Dnaagdawenmag Binnoojiiyag
Child & Family Services HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
TABLE OF CONTENTS
1. INTRODUCTION 8
2. ORGANIZATIONAL INFORMATION 12
ORGANIZATIONAL CHART: 12
ORGANIZATIONAL STRUCTURES: 20
LINES OF COMMUNICATION: 21
PUBLIC RELATIONS: 23
PROFESSIONAL LIABILITY COVERAGE: 24
SUCCESSION PLANNING: 25
3. RECRUITMENT AND SELECTION 27
EMPLOYMENT CLASSIFICATIONS 27
SHORT-TERM CONTRACT EMPLOYEES: 29
STUDENT AND WORK PLACEMENT: 31
JOB DESCRIPTIONS: 35
JOB POSTING AND ADVERTISEMENTS: 37
HIRING COMMITTEE: 41
ANTI-NEPOTISM: 43
SCREENING: 45
RECRUITMENT: 47
INTERVIEW PROCESS: 49
POLICE RECORD CHECKS: 51
REFERENCES AND BACKGROUND CHECKS: 54
OFFER OF EMPLOYMENT: 57
2 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
CONSIDERATION OF ALTERNATE CANDIDATES FOR EMPLOYMENT: 59
COMPETITION FILES: 60
UNSUCCESSFUL CANDIDATES: 61
4. EMPLOYMENT PRACTICES 62
ORIENTATION OF EMPLOYEES: 62
HOURS OF WORK: 64
FLEX HOURS: 66
OVERTIME: 68
ON CALL HOURS: 71
PROBATIONARY PERIOD 72
DRIVER’S LICENSE: 75
DRESS CODE: 77
ELECTRONIC MAIL AND INTERNET PROCEDURES: 79
SOCIAL MEDIA: 85
5. STAFFING 87
ACTING POSITIONS: 87
LATERAL TRANSFERS: 89
JOB SHARING: 91
6. STANDARD OF CONDUCT 93
DIVERSITY & RESPECT IN THE WORKPLACE: 93
CONFIDENTIALITY POLICY: 96
CONFLICT OF INTEREST: 99
WORKPLACE VIOLENCE, HARASSMENT, BULLYING AND DISCRIMINATION: 101
WHISTLEBLOWER POLICY: 111
3 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
GIFTS FOR EMPLOYEES: 113
ACCEPTANCE OF FAVOURS: 114
OUTSIDE EMPLOYMENT: 115
CONFLICT AND COMPLAINTS RESOLUTION: 116
COMMUNICATION WITH APPOVED ABSENT EMPLOYEES ABOUT EMERGENCY CLIENT RELATED MATTERS: 121
CHILD PROTECTION CONCERNS INVOLVING AGENCY EMPLOYEES: 122
DRUG AND ALCOHOL: 124
LOST, STOLEN, OR DAMAGED EQUIPMENT: 127
POLITICAL ACTIVITY: 128
7. COMPENSATION AND BENEFITS 130
COMPENSATION: 130
DEMOTIONS: 132
OMERS PLAN: 134
SHORT AND LONG TERM DISABILITY BENEFITS: 136
EMPLOYEE RETIREMENT SAVINGS PLAN: 138
EMPLOYEE ASSISTANCE PROGRAM: 139
EMPLOYEE RECOGNITION: 142
8. PAY AND PERFORMANCE MANAGEMENT 143
PERFORMANCE MANAGEMENT: 143
MERIT INCREASES: 148
PROGRESSIVE DISCIPLINE: 150
SUPERVISION: 156
TRAINING AND DEVELOPMENT: 159
9. ATTENDANCE AND LEAVE 162
ATTENDANCE MANAGEMENT: 162
4 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
UNPAID LEAVE OF ABSENCE: 165
PUBLIC AND DESIGNATED HOLIDAYS: 167
VACATION LEAVE: 169
SICK LEAVE: 173
FLOATER DAYS: 176
AUTHORIZED ABSENCE TIME: 177
TRADITIONAL/RELIGIOUS OBSERVANCE DAYS: Error! Bookmark not defined.
MANAGEMENT COMPENSATION DAYS: 179
BEREAVEMENT LEAVE: 180
VOTING LEAVE: 182
JURY DUTY/COURT ATTENDANCE: 183
WITNESS LEAVE: 184
EARLY RETURN FROM LEAVE: 185
FAMILY MEDICAL LEAVE: 186
FAMILY CAREGIVER LEAVE: 189
CRITICAL CARE LEAVE: 192
CHILD DEATH LEAVE/CRIME-RELATED CHILD DISAPPEARANCE LEAVE: 195
PREGNANCY LEAVE: 197
PARENTAL LEAVE: 200
PERSONAL EMERGENCY LEAVE: 203
ADOPTION LEAVE: 204
ORGAN DONOR LEAVE: 205
RESERVIST LEAVE: 206
10. TERMINATIONS, RESIGNATIONS, LAY-OFFS AND RETIREMENTS 207
TERMINATION: 207
5 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
RESIGNATION: 211
LAYOFF: 212
JOB ABANDONMENT: 216
RETIREMENT: 217
RETURN OF AGENCY PROPERTY: 219
EXIT INTERVIEW: 221
11. INFORMATION AND DOCUMENT MANAGEMENT 223
PRIVACY AND PROTECTION OF EMPLOYEE INFORMATION: 223
PASSWORD: 226
INTELLECTUAL PROPERTY: 228
12. ACCESSIBILITY FOR ONTARIANS WITH DISABILITY 229
CUSTOMER SERVICE POLICY: 229
CUSTOMER SERVICE PROCEDURE: 232
COMMUNICATION SUPPORTS PROCEDURE 235
USE OF ASSISTIVE DEVICES PROCEDURE: 237
USE OF SUPPORT PERSONS PROCEDURE: 239
NOTICE OF SERVICE DISRUPTION PROCEDURE: 241
INDIVIDUALIZED EMERGENCY RESPONSE PROCEDURE: 245
INDIVIDUAL ACCOMMODATION PLANS PROCEDURE: 247
13. HEALTH AND SAFETY POLICY 249
HEALTH AND SAFETY RESPONSIBILITIES POLICY: 249
HEALTH AND SAFETY COMMITTEE: 254
HEALTH AND SAFETY POSTED MATERIAL: 257
WORKPLACE INSPECTIONS: 258
WORK REFUSAL: 261
6 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
ALLERGIES: 263
EMERGENCY PREPAREDNESS FIRE: 264
EMPLOYEE ACCIDENTS: REPORTING AND INVESTIGATION: 267
INCLEMENT WEATHER: 270
IDENTIFICATION CARDS: 272
SMOKING IN THE WORKPLACE: 274
SCENT FREE: 275
SEAT BELT SAFETY: 276
WORKER SAFETY IN CHILD PROTECTION SERVICES: 279
AGENCY RESPONSE PROCEDURE FOR DEALING WITH A STAFF OR AGENCY THREAT: 284
HIV, HEPATITIS B, OR OTHER RELATED BLOOD BORNE DISEASES: 287
CRISIS PREVENTION: 289
7 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
1. INTRODUCTION
HUMAN RESOURCE PHILOSPHY:
As an employer, Dnaagdawenmag Binnoojiiyag is committed to ensuring all relevant statutory and contractual requirements are met, including the Ontario Employment Standards Act, 2000, the Ontario Human Rights Code, and the Pay Equity Act.
The Agency’s purpose is the delivery of high quality and effective service for Indigenous children and families. The Board of Directors and Senior Management team at Dnaagdawenmag Binnoojiiyag appreciate the valuable contributions made by staff towards achieving our purpose. We are committed to fostering a respectful work environment, which enables employees to enjoy a satisfying career and experience opportunities for ongoing learning, challenge, and advancement while contributing to the agency and the delivery of service to children and families.
Dnaagdawenmag Binnoojiiyag is committed to principles of fairness, equity, and integrity in the administration of all of its policies and procedures and in the application of its employment practices.
PREAMBLE:
Dnaagdawenmag Binnoojiiyag Child & Family Services will be known as ‘the Agency’ throughout the Manual.
Dnaagdawenmag Binnoojiiyag Child & Family Services’ Board of Directors recognize employees are an important resource. The Board of Directors value and support initiative and innovation in their employees and as the governing body, it will provide a work environment supportive of open communication, teamwork, and fairness within the work place.
The underlying purpose of the Agency’ s Human Resources Policy and Procedures Manual is to provide employees with a clear and concise statement of their rights and obligations as an employee.
Other purposes most readily identified include:
8 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
Increased Consistency: When consulted regularly, this manual will help ensure standard and consistent employee treatment from one employee to another.
Improved Productivity/Measurement of Performance: This manual can improve operations, reduce errors, and save time as answers to routine questions are readily available for all employees. This manual sets out standards to be used to measure employee performance.
Orientation Tool: The manual serves as an orientation tool for all new employees. In addition to ensuring all employees are familiar with the policies and procedures, the new employee is introduced to the content of the manual thus increasing the probability the employee will refer to them in the future. Legal Protection: The manual can provide legal protection; written policies and procedures can be called into evidence in civil proceedings.
MANUAL LAY OUT:
The policies contained in this manual are grouped into distinct Chapters numbered and arranged in the order an employee joins the Agency. The policies under each section are arranged and numbered according to section number and policy number. The policies are followed by procedures which specify how the policy is to be administered.
Who Is Covered: All employees are covered by this manual, unless otherwise stated in their contract. Any provision in an employee’s contract or offer contravening the wording of a policy or procedure contained in this manual, employment contract will take precedence.
Effective Date: The policies and procedures contained in this manual are revised from the Human Resources Policies and Procedures November 5, 2016.
This current policy and procedure manual was approved by the Dnaagdawenmag Binnoojiiyag Child and Family Services Board of Directors on November 29, 2017.
AMENDMENTS TO THE MANUAL:
This manual does not constitute a contract between the Agency and its employees. The Agency reserves the right, at its sole discretion, to amend, change, modify, or delete any of the policies or procedures in this manual. Amendments will include employee input and consultation. The Human Resources Policies and Procedures may from time to time be revised to reflect changes in practice and/or legislation. Amendments to this manual will be made by a majority of the Agency’s Board Members passing a resolution.
9 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
Both the original and revised dates of policies are recorded on each policy following the policy review process. Where there is no change and polices are confirmed, only the original date remains on the policy document.
FEDERAL AND PROVINCIAL LEGISLATION COMPATIBILITY:
Relevant policies and procedures in this manual are based on or in some instances exceed standards set out in the Employment Standards Act and other Federal and Provincial legislation.
ORIENTATION TO THE MANUAL:
It is the responsibility of immediate Supervisors to ensure employees receive an orientation to the Human Resource Policies and Procedures and are advised of all subsequent revisions to policies and procedures. Permanent, full, and part-time employees, temporary, and contract employees shall be required to sign off on key policies at the time their employment commences.
ACCESS TO POLICY AND PROCEDURE TO POLICY AND PROCEDURE MANUALS:
Dnaagdawenmag Binnoojiiyag shall ensure access to the agency’s Policy and Procedure Manuals for all staff, volunteers, and alternative care parents as follows:
1. All employees at hire shall receive a link to the complete Dnaagdawenmag Binnoojiiyag Policy and Procedure Manual posted upon an Internet site accessible by them at any time.
2. Each office location of Dnaagdawenmag Binnoojiiyag shall have at least 1 complete set of all Dnaagdawenmag Binnoojiiyag Policies and Procedures available for staff to use. The Receptionist/ Administrative Assistant assigned to this task within the office shall regularly update this set.
3. Each Alternative Care/Formal Customary Care home shall receive a copy of the Policy and Procedure sections relevant to their responsibilities, in the form of a manual; thus, ensuring the updated Policy and Procedures are forwarded to all homes shall rest with the Administrative Assistant to the Resource team.
4. The Quality Assurance Manager shall ensure any approved changes to Policy or Procedure is uploaded to the online portals, and copied to the Administrative Assistants or Receptionists in each branch and the Administrative Assistant for the Resources team, who shall arrange for binders to be updated.
In addition to access to all agency Policy and Procedure Manuals, Dnaagdawenmag Binnoojiiyag shall ensure staff have access to other manuals, documents, legislation, training manuals, and other materials necessary for them to complete the requirements of their position and carry out their duties in a highly competent manner.
10 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
11 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
2. ORGANIZATIONAL INFORMATION ORGANIZATIONAL CHART:
Organizational Chart 2010
Chapter 2: Organizational Information Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
The Executive Director shall be responsible for recommending to the Board of Directors the appropriate Organizational Structure and staff compliment required to successfully achieve the mission and strategic and service objectives of Dnaagdawenmag Binnoojiiyag, and for maintaining staffing at a level which ensures the organization’s capacity to meet its’ legal and service delivery responsibilities.
PROCEDURE:
1. The Executive Director and the Senior Management Team shall, as part of the annual service planning and budgeting process, review the staffing complement and submit their recommendations to the Board of Directors for approval.
2. The Executive Director shall be responsible for ensuring all positions have appropriate and current position descriptions and staffing levels are maintained within approved budget and salary levels.
3. Additional positions over and above the existing complement shall be subject to the approval of the Executive Director in consultation with the Board of Directors.
4. The Human Resources Manager will be responsible for developing and maintaining the organizational chart.
5. Changes to the organizational chart are recommended as needed by Senior Management and presented to the Executive Director. a) Position/title changes will be approved by the Executive Director b) Changes that add to the overall headcount of the agency and are outside of the approved budget need to be approved by the Board of Directors.
6. Updated organizational charts will be uploaded on the Agency website and distributed to all departments.
12 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
POLICY REFERENCE:
Organizational Structure Policy Hiring Committee Policy Finance Policy and Procedure Manual Board of Directors Policy and Procedure Manual
13 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
14 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
15
HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
17
HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
ORGANIZATIONAL STRUCTURES:
Organizational Structures 2020
Chapter 2: Organizational Information Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services has an organizational structure to support the human resource development of Agency personnel. All changes made to the Human Resource policies, procedures, and systems will be supported by the organizational structure.
PROCEDURE:
1. The Agency has the following organizational structure: a) Board of Directors Human Resources Committee: Three members of the Board of Directors are appointed bi-annually to the Human Resource Committee at the first regular Board meeting after the Annual General Meeting. The work of this committee is defined by their Terms of Reference. The Human Resource Manager is the technical support for this committee. The committee is supported by the Executive Assistant. b) Senior Management Team: Members of the Senior Management Team include; the Executive Director, Director of Services, Director of Finance and Administration, Human Resource Manager, Finance Manager, and other designated Senior Managers. This team is supported by the Executive Assistant. c) Management Team: Members of the Management Team include the members of Senior Management and all Agency Supervisors. This team is supported by the Executive Assistant. d) Services Management: Team Members of the Services Management Team include the Director of Services and all Agency Supervisors. This team is supported by the Senior Administrative Assistant and defined by their Terms of Reference.
POLICY REFERENCE:
Lines of Communication Policy Managing Work Expectations Board of Directors Policy and Procedure Manual
20 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
LINES OF COMMUNICATION:
Lines of Communication 2030 Chapter 2: Organizational Information Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Communication within the organization will follow the lines of authority outlined in the organizational chart. Violations of the lines of communication may be subject to disciplinary action.
PROCEDURE:
1. Communication on all work-related matters will occur as follows: a) Worker to Worker; b) Worker to Supervisor; c) Supervisor to the Senior Managers; d) Senior Managers to the Director or Service/Director of Finance; e) Director of Service/Director of Finance to the Executive Director; f) Executive Director to the Director or Service/Director of Finance; g) Director or Service/Director of Finance to the Senior Managers; h) Senior Managers to the Supervisor; i) Supervisors to Worker; j) Executive Director to the Board Chair; and k) Executive Director to the Board of Directors.
2. Employees will not approach a person with work-related issues who is in a position senior to their Supervisor without the knowledge of the immediate Supervisor. In cases of extreme circumstance, it may be possible to go directly to a supervisor who is in a position senior to the supervisor.
3. Employees may approach the Human Resources Manager on personnel issues as needed. The Human Resources Manager will redirect the employee back to their supervisor when appropriate and applicable and/or may discuss the concern with the employee’s Supervisor/Senior Manager/Director of Service or the Executive Director.
4. Employees receiving work-related assignments or requests for information from someone in
21 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
a position senior to their Supervisor will inform their immediate Supervisor of the discussion as soon as reasonably possible.
5. The Executive Director is responsible for the flow of information to the Board of Directors. Staff wishing to communicate information to Board of Directors will take the information to their immediate Supervisor, who in turn will flow the information to the Senior Managers. The Supervisors and Senior Managers will address matters not requiring the attention of the Board of Directors and Executive Director according to Policy.
