Exploring Current Issues in Human Resources

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unccltny13

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Description

In this final project, you will explore a specific topic/issue related to human resources within a specific organization. You may select from the general list (see below), but keep in mind that you may also select from more specific topics, such as affirmative action, downsizing, health care coordinated services, negotiation, grievance processes and diversity, and international aspects.

General topics/issues related to human resources:

  • Labor relations
  • Unions
  • Employment laws
  • Compensation issues
  • Labor contracts
  • Labor administration
  • Grievances and dispute resolution
  • Employee discipline

Discuss how that topic/issue has impacted the Child & Family Service (Ewa Beach, HI) organization, how the organization has responded to the topic/issue, and recommendations you would offer the organization based on your analysis of its past approaches.

In order to fully develop your discussion, your project must include the following elements:

  1. Organization profile
  2. Historical perspective of topic/issue (Discuss the history of the topic you selected from both a national, as well as your organization’s perspective.)
  3. Topic/issue impact on organization (Discuss how the topic you selected has impacted your organization.)
  4. Organization response to topic/issue (Discuss how your organization currently responds to/deals with the topic you selected.)
  5. Your analysis of organization response to topic/issue (Incorporate course readings and outside sources to support your analysis, and compare and contrast your organization’s response/approach to that of another similar organization.)
  6. Recommendations for organization (Incorporate course readings and outside sources to support your recommendations/solutions.

The paper must:

  • Conform to APA Requirements
  • Be 8 pages in length (excluding title page and references)
  • Incorporate at least four academic/scholarly sources.

