This document provides a sample employee manual that can be customized for a company. It includes sections on introduction, employee status definitions, employment policies, standards of conduct, wage and salary policies, benefits, employee communications, and more. Employers can modify the details to reflect their own company policies and benefits. The document is intended as a starting point that can be edited extensively to create a customized employee handbook.
The authoritative source for small business employee handbooks. Includes editable, customizable Word file for handbook.
Versions for six industries, including Offices, Contractors, Healthcare Providers, Manufacturers, Restaurants and Retailers.
Includes Handbook. Companion Forms, Employer's Poster Kit, Supervisor's Guide, Basic Safety Program and more.
Plus free membership to http://www.YourEmployeeHandbook.com for "Forever Access" to your purchase.
Is your employee handbook up to date? Essential components and sample polici...Thomas Benjamin Huggett
Exactly as it sounds, this presentation for human resources and employment law professionals covers the current issues and concerns for employee handbooks.
This "Brief Guide" gives information on the Employee Handbook or Staff Handbook including list of policies and procedures required by law, those recommended highly so as to enable a company to defend itself and finally, discretionary policies. This document can be downloaded at http://www.collierbroderick.ie/Services/HR%20Compliance/Employee%20Handbook.asp
As a HR professional, one of your core responsibilities is the leave management process. Your role is to manage and motivate employees to give their best productivity levels to the company. Giving employees leaves is one factor that helps them recharge their batteries.
You are wondering where you will start. Well, you have come to the right place to guide you about the leave management process. We will try to give you a glimpse of the activities that an HR must perform for hassle-free leave function.
Type of Leaves
Your first task is to classify all the types of leaves the employees are entitled to. Thus, you will have a clear view of the steps to take ahead. These leaves are state-ordained, which means they have statutory compliance behind them. Therefore, you must keep a tab on them to avoid penalties.
The authoritative source for small business employee handbooks. Includes editable, customizable Word file for handbook.
Versions for six industries, including Offices, Contractors, Healthcare Providers, Manufacturers, Restaurants and Retailers.
Includes Handbook. Companion Forms, Employer's Poster Kit, Supervisor's Guide, Basic Safety Program and more.
Plus free membership to http://www.YourEmployeeHandbook.com for "Forever Access" to your purchase.
Is your employee handbook up to date? Essential components and sample polici...Thomas Benjamin Huggett
Exactly as it sounds, this presentation for human resources and employment law professionals covers the current issues and concerns for employee handbooks.
This "Brief Guide" gives information on the Employee Handbook or Staff Handbook including list of policies and procedures required by law, those recommended highly so as to enable a company to defend itself and finally, discretionary policies. This document can be downloaded at http://www.collierbroderick.ie/Services/HR%20Compliance/Employee%20Handbook.asp
As a HR professional, one of your core responsibilities is the leave management process. Your role is to manage and motivate employees to give their best productivity levels to the company. Giving employees leaves is one factor that helps them recharge their batteries.
You are wondering where you will start. Well, you have come to the right place to guide you about the leave management process. We will try to give you a glimpse of the activities that an HR must perform for hassle-free leave function.
Type of Leaves
Your first task is to classify all the types of leaves the employees are entitled to. Thus, you will have a clear view of the steps to take ahead. These leaves are state-ordained, which means they have statutory compliance behind them. Therefore, you must keep a tab on them to avoid penalties.
Changes on the Horizon: The DOL's Proposed Rules Regarding Independent Contra...Jim Cowan
This Presentation covers the DOL's new Proposed Rules. Topics covered include:
• The DOL Adopting more Restrictive Tests for Independent Contractor
• The Proposed Changes to DOL White Collar Exempt Status Regulations
• The Computer Professionals Exemption Decision Tree
• The Salary Basis Test, Permitted Salary Deductions
• The Exceptions from "No Pay-Docking" Rule
• Examples & Effects of Improper Deductions
• Payroll Practices that Do Not Violate the Salary Basis Test
• Additional Compensation.
DISCLAIMER:
By using this site and accessing the information presented by CowanPerry, PC., you understand that there is no attorney client relationship between you and CowanPerry, PC. The site and information contained therein should not be used as a substitute for competent legal advice from a licensed professional attorney in your state.
The information contained on this site is summary in nature and does not include all conditions, limitations, or exceptions that may be applicable to a particular situation. Every effort has been made to present current information without inaccuracies; however, errors, additions, deletions, and changes in the laws or procedures may occur and could make the information out of date or inaccurate. CowanPerry, PC does not assume any liability whatsoever for the "up-to-dateness", accuracy and completeness of the information.
The move to agile from traditional methods is difficult. Employees have to
understand new processes, grasp underlying concepts, and practice what
they’ve been shown. But learning a new management program in the middle of
actual work becomes too tedious, and employees end up filling in random data to
stay up to date with the requirements.
