Professional Documents
Culture Documents
SECTION 1:
HUMAN RESOURCE MANAGEMENT AND PLANNING
SECTION 2:
POSITION CLASSIFICATION AND EVALUATION
SECTION 3:
EQUAL OPPORTUNITY EMPLOYMENT
SECTION 4:
STAFFING
SECTION 5:
EMPLOYMENT
SECTION 6:
EMPLOYEE COMPENSATION AND REVIEW
SECTION 7:
EMPLOYEE TRAINING AND DEVELOPMENT
SECTION 8:
EMPLOYEE CONDUCT
SECTION 9:
EMPLOYEE GRIEVANCES
SECTION 10:
PERFORMANCE MANAGEMENT
SECTION 11:
HUMAN RESOURCE RECORDS
SECTION 12:
AWARDS OF RECOGNITION
SECTION 13:
EXIT QUESTIONNAIRE AND INTERVIEW
1.0 Responsibilities
1.1 The Council will:
a) ensure that the municipality has in place a comprehensive human
resource management system
1.3 Department heads, managers, supervisory personnel and all other municipal
employees will:
a) acquire a good working knowledge of the policies contained in this
manual
b) apply these policies in an equitable and fair manner at all times,
utilizing sound judgment
c) advise the immediate supervisor of revisions, deletions, or additions to
the municipality's human resource policies which are considered
appropriate
d) encourage awareness of the municipality's human resource policies
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Human Resource Standard Operating Procedures
Human Resource Standard Operating Procedures
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Human Resource Standard Operating Procedures
Human Resource Standard Operating Procedures
1.0 Responsibilities
1.1 The Council will review, amend, and approve:
a) increases in the number of approved positions within the municipality
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Human Resource Standard Operating Procedures
Human Resource Standard Operating Procedures
2.2 Replacements:
a) Upon receipt of a Human Resource Request Form (see Appendix A)
from a department, the Chief Administrative Officer reviews existing
job descriptions which have been updated by the department head.
b) The rate of compensation for the position is reviewed in accordance
with the municipality’s rating plan (see Employee Compensation and
Review Policy).
c) Changes are noted as appropriate in the various human resource
records.
d) The department receives permission from the Chief Administrative
Officer to begin the recruitment process.
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Human Resource Standard Operating Procedures
Human Resource Standard Operating Procedures
a) The department head prepares a draft job description and forwards the
draft description to the Chief Administrative Officer for consideration.
b) The Chief Administrative Officer reviews the documentation and job
description and, after making revisions as appropriate, forwards the
request and description to Council for consideration and decision.
c) A rate of compensation is established for the position by the Chief
Administrative Officer and the appropriate amount is included in the
departmental budget.
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Human Resource Standard Operating Procedures
Human Resource Standard Operating Procedures
Temporary Days/month
Casual Days/month
Term/Contract # of months
Note: Job descriptions must be included with all position requests. New position
requests must be accompanied by:
i) statement from department head outlining reasons for increase in position
establishment
ii) revised organizational chart for the department which indicates proposed location
of new position.
Authorization
Council/Chief Administrative Officer has ___(approved)___ (rejected) the above request.
Point rating for the position, per the Job Evaluation Form is ________which has a pay
range of ____________________ to ____________________.
Comments:
________________________________________________________________________
________________________________________________________________________
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Human Resource Standard Operating Procedures
Human Resource Standard Operating Procedures
Approval by CAO:
Supersedes:
Amended:
1.0 Responsibilities
1.1 The Council will:
a) review, amend, and adopt changes to the municipality's job descriptions
for the Chief Administrative Officer.
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Human Resource Standard Operating Procedures
Human Resource Standard Operating Procedures
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Human Resource Standard Operating Procedures
Human Resource Standard Operating Procedures
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Human Resource Standard Operating Procedures
Human Resource Standard Operating Procedures
JOB DESCRIPTIONS
APPENDIX A
Position Title:
Department:
Scope:
Responsibilities:
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Human Resource Standard Operating Procedures
Human Resource Standard Operating Procedures
Qualifications Required
Education:
Experience:
Specialized skills:
Designation(s)/Certification(s):
Knowledge:
K1
K2
K3
K4
K5
K6
Abilities:
A1
A2
A3
A4
A5
A6
A7
A8
Personal Suitability:
PS1
PS2
PS3
PS4
PS5
PS6
Note: Additional pages can be added if the space on this form is insufficient.
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Human Resource Standard Operating Procedures
Human Resource Standard Operating Procedures
Critical Accountabilities and standards for fully satisfactory performance (in order
of importance):
1.
2.
3.
4.
5.
6.
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Human Resource Standard Operating Procedures
Human Resource Standard Operating Procedures
JOB DESCRIPTIONS
APPENDIX B
Organizational Chart*
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Human Resource Standard Operating Procedures
Human Resource Standard Operating Procedures
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Human Resource Standard Operating Procedures
Human Resource Standard Operating Procedures
1.0 Responsibilities:
1.1 The Council will:
a) review, amend, and adopt changes to the Equal Opportunity
Employment Policy
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Human Resource Standard Operating Procedures
Human Resource Standard Operating Procedures
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Human Resource Standard Operating Procedures
Human Resource Standard Operating Procedures
Category: Staffing
Policy Number: 4-10
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0 Responsibilities
1.1 The Municipality’s Council will:
a) amend and adopt changes to the Recruitment and Hiring Policy
Officer, Council and the Director of Human Resources will be responsible for
coordinating the selection and retention of outside consultants and for liaison during
the recruitment and selection process.
3.2 Requirements:
a) The successful candidate and the Chief Administrative Officer and/or Council
will agree upon expenses to be reimbursed prior to the actual incurring of
relocation expenses by the successful candidate.
4.2 Responsibilities
The Director of Human Resources will:
a) communicate with applicants, in accordance with the policy, during the hiring
process
Department heads, supervisors, and other concerned staff will:
a) become familiar with the communication procedure
5.3 Provisions
a) General:
For the position of Chief Administrative Officer, the Council or
Committee of Council will conduct the interview. If agreed by Council,
an external consultant may be hired to conduct the interview process
and to make appropriate recommendations.
For senior managerial positions, not including the position of Chief
Administrative Officer, the Chief Administrative Officer or a
designated committee will conduct the interviews. If deemed
appropriate, an external consultant may be hired to conduct the
interview process and to make appropriate recommendations. The
Chief Administrative Officer will have overall responsibility for the co-
ordination of these and related activities.
For other positions not covered above or by collective agreements, the
department head and/or Director of Human Resources and immediate
supervisor will conduct the interview and co-ordinate the related
activities.
Those responsible for the interviewing process will complete the
Candidate Profile Form (see Appendix G).
Any variations contained in collective agreements for particular
positions will supersede any portion of this policy which conflicts with
the collective agreement.