6. The Director of Finance & Administration may bring concerns to the Board of Directors if it involves the Executive Director as outlined in the Board of Directors Policy and Procedural Manual.
7. In the absence of the immediate Supervisor, the employee will follow the lines of authority as defined in the organizational chart.
POLICY REFERENCE:
Organizational Chart Policy Managing Work Expectations Board of Directors Policy and Procedural Manual
22 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
PUBLIC RELATIONS:
Public Relations 2040
Chapter 2: Organizational Information Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will ensure requests by the media for interviews not related to program announcements will be referred to the Executive Director. The Executive Director may delegate a member of the Management Team to speak about an issue in their area of expertise.
PROCEDURE:
1. From time to time employees and Senior Managers may need to make a comment to the public and media in regards to program announcements and these will be referred to the Executive Director who may delegate another member of the Management Team to speak on the issue.
2. Employees must be aware it is particularly important to follow this practice in times of emergency to protect the privacy of the people involved and to prevent inadvertent stress or alarm being imposed on persons receiving services, their family, or other people.
3. No photographs of people receiving services will be posted in public view or released to the public without the written consent of the person or guardian. There will be no photographs of children identifying them as clients or as children in care.
POLICY REFERENCE:
Board of Directors Policy and Procedure Manual
23 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
PROFESSIONAL LIABILITY COVERAGE:
Professional Liability Coverage 2050
Chapter 2: Organizational Information Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY
The Agency will carry Liability coverage for employees, alternative caregivers, volunteers, and board members.
PROCEDURE
1. The entire insurance package will be reviewed at least every two (2) years.
2. The Director of Finance and Administration will be responsible for the conduct of this review.
3. A written description of professional liability coverage will be made available to all insured parties upon request.
POLICY REFERENCE:
Board of Directors Policy and Procedure Manual
24 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
SUCCESSION PLANNING:
Succession Planning 2060
Chapter 2: Organizational Information Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child and Family Services will ensure a succession plan is in place for all Director positions in the event of a permanent or temporary change in leadership, either planned or unplanned, to ensure the stability and accountability of the organization until such time as new permanent leadership is identified or the appropriate Director is able to return to their duties. The Board of Directors will be responsible for the succession plan of the Executive Director position. The Executive Director is responsible for the succession plan of all other Director positions.
PROCEDURE:
1. The Board of Directors will appoint an interim Executive Director to ensure the organization continues to operate without disruption and that all organizational commitments are adequately executed.
2. The Executive Director will appoint interim Directors for any position that becomes vacant either temporarily or permanently, where applicable.
3. The following will be considered when determining potential candidates for interim Directors: a) Length of employment with the Agency; b) Qualifications and skills; c) Level of current position; d) Ability to back fill current position;
4. External and internal key stakeholders will be advised of the change in leadership, identifying the name of the interim Director and time frame of the succession plan.
5. The succession plan will include an analysis and review of the work load of the vacant Director position identifying priority areas.
6. Consultant services may be considered for any temporary vacant Director position, where applicable.
25 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
POLICY REFERENCE:
Board of Directors Policy and Procedure Manual
26 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
3. RECRUITMENT AND SELECTION
EMPLOYMENT CLASSIFICATIONS:
Employment Classifications 3010
Chapter 3: Recruitment and Selection Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child and Family Services is committed to fair, equitable, and consistent application of employment practices consistent with applicable legislation. It shall be the exclusive responsibility of the Executive Director in collaboration with the Board of Directors and the Senior Management Team to determine overall staffing needs, classifications, work assignments, and hours of work for the agency. As such, the following employment categories have been established.
PROCEDURE:
The following classifications will be used for payroll and human resources administration:
Classification Description Permanent Full Time Employee Employees hired into a permanent full-time position who have completed a probationary period defined by their position and who regularly work thirty-five (35) hours per week. Permanent Part Time Employee Employees hired into a permanent part-time position who have completed a probationary period defined by their position and who regularly work less than thirty-five (35) hours per week. Contract or Temporary Employee Full or part-time employees hired for a finite period of time, whose employment will terminate following completion of the assignment in accordance with the written terms and conditions of the employment contract. The contract may be renewed or extended from time to time.
27 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
Relief/Casual Employee Employees hired on a temporary or relief basis, whose hours of work are determined on an as needed basis and fluctuate from week to week. They are paid on the basis of actual hours worked.
Student/Seasonal Employee Temporary employees hired on either a full or part-time basis during peak periods or school vacations and paid on an hourly basis.
Purchase of Service Agreements Individuals engaged through a “Purchase of Service Agreement” are not considered employees of Dnaagdawenmag Binnoojiiyag and, therefore, are not placed on the Agency’s payroll and are not entitled to benefits. These individuals are referred to as “Independent Contractors”.
1. All positions will be classified prior to posting as determined by the Executive Director.
2. Employee classifications will be noted on the Job Posting and within the Offer of Employment.
3. Any change to an employee’s classification will be recommended in writing by their immediate Supervisor to the Director of Human Resources and Executive Director. If the Executive Director approves the recommendation, the employee will be notified in writing with notification to human resources and payroll.
POLICY REFERENCE:
Employment Classification Short Term Contract Employees Hours of Work Policy Probation Policy Termination Policy
28 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
SHORT-TERM CONTRACT EMPLOYEES: Short-Term Contract Employees 3020
Chapter 3: Recruitment and Selection Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services may hire employees on short term contracts. Short term contracts are for periods of six (6) months or less. If a contract position becomes a permanent position, the permanent position must be posted according to the Vacancies and Job Advertisements Policy.
PROCEDURE:
1. The Recruitment and Selection Policies are followed for the recruitment and selection of term contract employees.
2. Term contract employees will be hired with individually designed contracts.
3. The Executive Director approves the hiring of all contract positions and will sign all related contracts. The Executive Director may approve short term contracts for six months or less and at a maximum of $40,000 per annum as defined in the Finance Policies and Procedures Manual and conditional upon available resources
4. A term contract may be extended, at the discretion of the Executive Director pending satisfactory performance, funding, and recommendation of the appropriate Senior Manager.
5. All term contract employees will have a probationary period and will undergo a performance appraisal.
6. The employment contract will specify all conditions of employment including the rate of pay, benefit coverage, and schedule of payments.
7. Details of any expenses to be covered by the Agency on behalf of the hired person must be pre-approved and noted on the contract.
29 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
8. Term contract employees will be assigned a Supervisor who will direct and oversee the person's work, as necessary and appropriate. The name of the Supervisor will be noted in the contract.
9. A copy of the contract and any subsequent contracts and evaluations will be forwarded to the Human Resources Assistant to be filed in the employee’s personnel file.
10. If a temporary employee is successful in obtaining full-time permanent status with the Agency and has been previously employed for the eligibility period for statutory or board designated holidays and annual vacation, they will be able to waive the eligibility period upon new permanent hire date, provided there is no lapse in time between contracts. Any accrued vacation time must be taken before the beginning of their new contract as a permanent employee. Under their new contract, the permanent employee will begin to accrue a new period of vacation time.
11. Employees on short term contracts less than six (6) months are not eligible for paid sick days, benefits, pension, or leaves of absence and will be paid vacation pay upon completion of the contract.
POLICY REFERENCE:
Job Posting & Advertisements Policy Probationary Policy Performance Management Policy Finance Policy and Procedure Manual
30 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
STUDENT AND WORK PLACEMENT:
Student and Work Placement 3030
Chapter 3: Recruitment and Selection Department: Human Resources Date Approved: Date Revised:
Source Reference: Canadian Human Rights Commission - Aboriginal Employment Preference Policy, http://www.chrc- ccdp.gc.ca/sites/default/files/aboriginalemploymentpreferencepolicy_0.pdf
POLICY:
Dnaagdawenmag Binnoojiiyag will accept applications for students through established relationships with Universities and Community Colleges, with preference given to students enrolled in an Indigenous-based program. Dnaagdawenmag Binnoojiiyag is committed to promoting and developing skilled professionals by offering field placement, internship or developmental employment opportunities in partnership with a learning institution or employment support organizations.
PROCEDURE:
1. All student/work placements will undergo a Police Reference check for Pre- Employment, Pre-Volunteer Placement (Consent for Release of Information Form) as per Agency Policies.
2. Students and work placements will be provided an orientation program designed by the Supervisor in consultation with the Manager. This orientation program must include: a definition and description of the Agency and its services; relevant policies, procedures and legislation, a clear job description and identification of any learning goals and an introduction to employees.
3. Work placements and students may attend "in-house" training sessions. Time, but not funding, will be granted for attendance at off-site training sponsored by other organizations.
4. Both work placements and students will be assigned a Supervisor who will direct, and evaluate their work performance. The Supervisor and representative of the student's sponsoring Agency institution will negotiate the placement student's learning contract that includes consent to a Police Reference Check and consent to a child protection record check (Consent for Release of Information Form).
31 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
5. Resources, needs and limits of the Agency will define the expectations, roles and responsibilities between the sponsoring Agency/institution and the Agency.
6. The Manager of Human Resources will be responsible to send a notification to staff regarding student work placements.
7. Students or work placements are required to participate in regularly scheduled sessions with their Supervisor. The Supervisory process will include written performance evaluation, as defined in the learning contract.
8. It is the responsibility of the Human Resources Assistant to maintain a personnel file on the student or work placements.
9. Students and work placements are privy to information of a highly confidential nature, both in terms of clients and Agency operations and functions. Before commencing direct involvement with the clients, students and work placements will be required to sign a Confidentiality Agreement. It is the responsibility of the Supervisor to ensure this signing occurs and that the witnessed Agreement is submitted to the Human Resources Assistant to be filed in the employee’s personnel file.
10. Students and work placements must adhere to all other Agency Policies and Procedures.
11. If a work placement or student is to have access to client files, the student must declare a conflict of interest if assigned a case to whom they are related.
12. Clients themselves must be informed of the status of student/work placement, prior to student assignments.
13. Clients must freely give consent to the participation of student/Worker placement in their "cases". Clients may at any time in the course of their involvement with the student/work placement, withdraw their consent from those persons participating. All students in placement must abide by the Privacy Policy and sign an oath of confidentiality.
14. The student/work placement must adhere to the Agency’s documentation procedure on case management.
15. Work placements and students are not employees of the Agency. However, there are several restrictions on the types of tasks permitted and the extent to which these tasks may be performed.
32 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
16. A student or work placement is not able to claim expenses incurred in the course of their learning-related activities, (e.g. mileage, meals, parking and gas). In some instances, approval for certain expenses may be granted, at the discretion of the Supervisor/Manager. In such cases, the Supervisor/Manager is responsible to instruct the individual in the procedures of completing and submitting an expense claim.
Requests for Placement:
17. Requests for Placement will include the following process:
a) All requests for a placement must be addressed to the Manager of Human Resources; b) The Manager of Human Resources will review the availability of the placement with the appropriate Supervisor; c) All Field Placements, Internships and Supported Employment Opportunities are arranged and formalized between the representatives of the sponsoring educational institution or employment support Agency and designated representative of the Agency; d) Placement requests which are not supported by an institution of learning or an employment support Agency will not be considered. Applicants making such request may however apply for regular employment opportunities that become available at the Agency; e) The student or trainee may approach the Agency informally to ascertain the availability of placement, Agency’s capacity to provide appropriate training or employment, or to learn more about the Agency’s activities. However, such process does not obligate the Agency to provide any placement; f) A formal written contract between the Agency, the educational institution or the employment support organization and the student/trainee will be agreed to by all parties before the commencement of the placement; g) All placement applicants must undergo a selection process determined by the Agency.
Criteria for Deciding to Grant a Placement:
18. The Agency will consider the following when deciding to offer a placement: a) Agency’s capacity to provide appropriate learning or work opportunities; b) Agency’s ability to provide suitable supervision; c) Agency’s ability to accommodate the physical and financial
33 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
requirements of the placement; d) Personal suitability of student including Agency requirements for various reference checks; e) The relationship with the institution or employment Agency; f) An acceptable mutually agreed upon contract between all parties.
POLICY REFERENCE:
Reference and Background Checks Policy Confidentiality Policy Conflict of Interest Policy
34 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
JOB DESCRIPTIONS:
Job Descriptions 3040
Chapter 3: Recruitment and Selection Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will create and maintain job descriptions for all employees to be reviewed annually and signed by employees acknowledging receipt and understanding of their duties. Job descriptions do not necessarily cover every task assigned and additional responsibilities may be assigned as necessary.
PROCEDURE:
1. A job description provides a snapshot of a position at a particular point in time. Position descriptions are not intended to provide an exhaustive list of responsibilities and duties associated with the position but rather a summary of the essential duties and key elements of the position.
2. The Human Resource Manager shall ensure job descriptions are developed and maintained for each position at Dnaagdawenmag Binnoojiiyag.
3. Job descriptions shall describe the general purpose of the position, job title, the essential duties and responsibilities of the position; identify the key relationships including the reporting relationship and the essential qualifications, skills, and knowledge required for the position. All position descriptions shall specify the salary band and classification and include iteration dates and position history.
4. All job descriptions and recommended revisions to job descriptions must be reviewed and approved by the Executive Director in collaboration with Human Resources. Where revisions to job descriptions are required, changes should be made by the Senior Management Team in consultation with Human Resources before being forwarded to the Executive Director for approval.
5. The employee’s participation in reviewing and developing job descriptions ensures accuracy and a clear understanding of job duties and responsibilities. This review will occur during the employees Annual Performance Evaluation.
35 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
6. The Human Resources Assistant will be responsible for maintaining job descriptions electronically in a secured server and distribute and make available to management when requested.
7. All Supervisors will review a new employee’s job description with them during orientation. All employees will sign a copy of their job description acknowledging receipt and an understanding of the duties.
POLICY REFERENCE:
Orientation of Employees Policy Performance Management Policy Board of Directors Policy and Procedure Manual
36 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
JOB POSTING AND ADVERTISEMENTS:
Job Posting and Advertisements 3050
Chapter 3: Recruitment and Selection Department: Human Resources
Date Approved: Date Revised: Source Reference: Canadian Human Rights Commission - Aboriginal Employment Preference Policy, http://www.chrc- ccdp.gc.ca/sites/default/files/aboriginalemploymentpreferencepolicy 0.pdf Internal -
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will ensure hiring practices are consistent and equitable including the posting of all permanent positions. The Agency will hire the most qualified and suitable person for the position with preference given to Indigenous people.
Dnaagdawenmag Binnoojiiyag believes in the principle of promoting from within. Therefore, consideration will be given to internal applicants who, in the opinion of the Executive Director in consultation with the Senior Management Team, possess the requisite education, experience, knowledge, skills, and abilities to perform the job.
Qualified Person: A qualified person is one who is knowledgeable or who has experience with the Indigenous culture, history, language, and customs of the member First Nations. A person who is personally suited for the position, possesses relevant academic education, is knowledgeable of the functions of the position, has relevant work experience, and any other specific requirements.
PROCEDURE:
1. Vacant positions shall be posted in designated areas of all of Dnaagdawenmag Binnoojiiyag’s work locations, as well as on the Agency’s website for a minimum of five (5) business days. While positions may be simultaneously advertised and posted, internal candidates shall be interviewed first.
2. Job postings may include: the position title, the salary range, the classification, minimum hiring qualifications, essential job duties and responsibilities, and application closing date.
3. Human Resources shall be responsible for coordinating the placement of all advertisements. To be eligible for an internal posting, employees must:
Meet the position’s minimum hiring qualifications;
37 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
• Be capable of performing the essential duties of the job with or without reasonable accommodation; • Have completed any probationary period within their current position, and have been in their current position for at least six (6) months; • Be an employee in good standing with a reasonable record, free from any serious discipline issues or serious work performance issues within the past six (6) months. • Employees are required to inform their Supervisor at the time of their application. Supervisors are not to reference applying for other positions in performance appraisals or disciplinary actions. • Human Resources and the Supervisor shall screen applicants against the threshold criteria established for the position as specified in the posting. Resumes of applicants deemed qualified shall be forwarded to the Hiring Committee.
4. The Executive Director is responsible for making decisions in regards to the creation, redesign, and reallocation of all positions based on the needs of the Agency.
5. All new positions will be brought to the Board of Directors for final approval. Short term contracts for six (6) months or less; short term contracts for six (6) months or less and with a maximum annual salary of $40,000 may be approved by the Executive Director.
6. All permanent positions will be posted.
7. Recruitment of all employees will focus on the most qualified and suitable Indigenous person.
8. The Executive Director is responsible for making final decisions regarding the recruitment of all Agency positions except for Senior Management positions.
