The attached
Personnel Policies were
developed over a period of time in order to clearly
state the procedures,
expectations, working conditions and responsibilities
for each employee at the
YWCA. These guidelines and practices contribute not
only to the quality of our
work force but also to the strength of our
programs.
The provisions
contained in these policies
supersede and replace all previous employee
guidelines, policies, practices and
procedures. Exceptions to these provisions may be only
with the authorization
of the Board of Directors.
These policies are
intended to accommodate
our changing environment. We reserve the right to
change these policies, except
for the policy of employment at will, with or without
notice. We will endeavor
to inform all of our personnel of changes
promptly.
The mission of the
YWCA is the empowerment
of women and the elimination of racism. We place high
value on bringing
together a racially and ethnically diverse work force,
on maintaining high
standards of working conditions, and in achieving
quality programs meeting the
needs of our community. We believe these policies help
us achieve these goals.
Please read these
policies carefully and ask
for clarification if you do not fully understand them.
Complete the employee
acceptance form (page 20) and return it to the
Executive Director. Retain these
policies for future reference.
Thank you very
much.
Sincerely,
Executive
Director
YWCA Personnel Policies
(June
1996)
CONTENTS
I. ADMINISTRATION OF
PERSONNEL
POLICIES
A. Personnel
Administration
II. EMPLOYEE CLASSIFICATIONS
A. National Fair
Labor Standards Act
III. AFFIRMATIVE ACTION POLICY AND PLAN
A. Policy
IV. EMPLOYMENT REQUIREMENTS
A. Job Requirements
V. WORKING ARRANGEMENTS
A. Orientation
VI. COMPENSATION AND BENEFITS
A. Salary
E.
Leaves
VII. PERSONAL CONDUCT OF EMPLOYEES
A. Harassment
VIII. PROGRESSIVE DISCIPLINE
A. Counseling and
Disciplinary Procedures
IX. TERMINATION OF EMPLOYMENT
A. Voluntary
Resignation
X. PERSONNEL RECORDS
A. Personnel File
Maintenance
I. ADMINISTRATION OF PERSONNEL POLICIES
A. Personnel Administration in the YWCA is shared by the Board of Directors, the Personnel Committee, the Personnel Committee Chair, the Executive Director and other supervisory staff.
1 . The Board of Directors employs the Executive Director and provides for the employment of other staff by delegating the responsibility to the Executive Director; assumes final responsibility for the adoption of Personnel Policies, job classifications and salary ranges as recommended to it by the Personnel Committee; adopts and reviews yearly the Affirmative Action Plan; acts on special situations not covered by the personnel policies; sees that the legal requirements of employers are met.
2. The Executive Director serves as Agent of the Board of Directors in the employment, deployment and separation of staff in accordance with approved policies and procedures; administers and interprets approved personnel policies; serves as staff associate to the Personnel Committee; and maintains confidential personnel records for all staff.
3. Other Supervisory Staff may be delegated various parts of personnel administration with staff they supervise including sharing in the selection process, completing performance appraisals, and interpreting and administering approved Association Personnel Policies.
B. Changes in Personnel Policies are made by the Board of Directors acting upon recommendation of the Personnel Committee. Suggestions by volunteers or staff shall be directed to the Personnel Committee.
II. EMPLOYEE CLASSIFICATIONS
A. Exempt and non-exempt status is determined under the Fair Labor Standards Act of 1938, as amended, and state wage and labor laws.
1. Exempt Employees are those classified in executive, administrative or professional positions that involve a high degree of discretion and independent judgment. Exempt employees do not receive compensation for overtime.
2. Non-Exempt Employees are those subject to hours of work and overtime pay provisions of the Fair Labor Standards Act.
B. Job Categories in the YWCA include the following:
1. New Hire Employees: Regular employees in the first 90 days of employment. New hire employees are eligible for the same benefits they would receive as regular employees with the following exceptions. New hire employees may accrue sick and vacation pay during the first 90 days of employment, but are not eligible to use that accrued pay until successful completion of the new hire period.
2. Regular Full-Time Employees: Work a 40-hour week and have completed the new hire period. Full benefits are provided.
3. Regular Part-time Employees: Work regularly 20 hours or more weekly (but less than 40 hours weekly) and have completed the new hire period. Full benefits (pro-rated) are provided.
