HR Standard Operating Procedures Manual

Human Resource Standard Operating Procedures

TABLE OF CONTENTS SECTION 1: HUMAN RESOURCE MANAGEMENT AND PLANNING Policy # 1-10 1-20

Name Human Resource Management SOP Human Resource Services SOP  Appendix A: Human Resource Request Form

Page # 1 3 6

SECTION 2: POSITION CLASSIFICATION AND EVALUATION Policy # 2-10

Name Job Descriptions SOP  Appendix A: Sample Job Description Form  Appendix B: Organizational Chart

Page # 7 10 13

SECTION 3: EQUAL OPPORTUNITY EMPLOYMENT Policy # 3-10

Name Equal Opportunity Employment SOP

Page # 14

SECTION 4: STAFFING Policy # 4-10

Name Page # Recruitment and Hiring SOP 16  Appendix A: Notice of Competition Form 28  Appendix B: Sample Job Advertisement I 29  Appendix C: Sample Job Advertisement II 30  Appendix D: Sample Letter for Selected Applicants 31  Appendix E: Examples of Interview Questions 32  Appendix F: Guide to Acceptable Interview Questions 33  Appendix G: Candidate Profile Form 37  Appendix H: Guidelines for Assessment of Each Factor 42  Appendix I: Sample Letter for Applicants Not Selected for Subsequent Interview 46  Appendix J: Sample Letter for Applicants Selected for Subsequent Interview 47  Appendix K: Sample Letter of Confirmation of Job Offer 48

 

Appendix L: Sample Letter for Applicants Not Offered a Job Appendix M: Reference Check Form

52 53

SECTION 5: EMPLOYMENT Policy # 5-10 5-20 5-30

Name Staff Orientation SOP  Appendix A: New Employee Orientation Check List New Employee Safety Orientation SOP  Appendix A: New Employee Safety Orientation Form Probationary Period SOP  Appendix A: Probationary Employee Report  Appendix B: Probationary Period Timeframe

Page # 58 61 64 66 68 70 72

SECTION 6: EMPLOYEE COMPENSATION AND REVIEW Policy # 6-10 6-20 6-30 6-40 6-50 6-60 6-70

Name Employee Compensation and Review SOP Travel, Meal and Miscellaneous Allowances SOP Hours of Work SOP Vacation Leave SOP Sick Leave SOP Leave of Absence SOP Employee Benefits SOP

Page # 73 80 82 85 88 90 95

SECTION 7: EMPLOYEE TRAINING AND DEVELOPMENT Policy # 7-10

Name Training and Development SOP  Appendix A: Application for Training  Appendix B: Repayment Agreement

Page # 99 103 104

SECTION 8: EMPLOYEE CONDUCT Policy # 8-10 8-20

Name Code of Ethics SOP Employee Conduct SOP

Page # 105 109

Policy # 8-30

8-40

Name  Appendix A: Employee Conduct Offenses Sexual Harassment SOP  Appendix A: Guidelines for an Effective Sexual Harassment Policy Workplace Harassment/Discrimination SOP

Page # 114 117 121 123

SECTION 9: EMPLOYEE GRIEVANCES Policy # 9-10

Name Employee Grievances SOP

Page # 127

SECTION 10: PERFORMANCE MANAGEMENT Policy # 10-10

Name Performance Management SOP  Appendix A: Definitions of Rating Used in Employee Performance Evaluation  Appendix B: Performance Management Record

Page # 131 136 140

SECTION 11: HUMAN RESOURCE RECORDS Policy # 11-10

Name Human Resource Records SOP

Page # 143

SECTION 12: AWARDS OF RECOGNITION Policy # 12-10

Name Awards of Recognition SOP

Page # 146

SECTION 13: EXIT QUESTIONNAIRE AND INTERVIEW Policy # 13-10

Name Exit Questionnaire and Interview SOP  Appendix A: Exit Interview Form

Page # 147 149

Human Resource Standard Operating Procedures 1-10 Human Resource Management Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0

Human Resource Management & Planning 1-10

Responsibilities 1.1 The Council will: a)

ensure that the municipality has in place a comprehensive human resource management system

1.2 The Chief Administrative Officer (or designate) will: a)

administer the human resource policies of the municipality

b)

develop and maintain a comprehensive human resource policy manual and supporting standard operating procedures which will serve as the official guide in handling human resource management matters

c)

identify necessary revisions to the human resource policies and, in consultation with other managerial and supervisory staff, recommend revisions to Council for consideration

d)

ensure the implementation and application of the municipality's human resource policies and establish a mechanism which will facilitate employee awareness and understanding of the approved human resource policies of the municipality

e)

ensure that any proposed amendments to any human resource policy are reviewed by the municipality’s solicitor

1.3 Department heads, managers, supervisory personnel and all other municipal employees will: a)

acquire a good working knowledge of the policies contained in this manual

b)

apply these policies in an equitable and fair manner at all times, utilizing sound judgment

c)

advise the immediate supervisor of revisions, deletions, or additions to the municipality's human resource policies which are considered appropriate

d)

encourage awareness of the municipality's human resource policies Page 1


Human Resource Standard Operating Procedures e)

encourage a positive municipality

attitude towards employment

f)

promote excellence in municipal service delivery

with

the

All proposed changes to the municipality's human resource management policies will, after due consideration, be referred to Council for review, amendment, and adoption. 2.0

General Provisions Human resource management policies, which are approved and adopted by the Council of the municipality, will, unless otherwise noted, apply to all employees of the municipality and their related agencies. Any policies which do not refer to all employees of the municipality, will be so noted.

3.0

Organization for Human Resource Management Overall administration of the human resource management function, as outlined in the policies adopted by the municipality will be the responsibility of the Chief Administrative Officer (or designate). For the purposes of this policy, the position responsible will be hereinafter referred to as the "Chief Administrative Officer." Nothing in this policy will restrict the Chief Administrative Officer from delegating responsibility for the human resource management function to one or more staff members of the municipality.

Page 2 Human Resource Standard Operating Procedures

Human Resource Standard Operating Procedures 1-20 Human Resource Services Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0

Responsibilities 1.1

The Council will review, amend, and approve: a)

1.2

1.3

1.4

increases in the number of approved positions within the municipality

The Chief Administrative Officer (or designate) will: a)

encourage and assist departments in human resource planning

b)

ensure that any changes in the Human Resource Planning Policy are identified and approved in advance

c)

maintain a record of the staffing levels and trends for all departments

d)

maintain a forecast of planned human resource requirements for the fiscal year

e)

approve transfers or reallocations of positions between departments

f)

approve transfers or reallocations of person-years between departments

Department heads will: a)

identify and forecast existing and future human resource requirements for the department

b)

make recommendations to the Chief Administrative Officer regarding the establishment or elimination of positions within the department

c)

approve expenditures for the department

Managers and supervisors will: a)

2.0

Human Resource Management & Planning 1-20

assist the department head in human resource planning

General Procedure Human resource planning is intended to facilitate greater co-ordination of staffing among the various departments of the municipality and to ensure effective and efficient use of the municipality's human resources. Normally, human resource Page 3


Human Resource Standard Operating Procedures planning procedures are an integral component of the budgetary process. However, provision has also been made for those staffing requests not occurring during the budgeting process. In general, the relevant procedures will be as follows: 2.1

2.2

2.3

2.4

At Budget Preparation Time a)

During the budget preparation process, departments will attempt to forecast all human resource requirements for the upcoming year. Specifically, each department will estimate salary/wage expenditures for the various categories of positions within the department.

b)

The department will recommend any changes from the existing distribution of staff among permanent, full time seasonal, temporary, contract and casual employees, as well as any increases or decreases in the number of positions authorized for the department.

c)

If additional positions are required, the information from all of the departments in the municipality will be collected and integrated by the Chief Administrative Officer and presented for consideration to Council.

Replacements: a)

Upon receipt of a Human Resource Request Form (see Appendix A) from a department, the Chief Administrative Officer reviews existing job descriptions which have been updated by the department head.

b)

The rate of compensation for the position is reviewed in accordance with the municipality’s rating plan (see Employee Compensation and Review Policy).

c)

Changes are noted as appropriate in the various human resource records.

d)

The department receives permission from the Chief Administrative Officer to begin the recruitment process.

New Positions a)

The department head prepares a draft job description (see Job Description Policy) and forwards the draft description to the Chief Administrative Officer.

b)

The Chief Administrative Officer reviews the Human Resource Request Form and accompanying job description and, where appropriate, makes necessary changes and/or recommendations.

c)

A rate of compensation is established for the position

Positions Above Current Staff Complement and Budget Page 4



2.5

a)

The department head prepares a draft job description and forwards the draft description to the Chief Administrative Officer for consideration.

b)

The Chief Administrative Officer reviews the documentation and job description and, after making revisions as appropriate, forwards the request and description to Council for consideration and decision.

c)

A rate of compensation is established for the position by the Chief Administrative Officer and the appropriate amount is included in the departmental budget.

Re-evaluation of Positions: a)

When a department head wishes to make any permanent and/or substantial changes in the duties, responsibilities, or authority of a position, written notification of the proposed change is submitted to the Chief Administrative Officer for approval and/or re-evaluation of the job in accordance with the job re-evaluation procedure (see Position Re-evaluation Policy).


Human Resource Standard Operating Procedures Human Resource Management and Planning SOP Appendix A Human Resource Request Form To be completed by department head and/or supervisor: Position Requested: ___________________________________ Existing Position New Position

Part-time Full-time

Temporary Casual Term/Contract

Days/month Days/month # of months

_

Permanent Permanent Seasonal

Note: Job descriptions must be included with all position requests. New position requests must be accompanied by: i) statement from department head outlining reasons for increase in position establishment ii) revised organizational chart for the department which indicates proposed location of new position. Authorization Council/Chief Administrative Officer has ___(approved)___ (rejected) the above request. Job description: ___ approved ___ revised Budget allocation approved: yes ____ no ____ Date Approved: _________________ Point rating for the position, per the Job Evaluation Form is ________which has a pay range of ____________________ to ____________________. Comments: ________________________________________________________________________ ________________________________________________________________________ Distribution:

Department Head Chief Administrative Officer (or designate) Finance (Payroll) Other: _______________________

2-10 Job Descriptions Standard Operating Procedure Category: Policy Number: Effective Date:

Position Classification and Evaluation 2-10


Human Resource Standard Operating Procedures Approval by CAO: Supersedes: Amended:

1.0


The Council will: a)

1.2

1.3

review, amend, and adopt changes to the municipality's job descriptions for the Chief Administrative Officer.


be responsible for overseeing the development and maintenance of job descriptions for each position in the municipality. The Chief Administrative Officer will work in conjunction with the appropriate department heads during the initial development of these job descriptions, which will be compiled in accordance with the standard format outlined in this policy.

b)

be responsible for the review and update, as necessary, of job descriptions in order to ensure their continued applicability with respect to the business plan and the distribution of duties and responsibilities for the various positions within the municipality

c)

assist department heads in reviewing the distribution of duties and responsibilities of staff (see Job Description Form, Appendix A)

d)

develop and annually update an organizational chart for the municipality which outlines the reporting and other relationships of the various positions throughout the municipality (see Organizational Charts, Appendix B)

e)

retain copies of job descriptions for all positions

f)

review and/or assist department heads in the preparation of job descriptions for any proposed new positions in the department


facilitate the development of each job description in consultation with the Chief Administrative Officer

b)

ensure that departmental job descriptions are updated annually, or as necessary, in order to reflect changes in the duties and responsibilities of positions in the department



1.4

1.5

2.0

c)

in consultation with the Chief Administrative Officer, regularly review the allocation of duties and responsibilities to ensure that they are distributed in the most appropriate manner among the employees of the municipality

d)

prepare job descriptions for all new positions which are requested for the department

e)

prepare and maintain an organizational chart for the department, outlining the relationships of the various positions within the department

f)

review any changes or modifications in the job descriptions and determine whether or not a job re-evaluation is necessary (see Position Evaluation and Classification Policy and Employee Compensation and Review Policy)

Supervisors will: a)

assist the department head in the preparation of job descriptions for all employees under their supervision

b)

assist employees in the review and updating of their job descriptions and forward the results to the department head

All employees of the municipality will: a)

become familiar with, and seek to fulfill, all the duties and responsibilities of their position as outlined in the applicable job description

b)

ensure that supervisors, department heads and/or the Chief Administrative Officer are aware of any modifications required to reflect changes in the duties and responsibilities of the employee (See Job Description Revision Form – Appendix ??)

Format – Job Description Job descriptions for all positions in the municipality will use a similar format which will briefly outline the following: a)

title of the position

b)

position designation (i.e. permanent, temporary, casual)

c)

reporting relationships (who the employee’s supervisor is)

d)

wage/salary range

e)

description, in summary or point form, of the work activities, duties and responsibilities, and major objectives of the position

f)

description of relevant factors in the physical and social working environment


Human Resource Standard Operating Procedures g)

necessary and desirable qualifications for the performance of the required duties and responsibilities

h)

a maximum of five or six critical accountabilities for the position together with the standards that must be met for fully satisfactory performance


Human Resource Standard Operating Procedures JOB DESCRIPTIONS APPENDIX A

Sample Job Description Form Position Title: Department: Reports to: Hours:

Supervision of others: Designation (i.e. full-time, part-time):

Other terms and conditions of employment:

Scope:

Responsibilities:



Qualifications Required Education: Experience: Specialized skills: Designation(s)/Certification(s): Knowledge: K1 K2 K3 K4 K5 K6 Abilities: A1 A2 A3 A4 A5 A6 A7 A8

Personal Suitability: PS1 PS2 PS3 PS4 PS5 PS6 Note: Additional pages can be added if the space on this form is insufficient.



Critical Accountabilities and standards for fully satisfactory performance (in order of importance): 1.

2.

3.

4.

5.

6.



JOB DESCRIPTIONS APPENDIX B

Organizational Chart*



This Page Intentionally Left Blank


Human Resource Standard Operating Procedures 3-10 Equal Opportunity Employment Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0

Responsibilities: 1.1


1.2

1.3

review, amend, and adopt changes to the Equal Opportunity Employment Policy


identify, prepare and recommend to Council changes to the Municipality's Equal Opportunity Employment Policy

b)

approve a process for the investigation and resolution of complaints concerned with violations of the Equal Opportunity Employment Policy

c)

ensure the proper implementation and application of the Equal Opportunity Employment Policy.

Department heads, other managers, supervisory personnel, and employees will: a)

2.0

Equal Opportunity Employment 3-10

be familiar with, and act in accordance with, the municipality's commitment to its Equal Opportunity Employment Policy.

General Provisions 2.1

Grievances: a)

Any employee of the municipality who feels he/she has received unfair treatment based on discrimination can register a complaint, in writing, with his/her supervisor or, if this is not appropriate, with another supervisor, manager or department head, or with the Chief Administrative Officer.

b)

An individual who has made application for a position of employment with the municipality, and believes to have received unfair treatment based on discrimination, can register a complaint, in writing, with the Chief Administrative Officer of the municipality.


Human Resource Standard Operating Procedures c)

Complaints will be handled in accordance with a formal process approved by the municipality (see Workplace Harassment/ Discrimination Policy #8-40).

d)

Any individual who feels to have received unfair treatment based on discrimination, has the right to contact the Nova Scotia Human Rights Commission or the appropriate provincial organization which reviews and investigates complaints of discrimination.


Human Resource Standard Operating Procedures 4-10 Recruitment and Hiring Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0

Staffing 4-10


The Municipality’s Council will: a)

1.2

1.3

1.4

amend and adopt changes to the Recruitment and Hiring Policy


develop and maintain a recruitment process which meets the requirements of the policy objectives adopted by the municipality

b)

maintain accurate records regarding the performance of the recruitment function

c)

as necessary, review specific recruitment practices of individual departments and assist in the recruitment process

d)

designate a person or committee to interview potential candidates


ensure that all recruitment practices in the department are carried out in accordance with the intent of the Municipality’s Recruitment and Hiring Policy

b)

advise the Chief Administrative Officer of any problems or issues affecting the departmental recruitment process

c)

advise the Chief Administrative Officer of any changes to the Recruitment and Hiring Policy which should be considered

d)

assist in overseeing and coordinating the recruitment practices of supervisors and managers

e)

ensure that all recruitment actions are taken in accordance with the existing Human Resource Planning Policy

Managers and supervisors will:


Page 17

Human Resource Standard Operating Procedures a) initiate, in consultation with the Chief Administrative Officer and department head, specific recruitment procedures within the municipality b) assist and/or carry out specific recruitment procedures as required by the department head and/or Chief Administrative Officer c) perform other duties pertaining to the recruitment process as identified by the Chief Administrative Officer or department head 2.0

General Recruitment Process

2.1

Advertising of Vacancies - Competitions a)

Guidelines will be developed by the Chief Administrative Officer with respect to the degree and nature of advertising for position vacancies. 

b)

(Minimum Guidelines – i.e. Chief Administrative Officer – advertise nationally; Senior Managers – advertise provincially; all others – advertise locally)

Advertisements placed in newspapers, journals, via the internet, and other media forums will normally contain the following: 

position duties and responsibilities



conditions of employment (i.e. salary or wage possibilities, length of employment term, hours of work, location or work)



opportunities for professional development and fringe benefits



specific qualifications and experience, both academic and professional, required for the position

A sample Notice of Competition Form and sample advertisements are contained as Appendices A, B, and C of this policy. 2.2

Executive Search and Placement Consultants The municipality recognizes that it may be necessary to rely on the services of outside management consultants to assist in the identification and referral of candidates for certain positions. Outside consultants may be retained by the municipality for: a)

senior managerial positions, including the Chief Administrative Officer, where it has been determined that a consultant may be better able to attract well-qualified candidates;

b)

professional or specialized technical positions where it has been determined that suitably qualified candidates with specialized skills cannot be attracted by more conventional and traditional approaches to recruitment.

Use of consultants will be subject to review and approval of the Chief Administrative Officer. If recruiting is for the position of Chief Administrative Human Resource Standard Operating Procedures

Page 18

Human Resource Standard Operating Procedures Officer, Council and the Director of Human Resources will be responsible for coordinating the selection and retention of outside consultants and for liaison during the recruitment and selection process. 3.0

Reimbursement of Moving Expenses for New Employees

3.1

General:

3.2

a)

When recruiting for senior managerial position vacancies, or for positions for which suitably qualified candidates are not available locally, the municipality will assist successful candidates with relocation expenses incurred. The new employee may be reimbursed in accordance with percentages set by the Chief Administrative Officer and by Council for the CAO.

b)

The municipality may wish to reimburse those individuals who were invited to any interview and incurred significant travel expenses; reimbursement will be at the discretion of the Chief Administrative Officer.

Requirements: a)

4.0

The successful candidate and the Chief Administrative Officer and/or Council will agree upon expenses to be reimbursed prior to the actual incurring of relocation expenses by the successful candidate.

Communications with Applicants It is the policy of the municipality to ensure that all qualified applicants involved in competitions in the municipality are informed as to the status of their application at the earliest possible date following the closing date of the competition.

4.1

Specific Objectives The objectives are to:

4.2

a)

ensure that all qualified applicants, selected for further consideration, are informed of their status as early as possible

b)

record all actions taken during the hiring process in case of possible future grievance or legal action

c)

demonstrate to applicants and staff that the municipality is making efforts to establish fair, consistent, efficient, and effective hiring practices

Responsibilities The Director of Human Resources will: a)

communicate with applicants, in accordance with the policy, during the hiring process

Department heads, supervisors, and other concerned staff will: a)

become familiar with the communication procedure


Page 19

Human Resource Standard Operating Procedures b)

4.3

4.4

General Provisions a)

Those candidates who are sufficiently qualified to be interviewed will be contacted by telephone, in writing, by e-mail and/or fax, to establish the date and location of the interview.

b)

The successful candidate(s) will be advised first by telephone, and subsequently in writing, of an offer of employment.

c)

Unsuccessful candidates who were interviewed will be advised of their status as soon as the successful candidate has confirmed acceptance of the position.

General Procedure a)

5.0

ensure adherence to the communication procedure respecting communication with applicants during the hiring process, particularly during any hiring processes for which the employee may be responsible

Communication with Applicants: 

Only those contacted for an interview will be notified or will receive further correspondence.



Once the prescreening of applications has taken place, those individuals who have been selected for a first interview will be contacted by telephone or by letter (see letter Appendix D). These individuals should be informed of specific interview dates and times.



Once the first set of interviews has been completed, those individuals who have not been selected for a second interview will be informed of such by way of letter and/or telephone call (see sample letter, Appendix E). Once the first set of interviews has been completed and it has been determined that a second interview is required, those individuals who have been selected for a second interview will be contacted by way of letter (see letter, Appendix F) or telephone with specific dates for second interviews.



Once the second set of interviews has been completed, the same procedure will apply as the first set of interviews.



After references have been checked and the selection is made, the selected candidate(s) will be offered employment by letter or telephone (see letter, Appendix G).



Candidates who completed a second interview, but were not successful, should be informed of this decision by way of letter (see sample letter, Appendix H) from the municipality, or by telephone first, when considered appropriate.