9. The Human Resources Committee in collaboration with the Executive Director and the most Senior Human Resource position is responsible for the recruitment process for Senior Management positions. The Board of Directors are responsible for making final decisions regarding the employment for senior management positions.
10. The recruitment for the Executive Director position will follow the process outlined in the Governance Manual.
11. The job advertisement may contain: I. Brief description of the Agency; II. Position title and statement if position is contract or regular; III. Reporting relationship; IV. Qualifications required; V. Overview description of duties; VI. Job posting closing date and time;
38 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
VII. Statement reference checks will be required; VIII. Statement “this position requires the successful candidate to have a valid driver’s license, acceptable Police records check” (whichever is applicable); IX. Statement salary is based on qualifications and experience; X. Address to submit application including e-mail address of careers@binnoojiiyag.ca; XI. Statement “those selected for an interview will be contacted; “ a. Statement “hiring of Indigenous people will be given preference”. a) The levels of recruitment may include: I. Internal within the Agency and within member First Nations • The offices of the member First Nations; • Job Fairs at each of the member First Nations; • The Agency head office; II. Within Catchment Area: • The Agency website; • Ontario Association of Children’s Aids Societies (OACAS); • Barrie Area Native Advisory Circle (BANAC); • All Children’s Aid Societies in Dnaagdawenmag Binnoojiiyag’ jurisdiction; 1. Durham Children’s Aid Society 2. Highland Shores Children’s Aid Society 3. The Kawartha Haliburton Children’s Aid Society 4. Simcoe Muskoka Child, Youth and Family Services 5. York Region Children’s Aid Society • Friendship Centers and Native Associations; • Colleges and Universities; III. Outside Catchment Area • Job Banks/Career Websites; • National Native Newspapers, i.e. Windspeaker; b) The following procedures apply when posting job advertisements: i. Job advertisements will be posted for a period of 1 to 6 weeks as determined by the Human Resource Manager; ii. The Human Resources Assistant, in consultation with the Human Resource Manager, will draft the job advertisement and determine the locations where the advertisement will appear; iii. Where a limited number of applications are received from qualified applicants, and the posting is for a position where the Human Resource Manager determines the potential pool of qualified applicants is restricted (such as due to scarce human resources or the location of the position), the Human Resource Manager may decide to proceed with the screening process.; iv. Re-posting may occur due to an insufficient number of qualified applicants (other than for reasons noted in c.), as determined by the Human Resource Committee. In the
39 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
event re-posting is necessary, the applicants received from the first posting may be included in the screening process; v. Incoming applications will be logged as incoming correspondence by the Training and Recruitment Coordinator and placed in a file until the deadline date. All applications are dated when they arrive. The Training and Recruitment Coordinator will forward the applications to the Human Resource Manager the day following the deadline date. c) The Human Resource Manager will form a Hiring Committee to screen and interview applicants. Screening will occur within ten (10) days of the closing date.
POLICY REFERENCE:
Employment Classifications Policy Short-Term Contract Employees Policy Board of Directors Policy and Procedure Manual Finance Policy and Procedure Manual
40 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
HIRING COMMITTEE:
Hiring Committee 3060
Chapter 3: Recruitment and Selection Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will ensure Hiring Committees are formed for the recruitment of all positions to hire the most qualified and suitable candidate.
To ensure fair and unbiased selection processes, selection criteria shall be created for all competitions at Dnaagdawenmag Binnoojiiyag Child & Family Services. A Hiring Committee shall be comprised of no less than three people, consisting of two (2) management staff and one other person. Management representation will be as follows for hiring of:
Dnaagdawenmag Binnoojiiyag may add an outside resource to assist with the hiring when additional expertise may be desired. Staff Supervisors Senior Managers Community Workers
• HR Manager or • Director of • Executive Director • HR Manager or designate Service or • Board member designate • Position designate • Senior Manager or • Position supervisor supervisor or • Senior Manager resource person or designate designate • Staff or resource (Director, Senior (Director, Senior person Manager, Manager, Supervisor) Supervisor) • Community • Staff or resource Representative person (appointed by Community)
The hiring of an Executive Director is the responsibility of the Board of Directors.
41 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
PROCEDURE:
1. Selection criteria shall be established in accordance with bonafide job requirements and position specifications.
Selection criteria should include: • Identification of the competency or area of knowledge being measured; • A series of questions related to the competency or area of knowledge being assessed; • The range of suitable responses to each question; • Point value determined for each question; • Maximum and actual scores for each question.
2. Overall scoring and candidate responses are to be discussed within the context of the committee following independent scoring by committee members. The committee shall strive for consensus. Where consensus is not achieved, a summary of the process will be provided to the Executive Director for final decision. 3. Job specific assignments and/or tests may be used to augment the interview process and are designed to assess the candidate’s aptitude and suitability relative to bona fide job requirements. Assignments and tests are an adjunct to the interview and reference check process and as such are not exclusively relied upon to select candidates. 4. Development of assignments and/or tests must be designed by Human Resources in consultation with the Supervisor.
5. The Executive Director, in consultation with the Hiring Committee shall have the discretion to hire an individual from the interview process who does not score the highest on the interview testing provided there is sufficient reason to believe the lower scoring candidate could service the organization more fully and effectively. This discretion is to be exercised with only the best interest of the organization being considered. The Executive Director retains final authority to reject the recommendations of the Hiring Committee and require a new competition.
POLICY REFERENCE:
Organizational Structure Policy Anti-Nepotism Policy Conflict of Interest Policy Board of Directors Policy and Procedure Manual
42 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
ANTI-NEPOTISM:
Anti - Nepotism 3070
Chapter 3: Recruitment and Selection Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will ensure members of the Hiring Committee are prohibited from sitting on the Committee if any immediate family members are applying for an Agency position. (see Hiring Committee Policy)
PROCEDURE:
Nepotism is defined as the act of hiring and or showing employment favoritism to a family member with no regard of the qualifications of others better suited for the position or employment condition.
1. For the purposes of this policy, a relative/immediate family member is defined as mother, father, son, daughter, sibling, grandmother, grandfather, spouse (same sex or opposite sex), aunts, uncles, step children, and those mentioned above who are represented in the community as such; mother-in-law, father-in-law, brother- in-law, sister-in-law, common-law spouses (same sex or opposite sex), and those individuals who have a close personal relationship with the Committee member, as determined by the Committee member.
2. Any individual who is selected to the Hiring Committee shall declare or raise a conflict of interest when they believe, or it can be reasonably perceived by a member First Nation community, they cannot be objective in considering the application for whatever reason including a close personal relationship. Members of the Hiring Committee will also declare a conflict of interest when the applicant is an immediate family member of the committee member. In the event of a conflict of interest, a member will remove themselves from the committee and another member will be appointed.
3. No employee of the Agency will participate in a final decision or recommendation relating to the recruitment or hiring process of a relative.
4. Immediate family members of employees of Dnaagdawenmag Binnoojiiyag may be employed however, at no time shall a reporting relationship exist between family members, nor shall family members work within the same team or work unit. Should an immediate family member apply for a position with Dnaagdawenmag Binnoojiiyag, the current employee shall
43 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
immediately declare a conflict of interest and shall recuse themselves from any involvement in screening, shortlisting, interviewing, or hiring their immediate family member.
POLICY REFERENCE:
Organizational Structure Policy Hiring Committee Policy Conflict of Interest Policy Board of Directors Policy and Procedure Manual
44 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
SCREENING:
Screening 3080
Chapter 3: Recruitment and Selection Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services Recruitment and Training Coordinator will screen applicants and determine candidates to be interviewed based on the qualifications of the job as listed in the job advertisement in consultation with the Hiring Committee.
PROCEDURE:
1. The Human Resource Manager will recruit appropriate individuals to form a Hiring Committee. The Hiring Committee will be responsible for determining candidates to be interviewed after screening has been completed.
2. Members of the Hiring Committee may declare or raise a conflict of interest when they believe, or it can be reasonably perceived by a member First Nation community, they cannot be objective in considering the application for whatever reason including a close personal relationship. Members of the Hiring Committee will also declare a conflict of interest when the applicant is an immediate family member of the committee member. In the event of a conflict of interest, a member will remove themselves from the committee and another member will be appointed.
3. The following procedures apply when screening applications: a) The Human Resource Manager will request the Recruitment and Training Coordinator or the Human Resources Assistant to prepare the Screening Criteria Form based on the required qualifications in the job description. The screening tool will reflect the same qualifications as listed in the job advertisement; b) The Human Resource Manager or designate will pre-screen applications for the Hiring Committee and provide a list of applicants who meet the minimum requirements. c) Resumes received must be held in confidence by members of the Hiring Committee and the information packages returned to the Human Resources Assistant immediately after the screening; d) The Human Resource Manager is responsible to ensure the recruitment steps are followed by the Hiring Committee members; e) Applications which arrive after the deadline date and time will be screened out;
45 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
f) The Hiring Committee will determine the date for the interviews. The Recruitment and Training Coordinator or the Human Resources Assistant will schedule the interviews; g) Applicants selected for an interview will be asked to bring the names of three (3) work related references, if they were not previously submitted with their application; h) All applicants and interview documents including questionnaires for unsuccessful candidates will be kept by the Agency for two (2) years.
POLICY REFERENCE:
Job Description Policy Hiring Committee Policy Employment References Policy Competition Files Policy Confidentiality Policy Conflict of Interest Policy
46 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
RECRUITMENT: Recruitment 3090
Chapter 3: Recruitment & Selection Department: Human Resources
Date Approved: Date Revised:
Source Reference: Canadian Human Rights Commission - Aboriginal Employment Preference Policy, http://www.chrc- ccdp.gc.ca/sites/default/files/aboriginalemploymentpreferencepolicy_0.pdf
POLICY:
Dnaagdawenmag Binnoojiiyag is committed to hiring qualified candidates who are able to exemplify the vision, mission, and values of the Agency.
In its commitment to the First Nations and Indigenous communities, Dnaagdawenmag Binnoojiiyag will give preference to First Nations and Indigenous candidates who possess the qualifications and post-secondary education required to fill the vacant position and will be allotted 10 extra points to the application package.
Exceptional applicants who fulfill the following criteria, but do not have the required post-secondary education, may be considered where possession of the academic qualification is not a legislated or regulatory requirement: • Completion of a grade 12 Diploma or G.E.D.; • Demonstrated decision making, problem solving, and leadership; • Evidence of good character, good community reputation, and respect from members of the community where the person will be working; • Cultural background consistent with the community where the person will be working or a sound understanding of the community’s cultural traditions; • A demonstrated level of counseling and interpersonal skills as shown through 3 years prior work experience for direct service positions; and • The person’s affiliation with the community and an ability to speak or understand the language. • Such hiring shall only be considered where, in the opinion of the Executive Director, the hiring will not negatively affect the service quality of Dnaagdawenmag Binnoojiiyag Contingent upon hiring the employee agrees to: • Supervision schedule appropriate to the position; • For direct service staff, being mentored by a senior worker with a minimum of two years direct experience, for a minimum of six months or longer;
47 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
• Register in a post-secondary social services or social work program or other satisfactory post-secondary training relevant to the position, and to be continuously registering for classes until a diploma or degree is obtained; and • Participate in any other training deemed necessary by the Supervisor.
Applicants with disabilities will be equally considered on the basis of their ability to perform the duties of the job with reasonable accommodation where required provided it does not cause undue hardship on the employer.
PROCEDURES:
1. To initiate the recruitment process for an established position, the Supervisor shall forward a “Staff Requisition to Hire”” to the Director of Services. The Director of Services will forward it to Human Resources. It is the responsibility of the Supervisor to ensure staffing levels fall within the compliment of approved positions within his/her department.
2. Requisitions to post new and/or additional positions over and above approved staffing levels, shall be in accordance with the Position Administration Policy and requires the approval of the Executive Director.
3. Human Resources shall be responsible for establishing a Competition File for all vacancies upon receipt of the “Staff Requisition to Hire”” from the Director of Services.
POLICY REFERENCE:
Organizational Structure Policy Job Description Policy Hiring Committee Policy Competition Files Policy Position Administration Policy Training and Development Policy
48 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
INTERVIEW PROCESS:
Interview Process 3100
Chapter 3: Recruitment and Selection Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
The Hiring Committee will interview applicants and determine candidates to be hired.
PROCEDURE:
1. The Human Resource Manager will ensure the respective Supervisors and/or Senior Managers are responsible for reviewing and/or preparing the interview questions.
2. The interview will vary from a combination of structured interviews, behavioral based interviews, case interviews, and competency based interviews with testing of specific skills e.g. typing, preparing and delivering presentations, or social work case studies.
3. The following procedures apply when preparing for and during the interview: a) Prior to the interview the Recruitment and Training Coordinator prepares an information package for the Hiring Committee consisting of the interview questions, resumes, job posting, predetermine threshold score of 65% pass for administrative support and front line positions or 80% for supervisor or management positions and Consent for Release of Information; b) Each member of the Hiring Committee will rate each applicant independently during the interview. After each interview, the Hiring Committee will compare their ratings and explain the reason(s) for their scores; c) The total scoring results of the interviews will be verified by the Human Resource Manager; d) Prior to leaving the interview, the Human Resource Manager will ask each applicant to sign the Consent for Release of Information. Upon signing the form, the applicant authorizes the Agency to conduct a thorough check as it relates to the position. The applicant will be advised other work-related references may be contacted. Applicants will be asked to confirm the names and telephone numbers of their references; e) The Hiring Committee will make the decision whether to re-post after interviews if the scores of the applicants are lower than the predetermined threshold of 65% for administrative support and front line positions or 80% for supervisor or management positions;
49 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
f) The Hiring Committee will make a decision pending completed references. Reference checks are conducted on applicants considered for hire.
4. The results of the interview questions and the information packages will be held in confidence and returned to the Recruitment and Training Coordinator immediately after the interviews are completed. 5. The Human Resource Manager can share certain information with unsuccessful applicants who request information on the results of their interview. This information includes a description of the interview process and a general overview of how they did during the interview. Applicants will not be allowed to view the documentation results of the screening or interview process.
6. The results of the interviews will be kept on file for a period of two (2) years.
POLICY REFERENCE:
Job Description Policy Job Posting and Advertisements Policy Hiring Committee Policy Employment References Competition Files Policy Unsuccessful Candidates
50 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
POLICE RECORD CHECKS:
Police Record Checks 3110 Chapter 3: Recruitment and Selection Department: Human Resources Date Approved: Date Revised: Source Reference: Ontario Provincial Police, http://www.opp.ca/ecms/index.php?id=499, Canadian Criminal Code R.S., 1985, c. C-46, http://laws-lois.justice.gc.ca/eng/acts/C-46/page-4.html, Highway Traffic Act, R.S.O. 1990, c H.8, http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_90h08_e.htm
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will ensure all employees, volunteers, foster parents and students provide a Police Records Check prior to commencing employment and/or involvement with the Agency. Employees, students and volunteers working directly with children and families will also have a Vulnerable Sector Check completed. These checks are for verification and are required every twenty-four (24) months thereafter. If an employee or volunteer has been convicted or charged with a criminal offence at any time following a Criminal Reference Check the employee or volunteer must immediately, or no later than the next business day, advise the Executive Director.
PROCEDURE:
1. The Police Records Checks and Vulnerable Sector Checks must be completed and submitted to the Agency prior to commencing employment and/or involvement with the Agency. These checks must be dated within six (6) months from the date submitted to the Agency. The cost of these checks will be reimbursed to the employee upon hiring with the submission of a valid receipt.
2. Upon request, the Agency will provide a letter verifying the need and request for the Police Record Check and Vulnerable Sector Check to be updated.
3. Convictions in a Police Records Check will result in the following: a) Convictions disqualifying employment and/or involvement with the Agency: i. Convictions of a sexual offence against children as defined in the Canadian Criminal Code R.S., 1985, c. C-46; ii. Murder; iii. Sexual assault.
51 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
b) Convictions under the Highway Traffic Act, R.S.O. 1990, c H.8 will not necessarily result in disqualification for employment or volunteer services provided driving a vehicle for Agency business is not a requirement of the position;
4. The Agency may proceed with a Conditional Offer of Employment for new employees with other convictions, based on the Executive Director’s and/or appropriate Director’s assessment of the Police Record and with input from legal counsel. In these circumstances, the employee will be required to seek a pardon as soon as they are considered eligible.
5. If the candidate has a criminal record disqualifying them from employment and/or involvement with the Agency, the Executive Director will advise the candidate of their disqualification in accordance with this Police Record Check Policy.
