DOCSLIB.ORG

A Summary of Employment Benefits, Services and Policies for Kings County Employees

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
A Summary of Employment Benefits, Services and Policies for Kings County Employees A summary of employment benefits, services and policies for Kings County employees. Human Resources Department 1400 West Lacey Boulevard Hanford California 93230 Publication Date: May 2010 TABLE OF CONTENTS WELCOME TO KINGS COUNTY...........................................................................................4 HANDBOOK INTRODUCTION ..............................................................................................5 THE COUNTY GOVERNMENT ..............................................................................................6 KINGS COUNTY CODE OF ETHICS .....................................................................................8 YOU AND YOUR JOB............................................................................................................9 YOUR ROLE IN PUBLIC SERVICE ............................................................................................9 MERIT SYSTEM .....................................................................................................................9 POSITION CLASSIFICATION ..................................................................................................10 SALARY RESOLUTION..........................................................................................................10 PROBATIONARY PERIOD......................................................................................................11 PERFORMANCE EVALUATION ...............................................................................................11 PROMOTION........................................................................................................................12 TRANSFERS ........................................................................................................................12 VOLUNTARY DEMOTIONS.....................................................................................................13 DISCIPLINARY ACTION .........................................................................................................13 GRIEVANCE PROCEDURE ....................................................................................................14 SEPARATION FROM EMPLOYMENT .......................................................................................14 REINSTATEMENT RIGHTS ....................................................................................................15 PERSONNEL RECORDS........................................................................................................15 MONEY MATTERS...............................................................................................................16 PAY PERIOD/PAY DAYS.......................................................................................................16 DIRECT DEPOSIT.................................................................................................................16 OVERTIME ..........................................................................................................................16 PAYROLL DEDUCTIONS .......................................................................................................17 BILINGUAL PAY ...................................................................................................................17 STANDBY OR CALL BACK DUTY ...........................................................................................17 TEMPORARY ASSIGNMENT TRAVEL PAY...............................................................................17 INSURANCE BENEFITS AND RETIREMENT.....................................................................18 MEDICAL, DENTAL AND VISION INSURANCE ..........................................................................18 INSURANCE ENROLLMENT RESTRICTIONS ............................................................................18 INSURANCE CHANGES – PLANS SELECTIONS, NEW ELIGIBLE DEPENDENTS, ETC...................18 COBRA HEALTH BENEFIT CONTINUATION ...........................................................................19 INSURANCE WHILE ON LEAVE OF ABSENCE .........................................................................19 STATE DISABILITY INSURANCE (SDI)....................................................................................19 RETIREMENT.......................................................................................................................20 RETIREE HEALTH INSURANCE..............................................................................................20 1 TIME OFF .............................................................................................................................21 VACATION LEAVE ................................................................................................................21 DONATIONS OF VACATION LEAVE ........................................................................................21 EXAMINATION LEAVE TO QUALIFY FOR COUNTY POSITIONS ..................................................21 JURY DUTY.........................................................................................................................22 WITNESS LEAVE..................................................................................................................22 MILITARY LEAVE .................................................................................................................22 SICK LEAVE ........................................................................................................................22 Appropriate Uses of Sick Leave.........................................................................................................22 FAMILY ILLNESS SICK LEAVE ..........................................................................................................23 BEREAVEMENT LEAVE.........................................................................................................23 FAMILY AND MEDICAL LEAVE (FMLA) ..................................................................................23 PREGNANCY DISABILITY LEAVE (PDL) .................................................................................23 PAID FAMILY LEAVE (PFL)...................................................................................................24 ATTENDANCE AT CHILD'S SCHOOL (PURSUANT TO EDUCATION CODE §48900.1)..................24 REMEDIAL ACTION BY VICTIMS OF DOMESTIC VIOLENCE/SEXUAL