4. Regular Hourly Employees: Work regularly less than 20 hours per week and have completed the new hire period. Benefits provided are Social Security, Unemployment Insurance, Worker's Compensation, and State Disability Insurance.
5. Temporary Employees: Those employed on a short-term basis for a specified task and period of time usually to provide temporary replacement services. Benefits provided are Social Security, Unemployment Insurance, Worker's Compensation, and State Disability Insurance.
III. AFFIRMATIVE ACTION POLICY AND PLAN
A. It is the policy of the YWCA to provide equal employment opportunity to all people without regard to race, color, religion, national origin, age, sex, handicap or sexual preference.
This policy is both a legal and a social commitment. It supports the National YWCA's One Imperative: "to thrust our collective power toward the elimination of racism wherever it exists and by any means necessary". It complies with state and federal laws and regulations.
Our goal is to reach and maintain parity with the women and persons of color profile as reflected in our service area.
B. The 'YWCA has adopted and reviews yearly an Affirmative Action Plan which:
1. Analyzes current employment and volunteer leader utilization of women and persons of color;
2. Sets goals and timetables to improve utilization of women and persons of color where under utilization is identified;
3. Reviews jobs to ensure that stated requirements are appropriate to the job;
4. Seeks to eliminate institutional barriers to hiring and promotion of women and persons of color and to their utilization in the volunteer leadership;
5. Aggressively seeks candidates who are persons of color and women from within the YWCA and the community at large; and
6. Continuously evaluates progress toward the goals.
C. Programs
1. Recruitment
Recruitment is designed to reach all segments of the community. Direct initiative is taken to make certain that persons of color and women candidates are identified, made familiar with available positions and encouraged to apply.
2. Training
Learning opportunities leading to more responsible positions are made available to all staff on a planned basis.
3. Promotions
a. Job openings are announced internally in order that staff members are aware of these positions and may apply directly.
b. A review of current staff is made to see who may be eligible for promotion when a vacancy occurs.
IV. EMPLOYMENT REQUIREMENTS
A. Job Requirements
Staff shall be employed on the basis of skills and experience or assessed potential to meet job requirements. Staff must be willing to accept responsibility for implementing the Purpose, the Imperative, Programs for Action as defined and accepted by the YWCA National Convention, and the goals and objectives adopted by the YWCA�s Board of Directors.
B. Membership
The Executive Director shall be a member or associate of the YWCA.
C. Conditions
Employment at the YWCA is on an "at-will" basis. For any or no reason either the YWCA or the employee may terminate employment at any time.
D. Employment Relationships in the Workplace
It is the YWCA's belief that all qualified applicants should be considered for employment and not denied employment solely on the basis of a family/roommate relationship with a current employee. However, it is the normal policy that spouses, roommates or relatives not work for each other or in the same department. Any exception will be decided on a case-by-case basis.
E. Letter of Employment
A letter of employment is signed by both the staff member and the Executive Director at the time of hire. Two copies are sent to the employee who signs and returns the original.
This letter informs the employee of job title and job classification, beginning salary and salary range for the position, and the starting date. Provisions for payment of moving expenses for the Executive Director are usually included if applicable.
A job description and a copy of the Personnel Policies are also provided to the employee. By signing the letter of employment and returning it to the YWCA, a staff member signifies acceptance of the responsibilities of the job for the duration of his or her employment.
F. Position Certification
The employee will provide evidence of fingerprinting, Red Cross certification, TB test or any other required position certification.
G. Personal Appearance
Employees represent the YWCA and professional dress is required at all times. What is appropriate may vary by department, amount of public contact, safety, indoor or outdoor work and other circumstances.
H. Use of Car for YWCA Business
All employees who use their own vehicles for YWCA business must furnish evidence of compliance with the minimum insurance requirements under the laws of the State of California and must have a valid California drivers license.
I. National YWCA Training
The Executive Director must participate in National YWCA training within the first year of employment. Other staff will be encouraged to participate in National YWCA training.
J. Retirement Fund
Participation in the National YWCA Retirement fund is a condition of employment for all staff who work 1,000 hours or more per year. Participation begins two years after the start of employment.
The National YWCA retirement fund provides protection for retirement, death and disability. The retirement fund is a non-contributory 401(a) pension plan.
