TARRY HOUSE, INC.
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Subject: Personnel
Guidelines, Employee Benefits |
Procedure Number:
H.R. 01 |
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Site: Tarry
House and Tarry House Respite |
Effective: |
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Issued By: Executive
Director |
Reviewed: |
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Approved By: The
Board of Trustees |
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Reference Policy: All H.R. Policies |
Revised: |
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Standards Reference: |
CARF: Section
1 – F,G, H ODMH: 5122-30-20 |
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I.
Purpose
To
provide an overview of the Tarry House Inc. personnel guidelines and employee
benefits.
II.
Policy
Tarry
House, Inc. is an equal opportunity employer.
Employment of staff is offered without regard for race, religion, sex,
national origin, disability, gender, sexual orientation, or age. The applicant’s training; demonstrated
ability, physical stamina, personal characteristics and qualifications are the
only considerations for employment. All
personnel are expected to adhere to acceptable standards of personal behavior,
professionalism, and job performance.
III.
Procedure
Hiring of Personnel:
The Executive Director shall
be hired by the Board of Trustees. All
other personnel shall be hired by the Executive Director. The credentials, experience, and
qualifications for employment will be checked through school and employment
records when possible, and by references from applicants. As a condition of employment, all employees
are required to keep on file in the business office, their current address and
a phone number where they can be reached in a timely manner.
Hours of Work:
The main office is open from
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• Sickness & Accident
Insurance Payments • Workers’ Compensation
Payments • Excused Pay including the
paid lunch hour |
• Vacation Pay • Personal Leave Pay • Jury Duty or Military Pay |
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Nothing in this policy shall
be construed as a guarantee of hours of work per day or per week, or days of
work per week for an employee, or as a restriction on the agency’s right to
schedule and require a reasonable amount of overtime work. Tarry House reserves the right to regulate
the employees’ hours of work and amounts of overtime. An employee may be instructed to not work
overtime. If the employee works
overtime, without permission, he/she will be considered insubordinate and
subject to disciplinary action.
All non-salaried employees
are required to “punch” their own time card.
Only the employee is authorized to enter time on the time card. The only changes permitted to the person’s
time card are for mistakes due to equipment failure or errors in punching the
card. Corrections are to be noted on the
card by the employee’s immediate supervisor.
Only supervisors and or managers are authorized to adjust an employee’s card,
verified by the supervisor’s initials.
Regular employees may eat
meals at Tarry House which are scheduled during their work hours. Employees,
however, are expected to eat with those served to model good social skills.
Sexual Harassment & Hostile Work Environment
Tarry House will promote a
work environment free from sexual harassment, abuse or sexual
intimidation. Sexual harassment is a
form of misconduct, which undermines the integrity of the employment
relationship. It has always been the policy
of Tarry House that all employees should be able to enjoy a work environment
free from all forms of discrimination, including sexual harassment. No employee, male or female, should be
subjected to unsolicited and unwelcome sexual overtures of a verbal or physical
nature. Sexual harassment refers to
behavior of a sexual nature that interferes with work effectiveness. Sexual conduct, whether committed by
supervisors or “non-supervisory” personnel, is specifically prohibited. This includes repeated offensive sexual
flirtations, advances or propositions, continued or repeated verbal abuse of a
sexual nature, graphic or degrading verbal comments about an individual or his/
her appearance, the display of sexually suggestive objects or pictures or any
offensive or abusive physical contact.
In addition, no one should
imply or threaten that an applicant’s or an employee’s cooperation of a sexual
nature (or refusal thereof) will have an effect on the individual’s employment,
assignment, compensation, advancement, career development or any other
condition of employment. Employees who
experience harassment should bring their complaint to their supervisor and/or the
Executive Director without fear of retaliation.
All complaints will be promptly investigated and appropriate action will
be taken.
Probationary Period
The first 90 calendar days of
employment are considered the probationary period. This will afford the employee’s supervisor and
the new employee an opportunity to review the employment relationship. Such period in no way entitles the employee
to employment for the entire 90 day period.