A listing of all positions covered by this policy will be developed and
updated on a regular basis.
b) Committee:
Wherever possible, a committee may be designated to interview and evaluate
candidates.
o The Interview Committee may or may not be involved in the
prescreening process related to selection of candidates for interviews.
o Normally an Interview Committee will be utilized for all senior and
mid-management positions, and for some technical positions (i.e. IT,
Planning)
o An Interview Committee will normally be comprised of some
combination of the following:
the direct supervisor of the vacant position
a technical expert, if applicable
the Chief Administrative Officer or Director of Human
Resources
a department head or other senior manager, as appropriate
the Mayor and/or Council members (when interviewing for
the position of Chief Administrative Officer)
c) Format:
The interview(s) should be conducted consecutively to ensure a more
accurate comparison of candidates.
The interviewers should:
introduce themselves to the interviewee
inform the applicant of any relevant details of the position in question
question the applicant about:
Note: For a listing of questions which cannot be asked during reference checks,
refer to the Guide to Acceptable Interview Questions, Appendix F.
The municipality does not restrict the hiring of relatives, except where there
is potential for a conflict of interest. Other than such situations, relatives of
current employees who possess the required qualifications for a position shall
be given equal consideration. Any real or potential conflicts of interest must
be resolved to ensure such a conflict or potential conflict has been fully
addressed.
Such persons will be evaluated on the same merit basis as other candidates
who apply for vacant positions.
APPENDIX A
Notice of Competition Form for all Positions
Municipal
Department: ____________________________
Position Title:______________________
Date Posted
APPENDIX B
APPENDIX C
Salary: (insert salary range for position) depending on qualifications and experience,
plus a benefits’ package.)
APPENDIX D
(date)
(name)
(address)
(address)
(address)
Dear (name):
Applications for the position of (that applicable) were screened this past week. We were
impressed with the quality of all applicants and selecting those candidates to be
interviewed was a difficult process.
We are pleased to offer you an interview to discuss the skills and expertise, which you
feel you may be able to bring to this position. Your interview has been scheduled for
(date of interview), at (time). Please call our administrative offices at (telephone #) to
confirm your appointment.
Thank you for your interest in employment with **name of municipality**. I look
forward to meeting you at this time.
Sincerely,
(name)
(Title / department)
APPENDIX E
Examples of Interview Questions
1. Tell me a little bit about yourself: your background or interests as you feel may be
appropriate to the position.
2. What do you know about our municipality?
3. What do you consider to be your major strengths? weaknesses?
4. What do you think your previous employer would say are your major strengths? your
major weaknesses?
5. What appeals to you the most about municipal government?
6. Why do you think that this would be a good place to work?
7. In your opinion, what are the advantages of working for a municipality?
8. What do you see as the major responsibilities involved in working for the "public"?
9. Tell us about previous academic and professional experience which you believe is
relevant to this position.
10. Why do you think that working here would be an opportunity for you?
11. Are there any specific people who you admire? Why?
12. How do you feel about working closely with other people and sharing responsibility for
the outcome of your work?
13. Where do you see yourself five years from now? ten years from now?
14. Do you feel you were treated fairly in your last job?
15. What did you especially like about your last job?
16. What did you dislike about your previous job?
17. If you find that you and one of your co-workers have come to an impasse, how would
you resolve the situation?
18. Describe a frustrating experience you have had in the workplace. How did you work
your way through this situation?
19. What risks have you taken in your previous professional experience and what was the
result of those risks?
20. What experience have you had in dealing with people or supervising others?
21. Why did you leave your former job?
22. Does pressure in the work environment bother you?
23. What do you look for in a job?
24. What do you expect from an employer?
25. Do you believe you are capable of satisfactorily completing the tasks as outlined in the
job description for this position?
Note: It is beneficial to ask additional questions which are specific to the position being applied
for, such as: What type of equipment are you trained to operate? What computer skills
do you possess? How would you react to this situation?
APPENDIX F
Guide to Acceptable Interview Questions
This table was adapted from the Nova Scotia Human Rights Commission's Guide for
Employers. Blank boxes indicate there is no acceptable enquiry into that topic.
1Ensure that questions in an interview are not prefaced with phrases such as, ―Given that you are
married...‖, or ―You have a family...‖. These phrases are inappropriate and are not permitted.
APPENDIX F (continued)
APPENDIX F (continued)
Appendix G
ABILITY
1 To communicate effectively vocabulary assess during entire interview and/or set up presentation; look for:
orally clarity
conciseness
logical flow of ideas
good vocabulary
professional presentation (appropriate choice of words, no slang, etc.)
understandable
9 To manage time effectively What time management techniques are you familiar with? Which ones do you use?
PERSONAL
SUITABILITY
1 Team oriented What makes for a good team? What makes for a less than optimal team?
(Consider covering in reference check)
2 Ability to work in a fast paced (Consider covering in reference check)
environment Explore past work environment; Ask ―What do you look for in a work environment?‖
3 Flexibility and adaptability (Consider covering in reference check)
WORKING CONDITIONS
Note: If weights are to be used, it is usually easier to use a maximum of 100 weighted points so that everyone is aware of what a 5
or 10 point difference between candidates really means.
No matter what the question or test, it is a good idea to describe in advance what you are looking
for:
Be prepared to be flexible. It is always possible that a candidate will come up with a better
answer than the one you may have thought of.
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Signatures
Note: Please remember that individuals of different cultures may have different expectations
about interviews. For example, it is customary in some cultures not to look at the interviewer
when responding as a sign of respect. This could be misconstrued as "shyness."
APPENDIX H
Guidelines for Assessment of Each Factor
Consider:
accomplishments in previous job(s)
standard work habits
what techniques were used to improve effectiveness in previous
job(s)
what were the biggest problems and how were they overcome
do candidate's comments reflect a results-oriented approach to
work
attitude/adaptability
Knowledge
Consider:
testing areas of critical subject matter in relation to job requirements
developing standard questions to test knowledge
administering questions orally and/or in writing
Definition: Ability to plan and direct work of others; exercise control with
follow-up or monitoring quality of work; motivate and obtain
commitment of staff; ability to work with all members of staff and
assume different leadership roles; act as a team player.
Consider:
Problem-Solving Ability
Consider:
Quality of Judgment
Consider:
Candidate’s awareness of implications of alternative solutions to
problem-solving case presented to him/her
Interpersonal Skills
Assessment Procedure: Identify level and range of skills required in relation to job
requirements (nature of contacts, level of supervisory
responsibility, sensitivity, or position; role in relation to the
public, etc.) Also develop questions on past experience and/or
cases designed to elicit evidence of interpersonal skills.
Consider:
Appearance--appropriateness of dress and general appearance
Participation in extracurricular community activities, interests, activities
(type of, role in)
Interview behaviour (self-assurance, shyness, directness, defensiveness,
appropriateness of remarks)
Quality of relationships with previous supervisors, staff, and peers; aspects
of previous job(s) considered positive and negative
Quality of responses during the interview
Communication Skills
Assessment Procedure: Identify level and range of skills (oral/written) required in relation
to job requirements (i.e. routine communication with staff,
providing information to public, briefing senior officials, making
presentations, public speaking). Assess on basis of: observed
interview performance, evidence of previous experience and
performance, work samples (for written communication).