K. INS Certification
At the time of hire the employer is required to verify that every new employee is either a U.S. citizen or is authorized to be employed in the U.S. Both the employer and the employee must complete the INS form 1-9.
V. WORKING ARRANGEMENTS
A. Orientation
Orientation for new employees will include history of the YWCA - local, national and world; an opportunity to understand the structure and line of accountability of the YWCA; an opportunity to meet other members of the staff and appropriate Board and committee members; and an opportunity to discuss how to utilize their skills and experience in their job.
B. New Hire Period
The 90 day new hire period will be used for in-service training and evaluation. During this period, unsatisfactory performance will be called to the employee's attention in writing. Employment may be terminated with or without notice as the immediate supervisor and Executive Director determine. The termination of employees during the new hire period will not be subject to the grievance procedure set forth in these policies, nor will a terminated employee have any right of recourse to the Association through its internal procedures.
At the end of the new hire period an appraisal will be made by the supervisor and if satisfactory, a recommendation for regular status with the YWCA will be made.
Successful completion of the new hire period does not guarantee continued employment.
C. Staff Development
1. Overall Plans
Plans for staff development are made by the Executive Director and the employee at the date of hire and are reviewed and revised yearly.
The employee's responsibility includes satisfactory completion of the annual development plans.
2. Supervision
The Executive Director will designate supervisors for all employees.
The objective of supervision in the YWCA is effective employee performance which leads to fulfillment of the organization's purpose.
Supervisory conferences will be scheduled on at least a monthly basis.
3. Training
Participation of staff in national, regional and local training events, conferences, seminars and workshops is considered a contribution to the work of the Association and an opportunity for staff development. The number and the type of training events shall be approved by the Personnel Committee according to the specific Association needs and the budget. Authorization for such attendance must be given by the Executive Director or, in the case of the Executive Director, by the Board of Directors.
4. Job Performance Appraisal
The purpose of the performance appraisal is to serve as the basis for determining different work assignments, salary, continued employment, productivity in relation to the job description, and contribution to the growth and development of the staff member.
The performance of each new employee will be reviewed in frequent supervisory conferences at least monthly. There will be a written performance appraisal at the end of the new hire period which will be reviewed with the employee.
The performance of all regular employees will be reviewed in supervisory conferences held throughout the year. An annual written performance appraisal will be prepared by the immediate supervisor, approved by the Executive Director and discussed with the employee.
The performance of the Executive Director will be reviewed by a special committee of the board yearly. The committee is appointed by the president in consultation with the Executive Director and chaired by the Personnel Committee Chairperson. It includes the President and two or three other Board members who work closely with the Executive Director. Upon completion, the committee chair reports at the next Board meeting that the appraisal has been completed and the appraisal committee is dissolved.
5. Advancement
When vacancies occur or new positions are created, the current staff shall be notified and if they meet the job requirements, encouraged to apply.
Positions will be posted in-house and publicly according to the Affirmative Action Plan.
The final decision regarding selection will be made by the Executive Director or her designee.
D. Work Hours
1. The standard work week for full-time employees is 40 hours, usually worked in five days of 8 hours each. Employees working an 8-hour day will have an additional non-paid hour free daily for meals.
The basic work week commences at 12:01 on Sunday morning and ends at 12:00 midnight the following Saturday.
Two 1 0-minute rest breaks are authorized during each 8-hour work day. This time is allotted as a break during the regular work day and may not be used for late arrival or early departure and may not immediately precede or follow the lunch hour.
Employees will usually have two consecutive days off each week. These days will normally, but not necessarily, be Saturday and Sunday.
For exempt employees, the work week schedule may be flexible.
2. Overtime Compensation will be paid to non-exempt employees who work more than 8 hours per day or 40 hours in one week. Overtime compensation will meet legal requirements and will be one and one-half times the usual rate of pay for regular work days and two times the base pay on holidays.
Exempt employees do not receive overtime pay. Because of the nature of their work, their work week may vary. From time to time, overtime can be expected in fulfilling job responsibilities.
3. Time sheets must be kept by all employees. Time sheets will be submitted on the 10th and the 25th of the month by hourly staff and on the last working day of the month by all others. Time sheets must be signed by supervisors and turned in to the controller. The controller shall not issue checks without approved time sheets. Any exceptions must be approved by the Executive Director.