This "Brief Guide" gives information on Contracts of Employment in the Republic of Ireland including minimum required terms and conditions and more information on permanent, fixed term and specific purpose contracts. This document can be downloaded at http://www.collierbroderick.ie/Services/HR%20Administration/Contract%20of%20Employment.asp
On May 18, 2016, the Obama administration announced the publication of the U.S. Department of Labor’s final overtime rule under the Fair Labor Standards Act. The final rule, which will become effective December 1, 2016, is comprised of several key elements, outlined here by Tom Revnew.
Assignment 4 Implementing the Budget 1Assignment 4 Implem.docxrock73
Assignment 4: Implementing the Budget 1
Assignment 4: Implementing the Budget
Student Full Name
Name of University
Course Number and Name
Instructor Name
Date
Everything in Blue should be deleted
Refer the Scenario for Assignments 1–e 5. Prepare a variance report for the selected agency. Refer to Table 8.4 in Chapter 8 (page 133).
Write a three to four (3-4) page paper (does not include the Title or Reference pages) addressing the criteria below. (Note: Change the title of the report to reflect the selected agency’s name and the years to 2013-2014.)
1. Find the variances for both the revenue and expenditures sides and then discuss two to three (2-3) problematic areas for the agency. Provide the results of the variances in a table (Excel or Word).
2. Recommend two (2) policy actions for each problematic area discussed in criterion 1. Justify the recommendations.
Implementing the Budget
Write your introduction here. It should be 1 to 2 good paragraphs that introduce the reader to your topic and it should explain in detail what your paper will be discussing. Much of your introduction may be taken from the assignment itself (in your own words). Remember, this document is just a template. You will want to review the assignment AND rubric for full details and you will need to update the Title Page/Page Header. Finally, please ask me any questions about this assignment.
Variances
Find the variances for both the revenue and expenditures sides. Provide the results of the variances in a table and insert here.
Problematic Area 1
Discuss a problematic area for the agency
Problematic Area 2
Discuss a problematic area for the agency
Problematic Area 3
Discuss a problematic area for the agency
Justify the Recommendation
Introduce this section
Recommendation 1
Recommend a policy action for each problematic area discussed in criterion 1 (from the above Variances section). Justify the recommendation.
Recommendation 2
Recommend a policy action for each problematic area discussed in criterion 1 (from the above Variances section). Justify the recommendation.
Conclusion
Your conclusion is essentially the opposite of your introduction – explain what was discussed in your paper, highlight important aspects, provide summary remarks, include observations, etc. Wow…we are on page 3 already (not including the Title Page). So, all you need to do is delete the paragraphs above (Keep the Headers), complete each section, complete the Title Page
References
Your assignment must follow these formatting requirements:
•Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA. Check with your professor for any additional instructions.
•Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specif ...
This is a quick presentation on putting together a janitorial training manual or handbook, this can be used for janitorial, carpet cleaning and commercial cleaning services.
The purpose of this sample is to share some topics and general information to include in an employee training manual.
This training manual is a simple way to describe the expectations of our team members and outline the policy and procedures we follow to provide the absolute best service experience possible.
All associates are expected to become familiar with the contents of this handbook in the first 30 days of employment and share all questions they may have with management.
In any service organization, customer relations are our most asset. Every associate representing Commercial Cleaning Company needs to be aware of every action we take with our customers and the public at large
1. Workplace Toolbox prepared this Sample Employee Manual
as a starting point for you to
easily customize an EMPLOYEE MANUAL for your company.
We’ve organized the topics and written the basic policies. You can easily customize this
manual by adding information about your company, such as your vacation policy, insurance
policy, etc. We’ve included suggestions and examples to give you additional information and
help you determine your company’s policies.
The comments in [brackets] are prompts for you to customize the Employee Manual for
your company. As you insert your company's information, delete the brackets.
The italicized comments in (parentheses) are instructions for you while customizing the
document. Delete the italicized comments and parentheses before distributing the
Manual to your employees.
These instructions are not intended to be a part of your customized Employee Manual,
but please include them when you e-mail this Sample Employee Manual document to an
associate or friend for use in their company. However, you should delete this paragraph
and the text above before printing your customized Employee Manual.