*Attached is the Child & Family Service Employee Handbook

*Below is the Child & Family Service Website

https://www.childandfamilyservice.org/

Unformatted Attachment Preview

EMPLOYEE HANDBOOK REVISED AND ISSUED: JULY 21, 2017 SUPERSEDES: October 7, 2014 1 Dear Members of the CFS Team Welcome to Child and Family Service, (“CFS”). You have joined a group of dedicated and compassionate people committed to our mission: Strengthening families and fostering the healthy development of children. At CFS we have four Core Values: Integrity, Quality, Employee Excellence, and Teamwork and Communication. Agency leadership is committed to managing this organization consistent with these values. CFS has a strong focus on continuous quality improvement to ensure that we provide high quality services to clients. We also are interested in having employees who: want to come to CFS, want to stay at CFS, and want to grow with the organization. We continue to look for ways to support the professional development of our employees. Our staff are our most important resource to carry out our mission. CFS is Hawaii’s largest and oldest private non-profit human service organization with over 30 work sites and 700 employees statewide. The success of CFS depends on the effort and enthusiasm of every employee and our ability to work as a team. We hope your employment with CFS develops into a mutually rewarding relationship. To our new employees, we hope you will find your experience with CFS challenging, professionally rewarding, and personally gratifying. To our present employees, we extend our sincere appreciation for your contributions. Mahalo for your part in making CFS a leading organization in Hawaii. Howard S. Garval, MSW President and CEO 2 CFS MISSION STATEMENT Strengthening families and fostering the healthy development of children. CFS VISION STATEMENT Healthy, thriving individuals and families building strong, multi-cultural communities across the generations. 3 TABLE OF CONTENTS I. EMPLOYEE HANDBOOK RECEIPT AND ACKNOWLEDGEMENT ......................... 7 II. INTRODUCTION ................................................................................... 8 A. Purpose ........................................................................................8 B. Policies Are Not Contracts or Guarantees of Rights .......................8 III. EMPLOYMENT PRACTICES ..................................................................... 9 A. Management Rights ......................................................................9 B. Americans With Disabilities Act (ADA) ..........................................9 C. Equal Employment Opportunity (EEO) .......................................11 D. Harassment ................................................................................11 E. Employment-At-Will ...................................................................13 F. Whistleblowers’ Protection .......................................................... 13 G. Hiring ......................................................................................... 13 H. Hiring of Relatives and Friends ...................................................13 I. Employment Categories .............................................................. 15 J. Introductory Period .....................................................................15 K. Wages and Salary .......................................................................17 L. Job Performance Review ............................................................. 17 M. Personnel Records and Files ....................................................... 18 N. Employment References .............................................................. 18 O. Confidentiality of Employee Medical Information ........................ 19 P. HIPAA Authorization Policy ......................................................... 19 Q. Outside Employment ..................................................................19 R. Conflicts of Interest.....................................................................20 IV. HOURS OF WORK AND COMPENSATION .................................................. 21 A. Normal Workday and Workweek .................................................21 B. Lunch and Break Periods............................................................ 22 C. Pay Procedures ...........................................................................22 D. Overtime ..................................................................................... 24 E. Pay Differentials .........................................................................24 F. Reimbursement for Job-Related Expenses ..................................24 V. EMPLOYEE BENEFITS ......................................................................... 25 A. Health Insurance ........................................................................25 B. Retirement ..................................................................................26 C. Employee Assistance Program (EAP) ...........................................26 D. Workers Compensation ............................................................... 27 E. Flexible Benefits Plan..................................................................27 F. Parking ....................................................................................... 27 G. Credit Union ...............................................................................28 VI. ABSENCES FROM WORK ..................................................................... 28 A. Paid Time Off (PTO) ......................................................................28 B. Time Off for Preventative Health Screening.......................................30 C. Time Off for Volunteering ............................................................... 31 D. Temporary Disability Insurance (TDI) ...............................................31 4 E. F. G. h. i. j. k. l. m. Holidays ..................................................................................... 32 Military Leave .............................................................................32 Jury Duty Leave .........................................................................33 Bereavement Leave .....................................................................34 Educational Leave ......................................................................35 Voting Time Off ...........................................................................35 Family and Medical Leave Act (FMLA) and Hawaii Family Leave Law (HFLL) .................................................................................35 Leave Without Pay ......................................................................39 Domestic Violence Leave ............................................................. 39 I. STANDARDS OF CONDUCT AND WORK RULES .......................................... 40 a. Code of Ethics ............................................................................40 b. Attendance Policy .......................................................................41 c. Performance ...............................................................................42 d. Honesty and Integrity .................................................................42 e. Behavior ..................................................................................... 43 f. Employees as Representatives of CFS .........................................43 g. Community Activities ..................................................................43 h. Confidentiality of CFS Information ..............................................44 i. Drugs and Alcohol Policy ............................................................ 44 j. No Smoking Policy ......................................................................46 k. Personal Telephone Calls ............................................................ 46 l. Personal Visitors in the Workplace..............................................46 m. Dress and Personal Appearance ..................................................46 n. Solicitation and Distribution ....................................................... 47 o. Driving........................................................................................ 48 p. Safety and Security .....................................................................49 q. Violence Prevention.....................................................................51 r. Computer, E-mail, Telephone Usage ...........................................53 s. Internet Usage ............................................................................54 t. House Rules (Prohibited Conduct) ..............................................55 J. DISCIPLINARY POLICY AND PROCEDURE................................................. 59 a. Verbal Warning ...........................................................................59 b. Disciplinary Action Notices ......................................................... 59 K. TERMINATION ................................................................................... 60 a. Resignation .................................................................................60 b. Reduction in Force ......................................................................61 c. Dismissal ....................................................................................61 d. Severance Pay .............................................................................62 e. Exit Interview .............................................................................62 L. COMMUNICATIONS ............................................................................. 62 a. Bulletin Boards...........................................................................62 b. Public Relations/Media ............................................................... 62 c. Ideas and Suggestions ................................................................ 62 d. Grievance Procedure ...................................................................62 5 A. RESPONSIBILITY TO CLIENTS .................................................................. 64 B. CONFIDENTIALITY................................................................................ 66 C. RESPONSIBILITY TO COLLEAGUES ........................................................... 66 E. PROFESSIONAL COMPETENCY ................................................................ 68 XI. APPENDIX (FORMS) .......................................................................... 63 6 CHILD AND FAMILY SERVICE I. EMPLOYEE HANDBOOK RECEIPT AND ACKNOWLEDGEMENT I have received a copy of this Employee Handbook revised July 21, 2017 (“Handbook”) and have been given the opportunity to ask questions about the information documented in this Handbook. I understand that this Handbook outlines Child and Family Service’s (“CFS” and “Organization”) benefits, policies, and employee responsibilities. I agree to familiarize myself with the information in this Handbook, to ask questions of my Manager or Human Resources when necessary, and will comply with the policies and procedures summarized. I understand the information in this Handbook is intended to acquaint employees with general policies and principles and is not a contractual commitment by CFS concerning the terms of employment, benefits, and other matters. I realize that I am an employeeat-will, am employed for no specific period of time, and that employment may be terminated by the Organization or myself, with or without cause and with or without prior notice. In addition, I understand that no CFS representative other than the President and CEO has the authority to enter into any written or oral employment contract or agreement for employment for any specified period of time or to limit termination to certain specified reasons or only after the exhaustion of certain procedures. I understand that such an agreement must be in writing and signed by both parties, and I agree that no such representation has been made to me. I also understand that as a condition of employment and to ensure workplace security and safety, all Organization facilities, Organization property (including desks, workstations, files, voice-mail, and e-mail), and employees' personal property may be inspected upon request. As required, Management, at its complete discretion and with the written approval of the President and CEO, may modify or eliminate these summarized policies and procedures at any time without notice. I realize I will be responsible for complying with future changes in Organization policies, practices, and rules. I also acknowledge that no employee or Organization agent has the authority to allow me to engage in any conduct or behavior that is inconsistent with this Handbook. I further acknowledge that the copy of this Handbook issued to me is the property of CFS and, therefore, I agree to return this Handbook prior to or on my last day of employment. THIS HANDBOOK SUPERSEDES, REPLACES, AND CANCELS ALL PRIOR HANDBOOKS. Please sign and date this receipt and return it to Human Resources for placement in your employee file. Print Name: Signature: Date: 7 CHILD AND FAMILY SERVICE EMPLOYEE HANDBOOK II. INTRODUCTION A. PURPOSE This Handbook is Child and Family Service’s ("CFS" and "Organization") general guide of human resource policies. It is not comprehensive, does not address all employment issues or policy exceptions, and is not intended to provide specific details in all areas. Many issues (such as benefits) are addressed in detail in other official documents that are controlling. If you have questions or need help in understanding the policies as summarized in this Handbook, please ask your Manager or contact Human Resources. This Handbook was developed to establish a framework in which employees' efforts can advance both the Organization’s objectives and the individual's interests. To further this goal we have adopted human resource policies that we believe are fair, consistent, and will let employees know what is expected of them. It is our intention that these policies will promote sound management as well as success and growth for each of you as part of our Organization’s team. CFS policies and procedures provide relatively detailed guidance for conducting daily operations. While this Handbook may briefly describe a policy or procedure, only the official policies and procedures contain full guidelines. The policies and procedures are available to all employees on the Y-drive. Additionally, each Program Director or above maintains a full set of the policies and procedures. Coverage for non-bargaining and bargaining unit employees varies. Where the handbook conflicts with the collective bargaining agreement, the bargaining agreement shall be the bargaining unit employees’ controlling document. B. POLICIES ARE NOT CONTRACTS OR GUARANTEES OF RIGHTS These policies are not express or implied contractual employment commitments and may be changed or revoked at any time. No policy is intended as a guarantee of terms or conditions of employment or of benefits or rights. This Handbook does not alter the employment-atwill relationship in any way. These guidelines replace any previous oral or written policies and practices regarding matters covered in this Handbook. The only exceptions to these policies are those written and signed by the President and CEO. 8 III. EMPLOYMENT PRACTICES A. MANAGEMENT RIGHTS The description herein of certain policies and procedures does not limit the Organization's management authority. Management retains the right to exercise all the normal and customary management rights, powers, and authority including but not limited to the following rights: 1. To hire, assign, train, schedule, supervise, evaluate, discipline, promote, reward, demote, layoff, recall, and discharge employees; 2. To determine and change starting times, ending time, and breaks; 3. To transfer employees classifications; 4. To determine and change the size of the work force and qualifications for a position; 5. To establish, change, and abolish its policies and practices, rules, and benefits without advance notice to employees, provided each change is authorized, in writing, by the President and CEO. 6. To determine and change methods by which its operations are carried out; 7. To assign duties to employees in accordance with the Organization's needs and requirements; and 8. To carry out all ordinary administrative and management functions. into other positions and other These rights are not limited or waived by any provision in this employee handbook or any other statements or documents. B. AMERICANS WITH DISABILITIES ACT (ADA) 1. PUBLIC ACCOMMODATIONS CFS complies with governmental laws and regulations regarding accessibility and continually evaluates requirements for ensuring that the physical characteristics of the facilities do not restrict access by any segment of its service population, employees, volunteers, and applicants. CFS provides 9 alternative, accessible, and comparable services where the age of a facility or the excessive cost of adaptation prevents change. CFS has addressed the requirements of Title III of the ADA by adapting physical facilities (ramps, lavatories, drinking fountains, etc.) to make an employment opportunity available to persons with physical disabilities or those otherwise qualified. CFS regularly reviews and addresses structures. 