Table Of Contents

1.Introduction
1.1: Purpose of Manual
This manual is designed to describe the policies and procedures by which employees
of Company will be recruited, hired, managed, recognized, paid, promoted and
developed. The policies are meant to help owners and/or supervisors manage their
people effectively to achieve business objectives. This manual is not intended to
address the legal and statutory requirements with which employers must comply.
Company should maintain familiarity with all applicable legislation.

1.2: Business Objectives of the Company

Company has a mission statement to guide it in working with clients,
partners, etc. The mission statement is: EXAMPLE: To be known as the leader in

the industry. We are committed to providing our customers with the highest quality of
service possible. We are dedicated to providing our personnel with continuous education,
training and support.
1.3: Principles and Values for Human Resource Management
The policies in this manual meet accepted professional standards for human
resource management in Canada and are consistent with relevant labour,
human rights and employment legislation. The practices governed by
provincial legislation are identified and, wherever possible, reflected in the
policies. Company is committed to using fair employment practices for all
applicants and employees regardless of gender, sexual orientation, race,
religion, marital status, age, physical or mental handicap, colour or ethnic
origin. This means employment practices will relate directly to the
requirements of the job or position, as well as support the provision of
quality service in a timely manner at a competitive cost. This Policy manual
cannot provide guidelines that anticipate every circumstance or question that
might arise. It is incumbent upon Company to maintain current knowledge of
its local circumstances, set its own policies and update its own HR Manual. It
is strongly suggested that the principles outlined in this manual serve as a
guide. Where necessary, seek third party advice from Human Resource or
legal experts.

1.4: Definitions
Owner: refers to the owner(s) of Company. Supervisor: refers to an
individual responsible for supervising an employee. This could be the Owner.
Employee: refers to individuals who are employed by Company on a fulltime, part-time or casual basis. Organization: refers to Company

1.5: Applicability
The policies in this manual apply to all individuals employed by Company
unless otherwise specified in the policy. This includes: Regular positions positions that are permanent in nature. Regular positions can be full time
(average of 40 hours per week) or part time (less than 35 hours per week).
Term positions - a position that is created for a special project or purpose.
The terms and conditions of employment are fixed for the duration for the
employment period, and may be renewed. These positions may be full or part
time. Casual positions - a position where a person is employed on an
hourly, daily or weekly basis for a special purpose or project.

1.6: Format of Manual

Each policy includes the following three sections:
a) Policy Statement-This section provides Companys policy
statement and objectives.
b) Procedures-The procedures to be used in applying the policy are
described in this section. In some cases, the principles, guidelines or
general processes are provided, and the specific procedures are
included in other documentation referred to in this manual.
Definitions -In some cases, additional definitions are necessary to
properly interpret the policy and its associated procedures. These
definitions are noted at the end of the policy.
c) Accountability/Responsibility-This section describes the
responsibilities of:
o
o
o

Those who apply the policy,

Those to whom the policy applies, as well as,
Any other individuals who are involved in applying the policy.

Usually, this would include the: Owner, Supervisor (who may be the owner),
and Employee
2.Human Resource Planning

2.1: Human Resource Planning

a) Policy Statement -

Company will ensure that it manages its human resources effectively. It will
strive to assign staff appropriately and ensure that job tasks and
expectations are clear (e.g., job descriptions, performance reviews, learning
and development, etc). It is important that employees understand their
duties and reporting relationships as well as those of others.
b) Procedures
Company will use its operating plan to guide the management of its human
resources by determining on an annual basis:
i. The number and type of positions that will be needed over the year and the
kinds of skills required for these positions. Regular positions will remain
relatively constant, but the need for temporary, casual, or outsourced
(specialized) staffing could change and should be planned for.
ii. The current number and types of positions in the organization, the kinds of
skills possessed by employees and any changes to regular employment
situations that might occur in the foreseeable future (e.g., retirements,
terminations, etc.).
iii. Gaps between the current situation and Companys anticipated staffing
needs over the next year (determining whether the current staffing situation
meets future requirements).
iv. The need to develop and implement staffing programs, policies or other
activities aimed at meeting future staffing needs (e.g., learning and
development programs to fill a gap in knowledge or skill).
v. How effective Companys staffing initiatives (e.g., recruitment, learning
and development programs, etc.) have been.
vi. Whether there have been any changes (e.g., expansion, change in
company focus, change in local economy, etc.) that Company will need to
respond to by changing staffing arrangements.
c) Accountability / Responsibility
The owner is responsible to plan for staffing requirements. This responsibility
can be shared with the Supervisor.