Consider:
Clarity of expression
Delivery of answers/questions
Specific writing samples
Innovation/Resourcefulness
Consider:
Personal contribution/achievement in previous jobs
Recreational and community activities
Variety and originality of solutions created in response to
problem-solving cases
APPENDIX I
(date)
(name)
(address)
(address)
(address)
Dear (name):
Interviews for the position of (applicable position) were held this past week and we were very
impressed with all of the candidates. The interviews were instrumental in narrowing the choice
for a successful candidate for the position.
We have notified the candidates with whom we will be conducting second interviews. Although
we are unable to offer you a second interview for the position, we encourage you to apply for
other positions with *insert municipality* as they become available.
Thank you for your interest in employment with *insert municipality*, and best wishes in your
employment search.
Sincerely,
(name)
(title/department)
APPENDIX J
(name)
(name)
(address)
(address)
(address)
Dear (name):
Interviews for the position of (applicable position) were held this past week and we were very
impressed with all of the candidates. The interviews were instrumental in narrowing the choice
for a successful candidate for the position.
We are pleased to offer you a second interview to further discuss your qualifications and interest
in this position. Your interview has been scheduled for (date and time). Please call our
administrative offices at (telephone number) to confirm your appointment.
Thank you for your interest in employment with *insert municipality*. I look forward to seeing
you at that time.
Sincerely,
(Name)
(title/department)
APPENDIX K
(name)
(address)
(address)
(address)
Dear (name):
Following a successful interview, *insert municipality* is pleased to make the following offer
of employment to you:
Position:
You will be employed as the (Position Title). Your immediate supervisor will be (Name),
(Position).
Duties:
You agree to diligently, efficiently, and faithfully perform all duties which may be prescribed
from time to time by the employer including, but not limited to, those set out in the position
responsibilities as attached. Please take note that this is subject to change based on any future
changes within the organization
Term:
Notwithstanding the date upon which you may execute this offer letter, your employment in this
full-time permanent position shall be deemed effective (Day and Date) and will continue unless
earlier terminated in accordance with the terms set out below.
Remuneration:
Your annual salary will be ($00,000) less all required or permitted deductions and withholdings.
Your normal hours of work will be 8:30 a.m. to 4:30 p.m. with a one hour lunch break, 35 hours
per week. If overtime is required it will be paid at a rate of 1.5 times your regular hourly rate or it
can be banked and taken as time in lieu. Hours and location of workplace may vary as the work
environment may dictate and will require the approval of your supervisor.
Probation:
Notwithstanding anything to the contrary contained herein, the period of six months shall be
deemed to be a period of probation (―the Probationary Period‖).
Vacation:
You will be eligible for two weeks of paid vacation per year. Vacations are taken in the year in
which they are earned. For the first year of your employment, your vacation entitlement is
prorated. Your vacation entitlement is calculated on our fiscal year ending March 31st of each
year.
Benefits:
You will be eligible to participate in the Municipality’s Group Insurance Plan in accordance with
the terms and conditions of the Plan after a two month waiting period. Currently the employee
pays 40% of the costs of monthly premiums and the municipality pays the remaining 60%.
However, for income tax purposes, the employee must pay 100% of the premiums for Long
Term Disability, therefore the percentages are adjusted so that the employee pays 22% of the
monthly premiums and the municipality pays the remaining 78%.
Pension:
You will be eligible to participate in the Municipality’s Pension Plan in accordance with the
terms and conditions of the Plan. Currently the municipality contributes 6% of base earnings and
the employee contributes 6% of base earnings to the Pension Plan. Membership in the plan is
compulsory after a waiting period of three months of continuous service.
The Employer may terminate your employment at any time (whether during or after the
Probationary Period) for cause without notice or compensation in lieu thereof.
Upon termination of your employment as set out herein, it is understood that you shall not have
further claims against, or be entitled to any further remuneration or compensation from, the
Employer arising out of the termination of your employment.
Entire Agreement:
This letter, and all other documents referred to or incorporated herein, constitute the entire
agreement between the parties, and replaces and supersedes all previous communications,
representations, understandings and agreements whether written or verbal between the parties.
Please review and consider the above provisions carefully. If you would like to accept this
position on the above terms and conditions, please sign this letter in the location indicated below
and return it to me. We look forward to working with you. Welcome to ―Team (*Municipality’s
name*)‖.
Sincerely,
** name**
**title**
I have read and considered the above provisions, and accept these provisions as the terms and
conditions of my employment with the Employer.
Employee’s Signature
APPENDIX L
(date)
(name)
(address)
(address)
(address)
Dear (name):
Subsequent interviews for the position of (applicable position) were held this past week and we
were very impressed with all of the candidates. Having to choose one candidate for employment
from the group of highly qualified candidates was a difficult task.
We have made an offer of employment to the successful candidate. However, in light of your
personal and professional skills, we would encourage you to apply for other positions with
*insert municipality* as they become available.
Thank you very much for your interest in employment with *insert municipality*, and best
wishes in your employment search.
Sincerely,
(name)
(title/department)
APPENDIX M
Relationship to applicant
(position & name of organization): _________________________________________________
______________________________________________________________________________
Performance/Ability-Related Questions
11. How would you rate the individual's quality of work overall?
___ Very good ___ Good ___ Average ___ Poor ___ Very poor
14. Are there any other skills/abilities or attributes, which have not been brought out by the
questions, which you feel should be mentioned in light of the position for which the
individual is applying?
________________________________________________________________________
15. What, in your opinion, was the reason that this individual left your organization?
______________________________________________________________________
16. Would you rehire this individual? ___ Yes ___ No ___ Uncertain
References
Many potential employees are routinely asked to provide references. Employers frequently
receive requests for letters of recommendation from employees seeking employment or
admission to academic programs and institutions. Department heads, administrators, and other
staff are often asked to provide references for staff members seeking other employment
The following summary is intended to assist those employees involved in giving or reviewing
references.
Providing References
There is no obligation to provide a reference but, if an individual chooses to do so, care must be
taken to ensure that the reference is truthful and accurate. Providing a reference that contains
false or misleading statements may result in an action for defamation by the person who is the
subject of the reference. In addition, a reference which misrepresents the individual who is the
subject of the reference could open the writer up to a claim of negligent misrepresentation.
While references may be more wary of giving unfavourable evaluations, for fear of being held
legally liable for injury or damage suffered by the individual who is the subject of the reference,
it should be noted that a favourable reference, which omits relevant negative facts about an
employee, may result in claims of negligent misrepresentation, deceit, or non-disclosure by an
employer who receives and acts on the reference and suffers damage as a result. Care should be
taken to ensure that an unfavourable reference, in particular, is limited to facts only and not
statements of opinion. While opinions may be honestly held, they may not necessarily be based
on accurate facts. If the reference has any concerns about a reference he/she has written, he/she
should have it reviewed by others who can be trusted to provide constructive comments.