Prescreening Process


Page 20

Human Resource Standard Operating Procedures All applications for competitions will be evaluated in comparison to the requirements of the job. Accordingly, the individual(s) or committee responsible for the hiring decision will, prior to reviewing applications, have assembled and considered information pertaining to the specific duties and requirements of the vacant position. Specifically the prescreening process may include the following activities:

5.1

a)

careful review of all applications by the individual(s) or committee appointed to carry out the prescreening

b)

verification of information submitted by candidates

c)

selection of candidates for preliminary interviews

Selection Process It is the policy of the municipality to use the interviews and/or knowledge or ability testing as a component of the recruitment and selection process in assessing candidates for position vacancies.

5.2


5.3

a)

ensure that interviews are conducted with each candidate selected through the prescreening process for vacant positions

b)

establish rating guides for the conduct of interviews

c)

ensure that all applicants are treated fairly and consistently in the interview process

d)

ensure that, whenever possible, interviews with candidates are scheduled as closely as possible together in order to allow for greater fairness, consistency, and accuracy in the decision-making process

e)

ensure the implementation of related rules of conduct

Provisions a)

General: 

For the position of Chief Administrative Officer, the Council or Committee of Council will conduct the interview. If agreed by Council, an external consultant may be hired to conduct the interview process and to make appropriate recommendations.



For senior managerial positions, not including the position of Chief Administrative Officer, the Chief Administrative Officer or a designated committee will conduct the interviews. If deemed appropriate, an external consultant may be hired to conduct the interview process and to make appropriate recommendations. The


Page 21

Human Resource Standard Operating Procedures Chief Administrative Officer will have overall responsibility for the coordination of these and related activities.

b)



For other positions not covered above or by collective agreements, the department head and/or Director of Human Resources and immediate supervisor will conduct the interview and co-ordinate the related activities.



Those responsible for the interviewing process will complete the Candidate Profile Form (see Appendix G).



Any variations contained in collective agreements for particular positions will supersede any portion of this policy which conflicts with the collective agreement.



A listing of all positions covered by this policy will be developed and updated on a regular basis.

Committee: Wherever possible, a committee may be designated to interview and evaluate candidates. o

The Interview Committee may or may not be involved in the prescreening process related to selection of candidates for interviews.

o

Normally an Interview Committee will be utilized for all senior and mid-management positions, and for some technical positions (i.e. IT, Planning)

o

An Interview Committee will normally be comprised of some combination of the following:     

c)

the direct supervisor of the vacant position a technical expert, if applicable the Chief Administrative Officer or Director of Human Resources a department head or other senior manager, as appropriate the Mayor and/or Council members (when interviewing for the position of Chief Administrative Officer)

Format: The interview(s) should be conducted consecutively to ensure a more accurate comparison of candidates. The interviewers should:  introduce themselves to the interviewee  inform the applicant of any relevant details of the position in question  question the applicant about:


Page 22

Human Resource Standard Operating Procedures 

Education: the achievement of a specified level in a recognized academic institution



Training: the attainment of specific skills of a technical, general, clerical, or professional nature through participation in a training program



Experience: the acquisition of skills and familiarity with duties and responsibilities through the performance of similar duties for some period of time



Job-Related Physical Characteristics: the possession of specific standards of physical health and/or fitness required to fulfill the duties set forth in the job description



Job-Related Personal Qualities: the possession of specific qualities required to fulfill the duties set forth in the job description



The above are a few of the broad categories into which the qualifications for a specific job will fall. The weighting which each will receive, will depend upon the particular job, and should be consistent across all interviews for a specific vacancy. A list of sample interview questions and a guideline to questions which can and cannot be asked, are included as Appendices E and F to this section



The nature and number of questions asked will vary with the characteristics of the position.



During and/or after each interview, the interviewer(s) will complete the candidate profile (Appendix G), adding any relevant comments as necessary. In particular, the suitability of each candidate for the vacancy should be carefully considered.



Following the completion of the interviews, the interviewer(s) should consult with each other and develop an applicant ranking based upon the candidate profiles.



Following the completion of all interviews, reference checks should be carefully conducted, where appropriate.



An interview file should be established for a period of one year following the interview. The coordinator of interviews will be responsible for the development and retention of this file. The file should include all correspondence to the applicants interviewed; any correspondence sent to the unsuccessful candidates; all candidate profiles; and all other additional notes, reports, letters, or relevant materials.


Page 23


6.0



All documentation and candidate profiles respecting the successful applicant should be transferred to the new employee's personnel file upon acceptance of employment.



In some instances, telephone interviews or video conferencing may be appropriate in order to minimize travel-related expenses.

Reference Checks It is the policy of the municipality to recognize the importance of reference checks as a means of obtaining additional information or verifying previously obtained information about a candidate being considered for a vacant position.

6.1


6.2

a)

ensure that necessary verification and confirmation of information which has been obtained from the application form and from the interview, is undertaken for those candidates being seriously considered for a position vacancy

b)

obtain clarification on any perceptions and judgments which those individuals responsible for hiring may have regarding the candidate

Specific Responsibilities The Chief Administrative Officer will: a) implement the Reference Checks procedure in the municipality b) recommend potential changes to the Reference Checks procedure as considered appropriate c) ensure that reference checks are undertaken by those responsible for hiring in the municipality d) perform reference checks on all candidates for whom a hiring decision is required Department Heads will: a) after interviews have been conducted, undertake reference checks on candidates for whom a hiring decision is required b) ensure that reference checks are undertaken for all hiring decisions occurring in their department Supervisors and Managers will: a) undertake reference checks on all candidates for whom a hiring decision is required


Page 24

Human Resource Standard Operating Procedures 6.3


Reference checks must be undertaken on potential employees and will be conducted before any formal offer of employment is made. Reference checks should be made by the hiring department (either the department head or a designated supervisor) or by the Chief Administrative Officer as outlined in the preceding list of responsibilities. Reference checks will normally be made either: 

by phone: providing flexibility and opportunity for in-depth questioning. Results should be recorded in writing and retained on file. A guide for conducting telephone reference checks is included as Appendix A: Reference Check Form.



in writing: by the Chief Administrative Officer (or designate). Results should be retained on file.

Additional information regarding the reference check procedures is included as Appendix M of this policy. Note: For a listing of questions which cannot be asked during reference checks, refer to the Guide to Acceptable Interview Questions, Appendix F.

7.0

Final Selection Process It is the policy of the municipality to ensure that candidate(s) are selected on the basis of qualifications and suitability for the vacancy. Selection will be based upon the results of a review of the job requirements compared to the information supplied by the applicant’s interview results, reference checks and any special tests of technical, professional or physical skills that are considered necessary to successfully complete the duties of the vacancy(ies) being filled.

7.1


Candidates will be evaluated during the interview. In addition, the candidates' skills and attributes will be compared to the duties, responsibilities, and requirements of the position in question.

b)

Each candidate's application will be considered in light of the following: 

municipal and departmental policies dealing with workforce management



any information obtained through reference checks



professional and job-related experience



special educational qualifications, training, or professional certification



interview and/or test performance and communication skills


Page 25


7.2

any other factors considered relevant

c)

Candidates will be ranked in terms of suitability for the vacant position.

d)

The individual ranked first in the listing will be contacted and an offer of employment will be made.


Hiring of Relatives: Employing relatives or individuals involved in a dating relationship in the same area of the organization can cause serious conflicts and problems with favoritism and employee morale. Furthermore, personal conflicts from outside the work environment can be carried over into day-today working relationships. The municipality does not restrict the hiring of relatives, except where there is potential for a conflict of interest. Other than such situations, relatives of current employees who possess the required qualifications for a position shall be given equal consideration. Any real or potential conflicts of interest must be resolved to ensure such a conflict or potential conflict has been fully addressed. Definitions: A relative is considered a parent, spouse, sibling, child, grandparent, grandchild, aunt, uncle, fiancée or relative with whom the employee resides. This also included common-law, in-law and step relationships. For the purpose of this SOP, a couple who are co-habitating and publicly representing themselves as a couple constitutes a common-law relationship. Guidelines: Relatives of any employee may be hired to work for the municipality provided that: 

No employee would have authority to supervise, appoint, remove, or discipline the other family member;



No opportunity exits to audit the work of the other; or



There are no other circumstances which might lead to potential conflict among the parties or conflict between the interests of one or both parties and the best interests of the municipality.

The municipality will not allow the employment of a relative of a Department Head in the department that he or she manages. If a potential conflict of interest develops between two existing employees through marriage, the establishment of a common-law relationship or the sharing of living quarters, an alternative place of work within the municipality will be sought for one of the employees. Human Resource Standard Operating Procedures

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b)

Summer Students Policy Two types of student/casual employees exist: 

Technical Employees would have appropriate background and training. i.e. Engineer student, Pool Director, Recreation intern, Computer Technician, Planning Student, Police Cadet) They should receive a rate of pay equal to the average rate paid to such positions in the marketplace.



Non-Technical Employees would not have specific technical background and/or training. They would generally be paid within one dollar of the minimum wage in their first year of employment. However, should such student/casual employees return in subsequent years, their rate of pay should normally be increased by fifty cents from the rate paid in the previous year, in recognition of some acquired knowledge about work being done.

Some conditions which apply to the hiring of student/casual employees:

c)



All factors being equal, municipal residents will have the first opportunity to be employed;



A person will not be employed in a Department where a relative would have direct supervisory responsibility for the employee;



Such employees will be at least sixteen years of age;

Re-employment of Employees Discharged for Cause: The municipality recognizes that it is occasionally necessary to terminate an employee's services because of specific problems which impede ability to perform duties. However, the municipality does not wish to impose an unfair restriction on former employees who have been able to overcome problems which resulted in their termination. Therefore, applications will be accepted from those people who have, for example: 

overcome problems associated with drug or alcohol addiction



overcome other health-related problems



upgraded their academic qualifications or employment skills

Such persons will be evaluated on the same merit basis as other candidates who apply for vacant positions.


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Human Resource Standard Operating Procedures APPENDIX A

Notice of Competition Form for all Positions Municipal Department: ____________________________ Forward all completed applications to: Position Title:______________________ Position Number: ________________________ Pay Range:

____________________________

Responsibilities, qualifications, critical accountabilities and working conditions are described in the attached position description. Closing date of competition: __________________________________________________

This competition is: ____ Internal

____ Open

Application forms and/or terms of reference may be obtained by contacting ___________________________ at the address noted above (if applicable).

Date Posted


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Human Resource Standard Operating Procedures APPENDIX B

Sample Job Advertisement I Municipal Administrative Assistant The municipality is inviting applications for the permanent full-time position of Administrative Assistant. The successful candidate will report to the Chief Administrative Officer You will provide administrative assistance to the Chief Administrative Officer in all matters relative to the general management of the municipality, specifically through managing inquiries, correspondence, and electronic communication for the Chief Administrative Officer. In addition, you will research and prepare correspondence, reports, audio/visual and logistical arrangements for the Chief Administrative Officer to use at Council meetings, presentations, and public consultation. Preferred applicants should have a background in municipal government; proficiency in various computer applications (MS Word, MS Excel, Outlook, PowerPoint, Publisher, Internet); strong interpersonal skills; and the ability to communicate effectively both verbally and in writing. The successful candidate will thrive in a fast-paced environment and be highly motivated with strong organizational and priority setting skills. The successful candidate is willing to follow all applicable Provincial and Municipal Occupational Health and Safety Policies and Procedures and participate in the appropriate training as required. Letters of application and resumes for the position of Administrative Assistant may be submitted to (*name*) by mail to (* Address*), (*email*) (Subject line Administrative Assistant Application), or faxed to (*phone*). Applications close (Month/Day/Year). All applicants are thanked for their interest, however, only those who are selected for consideration will be contacted. For more information on the municipality visit our website at: _________________


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Human Resource Standard Operating Procedures APPENDIX C

Sample Job Advertisement II Municipal Director of Parks and Recreation

Duties: This is a senior administrative position responsible for providing administrative direction and leadership to the Parks and Recreation Department, including the planning of all physical, human, and community resources related to recreation and leisure, as well as responding to the philosophy, goals, and objectives of the department. Duties will include the planning, organization, direction, co-ordination, and control, under the direction of the Chief administrative Officer, of the activities of the department, including the functions of the staff and quality of the programs. Qualifications: Applicants must possess a Bachelor's degree in recreation or leisure studies or physical education and a minimum of three years' related experience, with emphasis on administration, management, and community development skills. Desirable skills include leadership abilities, supervisory skills, and a willingness to operate in a team environment. Salary: (insert salary range for position) depending on qualifications and experience, plus a benefits’ package.) Letters of application and resumes for the position of Director of Parks and Recreation may be submitted to (*name*) by mail to (* Address*), (*e-mail*) (Subject line Director of Parks and Recreation Application), or faxed to (*phone*). Applications close (Month/Day/Year). All applicants are thanked for their interest, however, only those who are selected for consideration will be contacted. For more information on the municipality visit our website at: _________________


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Human Resource Standard Operating Procedures APPENDIX D

Sample Letter for Applicants Selected for an Interview

(date)

(name) (address) (address) (address)

Dear (name): Applications for the position of (that applicable) were screened this past week. We were impressed with the quality of all applicants and selecting those candidates to be interviewed was a difficult process. We are pleased to offer you an interview to discuss the skills and expertise, which you feel you may be able to bring to this position. Your interview has been scheduled for (date of interview), at (time). Please call our administrative offices at (telephone #) to confirm your appointment. Thank you for your interest in employment with **name of municipality**. I look forward to meeting you at this time.

Sincerely,

(name) (Title / department)


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Human Resource Standard Operating Procedures APPENDIX E Examples of Interview Questions 1.

Tell me a little bit about yourself: your background or interests as you feel may be appropriate to the position. 2. What do you know about our municipality? 3. What do you consider to be your major strengths? weaknesses? 4. What do you think your previous employer would say are your major strengths? your major weaknesses? 5. What appeals to you the most about municipal government? 6. Why do you think that this would be a good place to work? 7. In your opinion, what are the advantages of working for a municipality? 8. What do you see as the major responsibilities involved in working for the "public"? 9. Tell us about previous academic and professional experience which you believe is relevant to this position. 10. Why do you think that working here would be an opportunity for you? 11. Are there any specific people who you admire? Why? 12. How do you feel about working closely with other people and sharing responsibility for the outcome of your work? 13. Where do you see yourself five years from now? ten years from now? 14. Do you feel you were treated fairly in your last job? 15. What did you especially like about your last job? 16. What did you dislike about your previous job? 17. If you find that you and one of your co-workers have come to an impasse, how would you resolve the situation? 18. Describe a frustrating experience you have had in the workplace. How did you work your way through this situation? 19. What risks have you taken in your previous professional experience and what was the result of those risks? 20. What experience have you had in dealing with people or supervising others? 21. Why did you leave your former job? 22. Does pressure in the work environment bother you? 23. What do you look for in a job? 24. What do you expect from an employer? 25. Do you believe you are capable of satisfactorily completing the tasks as outlined in the job description for this position? Note: It is beneficial to ask additional questions which are specific to the position being applied for, such as: What type of equipment are you trained to operate? What computer skills do you possess? How would you react to this situation?


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Human Resource Standard Operating Procedures APPENDIX F Guide to Acceptable Interview Questions This table was adapted from the Nova Scotia Human Rights Commission's Guide for Employers. Blank boxes indicate there is no acceptable enquiry into that topic. Unacceptable Preemployment Enquiries

Item Name



  Address



Sex and/or Sexual Orientation

  

Marital Status



Family Status1

 

Age



Acceptable PreAcceptable Postemployment Enquiries employment Enquiries

enquiry into maiden name  and/or previous name, whether it has been changed by court order or  otherwise full name indicate whether Mr., Mrs., Miss, or Ms. enquiry into foreign  address any enquiry into gender any enquiry into sexual orientation any enquiry into pregnancy, child-birth, or child-bearing plans any enquiry (i.e. single, married, divorced, engaged, separated, widowed, or living common-law) any enquiring into number  of children or dependents any enquiry about arrangements for child care any enquiry, (e.g. request for birth cert. or baptismal record, that may reveal the age of the applicant)

last name, first name or initial, middle name or initial ―How would you like to be addressed, Mr., Mrs., Miss, Ms., or as above?‖



full name



information required for tax/insurance purposes



information required for tax/insurance purposes



verification of age for tax/insurance purposes

contact address and phone number

enquiry into meeting the job requirements, i.e., if the job requires travel, shift-work, overtime, etc.

Ensure that questions in an interview are not prefaced with phrases such as, ―Given that you are married...‖, or ―You have a family...‖. These phrases are inappropriate and are not permitted. 1


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Human Resource Standard Operating Procedures APPENDIX F (continued)

Unacceptable Preemployment Enquiries

Item National, Ethnic, or Aboriginal Origin





request for birth certificate or any enquiry into place of birth, mother tongue, citizenship status, etc., that may reveal the applicant’s national and/or ethnic and/or aboriginal origin any enquiry into nationality and/or residence or parents, grandparents, spouse, or other relatives

Race and/or Colour



Any enquiry that may reveal the applicant’s racial origin, e.g. colour of hair, eyes, skin, etc.

Photograph



request for photograph or the taking of a photograph

Languages

 

mother tongue how and where language skills were attained


Acceptable PreAcceptable Postemployment Enquiries employment Enquiries 



―Are you legally entitled to work in Canada?‖



documentary proof of eligibility to work in Canada



request for a photograph if required for identification purposes

ask, where applicable, whether the applicant understands, writes, and speaks the language(s) (English and/or French and/or other(s)) required for the job

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Human Resource Standard Operating Procedures APPENDIX F (continued) Unacceptable Preemployment Enquiries

Item 

Religion or Creed

  

Military Service



Height and Weight Physical Disability or Mental Disability

 



Sources of Income Political Belief or Affiliation

  

Organizations



Acceptable PreAcceptable Postemployment Enquiries employment Enquiries

any enquiry into the racial and/or religious affiliation of school(s) any enquiry into religious affiliation or customs any enquiry into availability to work on specific religious holidays request for references and/or recommendations from religious leader(s), e.g., priest, rabbi, etc. any enquiry into military service any enquiry (unless it is job related) any enquiry into physical and/or mental disabilities and/or health problems, and/ or hospitalization records for emotional problems enquiry into previous dependency on drugs or alcohol any enquiry enquiry into member-ship of, or affiliation with, any political party enquiry into political activity request to list all associations, clubs, and organizations where membership is held by the applicant


membership in professional associations or occupational groups can be asked if it is a job requirement

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Appendix G Candidate Profile Form Name: _____________

Date of Interview: _________________

Title of Position Sought: ________________________________________________________ SAMPLE RATING GUIDE KNOWLEDGE

WEIGHT

HOW CAN WE TEST?

1

Thorough knowledge of (subject area)

Review resume with candidate & explore depth of experience; ask ―what are the latest trends and developments in the (field)‖, or ―how do you keep current with what is happening in the (field)?‖

2

Thorough knowledge of (process)

―Please describe an ideal …….process. What would be the steps?‖

3 4

ABILITY 1

To communicate effectively orally


vocabulary assess during entire interview and/or set up presentation; look for:  clarity  conciseness  logical flow of ideas  good vocabulary  professional presentation (appropriate choice of words, no slang, etc.)  understandable

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2

2

To communicate effectively in writing

review resume and cover letter ask for written response to one or more questions before or after interview

2

To manage projects effectively

Behavioural question: ―Please describe project that you have managed from beginning to end.‖ or ability question: ―Let me tell you about one of our projects.....How would you manage it?‖

3

To effectively prioritize

in basket exercise OR build on previous question by asking the candidate to establish priorities (cover in reference check)

4

To work effectively in a team environment

Behavioural question: ―Tell me of a time when you were working as part of a team and a project wasn’t going so well. What was it like, and what did you do?‖ Reference check Simulation through actual meeting with the work group the candidate could expect to work with

5

To deal effectively with competing priorities

How would you handle a situation where there are too many projects and too little time?

6

to effectively conduct and analyse market research

―Please explain how you would conduct research on........ Behavioural question: ―What experience have you had with marketing research? Could you describe some of your most challenging assignments and how you went about doing them?‖

7

To achieve consensus from diverse groups

Look for openness, willingness to consult and to listen

8

To effectively perform budget variance analysis

Look for understanding of GAAP2 principles, appreciation of significance

Generally Accepted Accounting Principles


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9

To manage time effectively

What time management techniques are you familiar with? Which ones do you use?

PERSONAL SUITABILITY 1

Team oriented

What makes for a good team? What makes for a less than optimal team? (Consider covering in reference check)

2

Ability to work in a fast paced environment

(Consider covering in reference check) Explore past work environment; Ask ―What do you look for in a work environment?‖

3

Flexibility and adaptability

(Consider covering in reference check)

4

High energy level

Direct observation during interview

5

Creativity

6

Reliability & dependability

7

Persuasiveness

8

Initiative* (this is considered one of the most important determinants of success on the job)

(Consider covering in reference check) Ask candidate to generate a specific number of options (eg. 7) to a particular problem (Consider covering in reference check) Candidate behaviour throughout the process (Consider covering in reference check) Direct observation; Build on previous question(s) (Consider covering in reference check) Check for value added (presentation, cover letter and/or resume) Observation during interview (Consider covering in reference check)

WORKING CONDITIONS


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Position requires moderate travel throughout North America

―Would you be able to travel to…..?‖

Note: If weights are to be used, it is usually easier to use a maximum of 100 weighted points so that everyone is aware of what a 5 or 10 point difference between candidates really means.