E. Pay Periods
Pay checks will be issued on the 1st and the 16th day of each month. When these dates occur on a Saturday, Sunday or holiday, pay checks will be issued on the immediately preceding regular work day.
VI. COMPENSATION AND BENEFITS
A. Salary
Salary ranges are established by the Personnel Committee and approved by the Board for all job classifications. Salary ranges are reviewed annually by the Personnel Committee.
Jobs are classified by level, taking into account the degree of responsibility, level of academic or special training required, necessity for exercising independent judgment, number of people supervised, scope of program and size of budget.
Each employee is informed by the Executive Director at the time of hire and annually as to his or her job classification, current salary, and salary range.
Salaries are reviewed annually.
Payroll deductions may be made at the request of the staff member for any or all of the following: additional payments to the National YWCA Retirement Fund; contributions to the 'YWCA; or contributions to the United Way.
B. Job Expense
Approved expenses related to performance of duties shall be reimbursed.
Expenses must be authorized in advance. They may include officially representing the YWCA in the community, attending meetings, conferences or conventions and may include travel, housing and meals, registration and tuition costs.
Reimbursement for mileage shall be at the rate of $.26 per mile.
Employees may receive per them payments beyond reimbursed expenses. Per them of $12 per day is paid for meetings, trainings or conferences away from the work site which last more than twelve hours, including travel time.
All requests for reimbursement and per them must be recorded on the appropriate form, certified by the employee, approved by the employee's supervisor, and submitted to the controller with vouchers and receipts attached.
C. Holidays
1. The following holidays shall be observed:
New Year's Day
Martin Luther King's Day
President's Day
Memorial Day
Independence Day
Labor Day
Veteran's Day
Thanksgiving Day
Day after Thanksgiving
Christmas Day
Dates will follow federal holiday schedule.
Two floating holidays will be given each year. The YWCA will decide the dates for those holidays each year. The designated days will usually be during holiday periods. For business reasons they may be different days within or among departments.
2. When any of these holidays falls on a Sunday, the following Monday will be considered a holiday.
When any of these holidays falls on a Saturday the preceding Friday will be considered a holiday.
3. Holidays are a paid benefit. Employees who are in the new hire period are eligible for these holidays.
4. Holidays will be paid at the employee's regular rate of pay.
5. Regular part-time employees are given prorated pay for holidays only when the holidays fall on regularly scheduled work days.
6. Holidays which occur while an employee is on vacation or sick leave will not count as a day of vacation or sick leave.
D. Vacation
Vacations are based on length of service within the calendar year-- January 1st through December 31st.
Vacations with pay shall be provided for all staff who work half time or more. Vacations will be prorated for staff working less than full time or less than a calendar year.
For exempt and non-exempt staff, annual vacation is as follows:
1 and 2 years of completed service 10 days
3, 4, 5 years of completed service 12 days
6, 7, 8, 9, years of completed service 15 days
10 years and up of completed service 20 days
Vacations are scheduled in consultation with the supervisor in relation to the job responsibilities and approved by the Executive Director. Effort will be made to schedule vacation at the time desired by the staff member.
Vacations are earned and if not taken prior to leaving the Association will be included in the final paycheck. Any requests for unearned vacation: 1) must have prior approval from the Executive Director; and 2) must have a prior written notice filed in the employees file (see E.D. for form). Salary for unearned vacation taken prior to termination will be deducted from the final paycheck.
Vacation days occur from the date of hire but cannot be taken until successful completion of the new hire period unless specifically approved by the Executive Director.
Vacation cannot be accumulated for more than two years. As soon as the unused total drops below the maximum allowance, weekly accruals will resume. For example, an employee in the third year may not accumulate more than 22 days.
E. Leaves
1. Sick leave
Regular full-time employees accrue 15 paid sick leave days per year. Sick leave may be accumulated up to 60 working days. Sick leave benefits will be prorated for part-time employees working over 20 hours per week.
Sick leave cannot be used for vacation.
Sick leave may be used for medical and dental appointments.
Employees may apply up to three days of sick leave per year to handle emergency care of immediate family members when the presence of the employee is required.
When an employee has missed five consecutive work days, a doctor's statement will be required to verify illness and ability to return to work.
Employees leaving the Association are not paid for unused sick leave.