Providing a reference at the request of an employee who has been terminated can be particularly
difficult. In such instances, only persons who are familiar with the employee's position and
possess factual information about his/her performance should provide a reference. The reference
should include an analysis of strengths as well as weaknesses.
Checking References
Employees with responsibility for hiring in the department will frequently need to check on
references provided by individuals seeking employment in an organization. In conducting
reference checks, the following guidelines should be followed:
2. Departments and those in charge of the task of conducting reference checks should always
seek the permission of the individual before contacting his/her past or current employers or
supervisors. Candidates are normally asked on an application form to give such permission,
or they may be asked to do so during the interview. If permission is denied, the reasons for
the denial should be discussed with the candidate and the application should be reviewed to
determine whether contact with a past employer or supervisor is critical to an assessment of
the candidate's qualifications for the position. Interviewees should be asked whether they
object to current employers being contacted.
3. Normally, at least two references from previous supervisors or employers should be checked.
However, if the individual is an internal candidate and has worked for one supervisor in a
department for several years, a thorough check with that supervisor is usually sufficient.
4. Where more than one given reference is contacted, consistency in the information provided
should be considered.
6. Generally, during reference checks, there are two main information areas to consider--
factual and performance-related.
Remember, past performance is the clearest indication of future performance—take your time
and make sure you hire the right person! Ask for and obtain all the information you require to
make a wise and informed decision. Remember also that all reference material must be treated
as confidential.
Category: Employment
Policy Number: 5-10
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0 Responsibilities
The Council will:
a) review, amend, and adopt changes to the Municipality 's Staff Orientation Policy
2. The human resource policies and procedures and services offered to employees;
3. The relevant goals and objectives of the municipality as a whole and the Department
within which the new employee will work;
4. The requirements of the position being filled and the details of the job description;
5. The requirements under the Provincial Occupational Health and Safety Act and
municipal Occupational Health and Safety rules, regulations, policies and practices;
6. The person to whom the new employee will be responsible, will work with, or as
appropriate, will supervise; and
7. The relevant physical aspects of the municipality.
On the first day of employment, an Employee Orientation package shall be provided to all
new employees which will include, but is not limited to:
New employee’s job description
Organizational chart
Council’s Goal & Objectives and Vision Statement
Employee internal telephone list
List of Council members and contact information
List of the Municipality’s Committees and members
Copy of Collective Agreement where applicable
Employee Benefits Programs
Payroll information
Employee Assistance Program information
Employee Wellness Program information
Copy of Smoke Free Municipal Buildings and Vehicles Policy
APPENDIX A
Orientation of:
Date:
Emergency Contact Name:
Starting Day
Ensure the following is carried out:
Complete employment letter of offer and discuss probation period.
Review vacation and sick leave accumulation and requesting time off.
Review employee performance appraisal system and disciplinary process.
Work space and the following tools are assigned (as applicable):
Phone, phone books, business cards, security access card.
User manuals for other hardware and/or software.
Network user and e-mail ID, other software ID as necessary.
Explanation of site specific safety rules and policies; assignment of personal protective
equipment and completion of New Employee Safety Orientation Check List.
Information is given on the following:
Office organization/layout is explained.
Accessing/ordering office/work supplies, files, etc.
Handling incoming and outgoing (snail) mail.
Operating internal and external telephone lines.
Office circulation files, if applicable.
Where to put personal belongings; security of same.
The building, including a walk around to see fire exits, rest rooms, smoking areas,
coffee, water, lunch/break areas, etc.
End of day routines for lights, computers, photocopiers, telephones, doors, etc.
Parking requirements
Begin to meet co-workers/colleagues with an explanation of how they relate to or
support the new staff member.
After 30 Days
Review Orientation Checklist and schedule outstanding issues.
Within 3 Months
Key people and offices within the organization have been met.
New employee has been checked with regularly to answer questions and offer support.
The most important aspect of this communication is clear, measurable objectives outlining what
is expected and how and when it will be measured.
Everything the leader/manager expects of the new employee should be discussed openly with
them. The better the leader is prepared to explain goals and expectations, the more confidence the
employee will experience, and the quicker the employee will adapt to the organization.
A key orientation issue is aligning employee expectation and the actual responsibilities of the
new job. New employees may have unrealistically high expectations about the amount of
challenge and responsibility they will have on the job. There is evidence that a mismatch between
expectations and actual job responsibilities plays a significant role in early turnover. Ideally, this
clarification for job expectations would have begun during the interview process.
The task of assigning work related tasks to the employee should be done gradually, to allow for
information gathering as opposed to information overload.
Assigning an experienced, friendly and knowledgeable employee to act as a ―buddy‖ during the
first one or two weeks will allow for help with the innumerable questions that will occur in the
first few weeks.
A good orientation is one that is ongoing. A new employee cannot be exposed to a few days of
orientation and then forgotten.
The role of the leader/manager is the most important part in an orientation process. Your attitudes
and expectations will define what type of environment a new employee will work within. The
challenge is to ensure the environment is welcoming, stimulating and part of a total
organization’s commitment to the development of its human resources.
Category: Employment
Policy Number: 5-20
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0 Responsibilities
1.1 The Council will:
a) review, amend, and adopt changes to the Municipality 's New Employee Safety
Orientation Policy
The employee’s supervisor shall ensure that all applicable areas as noted within this Policy
are explained. It is the responsibility of the supervisor to complete the New Employee
Safety Orientation Form and ensure that it is placed into the employee’s personnel file
The three rights afforded by the Nova Scotia Occupational Health & Safety Act;
The Municipality’s Occupational Health & Safety Policy;
The employee’s responsibility for safety;
General safety rules and practices;
First Aid and Emergency Response;
The members of the Municipality’s Joint Occupational Health & Safety Committee
and the location of where the Committee-related information is posted;
Emergency Plans;
Rules for reporting accidents, injuries and near misses; and
Municipal Safety Manual location for reference by employees;
APPENDIX A
Orientation of:
Date:
The following information shall be reviewed with all new employees as they begin their new job.
The Occupational Health & Safety Act provides all workplace parties with three basic rights.
They are:
Hard Hat
Safety Vest
Safety Boots (CSA Class 1 – provided by employee)
Safety Glasses
Work Gloves
Rubber Boots (CSA Class 1)
Rain Suit
Ear Plugs or Ear Muffs
Respirator (Full or Half Face)
Other
I have received the above items in good condition, as well as instruction in the proper use. I
agree to wear the above personal protective equipment as required.