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Human Resource Standard Operating Procedures ELEMENTS OF A GOOD ANSWER No matter what the question or test, it is a good idea to describe in advance what you are looking for: Example 1: Oral communications ● clarity ● conciseness ● logical flow of ideas ● good vocabulary ● professional presentation (appropriate choice of words, no slang, etc.) ● understandable

Be prepared to be flexible. It is always possible that a candidate will come up with a better answer than the one you may have thought of. Interviewers’ remarks regarding the interview: ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________

Signatures

Note: Please remember that individuals of different cultures may have different expectations about interviews. For example, it is customary in some cultures not to look at the interviewer when responding as a sign of respect. This could be misconstrued as "shyness."


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APPENDIX H Guidelines for Assessment of Each Factor Planning and Organizing Skills Definition:

Ability to schedule and allocate time and resources appropriately; to handle and co-ordinate various activities conjointly; to meet deadlines.

Assessment Procedure:

Probe previous experience; develop cases based on typical problems which the incumbent would be expected to overcome.

Consider:        

accomplishments in previous job(s) standard work habits what techniques were used to improve effectiveness in previous job(s) what were the biggest problems and how were they overcome do candidate's comments reflect a results-oriented approach to work attitude/adaptability

Knowledge Definition:

Possession of specialized information normally acquired through formal education or training.


Probe previous experience; develop cases based on typical problems, which the incumbent would be expected to overcome.

Consider:  testing areas of critical subject matter in relation to job requirements  developing standard questions to test knowledge  administering questions orally and/or in writing Leadership and Teamwork Skills Definition:

Ability to plan and direct work of others; exercise control with follow-up or monitoring quality of work; motivate and obtain commitment of staff; ability to work with all members of staff and assume different leadership roles; act as a team player.


Probe previous experience; develop cases specifically based on typical problems, which the incumbent of the position would be expected to deal with.


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Consider:   

evidence of individual's style of leadership, understanding of the leadership role and ability to change styles handling of unsatisfactory staff performance (e.g. low productivity, insubordination, failure to meet deadlines) examples of situations (in work or community activities) in which candidate feels he/she has demonstrated leadership ability and teamwork.

Problem-Solving Ability

Definition:

Ability to process and organize a variety of information and to identify and apply relevant information to develop practical and effective solutions to problems.


Probe previous experience; develop cases specifically based on typical problems which incumbent of the position would be expected to deal with.

Consider:     

Candidate’s overall approach to problems does he/she seek relevant additional information How many alternative solutions are generated? Does candidate demonstrate understanding of the information given Are attempts made to avoid dealing with problems (e.g. through reliance on supervisor or subordinates) If the individual is decisive or unable to determine a course of action

Quality of Judgment Definition:

Ability to recognize priorities; to be sensitive to the implications of decisions; to maintain objectivity and an overall perspective.


Probe previous experience; develop cases specifically based on typical problems, which the incumbent of the position would be expected to deal with.

Consider:  Candidate’s awareness of implications of alternative solutions to problem-solving case presented to him/her


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Quality of solutions provided



Candidate’s description of previous accomplishments

Interpersonal Skills Definition:

Ability to establish and maintain effective working relationships with others in the work environment (i.e. peers, staff, officials, clients, and general public)


Identify level and range of skills required in relation to job requirements (nature of contacts, level of supervisory responsibility, sensitivity, or position; role in relation to the public, etc.) Also develop questions on past experience and/or cases designed to elicit evidence of interpersonal skills.

Consider:     

Appearance--appropriateness of dress and general appearance Participation in extracurricular community activities, interests, activities (type of, role in) Interview behaviour (self-assurance, shyness, directness, defensiveness, appropriateness of remarks) Quality of relationships with previous supervisors, staff, and peers; aspects of previous job(s) considered positive and negative Quality of responses during the interview

Communication Skills Definition:

Ability to communicate clearly and concisely with appropriate use of vocabulary.


Identify level and range of skills (oral/written) required in relation to job requirements (i.e. routine communication with staff, providing information to public, briefing senior officials, making presentations, public speaking). Assess on basis of: observed interview performance, evidence of previous experience and performance, work samples (for written communication).


Clarity of expression Delivery of answers/questions Specific writing samples


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Human Resource Standard Operating Procedures Innovation/Resourcefulness Definition:

The ability to be creative, to develop innovative solutions to problems, to be forward thinking.


Questions to elicit evidence of past performance; problem-solving cases presented during interview.


Personal contribution/achievement in previous jobs Recreational and community activities Variety and originality of solutions created in response to problem-solving cases


Page 45

Human Resource Standard Operating Procedures APPENDIX I

Sample Letter for Applicants Not Selected for a Subsequent Interview

(date)

(name) (address) (address) (address)

Dear (name): Interviews for the position of (applicable position) were held this past week and we were very impressed with all of the candidates. The interviews were instrumental in narrowing the choice for a successful candidate for the position. We have notified the candidates with whom we will be conducting second interviews. Although we are unable to offer you a second interview for the position, we encourage you to apply for other positions with *insert municipality* as they become available. Thank you for your interest in employment with *insert municipality*, and best wishes in your employment search.

Sincerely,

(name) (title/department)


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APPENDIX J

Sample Letter for Applicants Selected for a Subsequent Interview

(name)

(name) (address) (address) (address) Dear (name): Interviews for the position of (applicable position) were held this past week and we were very impressed with all of the candidates. The interviews were instrumental in narrowing the choice for a successful candidate for the position. We are pleased to offer you a second interview to further discuss your qualifications and interest in this position. Your interview has been scheduled for (date and time). Please call our administrative offices at (telephone number) to confirm your appointment. Thank you for your interest in employment with *insert municipality*. I look forward to seeing you at that time.

Sincerely,

(Name) (title/department)


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APPENDIX K

Sample Letter of Confirmation of Job Offer (date)

(name) (address) (address) (address) Dear (name): RE: *insert municipality* Employment Letter of Offer Following a successful interview, *insert municipality* is pleased to make the following offer of employment to you: Position: You will be employed as the (Position Title). Your immediate supervisor will be (Name), (Position). Duties: You agree to diligently, efficiently, and faithfully perform all duties which may be prescribed from time to time by the employer including, but not limited to, those set out in the position responsibilities as attached. Please take note that this is subject to change based on any future changes within the organization Term: Notwithstanding the date upon which you may execute this offer letter, your employment in this full-time permanent position shall be deemed effective (Day and Date) and will continue unless earlier terminated in accordance with the terms set out below. Remuneration: Your annual salary will be ($00,000) less all required or permitted deductions and withholdings. Your normal hours of work will be 8:30 a.m. to 4:30 p.m. with a one hour lunch break, 35 hours per week. If overtime is required it will be paid at a rate of 1.5 times your regular hourly rate or it can be banked and taken as time in lieu. Hours and location of workplace may vary as the work environment may dictate and will require the approval of your supervisor.

Probation: Notwithstanding anything to the contrary contained herein, the period of six months shall be deemed to be a period of probation (―the Probationary Period‖). Human Resource Standard Operating Procedures

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Vacation: You will be eligible for two weeks of paid vacation per year. Vacations are taken in the year in which they are earned. For the first year of your employment, your vacation entitlement is prorated. Your vacation entitlement is calculated on our fiscal year ending March 31st of each year. Benefits: You will be eligible to participate in the Municipality’s Group Insurance Plan in accordance with the terms and conditions of the Plan after a two month waiting period. Currently the employee pays 40% of the costs of monthly premiums and the municipality pays the remaining 60%. However, for income tax purposes, the employee must pay 100% of the premiums for Long Term Disability, therefore the percentages are adjusted so that the employee pays 22% of the monthly premiums and the municipality pays the remaining 78%. Pension: You will be eligible to participate in the Municipality’s Pension Plan in accordance with the terms and conditions of the Plan. Currently the municipality contributes 6% of base earnings and the employee contributes 6% of base earnings to the Pension Plan. Membership in the plan is compulsory after a waiting period of three months of continuous service. Other Terms and Conditions: You agree that the Employer has the right to enact or invoke policies and procedures governing its employees, and you agree to be bound by all such policies and procedures, except where they specifically contradict the terms of this offer letter. As an employee of the municipality, you agree to comply with all Occupational Health and Safety rules, regulations, practices and policies as established by the Nova Scotia Occupational Health and Safety Act and the municipality. Termination by the Employer: At any time during the Probationary Period, the Employer may terminate your employment for any reason, in its absolute discretion, without notice or salary in lieu thereof. The Employer may terminate your employment at any time (whether during or after the Probationary Period) for cause without notice or compensation in lieu thereof. Upon termination of your employment as set out herein, it is understood that you shall not have further claims against, or be entitled to any further remuneration or compensation from, the Employer arising out of the termination of your employment.

Termination by the Employee: You may terminate your employment at any time during the first year of employment by providing to the Employer three (3) months notice in writing. After the first year of employment the employee will provide two (2) weeks notice in writing to that effect. The Employer may decide, in its sole discretion, to waive your required notice of termination.


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Human Resource Standard Operating Procedures Right of Set Off: In the event that your employment is terminated either by you or the Employer, you agree that the Employer has the right to set off against or deduct from your salary or other entitlements (including, but not limited to, any vacation pay or general holiday pay you are entitled to at law, or any salary in lieu of notice payable in accordance with this offer letter) any sum of money that is owing to the Employer at the time of termination. Entire Agreement: This letter, and all other documents referred to or incorporated herein, constitute the entire agreement between the parties, and replaces and supersedes all previous communications, representations, understandings and agreements whether written or verbal between the parties. Independent Legal or Other Professional Advice: You acknowledge that prior to executing this offer letter you have been advised by the Employer to obtain independent legal or other professional advice. By signing this offer letter, you confirm that you have had the opportunity to seek independent legal or other professional advice prior to executing this offer letter and have either: a) obtained such independent legal or other professional advice; or b) waived the right to obtain such independent legal or other professional advice. Please review and consider the above provisions carefully. If you would like to accept this position on the above terms and conditions, please sign this letter in the location indicated below and return it to me. We look forward to working with you. Welcome to ―Team (*Municipality’s name*)‖. Sincerely,

** name** **title** cc

Chief Administrative Officer Director Payroll Clerk Employee Personnel File

Letter of Offer – Candidate’s Name (Position Title) (Current Date)


Page 50


I have read and considered the above provisions, and accept these provisions as the terms and conditions of my employment with the Employer. Agreed to this

day of

, 20

.

Employee’s Signature


Page 51

Human Resource Standard Operating Procedures APPENDIX L

Sample Letter for Applicants Not Offered a Job

(date)

(name) (address) (address) (address) Dear (name): Subsequent interviews for the position of (applicable position) were held this past week and we were very impressed with all of the candidates. Having to choose one candidate for employment from the group of highly qualified candidates was a difficult task. We have made an offer of employment to the successful candidate. However, in light of your personal and professional skills, we would encourage you to apply for other positions with *insert municipality* as they become available. Thank you very much for your interest in employment with *insert municipality*, and best wishes in your employment search. Sincerely,

(name) (title/department)


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Human Resource Standard Operating Procedures APPENDIX M

Reference Check Form* Name of Reference______________________________________________________________ Relationship to applicant (position & name of organization): _________________________________________________ Signature (if appropriate): _________________Date of reference check: __________________ Name of individual conducting reference check: _______________________________

Signature: ____________________________Date of reference check: ____________________

The following information is requested for the verification of previous/current employment. Is/was

employed with your organization?

____ Yes ____ No

(name of individual)

If yes, for how long? __________ What specific duties were/are performed? ______________________________________________________________________________ ______________________________________________________________________________ Performance/Ability-Related Questions 1. What do you see as the strengths of this individual? ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________

2. What are this individual's weaknesses? __________________________________________________________________________

3. How does he/she react to constructive criticism? ___________________________________________________________________________


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Human Resource Standard Operating Procedures 4. Individual performs well under pressure? __ Strongly agree __ Agree __ Neutral __ Disagree __ Strongly disagree 5.

The individual is able to meet deadlines: ___ Strongly agree ___ Agree ___ Neutral ___ Disagree ___ Strongly disagree

6.

Individual shows initiative: ___ Strongly agree ___ Agree ___ Neutral ___ Disagree ___ Strongly disagree

7.

Individual works well on an independent basis: ___ Strongly agree ___ Agree ___ Neutral ___ Disagree ___ Strongly disagree

8.

Individual is willing to take on new responsibilities: ___ Strongly agree ___ Agree ___ Neutral ___ Disagree ___ Strongly disagree

9.

Individual is able to work effectively with others and as part of a team: ___ Strongly agree ___ Agree ___ Neutral ___ Disagree ___ Strongly disagree

10. Individual shows good judgment: ___ Strongly agree ___ Agree ___ Neutral ___ Disagree ___ Strongly disagree 11. How would you rate the individual's quality of work overall? ___ Very good ___ Good ___ Average ___ Poor ___ Very poor 12. The individual is punctual: ___ Strongly agree ___ Agree ___ Neutral ___ Disagree ___ Strongly disagree 13. How would you rate the individual's integrity? ___Very high ___ High ___ Medium ___ Low ___ Very low 14. Are there any other skills/abilities or attributes, which have not been brought out by the questions, which you feel should be mentioned in light of the position for which the individual is applying? ________________________________________________________________________ 15. What, in your opinion, was the reason that this individual left your organization? ______________________________________________________________________ 16. Would you rehire this individual? ___ Yes ___ No ___ Uncertain

References Many potential employees are routinely asked to provide references. Employers frequently receive requests for letters of recommendation from employees seeking employment or admission to academic programs and institutions. Department heads, administrators, and other staff are often asked to provide references for staff members seeking other employment Human Resource Standard Operating Procedures

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Human Resource Standard Operating Procedures opportunities, or to review letters of recommendation and to contact referees in the course of hiring new staff. The following summary is intended to assist those employees involved in giving or reviewing references. Providing References There is no obligation to provide a reference but, if an individual chooses to do so, care must be taken to ensure that the reference is truthful and accurate. Providing a reference that contains false or misleading statements may result in an action for defamation by the person who is the subject of the reference. In addition, a reference which misrepresents the individual who is the subject of the reference could open the writer up to a claim of negligent misrepresentation. While references may be more wary of giving unfavourable evaluations, for fear of being held legally liable for injury or damage suffered by the individual who is the subject of the reference, it should be noted that a favourable reference, which omits relevant negative facts about an employee, may result in claims of negligent misrepresentation, deceit, or non-disclosure by an employer who receives and acts on the reference and suffers damage as a result. Care should be taken to ensure that an unfavourable reference, in particular, is limited to facts only and not statements of opinion. While opinions may be honestly held, they may not necessarily be based on accurate facts. If the reference has any concerns about a reference he/she has written, he/she should have it reviewed by others who can be trusted to provide constructive comments. Providing a reference at the request of an employee who has been terminated can be particularly difficult. In such instances, only persons who are familiar with the employee's position and possess factual information about his/her performance should provide a reference. The reference should include an analysis of strengths as well as weaknesses.

Checking References Employees with responsibility for hiring in the department will frequently need to check on references provided by individuals seeking employment in an organization. In conducting reference checks, the following guidelines should be followed: 1. Reference providers identified by individuals seeking employment should only be contacted when the individual concerned is being considered seriously for a position. 2. Departments and those in charge of the task of conducting reference checks should always seek the permission of the individual before contacting his/her past or current employers or supervisors. Candidates are normally asked on an application form to give such permission, or they may be asked to do so during the interview. If permission is denied, the reasons for the denial should be discussed with the candidate and the application should be reviewed to determine whether contact with a past employer or supervisor is critical to an assessment of the candidate's qualifications for the position. Interviewees should be asked whether they object to current employers being contacted. Human Resource Standard Operating Procedures

Page 55


3. Normally, at least two references from previous supervisors or employers should be checked. However, if the individual is an internal candidate and has worked for one supervisor in a department for several years, a thorough check with that supervisor is usually sufficient. 4. Where more than one given reference is contacted, consistency in the information provided should be considered. 5. Questions asked of references should be job-related. Employees conducting reference checks should be aware that improper enquiries regarding a prospective employee may result in claims of discrimination under provincial Human Rights legislation. For example, questions respecting an individual's age, sex, race, or marital status, etc. are prohibited (refer to the Employee Interview Policy, Appendix B, Guide to Acceptable Interview Questions). 6. Generally, during reference checks, there are two main information areas to consider-factual and performance-related. Factual (examples): - employment dates - position, company - referee’s relationship to employee - nature of job - key responsibilities - reasons for leaving

Performance-related (general examples): - quality of work - quantity of work - strengths/weaknesses - flexibility - ability to work effectively under pressure - ability to meet deadlines - ability to act independently when necessary - reaction to constructive criticism - judgment - ability to work well with co-workers, supervisors, general public - punctuality/attendance

7. If the reference is received orally, it may be appropriate to obtain confirmation in writing. In any event, the recipient of an oral reference should maintain notes of the conversation and these should be signed, dated, and retained on file. Remember, past performance is the clearest indication of future performance—take your time and make sure you hire the right person! Ask for and obtain all the information you require to make a wise and informed decision. Remember also that all reference material must be treated as confidential.


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Human Resource Standard Operating Procedures 5-10 Staff Orientation Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0

Employment 5-10

Responsibilities The Council will: a)

review, amend, and adopt changes to the Municipality 's Staff Orientation Policy


ensure the proper implementation and maintenance of a staff orientation program in the municipality

b)

recommend to the Council changes to the Staff Orientation Policy where considered appropriate

c)

assist in the development of a staff orientation program in consultation with department heads, managers, and supervisors

d)

ensure the proper delivery of orientation training to new employees under his/her direct supervision

Department heads will:

2.0

a)

ensure the proper implementation of the Staff Orientation Policy in their department by developing, in consultation with departmental staff and the Chief Administrative Officer, a program of initial training for new employees

b)

assist and facilitate the training of new employees by the supervisors and managers

c)

ensure the proper delivery of orientation training to new employees under their direct supervision

General Provisions The Orientation Program for new employees with the municipality will vary in some aspects from department to department. Orientation for new employees will be the shared responsibility of the Director of Human Resources and the employee’s direct supervisor and/or Department Head. In general, the municipality wishes to ensure that every new employee is fully aware of the following as they affect their job: 1.

The operational regulations, policies and procedures of the municipality;


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Human Resource Standard Operating Procedures 2.

The human resource policies and procedures and services offered to employees;

3.

The relevant goals and objectives of the municipality as a whole and the Department within which the new employee will work;

4.

The requirements of the position being filled and the details of the job description;

5.

The requirements under the Provincial Occupational Health and Safety Act and municipal Occupational Health and Safety rules, regulations, policies and practices;

6.

The person to whom the new employee will be responsible, will work with, or as appropriate, will supervise; and

7.

The relevant physical aspects of the municipality.

On the first day of employment, an Employee Orientation package shall be provided to all new employees which will include, but is not limited to: 

New employee’s job description



Organizational chart



Council’s Goal & Objectives and Vision Statement



Employee internal telephone list



List of Council members and contact information



List of the Municipality’s Committees and members



Copy of Collective Agreement where applicable



Employee Benefits Programs



Payroll information



Employee Assistance Program information



Employee Wellness Program information



Copy of Smoke Free Municipal Buildings and Vehicles Policy

Other orientation will include: 

A physical tour of the facilities in order to familiarize the new employee with the new surroundings.



Introductions to all current employees and a brief description of their respective jobs and responsibilities, particularly how that position will relate to the new employee.



Location of first aid stations, lunch room, washroom facilities, bulletin boards, employee and Council mail boxes, and office equipment.



Review of hours of work, lunch and other break times, and other behavioural norms.



Review of healthy and safe working practices and the required training available.



Review of the employee performance appraisal system.



Review of the progressive discipline procedures.


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Human Resource Standard Operating Procedures 

Customer service with the municipality.



Completion of the Municipality’s New Employee Safety Orientation Program (checklist attached).


Page 59


(Name of Municipal Unit)

New Employee Orientation Check List Orientation of: Date: Emergency Contact Name: Emergency Contact Telephone Number:

Starting Day Ensure the following is carried out: ⁭ Complete employment letter of offer and discuss probation period. ⁭ Review vacation and sick leave accumulation and requesting time off. ⁭ Review employee performance appraisal system and disciplinary process. ⁭ Work space and the following tools are assigned (as applicable): ⁭ Phone, phone books, business cards, security access card. ⁭ User manuals for other hardware and/or software. ⁭ Network user and e-mail ID, other software ID as necessary. ⁭ Explanation of site specific safety rules and policies; assignment of personal protective equipment and completion of New Employee Safety Orientation Check List. ⁭ Information is given on the following: ⁭ Office organization/layout is explained. ⁭ Accessing/ordering office/work supplies, files, etc. ⁭ Handling incoming and outgoing (snail) mail. ⁭ Operating internal and external telephone lines. ⁭ Office circulation files, if applicable. ⁭ Where to put personal belongings; security of same. ⁭ The building, including a walk around to see fire exits, rest rooms, smoking areas, coffee, water, lunch/break areas, etc. ⁭ End of day routines for lights, computers, photocopiers, telephones, doors, etc.