6. The Agency will only share the results of the Police Record Check and the Vulnerable Sector Check with members of the appropriate committee responsible for hiring and/or engagement of the individual.
7. If the candidate is employed, or selected for volunteer services, the results will be copied and will be maintained in the personnel file. The originals will be returned to the individual.
8. All employees, volunteers, and students are required to provide Police Record Checks and Vulnerable Sector Checks within twenty-four (24) months from the date listed on the first checks that were submitted upon hire and required every twenty-four (24) months thereafter. The fee for the Police Records Check and fingerprinting will be reimbursed by the Agency provided a valid receipt is submitted and the candidate is employed or continues to be employed or the volunteer is selected for service.
9. If an employee or volunteer has been convicted or charged with a criminal offence at any time following hire and or volunteer service, the employee must immediately, or no later than the next business day, advise the Executive Director. The employee will be immediately suspended with or without pay or the volunteer will be suspended from duty, until the Executive Director in collaboration with the Board of Directors assesses the offence and a decision is made for immediate termination or consideration of other disciplinary actions. a) If the convictions are determined to be of a sexual offence against children as defined in the Canadian Criminal Code R.S., 1985, c. C-46, murder or sexual assault, termination of the employee will be immediate for just cause and the volunteer will be released immediately.
10. The refusal of an employee or volunteer to comply with any aspect of the Police Record Check Policy and Procedure will be cause for discipline up to and including termination of employment or release from volunteer services.
52 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
POLICY REFERENCE: Offer of Employment Policy Police Record Checks Managing Work Expectations Termination Policy Confidentiality Policy Child Protection Concerns Involving Agency Employees Privacy & Protection of Employee Information
53 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
REFERENCES AND BACKGROUND CHECKS:
References and Background Checks 3120 Department: Human Chapter 3: Recruitment & Selection Resources
Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services is responsible to ensure that children and youth are not exposed to persons who may be in a direct threat to their well-being. Therefore, conduct in regards to background will require Reference Checks and an Internal Record Check for all positions or as determined by the Hiring Committee. References are checked to verify candidate’s information and to gather information regarding skills and experience to determine suitability of candidates for Agency hire.
PROCEDURE:
1. The Manager of Human Resources or designate will ensure each applicant signs the Consent for Release of Information Form prior to leaving the interview. The Consent includes authorization to complete an Internal Record Check through the Child Welfare Information System. a) Upon signing the form, the applicant authorizes the Agency to conduct a thorough check as it relates to the position including the applicant’s background; b) The applicant will be advised that other work-related references may be contacted; c) Applicants will be asked to confirm the names and telephone numbers of their references.
2. Reference and/or background checks will be conducted only on those applicants identified by the Hiring Committee.
3. Applicants who submit a reference name that is also a member of the hiring committee will be asked to provide an alternate reference.
4. The Manager of Human Resources or designate will conduct Reference Checks using the Reference Check Form.
54 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
5. The Manager of Human Resources or designate will ensure an Internal Record Check is completed in collaboration with the designated services Supervisor. This check will be done through the Agency’s Child Welfare Information System by using an internal search of the candidate’s name and date of birth.
6. The Manager of Human Resources will provide the Human Resources Assistant or designate with the completed Reference and/or Background Checks for filing.
7. The Hiring Committee will make a recommendation to hire pending completed References and/or Background and/or Internal Records Checks. Reference Checks are conducted on applicants considered for hire or identified by the Hiring Committee.
8. Failure of a Reference and/or Background Checks includes but is not limited to any one of the circumstances listed below. The hiring committee has the authority to consider special circumstances when making a decision to disqualify the candidate when an applicant: a) Knowingly provides false information on their resume or during the interview; b) Is convicted of an offence which is not acceptable to the Hiring Committee established for the purposes of reviewing potential applicant’s criminal offences; c) Refuses to undergo a Police Record Check; d) Does not possess the credits, or degree or diploma indicated on their resume; e) Does not possess a valid Ontario Driver’s License, or if the applicant is considered to pose an unacceptable risk based upon their driving record; f) Has a current and/or on-going Child Protection File.
9. The results of the current and/or ongoing Child Protection File will be shared only with the Executive Director and/or the Director of Service in order to protect and keep private the information of the employee or volunteer whom will make the final decision to qualify or disqualify an applicant for hire.
10. The Hiring Committee will be advised if there is a negative background check and will seek further direction on whether to look at other candidates or to repost the position.
11. The results of the interviews, background check and any other information obtained as a result of the background checks will be filed in the recruitment file.
12. The results of the interviews will be kept on file for a period of two (2) years.
55 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
POLICY REFERENCE:
Hiring Committee Policy Police Records Check Policy Driver’s License Policy Privacy & Protection of Employee Information
56 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
OFFER OF EMPLOYMENT:
Offer of Employment 3130 Chapter 3: Recruitment and Selection Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will ensure an Offer of Employment and employment contracts are provided to the successful applicant. Unsuccessful interview candidates will receive notice of rejection either by telephone, email or post upon receipt of a signed Offer of Employment from the successful applicant.
PROCEDURE:
1. The Executive Director and/or Board of Directors will approve the Hiring Committees recommendations. The Human Resource Manager will then notify the successful candidate by telephone to make a verbal Offer of Employment for their consideration. Upon acceptance, a written Offer of Employment will be drafted for the candidate to sign.
2. The Human Resource Manager or designate will prepare the Letter of Offer and send it to the successful candidate.
3. The written offer of employment will include the starting salary and start date prepared by Human Resources in consultation with the Senior Management Team and approval by the Executive Director.
4. Written offers of employment include but are not necessarily limited to the following: • The duration of the assignment where applicable • Employment Status • The effective date • The probationary period where applicable • The starting salary and salary range • Reporting relationship • Any special agreement provisions and/or conditions of employment. • In a circumstance where achievement of a particular academic or vocational degree or diploma is a prerequisite for hiring, or is claimed to be possessed by the employee, the offer of employment stipulates it is conditional on the employee providing proof of said
57 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
qualification. Such proof shall ordinarily consist of original transcripts provided directly to Dnaagdawenmag Binnoojiiyag by the academic or training institute. • The Offer will also be conditional upon providing an acceptable Driver’s Abstract.
5. A copy of the offer letter must be signed by the employee, indicating acceptance of the terms of the offer and returned to the employer no later than the first day of employment. The employee shall maintain a copy of the employment letter for his/her records.
6. Criminal reference checks with Vulnerable Sector Screening are required for all candidates prior to starting their employment. The use of a signed Undertaking may be used if time to get results of checks is delaying start dates, at the discretion of the Executive Director.
7. Upon receipt of the signed contract, notices will be sent by the Recruitment and Training Coordinator to the unsuccessful interviewed applicants. The notices will be signed by the Human Resource Manager.
8. The results of the interviews will be kept in the competition file. Background check, and any information obtained as a result of the background checks will be filed in the successful applicant’s personnel file in a sealed envelope.
POLICY REFERENCE:
Hiring Committee Policy Reference and Background Checks Policy Police Records Check Policy Unsuccessful Candidates Competition Files Policy Driver’s License Policy Privacy & Protection of Employee Information Board of Directors Policy and Procedure Manual
58 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
CONSIDERATION OF ALTERNATE CANDIDATES FOR EMPLOYMENT:
Consideration of Alternate Candidates for Employment 3140 Chapter 3: Recruitment and Selection Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
The Hiring Committee may consider other candidates who have been part of the recruitment process if the selected candidate declines the Employment Offer or does not successfully complete the probationary period.
PROCEDURE:
1. If the successful candidate declines the Offer of Employment, the position may be offered to the second runner up based on recommendations by the hiring committee.
2. If the successful candidate resigns or is terminated within the six (6) month probationary period, the position may be offered to the next runner up based on recommendations by the hiring committee.
3. If the hiring committee determines none of the previously interviewed candidates are suitable for the position, they may decide to re-post the position.
POLICY REFERENCE:
Job Posting & Advertisements Policy Hiring Committee Policy Offer of Employment Policy Probationary Policy Termination Policy Resignation Policy
59 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
COMPETITION FILES:
Competition Files 3150 Department: Human Chapter 3: Recruitment & Selection Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag is committed to hiring practices, which uphold the intent and spirit of relevant legislation, and reflect the principles of equity, fairness, and transparency.
PROCEDURE:
1. A Competition file shall be established by Human Resources for every competition upon receipt of the “Staff Requisition to Hire”, as approved by the Director of Service. The Competition file shall include: • The “Staff Requisition to Hire” • The position description • The job posting and advertisement • Cover Letter and Resume of applicants • An inventory and date of all resumes received in response to the posting/advertisement • A copy of the selection criteria and interview questionnaires and/or tests • All completed interview notes and completed selection criteria • A copy of the letter of offer to the successful candidate
2. Upon acceptance of the offer of employment by the successful candidate, the competition file is closed. Competition files are stored securely by Human Resources for a period of seven (7) years.
POLICY REFERENCE:
Screening Policy Recruitment Policy Interview Process Policy Offer of Employment Policy Police Record Checks Unsuccessful Candidates
60 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
UNSUCCESSFUL CANDIDATES:
Unsuccessful Candidates 3160 Chapter 3: Recruitment and Selection Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
It is the policy of Dnaagdawenmag Binnoojiiyag to offer feedback interviews or telephone calls to unsuccessful internal candidates. Feedback interviews or telephone calls are for developmental purposes and are intended to provide internal candidates with relevant information, which will assist in their professional growth and development. Feedback interviews are to be conducted by the Supervisor and Human Resources.
PROCEDURE:
1. Unsuccessful internal candidates shall be advised of the status of their application prior to formally announcing the name of the successful candidate.
2. Unsuccessful external candidates shall be informed by Human Resources. Feedback interviews for external applicants may occur at the time of contact by Human Resources.
POLICY REFERENCE:
Hiring Committee Policy Offer of Employment Policy Competition Files Policy
61 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
4. EMPLOYMENT PRACTICES ORIENTATION OF EMPLOYEES:
Orientation of Employees 4010 Chapter 4: Employment Practices Department: Human Resources
Date Approved: Date Revised:
Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will ensure new employees and employees transferred to new positions are provided with an orientation to ensure appropriate knowledge and understanding of the Agency’s Vision and Mission Statements, Policies and Procedures, and programs and services to confirm performance is reflective of all requirements in order to achieve standards.
PROCEDURE:
1. It is the responsibility of the new employee’s immediate Supervisor and/or Human Resource Manager to develop a plan and oversee the orientation process. Co- workers may be requested to assist in the process.
2. The length of orientation will depend on the nature of the position and the work experience of the new employee. The immediate Supervisor and/or Human Resource Manager will determine the length of the orientation after the first day of employment.
3. The Human Resources or designate will prepare the orientation packages for employees and provide them to the immediate Supervisor and/or Human Resource Manager on the employee’s first day.
4. On the employee’s first day of employment, Human Resources or designate will provide the employee with an orientation information package (refer to Orientation Checklist Form): a) Signed copy of Employment Contract; b) Job Description; c) Relevant Policies, Procedures, and Protocols; d) Copy of all necessary forms; e) Handbook on Retirement Pension Plan and Employee Group Benefits;
62 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
f) Confidentiality Agreement; g) Request for Void cheque; h) Copy of Driver’s License and $2M vehicle liability insurance; i) TD1 Form if applicable
5. New employees will undergo safety orientation and other training which will include: a) Mandatory Health & Safety Training (Occupational Health and Safety Act) b) Rules of Conduct, Harassment & Discrimination Policy, safety rules, and accident reporting; c) Location of first aid stations; d) Location of Material Safety Data Sheets stations; e) Location of fire extinguishers, exits, and other relevant emergency equipment; f) W.H.M.I.S. training on-line to be completed yearly; g) Cultural Training; and h) Qualified Protection Worker Training.
6. Once the orientation is completed, the employee will sign the checklist verifying they have received a complete orientation.
7. The immediate Supervisor and/or Human Resource Manager will forward the Orientation Checklist Form to the Human Resources Assistant to be filed in the employee’s personnel file.
8. It is the responsibility of the employee to seek information, guidance, and clarification from their Supervisor during orientation and throughout the employment term when necessary.
9. An orientation package prepared for the Executive Director position will include all the same documentation as other employees in addition, there will be documentation relating to the Board of Directors including the Governance Manual.
POLICY REFERENCE:
Driver’s License Policy Harassment & Discrimination Policy Seat Belt Safety Policy Board of Directors Policy and Procedure Finance Policy and Procedure Manual
63 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
HOURS OF WORK:
Hours of Work 4020 Chapter 4: Employment Practices Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Employees are expected to attend work regularly in accordance with their scheduled shift, to arrive at work on time and fulfill their commitment to put in a full day’s work.
Dnaagdawenmag Binnoojiiyag adheres to the regulations of the Ontario Employment Standards Act, 2000. Any changes in the legislation will be reflected in revisions to the relevant Dnaagdawenmag Binnoojiiyag policies.
The standard hours of operation are from 8:30 a.m. to 4:30 p.m. Monday through Friday; however, this should not be taken to suggest these scheduled hours are guaranteed. From time to time, employees may be required to work hours outside of the standard business hours. In these instances, employees may modify and/or flex their hours subject to prior Supervisor approval by completing “Authorization for Flex/Overtime”. All hours must be reconciled within one (1) pay period.
A standard workweek for full-time employees is thirty-five (35) hours per week consisting of five (5) seven (7) hour days.
Employees may be required to work more than seven (7) hours per day or thirty-five (35) hours per week in order to respond to urgent client needs or organizational demands. Work hours in excess of normally scheduled hours of work shall be in accordance with Dnaagdawenmag Binnoojiiyag’s overtime policy.
PROCEDURE:
1. Supervisors are responsible for ensuring operational requirements are maintained in their departments. Supervisors have the discretion to vary or stagger rest periods due to operational requirements.
2. Employees are responsible for adhering to the hours of work and for being punctual in their work habits. Tardiness is not acceptable and repeated tardiness will result in disciplinary action up to and including dismissal for cause as outlined in the Attendance Management Policy.
64 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
3. Lunch or rest periods not taken and without prior approval: a) Are not recorded for additional remuneration; b) Are not accumulated for extra time off; c) Cannot be used for the purposes of leaving work early, except with prior approval of the employee’s immediate Supervisor and only in extreme circumstances.
4. If the Agency requires employees to work more than the maximum hours outlined in this policy to provide programs and services to families and children, the overtime and flex time policies would apply.
5. Flexible hours are provided for employees when necessary and practical according to the Flex Hours Policy.
6. Management
The Executive Director, Director of Finance and Administration, Director of Services, Human Resource, and Finance Manager, and Service Supervisors are not subject to the hours of work provisions and may work flexible hours when required, provided they work a minimum of 35 hours per week and as defined in the Overtime Policy.
7. Administrative Employees
Administrative employees will follow the standard hours of work.
8. Front Line Employees
Front Line Workers will work 70 hours in a 2-week period. These employees often work outside of office hours with approval from their Supervisor and may be required to work flexible hours throughout the week. Hours and days of work will vary in accordance with the operational needs of the Agency.
POLICY REFERENCE:
Flex Hours Policy Overtime Policy Attendance Management Policy Managing Work Expectations Termination Policy Service Policy
65 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
FLEX HOURS:
Flex Hours 4030 Chapter 4: Employment Practices Department: Human Resources
Date Approved: Date Revised:
Source Reference: Ontario Employment Standards Act ttps://www.ontario.ca/document/your-guide-employment-standards-act
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services supports the provision of flex hours for non-management employees when necessary and practical. Flex hours may be at the request of the employee or requested by the Agency and may be a time-specific adjustment to the regular daily hours of work.
PROCEDURE:
1. Employees will submit a written request to adjust their regular daily work hours for an extended period of time to their Supervisors and/or Senior Managers for approval.
2. The request must be pre-arranged and submitted in advance before the start of the flex schedule. Where appropriate, a flex schedule will be applied consistently to the same dates and times.
3. The Supervisors and/or Senior Managers will consider the impacts of the adjusted hours to other employees and external individuals such as clients and employees of organizations who have a close working relationship with the employee before making a decision to approve or deny the request.
4. An employee may request a one-time flex of hours to accommodate their absence for a portion of a day (an employee comes in at 9:30 a.m. and works until 5:30 p.m.). No notice is required for this leave provided the employee receives written approval prior to flexing the time.
5. Flex hours is the rescheduling of the regular daily work hours (8:30 a.m. to 4:30 p.m.) to help employees meet service requirements or personal obligations not feasible during the regular work hours. For example, an employee may work from 10:30 a.m. to 6:30 p.m.