2.2: Organizational Structure and Authority

a) Policy Statement
Company will maintain an organizational chart that depicts the reporting
relationships in the organization and allocates responsibility for decision-

making. This ensures that everyone in the organization is aware of their own
and others responsibilities, and to whom they should go if they need
approvals, sign-offs, etc.
b) Procedures
Proposals to create a new regular position, or to reassign decision-making
authority must be submitted to the Owner for approval.
c) Accountability / Responsibility
The Owner is responsible for ensuring that the organizational structure is
clarified and staff are informed of the structure and authorities. This
responsibility can be delegated to the Supervisor .

2.3: Job Descriptions

a) Policy
Company will prepare and maintain accurate job descriptions for all positions.
This will ensure that recruitment, selection and hiring go smoothly, and that
employees know what is expected of them in their jobs.
b) Procedures
The job description includes:

General information (e.g. title, job code, reporting relationships, labour

exemption status, supervisory position, last date of review and name
of approving authority);
A summary of the position;
A comprehensive list of essential duties and responsibilities;
Qualifications of the job including:
o

o
o

The skills required (e.g., education; experience; language

requirements; behavioral skills, such as communication,
analytical ability, teamwork, etc.; and, technical skills, such as
specialized knowledge of computers or mathematics)
The effort involved (e.g., the physical demands, such as heavy
lifting or sitting in one position all day)
The working conditions (e.g., work environment)

The following common examples are provided in Appendix A of this manual:

o Bookkeeper
o Commercial Division Manager
o Customer Service Coordinator
o Field Manager

o
o
o
o
o
o
o
o

General Manager
Inventory and Equipment Supervisor
Lead Customer Service Coordinator
Office Manager (or VP Administration)
Service Manager
Territory Manager
Sales and Marketing Manager
Client organization s Manager

Job descriptions must be based on a thorough position analysis involving

those who are most familiar with the position. It is advisable that job
descriptions be reviewed and updated on a regular basis by the Supervisor
and the employee to ensure that they are current and accurate (possibly at
the time of the annual performance review). For Technician jobs, this review
is probably not necessary more than once every 3 years. However, where
new functions have been created it is recommended that the job (particularly
administrative jobs) be reviewed one year after creation and possibly the
next year as well.
c) Accountability/Responsibility
The Owner has authority to approve job descriptions. This authority can be
delegated to Supervisors.
3.Recruitment, Selection and Hiring

3.1: Recruitment
a) Policy Statement

Company will use an efficient, non-discriminatory and systematic method of

recruiting and selecting qualified applicants to fill vacant positions. When
appropriate, Company will give current employees first opportunity to apply
for vacant positions, provided they meet the requirements of the position.
b) Procedures
When it has been determined that there is a need to fill a position, the
following tasks should be completed before advertising the position:
1. Review the job description to ensure that it is accurate or make changes
as necessary.
2. Where there have been changes to the duties of the job, review the
compensation rate to make sure that it remains accurate and competitive.
Company can then explore potential sources of new recruits, such as:

o
o
o
o

Current Employee Referrals

Employment Agencies and Schools
Media Advertising (see section 3.2 Advertising Policy)
Temporary employees

Applications -Company will maintain an inventory of rsums from

individuals. Rsums will be retained on file for a period of 6 months. The
inventory should be used whenever external competitions are conducted.
c) Accountability/Responsibility
The Owner is responsible for:

Determining staffing levels;

Ensuring accuracy of job requirements based on the job descriptions;
Ensuring that all sources of recruits are explored;
Ensuring that all recruitment is conducted in a non-discriminatory
manner.