Employee: Date:
Supervisor: Date:
Category: Employment
Policy Number: 5-30
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0 Responsibilities
1.1 The Council will:
a) review, amend, and approve modifications to the Probationary Period Policy
APPENDIX A
Job knowledge 1 2 3 4 5
Quality of work 1 2 3 4 5
Quantity of work 1 2 3 4 5
Development/progress 1 2 3 4 5
Dependability 1 2 3 4 5
Initiative 1 2 3 4 5
Co-operation 1 2 3 4 5
Conduct 1 2 3 4 5
Team member 1 2 3 4 5
Interpersonal skills 1 2 3 4 5
Attitude toward job 1 2 3 4 5
Safety consciousness 1 2 3 4 5
Punctuality 1 2 3 4 5
Attendance 1 2 3 4 5
Overall Rating 1 2 3 4 5
Comments: _____________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
____________________________ _____________________________
Employee’s Signature Supervisor's Signature
____________________________ _____________________________
Date Position
APPENDIX B
All employees in the various groups be classified as ―probationary‖ employees during the
following periods:
2.0 Responsibilities
2.1 The Council will:
OR
Example:
1. Assume Avg. 12 month CPI for NS as of Jan. 1/08 2.2%
2. Budget allowance is set at 2.0% 2.0%
3. Total salary budge increase is 1,200,000*4.2% $50,400
rental agency. When there are several transportation options available, the claimant
may travel by the mode of their choice, but the municipality reserves the right to pay
the value of the cheapest option. Members of Council, committees or staff are
requested to consult with the Chief Administrative Officer prior to booking their
travel plans.
i. When attending a conference or seminar where the registration fee includes any
meal, that meal or any optional meal taken cannot be claimed on any expense report.
j. An allowance for incidental expenses may be claimed by Councillors, committee
members or staff. The amount paid will be the current rate approved by the Federal
Government for travel in Canada. Incidentals will only be paid if an overnight is
involved.
k. Detailed receipts showing amounts paid including taxes must be attached to expense
reports. Receipts for the following expenditures are not required:
Meal Allowances claimed per Policy Section 1(c)
Highway or Bridge Tolls
Accordingly, the standard work week for non-union employees is 35 hours per week
and 40 hours per week for unionized employees (per the Collective Agreement).
b) Provisions within the Collective Agreement for shift work supersedes the above-
noted hours of work for unionized employees. The Municipality’s Earned Days Off
SOP provides for variation on the daily hours worked, with eligible employees
working a compressed work week.
If more than one meeting is held in the same evening (i.e. Public Hearing and
Council Meeting), employees will only be compensated for the one primary meeting.
Employees will not be compensated for mileage or travel time to attend those
meetings. There shall be no equivalent time off from regular working hours for
attendance at these meetings.
3.0 Overtime
d) If the municipal offices are shut down due to weather after an employee has reported
to work, such time off for that employee shall be considered discretionary paid leave.
g) If an employee is hired and begins work between March 1 and April 1 of any
given year, the employee shall receive vacation pay on their last pay cheque
prior to April 1. The vacation pay will be at the rate of 4% of gross earnings.
h) If a holiday falls on a day when an employee is on vacation such employee will
receive an alternative day off with pay in lieu of the holiday at a time mutually
agreed between the employee and his/her supervisor.
i) Employees are expected to take all of their vacation leave during the vacation
year in which it has been earned unless the Chief Administrative Officer has
approved a carry-over. Employees must request in writing the carry over and
indicate the number of days as well as a reason for the vacation deferral.
j) Payment in lieu of unused vacation days is not provided, unless you are leaving
your employment.
k) Vacation entitlement is given to permanent salaried employees who have
successfully completed their probationary period in advance of it being earned.
Therefore if you leave the Employer, your vacation entitlement will be
calculated on a prorated basis. If an employee has taken more days than he or
she has earned, the value of those days will be deducted from the employee’s
final pay.
l) For an employee whose employment was terminated, unused vacation will be
calculated by the daily rate and term of employment. If an employee has taken
more days than he or she has earned the value of those days will be deducted
from the employee’s final pay.
m) Vacations shall be scheduled by the Department Head according to seniority
and operational requirements.
n) An employee who is entitled to less than twenty (20) days vacation may take a
maximum of ten (10) consecutive vacation days at one time. An employee who
is entitled to twenty (20) days or more vacation may take a maximum of fifteen
(15) consecutive vacation days at one time pending operational requirements.
… and any other day legally proclaimed as a holiday by the Federal, Provincial
or Municipal Government. The holiday shall be observed on the day in which it
falls unless the Holiday falls on a weekend, in which case an alternate day will
be designated.
b) Only employees who are actively working are entitled to be paid for holidays.
Employees on Workers Compensation and unpaid leaves of absence shall not
be paid for holidays. If an employee is sick on a holiday, the employee shall be
paid for the holiday but no sick pay shall be deducted.
c) Part-time employees shall receive holiday pay on a pro-rata basis.
rate of three quarters (3/4) of a day per month of sick leave accumulated following
the employee’s return to work.
1.7 If an employee is on paid vacation or holiday leave, sick leave credits will continue
to be granted according to this policy as if the vacation or holiday time were regular
time worked. If an employee is on sick leave, paid or unpaid by the municipality,
he/she will not be awarded or granted sick leave credits for that period of time. The
monthly award for sick leave benefit will be reduced by a prorated amount.
1.8 Employees are expected to make every effort to schedule their medical appointments
outside of normal work hours. When this is not possible, and at the discretion of their
supervisor, an employee may be granted time off with pay as discretionary leave, or
make up lost time by mutual agreement. If the medical appointment is out of town, a
reasonable amount of time to attend the appointment shall be deducted from the
employee’s sick leave if absence from work is over three hours.
http://bsa.canadabusiness.ca/gol/bsa/site.nsf/en/su07096.html
2.3 Civic Duties (the following was not formerly included in any Municipal Policy)
a) A leave of absence with pay and without loss of any benefits shall be given to
every employee, other than an employee on leave of absence without pay or
under suspension, who is required
to serve on a jury, or
by subpoena or summons to attend as a witness at any court or other legal
process where by law the employee is compelled to attend.
b) Any employee given a leave of absence with pay to serve on a jury shall have
deducted from his salary an amount equal to the amount that the employee
received for such jury duty exclusive of any travel allowance.
2.10 Absenteeism
a) Absenteeism shall not be confused with leaves of absence. All absences from
regular working hours shall be termed excused or non-excused. All approved
leaves of absence shall be classed as excused absences. Cases of unexcused
absences from work, such as continual reporting late to work, leaving early
from work or any unapproved absence during working hours, are matters of
performance appraisal and discipline.
e) The program is structured to allow employees choice in how they access EAP. The
administration and operation of the program is coordinated through the Chief
Administrative Officer. A brochure providing greater detail on the range of services
available under the EAP is available from the Director of Human Resources.
1.0 Responsibilities
1.1 The Council will:
a) review, amend and adopt changes to the Employee Training and Development
Policy
b) budget an amount of 3 and ½ percent of the total payroll annually toward the
training of staff and elected officials
b) ensure that programs provide employees with the necessary skills to meet
current and future job demands
c) assist the Chief Administrative Officer in monitoring the effectiveness of the
training, education, and professional development programs participated in by
the municipality's employees
d) ensure that all courses of training and professional development taken are
recorded on the appropriate employees' personnel files
e) emphasize the need for the ongoing development of staff and ensure that staff
development is undertaken in a planned and comprehensive fashion
f) recommend appropriate changes to the Employee Training and Development
Policy to the Chief Administrative Officer
g) regularly discuss training and development opportunities with other department
heads
h) coordinate and encourage cross-training efforts with other departments and / or
staff to ensure business continuity
2.2 Application
All employees who are applying for, or are requested to participate in, training and
development courses will complete the Application for Training (see Appendix A) in
consultation with their supervisors. Detailed descriptions of course content and
requirements should be attached to the application.