2. EQUAL EMPLOYMENT OPPORTUNITY As part of our Equal Employment Opportunity commitment, we do not discriminate against any qualified applicant or employee with a known physical or mental disability in any employment practice including hiring, promotion, job assignment, compensation, discipline, training, and termination. Ability, not disability, is the basis of all Child and Family Service employment decisions. CFS recognizes that employees with disabilities, including lifethreatening illnesses, such as cancer, heart disease, HIV, and AIDS, may wish to continue to work and engage in normal activities as their condition allows. These employees may work as long as they are able to meet acceptable job performance standards with or without reasonable accommodations, and medical evidence indicates that their condition is not a direct threat to the health and safety of themselves or others. 3. REASONABLE ACCOMMODATIONS As required under the ADA, we will provide reasonable accommodations for qualified individuals with known disabilities to assist them in performing the essential functions of the job unless the accommodation would create an undue hardship on the Organization or create a direct health or safety threat. Reasonable accommodation means modification or adjustment to work environment, or manner in which the work is done, to enable the employee to perform the essential functions of the job without undue hardship to the Organization. Any employee or Manager with ADA-related questions or discrimination complaints, or anyone seeking an ADA accommodation should contact their Manager or Human Resources. This policy does not create any contractual promise but instead is a description of the standards of behavior expected of all employees. 10 C. EQUAL EMPLOYMENT OPPORTUNITY (EEO) EEO has been, and will continue to be, a basic principle at CFS. Employment at CFS is based upon merit, ability, and qualifications. No qualified applicant or employee is to be discriminated against because of race, color, religion, sex, sexual orientation, age, ancestry, national origin, disability, military/veteran status, marital status, arrest and court record (except as provided by Haw. Rev. Stat. § 3782.5), or other grounds protected under applicable state and federal laws, regulations, and/or executive orders. 1. SCOPE OF EEO CFS’ EEO commitment applies to all areas of employment including, but not limited to, hiring, training, placement, promotion, compensation, benefits, discipline, and discharge. Employees who feel they are victims or witnesses of discrimination should immediately report this fact to their Manager or to Human Resources. Employees should feel free to raise such concerns without fear of retaliation. 2. CORRECTIVE ACTION Every effort will be made to promptly investigate all allegations of discrimination and/or harassment as confidentially as possible and to take the appropriate corrective action. Any employee who is determined, after an investigation, to have engaged in discrimination and/or harassment in violation of this policy will be subject to disciplinary action, up to and including discharge. This policy does not create any contractual promise but instead is a description of the standards of behavior expected of all employees. D. HARASSMENT The Organization prohibits harassment of any employee, customer, vendor, or supplier on the basis of race, color, religion, sex, sexual orientation, age, ancestry, national origin, disability, military/veteran status, marital status, arrest and court record, retaliation or other protected category. All CFS employees have the right to work in an organization free of discrimination, harassing conduct, and unwelcome sexual advances or requests for sexual favors. Verbal, physical, or other communication or conduct by an employee, Manager, customer, or supplier which harasses, disrupts, or interferes with another's work performance or which creates an 11 intimidating, offensive, or hostile environment for employees and/or clients will not be tolerated. 1. EXAMPLES OF HARASSMENT Harassment may include conduct (both overt and subtle) that demeans another person or shows hostility toward an individual because of a protected characteristic. Examples include but are not limited to: teasing; unwelcome advances; leers; repeated requests for a date; inappropriate touching, pinching, or patting; practical jokes; offensive or lewd remarks; inappropriate personal questions; showing or posting inappropriate pictures or cartoons; and offensive use of the internet, e-mail, voice mail, and other communication systems. Harassment may exist when: a. b. c. 2. Submission to such conduct is made an explicit or implicit term or condition of employment; Submission to or rejection of such conduct is used as a basis for an employment decision affecting an individual; or Such conduct has the purpose or effect of unreasonably interfering with an individual's work performance or creating an intimidating, hostile, or offensive environment. REPORTING PROCEDURES An employee who believes that he/she has been harassed or who has questions regarding this policy should immediately contact his/her Manager or Human Resources. Questions and complaints will be investigated promptly and as confidentially as possible under the circumstances. Employees should feel free to raise their concerns, report a complaint, and cooperate in an investigation without fear of retaliation. 3. CORRECTIVE ACTION CFS will take prompt and effective corrective action that is reasonably calculated to end the prohibited conduct. If an individual is determined, after an investigation, to have engaged in conduct prohibited by this Policy, he/she will be subject to appropriate disciplinary action, up to and including immediate termination of employment. This policy does not create any contractual promise but instead is a description of the standards of behavior expected of all employees. 12 E. EMPLOYMENT-AT-WILL Although CFS hopes our employment relationship will be a long and rewarding one, our policy provides that all employees who do not have individual, written employment contracts for specific, fixed terms are considered employees-at-will. Employment may be ended by CFS without notice, at any time, and for any reason with or without cause. Employees, likewise, may terminate employment at any time, for any reason. F. WHISTLEBLOWERS’ PROTECTION CFS will not punish or retaliate against any employee who reports suspected cases of fraud or abuse. It is a crime to alter, falsify, or destroy any document that may be relevant to an official investigation G. H. HIRING 1. The President and CEO will approve the hiring of all personnel. 2. In accordance with federal law, all employees are required to show proof of their legal ability to work in the United States. Anyone submitting false documentation will be terminated. 3. The hiring program’s Program Director, or above, will hire fulltime and part-time employees for their respective programs. 4. The Organization has the right to determine what qualifications are needed for a job and whether a job applicant is qualified for the position. This includes specific qualifications/credentials as required to perform jobs funded in whole or in part by the State. HIRING OF RELATIVES AND FRIENDS CFS does not discriminate in its employment and personnel actions with respect to its employees and applicants on the basis of marital or family status. Notwithstanding this policy, CFS retains the right to deny employment, promotions, and transfers when a person’s relationship to another employee or Board member has the potential for creating an adverse impact on supervision, safety, security, or morale, or involves an actual, perceived, or potential conflict of interest. All applicants and employees are evaluated and selected strictly on the basis of professional qualifications. Special preference will not be given to applicants or employees who are referred to the Organization by CFS management or Board members for employment or promotion consideration. 13 CFS employees are prohibited from authorizing or using authority or influence of his/her position to secure authorization of employment or benefit (including a promotion or preferential treatment) for a person closely related by blood, marriage, or other significant relationship when the employees’ relationship causes an actual, perceived or potential conflict of interest. This may include but is not limited to the following circumstances: 1. HIRING No Supervisor shall authorize or use the authority of his/her position to secure authorization of the employment or promotion of a person closely related by blood, marriage, or other significant relationship. 2. SUPERVISION No employee serving in the capacity of Supervisor or any person with equivalent responsibility shall supervise or have in his/her department/program any person closely related by blood, marriage, or other significant relationship. An employee's immediate relative, close friend, or household member may be hired provided the applicant can perform the essential functions of the job and the employment would not establish a: • • • • Direct or indirect supervisory relationship; Real or apparent conflict of interest; or Potentially adverse work situation; and provided The CEO’s permission is obtained in writing. For this policy "immediate relative" includes parents, spouses, brothers, sisters, parents-in-law, children, grandparents, grandchildren, aunts, uncles, and cousins. This policy also applies to transfers and promotions. If two employees become related or otherwise become subject to this policy's restrictions after hire and the Organization determines that their relationship creates an actual, perceived, or potential conflict of interest or otherwise violates this policy, one of them must seek a transfer. If a transfer is not possible, the employees will have ten (10) working days to decide which of them will terminate employment. Management retains complete discretion in approving all employee transfers and reassignments. 14 I. EMPLOYMENT CATEGORIES Our employees are classified into several categories: part-time or fulltime, casual or on-call, temporary, and exempt or non-exempt. Classifications are important in determining eligibility for various benefits, overtime, and to clarify employment status. Each employee's position is designated as exempt or non-exempt. NON-EXEMPT employees receive overtime pay for work in excess of 40 hours in a workweek. Their work and pay are determined based on their actual hours worked. EXEMPT employees hold positions that meet specific tests established by the Fair Labor Standards Act (FLSA). They are not eligible for overtime pay. In addition to each of the above categories, each employee belongs to one of the following employment categories: FULL-TIME EMPLOYEES are hired to work the Organization's normal 40hour workweek on a regular basis. Generally, they are eligible for full benefits, subject to the terms and conditions of each benefit program. (i.e. PTO, medical, tax-deferred savings plan, , and flexible spending plan.) PART-TIME EMPLOYEES are scheduled to work from 20 to 39 hours per week indefinitely on a regular or irregular basis. Part-time employees are eligible for limited benefits as detailed in each benefit and leave program. (i.e. 20-39 hours: pro-rated PTO, medical, tax-deferred savings plan, , and flexible spending plan. HOURLY EMPLOYEES are scheduled to work less than 20 hours per week on a regular basis, or are on-call, or hired to fill in during vacation, extended sick leaves, leaves of absence, or special assignment will be eligible for statutory benefits. TEMPORARY EMPLOYEES, INTERNS, POST-DOCTORATE, PRACTICUM STUDENTS, AND THOSE UNDER EMPLOYMENT AGREEMENTS are, in most cases, not eligible for any benefits. J. INTRODUCTORY PERIOD All employees, both full and part-time are required to complete an introductory period. The first six (6) months of employment after hire are considered to be the introductory period. The introductory period begins on the day of hire and it extends through the same date six (6) months later. Employees who have transferred to another program or department are also considered to be in an introductory period, 15 specific to performance only, for the first 6 months beginning on their start date in the program/department. For example, Hire/Start Date: May 1 Introductory Period Begins: May 1 Introductory Period Extends Through: November 1 No Longer In Introductory Period As Of: November 2 During this period, an employee's potential for successful performance will be closely observed. It is expected that each employee will also evaluate CFS relative to his/her position and personal requirements or preferences. Under appropriate circumstances the six (6) month period may be extended. However, employment remains "at-will" both during and after the introductory period and employment may be terminated at any time for any reason. Promotions and Transfers CFS encourages employees to seek more advanced positions or lateral positions for which they qualify. Most positions are posted to inform employees of job opportunities and requirements. Except in unusual circumstances required by business necessity, the Organization recommends that employees have performed acceptably in their current positions for at least one (1) year before they seek a transfer or before seeking a position that would, if obtained, effect a promotion. Additionally, an employee's performance record and/or skills must support the change in job responsibilities. All transfers and promotions will be judged individually, based on program/department needs. Employees seeking a change in position should discuss it first with their Manager or with Human Resources to determine if their skills and experience meet the requirements of the job. Employees are encouraged to discuss their job plans and career goals at any time with either their Manager or Human Resources. While Management intends to work closely with all employees to ensure that job placements are appropriate and satisfying, all staffing decisions are subject to Management's complete discretion. Promotion and transfer guidelines may be disregarded as business needs require. When an employee is being offered a transfer or promotion from a Hiring Manager, they must inform the Hiring Manager of any planned vacation or leave prior to accepting the position. It is at the discretion of the Supervisor to approve of any leave being requested from the transfer. It is requested that transfers or staff being promoted minimize their use of leave during their introductory period to help ensure proper orientation into the new position. 