Shoeb Hakim Broking Management

Sample Policies

2.  Sexual Harassment policy

3.  Hiring policy

4.  Employment Agreements policy

5.  Orientation and Training policy

6.  Medical Procedures policy

7.  Serious Diseases policy

8.  Introductory Period policy

9.  Transfer policy

10.  Promotion policy

11.  Hours of Work policy

12.  Outside Employment policy

13.  Employee Classifications policy

14.  Layoff and Recall policy

15.  Termination policy

16.  Retirement policy

Given below is the outline of few policies from above. Request me to get sample policy

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Work Environment(Sexual Harassment Policy)

This policy is called “Productive Work Environment” (as opposed to “Sexual Harassment”) to underscore the positive purpose behind the policy.

While it specifically prohibits all types of harassment in the workplace -- such as sexual harassment or anything that creates an intimidating, offensive, or hostile working environment -- it also focuses on the creation and maintenance of an environment in which employees are not distracted by the inappropriate behavior of coworkers, service providers, or customers. Thus, the policy title reflects the employer’s goal of a respectful workplace, rather than simply liability prevention.

Employment Agreements Policy

Employment agreements may be used to define a particular employee’s terms and conditions of employment and to specify what that employee’s obligations are after the employment relationship has ended. These agreements are contracts that are binding on both the employer and employee. They are separate and distinct from employee handbooks, which are intended as guidelines for all employees and generally are not considered to be binding contracts. (See Functions of This Manual and Employment-At-Will.)

This policy will help an employer determine when it might be appropriate to have an employment agreement such as a noncompete agreement, retention agreement, nonsolicitation agreements and other such types of agreements.

Orientation and Training Policy

Most employers provide orientation programs for new hires and training programs for both current and new employees. These programs have different purposes. Orientation programs typically deal with the assimilation of employees into new working environments while training programs generally concern “hands on” job or functional skills development.

This policy discusses the importance of orienting employees to the company and to their job as well as providing appropriate training to provide employees information regarding their job and on company policies.

Serious Diseases

Laws treat many serious illnesses as disabilities and require employers to make certain accommodations for otherwise qualified individuals. This policy helps employers deal with issues that relate to serious diseases and illness such as cancer, depression, TB, HIV, and AIDS in regards to accommodations necessary under the recordkeeping requirements.

Transfer

Job transfers generally fall into one of two categories: those initiated by management or those made in response to an employee’s request. Transfers initiated by the employer may be necessary because of temporary workload imbalances; the need to rotate employees to limit exposure to harmful conditions; corporate restructuring; dislocations caused by job elimination or reductions in force; and demotions in response to disciplinary or performance problems. Employees may initiate a transfer because they want new or broader experience; there is friction among coworkers; they want to better use their skills; or they need accommodation for disabilities or family care responsibilities. Either way, transfers may be temporary or long-term, depending on the organization’s business needs. (See also: Equal Employment Opportunity.)
This policy discusses the transfer of employees from full-time to part-time, to another location or within the same location.

Promotion Policy

Promoting from within is good business practice and has been shown to be a powerful employee motivator. Internal promotion policies can generate loyalty through the recognition of individual merit and improved morale by fulfilling employees’ need for increased status.

This promotion policy offers employers guidelines on the importance of having a well-developed job posting policy and offers expert advice on:

Hours of Work Policy

Address employee questions about what will be paid time, employers should develop and distribute a policy that explains these issues.

This policy provides information that includes classifying an employee as exempt or nonexempt, the definition of working time, overtime and mandatory overtime, comp time, workweek alternatives such as compressed workweeks and telecommuting, deductions from exempt employee pay, time clocks, and rounding practices and much more:

Accounting for Work Time

Executive Employees

Administrative Employees

Outside Employment Policy

The issue of outside employment presents a challenge for many organizations. On one side, employers are concerned that “moonlighting” will lead to divided allegiance, conflicts of interest, and poor job performance. However, they also recognize that they cannot, and do not want to, control their employees’ off-duty activities. In addition, both employers and employees are embracing new relationships that include the use of part-time and temporary workers and flexible scheduling such as job sharing and telecommuting. As a result, multiple jobholders are a growing segment of the workforce and attitudes toward outside employment and strict loyalty to one employer are changing.
This document helps employers determine when it might be appropriate to limit outside work and when and how an employer might be able to do this.