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Human Resource Standard Operating Procedures ⁭ Parking requirements ⁭ Begin to meet co-workers/colleagues with an explanation of how they relate to or support the new staff member.

Within the First Week ⁭ Meet remaining co-workers/colleagues with an explanation of how they relate to or support the new staff member. ⁭ If the employee is working within a union environment, ensure employee has met with the union to sign up for dues and has received a copy of the Collective Agreement or charter. ⁭ Ensure employee has met with the employee benefits administrator regarding group insurance coverage and provided payroll information. ⁭ Receive training from the appropriate staff on purchasing procedures/purchasing authority.

Review the following: ⁭ Use of shared office equipment such as photocopier, fax machine and printers with instructions for use and what to do if they malfunction. ⁭ Working hours, time for personal business, flex time. ⁭ Office resources – directories, dictionaries, manuals, staff listings, network drives. ⁭ Communication standards – voice mail, e-mail, telephone techniques/etiquette, written correspondence (templates), computers, Council reports. ⁭ Overview of policies and procedures around e-mail and Internet use. ⁭ Organizational information – to include how to access policies and ―up to date‖ corporate information.

Meet with the employee and pertinent staff to review: ⁭ Payroll cycles, pay notices and how to update personal information.

After 30 Days ⁭ Review Orientation Checklist and schedule outstanding issues.

Within 3 Months ⁭ Key people and offices within the organization have been met. ⁭ New employee has been checked with regularly to answer questions and offer support.


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Human Resource Standard Operating Procedures Points for consideration: 

The objective of orientation is not only to help employees feel comfortable with their roles, but to show them how to succeed. Leaders should establish an open communication with their employees and continually ask for and give feedback to the employee to guide and coach them to the best that they can be.



The most important aspect of this communication is clear, measurable objectives outlining what is expected and how and when it will be measured.



Everything the leader/manager expects of the new employee should be discussed openly with them. The better the leader is prepared to explain goals and expectations, the more confidence the employee will experience, and the quicker the employee will adapt to the organization.



A key orientation issue is aligning employee expectation and the actual responsibilities of the new job. New employees may have unrealistically high expectations about the amount of challenge and responsibility they will have on the job. There is evidence that a mismatch between expectations and actual job responsibilities plays a significant role in early turnover. Ideally, this clarification for job expectations would have begun during the interview process.



The task of assigning work related tasks to the employee should be done gradually, to allow for information gathering as opposed to information overload.



Assigning an experienced, friendly and knowledgeable employee to act as a ―buddy‖ during the first one or two weeks will allow for help with the innumerable questions that will occur in the first few weeks.



A good orientation is one that is ongoing. A new employee cannot be exposed to a few days of orientation and then forgotten.



The role of the leader/manager is the most important part in an orientation process. Your attitudes and expectations will define what type of environment a new employee will work within. The challenge is to ensure the environment is welcoming, stimulating and part of a total organization’s commitment to the development of its human resources.


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Human Resource Standard Operating Procedures 5-20 New Employee Safety Orientation Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0



1.2

1.3

2.0

Employment 5-20

review, amend, and adopt changes to the Municipality 's New Employee Safety Orientation Policy


ensure the proper implementation and maintenance of a staff safety orientation program in the municipality

b)

recommend to the Council changes to the New Employee Safety Orientation Policy where considered appropriate

c)

assist in the development of a staff safety orientation program in consultation with department heads, managers, and supervisors

d)

ensure the proper delivery of safety orientation training to new employees under his/her direct supervision


ensure the proper implementation of the New Employee Safety Orientation Policy in their department by developing, in consultation with departmental staff and the Chief Administrative Officer, a program of initial training for new employees

b)

assist and facilitate the training of new employees by the supervisors and managers

c)

ensure the proper delivery of safety orientation training to new employees under their direct supervision

General Provisions


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Human Resource Standard Operating Procedures The employee’s supervisor shall ensure that all applicable areas as noted within this Policy are explained. It is the responsibility of the supervisor to complete the New Employee Safety Orientation Form and ensure that it is placed into the employee’s personnel file The following items must be reviewed for all new employees:         

The three rights afforded by the Nova Scotia Occupational Health & Safety Act; The Municipality’s Occupational Health & Safety Policy; The employee’s responsibility for safety; General safety rules and practices; First Aid and Emergency Response; The members of the Municipality’s Joint Occupational Health & Safety Committee and the location of where the Committee-related information is posted; Emergency Plans; Rules for reporting accidents, injuries and near misses; and Municipal Safety Manual location for reference by employees;

The remaining items are to be reviewed where applicable:    

Personal Protective Equipment; Applicable Safe Work Practices and Procedures; Automotive Vehicles and Construction Equipment Procedures; and WHMIS and MSDS’s location – Required by employees who work with or near controlled products.


Page 64


(Name of Municipal Unit)

New Employee Safety Orientation Form Orientation of: Date: The following information shall be reviewed with all new employees as they begin their new job. The Occupational Health & Safety Act provides all workplace parties with three basic rights. They are:

⁬

The Right to Know You have a right to information on issues that affect your health and safety.

⁬

The Right to Refuse You have the right to refuse unsafe or unhealthy work.

⁬

The Right to Participate You have the right to participate on health and safety committees. You also have the right to report unsafe conditions, and voice your concerns or opinions on any issue that affects your health and safety, or the health and safety of anyone at the workplace.

⁬

Occupational Health and Safety Policy

⁬

Employee responsibility for safety

⁬

General Safety Rules

⁬

First Aid and Emergency Response

⁬

Occupational Health and Safety Committee members and bulletin board location

⁬

Emergency Plans: routes, assembly location & procedures

⁬

Rules for reporting accidents and near misses

⁬

Safety Manual location

⁬

Applicable Safe Work Practices and Procedures

⁬

Automotive Vehicles and Construction Equipment Procedures

⁬

WHMIS and MSDS’s location

⁬

Personal Protective Equipment (PPE)


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Human Resource Standard Operating Procedures ⁬ ⁬ ⁬ ⁬ ⁬ ⁬ ⁬ ⁬ ⁬ ⁬

Hard Hat Safety Vest Safety Boots (CSA Class 1 – provided by employee) Safety Glasses Work Gloves Rubber Boots (CSA Class 1) Rain Suit Ear Plugs or Ear Muffs Respirator (Full or Half Face) Other

PPE – Do’s and Don’ts  Report any defective PPE to your supervisor immediately  Do not wear any defective PPE at any time  Make sure you are clear on the type of PPE you require  Make sure your PPE fits  Wear your PPE the way it was designed to be worn I have received the above items in good condition, as well as instruction in the proper use. I agree to wear the above personal protective equipment as required.

Employee:

Date:

Supervisor:

Date:


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Human Resource Standard Operating Procedures 5-30 Probationary Period Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0



1.2

1.3

1.4

2.0

Employment 5-30

review, amend, and approve modifications to the Probationary Period Policy


implement, oversee, and maintain the Probationary Period Policy

b)

recommend to Council changes to the Probationary Period Policy where considered appropriate

c)

assist department heads in the preparation of reports pertaining to the Probationary Period Policy


implement, in consultation with the Chief Administrative Officer, the program of probation within the department

b)

prepare probationary assessments for employees under their direct supervision, in accordance with the program of probation in the municipality

c)

explain to employees the operating details and purpose of the Probationary Period Policy

d)

recommend any changes desirable or necessary for more effective operation of the probationary period program

The managers or supervisors will: a)

prepare probationary reports for those employees under their direct supervision

b)

convey to those employees details of the operation and the purpose of the Probationary Period Policy

c)

recommend to the department head any changes necessary in the Probationary Period Policy

General Provisions


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2.1

Probationary Period: is a period of time in which an employee's work is closely monitored in order to determine whether he/she is suited for the position for which he/she was hired. a) All permanent appointments in the municipality will be subject to a period of probation as negotiated and as noted in the Probationary Period Policy. b) The Probationary Employee Report will be completed by the direct supervisor. c) The supervisor will meet with the employee on at least two occasions during the probationary period to review performance in the position. In the case of an unsatisfactory review, the supervisor will consult with the employee to provide him/her an opportunity to rectify any unsatisfactory performance factors. The supervisor will provide assistance to the employee where necessary. A Probationary Employee Report will be completed (Appendix A) on each occasion and submitted to the Human Resource Department. d. On completion of the probationary period, a final Probationary Employee Report will be completed (Appendix A). This will indicate one of the following decisions respecting the employee:   e.

confirmation of permanent appointment termination of employment with reasons clearly stated to the employee

In the event of unsatisfactory performance rating, the Department Head will be notified and the following action will be taken: 

Termination: i) The Department Head and the immediate supervisor will meet with the employee and union representatives where applicable. At the meeting, the employee will be provided in writing with a letter detailing the reasons for the dismissal. A copy of the letter will be retained in the employee's personnel file. ii) The immediate supervisor will complete a Separation Form for the employee. This will be forwarded to the Human Resource Department.

f.

During the probationary period, the immediate supervisor is responsible for ensuring that the employee is aware of performance problems.


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Probationary Employee Report Name of employee: _________________________ Date: _________________________ Department: _____________________________ Evaluator: _____________________ Interim Evaluation: Yes____ No ____

Final Evaluation: Yes ___ No ___

Rate the employee in each of the following categories (1 = poor; 5 = outstanding): Poor

Satisfactory

Outstanding

Job knowledge Quality of work Quantity of work Development/progress Dependability Initiative Co-operation Conduct Team member Interpersonal skills Attitude toward job Safety consciousness Punctuality Attendance

1 1 1 1 1 1 1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5 5 5 5 5 5 5

Overall Rating

1

2

3

4

5

Comments: _____________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________


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Human Resource Standard Operating Procedures ________________________________________________________________________

It is recommended that this employee be elevated to permanent status? Yes _ _ No __ NA ___

____________________________ Employee’s Signature

_____________________________ Supervisor's Signature

____________________________ Date

_____________________________ Position

Human Resource Department: Confirmation letter to employee: ____/___/200___ Termination/transfer letter: ___/___/200__ Payroll Advised (where applicable): ___/___/200 ___ Signed: ____________________________


Date: ________________

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Human Resource Standard Operating Procedures APPENDIX B All employees in the various groups be classified as ―probationary‖ employees during the following periods: 

Department Head level and above: Up to one-year probationary period as negotiated.



Supervisory Level: Six to twelve month probationary period.



Non-Supervisory Personnel: Three to six month probationary period.


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Human Resource Standard Operating Procedures 6-10 Employee Compensation and Review Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0

Employee Compensation and Review 6-10

General Provisions In accordance with this intent, the municipality has defined a variety of procedures related to the Employee Compensation and Review Policy (#6-10) and will provide compensation to employees in accordance with this policy. Subjects to be provided for in the Employee Compensation and Review Standard Operating Procedure include:                   

2.0

increment raise procedure pay for temporary assignments overtime private automobile allowances employee benefits leave program in the municipality leave of absence without pay leave of absence for union business leave of absence for training, education and professional development vacation leave sick leave bereavement leave maternity/parental leave court attendance jury duty statutory holidays marriage leave retirement dismissal


The Council will:


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Human Resource Standard Operating Procedures a)

review, amend, and adopt changes to the Employee Compensation Policy

b) authorize any changes in the overall compensation and benefits provided to the Chief Administrative Officer . 2.2


approve all pay changes

b) make changes to existing salary scales and benefit plans, as required, for all employees c)

advise employees on procedures in applying for benefits

d) carry out regular salary reviews or surveys and recommend adjustments to compensation plans e)

negotiate total compensation levels with unions and/or associations

f)

review, on a regular basis, the procedures required to administer the compensation plan in conjunction with the individual or department responsible for finance

g) provide for municipal medical plans, as necessary, under the terms of the compensation and benefits plans and/or applicable collective agreements h) approve and recommend to Council all salary increases for department heads up to the maximum rate established for the position i)

approve and recommend special temporary increments in recognition of the assumption of additional responsibilities

j)

ensure that the results of the compensation survey are applied consistently

k) recommend changes to the Employee Compensation and Review Policy where considered appropriate. 2.3

The department head(s) and designated supervisors will: a)

recommend changes in levels of compensation for staff within their department, where applicable

b) submit and justify recommendations for changes in compensation levels, in recognition of changing responsibilities, to the Chief Administrative Officer (or designate). c)

complete required cards, forms, and documents for compensation and benefit plans, including leave of absence and salary documentation

d) communicate to the initiating supervisor(s) the reasons for rejecting or modifying salary recommendations submitted for approval, where applicable e)

recommend changes to the Employee Compensation and Review Policy where considered appropriate


Page 74


The finance department, or equivalent, will: a)

ensure verification and payment of claims to be charged to various plans

b) administer the payment of salaries/wages as established by the municipality c)

direct payroll staff in the delivery of salary and benefit programs

d) review, on a regular basis, the procedures required to administer plans within the municipality, in conjunction with the Chief Administrative Officer or designate, and make recommendations for potential changes to existing and proposed plans

2.5

e)

ensure payment of pensions and benefits to municipal employees as previously approved

f)

manage municipal pension funds

The payroll department, or equivalent, will: a)

collect premium contributions through payroll deductions

b) ensure verification of individual payroll deductions, changes, and completion of applicable cards, forms, and all other documents c) 3.0

ensure payment of income replacement

General Procedures 3.1

Salary and Benefits Plan a)

An external salary survey will be conducted at least every four years by the Chief Administrative Officer, or designate, in order to obtain information on compensation programs of other comparable employers. This will be conducted for both employees covered by collective agreements and staff members not included in bargaining units.

b) The Chief Administrative Officer (or designate) will prepare and recommend for the consideration of Council, a compensation plan covering all employees not included in bargaining units. Normally, the compensation plan will include for each class of employee a minimum and maximum rate and intermediate rates as considered necessary and equitable. The rate of pay assigned to each class will reflect fairly the differences in the duties and responsibilities between it and other classes. When setting the rates of compensation, the following should be considered:

3.2



the results of the compensation survey



the municipality's existing and projected future financial condition and policies



any relevant and unusual problems concerned with recruitment and turnover for a particular group of employees

Salary Administration for Employees not Covered by Collective Agreements


Page 75


Recommendations for individual salary increases are the responsibility of the employee's immediate supervisor and shall be based on an assessment of the employee’s development and achievements since the last salary review and on changes of the position’s salary. All salary increases must be recommended by the department head and approved by the Chief Administrative Officer.

b) Once salary scales have been established, they will be increased annually by the increase in the cost of living (increase of the Consumer Price Index) in order to recognize the decrease in the purchasing power of money and in order to maintain the standard of salary scales established by policy. The CPI factor used for this calculation will be the average CPI for Nova Scotia as reported by Statistics Canada for the twelve month period – March of the prior year to February of the current year. This factor will be used as a guide. CPI increases will be effective as of the first of each fiscal year – April 1st. OR c)

Recommendations for individual salary increases are the responsibility of the employee’s immediate supervisor. Annual increases shall be calculated using a ―Pay for Performance with Maximum Ceiling‖ formula which is calculated to determine the maximum increase in base salary costs for the upcoming budget year. It is calculated in the following manner: 1. Avg 12 month CPI for Nova Scotia as of January 1st xx% 2. Budget Allowance (% to be applied to total salaries) (+/-) xx% 3. Total Maximum Ceiling for all Salaries for Budget Yr xx% Example: 1. Assume Avg. 12 month CPI for NS as of Jan. 1/08 2. Budget allowance is set at 2.0% 3. Total salary budge increase is 1,200,000*4.2%

2.2% 2.0% $50,400

Distribution of the $50,400 to all employees will be based on performance. The rating table for performance is: total increase cannot exceed $50,400. Excellent 3.1% - 5% Good 1.51% - 3% Needs improvement 0% - 1.5% Employee A Earns $50,000 and is ranked as Excellent 3.1% of $50,000 = $1,550 (Minimum employee would receive) 5% of $50,000 = $2,500 (Maximum employee would receive) Employee B Earns $42,676 and is ranked as Needs Improvement 0% of $42,676 = $0 (Minimum employee would receive) 1.5% of $42,676 = $640 (Maximum employee would receive) Human Resource Standard Operating Procedures

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3.3

Salary Increases for Employees Covered by Collective Agreements a)

3.4

Pay Equity a)

4.0

For all employees of the municipality covered by a collective agreement, salary increases will be administered in relation to the terms of the applicable collective agreement.

The municipality is firmly committed to the principle of compensation based exclusively on job-related factors such as performance, knowledge, and ability. Specific provisions in regard to pay equity are included in the relevant provincial legislation.

Employee Compensation Program 4.1

Compensation Plan Procedure a)

In order that job/position hierarchy is properly developed and reflective of the organizational structure, job classifications shall be carried out through the course of annual employee performance appraisals. Additional information may be obtained from local and municipal government surveys.

b) The municipality will develop and adopt a Compensation Plan which will be based upon the results of the Compensation Survey and the Job Classification Plan. c)

4.2

The first stage in the establishment of a Compensation Plan is the development of a salary schedule which integrates salary ranges into a framework which will allow for the assignment of appropriate compensation to each class of position.

Increment Raises Procedure a)

An increment can only be recommended by the department head after a performance evaluation has been conducted for the employee (see Performance Management Policy).

b) If the department head determines that an employee has shortcomings which could warrant a recommendation against the granting of a pay increment, they will counsel the employee to this effect, advising where improvement is required, and confirm this in writing. One copy will be sent to the employee and one copy to the Chief Administrative Officer (or designate) who will advise the employee association or union concerned, where necessary. c)

Increment dates will be granted as of April 1 of each year. The first increment may be granted following the successful completion of a probationary period or upon completion of one year’s service.

d) For new employees or employees entering new positions, progression through the salary range may be incremental, depending on the time frame agreed to between the parties. Human Resource Standard Operating Procedures

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4.3

Determination of Appropriate Step a)

4.4

Normally, employees are hired at the beginning of a range; however, if conditions warrant, employees may be hired at any level within the pay range for the position. The determination of the appropriate level is the responsibility of the Selection Committee (see Staffing Process Policy) in consultation with the Chief Administrative Officer, based on the experience and qualifications of the new employee. Subsequent increments will be granted when warranted, in accordance with policy.

Pay for Temporary Assignments a)

When an employee in a management or administrative category is required to assume the duties and responsibilities of a position in an equal or lesser rated management or administrative category for a continuous period of time, in addition to performing all the duties and responsibilities of their permanent position, the employee will receive no additional compensation for the added duties and responsibilities assumed.

b) After a period of three months from the date the employee began performing in a dual capacity, the Chief Administrative Officer (or designate) will review the vacant position to determine whether the position will be retained, deleted or incorporated with other established positions. At that time, any permanent salary adjustment which may be approved, according to policy, for the employee who was operating in a dual capacity will be retroactive to the first pay period following three months continuous service in a dual capacity. In addition, the position description should be revised to reflect the new duties. c)

Municipal employees who are covered by collective agreements will be paid according to the appropriate level as outlined in the collective agreement.


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Human Resource Standard Operating Procedures 6-20 Travel, Meal and Miscellaneous Allowances Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0


General Provisions: a.

Travel expense reports for the Mayor, Councillors, Department Heads, or committee members must be signed and certified correct by the individual making the claim and signed as approved by the Chief Administrative Officer. Any travel expense reports for staff must be signed and certified correct by the employee and signed as approved by the employee’s Department Head.

b.

Travel expense reports for the Chief Administrative Officer must be signed and certified correct by the individual making the claim and signed as approved by the Mayor.

c.

Mileage (kilometers driven) shall be paid for personal motor vehicle use while on municipal business at the current rate approved by the Federal Government as their policy for allowances paid for travel in Nova Scotia.

d.

Meal allowances for breakfast, lunch and dinner shall be established and paid for business travel at the current rates approved as policy by the Federal Government for travel in all provinces. Members of Council, committees or municipal staff traveling on approved business may add to these amounts any tax paid, as well as the cost of any gratuity paid to a maximum of 15%.

e.

If traveling out of province, and members of Council, staff or committee members take any meal at a higher amount than indicated in Section 1(c), they may claim meals expenses if a receipt is attached to their expense claim showing meal costs, taxes and gratuities.

f.

Reimbursement may be provided on special or other occasions for reasonable costs incurred inside or outside the municipality to extend the Municipality’s hospitality and/or entertain visiting delegates or officials.

g.

Subject to Section (e) above, no members of Council, committees, or staff shall submit expenses for or be paid for the cost of alcoholic beverages with the exception of Section (f) above.

h.

Members of Council, committees and staff should when possible, reduce travel costs by sharing accommodation or automobile transportation with others, or resort to a car


Page 79

Human Resource Standard Operating Procedures rental agency. When there are several transportation options available, the claimant may travel by the mode of their choice, but the municipality reserves the right to pay the value of the cheapest option. Members of Council, committees or staff are requested to consult with the Chief Administrative Officer prior to booking their travel plans. i.

When attending a conference or seminar where the registration fee includes any meal, that meal or any optional meal taken cannot be claimed on any expense report.

j.

An allowance for incidental expenses may be claimed by Councillors, committee members or staff. The amount paid will be the current rate approved by the Federal Government for travel in Canada. Incidentals will only be paid if an overnight is involved.

k.