APPENDIX A
Educational Background
________________________________________________________________________
Location/Institution
_______________________________________________________________________
________________________________________________________________________
State why you believe that this particular program will prove beneficial to both yourself and the
municipality:
________________________________________________________________________
________________________________________________________________________
______________________________
Employee's Signature
Request for training is: ____ approved ____ not approved
Reason: _____________________________________________________________________
________________________________________________________________________
______________________________
Department Head's Signature
Pro-rated portion of cost on non-expired portion of the one year period. _________
_________________ _________________
Employee Witness
_________________
Date
8-10 Code of Ethics Standard Operating Procedure
Approval by CAO:
Supersedes:
Amended:
1.0 Responsibilities
1.1 The Council will:
a) review the Municipality's Code of Ethics Policy as required and make any
amendments considered appropriate
c) Employees should not exceed their authority, breach the law, or ask others to
do so, and should work in full co-operation with other public officials and
employees, unless prohibited from doing so by law or by formally recognized
rules of confidentiality.
d) Soliciting Appointments: Soliciting members of Council directly or
indirectly in order to obtain preferential consideration in connection with any
appointment to the municipality service will disqualify the candidate from
further consideration for the appointment.
e) Use of Public Property: No employee will request or permit the use of
municipal-owned vehicles, equipment, materials, or property for personal
convenience or profit, except where such privileges are granted to the general
public.
f) Obligations to Citizens: No employee will grant any special consideration,
treatment, or advantage to any citizen or group of citizens beyond that which is
accorded to all citizens.
g) Conflict of Interest: No employee, whether paid or otherwise, will engage in
any business transaction or have a financial or personal interest, direct or
indirect, which is incompatible with the proper discharge of their official duties
or would impair their independence of judgment or action in the performance
of their official duties. Personal interest, rather than financial, includes any
interest arising from family or marriage relationships or close business or
political associations. Over and above the provisions below, employees shall
follow the provisions of Conflict of Interest found within the Municipal
Government Act of Nova Scotia. The following are situations which constitute
conflicts of interest for municipal employees:
Incompatible Employment: No employee will engage in or accept
private employment or render services for private interests when such
employment or services are incompatible with the proper discharge of
their official duties or would impair his/her independence of judgement
or action in the performance of his/her official duties.
Disclosure of Confidential Information: No employee will, without
proper legal authorization, disclose confidential information concerning
the property, government, or affairs of the municipality; nor will he/she
use such information to advance the financial or personal interest of
him/herself or others.
Gifts and Favours: In keeping with established private-public business
practices, no employee will show favouritism or bias toward any
vendor, contractor, or others doing business with the municipality.
Employees are prohibited from accepting gifts or favours from any
vendor, contractor or others doing business with the municipality that
would tend to influence them in the proper discharge of their official
duties.
If an investigation finds an employee guilty of a breach of the Code of Ethics Policy, the
corrective action pursued against the employee will be commensurate with the nature and
severity of the violation.
4.0 Revisions
The Municipality's Code of Ethics Policy and/or the sections contained therein will be
reviewed and amended by Council, in consultation with the Chief Administrative Officer,
as required.
5.0 General
When administering this policy, employees must adhere to the Municipal Government Act
(MGA) or any other provincial Acts governing municipalities and all relevant legislation
pertaining to the subjects covered in this policy. The administration of this policy is
further subject to the provisions of applicable collective agreements for unionized
municipal employees.
1.0 Responsibilities
1.1 The Council will:
a) review, amend, and adopt changes to the Employee Conduct Policy
a) ensure that all employees, for which they are directly responsible, are aware of
the Municipality's Employee Conduct Policy
b) assist the department head and/or other department managers in the application
of the Employee Conduct Policy
c) take necessary corrective action as appropriate in accordance with the
Employee Conduct Policy
d) suggest to the department heads, changes to the Employee Conduct Policy
If the offense involves a form of discrimination and/or harassment, the alleged victim
of this offense may at any time contact the Provincial Human Rights Commission.
termination notice will make reference to previous corrective action and will
specify when the dismissal will take effect.
Other penalties, such as demotion or transfer, may be imposed. However, the ability
of the municipality to unilaterally impose these penalties may be limited by a
collective agreement. When such penalties are contemplated, the specific collective
agreement and the Chief Administrative Officer will be consulted and, if necessary,
union approval sought prior to the application of corrective measures.
1. Absence from duty without prior permission from the supervisor. The employee should
notify their department head or, if that is not possible, the Chief Administrative Officer
(prior to the start of their shift if possible), of the reasons for their absence and the expected
time or date of return. An exception may be in the case of sickness or other cause beyond
the control of the employee, which prevents obtaining prior approval.
2. Unauthorized leaving of the working area at any time without permission from the
supervisor
3. Neglecting job duties (e.g. reading for pleasure during working hours)
4. Repeatedly arriving late for work
5. Failure to commence work at the beginning of the work period, and/or leaving prior to the
end of the work period without permission
6. Creating or contributing to unsanitary or unsafe conditions in the workplace
7. Use or possession of the municipality’s property/equipment without authorization
8. Willful failure to respond to legitimate requests for work to be undertaken
9. Unauthorized stopping of work or making preparations to leave work prematurely
10. Distracting the attention of others, or causing confusion by unnecessary shouting or
demonstration on the job
11. Where the operations are continuous, an employee leaving his/her post at the end of a
scheduled shift, before being relieved by his/her supervisor or relieving employee on the
incoming shift
12. Failure to immediately report any personal injury or equipment damage to supervisor
13. Unsatisfactory work and/or failure to maintain required standards of performance
14. Any violation of any of the municipality's recognized policies
15. Failure to report loss of any certification required to carry out the performance of the job
(i.e. driving license)
1. Careless or willful neglect in the performance of assigned duties or in the care, use or
custody of any of the municipality’s property; abuse, or deliberate destruction in any manner
of municipal property, tools, equipment, or the property of other employees
2. Altering another employee's time card or unauthorized altering of own time card
3. Falsifying testimony when accidents are being investigated; falsifying or assisting in
falsifying staff or other records; giving false information or withholding pertinent
information in making an application for employment
4. Making false claims or misrepresentations in an attempt to obtain sick leave, accident
benefits or Workers' Compensation benefits
5. Bookmaking or gambling of a similar serious nature
6. Theft, damage or destruction of property belonging to the municipality or to other employees
7. The sale or use of illegal substances during working hours
8. Fighting or attempts to injure another employee, or threats to do so
9. Possession of firearms, explosives or weapons on municipal property at any time
10. Conviction of a indictable offence
11. Misuse or removal of information such as blueprints, lists, municipal records or confidential
information of any nature, or revealing such information without prior written authority from
the municipality
12. Instigating, leading, or participating in any illegal walkout, strike, or other such
demonstration
13. Any proven violation of the Municipality's Sexual Harassment Policy and Workplace
Harassment Policy
14. Dishonesty or any dishonest action as defined by the Municipality's Code of Ethics, e.g.
breach of confidentiality or conflict of interest
1.0 Responsibilities
1.1 The Council will:
a) Review, amend, and adopt changes to the Sexual Harassment Policy.