ASSAULT ...........................24 VISITATION TO CHILD'S SCHOOL OR DAY CARE FACILITY ......................................................25 VOLUNTEER EMERGENCY RESPONSE LEAVE .......................................................................25 VOTING ..............................................................................................................................25 HOLIDAYS...........................................................................................................................26 COUNTY POLICIES .............................................................................................................27 EQUAL EMPLOYMENT OPPORTUNITY ...................................................................................27 HARASSMENT POLICY .........................................................................................................27 SEXUAL HARASSMENT POLICY ............................................................................................27 DISCRIMINATION COMPLAINT PROCEDURE...........................................................................28 PUBLIC EMPLOYEE OATH ....................................................................................................28 DRUG FREE WORKPLACE....................................................................................................28 SUBSTANCE ABUSE POLICY.................................................................................................29 DRUG AND/OR ALCOHOL TESTING .......................................................................................29 AMERICANS WITH DISABILITIES ACT ....................................................................................29 POLITICAL ACTIVITIES .........................................................................................................30 CONFLICT OF INTEREST.......................................................................................................30 GIFTS AND GRATUITIES .......................................................................................................30 TRAVEL WHILE ON COUNTY BUSINESS.................................................................................30 RULES AND REGULATIONS ..............................................................................................31 ATTENDANCE......................................................................................................................31 WORKING HOURS ...............................................................................................................32 MEAL PERIOD AND REST BREAKS........................................................................................32 NO SMOKING POLICY ..........................................................................................................32 DRESS CODE......................................................................................................................32 CONFIDENTIALITY OF INFORMATION .....................................................................................33 COMPLIANCE
Load more

Recommended publications
  • SHRM/Globoforce Survey 2015 Employee Recognition Report
    From the SHRM/Globoforce Survey 2015 EMPLOYEE RESEARCH REPORT RECOGNITION REPORT CULTURE AS A COMPETITIVE DIFFERENTIATOR 2 // 2015 Employee2015 Recognition Report EXECUTIVE SUMMARY More than ever, companies are focusing on culture as a competitive differentiator. They’re seeing first-hand how cultivating the right culture can engage, nurture, and attract employees and ultimately, increase bottom line business results. And for more companies than ever before, that best-in-class culture is predicated on recognition and appreciation. Globoforce® conducts an annual survey in collaboration with the Society for Human Resource Management to elicit trends and insight from HR leaders and practitioners about their top workforce challenges and strategies to help address them. This 2015 report examines best practices in employee recognition, unpacking what companies expect from employee reward and service anniversary programs, and what results they are experiencing. We looked in particular at these questions: * What are the top issues facing HR leadership today? * What are the most common practices around recognition and years of service programs? * What are the results companies are experiencing from values-based recognition programs? * What is the impact of service milestone programs? 2 3 // // 2015 Employee2015 Recognition Report Employee2015 Recognition Report OUR FINDINGS WERE 1. The top three challenges faced by HR organizations today are turnover, employee engagement, and succession planning. 2. Values-based employee recognition is seen as significantly contributing to bottom-line organizational metrics. 3. Values-based recognition programs are helping employers create a stronger culture and more human workplace. 4. Few companies have chosen to adopt gamification and eThanks in their recognition programs.
    [Show full text]
  • BELMONT COUNTY BOARD of COMMISSIONERS PERSONNEL POLICY MANUAL SECTION 7 CONDUCT 7.1 Attendance 7.2 Tardiness 7.3 Bulletin Boards
    BELMONT COUNTY BOARD OF COMMISSIONERS PERSONNEL POLICY MANUAL SECTION 7 CONDUCT 7.1 Attendance 7.2 Tardiness 7.3 Bulletin Boards 7.4 Health & Safety 7.5 Workplace Violence 7.6 Concealed Weapons 7.7 Tools, Supplies, and Equipment 7.8 Use of County-Owned Vehicles 7.9 Use of Telephones / Cell Phone Policy 7.10 CDL Driver Notification/Disqualification Policy 7.11 Drug and Alcohol Policy 7.12 Superseded by Section 7.11 7.13 Superseded by Section 7.11 7.14 Gambling 7.15 Outside Employment or Activities 7.16 Dress and Work Area 7.17 Uniform and Clothing Allowance 7.18 Solicitation and Distribution 7.19 Political Activity 7.20 Discriminatory Harassment 7.21 Equal Employment Opportunity/Anti-Discrimination Complaint Procedure 7.22 Garnishments 7.23 Employee Felony Conviction in Court of Law 7.24 Employee Misdemeanor Conviction in Court of Law 7.25 Arrest of an Employee 7.26 Computer/Internet/Electronic Mail Policy 7.27 Nepotism 7.28 Personal Mail 7.29 Use of Personal Property 7.30 Issuance of Keys 7.31 Non-Smoking Areas 7.32 Good Housekeeping 7.33 Credit Cards 7.34 Employee Recognition/Awards 7.35 Whistleblower Protection 7.36 Self Help to Records Prohibited 7.37 Social Media BELMONT COUNTY BOARD OF COMMISSIONERS PERSONNEL POLICY MANUAL DRUG AND ALCOHOL POLICY SECTION 7.11 Page 1 of 5 A. Drug Free Workplace Alcoholism and drug addiction are treatable diseases. Therefore, employees who believe that they may have an alcohol or drug addiction problem are encouraged to seek professional treatment and assistance.