Detailed receipts showing amounts paid including taxes must be attached to expense reports. Receipts for the following expenditures are not required:  Meal Allowances claimed per Policy Section 1(c)  Highway or Bridge Tolls


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Human Resource Standard Operating Procedures 6-30 Hours of Work Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0


Business Hours a)

The core business hours for municipalities are between 8:30 a.m. and 4:30 p.m. from Monday to Friday, excepting statutory holidays or other closures as deemed by the Chief Administrative Officer. This means that the public can expect offices to be open for business during these times and services will be provided during these hours. Different parts of the operations may have longer hours in order to provide a necessary level of service to the public. Accordingly, the standard work week for non-union employees is 35 hours per week and 40 hours per week for unionized employees (per the Collective Agreement).

b)

2.0

Provisions within the Collective Agreement for shift work supersedes the abovenoted hours of work for unionized employees. The Municipality’s Earned Days Off SOP provides for variation on the daily hours worked, with eligible employees working a compressed work week.

Meeting Attendance a)

Employees who are required as part of their regular job responsibilities to attend meetings outside of their regular working hours will be compensated with a meeting fee. The fees are as follows:   

Council or Committee of Council Meetings Planning Services Public Advisory Committee Meetings All other Committee Meetings

$65 per meeting $60 per meeting $55 per meeting

If more than one meeting is held in the same evening (i.e. Public Hearing and Council Meeting), employees will only be compensated for the one primary meeting. Employees will not be compensated for mileage or travel time to attend those meetings. There shall be no equivalent time off from regular working hours for attendance at these meetings. 3.0

Overtime


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Members of the Municipality’s Management Team are exempt with respect to accumulating overtime hours. Base compensation for these employees is designed to ensure they are adequately compensated in the event that they do spend extra hours in the workplace.

b)

Employees who are required for involuntary overtime will be compensated for time worked beyond one hour in excess of regular hours of work, when it is operationally required as determined by the employee’s supervisor.

c) 4.0



All overtime work must be approved by the employees’ manager or designate and, where possible, in advance of the overtime being worked.



Commencement of overtime and overtime rates are calculated based on the individual’s standard work week. Payment of overtime will be at 1 and ½ times their hourly rate of pay the employee is earning at the time the overtime is worked.



Where the overtime work could be assigned to any one of a group of employees, the supervisor is responsible for developing a procedure for assigning overtime to ensure it is distributed on a fair and equitable basis, subject to operational requirements



Employees eligible for overtime will be compensated for overtime through banked time or overtime pay-out. Time off in lieu of overtime pay must be scheduled with the supervisor.



Carry-over of accumulated overtime hours from one fiscal year to the next will not be permitted. All employees who accumulate overtime hours must use those hours within the fiscal year which they are earned, or they will be paid out by March 31st of each year.

Employees who work voluntary overtime will not be compensated for time worked.

Inclement Weather a)

Municipal offices remain open during severe weather conditions unless declared closed by the Chief Administrative Officer (or designate). In the event of a closure, managers are required to make every effort to maintain at least a minimum level of service to the public.

b)

In the event of inclement weather, employees are expected to make every effort to be at work during their normal working hours. However, the municipality recognizes that inclement weather can create concerns for employees with respect to attending work and employees must use their own judgment in determining whether it is safe to travel.

c)

If an employee is unable to report for work as a result of weather conditions, this time off can be drawn from vacation or other banked time at the employee’s request. As an alternative, this time may be considered as unpaid leave. In any case, employees are required to contact their supervisor, or follow other established procedures, to report that they will be absent.


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Human Resource Standard Operating Procedures d)

If the municipal offices are shut down due to weather after an employee has reported to work, such time off for that employee shall be considered discretionary paid leave.


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Human Resource Standard Operating Procedures 6-40 Vacation Leave Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0



Vacation Entitlements a)

The municipality’s vacation year begins April 1st and ends March 31st of the following year. Term and contract employees shall have vacation entitlements outlined in their employment letter from existing policy entitlements. Full-time employees are granted vacation with pay in accordance with years of completed service as follows: 

Ten (10) days at commencement of employment;



Fifteen (15) days commencing with the month in which the employee’s third (3) year anniversary of continuous employment occurs;



Twenty (20) days commencing with the month in which the employee’s tenth (10) year anniversary of continuous employment occurs.



Twenty-five (25) days commencing with the month in which the employee’s nineteenth (19) year anniversary of continuous employment occurs.

b)

Permanent part-time and permanent seasonal employees shall be granted vacation with pay on a pro-rata basis.

c)

Casual, seasonal, part-time and temporary employees shall be paid vacation pay on a pro-rata basis but shall not take vacation time off. Payment will be in that amount of 4% of gross pay earned in any given pay period and added to each pay cheque or direct deposit. Employees who fall under these classifications may, subject to Department Head approval and operational requirements, take unpaid leave during their employment.

d)

Vacation pay for each week of vacation shall be at the rate effective immediately prior to the commencement of the vacation period.

e)

All unpaid leave will not be included when determining vacation entitlement. However, the employee will not lose seniority by taking an unpaid leave.

f)

Any employee who works less than the full year shall be granted vacation with pay on a pro-rata basis.


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1.2

g)

If an employee is hired and begins work between March 1 and April 1 of any given year, the employee shall receive vacation pay on their last pay cheque prior to April 1. The vacation pay will be at the rate of 4% of gross earnings.

h)

If a holiday falls on a day when an employee is on vacation such employee will receive an alternative day off with pay in lieu of the holiday at a time mutually agreed between the employee and his/her supervisor.

i)

Employees are expected to take all of their vacation leave during the vacation year in which it has been earned unless the Chief Administrative Officer has approved a carry-over. Employees must request in writing the carry over and indicate the number of days as well as a reason for the vacation deferral.

j)

Payment in lieu of unused vacation days is not provided, unless you are leaving your employment.

k)

Vacation entitlement is given to permanent salaried employees who have successfully completed their probationary period in advance of it being earned. Therefore if you leave the Employer, your vacation entitlement will be calculated on a prorated basis. If an employee has taken more days than he or she has earned, the value of those days will be deducted from the employee’s final pay.

l)

For an employee whose employment was terminated, unused vacation will be calculated by the daily rate and term of employment. If an employee has taken more days than he or she has earned the value of those days will be deducted from the employee’s final pay.

m)

Vacations shall be scheduled by the Department Head according to seniority and operational requirements.

n)

An employee who is entitled to less than twenty (20) days vacation may take a maximum of ten (10) consecutive vacation days at one time. An employee who is entitled to twenty (20) days or more vacation may take a maximum of fifteen (15) consecutive vacation days at one time pending operational requirements.

Public Holidays a)

Holidays shall be granted to full-time employees for each of the following:    

New Year’s Day Good Friday Floating Holiday (in lieu of Easter Monday) Victoria Day

     

Canada Day Labour Day Thanksgiving Day Remembrance Day Christmas Day Boxing Day

… and any other day legally proclaimed as a holiday by the Federal, Provincial or Municipal Government. The holiday shall be observed on the day in which it falls unless the Holiday falls on a weekend, in which case an alternate day will be designated. Human Resource Standard Operating Procedures

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Only employees who are actively working are entitled to be paid for holidays. Employees on Workers Compensation and unpaid leaves of absence shall not be paid for holidays. If an employee is sick on a holiday, the employee shall be paid for the holiday but no sick pay shall be deducted.

c)

Part-time employees shall receive holiday pay on a pro-rata basis.


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Human Resource Standard Operating Procedures 6-50 Sick Leave Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0



All sick time awarded by prorated calculation or taken as fractions of a day shall be rounded to the nearest half (½) day for record purposes and shall be awarded, deducted and tracked by the employee’s Department Head or designate. At least once per year all employees shall be advised of the balance of their accumulated sick leave.

1.2

Sick leave may be taken in hourly increments and rounded up to the nearest quarter day.

1.3

In order to be entitled to paid sick leave, an employee may be required to sign a statement or produce a certificate from a medical practitioner for any illness in excess of three (3) working days, certifying that he/she was unable to carry out his/her duties due to illness. Any costs associated with such certification requirements are the responsibility of the employee. In the case where an employee is considered to be using an excessive amount of sick time, the municipality reserves the right to require written reports from the employee and a physician even though the illness may not be in excess of three (3) working days at one time.

1.4

If a permanent employee (full time, permanent part-time or permanent seasonal) is on sick leave (either paid or unpaid by the municipality), that employee may be eligible for long term disability benefits. This option may be available after 17 weeks. If approved for any long term disability benefit and the employee receives that benefit, there shall be no reduction or deduction of accumulated sick leave credits.

1.5

It shall be the responsibility of the employee to make arrangements for the needs during illness or injury of an immediate member of the employee’s family. When no one other than the employee can provide these needs an employee shall be granted sick leave benefits to care for the member of the family who is ill or injured.

1.6

Under exceptional circumstances, an employee with more than two years of service who has exhausted his/her sick leave credits, and other leave credits, and who has applied for LTD may, at the discretion of the Chief Administrative Officer, be granted discretionary paid sick leave for some or all of the period until the LTD benefit commences, or is denied. If granted, such sick leave will be recovered at the


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Human Resource Standard Operating Procedures rate of three quarters (3/4) of a day per month of sick leave accumulated following the employee’s return to work. 1.7

If an employee is on paid vacation or holiday leave, sick leave credits will continue to be granted according to this policy as if the vacation or holiday time were regular time worked. If an employee is on sick leave, paid or unpaid by the municipality, he/she will not be awarded or granted sick leave credits for that period of time. The monthly award for sick leave benefit will be reduced by a prorated amount.

1.8

Employees are expected to make every effort to schedule their medical appointments outside of normal work hours. When this is not possible, and at the discretion of their supervisor, an employee may be granted time off with pay as discretionary leave, or make up lost time by mutual agreement. If the medical appointment is out of town, a reasonable amount of time to attend the appointment shall be deducted from the employee’s sick leave if absence from work is over three hours.


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Human Resource Standard Operating Procedures 6-60 Leave of Absence Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0

2.0

Employee Compensation and Review 6-60 Compassionate or Bereavement Leave Policy 1221-13


Employees are encouraged to use any outstanding vacation entitlement prior to requesting a leave of absence.

1.2

Any request for leave of absence without pay for three days or less may be authorized by the employee’s immediate supervisor.

1.3

A request for leave of absence without pay exceeding three days, or any request for leave with pay (except for those outlined herein, or an absence due to illness or injury), must be submitted, in writing, to the employee’s immediate supervisor, at least one week in advance of the starting date of the requested leave. If the leave is granted, the supervisor is responsible for issuing the appropriate notices to the employee, Director of Human Resources, and the Payroll Clerk.

1.4

In all cases, the employee will be informed by the immediate supervisor of the disposition of the request for leave.

1.5

Where an approved Leave of Absence includes two consecutive month ends, employee benefits will be discontinued at the end of the month in which the leave commences. However, appropriate arrangements may be made with the municipality in advance to maintain insured life, accident, and health benefits, by prepaying necessary insurance premiums. In each case, approval is subject to the terms and conditions of the policy issued by the insurer.

Types of Leave 2.1

Bereavement Leave a)

For a death in the employee's immediate family (spouse, common law partner, same-sex partner, parent, legal guardian, child, and sibling including step relations) the employee shall be granted five (5) consecutive working days leave with pay. Where the burial is outside the province, additional time shall be granted for travel up to a maximum of three (3) days.

b)

For the death of an employee's father-in-law, mother-in-law, son-in-law, daughter-in-law, grandson or granddaughter, the employee shall be granted five (5) consecutive working days leave with pay.


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2.2

c)

For the death of an employee's relative not in his immediate family (grandfather, grandmother, brother-in-law, sister-in-law, aunt and uncle), the employee shall receive two (2) days leave with pay.

d)

Four hours leave (without loss of pay) will be granted to employees to attend funerals of other relatives.

e)

At the discretion of the Chief Administrative Officer, the Municipal Office may be closed for employees to attend the funeral of a former or fellow employee, or current councillor.

f)

Employees shall be granted one-half (½) day leave of absence without loss of wages to attend a funeral as a pallbearer.

g)

Employees may, at the discretion of the Director of Human Resources & Administration, use sick leave benefits beyond the above noted bereavement leave, should the individual circumstance warrant and sick leave credits are available.

Maternity, Parental & Adoption Leave: General a)

The municipality will grant Pregnancy and Parental Leave in accordance with the Nova Scotia Labour Standards Code. Should there be discrepancies between this policy and Provincial and Federal legislation, the latter will supersede this policy.

b)

The provincial legislation sets out the eligibility and conditions for an entitlement to 17 weeks of maternity leave and 35 weeks of parental (including adoption) leave for a maximum of 52 weeks of unpaid leave. Maternity leave commences not more than 16 weeks in advance of the expected delivery date and the employer is entitled to 4 weeks advance notice.

c)

The federal legislation sets out the eligibility and conditions for entitlement to federally-funded maternity and parental (including adoption) benefits. Information concerning these federal government benefits is available from the local Human Resources Development Canada (HRDC) office; see the Blue Pages listing for the nearest office.

d)

The municipality will continue to cost-share group insurance premiums provided the employee on leave contributes the employee share of the required premiums. Such premiums may be deducted in advance of the leave or paid during the leave by cheque; arrangements should be made in advance to ensure there is no interruption to benefit coverage. If the employee does not return to work after taking leave, the employee is responsible for 100% of the benefit premiums.

e)

During such period, employees on maternity or paternal leave shall not be entitled to earn any vacation leave, sick leave or require any employer contribution to the pension plan.


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Human Resource Standard Operating Procedures f)

In additional to any applicable Parental Leave, the if the spouse of a person giving birth is an employee of the municipality, that employee will be granted paid leave on the day of the birth of the child, if it falls on their scheduled work day. For more information on Provincially legislated leave, please go to the following Internet site: http://bsa.canadabusiness.ca/gol/bsa/site.nsf/en/su07096.html

g)

2.3

For greater clarification of entitlement or requirements, the provisions of the Labour Standards Code of the Province of Nova Scotia shall apply and should a contradiction exist between this Section and any current or revised provisions in the Labour Standards Code then the Code shall apply.

Civic Duties (the following was not formerly included in any Municipal Policy) a)

A leave of absence with pay and without loss of any benefits shall be given to every employee, other than an employee on leave of absence without pay or under suspension, who is required  to serve on a jury, or  by subpoena or summons to attend as a witness at any court or other legal process where by law the employee is compelled to attend.

b)

2.4

2.5

Any employee given a leave of absence with pay to serve on a jury shall have deducted from his salary an amount equal to the amount that the employee received for such jury duty exclusive of any travel allowance.

Election Leave a)

The Canada Elections Act provides that employees who qualify as electors in a federal election are entitled to three (3) consecutive hours, while the polls are open during which to vote. If hours of work do not allow for this, the employee will be granted enough time off, with pay, to make up the three consecutive hours. For example, if the polls close at 7:00 p.m. and the normal work day ends at 4:30 p.m., the employee will be granted one-half hour of paid leave to meet the requirements of the Act.

b)

For Provincial elections, the provisions of the Elections Act require employers to grant employees sufficient time off so that they have up to three (3) consecutive hours in which to vote in a provincial election.

Canadian Citizenship Leave a)

An employee will be granted one day of leave with pay for the purpose of being sworn in and receiving Canadian citizenship papers.


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2.6

Training and Development a)

2.7

Military Leave a)

2.8

2.9

All employees shall receive leave with pay for attendance at any professional development activities, conferences or examinations necessary for the completion of training and development courses directly related to municipal duties, as applied for appropriately and approved by the employee’s supervisor.

An employee who is a member of a reserve unit of the Canadian Armed Forces may be granted leave of absence for up to one week, without pay to participate in scheduled full-time military training courses.

Volunteer Work Leave a)

Employees of the municipality may be eligible for up to three (3) paid working days (which can be taken in hourly increments), to volunteer their time with recognized organizations, schools, institutions and non-profit groups based on operational requirements and the approval of their immediate supervisor. Times should be scheduled between the employee and the employer with as much advance notice as possible.

b)

Employees who are members of local volunteer fire departments and/or search and rescue organizations will be permitted paid time away from work to respond to emergencies as they arise, providing operational requirements are being met. Should time away become excessive, limitations may be imposed by the employee’s immediate supervisor or the Chief Administrative Officer.

Leave without pay a)

Employees of the municipality may be eligible for leaves of absences without pay at the Chief Administrative Officer’s discretion. Such requests will be judged on their merit by the Supervisor, having regard for individual circumstances such as the purpose of the leave, job performance, length of service of the employee, the frequency of such requests, and the impact of the employee’s absence on Municipal operations. Employees applying for a leave of absence without pay must provide to the CAO, where possible, at least two weeks in advance, the reasons for the leave. Consultation between the Supervisor, Director of Human Resources and Chief Administrative Officer will ensure the consistent and fair treatment of all employees.

b)

For any leaves of absence without pay extending beyond fifteen (15) working days, the following should be noted:  Sick pay cannot be drawn while on leave without pay, and no sick days will be accumulated during said leaves of absences.  No pay shall be granted for statutory holidays occurring during the leave period.


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Human Resource Standard Operating Procedures  As Canada Pension Plan and municipal pension contributions are calculated on the basis of earnings, no contributions will be made as there will be no earnings during the leave period.  For leaves of absence without pay, benefits will only be paid for leaves due to illness.  While on an unpaid leave of absence, employees are responsible to pay for 100% of their group insurance benefit premiums. Appropriate arrangements shall be made for payment prior to the leave. 2.10 Absenteeism a)

Absenteeism shall not be confused with leaves of absence. All absences from regular working hours shall be termed excused or non-excused. All approved leaves of absence shall be classed as excused absences. Cases of unexcused absences from work, such as continual reporting late to work, leaving early from work or any unapproved absence during working hours, are matters of performance appraisal and discipline.


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Human Resource Standard Operating Procedures 6-70 Employee Benefits Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0

Employee Compensation and Review 6-70 Group Insurance Policy #1221-14 Pension Plan Policy #1221-15


Permanent full-time and permanent part-time employees shall participate in the group insurance benefit program. This policy shall be in effect regardless of the group insurance carrier’s enrolment requirements with regards to the percentage of number of participants. Under the eligibility clause of the Group Insurance plan ―an Employee is deemed to be on the full-time staff of the municipality if customary employment with the employer is for at least 15 or more hours per week‖ Seasonal Works Department Employees hired prior to October 1, 2002 shall also participate in the full benefit program but will not be covered for long term disability during the period they are on lay off. Seasonal Works Department Employees hired after October 1, 2002 will only be eligible to participate in the Health and Dental Portions of the Group Insurance benefit program.

b)

The waiting period for any new employee to join the program will be two months. There will be no waiving or altering of the waiting period by the municipality. An employee’s application shall be completed and forwarded to the group insurance company in a timely manner according to their policy.

c)

The employee shall pay 40% of the costs of monthly premiums and the municipality will pay the remaining 60%. In cases where it is advantageous (for income tax purposes) for the employee to pay 100% of the premiums for a particular benefit, the municipality will pay an increased percentage of other benefit premiums in the plan to a maximum of 60% of the total plan premiums. Seasonal Works Department employees will contribute their share of annual costs over the number of pay periods they are expected to work in that year. The number of pay periods will be determined and advised by the Director of Public Works.

d)

Any employee will have the option of declining the health and dental components of the benefit program providing that they have comparable coverage through their spouse’s plan. They will also be required to sign a waiver as provided by the insurer as well as provide proof of spousal plan carrier and plan number.


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2.0

e)

Those wishing to reapply shall be subject to the carrier’s requirements.

f)

Employees who are on an approved unpaid leave of absence will be responsible to pay 100% of benefit premiums for a twelve (12) month period or until their return to work, whichever is sooner.

g)

Employees who qualify for Long Term Disability benefits will be responsible for 40% of the premium costs for a twenty-four (24) month period. If the employee does not return to work after twenty-four (24) months, the employee is then responsible for 100% of the benefit premiums.

h)

Employees who are absent from work due to a work related injury or illness that is covered by the Workers Compensation Board will be responsible for 40% of all premium costs until they return to work or become eligible for disability benefits.

i)

Employees who retire prior to age 65 will be offered the opportunity to remain on the medical and dental benefits that they qualify for but will be responsible for 100% of the premium costs.

j)

The municipality reserves the right to amend the Group Insurance Plan at any time. The municipality will consult with employees before making any amendments

k)

It is beyond the scope of this policy to include all benefit details. Employees are encouraged to consult their Employee Benefits Booklet.