This responsibility can be delegated to the Supervisor

3.2: Advertising
a) Policy Statement
All vacant positions will first be advertised internally, where appropriate, prior
to seeking external applicants. Where there is a requirement for external
recruitment, positions will be advertised in a way that attracts as wide a
selection of qualified candidates as possible. All recruitment will be conducted
in an efficient, non-discriminatory, systematic manner.
b) Procedures -Advertising -Venues for advertising of positions may
include the following:

In-house newsletters or memos distributed to staff

Human Resource Employment Centres (Human Resource Development
Canada)
National and/or local newspapers
Professional and trade newsletters
Placement, recruitment, employment or referral services
Personal contact and word of mouth, referrals from current employees
Posting of positions or referrals from Universities and Colleges
Electronic recruitment via the internet.

The method chosen will depend on the type of position, the urgency of filling
the position, the location, the number of positions and the financial resources
available.
Advertising should include:
o
o
o
o
o
o

The position title;

A brief description of the duties;
The qualifications required;
The location of the work;
Information about the means of correspondence and a contact name
to be reached in case of inquires;
The date by which applications must be received.

Care must be taken to ensure that the advertisement does not contain any
requirement that could result in overt or systemic discrimination.
c)

Accountability/Responsibility-The Owner is responsible for:

Writing and sending out advertisements;

Contacting placement services, educational institutions, etc

3.3: Selection Process

a) Policy Statement
Company will seek to employ the most qualified candidate(s) available using
position-related, fair, reliable, cost-effective, efficient and valid selection
methods that compare each candidates qualifications to the position
requirements.
b) Procedures-Selection Plan
The Owner and, where applicable, the Supervisor of the position, will be
involved in the staffing process. These committee members may be
involved in all or some of the components of the selection process. The job
description will be reviewed and updated if necessary to ensure that all the
required functions are outlined and that all the required skills and abilities are
identified.
Before beginning any staffing process, the method or process of selection
should be determined. The methods used may vary depending on the nature
of the position, budget restrictions or number of applicants. The least
expensive and least labour-intensive methods should be used first Reserve
the more costly and time-consuming methods for a short list of applicants. A
sample selection plan is as follows (steps that are considered mandatory are
marked with *):

i. Application Screen* Application forms or rsums are reviewed to

determine which applicants meet the basic qualifications.
ii. Skill Tests Technical skills will be assessed to ensure that the individual
can perform certain tasks.
iii. Interviews* One or more interviews may be conducted to determine the
applicant's suitability for the position. A questionnaire will be prepared in
advance of the interview to ensure that all required skills and abilities are
assessed.
iv. Reference Checks* Two or three references are contacted to provide
information about the applicant's previous work, or other information related
to the skills required in the job for which they are applying.
i. Application screen
In order to be considered for employment, the applicant must meet all of the
minimum position requirements related to education/training, certification
and experience. Knowledge and abilities may be assessed at different points
in the selection process.
Often a candidate does not provide all the information you require in order to
fairly assess all of their experience and skills. Therefore, the screening of
applications can only be used as an initial assessment for certain types of
credentials. Other tools must be used to assess a candidates abilities and
knowledge. For example, during the interview process you can gather
additional information that demonstrates the candidates abilities.
Only questions that are relevant to the ability of the individual to do the job
can be asked on the application. In accordance with the Human Rights
legislation, no information can be gathered about age, sex, family
situation/marital status or physical disabilities.
iii. Selection interview
The selection interview should be used primarily to gain additional
information about the candidate regarding their education, experience,
knowledge, skills and abilities.
In conducting an interview, the following guidelines should be adhered to:
o
o

Decide if the purpose of the interview will be an initial screening or a

comprehensive review of the candidate's qualifications.
Determine in advance specific questions that will be asked in the
interview and develop an interview guide. The same questions must be
used for all candidates to ensure fairness and provide candidates with

equal opportunities to provide information regarding their skills and

abilities. Questions should be equal in difficulty for all candidates.
Questions included in the interview should relate to the position and be
phrased in a way that allows candidates to discuss their past
performance and experience as they relate to the target position.
Candidates answers should be written down so that they can be
recalled in their entirety when conducting candidate evaluations. Also,
this provides a record should the results of the interview be questioned
or should feedback be given to candidates.
Avoid asking questions that could be perceived as being discriminatory.
In particular you must avoid any questions that could provide you with
information that address the four prohibited grounds of discrimination
in Canada.