16 Rehires Employees who are rehired within 90 calendar days and are benefits eligible will have their PTO balance reinstated. The PTO balance minus any PTO payout received or catastrophic leave donation at the time of termination will be reinstated. The accrual date used for the previous employment will also be continued. K. WAGES AND SALARY We seek to provide fair, competitive wages and salaries which recognize each position’s function and contribution to the overall goals of CFS. Salary increases, when granted, are based on the value of the job, the individual employee’s job performance, community standards, and the Organization’s ability to pay. An employee with less than satisfactory performance will not be eligible for an increase. Current pay practices involve periodic and annual job and pay rate assessments that often result in pay adjustments based on a market analysis which factors in our competitive market position. Pay decisions are made cognizant of the Organization’s desire to ensure fair and equitable pay among internal positions, competitive pay among external positions, and maintenance of the organization’s overall competitive market position. Salary policies and procedures are made at the Organization's sole discretion and may be unilaterally modified or revoked at any time. 1. PAY RATES ARE CONFIDENTIAL Much consideration is given the importance for privacy in respect of an employee’s confidential information. Much like personal information or other matters, we keep employee’s financial information confidential by not disclosing pay rates to those who do not have a need to know. In this way we do not prejudice the rights of the employee – or the employer. L. JOB PERFORMANCE REVIEW All Managers and employees are strongly encouraged to regularly and informally discuss job performance and goals with one another. Additionally, more formal performance reviews are conducted after completion of the introductory period (or every introductory period) and annually thereafter. Reviews provide an opportunity for employees and Managers to discuss job duties, employee strengths and weaknesses, mutual concerns, and short and long-term goals. Performance reviews and the appraisal process are subject to CFS discretion and may be modified or eliminated as Management deems appropriate. 17 M. PERSONNEL RECORDS AND FILES 1. UPDATING INFORMATION Records and information regarding each applicant, employee, and former employee are kept to ensure compliance with government requirements and to support benefit programs and employment actions. It is important that records are accurate and current. Therefore, employees are asked to notify Human Resources of any changes in: a. b. c. d. e. f. g. h. i. j. k. Name and marital status Address and telephone number Number and name(s) of dependent(s) W-4 (dependent information/withholding exemptions) Beneficiary designation(s) Emergency contact person and telephone number Driver’s license renewal (if driving is required) No-fault insurance renewal (if driving is required) Vehicle Safety Inspection certificate (if driving is required) Car Registration (if driving is required) Professional licensing, certification, or registration status If licensing, certification, or registration is a requirement of the position, the employee is responsible for keeping such current and for notifying Human Resources of the employee’s current status. Employees who fail to maintain their active license, certification, or registration may receive corrective action. All costs associated with maintaining this expectation is the employee’s responsibility. 2. N. HUMAN RESOURCE FILES ARE CFS PROPERTY and therefore access to them is restricted. Generally, only management personnel have access to select records. Employees may review their own records by making a written request through their supervisor for an appointment with Human Resources. An authorized member of Human Resources must be present during any employee review of records. Copies of select records may be made. However, under no circumstances may a file be removed. Former CFS employees do not have a right to access their records. CFS authorized auditors and monitors may review personnel files for compliance purposes. EMPLOYMENT REFERENCES All reference requests and inquiries regarding current or former employees should be directed to Human Resources. No employee may provide a letter of reference for any current or former employee. 18 Human Resources will verify over the phone only dates of employment, position and program. Human Resources will respond in writing only to reference requests that are submitted in writing. Limited information such as verifying name, dates of employment and job title will be provided without the written consent and release of the individual involved. O. CONFIDENTIALITY OF EMPLOYEE MEDICAL INFORMATION Any information regarding an employee’s medical condition should be submitted directly to Human Resources. Access to employee medical information will be strictly limited to specified persons with a “need to know.” P. HIPAA AUTHORIZATION POLICY Child and Family Service may need to interact with health care providers and other health care entities for purposes related to your employment, including but not limited to administering sick leave or other benefit requests, fitness-for-duty evaluations, and reasonable accommodation assessments as required under the Americans with Disabilities Act and state law. To the extent allowed by law, you may be required to sign an authorization form allowing health care providers and entities to disclose health information to CFS, and allowing CFS to use such information for such employment purposes. Refusal or failure to sign these authorization forms may prevent CFS from making assessments and determinations regarding your: 1. 2. 3. Ability to perform your job Requests for sick leave, sick pay, or other benefits, or Prevent CFS from making determinations regarding needed accommodations. Refusal or failure to sign these authorization forms may result in you being held out of service, being denied sick leave benefits, result in delays in the receipt of benefits, or discipline. Q. OUTSIDE EMPLOYMENT An employee's position at CFS is considered to be of primary importance. Employees are expected to devote full attention and energy to their job with CFS. However, employees may hold outside jobs or be involved in outside business, educational, community, political, and charitable activities as long as they continue to meet established performance standards and such activities do not impact business interests, consume 19 Organization resources, or create an actual or the appearance of a conflict of interest. Unless acting as an Organization representative, an employee should make clear at all times that he/she is acting on a private, personal basis and not as part of our Organization. Management approval should be sought if any doubt exists regarding the appropriateness of an employee's involvement in outside activities. R. CONFLICTS OF INTEREST CFS is committed to providing services uniformly and consistently in a manner that promotes integrity in decision-making, freedom of choice for clients/potential clients, and preference for professional responsibilities over personal interests. When there is a conflict, priority is always given to the needs and rights of the clients/potential clients. Employees (and their families or household members) may not participate in activities which conflict with or appear to conflict with the business interests of CFS, or which hurt their job performance. Examples of conflicts of interest include but are not limited to: 1. Working for another organization or having outside business interests which compete with CFS or engaging in work that interferes with job performance at CFS, except as approved by CFS. 2. Providing or receiving preferential treatment to/from persons in the governing body, voluntary advisory board, personnel, or consultants in application for and receipt of the Organization’s services. 3. Receiving improper personal benefits (directly or indirectly) because of actions taken on the job, like accepting payment or other consideration from another provider of services for referring applicants or persons served to that provider of services, is prohibited. 4. Making payment or other considerations for referral to the Organization is prohibited. 5. Directing referrals of applicants or persons served to a private practice in which professional personnel, consultants, or the immediate families of personnel and consultants may be engaged. 6. Transfer of cases to workers leaving the Organization for private practice. 20 7. Improper use of CFS facilities, equipment, and supplies to conduct private practice, and/or conducting private practice on CFS premises. 8. Accepting gifts, cash, discounts, and entertainment from business contacts that could be interpreted as given to influence an employee's actions. Employees may accept nominal gifts (those under $50) such as pens, calendars, Christmas candy, and meals. Employees who violate CFS conflict of interest policies will be subject to disciplinary action up to and including termination. Employees should contact their Manager or Human Resources if they have questions or if they receive an inappropriate gift (such as one exceeding $50 in value). IV. HOURS OF WORK AND COMPENSATION A. NORMAL WORKDAY AND WORKWEEK NON-EXEMPT EMPLOYEES Full-time, non-exempt employees are generally scheduled to work eight (8) consecutive hours daily. The Organization’s normal workweek is from Monday through Friday. For payroll purposes, the workweek is from Sunday through Saturday. CFS facilities generally operate Monday through Friday from 8:00 a.m. to 5:00 p.m. Some programs have unique hours as a result of the clientele they serve – Supervisors will discuss the program’s schedule with employees. CFS allows for consideration of a variable start time, contingent on the needs of the program/department. For employees on the standard schedule, there may be three (3) start time options to choose from: 8:00 a.m., 8:30 a.m., or 9:00 a.m. While we offer a variable start time, we do not offer a flexible start time. Each employee will reach agreement with their Supervisor on the start/end times for their individual schedule. Once an agreement is reached, the employee will be expected to report accordingly. Please note that the variable start time policy may not apply to all positions. The needs of the Organization may require employees in certain positions or programs/departments to report at a designated time. Scheduled work hours are subject to change at management’s discretion should work demands dictate a need. EXEMPT EMPLOYEES 21 In general, exempt employees are expected to be at their place of work during the core business hours of 10:00 a.m. to 4:00 p.m. In order to ensure predictable staffing patterns, exempt employees will also agree to a normal work schedule with their Supervisor. Exempt employees may be required to work beyond the designated work schedule in order to adequately fulfill their primary duties or to complete assignments. The appropriate Vice President must approve any schedule that is outside the core business hours/normal location for the exempt employee’s part of CFS operation. B. LUNCH AND BREAK PERIODS Full-time employees generally receive an unpaid one (1) hour lunch break. Lunch breaks are often scheduled by the Manager. The length of the break may be changed if business needs require. Parttime employees who work more than half of a day will also receive a meal break. Employees may request to have a half hour lunch break and leave work a half hour earlier as their set schedule and it is subject to approval of the Manager based on program or department needs. Full-time non-exempt employees generally receive two paid 15minute rest breaks in each eight-hour day. Employees who work through rest breaks may not leave work early, may not add to their lunch break, and will not be paid additional compensation. Exempt employees are entitled to breaks as is appropriate. C. PAY PROCEDURES All employees, with earnings due them, are paid on a semi-monthly basis. Paydays are on the 7th and the 22nd of each month, or the last working day prior to the 7th and the 22nd. Every payday a statement of earnings is given to each employee who receives a paycheck. Employees are notified of their pay rates and paydays in writing upon hire. Employees may have their checks directly deposited to their checking and/or savings account. Paychecks are normally available for pick-up at 8:00 a.m. on payday. However, they will not be distributed before 8:00 a.m. 1. GARNISHMENT OR AN ORDER OF ASSIGNMENT Court-ordered garnishments will be deducted from employee wages as required by law. Employees are notified if an order to garnish their wages, or an order of assignment, is received. 2. LOST CHECKS 22 Employees are responsible for their paychecks after they have been issued. Checks lost or otherwise missing must be reported (preferably, in writing) to Payroll immediately so that a stop payment order may be initiated. A replacement check will be issued no earlier than forty-eight (48) hours or two (2) business days. The employee will be responsible for the stop payment charge. 3. TIME RECORDS AND TIMEKEEPING PROCEDURES CFS provides a secure online payroll system for employees to track their time. The CFS Human Resources department processes employees’ work time and generates employees’ payroll using a web-based timekeeping system. Federal and State laws require the keeping of accurate records for time worked in order to calculate employee pay and benefits. Each employee must record their time worked in the online timekeeping system. Employees are expected to complete their time records according to the schedule issued by the Human Resources’ payroll division. Non-exempt employees are required to record actual time worked. Non-exempt employees are required to record their starting and ending time, the time taken off for lunch, as well as the use of accrued leave time (i.e. PTO, holiday, volunteer, preventative health care). All overtime hours require prior approval from Management. Each employee is ultimately responsible for the accuracy and timely reporting of the data they input in the online timekeeping system. Deliberate erroneous entries will be considered timecard fraud and will subject the employee to immediate corrective action and may result in termination. Late entries will generally result in a partial or delayed paycheck. Supervisors will ensure that each employee is properly trained on the use of the online timekeeping system and will provide final timesheet approval for all subordinates according to the schedule issued by Human Resources. If an employee is on leave or unable to access the online timekeeping system, the Supervisor may make a courtesy adjustment to an employee’s time entries if there are inaccurate or incomplete entries. Supervisory oversight does not relieve the individual employee from responsibility for the accuracy of timesheet inputs. 23 Questions regarding paychecks should be directed to the Human Resources’ Payroll Administrator. D. OVERTIME Employees may occasionally be required to work overtime hours to meet business needs. Management will attempt to schedule overtime fairly and consistently, however, advance notice may not always be possible. Working overtime without authorization may result in corrective action. A NON-EXEMPT EMPLOYEE MUST NOT WORK OVERTIME FOR EVEN FRACTIONAL PARTS OF AN HOUR UNLESS SPECIFICALLY AUTHORIZED TO DO SO IN ADVANCE BY HIS/HER SUPERVISOR. The workweek for overtime purposes is from 12:01 a.m. on Sunday to midnight on Saturday. An eligible employee working over 40 hours in a workweek will be paid at the rate of one and one half times his or her straight time pay for each hour worked in excess of 40 hours. As required by law, overtime pay is based on actual "hours worked." Time off for lunch breaks, PTO, volunteer, preventative health care, holidays, funeral leave, jury leave, leave of absence, or similar time off is not considered "hours worked" for calculating overtime. E. PAY DIFFERENTIALS Pay differentials are added to gross wages. Pay differentials are not automatic and are subject to Management and/or Budget approval. The current pay differentials are: F. 1. Employee Referral Incentive 2. Temporary Differential for Additional Duties 3. Scheduled weekend shift for Group Homes-Community Based Residential Services 4. Special Projects 5. Safety Coordinator Stipend 6. ETO Super User Stipend REIMBURSEMENT FOR JOB-RELATED EXPENSES 1. CFS will reimburse employees for reasonable expenses provided such expenses have been approved in advance by CFS and are subsequently verified with an itemized statement of costs, corresponding receipts, and written justification. 