Pension Plan a)

Any permanent full-time, full-time contract or full-time term employee of the municipality shall be eligible to join the pension plan. Membership in the plan is compulsory after a waiting period of three months of continuous service.

b)

If an employee is a permanent part-time, seasonal or Public Works seasonal staff person, he/she will be eligible for the pension plan program, and must participate, after completing two consecutive years of service during which he/she has earned at least 35% of the yearly maximum pensionable earnings under the Canada Pension Plan . For more information on pensionable earnings, visit the following link: http://www.cra-arc.gc.ca/newsroom/releases/2006/nov/nr061102-e.html.

c)

The municipality shall contribute 6% of base earnings and the employee shall contribute 6% of base earnings to the pension plan. Deductions from employees are to be made from each pay cheque or direct deposit with remittances to be made by the municipality to the Pension Company on a monthly basis. Pension contributions for Unionized employees are specified within the Collective Agreement.

d)

An employee may elect to have voluntary deductions made from his/her pay and will advise the municipality in writing of the amount(s) accordingly. The municipality’s contribution will not exceed the amount previously stated in section 15.

e)

Upon termination of employment with the municipal unit, an employee who has completed less than twenty-four (24) months of continuous service, the municipality’s contribution to the plan plus interest will be refunded to the municipality. The employee is entitled to:


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Human Resource Standard Operating Procedures  a cash refund of employee contributions, less applicable withholding tax; or  transfer of employee contributions to an RRSP or RPP. f)

g)

3.0

Upon termination of employment with the municipality, an employee who has completed twenty-four (24) or more months of continuous service with the municipality will be entitled to all of the municipality’s contributions made in the name of the employee plus any interest. Subject to Federal and Provincial legislation, a portion or all of pension investments made by the employee and the municipality may be locked in. The employee is entitled to:  Transfer the full account balance to a locked in RRSP;  Purchase of a Life Annuity, starting as early as age 50;  Transfer the full account balance to a Life Income Fund (LIF), as early as age 50; or  Transfer the full account balance to the RPP of a new employer, on a locked-in basis, if the new plan allows. Employees are not entitled to withdraw any municipal pension funds invested while still actively employed by the municipality.

h)

The municipality shall provide professional advice to every member of the plan through a confidential meeting or interview with a pension advisor at least once a year; further, annual statements of plan performance will be provided prior to this meeting.

i)

The municipality reserves the right to amend the Pension Plan at any time. The municipality will consult with employees before making any amendments.

j)

It is beyond the scope of this SOP to include all benefit details. Employees are encouraged to consult with the Pension Plan Administrator.

Employee Assistance Program a)

Employees, Council members and their immediate families have access to an Employee Assistance Program (EAP). This program offers confidential support services including individual and family counseling, financial and legal counseling, family advisory and health information services. If necessary, the program also provides referral to long term, specialized care.

b)

Delivery of counseling services under EAP is provided through a reputable external provider specializing in the provision of EAP programs, namely FGI. Employees and their families can access any of the EAP services by calling 1-800-268-5211 (Canada-wide), TDD 1-800-363-6270 (hearing impaired), or you may request an appointment via the Internet at www.fgiworldmembers.com.

c)

The service is provided at no cost to employees or immediate family members and is available to municipal employees eligible to receive coverage under group benefits plans.

d)

The EAP is a voluntary program that employees should feel free to access at their own choice. There will be no mandatory referral to EAP.


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Human Resource Standard Operating Procedures e)

4.0

The program is structured to allow employees choice in how they access EAP. The administration and operation of the program is coordinated through the Chief Administrative Officer. A brochure providing greater detail on the range of services available under the EAP is available from the Director of Human Resources.

Non-Permanent Employees a)

Employees working less than 4/7 time: Employees working less than four (4) hours per day (4/7 time), or the equivalent of 20 hours per week, are classified as casual employees and are normally paid on an hourly basis. Part-time employees working less than 4/7 time per week are entitled to a percentage of holiday pay in accordance with the specific provincial government legislation. b) Employees working 4/7 time or more: Employees working 4/7 time or more per week, but less than full time, on a continuous basis are classified as part-time employees. Part-time employees working 4/7 time or more per week are entitled to a percentage of holiday pay and, when they have worked for one month, are entitled to pay at their normal rate of earnings for statutory holidays occurring in their period of service. Temporary Employees (may include short- and long-term contract and/or casual positions)

c)

Temporary employees are entitled to the following employee benefits (other than statutory employee benefit contributions): 

d)

Vacation pay, in the amount of a 4% of gross pay earned in any given pay period, will be added to each pay cheque.

Statutory holiday pay will be paid for those holidays which occur during the period of continuous temporary employment in accordance with the appropriate provincial legislation. As is applicable to all employees, pay for a statutory holiday is granted only when the employee earns wages on the working day before and the working day after that holiday. (Note: This may not be the case for employees hired on contract and paid only for those hours worked. This must be clearly outlined in contract arrangements.)


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Human Resource Standard Operating Procedures 7-10 Training and Development Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0

Employee Training and Development 7-10 Training Policy #1221-38


The Council will: a) b)

1.2

1.3

review, amend and adopt changes to the Employee Training and Development Policy budget an amount of 3 and ½ percent of the total payroll annually toward the training of staff and elected officials


ensure that proper records are established and kept up to date with respect to participation in training/education activities

b)

monitor the effectiveness of training, education, and professional development programs

c)

administer the budget for training participated in by the municipality's employees

d)

recommend changes to the Employee Training and Development Policy, where considered appropriate

e)

assist department heads in the development and implementation of a planned approach to their departmental training activities

f)

approve and recommend the participation of department heads in specific training programs or activities

g)

ensure that employees who participate in training or educational-related programs which will benefit the municipality organization are provided with appropriate recognition


ensure, if possible, that sufficient funds are included in the budget so as to ensure that municipal employees within their respective departments can take advantage of various training opportunities which will benefit the organization


Page 98


ensure that programs provide employees with the necessary skills to meet current and future job demands

c)

assist the Chief Administrative Officer in monitoring the effectiveness of the training, education, and professional development programs participated in by the municipality's employees

d)

ensure that all courses of training and professional development taken are recorded on the appropriate employees' personnel files

e)

emphasize the need for the ongoing development of staff and ensure that staff development is undertaken in a planned and comprehensive fashion

f)

recommend appropriate changes to the Employee Training and Development Policy to the Chief Administrative Officer

g)

regularly discuss training and development opportunities with other department heads

h)

coordinate and encourage cross-training efforts with other departments and / or staff to ensure business continuity

It is a shared responsibility between the employer and employees for initiating participation in training programs. The municipality should make every effort to assist employees in obtaining appropriate training and professional development. 1.4

2.0

All employees will: a)

make productive use of the staff training and development opportunities available

b)

take personal responsibility and initiative for their professional development

c)

complete an evaluation report on any training/development activity and forward it to the department head

d)

keep qualifications/requirements of employment up-to-date and notify the municipality of any change.

e)

Assist cross training efforts through documenting critical procedures and tasks associated with their specific position and reviewing those procedures with other employees as assigned by their immediate supervisor.

General Procedure For all training and development activities, applicants will be selected on the basis of identified municipal and individual needs, assuming candidates meet program standards and requirements. 2.1

Municipal employees may either: a)

be requested to participate in training courses, or


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2.2

request to participate in training courses with, or without, the assistance of the municipality

Application All employees who are applying for, or are requested to participate in, training and development courses will complete the Application for Training (see Appendix A) in consultation with their supervisors. Detailed descriptions of course content and requirements should be attached to the application.

2.3

Criteria for Approval Approval for participation (where financial assistance or time off is being requested of the municipality) must be obtained prior to enrolment in the program. Approval and authorization for assistance will be granted in accordance with the following criteria: a)

Evaluation Reports - Courses, Seminars, Conferences: Employees who receive any financial assistance from the municipality for attendance at courses, seminars and conferences may be required to complete an evaluation form report on the course, seminar, or conference attended. These reports are to be submitted to the department head for comment and passed to the Chief Administrative Officer for review. Following review by the Chief Administrative Officer, all reports will be placed in human resource files for future reference.

b)

Guidelines for Training Funding 

Application for payment for employee training and development must be submitted prior to commencement of the course.



Payment levels are noted under Categories of Training.



Reimbursement to the employer will be required in cases where the employee has failed to attain a passing grade in the course. Should extenuating circumstances result in the employee not attaining a passing grade, reimbursement to the employer is subject to the decision of the Chief Administrative Officer.



If the municipality pays for courses or long term programs costing $2,500 or more, the employee may be required to remain in the employment of the municipality for at least one year following completion of the course. If the employee terminates employment before the one year has expired, he/she may be required to reimburse the municipality for a pro-rated portion of the cost based on the non-expired portion of the one year period.



Part-time, casual, term, summer, or seasonal employees will not normally be eligible for paid training unless the municipality required the employee to take the course.


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2.4

Where travel is required employees will be reimbursed as per the Travel, Meal and Miscellaneous Allowances Policy.

Categories of Training a)

Distance Education Courses: applications shall be approved by department head and/or Chief Administrative Officer. The municipality will pay up to 100% of the total cost depending on the course.

b)

Off-site Courses, Workshops, Examinations and Seminars: applications shall be approved by department head and/or Chief Administrative Officer. The municipality will reimburse the employee for direct travel expenses and paid for up to 100% of enrolment expenses on a course for which prior approval is obtained. The employee is to be allowed time off with pay for the duration of the course. Where training is not directly applicable to the employee’s current position, the municipality may choose to pay less than 100% for the cost of the training.

c)

Conferences: applications shall be approved by department head and/or Chief Administrative Officer. Conference attendance is to be included, where possible, in the annual budget.

d)

Mandatory Training: The municipality will pay 100% of the total cost associated with enrolment and travel expenses incurred by the employee. (Examples of mandatory training would be CPR, First Aid, Occupational Health and Safety, Water Treatment, Traffic Control, Police Standards, etc.)


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Application for Training Name ____________________________Position Title ___________________________ Department _______________________Date Hired _____________________________ Educational Background ________________________________________________________________________ Name of Training Program _______________________________________________________________________ Location/Institution _______________________________________________________________________ Description of Training Program _______________________________________________________________________ ________________________________________________________________________ Dates/Length of Program _________Approximate Cost of Program ____________

State why you believe that this particular program will prove beneficial to both yourself and the municipality: ________________________________________________________________________ ________________________________________________________________________

Request for training is: ____ approved

______________________________ Employee's Signature ____ not approved

Reason: _____________________________________________________________________ ________________________________________________________________________ ______________________________ Department Head's Signature


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Human Resource Standard Operating Procedures Employee Training and Development – APPENDIX B

Repayment Agreement (for training costing $2,500 or more) As per Section 3.3 b., if the municipality pays for courses costing $2,500 or more, the employee will remain in the employment of the municipality for one year following completion of the course. If the employee terminates employment before the one year has expired, he/she may be required to reimburse the municipality for a pro-rated portion of the cost, based on the nonexpired portion of the one year period.

Name ____________________________

Position Title ___________________

Department _______________________

Date Hired _____________________

Name of Training Program ____________________________________________ Location / Institution _________________________________________________ Description of Training _______________________________________________ Dates / Length of Program _____________________________________________ Total Cost of Program ________________________Related Expenses __________ Pro-rated portion of cost on non-expired portion of the one year period. _________

Total paid for course ________ I, _________________ agree to repay to the municipality, the sum of (name of employee)

$____________ for training costing $2,500 or more, provided to me by the municipality during the last year. _________________ Employee _________________ Date

_________________ Witness

8-10 Code of Ethics Standard Operating Procedure Category: Policy Number: Effective Date:

Employee Conduct 8-10


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Human Resource Standard Operating Procedures Approval by CAO: Supersedes: Amended:

1.0



1.2

1.3

1.4

review the Municipality's Code of Ethics Policy as required and make any amendments considered appropriate


implement, administer and promote the Code of Ethics Policy

b)

ensure that department heads promote the ethical standards expressed within the Code of Ethics Policy to their employees

c)

recommend amendments to the Code of Ethics Policy to Council

d)

investigate and review any reported violation of the Code of Ethics Policy and approve and/or administer any subsequent corrective action


ensure that all employees of their department are familiar with the Municipality's Code of Ethics Policy

b)

advise the Chief Administrative Officer of any perceived violation of the Code of Ethics Policy by a member of staff, and institute appropriate preventative or corrective action

c)

recommend to the Chief Administrative Officer any changes to the Code of Ethics Policy which are considered appropriate

Responsibilities of Municipal Employees and Officials a)

Municipal employees and public officials are agents of the public whose primary objective is to address the needs of the citizens. As such, they are entrusted with upholding and adhering to the bylaws of the municipality as well as all applicable federal and provincial laws. As public servants, they must observe a high standard of morality in the conduct of their official duties and faithfully fulfill the responsibilities of their offices, regardless of their personal or financial interests.

b)

Dedicated Service: All officials and employees of the municipality should faithfully work towards developing programs to address the needs of its citizens. In the course of their duties, officials and employees should strive to perform at a level which is expected of those who work in the public's interest.


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Human Resource Standard Operating Procedures c)

Employees should not exceed their authority, breach the law, or ask others to do so, and should work in full co-operation with other public officials and employees, unless prohibited from doing so by law or by formally recognized rules of confidentiality.

d)

Soliciting Appointments: Soliciting members of Council directly or indirectly in order to obtain preferential consideration in connection with any appointment to the municipality service will disqualify the candidate from further consideration for the appointment.

e)

Use of Public Property: No employee will request or permit the use of municipal-owned vehicles, equipment, materials, or property for personal convenience or profit, except where such privileges are granted to the general public.

f)

Obligations to Citizens: No employee will grant any special consideration, treatment, or advantage to any citizen or group of citizens beyond that which is accorded to all citizens.

g)

Conflict of Interest: No employee, whether paid or otherwise, will engage in any business transaction or have a financial or personal interest, direct or indirect, which is incompatible with the proper discharge of their official duties or would impair their independence of judgment or action in the performance of their official duties. Personal interest, rather than financial, includes any interest arising from family or marriage relationships or close business or political associations. Over and above the provisions below, employees shall follow the provisions of Conflict of Interest found within the Municipal Government Act of Nova Scotia. The following are situations which constitute conflicts of interest for municipal employees: 

Incompatible Employment: No employee will engage in or accept private employment or render services for private interests when such employment or services are incompatible with the proper discharge of their official duties or would impair his/her independence of judgement or action in the performance of his/her official duties.



Disclosure of Confidential Information: No employee will, without proper legal authorization, disclose confidential information concerning the property, government, or affairs of the municipality; nor will he/she use such information to advance the financial or personal interest of him/herself or others.



Gifts and Favours: In keeping with established private-public business practices, no employee will show favouritism or bias toward any vendor, contractor, or others doing business with the municipality. Employees are prohibited from accepting gifts or favours from any vendor, contractor or others doing business with the municipality that would tend to influence them in the proper discharge of their official duties.


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Representing Private Interests before a Municipal Agency: No employee whose salary is paid in whole or in part by the municipality will appear on behalf of private interests before any agency or court of the municipality without the consent of the Chief Administrative Officer. The employee will not represent private interests in any action or proceeding against the interests of the municipality or in any litigation to which the municipality is party. Furthermore, no employee will accept compensation or a retainer, which is conditional upon the actions of a Municipal agency.



Contracts with Municipal Units: No officer, agent or employee of the municipality will have any interest, direct or indirect, in any legal Municipal contract issued by him/her or by any public committee, board, commission or department of which they are a member, agent, or employee.

However, an officer, agent, or employee of the municipality may enter into a legal contract with the municipality or any agency thereof for the sale and purchase of supplies, materials, or equipment or for the construction of public improvements if:

2.0



they are not authorized by law to act on behalf of the municipality or any agent thereof in the awarding of the contract



the tender is let in a written, public, and openly competitive manner



all bids received and all documents pertaining to the awarding of the contract are made available for public inspection for at least three (3) months following the date of the awarding of the contract

h)

Disclosure of Interest: Any municipal employee who has a financial or personal interest in any proposed Council legislation, and who participates in discussion with or gives an official opinion to Council, will disclose on the records of Council the nature and extent of the interest.

i)

Political Activity: No employee of the municipality will perform work, either volunteer or paid, on behalf of any political party or candidate during his/her hours of employment with the municipality.

Reporting Breaches of this Code Employees who have reason to believe that this Code of Ethics Policy has been breached in any way are encouraged to bring their concerns to the Chief Administrative Officer or their immediate supervisor. No adverse action will be taken against any employee who, acting in good faith, brings forward such information.

3.0

Corrective Action Violation of this Code of Ethics Policy by a municipal employee may constitute a cause for corrective action (see #8-20 Employee Conduct Policy). Any reported violation of this policy will be subject to investigation by the Chief Administrative Officer and/or Council.


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Human Resource Standard Operating Procedures If an investigation finds an employee guilty of a breach of the Code of Ethics Policy, the corrective action pursued against the employee will be commensurate with the nature and severity of the violation. 4.0

Revisions The Municipality's Code of Ethics Policy and/or the sections contained therein will be reviewed and amended by Council, in consultation with the Chief Administrative Officer, as required.

5.0

General When administering this policy, employees must adhere to the Municipal Government Act (MGA) or any other provincial Acts governing municipalities and all relevant legislation pertaining to the subjects covered in this policy. The administration of this policy is further subject to the provisions of applicable collective agreements for unionized municipal employees.


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Human Resource Standard Operating Procedures 8-20 Employee Conduct Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0




1.2

1.3

1.4

review, amend, and adopt changes to the Employee Conduct Policy


recommend changes to the Employee Conduct Policy where considered appropriate

b)

ensure that the Employee Conduct Policy is understood and adhered to by all employees

c)

assist and advise departments in the application and monitoring of the Employee Conduct Policy

d)

take appropriate action in accordance with the Employee Conduct Policy

e)

ensure the collection and maintenance of permanent records of all corrective action which has been taken


be responsible to the Chief Administrative Officer for necessary corrective action in their respective departments

b)

ensure that all department employees are familiar with all aspects of the Employee Conduct Policy

c)

recommend to the Chief Administrative Officer changes to the Employee Conduct Policy where considered appropriate

d)

take necessary corrective action as appropriate and in accordance with the Employee Conduct Policy

e)

assist supervisors in matters pertaining to the Employee Conduct Policy

Supervisors will:


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2.0

a)

ensure that all employees, for which they are directly responsible, are aware of the Municipality's Employee Conduct Policy

b)

assist the department head and/or other department managers in the application of the Employee Conduct Policy

c)

take necessary corrective action as appropriate in accordance with the Employee Conduct Policy

d)

suggest to the department heads, changes to the Employee Conduct Policy

Levels of Corrective Action There are four levels of corrective action. In general, the application of these levels will reflect the number of times an offense has occurred: 2.1

Level One First offense: If not in itself serious enough to warrant suspension or discharge, an employee will be given an oral reprimand and advised that another offense will result in a written warning. a)

The oral reprimand follows discussion of the problem with the employee. The oral reprimand is an important step in the disciplinary process because it is at this point that cause for further action can be prevented or, if cause persists, it provides the foundation for further action. The oral reprimand normally takes the form of a verbal warning to caution the employee that further action may be taken if the matter is not resolved.

b)

Verbal warnings are to be recorded in the employee's personnel file.

If the offense involves a form of discrimination and/or harassment, the alleged victim of this offense may at any time contact the Provincial Human Rights Commission. 2.2

Level Two Second offense: If not in itself serious enough to warrant suspension or discharge, an employee will be given a written warning and advised that another offense will result in suspension. a)

The written warning is normally applied in circumstances where the employee has failed to respond to an oral reprimand. However, where a first offense is sufficiently serious, a written reprimand may be applied in the first instance. The written reprimand may contain a warning in regard to future repetition of similar incidents. The written reprimand will be documented in a report to the Chief Administrative Officer.

b)

One copy of the written warning will be hand delivered or forwarded by registered mail to the employee, one will be forwarded to the Chief Administrative Officer, and one copy will be placed in the employee's


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Human Resource Standard Operating Procedures personnel file. The employee will be required to sign or initial an acknowledgement of receipt of the letter, which will also be placed in their file. 2.3

Level Three Third offense: If not in itself serious enough to warrant discharge, an employee will be given a suspension without pay and warned that another offense will result in dismissal. (Normally, suspensions will be for a period of three days. However, depending upon the offense, this period may vary.) Where suspension without pay is not deemed to be an appropriate form of corrective action, other appropriate action will be considered.

2.4

a)

Written notice of suspension or other corrective action requires authorization and/or investigation by the department head or Chief Administrative Officer. The written notice of corrective action will include the reasons for such action being taken and the measures already taken by the supervisor and/or manager. These factors, as well as other relevant matters, will be included in the notification report to the employee, the department head, and the Chief Administrative Officer. The affected and offending employee will be interviewed and the report will include documentation of the interview.

b)

A report on the suspension of an employee will be placed in the employee's personnel file. In addition to verbally informing the employee of a suspension, the employee should also be informed in writing, with specific reference made to any previous corrective action taken against the employee; this should be hand delivered or sent by registered mail.

Level Four Fourth offense: An employee will be dismissed. It will be conveyed that the employee brought the action on him/herself and left the Chief Administrative Officer, department head and/or other supervisor with no other alternative. a)

b)

Dismissal may result from: 

a lack of response by an employee to corrective measures such as those listed above



an initial offense, if such offense is of a serious nature



a "culminating incident" which, in itself, would not normally result in dismissal, but in consideration of other documented problems with the employee, justifies dismissal. The documentation of the incident prior to such a "culminating incident," will specify all previous documented incidents of corrective action and must contain notice of warning to the employee, that the next incident will be considered a "culminating incident" and that dismissal will result.