Employees will not be allowed under normal circumstances to permanently
change positions or shifts during a probationary period.
During the first thirty calendar
days of employment, new employees will have on-going feedback on their
performance. Employees will be evaluated as to his/her progress, or lack
thereof. If the new employee is not
performing up to expectations, the supervisor will review and discuss job goals
and objectives. Throughout the
probationary period the supervisor will review with the employee the goals and
objectives as indicated in the job description and/or core competencies. The supervisor should provide feedback
related to the employee about his/her performance and this should be documented
in writing and filed in the employee’s personnel file.
The employee should be
showing steady improvement throughout the probationary period. The immediate supervisor will gauge the
employee’s ability to complete the duties of his/her job throughout the
probationary period. This will determine
whether the employee will be retained or discharged. In some circumstances but rarely, the probationary
period may be extended as decided by the supervisor and the Executive
Director. If the employee remains
employed for the entire 90 days, this should be reflected in the 90-day evaluation,
to be signed by both the supervisor and the employee. The Executive Director will review all
evaluations and make the final decision for employee terminations during or at
the end of the probationary period. If
an employee is separated from employment during the probationary period of
time, whether it is the employee’s decision or the agency’s, ½ of the cost of
the pre-employment criminal background check, the physical and drug screening
will be deducted from the employee’s last paycheck. All employees will sign paperwork agreeing to
this prior to starting the pre-employment procedures.
When employees are moved to a
new assignment in the agency, they will serve a 90 day probationary period, and
the above steps will generally be followed.
If the employee is unable to perform the new job duties during or at the
end of the 90 day probationary period, he/she may be reassigned to another job
or returned to his/her previous job. If
there is no job available, the employee may be laid off until a suitable job
opening is available or the employee is terminated after 90 days of continuous
layoff.
Performance Evaluations
Performance evaluations will
be completed, minimally, after all probationary periods and during the months
of January and February regardless of the employees’ employment anniversary
date. Performance evaluations will be
completed by the employee’s immediate supervisor; however, the employee should
also be closely involved in completing the performance evaluation. Performance evaluations will be based upon
employee job performance as it relates to the position description, training
and certifications. The employee and
supervisor are expected to collaboratively update the job description and core
competencies as needed at the anniversary date of the employee’s
employment. In addition, position core
competencies and job descriptions may be discussed at any staff meeting and
changes made to emphasize team work.
Training & certification results will also be tracked so that
deserving employees may be recognized for their accomplishments.
Results of the performance
appraisal are recorded for use in organizational analysis, job development, year
end bonus awards if offered that year and potentially for salary
increases. A copy is provided to the
employee and the original is placed in the employee’s personnel file.
Pay
Pay checks are issued every
other week. Pay periods extend from Sunday
through two consecutive weeks ending the second Saturday. Pay checks are then issued the following
Thursday, available after
Pay/Salary Increases
Salary increases will be
reviewed by the Executive Director and considered by the Board of Trustees in
preparation of the annual budget. If
staff is to receive a pay increase, it will occur on the staff person’s anniversary
of the employee’s current position.
Performance evaluations may also be utilized in the decision making
process in whether or not to issue a pay/salary increase. Bonuses may be granted near the end of each
calendar year based on employee’s performance and if the Board of Trustees
approves the bonuses based on the financial state of the organization.
Disciplinary Policy
Whenever an employee commits
an offense warranting disciplinary action, the immediate supervisor will start
the progressive discipline process. (See H.R. 13 Progressive Discipline Policy). The potential disciplinary steps
include verbal reprimand, written reprimand, suspension and separation/termination
of employment. Supervisors are not
required to go through all the steps in this disciplinary process. Discipline may begin at any step in the
process depending on the seriousness of the offense committed. In addition, the process may be repeated at
the discretion of Tarry House.
