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Table of Contents Employee Handbook Disclaimer: United Way for Greater Austin, at its option, may change, delete, or discontinue parts of the handbook in its entirety, at any time or without prior notice. In the event of a policy change, employees will be notified. Any such action shall apply to existing as well as to future employees. United Way for Greater Austin: V2:: Last Updated 9/13/2012 Page 1 TABLE OF CONTENTS Overview of United Way Page 3 Business Framework Page 4 Employment Page 5 Employment Status and Records Page 11 Employee Benefit Programs Page 13 Timekeeping and Payroll Page 20 Work Conditions and Hours Page 23 Leaves of Absence Page 31 Employee Conduct and Disciplinary Action Page 37 Miscellaneous Page 44 Appendix Selected Historical Highlights Page 45 *Note: The letters, B, P, or L are included before each section and define whether that section refers to activities associated with Legal information, employee Benefits, or Policies. Disclaimer: United Way for Greater Austin, at its option, may change, delete, or discontinue parts of the handbook in its entirety, at any time or without prior notice. In the event of a policy change, employees will be notified. Any such action shall apply to existing as well as to future employees. United Way for Greater Austin: V2:: Last Updated 9/13/2012 Page 2 Welcome to the UWATX Team! I am excited you are joining the United Way for Greater Austin family. We have an excellent group of individuals and teams working together daily doing what I believe is very important work. We envision Greater Austin as a resilient, innovative, philanthropic, creative and thriving community for all. And to achieve this we inspire, lead and unite an eclectic community of philanthropists including individuals, non-profits, business, and government to overcome barriers to economic opportunities and ensure Greater Austin continues to thrive. Here at United Way we value respect, inclusiveness, and integrity in all that we do. We believe in open and honest communication. It is the very heart of a productive team. We encourage innovation and “outside the box” thinking. The dynamics created by this type of operating environment are contagious. Please feel free to suggest new ideas and programs that could perpetuate our vision and mission. Once again, welcome to the team! I am sure it will be a very productive relationship. Debbie Bresette President Disclaimer: United Way for Greater Austin, at its option, may change, delete, or discontinue parts of the handbook in its entirety, at any time or without prior notice. In the event of a policy change, employees will be notified. Any such action shall apply to existing as well as to future employees. United Way for Greater Austin: V2:: Last Updated 9/13/2012 Page 3 BUSINESS FRAMEWORK Our Vision Greater Austin is a resilient, innovative, philanthropic, creative and thriving community for all. Our Mission We inspire, lead and unite an eclectic community of philanthropists including individuals, non- profits, business, and government to overcome barriers to economic opportunities and ensure Greater Austin continues to thrive. Values We treat all persons with dignity, we respect the individual. We seek out and consider all points of view both internally and externally; we are inclusive. We stay true to our principles; we act with integrity. KNOWLEDGE FACTORS Below are UWATX's Core Competencies. Knowledge factors are expected to be demonstrated throughout the performance of your job in meeting organizational, department, and individual goals and objectives. UWATX Knowledge: Has in-depth understanding of the basis for which UWATX exists, and has a clear understanding of how each department and stakeholder group makes an impact. Business Acumen: Exhibits good judgment in managing all aspects of the business including but not limited to people and physical assets. Functional Expertise: Operative know-how of critical elements and their interdependence that form the basis of the organization, department or assigned job unit. Guiding Principles: How we work with others to achieve our goals We empower people to improve their lives and the lives of others – we provide innovative solutions and impact. We embrace creativity and constantly look for new ways to serve our community. We make more than just a good first impression; exceptional customer service and products come with every job. We play to win not to avoid losing; we challenge ourselves. No one is too good to take out the trash; we work as a team and are flexible in our roles. No one leaves the coffeepot empty; we are considerate of each other. We love a good laugh; we think work and fun go together. We rethink, reuse, recycle, and donate; we are good stewards of our resources. Disclaimer: United Way for Greater Austin, at its option, may change, delete, or discontinue parts of the handbook in its entirety, at any time or without prior notice. In the event of a policy change, employees will be notified. Any such action shall apply to existing as well as to future employees. United Way for Greater Austin: V2:: Last Updated 9/13/2012 Page 4 EMPLOYMENT L - 101 Nature of Employment Your relationship with UWATX is that of an employee-at-will. Your job status does not guarantee employment for any specific length of time. Your employment with UWATX is entered into voluntarily and both you and UWATX are free to end the employment relationship at any time, for any reason, with or without cause or advance notice. If you have any questions about this, please feel free to contact Human Resources. If your position requires additional pre-employment criteria, such as a driver’s examination, a background investigation and/or a pre-employment drug test and if you have been offered employment before any such investigation or test is completed, your employment is contingent on a satisfactory result on all required tests. P - 102 Introductory Period The 90 calendar-day introductory period is an extension of the selection process. It provides time for the new employee to adjust and allows the supervisor time to ensure the new employee can satisfactorily meet performance expectations. The introductory period provides an opportunity for a new employee to ask questions, begin to understand the essential elements of the job and demonstrate her/his ability to perform the job at the required standard. To conclude the introductory period, supervisors will meet with the new employee to review performance via conversation based on information using the introductory form. A department's manager may extend the introductory period if (s)he can justify the need for additional time to determine the new employee's ability to meet performance standards. If justified, departments can extend the 90 calendar-day introductory period in 30 calendar-day increments. The introductory period cannot last more than 180 calendar days. Any extension of the introductory period could be based on one or more of the following conditions (list not exhaustive): The complexity of the work is such that the employee has not had sufficient time to acquire or demonstrate possession of the full range of skills required for the position. The employee is progressing, but the organization would like additional time to assess the new employee's performance. The employee is progressing, but the organization would like to give the employee more time to acquire additional skills. An extended illness, accident or other intervening event (has prevented the employee from acquiring or demonstrating the full range of skills required for the position. A performance and/or conduct issue has occurred that makes the organization want to have more time to assess the new employee's suitability for continued employment. Disclaimer: United Way for Greater Austin, at its option, may change, delete, or discontinue parts of the handbook in its entirety, at any time or without prior notice. In the event of a policy change, employees will be notified. Any such action shall apply to existing as well as to future employees. United Way for Greater Austin: V2:: Last Updated 9/13/2012 Page 5 P - 103 Employee Relations and Problem Resolution UWATX is committed to our employees. We encourage an open and frank atmosphere in which any problem, complaint, suggestion or question receives a timely response from your supervisor or management. UWATX strives to ensure fair treatment of all employees. Supervisors, managers and employees are expected to treat each other respectfully. Employees are encouraged to offer positive and constructive criticism. Our experience has shown that when all employees deal openly and directly with each other, the work environment can be excellent, communications can be clear and attitudes can be positive. UWATX values the open door policy. If any area of your work is causing you concern, you have the responsibility to address your concern with a manager. Whether you have a problem, a complaint, a suggestion, or an observation, UWATX managers want to hear from you. By listening to you, UWATX is able to improve, to address complaints, and to foster employee understanding of the rationale for practices, processes, and decisions. At UWATX every manager's door is open to every employee. The purpose of our open door policy is to encourage open communication, feedback, and discussion about any matter of importance to an employee. Our open door policy means that employees are free to talk with any manager at any time. B - 104 Compensation Philosophy With our compensation package we
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