When in the judgment of the Executive Director an employee's health condition appears to interfere with job performance, the Executive Director may, with the approval of the employee, consult with the employee's physician. The employee may be asked to have an examination by a qualified medical practitioner with a confidential report sent to the Executive Director. The expense of any such examination requested will be borne by the Association.
2. Life Threatening Illness
An employee diagnosed with a life threatening illness may continue working as long as he/she is able to perform the job satisfactorily and so long as the best medical evidence indicates that continued employment does not present a health or safety threat to the employee, other employees or clients.
Confidentiality of employee medical records, consistent with accepted legal, medical and management practices, will be maintained.
3. Personal leave
Two days off (prorated for part-time staff) without pay may be granted annually for family responsibilities, religious observances or other private matters. This leave is not cumulative and must have prior approval of the Executive Director.
4. Family Emergency leave
Three paid days off (prorated for part-time staff) per year may be granted for critical illness or death in the immediate family. Immediate family is defined as husband, wife, significant other, mother, father, sister, brother, child, mother-in - law, father-in-law, or relatives living under the same roof.
5. Jury Duty Leave
Employees are allowed up to ten working days for jury duty. The YWCA will pay the difference between the jury pay received and the employee's regular rate of pay for each regularly scheduled work day while on jury duty. Any exception to this policy will be at the discretion of the Executive Director.
6. Military Duty Leave
Employees are allowed ten working days for annual military duty. If the military pay is less than the employee's regular YWCA pay, the YWCA will pay the difference.
7. Medical Leave of Absence
After an employee has been on sick leave more than 15 consecutive working days, the employee will be placed on a medical leave of absence. During the medical leave of absence the employee does not earn vacation or sick pay and is temporarily withdrawn from the National YWCA retirement program. The YWCA will continue payment of the employee's medical insurance premiums during the leave of absence. An employee on medical leave due to a non-work related condition should apply to the State of California for short-term disability.
Leaves of absence are for a maximum of four months, except as required by law. Under special circumstances a leave may be extended. It is the YWCA's expectation that an employee on a leave of absence plans to return to work. Failure to return to work after four months, except as required by law, is considered an involuntary termination.
In the case of extended illness or pregnancy the employee may apply in writing to the Executive Director for medical leave.
The employee may return to the same position, if it is available, or to a substantially similar position. If the return to work date coincides with program reductions for economic reasons, the returning employee will be evaluated as if he/she had returned to work.
Date of return to work should be planned and be mutually acceptable to the Association and the employee. A medical statement certifying ability to return to work is required.
8. Leave of Absence without pay
On rare occasions, leave without pay may be granted for not less than one week nor more than three weeks. This shall be handled on a case by case basis at the discretion of the Executive Director.
During leave without pay, the YWCA will pay all the benefits if one week is taken off, but will deduct health benefits from the employee's paycheck if more than one week is taken off.
The employee does not accumulate sick leave or vacation benefits during leave without pay.
F. Medical Plans
The YWCA provides participation in the Kaiser Health Plan. The YWCA pays full annual premiums for full-time staff and pro-rated premiums for part-time staff members who work over 20 hours.
Family members of employees eligible for the Kaiser Health Plan may be covered in the Health Plan; the employee shall pay the additional premiums.
If alternate health plans are available through the United Way, an employee may select one if he/she pays any cost differential.
G. Retirement
Age of retirement is governed by Federal and State regulations which prohibit the involuntary retirement of employees merely because of age. Continued employment shall be based on the demonstrated ability to perform the job at a satisfactory level.
All regular exempt and non-exempt staff members who work 1,000 hours or more per year are required to participate in the National YWCA Retirement Fund. The National YWCA Retirement Fund is a non-contributory 401(a) pension plan. Participation will begin two years after the start of employment.
When an employee, who is already a Retirement Plan participant through YWCA employment elsewhere, begins employment at the YWCA, the Association will begin contributions to the Retirement Plan at date of hire.
H. Social Security
All regular employees are covered by the Federal Social Security Act and its amendments.
I. Other Insurance
All staff are covered by:
1. Short term Disability Insurance which is to protect against short term loss of wages due to non-work related illness or injury.
2. Workers' Compensation which is provided all employees for injuries sustained by employees in the course of duties assigned. Employees must immediately report to their supervisors any injury. Workers' compensation insurance covers the employee's medical expenses and provides temporary or permanent disability benefits, depending on the nature and seriousness of the injury or illness.