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Separation of Employment
The decision to dismiss an
employee is the responsibility of the Executive Director (see H.R. 08 Separation
of Employment Policy). The employee
shall receive written notice of his/her dismissal. Falsification of information on the
employment application is grounds for termination of employment. Employment at Tarry House is “at will,”
meaning that the agency or the employee may terminate the employment
relationship at any time with or without notice. This “at will” employment relationship cannot
be modified, except by a written agreement between the employee and the
Executive Director of Tarry House. All
records must be in order and keys returned prior to departure and receipt of
final payroll check, per the Executive Director and/or Board of Trustees. No matter who initiates the separation of
employment, the employee will receive pay for all un-used vacation and personal
time. Tarry House asks that the employee
provide a proper notice when resigning from employment. It is expected that direct care and support
staff give a minimum of two (2) work weeks notice and that professional staff
give at least three weeks.
Leave of Absence
A leave of absence without
pay may be granted at the discretion of the Executive Director based upon
medical, educational, or personal needs.
The employee is required to submit the request for a leave of absence in
writing outlining the specific length of time and a brief description of why
the leave is needed. The leave of
absence may be granted for a maximum duration of three months. Such a leave may not be renewed or extended
beyond three months. Work performance,
record and length of service will also be considered. Employment benefits such as holidays,
vacations, sick days, merit increases, etc., are discontinued during leave. In addition, employees desiring to retain
their health insurance coverage during a leave of absence must request in writing
and place on deposit, the full cost of monthly premiums for coverage.
There are three different
Leaves of Absence without pay requests:
1.
Medical Leave: A physician’s statement is required for
establishing medical leave dates. The
employee must exhaust available paid time off i.e., accrued vacation, sick days
and personal days before beginning unpaid leave period.
2.
Educational Leave: A confirmation letter from the school or university is required and
the employee must first exhaust all personal and vacation time before beginning
unpaid leave period.
3.
Personal Leave: The employee must first exhaust all personal
and vacation time before beginning unpaid leave period.
Tarry House, solely at the
discretion of the Executive Director, may hold open the employee’s position for
no more than three months, depending upon operating conditions. If that occurs, upon completion of a leave of
absence without pay, the employee may be returned to the position and pay level
formerly occupied or to a similar position at a similar pay level if the
employee’s former position no longer exists.
Outside Employment
Although Tarry House
understands that many employees, especially its part time employees work second
jobs, employees are not to conduct outside employment or personal business activities
on agency time. In addition employees
are not expected to work another job during an approved leave of absence or to
use the agency for other business purposes. Employees will be subject to progressive discipline
and/or separation of employment should this occur.
Paid Sick Leave
Tarry House is not mandated
to provide paid sick leave for its employees but chooses to provide this
benefit to employees who are considered full-time (scheduled 40 hours per week). The sole purpose of sick leave is to afford
the employee time off for an illness of the employee or dependant without
financial loss. “Dependant” for the
purpose of this policy shall be defined as “family” as found in Bereavement
Leave: “father, mother, sister, brother, husband, wife, son, daughter and
in-law bearing any of these relationships”.
Full-time employees working 40 hours per week, upon completing the probationary
period, are eligible for paid sick leave.
Sick leave begins to accrue at the rate of 3.077 hours per pay period retroactive
to the employee’s hire date, not to exceed two work weeks (10 days) per year. Sick days may be accumulated up to a maximum
of that earned in two years, (160 hours) to be used during employment. If an employee is off for more than three days
due to their personal illness or that of a dependant, a physician’s note must
be provided to his/her supervisor. In
addition, following an injury or illness, that prevents the employee from
working, the Executive Director has the prerogative of requiring a physician’s
release before allowing the employee to return to work and/or authorizing
payment of a sick leave pay. Exceptions
to this policy are at the discretion of the Personnel Committee of the Board of
Trustees.
Employees are granted up to
five occurrences of sick time for any six month period of time. An occurrence is defined as utilizing sick
time for any single illness. If an
employee has a sixth occurrence of sick time in any six month period, progressive
discipline will occur.
Vacation Pay
Full-time employees (1.0
FTE), after the completion of the probationary period receive vacation days after
completion of the probationary period.
