................................................................... 53 38. Personal Relationships................................................................................................................. 54 39. Job Postings .................................................................................................................................. 55
Creating job postings.............................................................................................................................. 55 Reviewing applications........................................................................................................................... 56 Conducting interviews ............................................................................................................................ 56 Hiring into positions ............................................................................................................................... 57 Responding to unsuccessful applicants .................................................................................................. 58 Interviewers’ team .................................................................................................................................. 58 Creating new staff positions ................................................................................................................... 58
1. Introduction See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
Spectrum employees have consistently chosen not to belong to a union. Instead, they opted several years ago to form a Policy Committee as a forum for giving input to decision-making. The policy committee is an important aspect to our overall strategic planning and we strongly encourage each program to have a representative on this committee.
Set aside time at team meetings to discuss policy matters. If no-one wants to serve as the
representative, then you should still review the minutes from policy committee meetings at your team meetings so staff are kept informed of the discussions and decisions that are being made on their behalf.
When staff come to you with concerns about a particular policy, if you are unsure how to
respond then please suggest they take their concern to their policy committee rep, or that they contact another committee member (see “Policy Committee” link from the main Spectrum website) or someone in H/R. We want to know about people’s concerns.
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2. Management Responsibility
See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
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3. Classes of Employees See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
Monitor probationary employees closely and be sure that they receive an evaluation by
three months. We can’t stress this enough.
Always notify H/R of any changes to an employee’s position, especially if it involves a change in the number of hours, rate of pay, or job classification. Ensure that all changes are documented and placed in the person’s file and, if necessary, that a new job description is signed.
Avoid creating positions that are between 19-24 hours. Employees need 20 hours for
benefits, so 19 hours puts them just under benefits eligibility. 20-24 hours per week may not be a sustainable full-time position.
Please note new clause on Senior CSW designation.
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4. Requirements for Employment
See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
Please note the updated mandatory requirements section in the 2008 policy manual.
Managers are responsible for reviewing the requirements for the position with each
employee who reports to them, upon hiring and during annual evaluations. This information is found on the new job descriptions and evaluation forms for each job classification. The current status of each employee’s requirements is itemized at the top of their pay stub.
Always inform H/R if the requirements for a position change – for example, if driving
used to be a requirement for your program, but no longer is.
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5. Job Description See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
Please note the updated job descriptions for 2008, which include a section for the
manager to check off all the requirements for the position.
The CSW job description is the standard job description for all front line staff (except Overnights). The Key Worker role and Senior CSW role are addendums to the CSW job description – staff in those positions are expected to fulfil the CSW role plus the added duties outlined in the Key Worker summary or Senior CSW agreement.
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6. Probationary Period See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
Probationary evaluations must be completed for all permanent positions. This includes
existing employees who start or transfer to a new position.
Timely completion of probationary evaluations is required for benefits eligibility. Failure to complete the probationary evaluation could result in eligible employees not starting their benefits.
Make a copy of the completed evaluation and give to H/R for filing.
A successful probationary evaluation results in permanent employment status and
benefits eligibility (for full-time positions).
An unsuccessful probationary evaluation will result in extension of probation or termination from the position, and may result in termination from Spectrum. If the employee is unsuccessful due to a personality match you may want to suggest the employee look at other positions within Spectrum (discuss with H/R).
If the employee’s performance is not satisfactory by three months, or if conditions of
employment have not been met, do not take the person off probation. Extend the probation if you think it’s very likely the person’s performance will improve, otherwise terminate the position. Employees can be terminated without notice within their first three months, but after that we are required by law to give them notice or payment in lieu of notice.
If a position becomes vacant due to an unsuccessful probationary evaluation with the new
employee, the position needs to be reposted.