Employee Classifications

Employee classifications are important since they dictate which employees are eligible for benefits, such as health insurance and paid time off, and for overtime based on the number of hours worked and the type of job duties performed. (See also: FLSA Exemption Regulations: Understanding the Issues and Employment-At-Will)
This policy discusses the classification of employees as full-time, part-time, or temporary and as exempt or nonexempt for the purposes of compensation administration.

Layoff and Recall Policy

Policies on layoff and recall traditionally have been associated with cyclical industries, union settings, and “blue-collar” employees. In recent years, however, factors such as deregulation, new technologies, the emergence of a global economy, and the use of outsourcing and employee contracting have dramatically changed the structure and composition of the workplace. As a result, layoff and recall policies are needed that include employees at all levels and in industries where layoffs formerly have been rare.
This policy provides information regarding selection for layoff, mass layoff and the WARN Act, and recall requirements.

Termination Policy

Employers should have termination policies to ensure consistent treatment among employees whose working relationship with the organization is ending, for whatever reason. Voluntary terminations provide the employer with an opportunity to review its management practices, while involuntary terminations present a challenge to limit the employer’s liability for claims of wrongful discharge and discrimination. (See also: Employment-At-Will)
This policy discusses the various avenues of termination, i.e. resignation, discharge and retirement, how to calculate turnover costs, paying vacation at termination, general releases (waivers), exit interviews, return of employer property, post employment references.

Retirement Policy

As a general rule, employers cannot mandate that employees retire at a certain age. Most companies specifically prohibit employers from requiring employees to retire based solely on age. This policy discusses retirement considerations, mandatory retirement, early retirement, and age waivers.

Lunch Facilities

Employers make eating facilities available as a benefit for their employees for several reasons. Convenient facilities allow employees to spend more time eating and relaxing during their meal periods while reducing the total amount of time needed for the break. Some employers do not restrict the availability of meals to just the lunch break. To accommodate the diverse schedules of employees, food may be served at any time during the day and may include breakfast and even dinner. Some innovative employers also now offer concierge services that include grocery shopping and even meal preparation so that employees do not have to stop on the way home. The cost of the service is paid by the employer but the actual food is charged to the employee.
This policy discusses the responsibility of an employer to offer a lunch facility for employees.

Employee Recognition and Service Awards Policy

This policy discusses how to establish an awards program, different types of awards, how this impacts nonexempts and their hourly wage, and tax implications.

Employee Counseling

Many employers have found that it is a good business practice to help employees who experience personal problems or need guidance or rehabilitation. Assistance that contributes to employee physical, mental, and emotional well-being can improve performance and reduce absenteeism, turnover, and grievances. Early intervention with troubled employees also may lower the cost of health care and workers’ compensation and improve safety.
This policy provides information regarding Employee Assistance Programs (EAP), provides resources and discusses Human Resources role in encouraging employees to seek help through the company EAP.

Relocation Policy

This policy provides information regarding relocation policies, agreements and resources, and eligible moving expenses for tax purposes.

Purchase of Company Products and Services

This policy discusses the employee’s ability to purchase company goods and services at a discounted rate, when applicable.

Holidays Policy

Employers are not required to pay employees for holidays that they do not work, but most organizations offer a limited number of paid holidays to create employee goodwill. Generally, the Government and most states observe more public holidays than do private employers, and a very small number of states actually require employers to observe certain holidays.
This policy discusses offering holidays to employees, exempt employees and unpaid holidays, religious holidays and reasonable accommodation, and holiday overtime pay.

Educational Assistance Policy

Employers can meet the challenge of having a well-educated, knowledgeable workforce by supporting continuing education, either through tuition advances or reimbursement. These programs also can help employers attract and retain employees who are interested in advancing their education, skills, and careers. Most employers that provide educational benefits limit their financial exposure if the employee drops out of the class or terminates employment by reimbursing employee costs after the course work is completed instead of paying for them in advance. Other forms of support include granting educational leaves of absence (see Leaves of Absence); allowing employees to take courses during work hours; and funding scholarships, grants, or loans for employee education.
This policy provides information regarding tuition reimbursement, issues the employer should consider for reimbursement of expenses, information on the tax aspects of reimbursement under Section 127.