6. The Agency may negotiate with an existing employee to adjust their hours of work to
66 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
perform a task otherwise not possible to be performed during regular work hours. The employee must be in agreement to the adjusted hours before it comes into effect. In the event an employee’s work hours are altered, a 30-day notice will be provided to the employee.
7. Once flexible hours are approved, the employee will be responsible for notifying the receptionist, appropriate co-workers, and all other individuals impacted by the flex schedule.
8. Flex hours may exceed the daily standard hours of work set out in the Hours of Work Policy, provided the average hours of work for a period of 2 weeks does not exceed 44 hours per week. If overtime is permitted to be worked, employees will only be compensated for hours exceeding the 88 hours per 2-week average.
POLICY REFERENCE:
Hours of Work Policy Attendance Management Policy
67 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
OVERTIME:
Overtime 4040 Chapter 4: Employment Practices Department: Human Resources Date Approved: Date Revised: Source Reference: Ontario Employment Standards Act ttps://www.ontario.ca/document/your-guide-employment-standards-act
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will attempt to avoid the need for its employees to work overtime; however, from time to time employees may be requested to work overtime to meet deadlines or to provide emergency services. Upon written agreement between the Agency and the Employee, the Agency will provide time off in lieu of payment for overtime.
PROCEDURE:
1. Employees approved to work in excess of 44 hours a week will be eligible to receive time off equivalent to 1.5 times of hours worked in lieu of pay.
2. All non-management employees will be provided during their orientation session with a written agreement form to take time off in lieu of payment of overtime accrued at any time throughout their employment.
3. No employee will work overtime unless prior approval is obtained from their Supervisor and/or Manager. The Supervisor and/or Manager will first determine whether time can be flexed.
4. Whenever possible and when the employee is in agreement, the use of flex time should be used to avoid the accumulation of overtime see Flex Hours Policy.
5. Employees will be compensated for overtime under this policy for time worked in excess of 44 hours a week. Overtime worked beyond 35 hours a week but less than 44 hours a week will be calculated at straight time.
6. Pre-authorized travel time beyond the regular work day hours and on weekends will be considered overtime worked. Lunch and dinner periods while traveling or at another location cannot be claimed as over time. However, travel time between the employee’s home, and/or
68 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
home base while on training, and their regular or training work site will not be included in hours of work nor will it be included in the calculation of overtime.
7. Meals will be paid at the board approved rates when an employee works overtime.
8. If an employee is requested by their Supervisors/Managers to work on a public or Board of Directors declared holiday, the employee will be eligible to take time off at time and a half for all hours worked on the holiday.
9. In a week in which a public holiday occurs, overtime will be calculated at time and a half after 44 hours in the week provided the employee did not accumulate overtime on the public holiday.
10. Lieu time must be taken within thirty (30) days in which the overtime was earned. It can be taken within three (3) months if the employee requests it in writing. It is the responsibility of employee’s immediate Supervisors to ensure that accumulated overtime is kept to a maximum of 21 hours and that employees take their earned overtime within 30 days after the overtime occurs. The employee’s immediate Supervisor has the authority to extend the 30 day time period only when necessary up to a maximum of 60 days.
11. The respective Supervisors have the authority to approve requests for overtime leave. An employee should keep a record of the approved overtime worked and submit a request for time off in lieu of overtime worked. If approved, the employee is responsible for notifying the Receptionist of the leave.
12. Time spent beyond the regular work day travelling to and attending meetings, conferences and other work related business, not including lunch or supper, will be considered overtime only if it is a requirement determined by the respective Supervisors. However, travel time between the employee’s home, and/or home base while on training, and their regular or training work site will not be included in hours of work nor will it be included in the calculation of overtime.
13. If an employee becomes sick or injured while on overtime leave, the employee will be entitled to substitute their overtime leave with sick leave and reschedule their untaken over time leave to a later date. To be eligible to substitute overtime leave for sick leave, the employee must be sick for three (3) days or more and must submit to their immediate Supervisor, a medical certificate which states that the employee was unable to perform the duties of their job on those specified days.
14. If an employee’s employment ends before he or she has taken the paid time off, the employee will be paid out the overtime.
15. Management Compensation for Overtime (MCO)
69 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
Directors, Managers, Lawyers and Supervisors do not qualify for overtime however they are eligible to receive Management Compensation for Overtime which includes five (5) Management days as follows: a) Management will work a minimum of 35 hours a week; b) A new employee is not eligible for Management Compensation for Overtime days until they have completed three (3) months of continuous employment with the Agency; c) Management Compensation for Overtime days is awarded at the beginning of the fiscal year. If an employee is promoted to a Management or excluded classification during the fiscal year the Management Compensation for Overtime days will be pro- rated to the nearest full day in favour of the employee; d) Management Compensation for Overtime days are not bankable. Unused days will expire March 31st of the fiscal year unless the employee covered by the Management Compensation for Overtime package is ineligible to take the Management Compensation for Overtime days before March 31st of the fiscal year; e) Management Compensation for Overtime days may be used individually or in conjunction with other leaves such as annual vacation, sick days or compassionate leave. They can be used to reduce the 2 week waiting period for the STDP or to top-up the STDP or LTDP benefits as long as these occur in the fiscal year to which the Management Compensation for Overtime days apply; f) With Management Compensation for Overtime plan, no other overtime provision will apply to management; g) Management will be expected to manage their time in the best interest of the Agency. The accomplishment of their duties is primary. Therefore, related duties will take precedence over unscheduled compensation time off; h) Management Compensation for Overtime days must be scheduled and taken with the immediate Supervisors consent. If Management Compensation for Overtime days off has been planned and authorized, they must not be arbitrarily withheld. The needs of the Agency and the employee must be balanced; i) Management employees must submit a Monthly Attendance Record accounting for a blended minimum of 35 hours’ times the actual working days in the month; j) For simplified record keeping, no period shorter than .25 of 1 day (105 minutes) will be processed. For example, an employee cannot break Management Compensation for Overtime days down to 2 hours.
POLICY REFERENCE:
Orientation of Employees Policy Flex Hours Policy Attendance Management Policy Public and Designated Holidays Policy Training and Development Policy
70 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
Annual Vacation Leave Policy Finance Policy Manual
71 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
ON CALL HOURS:
On Call Hours 4050 Chapter 4: Employment Practices Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
A mandatory on call system is in effect for Front-Line Service Workers, Service Supervisors, and Senior Managers to ensure services are provided after regular working hours, on weekends, public holidays and during Christmas Holidays. A regular and fair schedule for the Front-Line Workers and Service Supervisors will rotate workers one week at a time for on-call duty.
PROCEDURE:
1. Workers and Supervisors will be compensated while on-call as per Board approved rates.
2. In addition, workers will be able to accumulate hours worked if required to respond after hours at time and a half.
3. Supervisors and Senior Managers will be compensated at the Board approved rate while on-call but, time worked is in accordance to the Human Resources Policy’s Management Compensation Package.
4. There will be an Agency Senior Manager on-call at all times.
5. On-call includes coverage on Public Holidays, during the Christmas Holidays, on weekends, and after regular working hours.
POLICY REFERENCE:
Overtime Policy Public and Designated Holidays Policy After Hours Policy
72 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
PROBATIONARY PERIOD:
Probationary Period 4060 Chapter 4: Employment Practices Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
All new Dnaagdawenmag Binnoojiiyag Child & Family Services employees will be required to undergo a probation period upon hire as a condition of employment. The probation period will be determined by the length of the term of the contract and as outlined in the employment contract. The purpose of the probationary period is to determine whether the new employee meets the standards and expectations of the job.
PROCEDURE:
1. Employees hired on contract for six (6) months or less will undergo a one (1) month probationary period. Employees hired on contract for more than six (6) months and less than one (1) year will be subject to a three (3) month probation period except for Supervisory and/or Management positions which will be subject to a six (6) month probation period. Employees hired on permanent or on contract for more than one (1) year will be subject to a six (6) month probationary period.
2. Upon hiring, a new employee and their immediate Supervisor will meet to review the job description.
3. At mid-term of the probationary period and as outlined in the employee’s contract, the Senior Manager and/or Executive Director will discuss the employee’s progress with the Supervisor. The employee’s Supervisor will incorporate this information in the Employee’s Performance Appraisal.
4. An employee may be terminated at any time during their first three (3) months of their probation period without notice or pay in lieu of notice. After completion of the first three (3) months of probation, termination may still occur at any time during the balance of the probationary period for just cause or without just cause and with two (2) weeks’ pay.
5. Prior to the completion of the employee’s probation period, the immediate Supervisor will assess the employee’s performance and suitability.
73 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
6. If after the probation period an employee applies and is transferred to another position, the three (3) or six (6)-month probation period will be renewed. If the position being hired for is similar to the original position held, the probation period may be waived. The decision to waive the probation period will be made at the discretion of the Executive Director.
7. An employee’s probation period may be extended in circumstances where the employee was absent during the probation period due to illness or injury or any other justifiable leave. The immediate Supervisor may recommend to the Senior Manager to extend the term of the probation period for an additional term consistent with the length of the employee’s absence. The immediate Supervisor will notify the employee in writing explaining the reason for the extension.
8. The employee’s immediate Supervisor and/or Senior Manager may recommend to the Executive Director to continue the employment beyond the probationary period as outlined in the employee’s employment contract.
9. The Human Resources Assistant will prepare the confirmation letter to be signed by the Executive Director and copied to the Director of Finance and Administration. This letter will include the employee’s salary and eligibility for applicable benefits (see Employee Group Benefit Plan Policy).
10. If an employee is not considered for employment beyond the probationary period, the Termination Policy will apply.
11. Employees on probation will not be eligible to move into an acting position.
POLICY REFERENCE:
Employment Classifications Policy Offer of Employment Policy Performance Management Policy Acting Positions Policy Employee Group Benefit Plan Policy Termination Policy
74 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
DRIVER’S LICENSE:
Driver’s License 4070 Chapter 4: Employment Practices Department: Human Resources Date Approved: Date Revised: Source Reference: Ministry of Transportation - http://www.mto.gov.on.ca/english/dandv/
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will ensure employees who are required to drive as a condition of employment have a valid Ontario Driver’s License, $2M Liability Insurance coverage of the personal vehicle they may be using and provide a current Driver’s Abstracts. Employees who do not have a valid Driver’s License will not be eligible to drive any Agency vehicle or personal vehicle for work purposes.
PROCEDURE:
1. On the first day of employment, employees who are required to drive as part of their duties must provide a copy of their Ontario Class ‘G’ Drivers’ License, a copy of a recent Driver’s Abstract and a copy of proof of $2M liability insurance for the vehicle they may be driving.
2. Employees must provide a copy of their Ontario Class ‘G’ Drivers’ License and proof of $2M liability insurance annually at their Performance Evaluation.
3. The Agency will generate Driver’s Abstract of all drivers every three (3) years at the Agency’s expense. The Human Resources Department will keep a list of Driver’s Abstracts and generate new Driver’s Abstracts every three years when required.
4. Employees who do not have a valid Drivers’ License will not be eligible to drive any Agency vehicle or personal vehicle for work purposes.
5. An employee whose driver’s license is suspended or revoked for any reason must notify their immediate Supervisor and/or the Human Resource Manager no later than the first work day following suspension or revocation of their driver’s license. Such employees will not be allowed to operate any Agency owned or privately-owned vehicles on Agency business. Appropriate disciplinary actions, up to and including dismissal will be taken in the event driving is a bona fide job requirement.
6. Employees must provide proof of $2M liability insurance within two (2) work days when insurance companies or personal vehicles changes
75 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
7. Employees who use their privately-owned vehicle on company business will be responsible for notifying their insurance company of such use.
8. Front Line Workers who may be using their privately-owned vehicle on company business to transport children will have their vehicle inspected by a member of the Health and Safety Committee to ensure it is properly equipped with tether and anchor bolts.
9. The cost to have $2M Liability Insurance for a personal vehicle is the responsibility of the employee.
POLICY REFERENCE:
Performance Management Policy Managing Work Expectations Termination Policy Privacy & Protection of Employee Information Finance Policy and Procedure Manual
76 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
DRESS CODE:
Dress Code 4080 Chapter 4: Employment Practices Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Employees will maintain a satisfactory personal appearance and present themselves at work in an appropriate work attire for the position held.
PROCEDURE:
1. Proper business attire is required for employees who work within the office setting and when attending court or meetings at other organizations.
2. It is an expectation clothing be clean, pressed, in good repair, free from rips and tears, convey an image of professionalism, and be appropriate for the type of work being performed. Hair and nails are to be kept clean and neatly groomed. Hair and attire consistent with traditional customs shall also be exempt from “business attire” standards.
3. Because the Agency’s nature of service varies from program to program, interpretation of this policy is at the discretion of the respective Supervisors and/or Senior Managers responsible for the program. a) Appropriate business attire does not include sweat pants, spandex pants, leggings and stirrup pants, short-shorts, sweat shirts and tops with inappropriate slogans and/or graphics, tank tops and halter tops, overly revealing clothing, and beach sandals. When running programs or groups, attire appropriate for the activity may be worn, as long as it otherwise adheres to Dnaagdawenmag Binnoojiiyag standards of appropriateness regarding modesty. Examples of inappropriate graphics or logos on clothing includes those which promote alcohol or drug usage, are sexually explicit or contain a double meaning concerning drug usage, alcohol usage, or sexualized meanings
4. Employees are to exercise good judgment in the use of fragrances as colleagues and/or clients may experience allergic reactions or discomfort when exposed to colognes, perfumes, after-shave lotions, perfumed hair sprays or other perfumed personal products. Employees are encouraged to exercise moderation in the use of such products and where
77 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
possible use products that are fragrance free.
5. Supervisors/Senior Managers are responsible for monitoring and ensuring compliance with the Agency’s dress code policy. Violations to this policy shall be dealt with in accordance with the principles of progressive discipline and the Agency’s Managing Work Expectations
POLICY REFERENCE:
Managing Work Expectations Allergies Policy
78 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
ELECTRONIC MAIL AND INTERNET PROCEDURES:
Electronic Mail and Internet Procedures 4090 Chapter 4: Employment Practices Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will ensure employees are provided an Agency owned computer, e-mail, and software for business use that is monitored by the Agency and not considered private property to the employee.
PROCEDURE:
Computers and Software
1. The Manager of Human Resources will notify the Network Technician to configure a desktop or laptop for new employees and to remove a desktop or laptop when an employee leaves the Agency or is on an extended leave of absence.
2. Employees will be issued a desktop or laptop which will be configured for network usage by the Network Technician. Employees will review the Information Technology Manual during orientation and sign the Employee Acknowledgement Form which will be placed in their personnel file.
3. The Network Technician will update computers with anti-virus applications.
4. The Network Technician will ensure that software products installed on workstations are up-to-date.
5. Employees may only use software on Agency computers according to the software license agreement and may not install or download any unauthorized software or data, unless approved by the Supervisor of Information Technology.
6. The Agency purchases and licenses the use of various computer software for business purposes and does not own the copyright to this software or its related documentation. Unless authorized by the software developer, the Agency does not have the right to reproduce such software. The Agency prohibits the illegal duplication of software and its related documentation.
79 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
7. All information contained on the computers is considered Agency property and is not private to the employee.
8. Employees are not permitted to use memory sticks, flash drives or other devices to save data. Data will be saved on the appropriate drive on the Agency server or in the employee’s user folder on the server.
9. Employees are assigned a password by the Network Technician. Once the employee receives their computer they will change the password. The password will not be the default of “Password” and must be at least 7 characters with one capital letter and one number. Example: Weekend7. The changed password information is sent to the Supervisor of Information Technology for the files. (reference IT Manual)
10. The Network Technician will set all computers to lock after ten minutes of inactivity to enhance security and prevent breaches of confidentiality and unauthorized access.
11. Employees will not loan out their computers outside of the organization, client use of computers will only be under the supervision of the employee (e.g. Mino program).
12. Employees will report any malfunctions of the computer system to the Supervisor of Information Technology. Computers will only be repaired or debugged by the Supervisor of Information Technology.
13. Employees will report the loss or theft of computers immediately to their Supervisor and the Supervisor of Information Technology as outlined in the Information Technology Manual.
14. Employees will not leave a laptop unattended in public places.
Internet
15. The Agency provides Internet access to global electronic information resources on the World Wide Web to each office.
16. Internet usage is intended for job-related activities; incidental and occasional brief personal use is permitted within reasonable limits.