The accrual is retroactive to the employee’s official hire date. No vacation time/pay is due if the employee
does not retain employment during or after the probationary period. The following schedule shows vacation earned
based on years of service:
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First thru third
year of service - 10 days per year (two weeks, 80 hours), earned and accumulated
at .3077 hours per pay, for a maximum accrual of 15 days.
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Fourth thru the
Tenth year of service – 15 days per year (three weeks, 120 hours), earned and
accumulated at .4.6154 hours per pay, for a maximum accrual of 22.5 days.
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Eleventh and more
years of service – 20 days per year (four weeks, 160 hours), earned and
accumulated at 6.1539 hours per pay, for a maximum accrual of 30 days.
All part-time employees will
receive vacation days after completion of the probationary period. No vacation time/pay is due if the employee
does not retain employment during or after the probationary period. The following schedule shows vacation earned
based on years of service:
The Tarry House Bookkeeper
will track accumulated vacation time and have this information available at the
employee’s request. An employee may
request to use vacation time after he/she has been employed for
six-months. Vacation requests prior to
the six-month anniversary date will be denied. Employees must submit written requests for
vacation time to their supervisor a minimum of 14 calendar days prior to the
requested dates of absence. Any request
submitted less than 14 days prior to the requested leave may be denied.
Vacation time may be
accumulated to a maximum of that earned in one and one half years. An employee who gives “proper notice” for
his/her separation of employment is entitled to compensation for any accrued,
but unused, vacation and personal time pay.
Unused vacation and personal time pay will be paid as a lump sum in the final paycheck.
Holidays
The following days are
observed as paid holidays for full-time employees:
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• New Years Day |
• Memorial Day |
• Independence Day |
• Labor Day |
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• Martin Luther King Day |
• Presidents’ Day |
• Veterans Day |
• Thanksgiving Day |
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• Day After Thanksgiving |
• Christmas |
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If the
A. Full-time Employees:
1.
If the employee
does not work the day Tarry House observes the holiday, the employee receives 8
hours of holiday pay at his/her regular rate of pay.
2.
If the employee
works on a holiday, they receive pay at one time and a half his/her regular
rate plus:
a.
A day off within
the pay period and receive 8 hours of holiday pay at his/her regular rate of
pay;
b.
Or 8 hours of
holiday pay at his/her regular rate if they do not get a holiday day off within
the pay period. (Which means the
employee is compensated at two and one half times their regular rate of pay for
the holiday worked and did not get a paid holiday off)
B. Part Time Employees:
1.
If the employees
does not work the Tarry House observed holiday, they do not receive any pay.
2.
If the employee
works the day of the Tarry House observed holiday, his/her pay is one and one
half his/her regular rate of pay.
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If the
A. Full Time employees who work Monday thru Friday:
1.
If the holiday
falls on a Saturday, the employee is given the Friday before off with 8 hours
of holiday pay which is the employee’s regular rate of pay.
2.
If the holiday falls on a Sunday, the employee
is given the Monday after off with 8 hours of holiday pay which is the
employee’s regular rate of pay.
3.
If the employee
has to work on the Monday or Friday of the Tarry House observed holiday, they
are paid at time and one half his/her regular rate of pay. Plus one of the following:
a.
A day off with
holiday pay (the employee’s regular rate of pay) during the pay period.
b.
Or, 8 hours of
holiday pay (the employee’s regular rate of pay) if the employee does not
receive a holiday day off during the pay period. (This means the employee is compensated at
two and one half times his/her regular rate of pay for the holiday worked,
while not receiving another day off).
B. Full time employees who work weekend days and the
1.
If the employee
does not work the holiday, holiday pay is paid at the regular rate.
2.
If the employee
does work the holiday the get paid at time and one half, plus one of the
following:
a.
A day off with
holiday pay at the regular rate of pay
b.
Or, 8 hours of
holiday pay at the regular rate of pay.
(This means the employee is compensated at two and one half times his/her
regular rate of pay for the holiday worked, while not receiving another day
off).
C. Part time Employees
1.