Conduct

* Behavior of Employees policy * Dress Code - Appearance of Employees policy * Finances of Employees policy * Customer Relations policy * Use of Communications policy * Conflicts of Interest policy * Confidentiality policy * Disciplinary Procedure policy * Drugs, Narcotics, Alcohol policy *Dispute Resolution policy

Behavior of Employees Policy

This behavior of Employees policy outlines behavior that employers expect of employees and the types of conduct that most employers prohibit.
To help you implement this policy successfully, you might beed to receive expert advice on these related topics:

Positive Attitude

On-Duty vs. Off-Duty Conduct

Suspicious, Unethical, or Illegal Conduct

Consistent Enforcement of Discipline

Workplace Violence

Examples of Prohibited Conduct

Communicating Rules

Legal Off-Duty Employee Conduct

Protection for Whistleblowers

Conduct Rule Violations

Employer Liability for Workplace Violence

Employment-At-Will

Use of Communications Systems - Communications Policy

Communication systems are not only an essential tool for doing business, but also an integral part of the daily work of many employees. Since these systems affect virtually every organizational function, from customer service to production, employers should adopt a communication systems policy that identifies the proper uses of communication systems and encourages employees to explore new information resources.
This Communication policy provides information regarding monitoring employee communications including telephone conversations, voice mail and e-mail, improper use of employer equipment, opening mail in the office, and expectations of employee privacy.

Confidential Nature of Company Affairs Policy

Every employer is concerned about controlling outsiders’ access to sensitive business information, such as trade secrets, customer lists, and financial data. However, maintaining control over this confidential information has become more challenging since advances in communications technology, such as the Internet and electronic mail (“e-mail”), make sharing and accessing business information easier and quicker than ever before.
This policy discusses how internal business information is to be kept confidential by the employee and the enforcement of this policy.

Disciplinary Procedure Policy

Disciplining employees probably is one of the most difficult tasks because most employers equate discipline with punishment. This guide offers disciplinary procedures aimed at correcting problems with an employee’s behavior or performance and outlines a multi-step disciplinary procedure that gives employees opportunities to improve before they are disciplined.

Conflicts of Interest Policy

Conflicts of interest normally arise when employees engage in activities for personal gain that compromise their ability to represent their employer’s best interests. Examples of employee activities commonly viewed as creating conflicts of interest include: having significant financial interests in customers, suppliers, or competitors; working for a competitor; self-employment in competition with the organization; soliciting or accepting gifts or gratuities from suppliers or customers; using the organization’s equipment and supplies for personal gain; and using inside information about the employer for personal benefit.
This Conflicts of Interest policy discusses the employer’s ability to prohibit employees from engaging in any activity, practice, or conduct that conflicts with, or appears to conflict with, the interests of the employer; discusses off-duty conduct, direct competition with the employer and the Crime Control Act and Securities Exchange Act.

Drugs, Narcotics, and Alcohol

The effects of employee drug and alcohol abuse on an organization can be widespread and difficult to eliminate. Substance abuse often increases absenteeism, accidents, health care costs, and workers’ compensation rates while lowering productivity. In addition, these problems demoralize employees who must continue to produce despite incapacitated or absent coworkers.
This policy attempts to deter drug and alcohol abuse through education, testing, disciplinary action, and required rehabilitation for abusers who want to continue working for the organization.

Dispute Resolution Procedure

Formal dispute resolution procedures provide a structured system for employees to solve work-related problems and complaints. A formal dispute resolution process also helps ensure that employees’ disputes receive similar treatment and consideration by management. Many employers feel that providing a dispute resolution process improves morale, facilitates communication between employees and managers, and demonstrates the employer’s commitment to resolving workplace disagreements. In addition, a dispute resolution process provides employees with an alternative to court or agency proceedings.
This document offers employers guidelines for defining their dispute resolution procedure and covers:



OTHER POLICIES

Employment-At-Will

This policy explains that employees who do not have an individualized written employment contract or a collective bargaining agreement are employed at the will of the Company and are subject to termination at any time, for any reason, with or without cause or notice. These employees may terminate their employment at any time and for any reason.
To help you communicate this policy successfully, you receive expert advice on these related topics:

Parking Policy

Depending on the workplace location, availability of parking and parking lot conditions can be a concern for both employers and employees. A parking policy can address these concerns and establish the limits of the employer’s liability for employee use of the parking facilities.
This policy discusses parking considerations, including parking and mass transit fringe benefit allowance and the number of handicap parking spaces required by an employer.
Employers should consider the following legal and practical factors when designing a parking policy.