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7. Seniority See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
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8. Payment of Wages See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
Program managers are responsible for submitting timesheets at the end of each pay
period – see “Pay Schedule” link from main Spectrum website. The manager reviews the timesheets for accuracy and authorizes any changes to the schedule (eg. sick time, overtime worked). Timesheets are submitted to payroll electronically via ComVida. Paper copies of timesheets are also submitted to payroll (Jerry / Ivy). The manager must sign the bottom of the paper timesheet to indicate that all shifts worked have been approved.
Payroll inserts: often we send notices out with paystubs. For employees who receive
their paystubs in paper form, these notices will arrive as payroll inserts. For employees who receive their paystubs electronically, the notices will also be posted on the Spectrum website.
Communication with accounting: If an employee notices an error after the payroll has
been processed, they should contact their manager as a first step to confirm what hours have been missed or errors that might have been made on the timesheet. If the manager is unable to clarify the issue, then the employee or manager should contact Accounting. Jerry / Ivy will review the matter and, if there has indeed been an error, they will make a note on the “Adjustments” sheet to correct it on the next payroll or make arrangements for immediate correction – eg. issuing a separate cheque.
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9. Health and Welfare Benefits See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
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10. Safety See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
Please note updates to this policy regarding WorkSafe guidelines for employees who
work alone, and new smoking regulations.
The safety of our employees is paramount. Employees have a right to refuse to work if they feel unsafe. Managers must ensure that preventive steps are taken to minimize risks at their program site, and to thoroughly train all employees on safety practices specific to the program, as part of the initial orientation.
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11. Hours of work See Personnel Policies and Procedures manual for a description of this policy.
Key considerations:
Team meetings
It is our expectation that permanent employees attend regular staff meetings. This is part of everyone’s job description and something we ask of new hires (and they agree to) during their interview.
Team meetings are a great opportunity for training. If you don’t have a full agenda of
items to discuss, invite someone in to do some training – or if someone on the team has been to a conference or taken some outside training, have them share what they learned with the group.
Another efficient use of team meeting time is to catch up on the emergency drills (which
all staff are required to participate in at least once a year), or get the team to go through the “semi-annual health and safety” checklist with you (again, all staff are supposed to take part in this once a year – why not get it done during a team meeting).
Generally, team meetings should be held monthly. If the program is running smoothly
and there is no need to meet that frequently, then moving to a six week or bi-monthly schedule may be sufficient. If any of the following conditions exist, then meetings should occur monthly:
- If there is a new client in the program – monthly team meetings for a year; - If the manager is new to the program – monthly team meetings for a year; - If there are new key workers – monthly team meetings for a year; - If there are health or behavioral or staff training issues – monthly team meetings for the duration; - If there is not an up-to-date person centred plan for each client – monthly team meetings until there is; - If there are any problems to do with team dynamics, communication or morale – monthly team meetings until the team is functioning effectively (with facilitation, if needed)
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12. Statutory Holidays
See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
The manager is responsible for approving the staffing coverage for statutory holidays,
including shifts worked by permanent employees. If full staffing is not needed (eg. if someone is visiting with their family that day), then the schedule should be adjusted accordingly. Permanent employees will still be compensated for the stat day, whether they work or not (plus time and a half for any hours they do work).
Admin shifts that fall on a statutory holiday should be taken as a day off, or rescheduled.
Statutory holiday pay does not apply to admin shifts.
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13. Overtime See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
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14. Staff accompanying individuals on vacation See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
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15. Personnel Records See Personnel Policies and Procedures manual for a description of this policy. Key considerations: Personnel files
Each employee has a personnel file, located in the filing cabinet in the H/R office.
The job description starts the employee paper trail. A complete list of file contents, and instructions for filing, is attached to the inside of the personnel file.
Copies of any formal correspondence with employees should be placed in the employee’s
file for future reference.
All confidential employee information should be kept in their file at the office, not at the program site.
Program managers can access personnel files for staff in their programs. Personnel files
must remain on-site at the Spectrum office. Contents are not to be photocopied without the consent of the employee, and H/R.
