Carlo Recio - Business Policy

Carlo Recio (Business Policy Case Study)

Santos, John Benedict B. BSA 3-1 Prof. Minera !erranco A"ril 1#, $%1&

Business Policy Pur"ose The purpose of this policy is to set out clear guidance for rewarding employees who make an exceptional sustained or one off contribution, whether individually, or as part of a team, employee empowerment, and employee training and development and employee job rotation.

Jo' Rotation The Job Rotation Program involves the temporary assignment of an employee in a particular position or department for a specified period of time to perform the specific duties of another position. This is normally a voluntary assignment where the employee treats the assigned duties as part of their regular responsibilities.  ny supervisor or employee may initiate a re!uest for Job Rotation assignment after careful evaluation of other available workforce strategies. ll employees who have completed their introductory period and have regular employment status in their current position are eligible to participate in Job Rotation. Rotations may be full"time, half"time or one day a week. Rotations can also be based on an allocation of time where an employee works at their regular job for specific periods and during the rest of the day they rotate to another job. #oth the sending and receiving supervisors should obtain approval for Job Rotation assignments through their  appropriate chain of command.  n employee on Job Rotation shall receive a performance evaluation at the normal time. The sending and receiving supervisors shall collaborate as appropriate on the evaluation. The sending supervisor shall retain responsibility for timely completion of  the evaluation. n employee on Job Rotation shall retain eligibility for promotional opportunities. The assignment may be extended by mutual agreement of the parties. $anagement may terminate the assignment at any time.

Job Rotations will not begin until a $emorandum of greement has been completed and signed by the employee, sending supervisor and receiving supervisor.  Job Rotation re!uest can be denied if it cannot be balanced with the other needs. %f the rotation assignment is extended or terminated, the extension or termination should be documented by memorandum, signed by all individuals on the original agreement and copied to all parties.

Reardin Syste* The company&s rewards and recognition policy aims to encourage and acknowledge superior performance in all areas and job functions. The policy recogni'es achievements that contribute to the overall objectives and success of company.

The (ompany wants to show its appreciation to individuals and teams that)

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(reate an environment of shared success and commitment *xceed production, !uality and sales targets (reate a safe working environment +ave excellent attendance records  re recogni'ed by their peers ive successful employee referrals Receive excellent customer service reviews -emonstrate exceptional overall performance

The (ompany recogni'es exceptional employees in a variety of ways including)

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erbal recognition Providing career advancement opportunities (ash bonuses ift (ertificates $erchandise / Tools Trips Parking spaces 0unches and -inners

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 dditional Paid acation -ays

The (ompany recogni'es and promotes positive behavior and supports its employees in creating a happy and healthy atmosphere that enables employee and company success. 1pecific recognition programs at the company include)

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 ttendance wards *mployee of the $onth *mployee Referral wards Peer Recognition Program 1afety wards 1ervice wards

+*"loyee +*"oer*ent Responsibility of supervisors) •

1upervisor makes the decision and announces it to staff. The supervisor provides complete direction. 1upervisor makes the decision and then attempts to gain commitment from staff by

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selling the positive aspects of the decision. 1upervisor may invite input into a decision while retaining authority to make the final

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decision itself. 1upervisor may invite employees to make the decision with the supervisor. %t must

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consider e!uality in the decision process. 1upervisor may turn the decision over to another party and must also share any preconceived picture anticipated outcome of the process.

rainin and eelo"*ent Jo'-related trainin

This development may take the form of participation in workshops, seminars and conferences.

Career deelo"*ent

Programs, including courses, workshops, seminars, etc, are available under the umbrella of (areer -evelopment. 1uch programs provide knowledge and skill development to enhance an employee2s work performance and potential career growth.

!inancial assistance

The (ompany pays all the expenses of an employee undertaking training and career development.