For more clarity, refer to the list of questions that can and cannot be asked,
found in Appendix D of this Manual.
iv. Reference checks
Reference checks should always be conducted to verify information gathered
through the selection process (e.g., rsum screening, interview, etc.) about
candidates experience, performance, academic performance and professional
characteristics (e.g., dependability, initiative).
In conducting reference checks, these following guidelines should be adhered
to:

Where possible, former Supervisors of the candidate should be

contacted as they are the most accurate sources of information.
Ask specific questions about past performance rather than general
questions. Examples of questions to avoid are "How did they do?" or
"What do you think of this person?
Try to get specific examples to support statements about the candidate
- for example, if the reference says the candidate "lacked motivation",
ask, "Can you give me some specific examples?"
Ask only questions that are related to the position requirements.
Assure the reference that the information he/she provides will be kept
in confidentiality.
Speak to more than one reference.
Make note of the information provided so that it may be referred to
when making the hiring decision and as a record should later queries
arise.

c) Accountability/Responsibility
The Owner is responsible for:

o
o
o
o

Organizing and guiding the selection committee through the process;

Screening applications, with input from members of the staff;
Conducting interviews with participation from members of the staff;
Conducting reference checks.

Definitions
Fair - An assessment method is fair if it does not unfairly discriminate against
any particular group or groups. A selection or assessment practice is nondiscriminatory if candidates with similar probabilities for success in a
particular position have similar probabilities for being selected for the
position.

3.4: Probationary Period

This policy is mandated under provincial Employment Standards
legislation
a) Policy Statement
All newly hired employees will undergo a probationary period to ensure that
their performance meets expectations. Continued employment is subject to
satisfactory probationary performance reviews.
b) Procedures
The probationary period for new employees is 3 months. Continued
employment is dependent on demonstration of satisfactory performance by
the employee during the probationary period. Probationary performance
reviews must be completed in writing (using the Performance Review
Process) by the Supervisor and reviewed with the employee. Based on the
results the employee will either be offered continued employment or
employment will be terminated. After 3 months of employment, employees
are entitled to notice of termination. A written decision will be provided to the
employee, the Supervisor and maintained in the Personnel file.
c) Accountability/Responsibility
The Supervisor is responsible for conducting and coordinating probationary
reviews. The Owner has accountability for authorizing decisions to offer
continued employment or to terminate employment.
4.Human Resource Development

4.1: Human Resource Planning

a)

Policy Statement

Company will ensure that it manages its human resources effectively. It will
strive to assign staff appropriately and ensure that job tasks and
expectations are clear (e.g., job descriptions, performance reviews, learning
and development, etc). It is important that employees understand their
duties and reporting relationships as well as those of others.
b) Procedures
Company will use its operating plan to guide the management of its human
resources by determining on an annual basis:
i. The number and type of positions that will be needed over the year and the
kinds of skills required for these positions. Regular positions will remain
relatively constant, but the need for temporary, casual, or outsourced
(specialized) staffing could change and should be planned for.
ii. The current number and types of positions in the organization, the kinds of
skills possessed by employees and any changes to regular employment
situations that might occur in the foreseeable future (e.g., retirements,
terminations, etc.).
iii. Gaps between the current situation and Companys anticipated staffing
needs over the next year (determining whether the current staffing situation
meets future requirements).
iv. The need to develop and implement staffing programs, policies or other
activities aimed at meeting future staffing needs (e.g., learning and
development programs to fill a gap in knowledge or skill).
v. How effective Companys staffing initiatives (e.g., recruitment, learning
and development programs, etc.) have been.
vi. Whether there have been any changes (e.g., expansion, change in
company focus, change in local economy, etc.) that Company will need to
respond to by changing staffing arrangements.
c) Accountability / Responsibility
The owner is responsible to plan for staffing requirements. This responsibility
can be shared with the Supervisor.