3. Unemployment Insurance: The YWCA is a covered employer under State Unemployment Insurance Law. Eligibility for unemployment insurance benefits is determined by the state upon application.
J. Special YWCA Staff Benefits
1. Classes: Each employee working 20 or more hours per week may receive one free YWCA class per session provided the class has met its minimum enrollment. The class may be for the employee or the employee's spouse or child. Classes must be taken on employee's own time.
2. Child Care: Employees wishing to utilize the YWCA's Child Care Center on a regular daily basis must have prior approval of the Executive Director and the Child Care Center Director and will pay full fees less a one-third discount. Employees are encouraged to have adequate child care and a back-up plan. The YWCA's child care center may be utilized in an emergency upon approval of the Executive Director and payment of fees.
3. Babies at the work site: Upon approval of the supervisor, babies of employees may be brought to the work site until the baby begins to crawl and provided work levels can be maintained by the employee and office mates.
VII. PERSONAL CONDUCT OF EMPLOYEES
A. Harassment
The YWCA is committed to providing employees a work environment which is free of intimidation, hostility or other offensive factors which tend to interfere with work performance.
Harassment of any sort - verbal, physical, visual - will not be tolerated.
Harassment includes personally demeaning conduct such as written or verbal slurs particularly those related to race, religion, color, ancestry, national origin, sexual orientation, sex, handicap, age or marital status. Harassment includes uninvited or unwelcome behavior such as sexual advances, requests for sexual favors and sexually suggestive conduct.
Incidents of harassment should be reported immediately, in person or in writing, to the supervisor or the Executive Director.
All reported incidents of harassment will be investigated promptly and discreetly by the Executive Director. If harassment is established, the offender will be subject to disciplinary action which may include termination.
B. Substance Abuse
The YWCA does not tolerate the use, sale, dispensing, or possession of illegal drugs, narcotics, or alcohol on its premises. Being under the influence, including inability to perform assigned duties safely, is a violation of standards of conduct and grounds for immediate termination.
C. Smoking in the Workplace
The YWCA complies with state and local laws regulating smoking in the workplace and will meet the OSHA requirements for an employment site free of hazards.
D. Proprietary Information
Proprietary information includes but is not limited to program designs, materials, membership, registration and donor lists, and grant proposals. Unauthorized use of proprietary information is not allowed. Upon termination of employment all tangible forms, drafts or examples of proprietary information must be returned to the YWCA. The obligation not to use or disclose that information continues after the employment relationship is terminated.
E. Conflict of Interest
A conflict of interest exists where the employee's loyalties or actions are divided between the YWCA and other interests or groups. Specifically prohibited is the use of YWCA time, resources, property or facilities for private gain or non-YWCA purposes.
Both the fact and appearance of a conflict of interest should be avoided. If an employee is not certain if a conflict of interest exists, the employee should discuss it with the immediate supervisor.
VIII. PROGRESSIVE DISCIPLINE
The purpose of progressive discipline is to correct performance which is below standard. Clear warnings and identification of the precise changes to be made by the employee will be stated. In determining the level of disciplinary action, the supervisor will consider the seriousness of the offense, any extenuating circumstances, and the past work history of the employee.
The YWCA may take any or all of the steps in any order up to and including immediate termination. Existence of this procedure does not change or modify in any respect the "at will" status of all employment at the YWCA. The Executive Director shall be advised of any disciplinary action initiated and must review any plans for written warnings.
A. Counseling & Disciplinary Procedures
1. Verbal Advisement: The employee is informed about the problem and the necessary action to correct it.
2. Written Warning: This action is taken in more serious situations or when the initial performance problems have not been resolved. The written warning outlines the facts, specifies the change required, establishes timelines and the next meeting time. Both the supervisor and the employee sign the warning. A copy of the written warning is given to the employee; and the original is placed in the employee's personnel file.
3. Final Written Warning: This action may be used after a written warning or immediately in case of serious violations.
Length of final warning period may be 30-90 days although length may vary depending upon position, length of service, agency needs or other factors deemed relevant by the agency.
Written advisement and discussion shall include:
While on final warning, any violation of work rules can be cause for dismissal.
At the end of the warning period, the employee will return to regular status, be terminated, or in unusual circumstances, the period may be extended subject to the approval of the Executive Director.