2.0 Procedure
Informal Resolution Options:
2.1 Communicating concerns directly to the alleged harassor:
Any employee who feels that he/she is being harassed is encouraged to make it
known to the harassor that his/her behavior is unwanted. The employee should
inform the harassor, clearly and directly, that their behavior isn’t welcome and must
stop. This may be done verbally, or in writing. If in writing, a copy of the letter
should be kept by the complainant.
Or
2.2 Communicating concerns to supervisors or designate of their choice:
If the complainant feels comfortable, he/she may discuss concerns relating to sexual
harassment with their immediate supervisor or a designate of their choice and request
their assistance in resolving the situation. Again, the complainant should inform the
alleged harassor clearly and directly that their behavior isn’t welcome and must stop.
The complainant should keep a record of the discussion and if the concerns are
communicated in writing, keep a copy of the correspondence.
3.2 Upon receiving a complaint, managers are responsible for taking immediate action
by referring the complaint to the Chief Administrative Officer (or designate).
3.3 When a formal written complaint signed by the complainant is filed, the Chief
Administrative Officer (or designate) will notify the appropriate Department Head.
A copy of the formal complaint will be given to the respondent named in the
complaint. The respondent will be given a copy of the policy and will be advised of
Human Resource Standard Operating Procedures Page 116
Human Resource Standard Operating Procedures
the right to retain their own legal counsel or be represented by any other person when
he/she is required to be present during the process.
3.4 The complainant will be advised of the availability of counseling and support
services through the municipal Employee Assistance Program and be provided with
advice and assistance on how to deal with the situation. The seriousness of the
complaint and the action and consequences may result in the following:
a) the right to file a complaint with the Nova Scotia Human Rights Commission;
b) the right to report the incident(s) to the police where there is an indication that
a criminal offense was committed;
c) the right to report the incident to their union and/or file a grievance;
d) the right to retain and be represented by their own legal counsel or other person
of choice.
3.5 Every formal complaint will be investigated. The investigation of the complaint will
be assigned to a committee of two. This will be comprised of the Chief
Administrative Officer (or designate) and one other person who shall not be an
employee in the same department as the complainant or the alleged harassor.
3.6 The investigators will interview the complainant, the respondent, other individuals
relevant to the case and review any related documentation. If the allegations are
substantiated, the complaint will be resolved in the following manner:
a) the seriousness and the effects of the offense will be discussed with the
offender;
b) the offender must agree to the following steps:
the harassment must stop without any repercussions to the complainant;
the complainant must be given a verbal or written apology as appropriate
to the circumstances and the promise that the action will not recur;
appropriate disciplinary action will be taken as per the advice of the
municipality’s legal advisor.
3.7 In the event that the investigators are not in agreement on the result of the
investigation, the complaint and investigation results will be submitted to the Chief
Administrative Officer for further consideration and action.
3.8 In the event the complainant is not satisfied with the results of the investigation,
he/she may:
a) submit the complaint and investigation results to the Chief Administrative
Officer for further consideration and action;
and/or
b) contact the Nova Scotia Human Rights Commission;
4.0 Records
4.1 If sexual harassment has been substantiated, the incident will be documented in the
offender’s personnel file. No formal record will be kept if the allegation is not
substantiated.
4.2 All records pertaining to investigation will be maintained by the director of Chief
Administrative Officer (or designate) in a confidential file.
Definition
Endorsement
An effective policy should have the employer's endorsement of its importance, such as a
statement issued by senior management stating that sexual harassment will not be tolerated in
the workplace and that it is against the law.
Information
In order to obtain the benefit of a policy, all staff must be made aware of the policy and be
provided with an opportunity to discuss the policy. This can be done through workshops.
Once a policy is adopted, a copy of the policy should be provided to all employees.
If the policy includes a procedure for internal investigations, the employer should ensure that
those designated to investigate complaints of sexual harassment have a good understanding
of the policy and are trained in carrying out their functions.
If possible, designate two or three individuals to hear complaints. These individuals should
be viewed by other employees as being neutral and should have the authority to take action.
An employee can contact the designate he/she prefers. It is important for an employee to feel
that he/she will receive a fair hearing.
Any employee who feels he/she is being harassed is encouraged to make it known to the
individual concerned that the behaviour is unwanted. If the employee is not comfortable
confronting the individual, the employee can contact a more senior employee and request the
matter be addressed.
Complaints are to be handled in confidence and individuals are to be protected from any
form of retaliation. The investigation should be conducted as soon as possible and every
effort should be made to resolve the matter.
Both the complainant and the person alleged to be committing the action are to be
interviewed separately. Any other individuals who may have relevant information regarding
the allegation should also be interviewed.
The policy should provide for disciplinary action if the evidence supports the allegation.
This may include suspension or dismissal. An incident report should be placed in the
appropriate personnel files.
Any individual who participated in the complaint process is to be protected from any form of
retaliation.
* These guidelines were taken from the Nova Scotia Human Rights Commission, Guidelines
for an Effective Sexual Harassment Policy.
1.0 Responsibilities
1.1 The Council will:
a) Review, amend, and adopt changes to the Workplace Harassment/
Discrimination Policy.
2.0 Procedure
Informal Resolution Options:
2.1 Communicating concerns directly to the alleged harassor:
Any employee who feels that he/she is being harassed or discriminated against is
encouraged to make it known to the harassor that his/her behavior is unwanted. The
employee should inform the harassor, clearly and directly, that their behavior isn’t
welcome and must stop. This may be done verbally, or in writing. If in writing, a
copy of the letter should be kept by the complainant.
Or
2.2 Communicating concerns to supervisors or designate of their choice:
If the complainant feels comfortable, he/she may discuss concerns relating to
harassment and/or discrimination with their immediate supervisor or a designate of
their choice and request their assistance in resolving the situation. Again, the
complainant should inform the alleged harassor clearly and directly that their
behavior isn’t welcome and must stop. The complainant should keep a record of the
discussion and if the concerns are communicated in writing, keep a copy of the
correspondence.
3.2 Upon receiving a complaint, managers are responsible for taking immediate action
by referring the complaint to the Chief Administrative Officer (or designate).
3.3 When a formal written complaint signed by the complainant is filed, the Chief
Administrative Officer (or designate) will notify the appropriate Department Head.
A copy of the formal complaint will be given to the respondent named in the
complaint. The respondent will be given a copy of the policy and will be advised of
the right to retain their own legal counsel or be represented by any other person when
he/she is required to be present during the process.
