Human Resource Policy Manuals – A Necessary Association
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Capturing explicit knowledge for an organization's
most important resource - people - is a key first step in improving
an organization's knowledge management practices. Tools such as
manuals are often used to capture knowledge that supports employees
and managers as they conduct association business.
Associations with five or more employees often have an Employee
Policy Manual, while associations with three or fewer employees
rarely, if ever, take the time to develop this important resource.
Having policies in a manual that is accessible to employees is
just as valuable in a two person office as it is in a ten person
office.
Committing to having a Human Resources Policy Manual goes beyond
initial compilation. Maintaining it is a must, and involves timely
reviews and updating, employee/volunteer and manager orientation,
and compliance.
Having a manual will also reduce association risk, such as potential
legal liability situations. A manual also demonstrates the value
an organization places in its employees and volunteers, and removes
uncertainty. Employees and volunteers will know up front precisely
how they will be treated and what is expected of them.
Policy language and format
Policies and accompanying information should use simple language
to ensure that all employees and volunteers understand it. Avoid
the use of negative language. It is important to ensure clarity
in all of your policies - phrases denoting mandatory provisions
should be firm, using phrases like "will be", "must
be", or "are required". Discretionary items should
use phrases such as "may be" or "have the authority
to".
Manuals are often presented to employees and volunteers in a
ring binder format to allow for easy revisions and additions.
In recent years, manuals are being placed on association websites
in a restricted access (members only) area.
It is highly recommended that employees acknowledge the initial
receipt of and review of the HR Policy Manual, as well as subsequent
updates and revisions. All updates should be clear, and an opportunity
for employees to ask questions should be provided. As managers
play a key role in enforcement of the policies and the procedures
provided in a manual, it may be necessary to provide them with
additional training to help them apply and enforce any new policy.
Sample HR manuals or handbooks are widely available on the Internet
and through other sources such as the Canadian Society of Association
Executives. Manuals should be customized to each organization's
unique environment – in this instance, one size doesn't
necessarily fit all. Benchmarking with other associations is a
very good idea, and is highly encouraged.
The Employee Section of the Human Resource Manual usually lists
all key policies and supportive procedures. It assists in ensuring
that all employees are treated in the manner planned and intended.
It captures explicit knowledge, serves as an effective orientation
tool and is a quick reference that provides necessary direction
and reduces uncertainty.
If an employee is unclear on an employment issue or a number
of employees frequently ask questions about a particular matter,
you're likely missing an important policy. And remember, the Human
Resource Manual is deemed part of an employment contract, and
as such, it is important to ensure that what is included in it
can actually be delivered.
Checklist of Possible Employee Policies
For each of the following possible policies ask yourself:
Do we have a policy for this? If so, does it need
updating?
Do we need a policy for this? Is it required for our situation?
WHAT IS EXPECTED
- Organizational Policy on Staff Treatment
- Service Standards
TERMS OF SERVICES
- Attendance and Tardiness
- Acceptance of Gifts
- Alcohol and Drug Abuse
- Breaks and Meals
- Code of Conduct
- Conflicts of Interest
- Confidentiality and Copyright
- Dress and Appearance
- Employment of Relatives
- Hours of Work
- Interpersonal Conflicts
- Overtime
- Outside Work (other jobs, etc.)
- Parking
- Personal Phone Calls and Mail
- Probationary Periods
- Smoking Policy
- Safety
- Telecommuting
- Unauthorised Use of Property (Internet, E-mail, and equipment)
WHAT WE ARE COMMITTED TO
- Affirmative Action
- Appeals
- Change of Position
- Copies of Policies
- Court Leave
- Complaints
- Discipline Employee Records
- Employee Training and Tuition reimbursement
- Exit Interview
- Harassment in the Workplace
- Insurance and Health Benefits (Disability, AD&D, life
insurance, vision, dental, etc.)
- Job Descriptions
- Layoffs
- Loans and Pay Advances
- Orientation
- Other leave (with pay, without pay, paternity, maternity,
bereavement, etc.)
- Pay Days and Method
- Performance Evaluation and Compensation Review
- Pension Benefits
- References
- Sick Leave
- Statutory Leave
- Termination
- Travel Expense
- Vacation Leave
Some manuals classify policies into different sections other
than those provided above. Other methods of classification may
include sections such as Employment, Benefits, Learning, Relationships,
Assistance and Performance Management.
Some current and future HR policy issues to look out for include
privacy rights in the workplace, new types of leave provisions,
wrongful discharge, after hours conduct, and discrimination action
and remedies. For example, the Government of Ontario enacted a
new Employment Standards Act. Policy manuals for associations
in Ontario should include relevant standards and use similar language.
The Act has new provisions for rest periods and emergency leave,
pregnancy and parental leave, hours of work and overtime. Other
provinces are also amending legislation – change must be
monitored.
Employment law covers most areas of employer/employee relationships.
Federal and provincial governments change legislation affecting
the relationship on an ongoing basis. Policies must be consistent
with legislation. This means regular reviews and updating of your
manual. Another time to consider new policies or adjustments should
be right after strategic and business plans are updated.
Not all HR activities are covered by policies and documented
processes. Some possible HR issues and practices do not need to
be covered in a policy and procedures manual. As a result, association
managers will sometimes be required to make decisions that involve
managing the human resource according to the organization's strategic
intents and values.
Best practices can be applied to ensure human resources are efficiently
and effectively being employed. A few of these practices for employees
include:
- Contemporary salary administration policies and compensation
programs are established and utilized.
- Employee salaries and benefits reflect the market and are
sufficiently competitive to attract and retain talented staff.
- Position descriptions have been written, based upon thorough
job analyses. They link to plans and are regularly updated.
- Employee policies and practices are in full compliance with
the letter and spirit of the law and are documented in a policy
manual and distributed to staff.
- Policies are regularly reviewed and updated and cover key
activity such as recruitment, hiring, termination, work rules,
training, performance and compliance with government regulations.
- Individual staff performance is evaluated periodically, at
least annually, against predetermined performance standards,
and procedures are established to ensure individual understanding
of these standards as they apply to each staff member. Changes
in compensation are reflective of these evaluations.
- The association has a training plan linked to strategy and
required organizational competencies, and allocates financial
resources for professional and skill development of staff.
The good news is that positive changes are occurring in the
development of HR Policy Manuals. Through my involvement with
the Association Management Education program, I have noticed increased
activity by associations in this area. There is a move to improve
manuals and make policies more inclusive, and more frequent reviews
are occurring to ensure new legislation is captured and HR policies
are consistent with organizations' intended strategic directions.
Improvements are not only for employees but also for volunteers.
Is it perhaps time to establish or update a Human Resources Policy
Manual in your association?
This column features innovation and practical solutions applied
to challenges, trends, issues, and opportunities for the association
community. Column editor Jim Pealow, MBA, CMA, CAE is a consultant
and the Association Management Education Program Lead Instructor/Coach
for CSAE. He can be reached at jim@amces.com.
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