    [Show full text]
  • Leading with Confidence
    Leading With Confidence Top Ten Tips Managers Need to Drive Success Whether you’re a first-timer or a seasoned veteran, you don’t want to mess up as a manager and let your company or the individuals you manage down. But try as you might to do your best, mistakes are still going to happen. Even then, there are several leadership tips you can keep in mind that will help you reduce those mistakes and excel in your role. In the following eBook, we offer ten of our best tips for managers of all levels. If you want to improve your management game, drive results, and lead your team to success, read on. 1 Tip 1 Develop Yourself Like any other set of skills, leadership requires consistent development and practice. And that’s the real kicker—there’s no way around the practice. Ever see an extremely intelligent Emotional intelligence helps you develop person in your company get promoted your ability to lead and manage, whatever the only to fail in a leadership or management conditions may be. To be a great leader, you role shortly after? There’s a reason for that. must understand how to manage yourself first. Again, leading as a manager takes more If you understand who you are and what your than intelligence. It takes practice. strengths are (self-awareness) and you know how to lead yourself (self-management), then Leadership doesn’t mean having a you set yourself up to lead others effectively. high IQ. Successful managers use Emotional Intelligence (EI) to make Good leaders also know how to connect the informed decisions.
    [Show full text]
  • Employee Handbook 2017-2018
    EMPLOYEE HANDBOOK 2017-2018 0 Table of Contents Introduction ……………………………………………4 Employee Handbook Receipt ………………………….5 District Information ……………………………….……6 Description of the district …………………………………6 District map ……………………………………Appendix A Mission Statement …………………………………………6 Board Mission Statement………………………………….6 District Beliefs…………………………………………….7 District Goals and Objectives ……………………………7 Board of Trustees ………………………………………..8 Board Meeting Schedule for 2017-2018……………...…...9 Administration …………………………………………. .9 School Calendar………………………………...Back Cover Helpful contacts……………. ……………………………9 School department directory ..…………………………...10 Employment ……………………………………………10 Equal employment opportunity …………………………10 Job vacancy announcements ……………………………10 Teacher Dress Code……………………………………...10 Employment after retirement …………………………11 Contract and noncontract employment …………………11 Certification and Licenses ……………………………….12 Recertification of Employment Authorization…………...12 Searches and alcohol and drug testing …………………12 Health Safety Training …………..……………………....13 Reassignments and transfers ……………………………13 Workload and work schedules …………………………..14 Breaks for Expression of Breast Milk …………………...14 Notification of parents regarding qualifications ………....15 Outside employment and tutoring ………………………..15 Performance evaluation ………………………………….15 Employee involvement …………………………………..16 Staff development ………………………………………..16 Compensation and Benefits …………………………16 Salaries, wages, and stipends …………………………….16 Early Separation………………………………………… 17 Paychecks ………………………………………………..17
    [Show full text]
  • The Value and ROI in Employee Recognition
    The Value and ROI in Employee Recognition: Linking Recognition to Improved Job Performance and Increased Business Value — The Current State and Future Needs J u n e 2 0 0 9 Contents Executive Summary ..............................................1 Introduction ...........................................................2 The Place of Recognition in the Total Reward Package .................................................................7 From Recognition to Business Value: The Recognition—Motivation—Engagement—Job .. Performance—Business Value System ..............10 Measuring the Value of Recognition ................13 Case Studies: Recognition Programs to Improve Specific Business Functions ...............................24 Conclusions: The Current State and Future Needs of Studies into the Link between Recognition and Business Value:.......................28 Appendix I: Theories of Motivation ..................31 Appendix II: The Future of Measuring the Business Value of Recognition ...........................34 References ...........................................................35 i The Value and ROI in Employee Recognition Copyright © 2009 Human Capital Institute. All rights reserved. Executive Summary Today’s economic challenges require organi- n Organizations actively seeking to improve zations to find new ways to not only reward employee engagement, including through top performers, but to motivate all workers the use of formal and informal recognition, to improve performance while maintaining or financially outperform their
    [Show full text]
  • 2020 Employee Recognition Trends
    TRENDICATORS BEST PRACTICES REPORT 2020 EMPLOYEE RECOGNITION TRENDS What do employees want most? INTRODUCTION What do employees want most when it comes to percentage of employees have not been recognized recognizing their day-to-day contributions in the at work in the past six months or more. workplace? How do the recognition programs of employers align with these preferences? These are What are recognition and rewards program owners among the topics explored in this review of 2020 doing to enhance their initiatives? According to the Employee Recognition Trends. While recognition and Incentive Research Foundation (IRF), more program incentive program owners are optimistic, with many owners will rely on participation rates next year projecting budget increases for the coming year, to report on and analyze program effectiveness. long-standing disparities remain between employee Drivers for change include keeping up with what preferences and workplace realities. competitors are doing, improving communications and participant engagement, and facilitating more Although an overwhelming majority of employees say personalized recognition experiences. Greater they believe recognition for performance increases enterprise-wide focus on the importance of their engagement at work, the existence of programs employee experiences is also driving new forms designed to recognize and reward performance- of experiential recognition. Our report concludes based behaviors and actions remains relatively rare. with examples of events and activities designed to And while the vast majority of organizations offer promote team-based communication, collaboration, length of service recognition programs, a large and decision-making skills. 2020 Employee Recognition Trends 1 It is widely understood that employee recognition plays a vital Recognize role in improving engagement, performance and retention.