Personnel files are kept on-site until 2 years after the employee’s exit, then archived off-
site. Office manager (Judy) oversees archives.
In addition to the paper file, each employee also has an electronic file on ComVida containing their work history information, pay history, evaluations, training, disciplinary incidents, LOAs, etc. Managers can check the employee database for employees in their program to see when their last evaluation was completed, and to check the status of the employee’s first aid, criminal records search, etc.
Managers should forward all documentation for employees in their program (evaluations,
training taken, position changes, etc) to H/R promptly for filing in the employee’s personnel file and so that H/R can enter the relevant information into the ComVida database. Only H/R will enter employee data into ComVida.
Staff phone list
The staff phone list is posted on the Sharevision H/R site.
Links to the entire staff list and a filtered program view of the list are located on each Sharevision program site (under the “Staff” tab).
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H/R enters new employee names and contact information on the staff list.
Managers are responsible for maintaining their program staff lists. If someone appears on your list who shouldn’t (or isn’t on your list but should be), go to the main staff list and check the box next to your program, to add or remove the employee from your program’s list. Do not delete the person from the list – just check the box to indicate whether they should be listed on your program’s filtered view of the list.
Managers or coordinators may edit any of the information on an employee’s profile (eg.
phone number, email address, availability), but only H/R will remove employees from the main staff list.
The staff phone list is considered confidential. Managers may print out program staff
lists for their own use, or for use within their program, but should not share staff phone numbers with anyone outside the program, without the staff member’s consent.
Giving references
Written references: An employee must request a reference letter; we do not automatically provide it for them. Program Managers may provide written references, but if there is any concern about an employee’s performance or what to write in the letter they should consult with H/R. Keep in mind that freedom of information laws give employees the right to access any reference letters written about them, even letters provided in confidence from one employer to another. Always assume that anything you write will be read by the employee. Send copies of any reference letters written to H/R for filing.
Telephone references for current and/or past employees: Only H/R is permitted to
provide a telephone reference. The employee must give us their consent prior to a reference being given. H/R will document the date, who the reference was given to, and a summary of information provided, and place this in the employee’s file for future reference.
Responding to telephone requests for references from banks / collection agencies /
Revenue Canada regarding mortgages / line of credit, etc.: Again, these requests should be forwarded to H/R and consent must be obtained before releasing any information. Verbal consent is fine, but it must be documented.
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16. Attendance Records See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
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17. Annual Vacations See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
H/R generates a spreadsheet showing all the annual vacation requests received by March
31, then distributes a copy of the vacation requests to the appropriate manager / coordinator. The manager and coordinator review the spreadsheet to determine where there may be congestion. Managers are responsible for approving vacation requests for their staff (check ComVida database to be sure employees have enough accumulated vacation pay to cover their planned time off). Coordinators are responsible for approving vacation requests for the managers in their pod.
• Generally, requests submitted by the March 31st deadline will be approved, assuming the employee is eligible to take vacation - ie that they've been with us a sufficient length of time and they will have accumulated vacation pay to cover their time off (if they don't have enough vacation pay accumulated, the request may still be granted as an LOA - discuss with the employee and H/R).
• If too many people in one program request the same days off, then discuss with the team and see if anyone is willing to change their request. Otherwise, seniority will be the determining factor.
• Manager / Coordinator will forward all vacation requests, with their approval noted, to H/R by April 15th. H/R will update the spreadsheet and send the verified vacation requests to employees by April 30th. H/R will retain a copy of the request form in the employee’s file.
• H/R confirms vacation eligibility. If the employee is not eligible, or does not have enough vacation pay accrued, H/R will notify the employee and the manager / coordinator before April 30th.
• Vacation requests received after March 31st will be subject to approval by the manager / coordinator. The manager / coordinator will update the spreadsheet with any changes and forward copies of all requests to H/R for filing, as above.
If you are going to be away for more than a week, then appoint an acting manager or
coordinator and let everyone know who will be taking your place. Avoid having managers and key workers from the same program off at the same time, if possible.