B. Separation for unsatisfactory work performance reasons include:
� Inability to perform the required tasks
� Poor work quality or quantity
� Lack of cooperation or teamwork
� Excessive absenteeism or tardiness
� Failure to follow instructions or YWCA procedures
� Rudeness toward clients, fellow employees, or volunteers
� Personal use of telephones, agency time, facilities, equipment, or supplies
� Inappropriate dress
C. Discharge for violation of standards of conduct may be immediate and includes conduct inconsistent with the principles of the YWCA, violation of policy, repeated insubordination or illegal acts, including:
� Insubordination
� Dishonesty
� Theft
� Failure to follow established safety regulations.
� Misuse or destruction of YWCA property
� Unauthorized disclosure of confidential or proprietary information
� Falsifying or altering records, such as application forms, time sheets, etc.
� Interference with the work performance of others
� Harassment of another employee
� Racial or ethnic discrimination
� Possession of firearms or other dangerous weapons on YWCA property
D. Grievance Policy
The grievance procedure is a systematic process designed for the objective hearing and orderly handling of staff grievances. A grievance is a claim concerning personnel policies and procedures. The grievance process will be utilized only when other means of settling the disagreement have been used without success. The grievance process seeks solutions at each level before moving to the next level and may progressively involve:
� Written complaint to the supervisor
� Written complaint to the Executive Director
� Written complaint to the Executive Director and Personnel Committee chair
� Appeals hearing by an ad hoc committee appointed by the President of the Board in the case of serious grievances involving wage disputes or the termination of an employee.
X. TERMINATION OF EMPLOYMENT
A. Voluntary Resignation
Although employment is at will and the YWCA or the employee may terminate employment at any time, resignations should be submitted in writing in advance to the Executive Director or, in the case of the Executive Director, to the President. The following minimum schedule is suggested:
Executive Director������������������������������� ����������� 2 months notice
Other Exempt and Non Exempt Staff��������������� 2 weeks notice
All separations shall be reported by the Executive Director to the Personnel Chairperson, the Personnel Committee and the Board.
B. Organizational Restructuring
Staff will be informed of Board plans for organizational restructuring.
Layoffs, and recalls from layoff, will be based on a combination of factors, including but not limited to seniority, scheduled hours, performance, attendance, qualifications, skill, job necessity or other factors deemed relevant by the Association.
If a regular position is eliminated, two weeks notice will be given.
C. Exit Interview
The Executive Director or her designee will conduct exit interviews with all staff leaving the Association. In the case of the departure of the Executive Director, the exit interview will be conducted by the Personnel Chairperson or President.
Included in the exit interview is a discussion of reasons for leaving and an explanation of COBRA benefits, retirement plan options, how to contact the retirement office, the YWCA's post-employment reference policy, and an explanation of termination pay.
D. Termination Payments
1. All terminated employees, including those in their introductory period, are paid for earned and unused vacation time but not for unused sick leave.
2. Final pay checks will be issued at the time of termination, or if the employee resigns without notice, within 72 hours.
X. PERSONNEL RECORDS
A. Personnel File Maintenance
Confidential records of all employees, consisting of employment application, letters of employment, appraisals, vacation, absence, accident records, promotions, record of salary and increments, records of conference and convention experience, current job description and letters of commendation shall be kept in the office of the Executive Director. These records shall be reviewed annually by the employee's immediate supervisor.
B. Keeping Records Up-to-Date
Each employee is responsible for notifying the Executive Director immediately of any change in name, address, telephone number, and the person to be notified in case of an emergency.
C. Employee Access
1. Each employee has the right to review her/his personnel folder.
2. The request to review the folder must be made in writing to the Executive Director 24 hours in advance.
3. The Executive Director should be present while an employee reviews her/his folder.
4. The employee may take notes and may have copies of any papers she/he has signed.
5. Requests for copies of other records contained in the folder will be handled on an individual basis.
D. Other Authorized Access
The employee's personnel records are available to her/ his immediate supervisor, the Executive Director and only to other designated persons for "need to know" business necessity.
These Personnel Policies were reviewed and approved by the Board of Directors in June 1996. These policies and procedures supersede any previous Policies or Procedures.
I have received and read the Personnel Policies. I understand and accept the conditions under which I have been employed and will be working.
Employee Signature Supervisor Signature
Date Date