24 2. Employees whose cars are used for Organization purposes will be reimbursed for mileage costs at a rate and within an allowance established by the Organization. Refer to the Administrative Policies and Procedures under the Fiscal Section for more detailed information. V. EMPLOYEE BENEFITS This section contains brief summaries of the benefits that CFS currently offers. The summaries do not provide details, technical, and/or exhaustive explanations of the benefits available. The summaries are merely intended to provide general descriptions of some of the more important features of the various benefits. Employee benefits are subject to modification, change, and/or discontinuation, in whole or in part, at any time, with or without advance notice. Please also remember that Child and Family Service has discretionary authority to determine eligibility for any benefit and to interpret the applicable provision. TEMPORARY EMPLOYEES, INTERNS, POST-DOCTORATE, PRACTICUM STUDENTS, AND THOSE UNDER EMPLOYMENT AGREEMENTS ARE, IN MOST CASES, NOT ELIGIBLE FOR ANY BENEFITS.Human Resources will provide information outlining the CFS benefit plans. A. HEALTH INSURANCE 1. CFS provides comprehensive medical insurance, including dental, drug, and vision coverage at group rates to all employees who work at least twenty (20) hours per week and who have completed working at least twenty (20) hours per week for four (4) consecutive weeks. Coverage commences the first of the following month. 2. Employees will be charged a portion of the premium for the employee coverage, not to exceed 1.5% of their gross wages. Coverage for dependents is available at the employee’s expense. CFS offers supplemental assistance for two (2)-party and family coverage towards the employee cost of medical coverage with the base plan. 3. Employees may enroll themselves and their eligible dependents in the plan that best meets their individual or family needs. Details of the health plans are outlined in the material provided to employees during the orientation on benefit programs. 4. Employees who do not enroll when they first become eligible will only be able to enroll during the Open Enrollment Period that normally takes place at the end of the year for changes effective January 1st. HR may place the employee in the base 25 plan for single coverage only and deduct the appropriate premium from their paycheck for the coverage if the employee does not enroll or provide proof of other coverage by the deadline. B. 5. Any changes in coverage must be made by the 15th of the month in order to be effective the following month. 6. COBRA Coverage - After an employee's employment with CFS ends, and after certain other qualifying events, employees and/or qualifying beneficiaries may continue to obtain health insurance coverage at their own expense. Employees and/or qualified beneficiaries have up to sixty (60) days after such qualifying events to continue medical coverage. RETIREMENT A 401(k) plan is available to all qualified employees. This is a deferred compensation plan. Enrollment is available on the first day of any pay period following hire. Employees may set aside a portion of their salary automatically through payroll deduction. There are a variety of investment options for allocation of contributions. No Federal or State income taxes are withheld from the portion of earnings deferred. Earnings on the investments are not taxed until the employee receives them, usually after retirement. A ROTH option is also available through the plan. C. EMPLOYEE ASSISTANCE PROGRAM (EAP) CFS recognizes that personal distress can affect an employee’s job performance and attendance. The EAP is available to all employees. This program provides helpful and confidential short-term counseling service to the employee or the employee’s family members at no cost. The program is a service provided through Human Resources. Employees and their families may contact the EAP Counselor directly. Use of the program is voluntary. Some of the types of problems the Counselor can help employees with are: • • • • • • Family and marital Substance abuse (i.e., alcohol and drugs) Health Financial Legal Other personal matters (work stress, relationships) burnout, personal Should an employee’s Supervisor feel that the employee has a personal problem affecting his/her work, the Supervisor may suggest 26 the employee see the Counselor. While use of this program is voluntary, CFS urges all employees with personal problems affecting their work performance to seek help through their Supervisor or the EAP Counselor. Any information given to the Counselor will be held in the strictest professional confidence. Contact Human Resources to obtain a pamphlet regarding the EAP services. D. E. WORKERS COMPENSATION 1. Workers Compensation provides partial compensation for loss of wages due to job-related injuries. 2. An employee is required to immediately report any injury or illness incurred during the course of employment to his/her immediate Supervisor or a person in a supervisory role at CFS. The employee must complete and submit a CFS incident report to the Director of Human Resources and Central Files within 24 hours of the incident. 3. Employees shall be required to apply any accumulated PTO leave to the first three (3) days of injury or illness. 4. A physician’s clearance stating the employee is able to return to work must be submitted upon the employee’s return to work. 5. If the doctor’s note relays work limitations/restrictions (i.e. limited hours or physical restrictions), the employee must contact the Director of Human Resources. He/She will work with the employee’s Supervisor to arrange accommodations. All efforts will be made to accommodate injured employees and avoid loss time from work. FLEXIBLE BENEFITS PLAN The flexible benefits plan allows employees to pay for certain benefits with pre-tax wages rather than after-tax wages. Employees desiring to take advantage of this plan should see Human Resources for more details. F. PARKING CFS would like to provide parking for all employees who choose to drive to work. Unfortunately, at present, some of our work sites do not have sufficient space available. Off-street parking is allocated (1) as business needs dictate and (2) on a first-come, first-served basis. Employees interested in off-street parking should consult with their Supervisor and/or the Facilities Department. 27 G. CREDIT UNION Employees are eligible to join Hawaiian Telephone Employees Credit Union or the Hawaii Central Credit Union. Credit Union members may participate in the many financial services to include savings, share drafts, VISA, loans, ATM cards, etc. Employees interested in joining the Credit Union should contact Human Resources. VI. ABSENCES FROM WORK For the full leave procedure you may refer to PER-01-P Comprehensive Leave Procedure. A. PAID TIME OFF (PTO) PTO promotes a flexible approach to time off. Employees are accountable and responsible for managing their own PTO hours to allow for adequate reserves if there is a need to cover vacation, illness or disability, appointments, emergencies, or other situations that require time off from work. All time away from work should be deducted from the employee’s PTO bank with the exception of fixed company holidays and time off in accordance with company policy for the other leaves described in this policy. PTO Procedures 1. Eligibility PTO is accrued upon hire or transfer into a benefits-eligible position. Eligible employees must be scheduled to work at least 20 hours per week on a regular basis. Employees working less than 20 hours per week on a regular basis, TSN, on-call and temporary employees are not eligible to accrue PTO. 2. Availability PTO hours are available for use in the pay period following the employee’s monthly anniversary date. New employees will be allowed 6 days (48 hours for regular, fulltime employees) of PTO upon hire. The intention of this leave is to be used for unplanned leave for illness. No planned leave is permitted during the introductory period. They will begin to accrue more PTO as they are continuously employed according the Accrual table below. A typical newly hired employee will begin to accrue additional PTO hours after three months on the job and it will become available at 6 months of employment. If an employee has transferred into a different program or department, leave may be allowed during the introductory period at supervisor’s discretion. 3. Accrual and Payment of PTO Not every CFS program is treated the same for PTO due to differences in contract requirements. Accruals are based upon paid hours up to 2,080 hours per year, excluding overtime. Employees working less than 40 hours per week and at least 20 hours per week will accrue PTO hours on a prorated basis, according to the accrual rate per hour (see table below). Length of service determines the rate at 28 which the employee will accrue PTO. PTO does not accrue on worker’s compensation leaves of absence or leave beyond the authorized leave period. Employees become eligible for the higher accrual rate on the employee’s anniversary date. Years of Service 0 and less than 1 1 and less than 3 3 and less than 5 5 and less than10 10+ Accrual Rate Hours per Month 16 Annual PTO Accrual* 24 days (192 hours) 27 days (216 hours) 30 days (240 hours) 33 days (264 hours) 36 days (288 hours) 18 20 22 24 Maximum Accrual** 280 Hours *Annual PTO Accruals are based on an employee having 2,080 paid hours per year (40 hours per week); accruals are prorated for employees working less than 40 hours per week and at least 20 hours per week. **No PTO hours will accrue beyond the maximum accruals listed; maximum accrual is prorated for employees working less than 40 hours per week and at least 20 hours per week. NOTE: Special programs that work on a school schedule accrue at a different rate per month. 4. Use and Scheduling of PTO Employees are required to use available PTO when taking time off from work with the exception of a company-required absence due to low workload or unforeseen circumstances. PTO may be taken in increments of as low as one quarter of an hour (15 minutes). Whenever possible, PTO must be scheduled in advance. PTO is subject to supervisory approval, department staffing needs and established departmental procedures. Unscheduled absences will be monitored. An employee will be counseled when the frequency of unscheduled absences adversely affects the operations of the department. The supervisor may request that the employee provide a statement from a health care provider with dates of care and stating that the time away was medically necessary as an unscheduled absence. 29 When PTO is used, an employee is required to request payment of PTO hours according to his or her regularly scheduled workday. For example, if an employee works a six-hour day, he or she would request six hours of PTO when taking that day off. PTO is paid at the employee’s straight time rate. PTO is not part of any overtime calculation. Employees with more than ten (10) days of accrued PTO are requested to schedule PTO for vacation periods no longer than two (2) regular workweeks. Requests for PTO for time away from work greater than two (2) weeks in length require additional approval from Management. Employees may not borrow against their PTO banks; therefore, no advance leave will be granted. At the discretion of the supervisor, if an employee will be on PTO for a long period of time, they may be required to turn in all CFS property to their Supervisor to be kept at the workplace. Examples of work property include badge, laptop, ipad, cell phone, work materials, and any other assigned equipment. In certain situations, a Supervisor may allow their staff to maintain the CFS issued property if necessary. Supervisors may also request the items be kept in the workplace for shorter durations of leave if necessary. 5. Payment Upon Termination An employee will be paid up to 40 hours (or the number of accumulated hours less than 40) upon resignation or retirement for PTO hours accumulated but not used. This amount is pro-rated for part-time employees. Employee must provide at least two weeks notice to be eligible for the up to 40 hours PTO payout and a management-level employee must provide at least 30 days of notice of resignation to be eligible for payout upon termination. Employees whose positions are eliminated through a reduction in force or reorganization or whose hours drop below 20 hours per week are paid up to 40 hours of accumulated PTO (pro-rated for part-time employees) with that pay period’s payroll. Any employee who resigns prior to the successful completion of his or her Introductory Period, resigns without giving appropriate notice, or any employee who is involuntarily terminated shall forfeit any and all PTO. B. TIME OFF FOR PREVENTATIVE HEALTH SCREENING CFS believes in employee health and wellness, and we encourage our staff to take time for their personal preventative health screenings. Employees may take advantage of one extra day (as described below); benefit is not part of PTO. Employees may take an additional 8 hours (prorated for employees working less than 40 hours per week and at least 20 hours per week) to be taken in one hour increments for health screening, dental exams, or other proactive visits to a health care provider. Utilization of this benefit will be substantiated by a health care provider’s note confirming the employee received the appropriate screening or care. These hours do not carryover at the end of the fiscal year. Preventative Health time is not part of any overtime calculation. 30 C. TIME OFF FOR VOLUNTEERING CFS believes in encouraging volunteerism among our employees. CFS is facilitating volunteerism among our employees with the following benefit. Employees may take advantage of one extra day (as described below); benefit is not part of PTO. Employees may take an additional 8 hours (prorated for employees working less than 40 hours per week and at least 20 hours per week) to be taken preferably in two 4-hour increments or one 8-hour increment to offer services in a volunteer capacity. Employees may take Volunteer time off in one hour increments with prior Supervisor approval. Employees could volunteer to support CFS programs, as long as the work they do as a volunteer is not similar to the work they perform as a paid employee. Employees could also volunteer in their community for any non-profit organization. Utilization of this benefit will be substantiated by a volunteer timesheet or note that is signed by the program, church, school, etc. where the volunteering took place. These hours do not carryover at the end of the fiscal year. Prior Supervisor approval is required to utilize this benefit. The paid Volunteer time is to be used during normal scheduled work hours. There may be times when CFS sponsors or promotes Volunteer events that occur outside normal business hours and this benefit may apply to those events. Volunteer time is not part of any overtime calculation. D. TEMPORARY DISABILITY INSURANCE (TDI) TDI provides wage replacement for non-work related illnesses or injuries. TDI begins the day after date of disability. Benefits will be paid as of the 8th calendar day of disability. Employees are allowed to use their PTO hours for the waiting period. In some cases an employee who is eligible for TDI may also qualify for FMLA, (leave under the Family Medical Leave Act) or HFLL (Hawaii Family Leave Law). Refer to the section on FMLA and HFFL below. The procedure for filing for TDI will be defined by the insurance carrier. 1. TDI paperwork must be filed by an employee for non-work-related illness or injury. The forms are available in the Human Resources Office or on the Y drive (Y: > Human Resources > Forms > TDI Forms). 2. PTO can be used during the waiting period. 