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18. Sick Leave See Personnel Policies and Procedures manual for a description of this policy. Key considerations: See chart on next page for overview of the roles and responsibilities of each party, for the various illness / injury claim categories.
Disability Management Institute (DMI) is a service that was added to Spectrum’s extended
benefits package in 2007. DMI assists with coordinating short and long term illness / disability claims and return to work plans.
For injury sustained outside of work, or prolonged illness: If an employee injures
him/herself outside of work and requires a short or long term disability leave, or if the employee has an illness that requires a short or long term disability leave, H/R needs to be notified as soon as possible in order to facilitate the next steps:
• The employee will need to supply a doctor’s note verifying the general nature of the illness or injury, and an estimated date of return to work, if possible;
• H/R, in consultation with DMI, will determine if an application for long term disability needs to be submitted;
• H/R and DMI will maintain ongoing communication with the employee; • H/R will determine the employee’s use of accrued sick pay (must be used before an EI
claim can commence); • Before returning to work, the employee must provide H/R with a doctor’s note
indicating the proposed date and suitability to return to work duties (generally this note should be delivered to H/R one week prior to the return to work date);
• H/R, in consultation with DMI and the program manager, will develop and facilitate a “return to work” plan (if physician deems to be necessary). We are required to accommodate to the point of hardship; this may require adjusting duties and/or schedules. This all must be done in the context of an equitable position. We will try to retain the employee’s position if possible; otherwise will attempt to move the employee into a comparable position.
For injury sustained at work: If an employee injures him/herself at work, then a WorkSafe
claim must be filed. Each program should have copies of the WorkSafe Form 6 (Application for Compensation and Report of Injury or Occupational Disease) and the Employee Injury / Accident Report Form on hand.
• The employee needs to fill out both forms and submit to H/R; • H/R completes the employer’s report and then forwards all the reports to WorkSafe and
DMI; • If the injury results in the employee needing time off work, then the manager should
confirm with H/R what information to record on the employee’s timesheet (needs to be coded properly for tracking purposes – eg. WCB / ICBC / ILL);
• The Health and Safety committee will review the circumstances surrounding the injury and recommend corrective actions to be taken to minimize the risk of future injuries;
• The program manager will update the “Employee Safety” checklist (Sharevision), noting any preventive steps to be taken in the future;
• H/R and DMI will maintain ongoing communication with the employee, and oversee the return to work plan, as described for short and long term disability (see above).
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Roles and responsibilities of each party
Employee Employer Health & Safety Committee
Disability Management Institute (DMI)
Short term sick leave or non-work injury
Employee contacts the manager or H/R to inform that shifts will be missed. Employee supplies a doctor’s note if requested.
Program manager monitors employee attendance. If employee is off sick for 3 days, or if there is a concern about the amount of sick time being used or a pattern of persistent absenteeism, the manager or H/R may request a doctor’s note. If the employee is off sick for 5 days, H/R completes the Early Intervention Contact Sheet and faxes to DMI. H/R maintains contact with DMI and the employee; facilitates return to work plan if necessary. (ICBC) H/R completes requests for information from Lawyers or ICBC once employee consent has been received
N/A Receives Early Intervention contact sheet; follows up with employee if off for five days or longer, to offer support and ensure the employee is receiving medical attention if required. Maintains contact with H/R and the employee; coordinates return to work plan if necessary.
Long term disability claim (LTD) (away longer than 17 weeks)
Employee provides follow up medical notes as requested. Employee provides required paperwork as given by DMI.
H/R completes required paperwork provided by DMI. H/R issues record of employment, if needed for EI claim. H/R maintains contact with DMI and the employee; facilitates return to work plan.
N/A After 60 days absence from work, DMI sends LTD documents for the employee to complete. DMI processes the documents and coordinates future information gathering and reporting for LTD. DMI sends Spectrum the employer’s report.