[Company Name]
EMPLOYEE MANUAL
Revised [insert date here]
2. TABLE OF CONTENTS
SECTION 1 - INTRODUCTION
1.1 Changes in Policy
1.2 Employment Applications
1.3 Employment Relationship
SECTION 2 - DEFINITIONS OF EMPLOYEE STATUS
“Employees” Defined
SECTION 3 - EMPLOYMENT POLICIES
3.1 Non-Discrimination
3.2 Non-Disclosure/Confidentiality
3.3 New Employee Orientation
3.4 Probationary Period for New Employees
3.5 Office Hours
3.6 Lunch Periods
3.7 Break Periods
3.8 Personnel Files
3.9 Personnel Data Changes
3.10 Inclement Weather/Emergency Closings
3.11 Performance Review and Planning Sessions
3.12 Outside Employment
3.13 Corrective Action
3.14 Employment Termination
3.15 Safety
3.16 Health Related Issues
3.17 Employee Requiring Medical Attention
3.18 Building Security
3.19 Insurance on Personal Effects
3.20 Supplies; Expenditures; Obligating the Company
3.21 Expense Reimbursement
3.22 Parking
3.23 Visitors in the Workplace
3.24 Immigration Law Compliance
3. SECTION 4 - STANDARDS OF CONDUCT
4.1 Attendance/Punctuality
4.2 Absence Without Notice
4.3 Harassment, including Sexual Harassment
4.4 Telephone Use
4.5 Public Image
4.6 Substance Abuse
4.7 Tobacco Products
4.8 Internet Use
SECTION 5 - WAGE AND SALARY POLICIES
5.1 Wage or Salary Increases
5.2 Timekeeping
5.3 Overtime
5.4 Paydays
SECTION 6 - BENEFITS AND SERVICES
6.1 Insurance
6.2 Cobra Benefits
6.3 Social Security/Medicare
6.4 Simple IRA
6.5 Vacation
6.6 Record Keeping
6.7 Holidays
6.8 Jury Duty/Military Leave
6.9 Educational Assistance
6.10 Training and Professional Development
SECTION 7 - EMPLOYEE COMMUNICATIONS
7.1 Staff Meetings
7.2 Bulletin Boards
7.3 Suggestion Box
7.4 Procedure for Handling Complaints
4. SECTION 1
INTRODUCTION
This Manual is designed to acquaint you with [Company Name] and provide you with
information about working conditions, benefits, and policies affecting your employment.
The information contained in this Manual applies to all employees of [Company Name].
Following the policies described in this Manual is considered a condition of continued
employment. However, nothing in this Manual alters an employee’s status. The contents of this
Manual shall not constitute nor be construed as a promise of employment or as a contract
between the Company and any of its employees. The Manual is a summary of our policies,
which are presented here only as a matter of information.
You are responsible for reading, understanding, and complying with the provisions of this
Manual. Our objective is to provide you with a work environment that is constructive to both
personal and professional growth.
1.1 CHANGES IN POLICY
This Manual supersedes all previous employee manuals and memos that may have been issued
from time to time on subjects covered in this Manual.
However, since our business and our organization are subject to change, we reserve the right to
interpret, change, suspend, cancel, or dispute with or without notice all or any part of our
policies, procedures, and benefits at any time. We will notify all employees of these changes.
Changes will be effective on the dates determined by the Company, and after those dates all
superseded policies will be null.
No individual supervisor or manager has the authority to change policies at any time. If you are
uncertain about any policy or procedure, speak with your direct supervisor.
1.2 EMPLOYMENT APPLICATIONS
We rely upon the accuracy of information contained in the employment application and the
accuracy of other data presented throughout the hiring process and employment. Any
misrepresentations, falsifications, or material omissions in any of this information or data may
result in exclusion of the individual from further consideration for employment or, if the person
has been hired, termination of employment.
1.3 EMPLOYMENT RELATIONSHIP
You enter into employment voluntarily, and you are free to resign at any time for any reason or
no reason. Similarly, [Company Name] is free to conclude its relationship with any employee at
any time for any reason or no reason. Following the probationary period, employees are required
to follow the Employment Termination Policy (See Section 3.13).
5. SECTION 2
DEFINITIONS OF EMPLOYEES STATUS
“EMPLOYEES” DEFINED
An “employee” of [Company Name] is a person who regularly works for [Company Name] on a
wage or salary basis. “Employees” may include exempt, non-exempt, regular full-time, regular
part-time, and temporary persons, and others employed with the Company who are subject to the
control and direction of [Company Name] in the performance of their duties.
EXEMPT
(Note: The FLSA is the federal labor law that covers minimum wage provisions, overtime
pay, the Equal Pay Act, child labor laws, and other employment laws.
http://www.dol.gov/dol/asp/public/programs/handbook/minwage.htm )
Employees whose positions meet specific criteria established by the Fair Labor Standards
Act (FLSA) and who are exempt from overtime pay requirements.
NON-EXEMPT
Employees whose positions do not meet FLSA criteria and who are paid one and one-half
their regular rate of pay for hours worked in excess of 40 hours per week.
REGULAR FULL-TIME
(WorkplaceToolbox recommends a 90-day probationary period for new employees. Your
health insurance provider's plan usually specifies the number of hours per week an
employee must work in order to be given full-time status. In most cases, 35 hours per
week is considered full-time employment. Check with your insurance provider to be
sure.)
Employees who have completed the [90-day] probationary period and who are regularly
scheduled to work [35] or more hours per week. Generally, they are eligible for the
Company’s benefit package, subject to the terms, conditions, and limitations of each
benefit program.
REGULAR PART-TIME
(WorkplaceToolbox recommends a 90-day probationary period.)
Employees who have completed the [90-day] probationary period and who are regularly
scheduled to work less than [35] hours per week. [Regular part-time