    [Show full text]
  • Globoforce Workforce Mood Trackers, September 2011 Report
    WORKFORCE MOODTracker TM Globoforce Workforce Mood Tracker™ The September 2011 Report The Impact of Recognition on Employee Retention © Globoforce. All rights reserved. “ with no jobs in august, CALLS FOR “ reluctance to hire “ URGENT ACTION STALLS JOB MARKET -- New York Times -- Wall Street Journal “ “ “ more PEOPLE QUITTING lack of skilled workers than getting laid off “ THREATENSrecovery “ -- NBC's Today Show -- Reuters Executive Summary News headlines are full of mixed messages. What’s really going on the hearts and minds of those currently employed? How can you as an HR leader build a productive, engaged workforce for the long-term? We decided to take a closer look. Twice a year, Globoforce surveys fully employed workers in the United States to get more insight on their attitudes and perspectives on employee recognition, appreciation, and satisfaction. The end result, the Globoforce® Workforce Mood Tracker™, is an invaluable benchmark on the driving factors behind employee engagement and motivation levels of the U.S. workforce. At first glance, we learned what many are now feeling – the U.S. workforce has become even more disenchanted toward their employers in the last six months. • In fact, 39 percent of workers do not feel appreciated at work, increasing from 32 percent six months ago. • More than half (52 percent) of survey respondents were not satisfied with the level of recognition they receive, up from 41 percent. But that isn’t the whole story. In this report, we dived deeply into our survey and uncovered fascinating results about the relation- ship between employee retention and recognition. We learned employee recognition is a powerful and consistent factor in why many employees are seeking new jobs.
    [Show full text]
  • Chobani Driving Engagement from the Bottom Up
    Chobani Driving engagement from the bottom up It doesn’t matter how many coworkers people have, “ they just want to be told they’re doing a good job. ” Ten years after Hamdi Ulukaya bought a shuttered yogurt factory in upstate New York, Chobani has become the top-selling brand of Greek yogurt, the second-largest overall yogurt manufacturer in the U.S., and a leader among companies offering holistic employee benefits. In the 2016 Great Place to Work® survey, Chobani employees requested a more robust employee recognition system. Up until then, HR Andrew Schrader HR Manager Manager Andrew Schrader had been manually fielding staff recognition via email and delivering gold balloons as rewards, an effort that was both inefficient and ineffective. More than They needed a system that was meaningful and immediate for everyone, from their retail 75% teams to their factory workers and corporate of Chobani employees employees. actively use Bonusly We caught up with Andrew to hear how Bonusly has impacted Chobani since the company adopted the program in 2017. Learn more at bonus.ly Bonusly at Chobani Cups and core values In 2017, Andrew and Chobani’s People Team launched Bonusly to approximately 2,000 employees. With team members at the Chobani headquarters and manufacturing facilities in Upstate New York, their yogurt plant in Twin Falls, Idaho (the world’s largest!), and their corporate office and retail locations in New York City, Bonusly runs across three timezones and during at least ten different shifts. Chobani’s core values are Craftsmanship, Integrity, Leadership, Innovation, Safety, Giving Back, and Our People.