4.2: Performance Management and Appraisal

An overview of the subject matter covered within this Chapter:

Setting Objectives
Providing notice of intent to conduct a review

Conducting Performance Reviews

Providing Advice and Receiving Feedback
Confidentiality
Accountability and Responsibility

4.3: Employee Training and Development

An overview of the subject matter covered within this Chapter:

Preparation of Training Plans

Training Needs Assessment
Monitoring and evaluating Training effectiveness
Responsibility for the cost of training
Accountability

4.4: Promotions and Transfers

An overview of the subject matter covered within this Chapter:

Transfers
Promotions
Accountability and Responsibility

4.5: Rewards and Recognition

An overview of the subject matter covered within this Chapter:
o
o

Recognition of Performance
Accountability and Responsibility

4.6: Recruitment
a) Policy Statement
Company will use an efficient, non-discriminatory and systematic method of
recruiting and selecting qualified applicants to fill vacant positions. When
appropriate, Company will give current employees first opportunity to apply
for vacant positions, provided they meet the requirements of the position.
b) Procedures
When it has been determined that there is a need to fill a position, the
following tasks should be completed before advertising the position:
1. Review the job description to ensure that it is accurate or make changes
as necessary.

2. Where there have been changes to the duties of the job, review the
compensation rate to make sure that it remains accurate and competitive.
Company can then explore potential sources of new recruits, such as:
o
o
o
o

Current Employee Referrals

Employment Agencies and Schools
Media Advertising (see section 3.2 Advertising Policy)
Temporary employees

Applications
Company will maintain an inventory of rsums from individuals. Rsums
will be retained on file for a period of 6 months. The inventory should be
used whenever external competitions are conducted.
c) Accountability/Responsibility
The Owner is responsible for:
o
o
o
o

Determining staffing levels;

Ensuring accuracy of job requirements based on the job descriptions;
Ensuring that all sources of recruits are explored;
Ensuring that all recruitment is conducted in a non-discriminatory
manner.

This responsibility can be delegated to the Supervisor.

5.Compensation and Benefits

5.1: Compensation and Benefits

An overview of the matter covered within this Chapter:
o
o
o
o
o
o
o
o

Determination of Salary Rates

Salary Increases
Payment of salary
Deductions
Employee Loans, Payroll Advice
Benefits
Continuation of Benefits
Accountability and Responsibility

6.Hours of work, Holidays and Leave

6.1: Hours of Work, Holidays and Leave

An overview of the matter covered within this Chapter:
Policy Statement

Definitions

Absence Or Lateness

Working Hours

Overtime

Public Holidays

Religious holidays

Vacation Leave

Emergency Leave

Pregnancy and Parental Leave

Special Leave

Sick Leave

Accountability/Responsibility

7.Employee relations

7.1: Conflict Resolution

An overview of the matter covered within this Chapter :

In the case of conflict between Individuals...

In the case of conflict regarding Workplace Practices and Policies...
In the case of Unsatisfactory Resolution...
Necessary Documentation
Accountability and Responsibility

7.2: Disciplinary Actions

An overview of the matter covered within this Chapter:
o
o
o
o
o

Guidelines for Supervisors conducting Disciplinary Meetings

Guidelines for documenting the Plan of Action and Expectations
Steps in conducting Formal Disciplinary Procedures
Immediate Dismissal
Accountability and Responsibility

8.Employee Departures And Retirement

8.1: Retirement and Resignation

An overview of the matter covered within this Chapter:

o
o

Notice of intention to retire

Training / Succession planning

2) Returning Company property

4) Exit Interviews

Finalization of Financial Concerns

6) Record of Employment

8.2: Termination
An overview of the subject matter covered within this Chapter:
1) Rationale, Notice and Activities

2) Termination and Severance Pay

3) Accountability and Responsibility

9.Personal Records

9.1: Contents of files

An overview of the matter covered within this Chapter:
1) Employee Related Information 2) Position Related Information
3) Selection and Employee Development
5) Hours of work, holidays and leave

4) Compensation and Benefits

6) Employee Relations

7) Employee Exit and Retirement 8)Human Rights and Employment Equity

9) Accountability and Responsibility

9.2: Access to information and storage

An overview of the matter covered within this Chapter:
1) Restrictions/Limitation to access to information
2) Accountability and Responsibility
10.Human Rights And Employment Equity

10.1: Human Rights

An overview of the matter covered within this Chapter:
1) Human Rights Legislation
2) Diversity
3) Harassment

4) Employment Practices
5) Reasonable Accommodation
6) Accountability and Responsibility