WorkSafe claim (injury sustained at work)
Employee completes the two WorkSafe forms and submits to H/R. Employee supplies medical information as requested to Worksafe BC Employee submits receipts for re-imbursement to Worksafe BC
Manager keeps a supply of WorkSafe forms on site and ensures that any work-related injuries get reported according to guidelines. H/R receives employee’s completed WorkSafe forms. Fax to WorkSafe BC and DMI. H/R gives manager Incident Review Form to complete. Program manager follows up on H&S Committee recommendations, as needed.
H&S committee reviews all WorkSafe claims. H&S committee rep. follows up with employee and reports back to the committee. H&S committee reviews completed Incident Review Form and adds their recommendations, if appropriate. Copy of Incident Review Form goes to H/R, original to program manager.
As above. DMI will liaise with Worksafe BC.
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19. Special and Other Leave See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
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20. Leave of Absence - Long Term See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
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21. Maternity Leave See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
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22. Parental Leave for Birth and Adopting Parents See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
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23. Elections See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
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24. Professional and Educational Development See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
Training allowance: Eligible employees can receive an annual training allowance to
assist with the cost of short courses, conferences, etc. Coordinators approve training requests. The coordinator sends requests to the accountant and then forwards the paperwork to H/R.
On-site (internal) training opportunities: Non-violent crisis intervention (“Mandt”),
PATH training, team-specific sessions by professionals on topics relating to the program or individuals served. Managers should discuss training needs with their Coordinator.
Conferences and workshops: ongoing opportunities for professional development are
shared with program managers via email or internal mailings. Employees are encouraged to share what they learn at conferences with other team members at a team meeting. Be sure to inform H/R whenever an employee attends a training event as this gets recorded in the ComVida employee database.
Technology training: computers in all the homes, in-house and contracted tech support to
train managers and key workers – eg. email, Sharevision, ComVida, internet usage.
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25. Travelling Expenses See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
Do not allow staff to use their vehicles for work unless they have first been approved to do so by H/R. Anyone who uses their vehicle for work must first submit a copy of their driver’s license, vehicle registration, insurance, and a driver’s abstract to H/R.
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26. Changes in Employment Status See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
Changing an employee’s status requires the utmost attention to the steps outlined in the
policy manual. It is critical that these steps be followed, and that all decisions are clearly communicated in writing to the employee, with a copy placed in the employee’s file. Failure to follow the proper process, or to document it, can lead to misunderstandings or even lawsuits. If you are at all unsure about any part of the process, please consult with H/R before proceeding.
Any decision to change an employee’s status must be approved by the coordinator and
H/R. This includes downgrading or eliminating positions, reducing an employee’s permanently scheduled hours, promotion, demotion, transfer, layoff, or recall.
H/R will monitor the steps involved in changing an employee’s status to ensure that the
process adheres to all applicable policies and employment standards, and that it is properly documented.
Firing: All firing decisions must be approved by the Executive Director.
Employee resignations: Encourage employees to provide two weeks notice when they
resign from a position.
• Notify H/R as soon as you become aware that a position is going to become vacant; • Request written confirmation from the employee, via email or written letter, and
forward to H/R; • Ask the employee to complete Spectrum’s “Exit Interview” which is available
online (see public website – HR forms); • H/R is responsible for processing the employee’s resignation: entering information
to H/R database / payroll, forwarding information to Com Vida data entry, forwarding information to benefits administrator, issuing record of employment and final paycheque;
• Employees who resign from a permanent position but want to continue working relief must contact H/R. They do not automatically get placed on the relief list.
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27. The Intent of Supervision See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
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28. 3 Year Transfer for Managers See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
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29. Employee Performance Evaluations See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
The evaluation process is central to our overall human resources practices. Our expectation is that all employees will be regularly evaluated, according to the guidelines set forth in this policy.