If the employee
does not work the day of the Tarry House Observed Holiday, the do not receive
any pay.
2.
If the employee
works that day, they receive time and one half his/her regular rate of pay.
In order to receive holiday
pay, full-time employees must work his/her regularly scheduled shift prior to
and immediately after the holiday unless the employee has a pre-approved personal
or vacation leave request.
Bereavement Leave
In case of death or serious illness
in the family of a full-time employee, leave shall be granted with pay taken
from accumulated sick time and or personal time as requested by the employee, not
to exceed four days per year at the discretion of the employee’s immediate
supervisor. “Family” for the purpose of
this policy is defined as father, mother, sister, brother, husband, wife, son,
daughter, grandparents and in-laws bearing any of these relationships. Documentation may be required confirming the
necessity of the leave.
Personal Leave Days
Upon completion of the probationary
period, all full-time employees are entitled to four (4) personal days, to be
paid at the employee’s base rate of pay, per calendar year. All full-time employees, who have
successfully completed the probationary period, will receive 8 hours of
personal leave time at the beginning of each quarter of the calendar year
(January, April, July, October).
All permanent part-time
employees, after the successful completion of the probationary period, will
receive prorated personal leave days based on their work schedule. Prorated personal days are granted on the
first day of each quarter based on the following schedule:
Use of personal leave will be
granted at the discretion of the employee’s immediate supervisor. Personal leave does not accrue beyond the
four days. Unused personal leave time is
forfeited at the end of each calendar year.
Personal leave must be used in at least four (4) hour increments.
Jury Duty
If a full time employee is summoned
for jury duty, necessary time off will be granted. The employee will be paid if the jury duty
falls on his/her shift and if they had been working his/her regularly scheduled
hours. For full-time second shift
workers who are scheduled to work a shift the same day of his/her jury duty,
they are expected to begin his/her shift within one hour of the completion of
that day’s duty. They will be paid
his/her whole shift.
Travel and Reimbursement of Business Expenses
Employees will be reimbursed
for mileage when utilizing their own vehicle on agency business. The mileage rate will be authorized by the Executive
Director. Employees will not be
reimbursed for travel from their homes to work.
When an employee’s work schedule requires travel from home, or to return
directly home from travel, the travel points used to determine reimbursable
mileage shall be either the individuals’ home or his normal place of work,
whichever is the least distance from the destination or point of departure.
Expenses incurred by
employees for activity directly related to the business of Tarry House, will be
reimbursed by the Agency. If possible,
the employee’s immediate supervisor should be consulted prior to the
purchase. All such expenditures must be
accompanied by a receipt, and reimbursement should not exceed actual
expenses. Lodging expenses will be
reimbursed only when circumstances are such as to preclude travel on the same
day. Employees will not be reimbursed
for meals, refreshments or food while in
Requests for reimbursement of
travel and business expenses are to be submitted on a Mileage Tracking Sheet Form or the
Check Request Form by the fifth working day of the month following the month the
expenses were incurred. Travel and
business expenses will be reimbursed within a month after receipt of the
appropriate documentation in the business office.
In order to promote knowledge
of current developments in the various professional areas encompassed by Tarry
House, Inc. the Board of Trustees grants authority to the Executive Director to
approve payment of professional dues, within the limits of the budget line
item.
Miscellaneous Employee Expenditures
Personal long distance phone
calls need to be logged on long distance slips and paid with each month’s phone
bill. Local personal calls need to be
limited to an averaged of two a day, of no more than five (5) minutes in duration
per call. Tarry House property that is
broken, misplaced, or stolen by an employee needs to be replaced or paid for by
the employee. Tarry House will “press
charges” toward any employee caught stealing any property or food items that
belong to the agency.
Petty cash funds must be signed
for and funds must balance out. Each
employee is responsible for providing the actual receipts for all purchases. The employee must
reimburse Tarry House for any discrepancies between receipts and petty cash
returned.