11.Work Place health And Safety

11.1: Workplace Health and Safety Program

11.2: Joint Health and Safety Committee / Health and Safety Representative
12.Computer Use
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Employee Handbook
SECTION 1 INTRODUCTION
1.0 The Company Philosophy
1.1 The Company Mission
1.2 Equal Employment Opportunity Policy and Affirmative
Action Plan
1.3 Employment-At-Will
1.4 Sexual Harassment
1.5 Safety
1.5.1 Safety Rules
1.5.2 Hazardous Wastes
1.5.3 Reporting Injuries and Accidents
1.6 Drug Free Workplace
1.6.1 Prohibitions
1.6.2 Drug Awareness Program
1.6.3 Disciplinary Actions
SECTION 2 EMPLOYMENT
2.0 Personnel Administration
2.1 HR Personnel Records
2.1.1 Contents of Personnel Files
2.1.2 Employee Information
2.1.3 Employee's Request for Review of Personnel Records
2.1.4 Management Review of Personnel Files

2.2 Service
2.2.1 Employee Categories
2.2.2 Job Posting Procedures
2.2.3 Employment of Relatives
2.2.4 Employment of Minors
2.2.5 Promotions
2.2.6 Transfer of Employees
2.2.7 Separation of Employment
2.2.8 Work force Reductions
2.2.9 Probationary Period
2.2.10 Extra Income
2.3 Process Improvement
2.3.1 Employee-Management Forums
2.3.2 Employee Suggestion Program
SECTION 3 COMPENSATION & BENEFITS
3.0 Benefit Eligibility
3.1 Payroll Information
3.1.1 Time Records
3.1.2 Pay Periods
3.1.3 Salary Compensation for Partial Pay Period
3.1.4 Pay Rate Schedule Hourly Paid Employees
3.1.5 Payroll Deductions
3.1.6 Overtime
3.1.7 Payroll Errors
3.1.8 Garnishment of Employee Wages
3.1.9 Authorized Check Pickup
3.1.10 Pay at Time of Separation
3.2 Attendance & Leave
3.2.1 Medical Leave Policy
3.2.2 Sick Leave Credit Limit
3.2.3 Sick Leave Policy Usage
3.2.4 Medical, Dental and Optical Appointments

3.2.5 Exhaustion of Accumulated Sick Leave

3.2.6 Pallbearer, Funeral, Emergency Leave

3.2.7 Civic Leave or Jury Duty
3.2.8 Voting
3.2.9 Military Leave
3.2.10 Maternity Leave
3.2.11 Parental Leave
3.2.12 Leave of Absence
3.3 Insurance
3.3.1 Hospitalization and Medical Insurance
3.3.2 Continuation of Group Health Insurance
3.3.3 Life Insurance
3.3.4 Long Term Disability Insurance
3.3.5 Social Security
3.3.6 Workers' Compensation
3.3.7 Unemployment Compensation
3.4 Savings Plan
3.5 Break Room
3.6 Employee Discounts
3.7 Educational Assistance
SECTION 4 EMPLOYEE RESPONSIBILITIES
4.1 Work Schedules
4.1.1 Working Hours
4.1.2 Salary Employees
4.1.3 Hourly Employees
4.1.4 Clean Work-Place

4.2 Legal & Ethical Conduct

4.2.1 Ethical Standards
4.2.2 Conflicts of Interest
4.2.3 Personal Conduct
4.2.4 Confidentiality
4.2.5 Bribes, Kickbacks and Illegal Payments
4.2.6 Patents and Copyrights
4.3 Misconduct
4.3.1 Serious Misconduct
4.3.2 Very Serious Misconduct

4.3.3 Inexcusable Misconduct

4.3.3 Misconduct Investigations
4.4 Transportation & Travel
4.4.1 Company Owned Vehicles
4.4.2 Personal Vehicles
4.4.3 Living Expense Allowance
4.4.4 Other Travel Expenses
4.4.5 Expense Records
4.4.6 Travel Advances
4.4.7 Expense Reimbursement Third Party
4.4.8 Expense Policies Violations
4.4.9 Company Credit Cards
4.5 Appearance & Belongings
4.5.1 Personal Appearance
4.5.2 Business Attire
4.5.3 Casual Attire
4.5.4 Inappropriate Attire
4.5.5 Personal Belongings
4.5.6 Alcohol and Drugs
4.5.7 Medication
4.5.8 Smoking Policy