3. TDI payment begins on the 8th day of disability 4. After the 8th day of disability PTO can be used to supplement TDI up to the employee’s regular rate of pay. Employees must notify HR in writing if they wish to supplement TDI payments with PTO. 31 E. HOLIDAYS CFS recognizes the importance of leisure time and will observe holidays as annually designated by Management. Currently, CFS observes all holidays recognized by the State of Hawaii. Regular, full-time employees are eligible for holiday pay on all holidays observed by CFS. Regular, full-time employees receive holiday pay only for those days and number of hours they would otherwise have worked. To be eligible for holiday pay, an employee must work (or be on approved PTO or leave in active pay status) the last scheduled day immediately before the holiday and the first scheduled day immediately after the holiday. Holiday pay will not be approved when it is the employee's last day of employment or the employee is scheduled to work and is absent without excuse. If a holiday falls on a weekend, it may be observed, at Management's discretion, either the Friday before or the Monday after the holiday. A holiday during an employee's scheduled vacation will be counted as a holiday. i. Business necessity may require scheduling employees to work on Organization holidays. If an employee is required and approved to work on a holiday and is eligible for overtime, the employee will be paid at the premium rate of one and one-half times his or her straight time pay for each hour worked on the day of the observed holiday. Exempt employees are not eligible for overtime pay. However, at Management’s discretion, exempt employees required to work on a holiday or called back to work from vacation may be eligible to receive a “floating holiday”/personal day off to be used within one (1) month of the observed holiday worked. ii. For employees whose workdays are other than Monday to Friday, when the observed holiday falls on an employee’s regularly scheduled day off, the holiday is observed the first workday after the day off. iii. Casual and on-call employees scheduled less than twenty (20) hours per week are not eligible for holiday pay. F. MILITARY LEAVE A military leave of absence will be granted, as legally required, if a full or part-time employee enters any branch of the Armed Forces, Reserves, or National Guard or is called to duty or for training for a 32 period (generally) not to exceed five (5) years. By law, employees returning from military service possess reinstatement, seniority, compensation, benefits, and other rights. Military leave rights and responsibilities are complicated; Human Resources should be contacted for details and further information. To qualify for an approved leave, an employee must, where possible, give notice of the anticipated military service along with a copy of official orders. If desired, employees on approved military leave may utilize accrued vacation. Otherwise, military leave is unpaid. G. JURY DUTY LEAVE Employees are encouraged to fulfill their civic responsibilities by serving jury or witness duty. All employees are eligible for courtordered witness or jury leave. However, this policy does not apply when an employee appears in traffic or civil court on a voluntary basis and/or on his/her own behalf. Full-time and part-time employees who are eligible to receive jury duty pay will have that pay based on the difference between the employee's compensation from the court (except mileage and parking reimbursement) and the employee's regular compensation from the Organization. In order to be compensated, an employee must present proper documentation from the court confirming the time spent in jury duty. CFS will not reimburse an employee for lunch while he/she is on jury duty. Full-time and part-time employees who have completed their introductory period will be paid at their regular base rate for up to ten (10) days of jury or witness duty in any calendar year. In addition to the ten (10) days, exempt employees are also paid for any days during weeks they actually perform work. An employee should immediately inform their Manager of possible jury duty so that appropriate work scheduling arrangements may be made. Employees must immediately provide Human Resources with copies of court notices or jury or witness pay. Leave will not be authorized without proper (and preferably prior) documentation. Employees are expected to check in daily with their Supervisor and provide updates of their availability for work. Employees should report to work on any business day that the court schedule permits or if released from court early. 33 Fees received for jury or witness service must be submitted to the Organization to receive jury pay. Employees who do not qualify for paid leave may retain their jury/witness fees. If the duration of the jury duty extends beyond the ten (10) days, the employee will be on unpaid leave of absence but can use any accrued vacation, if eligible. If the jury duty extends beyond thirty (30) days and the job must be filled during the employee’s absence, the employee is guaranteed an equivalent position when he or she returns. If an employee is summoned to appear as a witness in court and is not a party to the action, the employee will be paid for the time off required to be in court. The employee may keep any witness fees unless he/she is a witness for CFS in the course of his/her job. h. BEREAVEMENT LEAVE For the purposes of attending a funeral or tending to business directly due to the death of an immediate family member, the Organization will grant a leave of absence with pay to an employee of up to three (3) days. Two (2) additional days of leave with pay will be granted if the employee is required to leave the State to attend the funeral. Paid leave will be granted for regular workdays only. For purposes of bereavement leave, "immediate family” is defined as an employee's natural, adoptive, or step parent; brother; sister; spouse; children; parents-in-law; grandparents; guardians; grandchildren; or an employee's immediate family through the Hawaiian "hanai" custom. "Hanai” relationships are limited to an employee’s “hanai parent” and an employee’s “hanai son” or “hanai daughter”, such terms are defined herein. A “hanai son” or “hanai daughter” means he/she is a minor child whom the employee has taken into the employee’s home or who permanently resides, is educated, and reared by the employee. A “hanai son” or “hanai daughter” also means a person who, as a minor, lived on a permanent basis with employee in the employee’s home and was educated and reared by the employee. A “hanai parent” means a person with whom the employee resided on a permanent basis while he/she was a minor and who also raised, provided care expenses, and educated the employee. A “hanai” relationship qualifies as that intended under FMLA-covered “in loco parentis” condition. 34 i. EDUCATIONAL LEAVE i. CFS may grant, upon request, an unpaid leave of absence to employees for educational improvement related to their job task. However, accrued vacation can be accessed. ii. Employees may be eligible for educational leave at the rate of two (2) weeks for each year of continuous service up to a maximum of ten (10) weeks. iii. Employees must complete a minimum of four (4) years of continuous service to be eligible. iv. Employees must complete four (4) years of continuous service between leaves. j. VOTING TIME OFF CFS observes the Election Day holiday. For those employees who are essential and required to work, they are encouraged to make every effort to vote prior to their arrival at work or after working hours. The voting polls are open from 7:00 a.m. to 6:00 p.m. on Election Day. If employees need additional time to vote, up to two (2) hours with pay will be given to you at the beginning or end of the day. If employees require time off in order to vote, they must notify their Supervisor at least one (1) week before Election Day. Employees must present their voter receipt in order to be paid for the period of absence. k. FAMILY AND MEDICAL LEAVE ACT (FMLA) (HFLL) AND HAWAII FAMILY LEAVE LAW i. REASONS FOR TAKING LEAVE a. FMLA 1. 2. 3. b. To care for the employee’s child after birth or placement for adoption or foster care; or To care for the employee's spouse, son or daughter including "hanai relationship", or parent including “hanai relationship”, who has a serious health condition; or For a serious health condition that makes the employee unable to perform the essential functions of the employee’s job. HFLL 35 1. 2. To care for the employee’s child after birth, or placement for adoption or foster care or To care for the employee's spouse, son or daughter including "hanai relationship”, grandparent, grandparent-in-law, or parent (biological parent, foster parent, adoptive parent, parent-in-law, stepparent, legal guardian, or parent through the “hanai relationship”) who has a serious health condition. "Serious health condition" is a health problem that requires either inpatient care (i.e. overnight stay) or continuing treatment by a health care provider. Unless complications arise, the term "serious health condition" is not intended to cover short term conditions for which treatment and recovery are very brief, such as the common cold, the flu, ear aches, upset stomach, minor ulcers, headaches other than migraines, routine dental or orthodontia problems, and periodontal diseases. ii. ELIGIBILITY FOR LEAVE a. FMLA 1. 2. b. An employee is "eligible" for up to twelve (12) weeks of FMLA leave during a benefit year after working at least 1,250 hours over a twelve (12) month period preceding the start of the leave. Spouses who are both employed by CFS are entitled to a total of twelve (12) weeks of leave during any twelve (12)-month period [rather than twelve (12) weeks each] for the birth, adoption, or foster care of a child. HFLL An employee who does not meet the twelve (12)-month, 1,250-hour requirement, but has been employed by CFS for at least six (6) consecutive months, may be eligible to take up to four (4) weeks of family leave each year under the HFLL. If any employee takes paid or unpaid leave that qualifies as both FMLA and HFLL, the leave used counts against the employee’s entitlement under both laws. A “benefit year” begins the date an employee first commences leave under FMLA and HFLL provisions. 36 iii. PROCEDURES FOR REQUESTING FMLA AND HFLL a. Employees ordinarily must provide thirty (30) days advance notice when leave is foreseeable. If thirty (30) days notice is not given, the leave may be denied. If the leave is not foreseeable, then notice must be given as soon as possible. b. CFS has the right to require medical certification to support a request for leave related to a "serious health condition." CFS may require a second or third opinion and a fitness for duty report to return to work. c. An employee who requests family leave must exhaust any accumulated paid leave (PTO before taking unpaid leave, as part of their twelve (12) week entitlement under this policy. Eligible employees taking leave under the Hawaii Family Leave Law must use any accumulated paid leave (PTO) before taking unpaid leave. d. A request for leave may be obtained from the HR Benefits Specialist. The length of leave desired, the reason for the leave, and the signature of the employee must be on the form. The employee’s immediate Supervisor and the appropriate Director of Program Services must approve the leave request. e. Employees may be required to provide documentation to re-certify the situation, for periodic status reports, and for intent to return to work. iv. BENEFITS WHILE ON LEAVE OF ABSENCE a. For the duration of family or medical leave, CFS will maintain the employee’s medical insurance coverage with any “group health plan” under the same conditions that coverage would have been provided if the employee had continued working. b. CFS may recover premiums paid for maintaining an employee’s health coverage during periods of unpaid family and medical leave if the employee fails to return to work from family or medical leave; provided that CFS will not recover such premiums if the reason for not returning is the continuation, reoccurrence, or onset of circumstances which would otherwise entitle the employee to family and medical leave, or if the employee 37 fails to return based on circumstances beyond his/her control. c. Employees who are granted approved family or medical leaves of absence should make arrangements to pay for their share of the cost of medical, drug, vision, and dental insurance for spouses and dependents, and any other benefit programs that may be offered by CFS. Such premium payments will be deducted from any applicable paid leave in the same manner as when the employee is on paid leave apart from family and medical leave pursuant to this policy. If an employee fails to pay their portion of the insurance premium, insurance coverage may be terminated. d. Under some circumstances, to ensure that CFS can meet its responsibilities under the law, CFS may elect to maintain these benefits by paying an employee’s share of premiums during periods of unpaid family or medical leave. In such circumstances CFS is entitled to recover any premium payments made on an employee’s behalf to maintain coverage of benefits during unpaid family or medical leave. e. PTO leave benefits will not accumulate during leaves of absence without pay. f. Holiday pay, bereavement pay, or jury duty pay will not be paid while on a family or medical leave of absence. v. RETURN FROM LEAVE a. Upon return from leave most employees will be restored to their original or equivalent position with equivalent pay, benefits, and other employment terms. However, CFS may deny restoration to certain highly compensated employees. If CFS notifies such an employee that he/she will not be reinstated at the completion of the family or medical leave, the employee may still request, but is not guaranteed, reinstatement at the conclusion of the leave. b. The use of family or medical leave will not result in the loss of any employment benefits that accumulated prior to the start of an employee's leave. c. CFS has the right to require medical certification if the employee is unable to return from leave because of a "serious health condition." 38 d. Failure to return from an authorized leave on the date agreed upon in writing will be treated as a voluntary resignation. e. Employees may not work for another employer while on an approved leave of absence. l. LEAVE WITHOUT PAY Leave without pay will be granted based on approval from the appropriate Vice President. The exact amount of leave time granted in each case will be determined based on the circumstances of the request and the workload of the affected department. Each case will be reviewed on an individual basis taking into consideration length of leave and the position involved. Every effort will be made to reinstate an employee to his/her same position, if it can be held open, or to a similar position, at the end of the leave. Any accumulated paid leave (PTO) must be exhausted before taking unpaid leavePTO leave benefits will not accumulate during leaves of absence without pay. Benefits will continue only for the month in which leave begins. The employee is required to pay the full share of their benefits to cover the leave period before their leave begins. It is the employee’s responsibility to make these arrangements to keep their benefits from lapsing. Leaves of absence without pay may not be more than three months in duration. Approved leaves of thirty (30) days or less will not affect the employee’s anniversary date. Failure to return from an authorized leave on the date agreed upon in writing will be treated as a voluntary resignation. Employees may not work for another employer while on an approved leave of absence. m. DOMESTIC VIOLENCE LEAVE An employee who is a victim of or has a minor child who is a victim of domestic or sexual abuse may be eligible to take unpaid leave for a reasonable period of time, not to exceed thirty (30) days per calendar year. An employee must have worked for the Organization for at least six (6) consecutive months to be eligible for leave under this policy. For purposes of this section, “minor child” includes biological, adopted, foster, or stepchild, or any legal ward of an employee under the age of majority. This leave may be taken to seek medical attention, to obtain services from a victim services organization, to obtain psychological or other counseling, to relocate, or to take legal action related to the domestic or sexual violence. 