The CSW, Senior Staff, and Manager evaluations are all available online (click on “HR
Forms” on the public website), in pdf and electronic format. The manager may use whichever format they are most comfortable with. Regardless of whether the pdf or electronic form is used, a paper copy must be signed by the employee and submitted to H/R for filing.
Provide clear, concrete examples to support your assessment of the employee’s
performance. Use plain language.
The employee should not be surprised by the feedback they receive in their evaluation. Don’t “stock pile” issues to bring up at the evaluation. If there are problems with the employee’s job performance, the manager should be addressing these in an ongoing way through corrective counselling and, if necessary, by following the disciplinary procedure.
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30. Corrective Counselling See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
A correction is something that should happen once; after that, it becomes discipline. Allowing performance issues to go unresolved creates hard feelings within the team and undermines the disciplinary process. There’s nothing harder for a new manager than walking into a team with long standing issues and having to start a process of discipline that should have been started months or years earlier.
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31. The Progressive Discipline Procedure See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
Write it down, write it down, write it down.
It is crucial that employee performance is monitored and that any corrective or disciplinary actions are clearly communicated to the employee, and documented. Please refer to the steps outlined in this policy for further information. If you are at all unsure of the process, discuss with the coordinator or H/R.
Managers should inform their coordinator of any discipline they are engaged in with
employees in their program. The coordinator will review any letters of reprimand prior to the employee receiving the letter.
All discipline must be fully documented, and a copy of the documentation placed in the
employee's file.
Instructions for writing a letter of reprimand:
• Be specific about the step you are taking, and about the performance issue or behavior you are addressing.
Eg. “This letter serves as a written reprimand for arriving at work late on the following three occasions…” • Be specific about prior attempts to address the issue. Eg. “On January 15, 2008, I met with you to discuss this issue. You said you had been having difficulty arranging child care but that this issue had now been resolved and you committed to being at work for your scheduled start time as of that date.”
• Be specific about what needs to change. Eg. “My expectation is that you will arrive on time for your scheduled shifts.” • Be specific about what the next step will be if the issue persists. Eg. “As per Spectrum’s Progressive Discipline procedure, failure to follow through on this direction will result in further disciplinary steps being taken, up to and including dismissal.”
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32. Conflict Resolution Procedure See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
Managers and coordinators are accountable for the prompt and effective resolution of conflicts within their teams. If you need assistance, please ask. There’s nothing more damaging to a team than having conflicts between its members that go unresolved. Morale suffers, and ultimately our services suffer.
Be sure to document any meetings, conversations, and decisions. If the conflict cannot
be resolved, and it goes to the next level of involving a co-director, we will need to see written evidence that supports the process and decision making up to that point.
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33. Indemnity See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
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34. Confidentiality See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
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35. Employee Conduct See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
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36. Employee Assistance See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
Keep in mind that eligible employees (those who are on benefits) have access to confidential counselling through our Employee Assistance Plan (Ceridian).
Our employees, like everyone else, experience personal setbacks and crises – drug or
alcohol abuse, mental health issues, marital breakups – and they may need our support getting through these tough times. It’s sometimes hard to know when to intervene, but certainly if the situation starts to affect the employee’s job performance or you notice a pattern of increased absenteeism or lateness, then you need to sit down and talk with the person. Maybe they need some time off, or a change in their schedule to accommodate other demands on their time.
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37. Damage to Personal Property See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
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38. Personal Relationships See Personnel Policies and Procedures manual for a description of this policy. Key considerations:
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39. Job Postings See Personnel Policies and Procedures manual for a description of this policy. Key considerations: Creating job postings
All vacancies for permanent positions longer than 3 months must be posted. If you have
a vacancy coming up in your program and you anticipate it taking a while to fill, place someone in the position temporarily until you can fill it permanently. Booking someone in for a period of weeks (or even months) is preferable to filling shifts on a daily basis.
Managers should inform the coordinator and H/R as soon as they become aware that a
vacancy will be coming up – ideally staff will give two weeks written notice when they leave a position.