4.6 Equipment & Facilities

4.6.1 Parking
4.6.2 Telephone Use
4.6.3 Motor Vehicle and Workplace Equipment Operation
4.6.4 Safety Equipment
4.6.5 Company Tools
4.6.6 Waste Prevention
4.6.7 Solicitation and/or Distribution
4.6.8 Security
4.6.9 Bulletin Board
EMPLOYEE HANDBOOK FORMS
Acknowledgement Of Receipt And Understanding
Statement Of Legal And Ethical Business Conduct
Drug-Free Workplace Policy Employee Acknowledgement
Job Related Accident

http://www.citehr.com/viewtopic.php?t=1630#2832
The basic templates on which policies have to be formulated
and you have to observe and ask questions to the relevant
department to give the details.
Purpose and Purview
General Policies
Recruiting and Employment
Transfers, Promotions, Demotions and Reclassifications
Salary Administration Program
Position Categories
Hours of Work and Overtime
Grievances
Standards of Conduct and Performance
Termination
Vacation
Holidays
Absences
Sick Leave
Family and Medical Leave Policy
Employment Related Accident or Illness
Leave of Absence Without Pay
Equal Opportunity Policy
Policy on Accommodation for Disabled Persons
Sexual Harassment Prevention and Resolution
Policy on Sexual Assault Procedure
Policy on Alcohol and Drug Abuse and Drug-free Environment
Smoke-free Policy
Policy on Software Duplication
Management and Staff Training Policy

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OUTLINE OF HRD POLICY MANUAL
SECTION: 1- WELCOME
1.01 Welcome from the MD.
1.02 About the company

1.03 Company profile and History.

1.04 HR Vision
1.05 HR Objectives.
SECTION 2 - TERMS AND CONDITION OF EMPLOYMENT
2.01 Offer letter.
2.02 Probationary period.
2.03 Confirmation of appointment.
2.04 Categories of employees.
xxx have three Categories of Employees:
a) Full time:
b) Part time:
c) Contract employee:
2.05 Hours of work (Separated in to full time and part time
employees)
2.06 Patents of copyright (Proprietary Information):
2.07 Confidentiality And Inadvertent Disclosure.
2.08 XXX's Intellectual property right.
2.09 Retirement.
2.10 Pension plan
2.11 Notice of termination of employment (salaried staff and
other categories).
2.12 Uses of company cars
SECTION 3 - PAY AND BENEFITS
3.01 Pay related rule
3.02 Pay roll deduction (PF & Income tax):
3.03 Conveyance.
SECTION 4 - EMPLOYEE WELFARE AND LEAVE.
4.01 leave
4.02 Leave of absence without pay
4.03 Maternity leave
4.03.01 Additional Maternity Absence
4.03.02 Time off for Dependents
4.04 Parental Leave
4.05. Holidays.
4.06 Abuse of the absence procedure.
4.07 Compassionate leave, for bereavement or other domestic
crises.
4.08 Short leave (Late coming or early going)
4.09 Recreational and cultural activities.
4.10 Functions.
4.11 Birthday Celebrations.
4.12 Marriages.

4.13 Reimbursable Internet hours.

4.14 Education of Children.
4.15 Leave travel concession (LTC).
4.16 Personal loans.
4.17 Allowance for professional and academic development
pursuits.
4.18 Sponsorship to seminars/ conferences/ training program.
4.19 Insurance.
4.20 Library Books.
4.21 Employee stock option scheme.
SECTION 5 - EMPLOYEE POLICIES & PROCEDURES.
5.01 Equal opportunities and discrimination.
5.02 Recruitment and selection.
5.03 Training and development policy.
5.04 Work environment.
XXX strives to maintain a healthy, safe and productive work
environment, which is free from discrimination or harassment
based on race, color, religion, sex, sexual orientation, age,
national origin, disability, veteran status, membership or an
application.
5.05 Monitoring and surveillance.
XXXX have authority to check your personal records, almirah,
records on your p.c., and your bag at any time in your presence
or absence. It is suggested you to not to.
5.06 Separation.
All employees of XXX group should they choose to separate
from the organization, are required to give.
SECTION 6 - GENERAL RULES AND INFORMATION
6.01 TIME KEEPING
Late Attendance