3.4 The complainant will be advised of the availability of counseling and support
services through the Municipality’s Employee Assistance Program and be provided
with advice and assistance on how to deal with the situation. The seriousness of the
complaint and the action and consequences may result in the following:
a) the right to file a complaint with the Nova Scotia Human Rights Commission;
b) the right to report the incident(s) to the police where there is an indication that
a criminal offense was committed;
c) the right to report the incident to their union and/or file a grievance;
d) the right to retain and be represented by their own legal counsel or other person
of choice.
3.5 Every formal complaint will be investigated. The investigation of the complaint will
be assigned to a committee of two. This will be comprised of the Chief
Administrative Officer (or designate) and one other person who shall not be an
employee in the same department as the complainant or the alleged harassor.
3.6 The investigators will interview the complainant, the respondent, other individuals
relevant to the case and review any related documentation. If the allegations are
substantiated, the complaint will be resolved in the following manner:
a) the seriousness and the effects of the offense will be discussed with the
offender;
b) the offender must agree to the following steps:
the harassment and/or discrimination must stop without any
repercussions to the complainant;
the complainant must be given a verbal or written apology as appropriate
to the circumstances and the promise that the action will not recur;
appropriate disciplinary action will be taken as per the advice of the
municipality’s legal advisor.
3.7 In the event that the investigators are not in agreement on the result of the
investigation, the complaint and investigation results will be submitted to the Chief
Administrative Officer for further consideration and action.
3.8 In the event the complainant is not satisfied with the results of the investigation,
he/she may:
a) submit the complaint and investigation results to the Chief Administrative
Officer for further consideration and action;
and/or
b) contact the Nova Scotia Human Rights Commission;
4.0 Records
4.1 If harassment and/or discrimination has been substantiated, the incident will be
documented in the offender’s personnel file. No formal record will be kept if the
allegation is not substantiated.
4.2 All records pertaining to investigation will be maintained by the director of Chief
Administrative Officer (or designate) in a confidential file.
1.0 Responsibilities
1.1 The Council will:
a) review, amend, and adopt changes to the Employee Grievances Policy
2.1 The causes for grievance may include, but are not limited to, the following:
a) lack of an established municipal or departmental policy or procedure
b) a municipal or departmental policy or procedure which is perceived to be
unfair or causes the employee a hardship or concern
c) a deviation from an accepted municipal or departmental policy or procedure
d) disagreement or misunderstanding with another employee, a supervisor, or a
department head
e) a discretionary action of the department or the municipality in the application
and/or interpretation of the policies, procedures, rules or regulations of the
municipality or the department
2.3 Application
a) This policy will apply to all employees of the municipality not covered by a
collective agreement.
b) Any conflict, or overlap in this policy, pertaining to employees of the
municipality covered by collective agreements will be subject to the provisions
of the applicable collective agreement.
1.0 Responsibilities
1.1 The Council will:
a) review, amend, and adopt changes to the Performance Appraisal Policy
b) annually review the performance of the Chief Administrative Officer in
accordance with the CAO’s employment contract and specific references
within the Municipal Government Act
b) managers and supervisors will be provided with an orientation session so that each
may become thoroughly familiar with the performance appraisal system adopted by
the municipality.
The formal evaluation form will be signed by the employee and supervisor
following the interview and discussion.
Following the formal interview between the employee and the supervisor, the
completed form will be forwarded to a reviewing officer (usually the
department head or the Chief Administrative Officer). The reviewing officer
will examine the performance appraisal report against the standard expected of
the employee and add any remarks to the form.
c) Appeals: Employees, who feel that their overall rating does not represent a
trial evaluation of their performance over the new period, should try to resolve
these differences with their supervisor. If an informal agreement cannot be
reached, the employee will be given the opportunity to appeal, in writing, to the
Chief Administrative Officer (or some other designated official), within 15
days of the interview.
d) Department Heads’ Reports: The department heads will report to the Chief
Administrative Officer on:
completion of the annual formal performance appraisal for each employee
in their respective departments
overall results of the performance appraisal process
the steps to be taken to improve the performance of departmental
employees during the upcoming year ( i.e. recommended training and
development activities or changes in the quantity or allocation of work
undertaken)
e) Effect on Salary: it is essential that changes in salary / wage rates be directly
tied to the ongoing process of performance appraisal:
Employees receiving a satisfactory evaluation rating may be eligible for a
salary increment.
Employees receiving an unsatisfactory evaluation rating will not be
eligible for a salary increment.
Employees receiving an outstanding evaluation rating may be eligible for
a salary increment, and may receive further considerations in the form of
promotion or special awards.
Assessment Description
Exceeds position requirements Exceeds most position requirements
Fully satisfactory Meets all position requirements and may
exceed in some.
PART 1 - OBJECTIVES FOR REVIEW PERIOD (to be completed at the beginning of each review period)
Competency Potential supplier Course Title Desired start date Desired completion
date
Global rating:
Employee’s Comments:
Signed: Date:
Supervisor’s comments:
Signed: Date:
1.0 Responsibilities
1.1 The Council will:
a) review, amend, and adopt changes to the Human Resource Records Policy
General Administration
appropriate medical records (physicians' certificates for the purposes
of sick leave, Workers' Compensation benefits, and specific physical
requirements for specific jobs)
Municipal Emergency Plan
program planning documents
Job Descriptions
organizational charts
job description forms
advertisements
workforce planning
re-employment file
applicant supply file
exit interview questionnaire form
recruitment correspondence
information concerning positions and person-hours
requests for transfer
probationary review form
employee orientation package
Employee Relations
grievance records
corrective actions
negotiated agreements
awards of recognition
2.2 Release of Information to the Public and to Government Organizations under the
Freedom of Information and Protection of Privacy Act
Verification of employment for credit purposes might include telephone and mail
enquiries. These requests should be answered according to the following criteria:
a) the response may include job title, salary range, and benefits
b) the response will not outline any additional confidential employee information
unless prior written authorization is given by the employee.
1.0 Responsibilities
1.1 The Council will:
a) review, amend, and adopt changes in the Municipality’s Awards of Recognition
Policy
All employees will become familiar with the Municipality's Awards of Recognition Policy
1.0 Responsibilities
1.1 The Council will:
a) review, amend, and adopt changes to the Exit Questionnaire and Interview
Policy
EXIT INTERVIEW
NAME: DATE:
POSITION:
Comments:
2. Were the conditions of work, salary, hours of work and other benefits, clearly explained to you?
YES ( ) NO ( )
Comments:
3. Did you know who your immediate supervisor was - the person to whom you reported and from
whom you were to receive instructions? YES ( ) NO ( )
Comments:
6. When you needed information to do your job, were you able to get it easily?
YES ( ) NO ( )
Comments:
7. When you had a suggestion about doing your work, could you discuss it easily with your
supervisor? YES ( ) NO ( )
Comments:
8. Did your supervisor handle your concerns or complaints as well as he/she should have?
YES ( ) NO ( )
Comments:
9. What suggestions do you have which will make this a better place to work?
10. What were some things that you enjoyed about working here?
INTERVIEWEE'S COMMENTS:
( ) Discharge
( ) Work unimportant
( ) Leaving area