39 An employee who is entitled to victims leave and is seeking medical attention must provide the employer with medical certification. If requested certification is not provided, protected leave may be denied. For leaves of five (5) days or fewer, for reasons other than the employee’s medical treatment, the employee must present a signed statement that the leave is needed for purposes related to domestic violence. For leaves of more than five (5) days, the employee must obtain certification from the victim services organization, attorney, advocate, or police or court record that the leave is needed. Employees are required to exhaust all applicable and accumulated paid leave. After an employee’s applicable paid leave is exhausted, the remaining period of leave will be unpaid. Employee must provide reasonable advanced notice of the need for leave, unless not practical due to imminent danger to the employee or the employee’s minor child. i. STANDARDS OF CONDUCT AND WORK RULES Rules and standards regarding employee behavior are necessary for the efficient operation of the Organization and for the benefit and safety of all employees. All employees are expected to meet established performance and conduct requirements. While it would be impossible to compile complete lists of expected behavior and/or unacceptable conduct subject to corrective action, the following guidelines provide a general outline of expectations. a. CODE OF ETHICS All employees of CFS, including independent contractors, are required to review and affirm their commitment to the CFS Code of Ethics. This code of ethics enables CFS to formally identify the ethical responsibilities held in common amongst all Organization personnel. By signing the Code of Ethics Acknowledgement form, each employee affirms his/her understanding and commitment to core Organization values. The CFS Code of Ethics is comprised of five (5) major areas; they are: i. ii. iii. iv. v. Responsibilities to Clients Confidentiality Responsibilities to Colleagues Responsibilities to Employer Professional Competency Employees are required to review CFS Orientation, Module 2 that covers the Organization’s Code of Ethics in full. Employees are also required to sign the Code of Ethics Acknowledgement. 40 b. ATTENDANCE POLICY Employees are expected to arrive at work as scheduled and to return from breaks promptly. Examples of attendance misconduct include: • • Unexcused or excessive tardiness or absences; and Leaving work early or leaving the Organization’s premises without permission. Employees are responsible for giving their Manager as much advance notice as possible of anticipated tardiness, absence, or of the need to leave early. i. ABSENCE If it is necessary for an employee to be absent from work, he/she is specifically responsible for following these procedures in reporting absences from work: a. Employees should personally notify their Manager no later than 9:00 a.m. or one (1) hour before the scheduled start of shift of the first day of the absence. Leaving a voice mail message or having someone call for the employee (except in unusual circumstances) does not satisfy this requirement. b. Employees should notify another Manager or Human Resources if they are unable to contact their Manager. Notifying another employee is not acceptable. c. Employees should explain the reason for the absence or lateness and when they will return to work. d. It is imperative that employees call every day during their absence. An employee who fails to report to work or call his or her Supervisor for a period of three (3) consecutive days shall be deemed to have resigned without notice. Consideration will be given in extenuating circumstances that prevent an employee giving timely notice. e. Your number of reported and unreported absences (including sick leave occurrences) can affect the appropriate category on your performance evaluations. ii. TARDINESS To meet the specific needs of an employee’s program/department, CFS believes it is essential that an employee arrives for work on time and work the full day. 41 Employees are expected to be at their workstation ready for productive work: a. b. c. d. At the beginning of the shift time designated by the employee’s Supervisor; Immediately after the employee’s designated break periods; Immediately after the employee’s scheduled lunch period; and Until the end of the employee’s designated shift time. CFS has the right to require a physician’s certificate for any absence due to illness and to question absences or patterns of absences. Questionable circumstances include a pattern of illness absence abuse, e.g., preceding or following a holiday or weekend; a pattern of tardiness in conjunction with a pattern of absenteeism; or repeated occurrences of absenteeism. Excessive tardiness and/or absences, even if properly reported, adversely affect the Organization's operations, reflect poorly on the employee's performance, and may result in discipline up to and including discharge. c. PERFORMANCE Employees are expected to perform their jobs efficiently, effectively, and in accordance with established procedures. Examples of unacceptable performance include: • • • • • Failure to meet quality standards and deadlines; Refusal to work overtime or failing to accept work assignments; Insubordination or failing to follow Manager directions; Unprofessional conduct or rudeness to customers (clients, coworkers, peers); and Violation of safety rules. d. HONESTY AND INTEGRITY Employees are expected to demonstrate honesty and professionalism in the conduct of all business activities, including observance of the spirit as well as the letter of the law. Additionally, employees are responsible for reporting any illegal or unethical actions of employees and non-employees to Management. Examples of unacceptable actions include: • Willful or negligent damage, theft, or misuse of property; 42 • • • • Falsification of the Organization’s records or documents (including time records, absence reports, expense accounts, and other business records); Failure to report injury or unsafe conditions or to cooperate in the Organization’s investigations; Disclosing confidential information without authorization; and Use of the Organization’s time or equipment for unauthorized or personal purposes. CFS will not punish or retaliate against any employee who in good faith reports suspected cases of fraud or abuse. It is a crime to alter, falsify, or destroy any document that may be relevant to an official investigation e. BEHAVIOR Employees are expected to conduct themselves professionally and to meet established standards of behavior. Examples of unacceptable employee behavior include: • • • • • • • • • Violation of dress and grooming standards; Working under the influence of illegal drugs and/or alcohol; Possession, use, or sale of illegal drugs or alcohol at work; Using offensive, foul, or abusive language; Possession of guns, explosives, or other weapons on the Organization’s property; Fighting with or threatening employees or non-employees; Harassment or discrimination of any kind (including sexual harassment); Any intentional or negligent act which endangers the safety, health, or well-being of another person; and Misconduct or any act which disrupts work or discredits the Organization. f. EMPLOYEES AS REPRESENTATIVES OF CFS Employees are reminded that because of the mission of CFS as an organization in the community, its employees may be looked to as role models and are expected to engage in behavior that is in keeping with their sensitive roles. g. COMMUNITY ACTIVITIES Employees may serve on community committees or take community leadership responsibilities and use the Organization’s time when such activities are related to their job task and to the Organization’s needs, and when approval has been given by the employee’s immediate Supervisor. 43 h. CONFIDENTIALITY OF CFS INFORMATION Maintaining confidentiality is a condition of employment. Employees are responsible for acting with complete professionalism when discussing the Organization’s business or handling the Organization’s information. All information, files, documents, records, plans, and other material relating to CFS, its clients and their families, its employees, and its programs are considered confidential. The Organization's general business affairs should not be discussed with anyone outside of the Organization except as required in the normal course of business. Inappropriate release of confidential information, either internally or externally, will result in disciplinary action up to and including immediate termination. All questions and requests for confidential information, including reference requests, should be referred to Management. Examples of highly confidential information are those pertaining, but not exclusive, to: i. PROPRIETARY INFORMATION - Financial, personnel, training materials, technical, or business information owned or possessed by the Organization. ii. TECHNICAL DATA - Recorded information, regardless of form or characteristics. iii. COMPUTER SOFTWARE AND SOFTWARE DOCUMENTATION - Computer programs, database, technical data, including computer listings, and printouts in human-readable form, which document the design or details of computer software. The above information may not be used, reproduced, or disclosed without the written approval of the President and CEO. iv. PROTECTED INFORMATION - Building access, security codes and procedures, and locations of sensitive equipment, plans or records. i. DRUGS AND ALCOHOL POLICY CFS has a strong commitment to maintaining a drug-free, healthy, and safe workplace pursuant to the mandate and requirements of the Drug-Free Workplace Act of 1988. Consequently, the following are examples of acts which are strictly prohibited while on CFS property or work sites, while conducting CFS business off-site, or while operating any vehicle while on CFS business: i. All employees of CFS are prohibited from engaging in any activity relating to the unlawful manufacture, distribution, dispensation, possession, purchase, sale or use of a controlled 44 substance, including alcohol, in the workplace, anywhere on Organization property, or while on working time outside the workplace. These conditions further pertain to the use of any legal prescription or over-the-counter drug in a manner inconsistent with the law or being under the influence of such drugs if behavior, performance, or safety is impaired. ii. Employees may not be under the influence of any controlled substance, including alcohol, while on work time, when representing the Organization at any community function or activity, or in other situations which might adversely reflect upon the Organization’s reputation or jeopardize the safety of employees, clients, or the public. Again, these conditions further pertain to the use of any legal prescription or over-thecounter drug in a manner inconsistent with the law or being under the influence of such drugs if behavior, performance, or safety is impaired. iii. For purposes of this policy, “controlled substance” refers to those drugs or other substances determined by law to have potential for abuse and which may lead to psychological abuse or physical dependence. “Controlled Substances” include, but are not limited to, those drugs or substances commonly known as cocaine, crack, marijuana, heroin, peyote, opium derivatives, amphetamines, hallucinogenic substances, and alcohol. iv. Because violation of the Organization’s Drug-Free Work Place Policy is a very serious matter, CFS may terminate an employee for the first offense in accordance with the investigation conducted, depending upon the circumstances. v. As a condition of continued employment, all employees must notify the Director of Human Resources of any criminal drug statute conviction for a violation occurring in the workplace or while on working time no later than five (5) working days after such conviction. An employee’s failure to comply with this provision, whenever discovered by the Organization, may result in immediate discharge. These activities are serious violations of CFS policy and will subject employees to corrective action up to and including termination. Offthe-job use, possession, sale, etc. of alcohol, illegal drugs, or controlled substances may also subject an employee to corrective action if such actions impact job performance, workplace safety, or the Organization’s interests. Human Resources will provide information to employees about the dangers of drug and alcohol abuse in the workplace, as well as inform 45 employees of the availability of substance abuse counseling and services provided by the Employee Assistance Program. j. NO SMOKING POLICY Smoking, including E-cigarettes and all other electronic smoking devices is not permissible in any enclosed or partially enclosed area, including: waiting rooms, libraries, elevators, hallways, restrooms, supply rooms, file rooms, conference, group or meeting rooms, individual offices, or kitchens and support service areas. Smokers are to utilize their 15-minute breaks in the morning and in the afternoon to go outside to the designated smoking areas. Also considered a common area is an enclosed space occupied by more than one person when one of those persons is a non-smoker, who objects to smoking in his or her presence. If you have questions about designated smoking areas, talk to your supervisor or consult with the Support Services Department. k. PERSONAL TELEPHONE CALLS Personal phone calls are not condoned. CFS recognizes that emergencies and family logistics may occasionally require calls during work periods, however, they must be kept to a minimum, not interfere with your job and must be of short duration. At no time are employees to use business phones for personal long distance calls. l. PERSONAL VISITORS IN THE WORKPLACE CFS offices are places of business. To provide for the safety and security of CFS employees and the facilities, and to avoid potential distractions and disturbances, only authorized visitors are allowed in the workplace. Family and friends of employees are discouraged from visiting; prolonged visits by family or friends are not allowed. Unauthorized visitors will be restricted from entering work areas. As such, all visitors should enter the work facility at the reception area and be checked in by the receptionist. Authorized visitors will receive directions or be escorted to their destination. Employees are responsible for the conduct and safety of their visitors. If an unauthorized individual is observed on CFS premises, employees should direct the individual to the reception area. m. DRESS AND PERSONAL APPEARANCE Employees are expected to maintain an appropriate appearance that is businesslike, neat and clean, and considered safe as determined by the requirements of the area in which the employee works. In general, neat, clean business attire is preferred. Good personal 46 hygiene habits must be maintained. Appropriate footwear should always be worn; bare feet are not allowed for safety reasons. Jewelry and other accessories should be consistent with a businesslike appearance. Extremes in make-up, hairstyles, and colors should be avoided. Following are some examples of inappropriate dress: • • • • Exceedingly snug and/or tattered jeans. Any clothing with thin straps, clothing that reveals bare backs or midriffs, or any revealing or provocative clothing. Short-shorts. Spandex tights or tops. For outreach work and other program settings, casual attire may be appropriate. Certain programs can apply for casual attire status. Appropriate casual attire includes clean jeans or clean walking shorts. Casual Friday: It is permissible to wear casual clothing on Fridays and employees are expected to dress in casual work attire that can include clean jeans and shirts. Please note that it is never appropriate to wear items described in the “inappropriate dress” list. n. SOLICITATION AND DISTRIBUTION In order to minimize work interruptions and to maintain productive business operations, solicitation and distribution activities (such as soliciting contributions, distributing information or literature, selling goods or services, gathering petitions, and soliciting memberships and dues) are restricted on CFS premises. Such employee activities are prohibited during working time, in work areas, on CFS bulletin boards, and throughout CFS communication systems, including email. (Lunch and rest breaks are not considered working time.) Additionally, off-duty employees may not conduct solicitation or distribution activities on the CFS’s property. At Management's discretion, limited exceptions to this policy may be allowed, such as charity fund raising drives, employee gift solicitations, and businessrelated sales and service presentations. All posted or distributed information requires the prior authorization of Human Resources. If you are in doubt concerning the application of these rules, consult with your Manager or Human Resources management personnel. Failure to obey these rules may result in disciplinary action. Solicitation for any reason or cause and distribution of any literature are prohibited at all times in ...
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Running head: CHILD AND FAMILY SERVICE