Employee Orientation, Training, and Development
All employees, volunteers and
interns who have completed pre-employment screening in accordance with
licensure, accreditation and Tarry House Policy and Procedures will be provided
with an orientation and training period. The orientation period will end at the
time that the employee’s immediate supervisor determines that the employee is
sufficiently oriented to begin work. If it
is necessary to continue the training period beyond the probationary period of
90 days, the Executive Director, in consultation with the immediate supervisor,
has the right to extend the probationary/training period.
It shall be the policy of
Tarry House to reimburse expenses related to seminars, conferences, workshops
which are directly related to the employee’s job. All expenditures must be within the budgeted
amount and with the prior approval of the Executive Director. An employee development and training plan
will be discussed at the time of the employee performance evaluation.
Worker’s Compensation
Worker’s Compensation coverage
is required by law and is provided through the State of
Unemployment Compensation
Tarry House follows all the
laws and guidelines associated with Unemployment Compensation through the Ohio
Department of Jobs and Family Services.
Tarry House will pay unemployment compensation, when warranted, as
dictated by law.
Group Health Insurance
Health Insurance benefits are
available for eligible full time employees working 40 hours upon completion of
the probationary period. Employees are
required to pay a portion of the monthly health insurance premium as decided
annually by the Executive Director and the Personnel Committee of the Board of
Trustees. The details of the coverage are
available from the Executive Director. Eligible
Full-time employees, who have other health insurance coverage, may opt out of
the health insurance benefit for themselves and or his/her dependants. If approved, that employee will receive a
monetary remuneration at an amount set annually by the Executive Director. The employee will be required to provide a
copy of the alternative health insurance coverage and to sign a waiver to “opt
out” of coverage.
Dental Insurance
Tarry House, Inc. contracts
with a provider for preventative dental care for eligible full time employees. Full-time employees may be required to pay
all or part of the premium for this benefit as determined by the Executive
Director based on the budget for that year.
The details of the coverage are available from the Executive Director.
Life Insurance
Tarry House, Inc. contracts
with a provider for a $10,000 Life Insurance Benefit for eligible full-time employees
who take advantage of Tarry House’s Health Insurance Plan. The details of the life insurance plan are
available from the Executive Director.
*Health,
dental, and life insurance benefits terminate when a full-time eligible employee
is no longer employed by Tarry House, Inc.
Tax Deferred Annuity
Tarry House maintains a Tax Deferred
Annuity contract whereby employees may make a contribution via payroll
deduction to various annuity investment funds.
The money is invested before it is taxed and is only taxed upon
withdrawal of part or all. There is a
monthly service charge for each fund employee’s use, as well as a normal
administrative charge, as noted in the prospectus. Social Security benefits will not be
affected. Interested employees should
contact the Executive Director for more information. Employees receive quarterly statements.
General Information
The policies and statements
contained in these Personnel Guidelines are not a contract of any kind. Nothing herein should be construed as a
contract, implied or otherwise, between employees and Tarry House. Further, employment at Tarry House is “at
will,” meaning any time, with or without cause and with or without notice separation
of employment may occur as decided by the employee and/or Tarry House, Inc. This “at will” relationship may be modified
only by a written agreement signed by both the employee and the Executive
Director of Tarry House. This
flexibility enables employees to adapt to changing personal circumstances or
other employment opportunities should they arise. It also enables Tarry House to respond to
changing business conditions and to effectively administer its personnel
policies. Except issues relating to
discipline or separation of employment, questions regarding the meaning of or
application of these personnel guidelines should be directed in writing to the
Executive Director. If the question is
not answered within ten (10) business days, it should then be submitted in
writing to the Personnel Committee of the Board of Trustees. The Personnel Committee will respond within
30 days after receipt. Decisions
relating to discipline and/or separation of employment are final and not
subject to question.
To maintain the ability for
Tarry House, Inc. to remain competitive as an organization, the contents of these
Personnel Guidelines will change periodically to meet the needs of personnel,
Tarry House, Inc. and the community. Tarry House reserves the right to amend,
modify or remove contents of these Personnel Guidelines at any time.
_________________________________________ _______________
Executive Director Date