    [Show full text]
  • The Value and ROI in Employee Recognition
    The Value and ROI in Employee Recognition: Linking Recognition to Improved Job Performance and Increased Business Value — The Current State and Future Needs August 2009 Contents Executive Summary ..............................................1 Introduction ...........................................................2 The Place of Recognition in the Total Reward Package .................................................................7 From Recognition to Business Value: The Recognition—Motivation—Engagement—Job Performance—Business Value System ..............10 Measuring the Value of Recognition ................13 Case Studies: Recognition Programs to Improve Specific Business Functions ...............................24 Conclusions: The Current State and Future Needs of Studies into the Link between Recognition and Business Value........................28 Appendix I: Theories of Motivation ..................31 Appendix II: The Future of Measuring the Business Value of Recognition ...........................34 Works Cited.........................................................35 i The Value and ROI in Employee Recognition Copyright © 2009 Human Capital Institute. All rights reserved. Executive Summary Today’s economic challenges require n Increased employee engagement has a organizations to find new ways to not only dramatic positive effect on improving job reward top performers, but to motivate performance and capturing business value. all workers to improve performance while n Organizations actively seeking to improve maintaining or
    [Show full text]
  • Fighting Employee Apathy
    Fighting Employee Apathy Do the people in your workplace really care? Or are they just going through the motions? Every manager needs to know the answer, because it makes an enormous difference to the performance of any organization. Engaged employees are not just happier than apathetic ones, but they’re inclined to do their best—far more than the required minimum—for their employer. That extra effort can make the difference between successful enterprises and also-rans. Apathy and engagement, like other aspects of workplace culture and attitudes, depend on factors that are not easy to measure or control. They’re not just about money. Individual personalities are crucial. No two people will react to a particular job in the same way. “In terms of interest in a job, people are as different as their thumbprints,” says Samuel Culbert, a professor of management at the University of California, Los Angeles. Recognizing apathy But Culbert and other experts say apathy is not hard to detect. “Look at the [employee’s] face. You can tell,” Culbert says. “People who don’t care look like they don’t care.” Bob Ruotolo, an organizational development consultant with Phoenix, Ariz,.-based Murro, Ruotolo & Partners, says apathy can show up in various types of behavior, depending on the emotional makeup of the employee. Apathetic people can be “detached, unfocused, without much of an attention span,” Ruotolo says. “Their energy may be low. They may be easy to anger, argumentative or defensive.” Anna Maravelas, a Minneapolis, Minn.,-based therapist and consultant, says apathy can be reflected in a “defeatist attitude” and lack of energy in an organization, along with clock-watching: “People either check out or become over-concerned with their breaks and vacations,” she says.
    [Show full text]
  • Table of Contents
    Belton I.S.D. Employee Handbook 2018-2019 BISD Vision Statement To Be A Leader In Preparing Every Student To Excel in Tomorrow’s World BISD Mission Statement To Provide An Education That Challenges All Of Our Students To Excel TABLE OF CONTENTS DISTRICT INFORMATION ..................................................................................................................................... 5 Description of the District .................................................................................................................................... 5 Mission Statement .............................................................................................................................................. 5 Board of Trustees................................................................................................................................................ 5 Board Meetings ................................................................................................................................................... 5 BISD Administration ............................................................................................................................................ 6 School Calendar.................................................................................................................................................. 6 EMPLOYMENT ....................................................................................................................................................... 6 Equal Employment
    [Show full text]
  • Make Their Day!: Employee Recognition That Works Second Edition, Revised & Expanded
    An Excerpt From Make Their Day!: Employee Recognition That Works Second Edition, Revised & Expanded by Cindy Ventrice Published by Berrett-Koehler Publishers contents Foreword xi Preface xv INTRODUCTION Real Results 1 PART ONE Employees Want to Love Their Work CHAPTER 1 Recognition That Works 11 Missing the Mark What Makes Recognition Work The Elements of Recognition CHAPTER 2 Finding Recognition Everywhere 22 Understanding the Motivation Connection Recognizing Purpose and Quality Recognizing Trustworthiness Recognizing Individual Value Recognition Is Everywhere CHAPTER 3 Recognition Starts with Your Relationships 36 Sticky Recognition Everything Else Is Secondary Employees Have Their Say Filling the Other Guy’s Basket Creating Loyalty How Do You Measure Up? The Dangers of Intracompany Competition vii viii MAKE THEIR DAY! PART TWO Whose Job Is Recognition, Anyway? CHAPTER 4 Managing for the Greatest Impact 53 The Most Important Role The 50/30/20 Rule The Manager’s Opportunity and Responsibility Building on the Relationship Foundation What Exceptional Managers Do Going It Alone CHAPTER 5 Leading with Vision, Visibility, and Momentum 71 Developing a Recognition Culture Showing Value through Action Leading Recognition Programs CHAPTER 6 Partnering with Program Administrators 81 The Administrator’s Supporting Role Their Good Intentions Leveraging HR’s Work CHAPTER 7 Making Recognition the Responsibility 88 of Every Employee What One Person Can Do Understanding Peer Recognition Taking Responsibility A Simple and Effective Tool CHAPTER 8 Using
    [Show full text]