Child and Family Service

Institution Affiliation
Instructor’s Name
Student’s Name

Course Code

Date

1

CHILD AND FAMILY SERVICE

2

Child and Family Service (CFS)
Grievances and Dispute resolution
Every organization is faced with workers grievances, and CFS is not an exemption in this
case. The management has to set mechanism that can be put in place to minimize and manage the
situation. Grievances are due to particular issues. Some of the most common issues that lead to
grievances in the workplace include inadequate resource, wages and salaries, period, unrealistic
targets, poor communication and lack of modern equipment’s. Such issue leads to disputes which
require a proper set mechanism to resolve them. A dispute resolution system design has to be put
in place to help in dealing with this problem in many companies the design is set in such a way it
helps in identifying, creating, implementing and evaluating an effective means of resolving
conflicts.
Organization Profile
Child and family service organization has a strong focus on improving the services given
to their clients from all divisions of people. It focuses on significant areas that aim at proving and
promoting social welfare. The organization is founded on strong beliefs and core values such as
employee excellence, teamwork, communication, and integrity. The leaders of this organization
are dedicated and committed to managing the organization inconsistent with these set values.
CFS mission statement states that straightening families and fostering the healthy development
of children is the key agenda. Additionally, the vision statement focuses on accomplishing the set
target through the mission statement. By promoting a healthy community, thriving individuals
and families, it leads to building strong multicultural communities across the generations.
CFS is the largest and oldest private non-profit human service organization in Hawaii. It
has more than 30 worksites and 700 employees statewide. Employees of this organization are the

CHILD AND FAMILY SERVICE

3

basis for its success. The firm is also interested in employees who want to come to the
organization and improve its current state. The firm continues to look forward to the support of
the professional development of the workers who aim to carry forward the mission of the
organization.
Historical perspective
In early 1950s organization believed that dispute and grievances were a violation of
employment acts and employees were required to behave positively during the work period. The
American labor movement helped in monitoring the relationship between labor and management.
The team also believed that the conflict arising within the workplace would be resolved through
collective bargaining between the employees and their employer (Galanter, 2013). Additionally,
the government was expected to offer mediation service to help resolve such disputes. Currently,
due to the declined level of union representations, most organization have focused on settling the
dispute directly with the employees as t...


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