The job posting is the first step in the hiring process, and as you can see from the steps
below, it’s a fairly involved process. Give yourself time to go through all these steps, always with an eye to hiring the best person for the position.
Coordinators are responsible for job postings for programs in their pod. Job postings are
completed online and posted on the public website. The default is for applications to be submitted to H/R. If the coordinator or manager prefers to collect names of applicants, please indicate this on the posting and H/R will direct applicants to you. • If you anticipate having trouble filling the position for any reason (specialized skills
required, short timeline, geographically isolated location), the coordinator may decide to post it on Craigslist or in the newspaper as well as Spectrum’s online postings. The goal is to collect as many applicants as possible, as quickly as possible. Please inform H/R if you plan on posting externally and save a copy of any ads placed.
• Use the program name or the person’s FIRST INITIAL ONLY on the posting – do not identify people by name or give any personal information.
• Make sure the position being posted is consistent with the staff schedule and budgeted hours for the program, that it’s not part of a job-sharing arrangement, not time-limited, etc. Discuss with H/R if you’re at all unsure about the specifications.
• If the hours for the position (or for other positions within the program) are changing as a result of the current vacancy, discuss with H/R as there may be implications for benefits eligibility or employment standards.
• Any changes to permanent positions should be to suit the person(s) served, not staff. • Avoid posting positions that are between 19-24 hours per week. 20 hrs/week are
needed for benefits, so 19 hrs means the employee just barely misses being covered (this has caused hard feelings and comes up at policy committee meetings as an issue). 20-24 hrs/week may not be a sustainable full-time position.
• Print out two copies of the job posting: one for the front office and one for the binder in the H/R office.
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• The person who creates the job posting is responsible for following up with H/R when the posting expires: let H/R know if you wish to close the posting, or extend the deadline. Collect the names of all applicants and determine which ones you wish to interview (see below for interview process).
• If there are no suitable applicants, discuss options with H/R. There may be employees who could be approached and encouraged to apply, or even seconded from another program; or you may need to widen the search by posting more external ads.
Reviewing applications
All external applications go into a central filing system in the H/R office. All handouts and forms related to hiring are kept there, along with completed applications and resumes.
Anyone may place a new application or resume in the files in the H/R office: locate a
copy of the “Job Applicant Screening Form” and attach it to any new application for employment or resume received. Complete the first section and place in the “New Applicants” file in the H/R office.
Follow the steps outlined on the “Job Applicant Screening Form” for screening and
interviewing external applicants.
Conducting interviews
Determine who will conduct the interview. Will persons served and/or family members be involved?
All internal applicants should be contacted, either for an interview or to explain why they
won’t be interviewed. Applicants may be sent for a “meet and greet” to check out the program first before a formal interview. This will be at the discretion of the coordinator / manager.
Interviews are generally conducted at the office. Do not interview external applicants
alone – make sure two people are present or conduct the interview during work hours when other people are present at the office.
All external applicants must complete an application form, even if they have a resume.
This is available online, on the public website, or they can fill in a paper copy when they come in for an interview. • External applicants must be interviewed and have references checked before being
placed in positions. This includes staff transferring to Spectrum with an individual coming into our services from another agency (they still need to meet our conditions for employment).
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Use the “Interview” form to conduct the interview (copies are available in the H/R office). There is a separate form for manager interviews. • Staple the completed interview form to the person’s application or resume, and return
all documents to H/R for filing – including any copies made of the person’s resume. Hiring into positions
Individuals receiving service and/or families may be involved in interviews or give input
to hiring decisions, but the final decision is Spectrum’s.
• Coordinators (in consultation with directors) are responsible for hiring program managers;
• Managers (in consultation with the coordinator and H/R) are responsible for hiring support staff. H/R may assist with hiring support staff, as requested by the manager or coordinator;
• H/R is responsible for hiring relief employees, based on staffing needs identified by the program managers. If you feel there is a lack of suitable relief staff for your program, contact H/R.