17. All Internet data that is composed, transmitted or received via the Agency’s computer communications systems is considered to be part of the official records of the Agency and may be subject to disclosure. Consequently, employees should always ensure that the business information contained in Internet e-mail
80 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
messages and other transmissions is accurate, appropriate, ethical and lawful.
18. The equipment, services and technology provided to access the Internet remain at all times the property of the Agency. The Agency reserves the right to monitor Internet traffic, retrieve and read any data composed, sent or received through the Agency’s systems.
19. Data that is composed, transmitted, accessed or received via the Internet must not contain content that could be considered discriminatory, offensive, obscene, threatening, harassing, intimidating or disruptive to any employee or other person. Examples of unacceptable content may include, but are not limited to, sexual comments or images, racial slurs, gender-specific comments or any other comments or images that could reasonably offend someone on the basis of race, age, sex, religious or political beliefs, national origin, disability, sexual orientation or any other characteristic protected by law.
20. The unauthorized use, installation, copying or distribution of copyrighted, trademarked or patented material on the Internet is expressly prohibited. As a general rule, if an employee did not create the material, they do not own the rights to it, or they have not been given authorization for its use, it should not be put on the Internet. Employees are also responsible for ensuring that the person sending any material over the Internet has the appropriate distribution rights.
21. The Supervisor of Information Technology is responsible to purge storage of internet files to improve efficiency of their computers.
22. All employees will be issued a unique email address in the following format: initial of first name followed by the full spelling of their last name.
Example: Name: Jane Doe Email: [email protected]
23. Each employee will be provided with a Microsoft Exchange mailbox, stored on a dedicated server managed by the Supervisor of Information Technology.
External email access will be provided either by using the website https://mail.binnoojiiyag.ca/exchange .
Employees will insert a signature on their email that contains the following information:
81 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
a) Employee name; b) Employee Title; c) Company Name and Address; d) Confidentiality Statement: “The information contained in this communication is confidential and intended only for the use of those to whom it is addressed. If you have received this communication in error, please notify me by telephone (collect if necessary) and delete or destroy any copies of it.”; e) Agency website address.
24. Email is utilized as a communication tool internally and externally to the Agency, therefore, it is expected that all email composed and transmitted will be done in a manner that reflects professional communication.
25. Email is not to be used as the only method of communication to send information regarding a concern or complaint or to attempt to resolve a concern or complaint (Conflict and Complaints Resolution Policy).
26. Email messages should be copied only to relevant individuals. Blind copying of emails is prohibited.
27. Employees are responsible to routinely purge or archive their email on an annual basis.
28. Employees are responsible to check their email on a daily basis.
29. Email may be configured on mobile devices. The Supervisor of Information Technology can assist with this process.
Abuse of Computers, Email and Internet:
30. Abuse of the computers, email and internet access provided by the Agency in violation of law or the Agency’s policies will result in disciplinary action, up to and including termination of employment. Employees may also be held personally liable for any violations of this policy. Employees should notify their immediate Supervisor upon learning of violations of this policy. The following behaviours are examples of previously stated or additional actions and activities that are prohibited and can result in disciplinary action: a) Sending or posting discriminatory, harassing, or threatening messages or images; b) Using the Agency's time and resources for personal gain;
c) Stealing, using, or disclosing someone else's code or password without authorization;
82 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
d) Copying, downloading software and electronic files without permission; e) Pirating of copyrighted material is strictly prohibited; f) Sending or posting confidential material, trade secrets, or proprietary information outside of the Agency; g) Violating copyright law; h) Engaging in unauthorized transactions that may incur a cost to the Agency or initiate unwanted Internet services and transmissions; i) Sending or posting messages or material that could damage the Agency's image or reputation; j) Accessing internet social networking websites i.e. Facebook, twitter, for personal use. Use of instant messaging and chat rooms. Blog participation in any format including audio or picture; k) Participating in the viewing or exchange of pornography or obscene materials; l) Sending or posting messages that defame or slander other people; m) Attempting to break into the computer system of another Agency or person; n) Refusing to cooperate with a security investigation; o) Sending or posting chain letters, solicitations or advertisements not related to business purposes or activities; p) Using the Internet for political causes or activities, religious activities or any sort of gambling; q) Jeopardizing the security of the Agency's electronic communications systems; r) Sending or posting messages that disparage or belittle another Agency's products or services; s) Posing as another employee when sending messages; t) Passing off personal views as representing those of the Agency; u) Sending anonymous e-mail messages; v) Engaging in any other illegal activities.
Employees on Leave of Absence
31. The Manager of Human Resources will notify the Supervisor of Information Technology when an employee is on a leave of absence from the Agency. Internal and external access of the Agency network will be locked for the duration of the leave of absence and emails will be forwarded to the employee’s immediate Supervisor.
32. In the event of a lengthy leave of absence, the employee will be required to return
83 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
Agency equipment.
33. The Manager of Human Resources will notify the Supervisor of Information Technology when an employee returns from a leave of absence and internal and external access will be restored and equipment returned to the employee.
POLICY REFERENCE:
Managing Work Expectations Social Media Policy Password Policy Information Technology Manual
84 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
SOCIAL MEDIA:
Social Media 4100 Chapter 4: Employment Practices Department: Human Resources
Date Approved: Date Revised:
Source Reference: http://www.cisv.org/resources/running-your-na-chapter/risk- management/child-protection/
POLICY:
This policy applies to employees (current and past), volunteer, foster parents and students when they participate in social media as part of their job duties. It also applies to employees’ participation in social media at any time they are speaking or appearing on behalf of Dnaagdawenmag Binnoojiiyag Child & Family Services or its affiliates, partners & stakeholders; identify themselves as employees or affiliated with Dnaagdawenmag Binnoojiiyag Child & Family Services.
PROCEDURES:
1. Dnaagdawenmag Binnoojiiyag Child & Family Services recognizes social media presents an opportunity to enhance our public profile, stay connected to our audience, and build our online properties.
2. Employees should become familiar with the social network they are utilizing before contributing. It is important to understand what is considered unacceptable behavior before posting messages, comments, and statuses.
3. Be cognizant of your position of trust and authority inherent in your employment with Dnaagdawenmag Binnoojiiyag Child & Family Services. Do not post offensive or derogatory remarks that could cause harm or have a negative impact on Dnaagdawenmag Binnoojiiyag Child & Family Services
4. It is prohibited to share confidential information about those you work with i.e. children, youth, and families (specific names, photographs, situations, or scenarios) or any information considered to be confidential to the Agency.
5. Always err on the side of caution when using social media. If you feel unsure if a comment, message, or status will result in a complaint or offend the audience, or it feels unsuitable do not post it. Employees are encouraged to consult a Senior Manager if they feel unsure about a post.
85 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
6. Dnaagdawenmag Binnoojiiyag strongly recommends you do not use your personal social channels to communicate with children & youth.
7. Dnaagdawenmag Binnoojiiyag strongly discourage employees from “friending” children, youth, & families served unless in exceptional circumstances where the employee may have a preexisting relationship and established a social media “friendship” predating a “working relationship”. a) Employees will discuss with their supervisor and review the potential for an actual or perceived conflict of interest and act accordingly.
8. Should an occasion arise where a frontline employee feels it is in the best interest in the child or youth to search for a child or youth via social media the employee will utilize an authorized Dnaagdawenmag Binnoojiiyag Child & Family Services social channel.
9. Do not engage in text messaging, email, and/or private messaging with persons served unless you have specific written permission from your supervisor. Please ensure your conversations are limited to your work responsibilities and mandate. There are occasions where youth and adults can only communicate via text message. Given the majority of our work ought to be done directly i.e. face to face, these text/messaging conversations should be a very limited exchange of information. I.e. arranging a face to face meeting.
10. Breach of this policy is a serious matter. Users who do so will be subject to disciplinary action up to and including termination of employment. a) Employees, contractors, volunteers, and others may also be held personally liable for violating this policy. b) Where appropriate Dnaagdawenmag Binnoojiiyag may involve law enforcement agencies in relation to breaches of this policy.
11. Use of any personal social media platform in the office or on work time is prohibited unless with prior approval from your direct supervisor.
POLICY REFERENCE:
Managing Work Expectations Electronic Mail and Internet Procedures Policy Password Policy Information Technology Policy
86 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
5. STAFFING ACTING POSITIONS:
Acting Positions 5010 Chapter 5: Staffing Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Acting Positions are defined as periods where a position is vacant or an employee is on a leave of absence, and the duties are such they must be carried out in the best interests of the agency by being assigned to one or more employees in addition to their regular duties. The carrying out of such duties during the incumbent's vacation period or absence due to a medical leave of less than one week do not meet this definition.
PROCEDURE:
1. Employees may be placed into acting positions at a position above their regular classification to provide coverage for a temporary period, due to an illness or leave of absence of the incumbent of greater than one week, or during the period for recruiting and hiring a permanent replacement into the position.
2. An employee who is placed into an acting position must be deemed by the employer to have the necessary skills and competence to carry out the duties of the position at an acceptable level; where it is judged the acting employee may lack skill at an acceptable level in a particular aspect of the position the employer shall make alternate arrangements for that duty to be completed by someone else, and/ or shall ensure the necessary training, supervision, and support is provided to address the deficit.
3. While an employee is carrying out the acting responsibilities, the employee shall be compensated at a rate consistent with the duties, responsibilities, and salary scale for the position. Temporary placement on the salary scale for the acting position shall be based upon the employee’s skill, experience, and qualifications. The salary differential between the employee's regular salary and the temporarily adjusted salary is known as a Responsibility Allowance.
4. In addition, during periods when a key position is vacant, or the incumbent is on a leave of
87 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
absence, the Executive Director may determine it is more appropriate to divide the duties and responsibilities among more than one employee.
5. In such circumstances Dnaagdawenmag Binnoojiiyag may allocate the Responsibility Allowance on a proportional basis to staff who have assumed additional responsibilities on a temporary basis.
6. Responsibility Allowances shall terminate once the employee(s) are no longer performing the additional duties. The decision whether a shift in duties is sufficient enough to warrant the payment of a Responsibility Allowance, and the amount of the Responsibility Allowance, is at the discretion of the Executive Director.
7. The payment of Responsibility Allowances of greater than 10% of an employee's regular salary, or for a period of longer than 3 months, must be reported to the Board of Directors.
POLICY REFERENCE:
Leave of Absence Policy Compensation Policy Probation Policy
88 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
LATERAL TRANSFERS:
Lateral Transfers 5020 Department: Human Chapter 5: Staffing Resources Date Approved: Date Revised: Source Reference:
POLICY:
Dnaagdawenmag Binnoojiiyag is committed to creating a work environment, which encourages and supports employees by creating opportunities for growth and development.
PROCEDURE:
1. Employees wishing to gain additional experience and facilitate learning in a particular area consistent with their individual career aspirations may apply for a lateral transfer opportunity. Employees seeking a lateral transfer must possess the requisite qualifications required for the position.
2. A lateral transfer occurs when an employee’s moves from one position to another position which occupies the same salary grade. Employees who are placed in a lateral position (within the same base salary range level) will not, as a general rule, receive any change to their base annual salary.
3. There is an opportunity to recognize performance in the new position through the annual performance review process. Transfer opportunities are not ordinarily granted to employees who are on probation, except where it is approved by the Executive Director for service delivery purposes.
4. Employees wishing to transfer must submit a written transfer request, copying his/her immediate Supervisor. Employees, who are successful in their transfer request, are not eligible for another transfer until they have completed twelve (12) months in the position, unless the Executive Director, or his/her designate, believe it is in the best interest of Dnaagdawenmag Binnoojiiyag to allow a transfer within a shorter period of time to ensure overall service delivery.
5. In the event more than one (1) employee is interested in the same transfer opportunity, the position shall be posted and the candidates interviewed for the opportunity in accordance with
89 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
Job Posting and Advertising Policy.
6. Transfers are subject to the approval of the Senior Management Team and the Executive Director; and are contingent upon the Supervisor’s ability to mentor and provide the degree of supervision required by the transferring employee.
POLICY REFERENCE:
Annual Performance Policy Compensation Policy Probation Policy
90 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
JOB SHARING:
Job Sharing 5030 Department: Human Chapter 5: Staffing Resources Date Approved: Date Revised: Source Reference:
POLICY:
It is the policy of Dnaagdawenmag Binnoojiiyag to consider job share requests initiated by two (2) employees wishing to work the equivalent of one full-time job, each working less than full-time hours. Within a job-share arrangement, both employees shall be accountable for the overall achievement of the position’s objectives. Approval of job share requests shall be at the discretion of Dnaagdawenmag Binnoojiiyag and is contingent upon the department’s ability to accommodate the request.
PROCEDURE:
1. Remuneration shall not exceed the salary allotted for one (1) full-time position. Each employee occupying the position 50% of the time shall be entitled to 50% of the annual salary established for the position.
2. Employees applying for a vacancy or initiating a request to job share, shall do so by submitting a written proposal with the details of the job share arrangement.
A job share request shall include, but not be limited to the following: • The name of both parties requesting the job share; • The term of the job shares; • The breakdown of duties to be shared between the individuals; • An outline of the proposed work schedule; • The method by which information shall be communicated; • An outline addressing coverage issues relating to vacation, leaves of absence, sick time etc. • The plan must address plans for overlapping staffing to accommodate both staff attending any mandatory or approved training, staff meetings, etc.
3. The arrangement can be terminated at the discretion of the agency, should it not be meeting the needs of the agency. Should either party to the job share agreement, or the agency, terminate the arrangement, the position will return to the original arrangement. Should
91 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
one of the parties be resigning from the agency, the full-time position will be offered to the remaining partner.
4. For either party of the job share to qualify for benefits, a minimum of 17.5 hours a week must be worked by each party. If there is not an equal 50/50 split, the party with more work hours above 17.5 hours a week will be the only one to receive benefits.
POLICY REFERENCE:
Annual Performance Policy Compensation Policy Probation Policy
92 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
6. STANDARD OF CONDUCT DIVERSITY & RESPECT IN THE WORKPLACE:
Diversity & Respect in the Workplace 6010 Chapter 6: Standard of Conduct Department: Human Resources Date Approved: Date Revised: Source Reference: Source Reference: Ontario Human Rights Act - http://www.ohrc.on.ca/en/ontario-human-rights-code
POLICY:
Dnaagdawenmag Binnoojiiyag is committed to maintaining a working environment promoting equal opportunity and prohibits intentional and unintentional behaviors and actions, which result in discriminatory practices. Employees of Dnaagdawenmag Binnoojiiyag shall, at all times, demonstrate respect for the inherent worth and dignity of all human beings and fully contribute to a work environment in which all employees are valued for the richness and diversity they bring to the workplace. Employees shall refrain from behavior and actions, which either intentionally or unintentionally serves to offend, embarrass, or humiliate others. At all times, employees are expected to embrace and demonstrate the Agency’s Core Values in all aspects of their work and working relationships.
Wisdom This incorporates the idea of intelligence and the idea of "putting it to good use". Wisdom means the commitment to use what we know for the betterment of all.
Love Love includes the selfless and non-judgemental love of all others as well as self-love.
Respect The importance of showing respect for and appreciation of others is necessary to be able to earn respect.
Bravery The willingness to "do the right thing" and to accept the consequences and to always act with integrity.
Honesty Flowing from the courage is the need to always be forthright, to withhold nothing, both with others
93 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
and with ourselves.
Humility This is compassion at its most basic level. We all share the same value in the eyes of our Creator, and we are called to reflect on value in all of our dealings.
Truth We must be truth-tellers to all both those with whom we have dealings and with ourselves.
Building on these seven teachings, we also value:
Inclusivity We encourage and foster an atmosphere to bring together all who have an interest to participate and bring support for children and families in need. We include all perspectives, faiths, traditional, and mainstream understandings our people may be a part of, and recognize it is from the things individuals value as they draw their strength and internal power from.
Holistic (Mind, Body, Emotions and Spirit) We believe all aspects of life must be taken into account in arriving at good decisions with children and families. In our work, we will demonstrate respect for children, youth, families, communities, staff, care providers, Elders, and the traditions and culture. We strive to place the needs of children, youth, families and communities ahead of our own. We will listen and we will hear what our children, youth, families, and communities say. We will accept our responsibility to help empower the communities we serve, and to support and meet their needs in ways to facilitate the growth and development of children, youth, families, and communities. Dnaagdawenmag Binnoojiiyag will be truthful in their interactions with children, youth, families, and communities.
In its employment practices, Dnaagdawenmag Binnoojiiyag is committed to full participation and equality and in upholding the spirit and letter of relevant legislation in Canada and the province of Ontario.