When it becomes necessary to dismiss an employee, the employee will be given a termination notice indicating the reason for the dismissal. The


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Human Resource Standard Operating Procedures termination notice will make reference to previous corrective action and will specify when the dismissal will take effect. Other penalties, such as demotion or transfer, may be imposed. However, the ability of the municipality to unilaterally impose these penalties may be limited by a collective agreement. When such penalties are contemplated, the specific collective agreement and the Chief Administrative Officer will be consulted and, if necessary, union approval sought prior to the application of corrective measures. 3.0

Records of Employee Conduct a)

4.0

Appeal of Dismissal or Corrective Action a)

5.0

Records of any corrective action taken as a result of a Group One offense (see Appendix A) will be added to the employee's personnel file for a period of two years. At the end of that time, if the employee has maintained a record of good conduct for that two-year period, all accounts of this corrective action will be removed from the employee's file. The employee will be informed that their record has been cleared. If any additional corrective action was required during this period, all records of this action will remain on the employee's file until they complete the necessary two-year period of good conduct.

Should an employee consider dismissal or corrective action to be improper, a grievance may be presented in writing through the grievance procedure (see Employee Grievances Policy).

Corrective Action Records Maintenance The following points should be emphasized with respect to records detailing corrective action:

Note:

a)

the records describing the incident should be as complete and as detailed as possible

b)

the records will be dated and signed by the supervisor (i.e. Chief Administrative Officer or department head) and, where appropriate, by the employee affected

c)

the records will state the action taken by the supervisor to address the situation

d)

the incident(s), as well as the effects or potential effects of the incident(s), will be recorded

e)

those factors which were considered relevant to the degree of action taken must be specified

f)

any verbal discussion or reprimands given previously must be indicated, as well as specific dates and other relevant material Appendix A provides a guideline to assist Chief Administrative Officers, supervisors, and department heads in the application of corrective action. This appendix includes a comprehensive listing of offenses and suggested levels of corrective action.


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Human Resource Standard Operating Procedures Employee Conduct - APPENDIX A Group One Offenses First offense: Oral warning Second offense: Written warning Third and fourth offenses: Reprimand and suspension Fifth offense: Long-term suspension or dismissal 1.

Absence from duty without prior permission from the supervisor. The employee should notify their department head or, if that is not possible, the Chief Administrative Officer (prior to the start of their shift if possible), of the reasons for their absence and the expected time or date of return. An exception may be in the case of sickness or other cause beyond the control of the employee, which prevents obtaining prior approval.

2.

Unauthorized leaving of the working area at any time without permission from the supervisor

3.

Neglecting job duties (e.g. reading for pleasure during working hours)

4.

Repeatedly arriving late for work

5.

Failure to commence work at the beginning of the work period, and/or leaving prior to the end of the work period without permission

6.

Creating or contributing to unsanitary or unsafe conditions in the workplace

7.

Use or possession of the municipality’s property/equipment without authorization

8.

Willful failure to respond to legitimate requests for work to be undertaken

9.

Unauthorized stopping of work or making preparations to leave work prematurely

10.

Distracting the attention of others, or causing confusion by unnecessary shouting or demonstration on the job

11.

Where the operations are continuous, an employee leaving his/her post at the end of a scheduled shift, before being relieved by his/her supervisor or relieving employee on the incoming shift

12.

Failure to immediately report any personal injury or equipment damage to supervisor

13.

Unsatisfactory work and/or failure to maintain required standards of performance

14.

Any violation of any of the municipality's recognized policies

15.

Failure to report loss of any certification required to carry out the performance of the job (i.e. driving license)


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Employee Conduct - APPENDIX A (continued) Group Two Offenses First offense: Written warning Second and third offenses: Reprimand and suspension Fourth offense: Long-term suspension or dismissal 1. Neglect or carelessness in observance of official or departmental rules of safety or disregard of common safety practices 2. Unauthorized leaving of the job during regular working hours without permission from a supervisor 3. Unauthorized sleeping during working hours 4. Reporting to work intoxicated or drinking alcoholic beverages on the job 5. Using abusive or threatening language towards subordinates, co-workers, or other individuals 6. Soliciting or canvassing of municipal employees during working hours, without permission 7. Failure to report an accident in which the employee was involved 8. Refusing to give testimony during investigation of an accident 9. Unauthorized use of municipal property for private work or performing private work during regular working hours 10. Threatening, intimidating, coercing, or interfering with employees or supervisors at any time 11. Making or publishing false or malicious statements concerning any employee, supervisor, the municipality or its operation 12. Failure to report for overtime work without good reason, after being scheduled to work, according to overtime policy 13. Refusal to perform work assigned or failure to comply with written or verbal instructions, which the employee may be reasonably expected to perform, according to their job duties or responsibilities


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Human Resource Standard Operating Procedures Employee Conduct - APPENDIX A (continued) Group Three Offenses First offense: Long-term suspension or dismissal 1. Careless or willful neglect in the performance of assigned duties or in the care, use or custody of any of the municipality’s property; abuse, or deliberate destruction in any manner of municipal property, tools, equipment, or the property of other employees 2. Altering another employee's time card or unauthorized altering of own time card 3. Falsifying testimony when accidents are being investigated; falsifying or assisting in falsifying staff or other records; giving false information or withholding pertinent information in making an application for employment 4. Making false claims or misrepresentations in an attempt to obtain sick leave, accident benefits or Workers' Compensation benefits 5. Bookmaking or gambling of a similar serious nature 6. Theft, damage or destruction of property belonging to the municipality or to other employees 7. The sale or use of illegal substances during working hours 8. Fighting or attempts to injure another employee, or threats to do so 9. Possession of firearms, explosives or weapons on municipal property at any time 10. Conviction of a indictable offence 11. Misuse or removal of information such as blueprints, lists, municipal records or confidential information of any nature, or revealing such information without prior written authority from the municipality 12. Instigating, leading, or participating in any illegal walkout, strike, or other such demonstration 13. Any proven violation of the Municipality's Sexual Harassment Policy and Workplace Harassment Policy 14. Dishonesty or any dishonest action as defined by the Municipality's Code of Ethics, e.g. breach of confidentiality or conflict of interest


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Human Resource Standard Operating Procedures 8-30 Sexual Harassment Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0

Employee Conduct 8-30 Sexual Harassment Policy (adopted 1994)



1.2

Review, amend, and adopt changes to the Sexual Harassment Policy.


review the Sexual Harassment Policy periodically to ensure its effectiveness.

b)

review recommended changes to the Sexual Harassment Policy and process from the Director of Human Resources.

c)

ensure that sexual harassment is not condoned within the Municipality

1.3 Department Heads will:

1.4

a)

reported incidents of sexual harassment are investigated in a prompt and objective manner by person(s) viewed to be impartial to the complaint and the respondent;

b)

staff members have an opportunity to obtain confidential advice regarding sexual harassment;

c)

staff members are educated regarding the issues relating to sexual harassment and the Municipality’s Sexual Harassment Policy and procedures.

Supervisors and Managers will: a)

ensure employees have access to the sexual harassment policies and procedures and are provided with the opportunity to attend internal training programs;

b)

ensure the work environment within the department discourages sexual harassment and supports individuals dignity and respect;

c)

ensure formal complaints about sexual harassment made to them are referred immediately to the Director of Human Resources;

d)

maintain confidentiality regarding sexual harassment complaints and investigations.


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2.0

Employees will: a)

become familiar with the Municipality’s policy and procedure on sexual harassment;

b)

keep accurate records of any incidents of sexual harassment, including time, place, description of the incident and names and witnesses. This includes where they are subject of sexual harassment as well as incidents they have witnessed.

Procedure Informal Resolution Options: 2.1

Communicating concerns directly to the alleged harassor: Any employee who feels that he/she is being harassed is encouraged to make it known to the harassor that his/her behavior is unwanted. The employee should inform the harassor, clearly and directly, that their behavior isn’t welcome and must stop. This may be done verbally, or in writing. If in writing, a copy of the letter should be kept by the complainant. Or

2.2

Communicating concerns to supervisors or designate of their choice: If the complainant feels comfortable, he/she may discuss concerns relating to sexual harassment with their immediate supervisor or a designate of their choice and request their assistance in resolving the situation. Again, the complainant should inform the alleged harassor clearly and directly that their behavior isn’t welcome and must stop. The complainant should keep a record of the discussion and if the concerns are communicated in writing, keep a copy of the correspondence.

3.0

Formal Complaint: 3.1

If informal processes are not effective in resolving the situation to the satisfaction of the complainant or if the complainant prefers to file a formal complaint immediately, the complainant may register their complaint of sexual harassment, in writing, with either: a)

the Chief Administrative Officer (or designate);

b)

Manager or Department Head within their own department;

c)

other Manager or Department Head within the organization;

3.2

Upon receiving a complaint, managers are responsible for taking immediate action by referring the complaint to the Chief Administrative Officer (or designate).

3.3

When a formal written complaint signed by the complainant is filed, the Chief Administrative Officer (or designate) will notify the appropriate Department Head. A copy of the formal complaint will be given to the respondent named in the complaint. The respondent will be given a copy of the policy and will be advised of


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Human Resource Standard Operating Procedures the right to retain their own legal counsel or be represented by any other person when he/she is required to be present during the process. 3.4

The complainant will be advised of the availability of counseling and support services through the municipal Employee Assistance Program and be provided with advice and assistance on how to deal with the situation. The seriousness of the complaint and the action and consequences may result in the following: a)

the right to file a complaint with the Nova Scotia Human Rights Commission;

b)

the right to report the incident(s) to the police where there is an indication that a criminal offense was committed;

c)

the right to report the incident to their union and/or file a grievance;

d)

the right to retain and be represented by their own legal counsel or other person of choice.

3.5

Every formal complaint will be investigated. The investigation of the complaint will be assigned to a committee of two. This will be comprised of the Chief Administrative Officer (or designate) and one other person who shall not be an employee in the same department as the complainant or the alleged harassor.

3.6

The investigators will interview the complainant, the respondent, other individuals relevant to the case and review any related documentation. If the allegations are substantiated, the complaint will be resolved in the following manner: a)

the seriousness and the effects of the offense will be discussed with the offender;

b)

the offender must agree to the following steps: 

the harassment must stop without any repercussions to the complainant;



the complainant must be given a verbal or written apology as appropriate to the circumstances and the promise that the action will not recur;



appropriate disciplinary action will be taken as per the advice of the municipality’s legal advisor.

3.7

In the event that the investigators are not in agreement on the result of the investigation, the complaint and investigation results will be submitted to the Chief Administrative Officer for further consideration and action.

3.8

In the event the complainant is not satisfied with the results of the investigation, he/she may: a)

submit the complaint and investigation results to the Chief Administrative Officer for further consideration and action; and/or

b)

contact the Nova Scotia Human Rights Commission;


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4.0

Records 4.1

If sexual harassment has been substantiated, the incident will be documented in the offender’s personnel file. No formal record will be kept if the allegation is not substantiated.

4.2

All records pertaining to investigation will be maintained by the director of Chief Administrative Officer (or designate) in a confidential file.


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Sexual Harassment - APPENDIX A

Guidelines for an Effective Sexual Harassment Policy* A sexual harassment policy is intended to protect against sexual harassment in the workplace and to educate all employees about the types of behaviour that can be considered harassing. Acceptance of the policy will be made easier if the policy is introduced as a positive element to the workplace. These guidelines outline provisions required to ensure the policy is effective, accepted and utilized. Definition 

An effective policy should have a definition of sexual harassment. In general, sexual harassment is any unwelcome sexual attention.

Endorsement 

An effective policy should have the employer's endorsement of its importance, such as a statement issued by senior management stating that sexual harassment will not be tolerated in the workplace and that it is against the law.

Information 

In order to obtain the benefit of a policy, all staff must be made aware of the policy and be provided with an opportunity to discuss the policy. This can be done through workshops.



Once a policy is adopted, a copy of the policy should be provided to all employees.



If the policy includes a procedure for internal investigations, the employer should ensure that those designated to investigate complaints of sexual harassment have a good understanding of the policy and are trained in carrying out their functions.

Guidelines for Establishing Procedures 

If possible, designate two or three individuals to hear complaints. These individuals should be viewed by other employees as being neutral and should have the authority to take action. An employee can contact the designate he/she prefers. It is important for an employee to feel that he/she will receive a fair hearing.



Any employee who feels he/she is being harassed is encouraged to make it known to the individual concerned that the behaviour is unwanted. If the employee is not comfortable confronting the individual, the employee can contact a more senior employee and request the matter be addressed.


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Complaints are to be handled in confidence and individuals are to be protected from any form of retaliation. The investigation should be conducted as soon as possible and every effort should be made to resolve the matter.



Both the complainant and the person alleged to be committing the action are to be interviewed separately. Any other individuals who may have relevant information regarding the allegation should also be interviewed.



The policy should provide for disciplinary action if the evidence supports the allegation. This may include suspension or dismissal. An incident report should be placed in the appropriate personnel files.



If the investigation finds no evidence to support the allegation, no documentation regarding the allegation will be placed in the personnel file of the individual alleged to have committed the action.



Any individual who participated in the complaint process is to be protected from any form of retaliation.



Employees should be informed of their right to complain to the appropriate provincial Human Rights Commission, if they do not wish to proceed with the internal process, or if they are not satisfied with the outcome of an internal investigation.

*

These guidelines were taken from the Nova Scotia Human Rights Commission, Guidelines for an Effective Sexual Harassment Policy.


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Human Resource Standard Operating Procedures 8-40 Workplace Harassment/Discrimination Standard Operating Procedure Category: Policy Number: Effective Date: Approval by Council: Supersedes: Amended:

1.0




1.2

Review, amend, and adopt changes to the Workplace Harassment/ Discrimination Policy.


review the Workplace Harassment/Discrimination Policy periodically to ensure its effectiveness.

b)

review recommended changes to the Workplace Harassment/Discrimination Policy and process from the Director of Human Resources.

c)

ensure that harassment and/or discrimination is not condoned within the municipality

1.3 Department Heads will:

1.4

a)

reported incidents of harassment and/or discrimination are investigated in a prompt and objective manner by person(s) viewed to be impartial to the complaint and the respondent;

b)

staff members have an opportunity to obtain confidential advice regarding harassment and/or discrimination;

c)

staff members are educated regarding the issues relating to harassment and/or discrimination and the Municipality’s Workplace Harassment/Discrimination Policy and procedures.

Supervisors and Managers will: a)

ensure employees have access to the harassment/discrimination policies and procedures and are provided with the opportunity to attend internal training programs;

b)

ensure the work environment within the department discourages harassment and/or discrimination and supports individuals dignity and respect;


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1.5

2.0

c)

ensure formal complaints about harassment and/or discrimination made to them are referred immediately to the Director of Human Resources;

d)

maintain confidentiality regarding harassment and/or discrimination complaints and investigations.

Employees will: a)

become familiar with the Municipality’s policy and procedure on harassment and discrimination;

b)

keep accurate records of any incidents of harassment and/or discrimination, including time, place, description of the incident and names and witnesses. This includes where they are subject of harassment and/or discrimination as well as incidents they have witnessed.

Procedure Informal Resolution Options: 2.1

Communicating concerns directly to the alleged harassor: Any employee who feels that he/she is being harassed or discriminated against is encouraged to make it known to the harassor that his/her behavior is unwanted. The employee should inform the harassor, clearly and directly, that their behavior isn’t welcome and must stop. This may be done verbally, or in writing. If in writing, a copy of the letter should be kept by the complainant. Or

2.2

3.0

Communicating concerns to supervisors or designate of their choice: If the complainant feels comfortable, he/she may discuss concerns relating to harassment and/or discrimination with their immediate supervisor or a designate of their choice and request their assistance in resolving the situation. Again, the complainant should inform the alleged harassor clearly and directly that their behavior isn’t welcome and must stop. The complainant should keep a record of the discussion and if the concerns are communicated in writing, keep a copy of the correspondence.

Formal Complaint: 3.1

If informal processes are not effective in resolving the situation to the satisfaction of the complainant or if the complainant prefers to file a formal complaint immediately, the complainant may register their complaint of harassment and/or, in writing, with either: a)

the Chief Administrative Officer (or designate);

b)

Manager or Department Head within their own department;

c)

other Manager or Department Head within the organization;


Page 122


Upon receiving a complaint, managers are responsible for taking immediate action by referring the complaint to the Chief Administrative Officer (or designate).

3.3

When a formal written complaint signed by the complainant is filed, the Chief Administrative Officer (or designate) will notify the appropriate Department Head. A copy of the formal complaint will be given to the respondent named in the complaint. The respondent will be given a copy of the policy and will be advised of the right to retain their own legal counsel or be represented by any other person when he/she is required to be present during the process.

3.4

The complainant will be advised of the availability of counseling and support services through the Municipality’s Employee Assistance Program and be provided with advice and assistance on how to deal with the situation. The seriousness of the complaint and the action and consequences may result in the following: a)

the right to file a complaint with the Nova Scotia Human Rights Commission;

b)

the right to report the incident(s) to the police where there is an indication that a criminal offense was committed;

c)

the right to report the incident to their union and/or file a grievance;

d)

the right to retain and be represented by their own legal counsel or other person of choice.

3.5

Every formal complaint will be investigated. The investigation of the complaint will be assigned to a committee of two. This will be comprised of the Chief Administrative Officer (or designate) and one other person who shall not be an employee in the same department as the complainant or the alleged harassor.

3.6

The investigators will interview the complainant, the respondent, other individuals relevant to the case and review any related documentation. If the allegations are substantiated, the complaint will be resolved in the following manner:

3.7

a)

the seriousness and the effects of the offense will be discussed with the offender;

b)

the offender must agree to the following steps: 

the harassment and/or discrimination must stop without any repercussions to the complainant;



the complainant must be given a verbal or written apology as appropriate to the circumstances and the promise that the action will not recur;



appropriate disciplinary action will be taken as per the advice of the municipality’s legal advisor.

In the event that the investigators are not in agreement on the result of the investigation, the complaint and investigation results will be submitted to the Chief Administrative Officer for further consideration and action.


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3.8

In the event the complainant is not satisfied with the results of the investigation, he/she may: a)

submit the complaint and investigation results to the Chief Administrative Officer for further consideration and action; and/or

b) 4.0

contact the Nova Scotia Human Rights Commission;

Records 4.1

If harassment and/or discrimination has been substantiated, the incident will be documented in the offender’s personnel file. No formal record will be kept if the allegation is not substantiated.

4.2

All records pertaining to investigation will be maintained by the director of Chief Administrative Officer (or designate) in a confidential file.


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Human Resource Standard Operating Procedures 9-10 Employee Grievances Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0



1.2

1.3

2.0

Employee Grievances 9-10

review, amend, and adopt changes to the Employee Grievances Policy


recommend changes in the Employee Grievances Policy to Council

b)

ensure the proper implementation and administration of the Employee Grievances Policy

c)

conduct investigations, where appropriate, regarding the alleged inappropriate conduct of municipal employees

d)

take corrective actions regarding improper conduct of municipal employees

e)

ensure that department heads are aware of the Employee Grievances Policy and its contents


recommend changes to the Employee Grievances Policy to the Chief Administrative Officer

b)

ensure, in co-operation with the Chief Administrative Officer, that the Employee Grievances Policy is properly implemented

c)

ensure that employees are aware of the Employee Grievances Policy and its contents

d)

conduct investigations, where appropriate, regarding the alleged inappropriate conduct of a municipal employee or municipal employees

Grievance Procedure For this section, working days are defined as Monday through Friday, exclusive of statutory holidays.


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2.2

The causes for grievance may include, but are not limited to, the following: a)

lack of an established municipal or departmental policy or procedure

b)

a municipal or departmental policy or procedure which is perceived to be unfair or causes the employee a hardship or concern

c)

a deviation from an accepted municipal or departmental policy or procedure

d)

disagreement or misunderstanding with another employee, a supervisor, or a department head

e)

a discretionary action of the department or the municipality in the application and/or interpretation of the policies, procedures, rules or regulations of the municipality or the department

Eligibility for Grievance a)

2.3

2.4

Any one employee of the municipality, or a group of employees of the municipality, may grieve a particular matter.

Application a)

This policy will apply to all employees of the municipality not covered by a collective agreement.

b)

Any conflict, or overlap in this policy, pertaining to employees of the municipality covered by collective agreements will be subject to the provisions of the applicable collective agreement.

The Formal Grievance Procedure a)

Prior to the initiation of the formal grievance procedure, the employee(s), supervisors and/or department head and/or Chief Administrative Officer are encouraged to discuss problems and consider possible solutions. If the discussion between employee(s), supervisors and/or department head and/or Chief Administrative Officer does not lead to a satisfactory and timely resolution of the problem, the employee(s) is/are encouraged to proceed with the formal grievance procedure as soon as possible.

Step 1: Submission of the Grievance to Supervisory Level a)

The employee(s) will present the grievance orally to their immediate supervisor(s). An employee submitting a grievance may select a coworker to appear with him/her.

b)

The supervisor(s) involved should make every effort to resolve the grievance at the initial step. The grievance will be written out, whether


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Human Resource Standard Operating Procedures resolved or not, and signed by the supervisor(s) and the employee(s) in order to create a permanent record. (See form – Appendix # A – Section 4 – Employee Conduct and Grievances) c)

The supervisor(s) will give their reply within five (5) working days. In addition to verbally informing the aggrieved employee(s), the reply will be put in writing.

d)

All documentation concerning the grievance and possible solutions are to be recorded in a report and forwarded to the department head and supervisor where appropriate.