Parking Policy Considerations

Ridesharing Programs

Parking Permits

Parking Rules

Employer’s Premises

Parking and Mass Transit Fringe Benefit Taxation

Parking Facilities

Clean Air Act

Vehicle Searches

Safety and Security

Security Policy

Workplace security policies generally address the employer’s procedures for safeguarding its employees and property against harm such as theft, sabotage, vandalism, and workplace violence. To implement an effective security plan, employers should begin by evaluating their security needs.
This policy discusses the differences between a safety policy and a security policy, preventing workplace violence, investigations, lie detector tests, and property searches. (See also: Employee Safety)

Smoking Policy

This policy discusses the compliance with federal, state, and local regulations regarding smoking, the ability to have a non-smoking facility, smoke breaks, and hiring smokers.

Smoking in the Workplace

Smokeless Tobacco Products

Assessing Need for Restrictions

Approaches to Smoking Restrictions

Policy Implementation

Courtesy, Complaint Resolution, and Disciplinary Action

Enforcing Break Rules

Hiring Preferences for Nonsmoking

Information on Smoking and Smoking Cessation Programs

Statutory Restrictions on Smoking

Employer Liability for Smoking in the Workplace

The Americans with Disabilities Act and Related Laws

Collective Bargaining Agreements and Smoking Policiesv

Smokers’ Rights Laws

Personal Property Policy

This policy provides information that helps employers limit the amount of personal property in the workplace and informs employers regarding their right to have a policy that allows for personal property searches and how to limit invasion of privacy claims.

Business Entertaining Policy

Many organizations use the entertainment of business associates as a means for generating business and promoting corporate goodwill. Most employers, however, also closely scrutinize their entertainment expenses. Restructuring, employee cutbacks, and leaner budgets have led some employers to reduce the frequency and costs of customer business lunches and other forms of business entertaining. Organizations that encourage business entertaining therefore should establish guidelines to limit exposure to legal liability, handle the authorization process, and control the amount of expenditures and their deductibility under the Internal Revenue Code. (See also: Travel)
This policy discusses business entertaining on behalf of the employer, consumption of alcohol and employer liability, business substantiation, and employer-sponsored events.

Automobile Usage Policy (Company vehicle usage policy)

Motor vehicle accidents represent one of the largest groups of occupational fatalities. Highway traffic accidents accounted for 25% of all occupational fatalities.
This policy provides information regarding the use of company and personal vehicles for company business including mileage reimbursement, cell phone use, and insurance coverage, plus:

Travel Policy - Business Travel Policy

An employer may have many reasons to require its employees to travel on business. For example, organizations often require executives, sales personnel, and technical support staff to travel extensively to service customers, cultivate new business, or meet with suppliers. Many employers also encourage employees to attend professional and technical conferences to learn about new developments and exchange ideas with their peers. Some organizations allow travel to conferences to boost morale since travel breaks routine and often provides a chance to visit popular cities and resorts. In addition, multinational employers sometimes offer subsidized travel to employees as an inducement to transfer to foreign offices.
This travel policy provides information regarding travel as a condition of employment, travel expenses, travel advances, substantiation of expenses, and per diems.

Rest Breaks Policy

Employers recognize that periodic breaks during working hours are necessary for the mental and physical health of workers and can reduce accidents and mistakes caused by fatigue and boredom. (See also: Hours of Work)
This policy discusses the regulations and employee relations associated with rest breaks.

Meal Breaks Policy

The main differences between meal and rest breaks are that meal breaks are generally longer and typically are treated as unpaid time for “nonexempt” employees.
This policy discusses the regulations and employee relations associated with rest breaks. (See also: Rest Breaks)

Short-Term Absences Policy

Most organizations realize that employees have certain legitimate reasons to miss work and, therefore, provide for limited paid absences, particularly for sickness or injury, even though they are not required to allow these absences. Organizations with seasonal work or critical staffing requirements are notable exceptions to this practice. Employers should consider the following issues when creating a short-term absences policy.
This policy discusses absences away from work that will generally be less than a two-week period, such as short-term illnesses, bereavement leave, voting, jury duty and religious holidays. This policy is a modified PTO (paid time off) bank; modified because it doesn’t include vacation.

Personnel Policies - Model Cover

Employers generally are not required by law to create written policies or distribute employee handbooks. However, most organizations provide them in order to clarify procedures and explain certain types of benefits, such as paid vacation and holidays. Thus, employees will know what is expected of them and what they generally can expect during their employment.
This policy offers a model cover page for employee manuals and discusses:

Distribution of Manuals

Acknowledgement of Receipt

Reinforcing the At-Will Concept

Pay Procedures Policy

Employers should familiarize themselves with laws relating to pay practices. This pay procedures policy provides information regarding pay practices, including timing of wage payments, deductions from pay, direct deposit, overpayments, and independent contractors and much more:




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