Policies, procedures, and practices established by Dnaagdawenmag Binnoojiiyag shall be free from deliberate or unintentional (systemic) barriers to ensure all employees receive fair and equitable treatment.
Differential treatment of individuals within the workplace as a result of: Age, Ancestry, Colour, Race, Citizenship, Ethnic origin, Place of origin, Creed, Disability, Family status, Marital status (including single status), Gender identity, Gender expression, Record of offences (in employment only) will be reviewed within the context of job responsibilities, and in accordance with the Criminal Reference Check and Vulnerable Sector Screening Policy, Sex (including pregnancy and breastfeeding) and Sexual orientation.
94 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
PROCEDURE:
1. The Agency recognizes its employees are in public positions and are seen to be in a special position of trust with high expectations with regard to proper use of resources, information, and power. As such it imposes ethical obligations on employees to act in the best interest of the organization. From the values come the Standards of Conduct expected of employees. Employees are expected to strive to live up to these standards and to reaffirm their commitment on an annual basis.
2. The values of Indigenous people are a set of ideals to which employees are to aspire. The Standards of Conduct are intended to be more practicably enforceable. The statements are agreed to by all employees as a condition of hiring.
3. All Supervisors have the responsibility of ensuring the Code of Conduct will be reviewed with all new hires.
4. The Human Resources Assistant will ensure the Code of Conduct Form is provided in the new hire orientation package.
5. The signed Code of Conduct will be returned to the Human Resources Assistant for filing within the employee’s personnel file.
6. The Agency will ensure cultural training is provided annually to all staff to increase understanding and awareness of the teachings.
7. Application of the Code of Conduct will be included on all employees’ performance appraisals. Employees are required to read, review, and sign the Code of Conduct at their Annual Performance Review with a signed copy provided for their personnel file.
8. Progressive discipline will be implemented for those employees who are found not upholding the Code of Conduct and the Seven Grandfather Teachings.
POLICY REFERENCE:
Orientation of Employees Policy Code of Conduct Conflict of Interest Policy Confidentiality Policy Performance Management Policy Privacy & Protection of Employee Information Managing Work Expectations
95 CONFIDENTIALITY POLICY:
POLICY:
Confidentiality Policy 6030 Chapter 6: Standard of Conduct Department: Human Resources Date Approved: Date Revised: Source Reference: Freedom of Information and Protection of Privacy Act - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_90f31_e.htm, Personal Information Protection and Electronic Documents Act, http://laws- lois.justice.gc.ca/eng/acts/P- 8.6/ Dnaagdawenmag Binnoojiiyag Child & Family Services require all employees and former employees to maintain confidentiality with respect to information pertaining to Agency operations including: financial, human resources, program delivery, current and discharged clients, employees, and community members affected by such. Maintenance of confidentiality is both a legal requirement and respects the rights of clients and employees.
PROCEDURE:
1. Prior to commencing work, all employees, consultants, support staff and volunteers are required to sign a Confidentiality Agreement Form in duplicate, one of which is placed in their personnel file. At the time of the employee’s performance evaluation the Confidentiality Agreement will be reviewed and a new Confidentiality Agreement may be signed.
Examples of breach of confidentiality include but are not restricted to the following: a) Agency employees releasing information where no Consent to Release of Information has been signed; b) Two (2) or more Agency employees having a conversation about a client in a public area or outside the offices of the Agency; c) Agency employees having conversations with clients’ friends, relatives, and/or others without a Consent for Release of Information d) Agency employees having conversations with a member of the Board of Directors regarding clients, Agency finances, or personnel issues outside the Board member’s role and responsibility; e) Agency employees posting information about a client on a bulletin board or leaving client-related material unattended in a work area for extended periods of time or in unlocked vehicles; f) Preparing promotional materials including the taking of photographs where no Consent to Release Information has been signed; g) Any unauthorized use of employees’ personal information; h) Any unauthorized use or release of Agency documents and information. HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
2. A Consent to Release Information Form must be completed by client before any sharing of information between professional helpers can commence. This will allow the Agency to work together as a team with other community service providers to assist children and families in distress, to share information which can assist in the development of a coordinated purposeful plan of intervention.
3. Employee records containing personal information are protected under the federal Personal Information Protection and Electronic Documents Act, 2000, c. 5 (PIPEDA) and must be held in strict confidence. These records will only be used for the purpose of administering the employee’s contract, unless consent to other use or disclosure is provided by the employee. Any unauthorized use of employees’ personal information may be subject to discipline as well as charges under the PIPEDA.
4. Information developed or obtained as a result of employment at Dnaagdawenmag Binnoojiiyag must be kept confidential at all times. Employees are not authorized to disclose information to any third party or to use information proprietary to Dnaagdawenmag Binnoojiiyag for any reason, other than what directly relates to his/her employment, or as required by law. Written authorization of the Executive Director is required for any other disclosure or use.
5. In order for Agency employees to work collaboratively, employees may share information amongst each other assisting in the provision of client services. This sharing of information between professionals does not constitute a Breach of Confidentiality.
6. In a case where an employee is uncertain whether an issue is confidential, the employee will consult with their immediate Supervisor for direction.
7. If an employee of the Agency is registered with a professional regulated association and has been terminated due to breach of confidentiality, the respective Supervisors and/or Senior Managers will report the termination to the appropriate association.
8. Employees are required to abide by the “confidentiality” provisions outlined in a contractual agreement the Agency may enter into. It is the responsibility of the Executive Director to ensure employees are aware of the confidentiality provisions within the agreement.
POLICY REFERENCE:
Lines of Communication Policy
97 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
Performance Management Policy Managing Work Expectations Termination Policy Privacy & Protection of Employee Information Board of Directors Policy and Procedure Manual Investigation and Assessment Policy
98 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
CONFLICT OF INTEREST:
Conflict of Interest 6040 Chapter 6: Standard of Conduct Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Employees must declare any and all real, perceived, and potential conflicts of interest and voluntarily withdraw from all levels of service delivery to family members and to others where they have perceived, real, or potential conflicts of interest.
All employees of the organization have an obligation to conduct themselves in such a manner at work or when engaged in personal business matters prevent actual or potential conflicts of interest.
PROCEDURE:
1. Staff at Dnaagdawenmag Binnoojiiyag may from time to time become involved in situations which represent a conflict of interest. As employees of Dnaagdawenmag Binnoojiiyag, individuals have a duty of loyalty to the agency and as such are prohibited from such participation.
2. It is an expectation employees avoid situations in which their personal interests and/or the interests of their family members conflict with Dnaagdawenmag Binnoojiiyag or which would affect their ability to act in the best interests of Dnaagdawenmag Binnoojiiyag.
3. Employees are responsible for reporting and providing full disclosure of any activity or situation, which might reasonably be regarded as creating a real, perceived, or potential conflict of interest. The employee shall identify and disclose to his/her supervisor any real, perceived, or potential conflicts of interest and the supervisor is responsible for bringing the matter to the attention of the Executive Director.
4. Conflicts of interest may include but are not limited to: i. Situations which place in question an employees’ objectivity and/or impartiality; ii. Situations which impair the employees’ independence of judgment or influence his or her decisions or actions concerning Dnaagdawenmag Binnoojiiyag’s business as a result of maintaining a relationship with, or engaging in any activity
99 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
with, individuals or other agencies having a relationship with Dnaagdawenmag Binnoojiiyag; iii. Situations in which an employee or a member of the employee’s immediate family gives or receives a direct or indirect personal gain or benefit, or a direct or indirect advantage or privilege; iv. Situations which jeopardize the employee’s ability to act in the best interest of the agency and impacts the employee’s ability to complete their job requirements; v. Situations which may or may not constitute inappropriate or unlawful activities.
5. Employees contemplating outside employment shall advise his/her Supervisor in writing of their intention to do so and provide information with respect to the name of the agency (where applicable), the nature of the business, hours of work and details relating to the employee’s duties and responsibilities. In addition, the employee shall indicate how he/she will ensure a conflict of interest will not exist. The employee’s Supervisor shall advise the Executive Director of all real, perceived or potential conflict of interest situations.
6. Where an employee of Dnaagdawenmag Binnoojiiyag is found to be in contravention of the Conflict of Interest Policy, the Executive Director has the authority to determine the course of action required to resolve the matter, which may include: • Instructing the employee to divest themselves of the outside interest; • Instructing the employee to transfer the outside interest to a neutral third party; • Temporarily remove the employee from the responsibilities and/or situation which gave rise to the conflict; and/or • Resignation or termination of employment.
POLICY REFERENCE:
Managing Work Expectations Confidentiality Policy Finance Policy and Procedure Manual
100 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
WORKPLACE VIOLENCE, HARASSMENT, BULLYING AND DISCRIMINATION:
Workplace Violence, Harassment, Bullying, and Discrimination 6050 Chapter 6: Standard of Conduct Department: Human Resources Date Approved: Date Revised: Source Reference: Occupational Health and Safety Act Bill 168 - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_90o01_e.htm, Ontario Human Rights Act, R.S.O. 1990, CHAPTER H.19 - https://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_90h19_e.htm, Criminal Code of Canada (R.S.C., 1985, c. C-46) - http://laws-lois.justice.gc.ca/eng/acts/c-46/
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will not tolerate violence, harassment, bullying, and discrimination in the workplace. The Agency is committed to providing a safe and respectful work environment for all employees, Board Members, volunteers, clients children and foster parents/families and will take whatever steps reasonable to protect employees, Board Members, volunteers, clients, children and foster parents/families from workplace violence, harassment, bullying, and discrimination from all sources.
This policy and the procedures set in apply to all employees, volunteers, Board Members, clients, foster parents/families and children.
The procedures include measures and procedures to protect employees, Board Members, volunteers, clients, children and foster parents/families from workplace violence, harassment, bullying, and discrimination. This program provides a means of summoning immediate assistance and a process for employees, Board Members, volunteers, clients, children and foster parents/families to report incidents or raise concerns.
DEFINITIONS Workplace Harassment means a) engaging in a course of vexatious comment or conduct against a worker in a workplace that is known or ought reasonably to be known to be unwelcome, or b) workplace sexual harassment;
101 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
Workplace Sexual Harassment means a) engaging in a course of vexatious comment or conduct against a worker in a workplace because of sex, sexual orientation, gender identity or gender expression, where the course of comment or conduct is known or ought reasonably to be known to be unwelcome, or b) making a sexual solicitation or advance where the person making the solicitation or advance is in a position to confer, grant or deny a benefit or advancement to the worker and the person knows or ought reasonably to know that the solicitation or advance is unwelcome;
Workplace Violence means a) the exercise of physical force by a person against employees, Board Members, volunteers, clients, children and foster parents/families, in a workplace, that causes or could cause physical injury to employees, Board Members, volunteers, clients, children and foster parents/families. It also includes an: i. attempt to exercise physical force against employees, Board Members, volunteers, clients, children and foster parents/families in a workplace, that could cause physical injury to the worker; and a ii. statement or behaviour that employees, Board Members, volunteers, clients, children and foster parents/families could reasonably interpret as a threat to exercise physical force against the worker, in a workplace, that could cause physical injury to employees, Board Members, volunteers, clients, children and foster parents/families. b) This may include: i. verbally threatening to attack employees, Board Members, volunteers, clients, children and foster parents/families; ii. leaving threatening notes at or sending threatening e-mails to a workplace; iii. shaking a fist in a worker’s face; iv. wielding a weapon at work; v. hitting or trying to hit employees, Board Members, volunteers, clients, children and foster parents/families;
102 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
vi. throwing an object at employees, Board Members, volunteers, clients, children and foster parents/families; vii. sexual violence against employees, Board Members, volunteers, clients, children and foster parents/families; viii. kicking an object where employees, Board Members, volunteers, clients, children and foster parents/families are standing on; such as a ladder; or ix. trying to run down employees, Board Members, volunteers, clients, children and foster parents/families using a vehicle or equipment such as a forklift.
The definition of workplace violence is broad enough to include acts that would constitute offences under Canada’s Criminal Code.
Bullying
Bullying is defined as any incident where any individual associated with Dnaagdawenmag Binnoojiiyag is threatened, intimidated, assaulted, or abused by another individual associated with Dnaagdawenmag Binnoojiiyag in the course of his/her role within the Agency. Bullying may be physical, verbal, or written. It may be in the form of a gesture, expression, or outright act, including the application of force and threats, with or without weapons. Bullying includes assaults, reprisals, and threats. Bullying usually involves repeated incidents or a pattern of behaviour intended to intimidate, offend, degrade, or humiliate a particular person or group of people.
The Ontario Human Rights Code
Protects workers from workplace harassment based on: Age, Ancestry, Colour, Race, Citizenship, Ethnic origin, Place of origin, Creed, Disability, Family status, Marital status (including single status), Gender identity, Gender expression, Record of offences (in employment only) will be reviewed within the context of job responsibilities, and in accordance with the Criminal Reference Check and Vulnerable Sector Screening Policy, Sex (including pregnancy and breastfeeding) and Sexual orientation.
Discrimination
Discrimination is not defined in the Ontario Human Rights Commission but usually includes the following elements:
103 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
• not individually assessing the unique merits, capacities, and circumstances of a person; • instead, making stereotypical assumptions based on a person’s presumed traits; • having the impact of excluding persons, denying benefits, or imposing burdens. • Many people wrongly think discrimination does not exist if the impact was not intended, or if there were other factors to explain a particular situation. In fact, discrimination often takes place without any intent to do harm. And in most cases, there are overlaps between discrimination and other legitimate factors.
PROCEDURE
1. The Board Chair and Executive Director of the Agency will review and sign this Policy and Procedure on an annual basis and it will be posted in each location.
2. All employees, Board Members, volunteers, clients, children and foster parents/families will be informed and trained on this Policy and Procedure during orientation.
3. Supervisors/Managers will adhere to this policy and the supporting program. Supervisors are responsible for ensuring measures and procedures are followed by employees, Board Members, volunteers, clients, children and foster parents/families and they have the information they need to protect themselves
4. Every employee, Board Member, volunteer, client, children and foster parents/families must work in compliance with this policy and the supporting program. All employees, Board Members, volunteers, clients, children and foster parents/families are encouraged to raise any concerns about workplace violence, harassment, bullying, and discrimination and to report any forms of harassment and any violent incidents or threats.
5. All incidents and complaints of workplace violence, harassment, bullying, and discrimination will be investigated and dealt with in a fair and timely manner respecting the privacy of all concerned as much as possible. An Incident/Complaints Form will be filled out with the supervisor and the complainant.
6. The Agency will conduct and document an assessment of workplace violence and develop measures and procedures to control identified risks likely to expose employees, Board Members, volunteers, clients, children and foster parents/families to physical injury. These measures and procedures will be included in the procedures. The assessment report will be shared with the Health and Safety Committee.
7. Violence, harassment, bullying, and discrimination constitute serious infractions which warrant disciplinary action and may be considered grounds for termination. Corrective measures may be taken against Supervisors who do not act properly to end violence and harassment.
104 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
8. Workplace violence, harassment, bullying, and discrimination can take place in the workplace itself or outside of the workplace in a situation where individuals are acting as employees, Board Members, volunteers, clients, children and foster parents/families of the Agency and remain under the supervision of the Agency. For example, during delivery trips, off site meetings, training sessions, business trips, and any other event or place related to employment or when the employee is present in the course of employment.
9. Violence, harassment, bullying, and discrimination will not be tolerated in any work-related place or at any work-related event.
10. Employees, volunteers and Board Members flirting with each other or becoming involved in a relationship are not harassing each other as long as the relationship is consensual with no conflict of interest or abuse of power.
11. Employees, Board Members, volunteers, clients, children and foster parents/families have the right to be treated fairly and respectfully in the workplace. Employees, Board Members, volunteers, clients, children and foster parents/families also have the responsibility to treat employees, Board Members, volunteers, clients, children and foster parents/families in a way that respects individual differences.
12. If an employee, volunteer, Board Member, client, child and foster parent/family behaves in an offensive, harmful, humiliating, or degrading way towards other employees, Board Members, volunteers, clients, children and foster parents/families, the employee, Board Member, volunteer, client, child and foster parent/family being harassed has a responsibility to speak to the person and let them know their behavior is inappropriate. If the behavior continues or the employee, Board Member, volunteer, client, child and foster parent/family being harassed feels they cannot speak directly to the person, the employee, Board Member, volunteer, client, child and foster parent/family has the option of filing a formal complaint with their Supervisor.
13. If an employee, volunteer, Board Member, client, child and foster parent/family observes a co- worker or other person behaving in an embarrassing or harassing way, then they have a responsibility to speak up. All employees, Board Members, volunteers, clients, children and foster parents/families have the responsibility to co-operate in an investigation of a harassment complaint.