Step 2: Review of Grievance at Department Level a)

If the supervisor's decision is not acceptable, the written grievance may be presented to the department head within five (5) working days of the supervisor's reply.

b)

The department head will review the supervisor's decision and provide an opportunity to the employee(s) to discuss the grievance.

c)

The department head will produce a reply in writing within five (5) working days of receiving the grievance, which outlines the decision, the reason for it, and any related recommendations. The final report of the department head will be submitted in writing to the Chief Administrative Officer for his/her information, whether or not a successful solution to the grievance has been attained. All documentation will be retained on file by the department head.

Step 3: Review of Grievance by the Chief Administrative Officer

2.5

a)

If the second step does not result in a satisfactory solution (or in a case where a department head wishes to file a grievance) the grievance may be submitted in writing to the Chief Administrative Officer within five (5) working days, outlining the department head's decision or, in the case of a grievance initiated by a department head, as soon as possible.

b)

The Chief Administrative Officer will conduct a detailed investigation into the matter, review all previous reports, meet with all interested parties and make a final decision with respect to the grievance.

c)

If further time is required by the Chief Administrative Officer, for investigation and deliberation of a grievance, the employee(s) will be notified, in writing, within twenty (20) working days, of the steps being taken to solve the grievance. All information will be retained on file.

Employee Grievances Regarding the Department Head and/or Manager/Supervisor a)

An employee who is dissatisfied with actions or behaviour directly related to the activities of the department head and/or manager/supervisor, should first try to resolve the problem directly with that individual(s). If this action is


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Human Resource Standard Operating Procedures unsuccessful, a grievance should be submitted to the Chief Administrative Officer, in accordance with the above procedure. 2.6

Submission of a Grievance by the Chief Administrative Officer a)

3.0

4.0

The Chief Administrative Officer may discuss his/her concerns with the municipal solicitor or an external source, and take any action which may be required.

Records of Grievance Procedures and Decisions a)

A copy of a grievance submitted at any level will be retained in the employee's personnel file. Copies of the responses of supervisor, department head and/or Chief Administrative Officer will also be retained in the employee's personnel file.

b)

A copy of both the grievance submission(s) and the written reply(ies) will be retained in a separate file at each level of the grievance process. Documentation pertaining to the grievance or the investigation will also be retained on file. This file will be forwarded to the next level in the grievance process, if further grievance action is taken by the employee(s).

Revision to Policies a)

Any agreed upon changes or revisions to the formal policies utilized by the municipality, which arise as a result of the employee grievance process, will be developed by the Chief Administrative Officer, or designate, and forwarded to Council for review, amendment, and approval.


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Human Resource Standard Operating Procedures 10-10 Performance Management Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0

Performance Management 10-10


1.2

1.3


review, amend, and adopt changes to the Performance Appraisal Policy

b)

annually review the performance of the Chief Administrative Officer in accordance with the CAO’s employment contract and specific references within the Municipal Government Act

The Chief Officer (or designate) will: a)

oversee the implementation and maintenance of the Performance Evaluation Policy throughout the municipality with the assistance of, and in consultation with, department heads

b)

monitor the effectiveness of the performance evaluation process and recommend necessary additions, deletions, or modifications to the Performance Evaluation

c)

conduct informal and formal performance appraisals. The informal approach should be an ongoing process whereby the Chief Administrative Officer, staff person(s), or manager provides continuous feedback to those individuals for whom they are directly responsible.

d)

The formal approach should involve at least one review conducted on an annual basis. Other informal reviews should be held with each review being documented. The annual review will be formally documented by way of using the Employee Performance Evaluation Form (Appendix A).


administer and co-ordinate performance evaluations within their respective departments, where applicable, in consultation with the Chief Administrative Officer

b)

perform informal and formal performance appraisals


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Human Resource Standard Operating Procedures c) d)

1.4

recommend to the Chief Administrative Officers changes required in the performance appraisal process. Report annually to the Chief Administrative Officer on the departmental results of the formal performance evaluations undertaken.

Supervisors will: a)

administer and coordinate performance evaluations within their respective departments, in consultation with their department head and, where appropriate, the Chief Administrative Officer.

b)

Perform both informal and formal performance appraisals

c)

Prior to the completion of the annual formal evaluation and discussion of this evaluation with the employee, review the following aspects of the employee’s record:  Attendance record with the municipality  Relevant background  Education  Work history  Duties, responsibilities, standards and/or measures of performance pertaining to the employee’s position and/or applicable rules and regulations of the municipality or department  Previous performance appraisal documents of the employee  Samples of reports, project results, or other work products generated by the employee  Opinions of the other employees and supervisors who, in the course of their work, had dealings with the employee during the assessment period

d)

make every effort to be as objective as possible, basing the evaluation on standards of performance and applicable rules

Note: In particular, the supervisor, the department head, or the Chief Administrative Officer should keep records regarding the performance of the employee. From time to time, the supervisor should speak with the employee(s) for whom they are responsible and review weaknesses, strengths, and strategies for improvement. These discussions should be noted in an employee's records. In addition, employees should be given the chance to be a part of the evaluation process by allowing them to evaluate their own performance and compare it to the assessments performed by the supervisor, the department head, or the Chief Administrative Officer. 2.0

General Procedure Upon the introduction of the Performance Management Policy, or the implementation of a revised policy: a)

employees will be made aware of the new procedures


Page 132


managers and supervisors will be provided with an orientation session so that each may become thoroughly familiar with the performance appraisal system adopted by the municipality.

2.1

Probationary Period Performance Evaluation Two months prior to the completion of an employee’s probationary period, the supervisor (in consultation with the employee) will complete a probationary performance evaluation report in accordance with the Probationary Period Policy.

2.2

Annual Formal Evaluation a)

Completion of formal report: Annually, during a predetermined period of time, the employee’s supervisor will formally record a rating of the quality of work performed, general work habits, attendance, and attitude on the Employee Performance Evaluation Form (see Appendix A)

b)

The Formal Interview: The supervisor will discuss the employee’s annual formal performance appraisal report with the employee in order to reinforce an ongoing mutual understanding between the employee and the supervisor, in terms of: 

the duties, responsibilities, and requirements of the position, and expected performance level



any weak areas in the employee's performance and means to address these areas of concern



positive aspects of the employee's performance and measures to maintain or further enhance these positive features



short-term work goals which the employee should attempt to achieve



long-term career objectives of the employee

The formal evaluation form will be signed by the employee and supervisor following the interview and discussion. Following the formal interview between the employee and the supervisor, the completed form will be forwarded to a reviewing officer (usually the department head or the Chief Administrative Officer). The reviewing officer will examine the performance appraisal report against the standard expected of the employee and add any remarks to the form. c)

Appeals: Employees, who feel that their overall rating does not represent a trial evaluation of their performance over the new period, should try to resolve these differences with their supervisor. If an informal agreement cannot be reached, the employee will be given the opportunity to appeal, in writing, to the Chief Administrative Officer (or some other designated official), within 15 days of the interview.


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Human Resource Standard Operating Procedures d)

e)

2.3

Department Heads’ Reports: The department heads will report to the Chief Administrative Officer on: 

completion of the annual formal performance appraisal for each employee in their respective departments



overall results of the performance appraisal process



the steps to be taken to improve the performance of departmental employees during the upcoming year ( i.e. recommended training and development activities or changes in the quantity or allocation of work undertaken)

Effect on Salary: it is essential that changes in salary / wage rates be directly tied to the ongoing process of performance appraisal: 

Employees receiving a satisfactory evaluation rating may be eligible for a salary increment.



Employees receiving an unsatisfactory evaluation rating will not be eligible for a salary increment.



Employees receiving an outstanding evaluation rating may be eligible for a salary increment, and may receive further considerations in the form of promotion or special awards.

Retention of the Performance Appraisal Records Following completion (including signatures), one copy of the evaluation will be placed in the employee's personnel file and a copy will be given to the employee and to the supervisor completing the report

Points to Remember During the Appraisal Process: 

Criticisms or praise should be communicated to employees, and discussed, on an ongoing basis  The purpose of the evaluation process should be explained. Point out that the review can make the employee a more valuable member of staff and provide greater opportunities for job satisfaction, usefulness and promotion.  Vague, indefensible, or undefinable criticisms of performance should be avoided.  Talk about positive performance first.  Remember that you are discussing an employee’s performance; the objective is to improve performance, not to condemn the individual.  Take into account that some failures of an employee may be the responsibility of the supervisor.  This process is not meant to be used for disciplinary actions.  Nothing should go on an employee’s file unless that employee is first made aware of it.


Page 134

Human Resource Standard Operating Procedures PERFORMANCE MANAGEMENT -- APPENDIX A Definitions of Rating Used in Employee Performance Evaluation: Assessment

Description

Exceeds position requirements

Exceeds most position requirements

Fully satisfactory

Meets all position requirements and may exceed in some.

Satisfactory 

Meets most position requirements; some further development required Meets most position requirements but performance has declined over this review period. Employee is developing as expected during the probation period. Performance is expected to improve.

Satisfactory  Less than satisfactory 

Less than satisfactory  Less than satisfactory 


Employee does not meet the basic requirements for this position. Employee is not developing as expected during the probation period.

Page 135


PERFORMANCE MANAGEMENT -- APPENDIX B Performance Management Record Name:

Position:

Date completed: __________________

PART 1 - OBJECTIVES FOR REVIEW PERIOD (to be completed at the beginning of each review period) This performance evaluation reflects the review period from Attached to this evaluation are the following documents: 1.

Position description dated

2.

Statement of qualifications dated

3.

Critical accountabilities dated

The following objectives were specified for this review period: Objective Start

to

Finish

,

Performance Indicators/Measures

PART 2 - EVALUATION AGAINST CRITICAL ACCOUNTABILITIES (narrative)


.

Page 138

Status and results achieved


PART 3 - EVALUATION AGAINST STATEMENT OF QUALIFICATIONS (narrative)

PART 4 - IDENTIFICATION OF TRAINING AND DEVELOPMENT NEEDS Competency

Potential supplier

Course Title

Desired start date

Desired completion date

PART 5 - EMPLOYEE CAREER GOALS (ASPIRATIONS) - as stated by the employee

PART 6 - GLOBAL EVALUATION Rating

7


Assessment

Description

Exceeds position requirements

Exceeds most position requirements

Page 139


6

Fully satisfactory

Meets all position requirements and may exceed in some.

5

Satisfactory 

4

Satisfactory 

3

Less than satisfactory 

2

Less than satisfactory 

1

Less than satisfactory 

Meets most position requirements; some further development required Meets most position requirements but performance has declined over this review period. Employee is developing as expected during the probation period. Performance is expected to improve. Employee does not meet the basic requirements for this position. Employee is not developing as expected during the probation period../

Global rating:


Page 140

Human Resource Standard Operating Procedures Employee’s Comments:

Signed:

Date:

Supervisor’s comments:

Signed:


Date:

Page 141

Human Resource Standard Operating Procedures 11-10 Human Resource Records Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0

Human Resource Records 11-10



1.2

The Chief Administrative Officer will: a)

1.3

review, amend, and adopt changes to the Human Resource Records Policy

Appoint a position (designate responsible) within the organization to be responsible for maintaining an official and complete personnel file for every employee.

The Designate Responsible will: a)

ensure that a filing system is established and maintained which pertains to the human resource procedures, policies and operating programs of the municipality. The files may include, but are not limited to, the following contents: General Administration  appropriate medical records (physicians' certificates for the purposes of sick leave, Workers' Compensation benefits, and specific physical requirements for specific jobs)  Municipal Emergency Plan  program planning documents Training and Development  training schedules, programs, records  reimbursement, authorization, applications and related material Job Descriptions  organizational charts  job description forms Hiring and Staffing  job vacancies


Page 141

Human Resource Standard Operating Procedures          

advertisements workforce planning re-employment file applicant supply file exit interview questionnaire form recruitment correspondence information concerning positions and person-hours requests for transfer probationary review form employee orientation package

Employee Relations  grievance records  corrective actions  negotiated agreements  awards of recognition Compensation and Benefits  compensation survey results  job evaluation forms  job re-evaluation requests and results  performance appraisal forms b)

recommend changes to the Human Resource Records Policy where considered appropriate.

c)

establish and maintain a personnel file for each employee of the department. These files will include copies of all forms, reports, letters and any other records dealing with employment of each individual by the municipality. They should include, but are not limited to, the following:          

original application for employment with the municipality, with a résumé/curriculum vitae letter of offer of employment probationary report notice/letter of permanent employment notice to payroll department authorizing appointment and pay level performance evaluation reports complete record of any corrective action taken against the employee record of any grievances submitted, including decisions reached record of any training courses recommended, applied for, or received, including any relevant applications for reimbursement and evaluation forms record of any leaves of absence, including authorized vacation, sick leave and leave without pay (see Employee Leave Policy)


Page 142

Human Resource Standard Operating Procedures      d)

1.4

1.5

ensure that confidentiality is maintained by limiting access to personnel files to those employees who must deal with this information in the performance of their duties. In addition, employees are entitled to have access to their own personnel file, but such access should be done in the presence of the Director of Human Resources, Chief Administrative Officer or other authorized official.

The payroll department will: a)

calculate the gross pay (regular and overtime) for each employee prior to the end of each pay period, making the appropriate deductions as required by law (including union membership dues, income tax installments, Canada Pension Plan, Employment Insurance and Municipal pension plan) or as authorized by the employee to include, but not be limited to Employee Savings Plan, charitable deduction programs as authorized by the municipality, optional extended health care programs, group life insurance plan deductions, additional volunteer pension deductions and employee purchase plan.

b)

maintain a continuous permanent record of all payroll transactions, including individual changes in pay rates

c)

administer the standard arrangement and pay employees and officers of the municipality through a direct deposition system. Exceptions to this standard may included, but are not limited to, retirement/termination payouts or special circumstances, as determined by Department Heads or the Chief Administrative Officer.

All employees will: a)

2.0

record of credited leave (including sick leave and vacation leave) record of any promotion, demotion, transfer, change in compensation level, or position re-evaluation affecting the employee record of any benefits to which the employee is entitled, or currently receiving correspondence sent or received regarding the employee record of employment

be responsible for the prompt completion, distribution, and retention of all forms, reports, and other written records, as required

General Procedure 2.1 Security of Human Resource Records The location of all the Municipality’s human resource records, both written and computerized, will: a)

provide adequate access to staff who require information contained in the files in the completion of their duties


Page 143


2.2

b)

provide security protection for confidential information contained in the files (for example, lock-and-key for written records and passwords for computer files). Ideally, human resource records should be kept in one central location. The individuals who will be allowed access to the personnel files include the Chief Administrative Officer, or designate.

c)

ensure that access to staff and payroll records can be adequately controlled by those responsible for the files. Access will be limited to those employees who utilize official records in the performance of their assigned duties. Information, which is not confidential, should be clearly labeled and those handling the records should be aware of the non-confidential nature. All other information should be clearly marked "confidential."

Release of Information to the Public and to Government Organizations under the Freedom of Information and Protection of Privacy Act While the confidentiality of certain staff records must be maintained in order to prevent invasion of employee privacy, it may, under certain circumstances, be permissible to release certain other information in response to specific requests. Verification of employment for credit purposes might include telephone and mail enquiries. These requests should be answered according to the following criteria:

3.0

a)

the response may include job title, salary range, and benefits

b)

the response will not outline any additional confidential employee information unless prior written authorization is given by the employee.

Expunging of Personnel Records Files pertaining to disciplinary actions and conduct warnings, for example, will remain part of an employee’s permanent record. In the case where an employee leaves the organization, the personnel files should be kept for a period of at least five years, since information may be required for medical and/or pension-related reasons (e.g. leave without pay, breaks in service to the municipality, etc.). All expunged records will be shredded.

4.0

General Enquiries Responses to general enquiries from other municipal units respecting employee turnover, compensation levels, workforce compensation, the general composition of the municipality's workforce, and specific human resource programs and policies will be referred to the Director of Human Resources & Administration.

5.0

Other Requests Other requests for information, including those which exceed the parameters outlined above, will be referred to the Chief Administrative Officer.


Page 144

Human Resource Standard Operating Procedures 12-10 Awards of Recognition Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0

Awards of Recognition 12-10 Service Awards Policy 1221-53



1.2

1.3

review, amend, and adopt changes in the Municipality’s Awards of Recognition Policy


ensure the implementation of the Awards of Recognition Policy

b)

recommend changes to the Awards of Recognition Policy where considered appropriate

c)

arrange for suitable presentation of awards

d)

monitor the effectiveness of the Awards of Recognition Policy

The department head will: a)

assist in the implementation and promotion of the Awards of Recognition Policy

All employees will become familiar with the Municipality's Awards of Recognition Policy 2.0

Retirement and Long-Service Awards The municipality will annually recognize those employees who are retiring and those individuals who have been employed in the municipality for an extended period of time. Employees who have 5, 10, 15, 20, etc. years of service to the municipality, will receive long-service awards of a certificate and/or a gift. Recognition will be made at an annual awards ceremony. Upon retirement, employees will receive a congratulatory letter/certificate and a gift.


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Human Resource Standard Operating Procedures 13-10 Exit Questionnaire and Interview Standard Operating Procedure Category: Policy Number: Effective Date: Approval by CAO: Supersedes: Amended:

1.0



1.2

1.3

1.4

review, amend, and adopt changes to the Exit Questionnaire and Interview Policy


implement the Exit Questionnaire and Interview Policy

b)

ensure that an exit questionnaire and interview are completed by those employees under their direct supervision who are leaving the employ of the municipality

c)

recommend changes to the Exit Questionnaire and Interview Policy where considered appropriate


implement the Exit Questionnaire and Interview Policy in their departments

The supervisor will: a)

2.0

Exit Questionnaire and Interview 13-10

prepare the exit questionnaire and conduct exit interviews, when appropriate and as noted in the following procedure

General Procedure A questionnaire (see Appendix A) will be completed by all employees, who are leaving the employ of the municipality. The procedure will be as follows:

3.0

a)

The supervisor completes Part I of the questionnaire.

b)

The employee completes Part II of the questionnaire.

c)

The department head (or Director of Human Resources) reviews the questionnaire and includes any appropriate comments in Part III of the questionnaire.

Conduct of Exit Interview


Page 146


Following the completion of the questionnaire by the employee, the Director of Human Resources or department head, as appropriate, will conduct an exit interview. The objective of the interview will be to further consider the comments of the employee.

b)

Following the exit interview, the Director of Human Resources or department head will recommend any required action for consideration or implementation. The Director of Human Resources may discuss the employee's remarks during the exit interview with the supervisor and department heads to identify and/or clarify any problem areas.


Page 147

Human Resource Standard Operating Procedures Exit Questionnaire and Interview - APPENDIX A

EXIT INTERVIEW

NAME:

DATE:

POSITION:

DATE HIRED:

TERMINATION DATE:

PART I (to be completed by supervisor) 1. What is your reason for leaving?

2. How do you feel about your pay?

3. How do you feel about your progress here?

4. Do you have another job? YES ( ) NO ( ) (If YES, how does this job compare with ours? i.e. wages, hours and working conditions)

5. What is the rate of pay going to be with your new employer?


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Human Resource Standard Operating Procedures 6. What could we have done to prevent your leaving?

PART II (to be completed by employee) 1. When you were first employed here, were the duties and responsibilities of your job clearly explained to you? YES ( ) NO ( ) Comments:

2. Were the conditions of work, salary, hours of work and other benefits, clearly explained to you? YES (

) NO (

)

Comments:

3. Did you know who your immediate supervisor was - the person to whom you reported and from whom you were to receive instructions? YES ( ) NO ( ) 4. Did you like your supervisor? YES (

)

NO (

5. Did he/she seem to know his/her job? YES (

)

) NO (

)

Comments:

6. When you needed information to do your job, were you able to get it easily? YES ( ) NO ( )


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Human Resource Standard Operating Procedures Comments:

7. When you had a suggestion about doing your work, could you discuss it easily with your supervisor? YES ( ) NO ( ) Comments:

8. Did your supervisor handle your concerns or complaints as well as he/she should have? YES (

) NO (

)

Comments:

9. What suggestions do you have which will make this a better place to work?

10. What were some things that you enjoyed about working here?

PART III (to be completed by supervisor or Director of Human Resources) INTERVIEWEE'S COMMENTS: Employee's real reason for leaving: ( ) Pay (


) Another Job

(

) Personal Reasons

Page 150

Human Resource Standard Operating Procedures (

) Supervision

(

) Discharge

(

) Working Environment

If due to Working Environment, please specify: ( ) Working Conditions ( ) Lack of Opportunity (

(

) Other

(

) Unfair treatment

) Work unimportant

If for personal reasons, please specify: ( ) Health (

) Transportation

(

) Marriage

(

) Child Care

) Pregnancy

(

) Return to School

(

) Leaving area

(

If other, please explain:

Eligible for rehire: YES (

) NO (

)

Exit Interviewer's Signature Distribution:

Date of Interview

One copy to employee One copy to employee's personnel file


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HR Standard Operating Procedures Manual

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