Once a decision is made to hire someone, phone and offer the person the position as soon
as possible. Confirm that the person still wants the position before you say no to other applicants. • Inform H/R in writing (email is fine) of the person’s full name, start date, and exact
permanent shifts so that the personnel file and payroll process can be started. Indicate whether the person is also working at another program as this may have implications for benefits eligibility. Also inform H/R of any special requirements the employee must have – for example, a class 4 license.
• H/R will arrange an initial meeting with the person to go through the Personnel Checklist and set up the personnel file (for external hires):
- H/R will copy any relevant documents – eg. driver’s license, first aid certificate, get a visual of new hire’s SIN (we don’t take a copy of it); - Employee completes appropriate forms: signs job description, basic personal information, consent for criminal records search (Back Check), tax credit form, Code of Conduct, payroll direct deposit form, etc.; - H/R enters employee information into ComVida database and payroll; - H/R will add new employees to the Sharevision staff list.
In-house orientations: Managers are responsible for arranging orientations with new
employees in their program, following the program orientation checklist.
Manager orientations: Allisen Clements goes through a detailed orientation with each new program manager. The Coordinator should contact Allisen once the manager has been hired to set this up.
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Responding to unsuccessful applicants
Unsuccessful interview: send rejection letter (or give the office manager the person’s name and she can send a letter). See sample rejection letter on Sharevision H/R site. Make a copy and staple to the person’s application (or place in personnel file, for internal applicants). Give the person’s name to H/R so they can record on their list of people who have received rejection letters (we track this for future reference).
Successful interview but references do not substantiate interview: discuss with H/R
and make a decision whether to ask the person for another reference, send a rejection letter, or hire the person on a relief basis.
Interviewers’ team
Spectrum has an “Interviewers Team” that is responsible for screening, interviewing and hiring new relief employees. If you are interested in being part of the Interviewers Team, please speak to someone in H/R. It’s a great way to get a more holistic sense of the agency, to see what goes into screening and hiring new employees, and of course for you to contribute to these decisions. The Interviewers team is connected through an email group: [email protected].
There is an interview schedule on the Sharevision H/R site. Any member of the
Interviewers team may schedule interviews into one of the available time slots. Creating new staff positions The following steps apply when new positions are created as a result of a program expansion,
increased hours of support for an individual, or the start-up of a new program.
Inform H/R with as much advance notice as possible when a new program is starting up, or a new individual is coming into Spectrum’s services, or new hours are added to an existing program:
• Identify any specialized staffing requirements – eg. technical skills, class 4 driver’s license, gender issues;
• If an individual or program is transferring to Spectrum from another service provider, clarify whether any of the existing staff will want to transfer to Spectrum – H/R will work with you to develop a plan that addresses any transition issues and ensure that the transitioning employees meet all of Spectrum’s requirements;
• Gather information about the support required: critical support issues, number of hours of staff support required, and where this support will occur (in the individual’s home, community, Spectrum office, etc.). Clarify whether the individual and/or family will want to be involved with interviewing prospective staff or manager;
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• Coordinator and H/R will work together to determine positions to be posted. H/R will ensure that positions are viable – ie. appropriate number of hours, days off between shifts, etc.;
• Assess current staff pool – particularly staff who have requested transfers, to determine whether the new individual or program may be a suitable match;
• If necessary, appoint an interim / acting manager to assist with setting up the new program (especially if the timeline is short).
Inform Accounting of the new program so they can set up the department and unit
number in the accounting program – inform H/R of the department and unit number.
H/R will enter any new staff or changes to current staffing into ComVida, and enter the new shift rotations.
For new programs – the program manager will set up the H/R processes within the home or program (timesheets, orientation checklist, relief list, relief guidelines, team meeting schedule, Employee Safety checklist), and organize an initial team meeting, if not already done prior to start-up. Obtain a “Program Start-Up Package” from the office manager.