14. Anyone who gives information in an investigation or who is involved in a complaint should keep the information confidential except when necessary to deal effectively with the complaint.
15. If Supervisors become aware of violence, harassment, bullying, and discrimination in their work area or elsewhere in the offices, they must take steps to stop it whether or not a complaint has been made. Supervisors will be held responsible if they let the situation continue.
105 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
16. Being aware of the following things can help alert a Supervisor to problem situations: a) An unexplained change in an employee’s performance; b) An employee suddenly taking more sick leave; c) Employees, Board Members, volunteers, clients, children and foster parents/families isolating themselves, seeming distracted, not participating in office socializing; d) Awkwardness or discomfort between two (2) or more employees, Board Members, volunteers, clients, children and foster parents/families; e) Supervisors are encouraged to be sensitive to employees, Board Members, volunteers, clients, children and foster parents/families rights and dignity and to keep these discussions and any ensuing discussions confidential, except when absolutely necessary to deal effectively with the complaint.
17. If an employee, volunteer, Board Member, client, child and foster parent/family is threatened by violence in the workplace they must remove themselves from the immediate threat as quickly as possible and go to a safe place, inform their Supervisor and/or another employee as soon as possible, and contact the Police if required. The employee, volunteer, Board Member, client, child and foster parent/family is to document the incident as soon as possible and complete necessary internal Incident Reports.
18. If an employee volunteer, Board Member, client, child and foster parent/family witnesses another employee, Board Member, volunteer, client, child and foster parent/family in a violent situation, depending on the seriousness of the incident, they are to seek immediate assistance by contacting the Police, their Supervisor, or another employee and/or assist the employee, Board Member, volunteer, client, child and foster parent/family.
19. If an employee volunteer, Board Member, client, child and foster parent/family feels there may be a threat of violence as a result of a domestic incident, they must notify their Supervisor as soon as possible. Similarly, if an employee, Board Member, volunteer, client, child and foster parent/family is aware another employee may be threatened as a result of a domestic incident, they should notify their Supervisor as soon as possible. This will be documented by the employee, Board Member, volunteer, client, child and foster parent/family and Supervisor.
20. A Supervisor or Senior Manager who is aware of a potential threat of violence as a result of a domestic incident will implement a safety plan for the employee, Board Member, volunteer, client, child and foster parent/family and other employees which will be documented.
21. An assessment will be conducted on all workplace conditions to assess the risk of workplace violence. This assessment will be shared with the Health and Safety Committee. Measures and procedures to control identified risks likely to expose employees, Board Members, volunteers, clients, children and foster parents/families to physical injury will be developed by
106 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
the Agency in cooperation with the Health and Safety Committee and will form a part of this policy.
22. All incidents of violence, harassment, bullying, and discrimination in the workplace will be investigated following the harassment procedures.
23. Procedures if you are being harassed by an employee, Board Member, volunteer, client, child and foster parent/family - Informal Complaints a) If you are being harassed tell the person who is harassing you to stop. Let them know that you are embarrassed, humiliated, demeaned, or otherwise bothered by what they are doing or saying. If you speak to them, you may want to tell a trusted friend what you have done and why. The sooner you approach the alleged harasser, the better it is for you; b) You could speak to the person directly or write them a letter. If you write a letter, date it and keep a copy. Be careful to avoid libelous remarks. You should also make a note of what the bothersome behavior was, the date it happened, how you felt, what you did about it, and who else was present if there were witnesses; c) It may be communicating directly with the person is not enough or you feel unable to deal with her or him directly. In this case, you can speak to your Supervisor or another Supervisor. The Supervisor will ask how you want to proceed. You may ask them to help you write a letter or to speak to the harasser on your behalf. You may ask them to arrange for mediation between you and the person who you believe is harassing you; d) Mediation is a process by which a neutral third party helps the people involved in the complaint reach a solution acceptable to both parties. If you want to work towards a mediated settlement, the Executive Director will appoint a qualified mediator who is acceptable to both parties. Either party has the right to refuse mediation. If mediation does occur, each person has the right to be accompanied and assisted during the sessions by someone with whom they feel comfortable.
24. If the informal procedures do not work, you can also ask the Supervisor to help you file a formal complaint. The formal complaint will then be investigated by an individual internal to the Agency or an outside investigator if necessary. He or she will interview the complainant, the alleged harasser, and any witnesses. All employees have a responsibility to cooperate in the investigation.
25. The investigator will need to know: a) Name and position of both the complainant and the alleged harasser; b) Details of what happened - has it happened to you previously or to any others before; c) Dates, times, and how often these things occurred; d) What have you done about the situation so far; e) Where did the incidents take place; f) The names of any witnesses.
107 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
26. Complainants have the right to: a) Make sure no record of the complaint is placed on their personnel file, as long as it was made in good faith; b) To have a person of their choice accompany them during the process; c) To be informed about the progress of their complaint; d) To be informed of the type of corrective measure resulting from the complaint; e) To receive fair treatment.
27. The individual accused of harassment has the right: a) To be informed of the complaint; b) To be given a written statement of the official allegations and to respond to it; c) To be informed about the progress of the complaint; and d) To receive fair treatment.
28. If you are Accused of Violence, Harassment, Bullying, and Discrimination; a) Informal Procedures i. Employees, Board Members, volunteers, clients, children and foster parents/families accused of violence, harassment, bullying, and discrimination have a responsibility to change their behavior if it is harassing or offensive to others. Employees, Board Members, volunteers, clients, children and foster parents/families should document their version of the alleged harassment, the date it occurred, and who else was present; ii. Mediation will be available to resolve the complaint. Each employee, Board Member, volunteer, client, child and foster parent/family has the right to be accompanied and assisted during the sessions by someone of their choosing. b) Formal Complaints i. Employees, Board Members, volunteers, clients, children and foster parents/families accused of violence, harassment, bullying, and discrimination have a responsibility to cooperate in an investigation. If the investigation shows harassment occurred, the employee will be expected to change their behavior and they will be subject to disciplinary action.
29. The Investigation and Subsequent Action a) Written Report The investigator will submit a written report to the Executive Director or to the Executive Committee if the Executive Director is involved in the complaint. The investigator will decide whether there is enough evidence to conclude harassment occurred. The investigator will identify all possibilities for resolving the situation and will recommend one or more courses of action. If harassment has occurred, the Executive Director or Executive Committee will decide what remedies will be provided to the
108 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
victim, the disciplinary action to be imposed on the harasser and whether the individuals in questions can continue in their current work areas.
b) Decision The Executive Director will inform the person who filed the complaint and the harasser of any disciplinary action, remedies and changes in work within one (1) week after the investigator has handed in the report. Progressive discipline, remedies, and changes in work will be instituted within one (1) week of being informed of the decision.
c) Separation of the Complainant and Alleged Harasser If the complainant and the alleged harasser are in a subordinate/Supervisor relationship, the Executive Director may decide to assign one (1) or both of them to a different work area during mediation or investigation. If the harassment issue is between employees, Board Members, volunteers, clients, children and foster parents/families, they may also be separated during an investigation if necessary.
d) Complainant’s Personnel File No record of the complaint, investigation, or decision will go in the employee’s personnel file, if the complaint was made in good faith. Any unfavorable work review or comments placed in the complainant’s personnel file because of the harassment will be removed from the file.
e) Progressive Discipline for Harassers Someone who has harassed another person will be subject to one or more of the following forms of discipline, depending on the severity of the harassment: i. A written reprimand/warning; ii. A suspension without pay; iii. A transfer, if it is not reasonable for the people involved to continue i. working together; ii. Termination. iii. In most cases, the harasser will be required to attend an anti-harassment training session. If the investigation does not find evidence to support the complaint, there will be no documentation concerning the complaint placed in the file of the alleged harasser. When the investigation reveals harassment occurred, the incident and the discipline which is imposed on the harasser will be recorded in the harasser’s file.
30. If an individual, in good faith, files a harassment complaint not supported by evidence gathered during an investigation, the complaint will be dismissed, and no record of it will be put in the accused harasser’s personnel file. As long as the complaint was made in good faith there will be no penalty to the person who complained, and no record in her or his file.
109 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
31. In the event a complainant knowingly filed a false complaint, the person will be disciplined and a record of the incident will be put in their personnel file. Penalties for someone who makes a false complaint will be the same as for a case of harassment and will depend on the seriousness of the situation.
32. Retaliation is considered a serious disciplinary breach. Individuals who retaliate in any way against a person who has complained of harassment, given evidence in a harassment investigation, or been found guilty of harassment, will be considered guilty of Policy harassment and penalized accordingly. The possible penalties are the same as those assessed against harassers.
33. A person directly involved in a complaint may appeal to the Human Resources Committee within one (1) week after learning of the decision. If the Executive Director believes there is sufficient reason to reinvestigate or to change the penalty, compensation, or work assignment, they may make the decision within one (1) week.
POLICY REFERENCE:
Organizational Structures Policy Orientation of Employees Policy Managing Work Expectations Termination Policy Privacy & Protection of Employee Information Board of Directors Policy and Procedure Manual Conflict of Interest Policy
110 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
WHISTLEBLOWER POLICY:
Whistleblower Policy 6050 Department: Human Chapter 6: Standards of Conduct Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
This policy is intended to protect and encourage employees, Board members, volunteers, alternative care providers, students, and others to report suspected or actual occurrence(s) of illegal, unethical, or inappropriate events (behaviors or practices) without retribution.
PROCEDURES:
1. The Whistleblower should promptly report the suspected or actual event to a supervisor, the Executive Director, or Human Resources. If the Whistleblower would be uncomfortable or otherwise reluctant to report to any of the preceding, then the Whistleblower could report the event to the Board Chair.
2. The Whistleblower can report the event with his/her identity or anonymously.
3. The Whistleblower shall receive no retaliation or retribution for a report, provided in good faith one not done primarily with malice to damage another individual or the organization.
4. Upon investigation, should a report be found not to be submitted in good faith, the Whistleblower shall be subject to discipline up to and including termination of the individual’s status with the organization. Other legal means to protect the reputation of the organization and members of its Board and staff shall also be taken as required.
5. Anyone who retaliates against the Whistleblower (who reported an event in good faith) will be subject to discipline, including termination of the individual’s status with the organization.
6. Alleged Crimes against person or property, such as assault, rape, burglary, etc., must be reported to local law enforcement personnel immediately by the person receiving the report.
7. Persons designated to receive the reports must promptly act to investigate and/or resolve
111 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
the issue.
8. The Whistleblower shall receive a report within five business days of the initial report, regarding the investigation, disposition, or resolution of the issue.
9. If the investigation of a report, done in good faith and investigated by internal personnel, is not to the Whistleblower’s satisfaction, then he/she retains the right to report the event to the appropriate legal or investigative agency.
10. The identity of the Whistleblower, if known, shall remain confidential to those persons directly involved in applying this policy. If the issue requires investigation by law enforcement, confidentiality cannot be maintained as members of the organization are subject to subpoena.
POLICY REFERENCE:
Managing Work Expectations Policy Code of Conduct Policy
112 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
GIFTS FOR EMPLOYEES:
Gifts for Employees 6060 Department: Human Chapter 6: Standards of Conduct Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag will ensure employees are recognized for their service when they voluntarily leave the Agency.
PROCEDURE:
1. Upon a mutually agreeable termination or resignation, an employee will be eligible for a departing gift in the amount of $40.00 for service between 1 to 3 years; $75.00 for services between 3 to 5 years and a limit of $200.00 for service beyond 6 years. The cost of the gift will be charged to the employee’s department.
POLICY REFERENCE:
Finance Policy and Procedure Manual
113 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
ACCEPTANCE OF FAVOURS:
Acceptance of Favours 6070 Chapter 6: Standard of Conduct Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services prohibits employees from directly or indirectly demanding, accepting, agreeing to accept, or offer gifts. Discounts, loans, services, or benefits from a person, business, corporation, etc. having dealings with the Agency including individuals receiving services for their families could result in a conflict of interest.
PROCEDURE:
1. This policy is not intended to limit the ability of the Agency to accept tokens of appreciation, discounts, services or benefits which, in the judgement of the Executive Director, will not put them in a conflict of interest situation.
2. When an employee is offered a gift, discount, loan etc. the employee must inform their Supervisor immediately. Accepting favours can create an expectation of some return of the favour from the Agency that could result in a conflict of interest.
3. The Supervisor, in their judgement, must determine if the offer warrants further action including informing the Executive Director of the offer.
4. Any honorarium, travel grant, or other monetary amount given to an employee must be submitted to the Agency.
POLICY REFERENCE:
Conflict of Interest Policy
114 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
OUTSIDE EMPLOYMENT:
Outside Employment 6080 Chapter 6: Standard of Conduct Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services expect employees to consider their employment with the Agency as their primary work. Employees may hold outside jobs provided there is no perceived or actual conflict and/or competition with their employment at the Agency or the work of the Agency itself.
PROCEDURE:
1. Employees must disclose to their immediate Supervisor any outside job which may cause a perceived or actual conflict and/or competition with their employment at the Agency or the work of the Agency itself.
2. If the Agency becomes aware an employee’s outside job is a perceived or an actual conflict and/or in competition with their employment at the Agency or the work of the Agency itself, the employee may be asked to terminate the outside employment if the employee wishes to remain employed with the Agency.
3. Employees wishing to take second jobs are required to notify their supervisor and the Human Resources department and obtain approval in accordance with this policy.
4. Employees seeking approval must complete a written disclosure including information about the proposed position and submit to their supervisor and the Director of Service for decision.
5. The decision will be communicated back in writing and placed on the employee’s Human Resources file.
POLICY REFERENCE:
Conflict of Interest Policy Code of Conduct Policy
115 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
CONFLICT AND COMPLAINTS RESOLUTION:
Conflict and Complaints Resolution 6090 Chapter 6: Standard of Conduct Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will ensure conflicts and complaints are resolved promptly and appropriately. Any lobbying or complaining by Agency personnel to any Board of Director(s) outside of the Policy is considered insubordination and will be reported to the Executive Director and will be dealt with according to the Managing Work Expectations.
PROCEDURE:
1. Email should not be the only method of communication to send information regarding a concern or complaint or to attempt to resolve a concern or complaint.
2. Informal Complaints - The following process will be followed for informal complaints: a) When an employee or group of employees have a complaint about another employee, the Agency expects the employees to make every reasonable effort to resolve the complaint before seeking intervention of the employee’s immediate Supervisor; b) If one or both employees believe the complaint has not been resolved to their satisfaction, the dissatisfied employee should advise their immediate Supervisor within ten (10) working days of the date the complaint occurred (refer to the Employee Complaint Resolution Form); c) When advising the immediate Supervisor, the dissatisfied employee must clearly describe the nature of the complaint and then the immediate Supervisor will discuss the matter with both parties and attempt to reach a resolution informally; d) A sharing circle may be utilized to allow employees the opportunity to share their feeling to each other and assist in resolving conflict in a healthy and respectful way. e) If the complaint is against the employee’s immediate Supervisor, the complaint is submitted to the appropriate Senior Manager. If the complaint is against the Senior Manager, the complaint is submitted to the Executive Director. The process would proceed to Step 2 in the Formal Resolution section; f) If the complaint is against the Executive Director, the concern must first be raised
116 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
with the Executive Director. The Executive Director must provide a written response to the Complainant which will include notes and findings of the situation. If the Complainant is unsatisfied with the findings they are required to submit a written letter of concern to the Board Executive Committee, addressed to the Chair of the Board.
3. Formal Complaint Resolution - If the above informal process does not resolve the complaint then the process moves to a Formal Complaint with the following procedures: a) Step 1 - Resolution Process with Immediate Supervisor: i. The employee must provide written documentation to their immediate Supervisor regarding the nature of the complaint clearly describing the complaint and providing the facts or evidence (i.e. documentation) supporting their position and the resolution they are seeking; ii. The Supervisor will forward a copy of the complaint to the employee whom the complaint is about; iii. The immediate Supervisor investigating the complaint will meet with both employees individually within ten (10) working days to further discuss the merits of the complaint and a possible resolution; iv. The immediate Supervisor may also meet with any identified witnesses who observed the occurrence; v. Where the immediate Supervisor has determined there are grounds for the complaint, the Supervisor will meet with the employee whom the complaint is about to advise them of the decision and the disciplinary action and then provide the written decision to the employee within ten (10) working days. The Supervisor will also notify the complainant the matter has been dealt with appropriately but will not disclose the details of the disciplinary action; vi. Where the immediate Supervisor has determined there are no grounds for the complaint, the Supervisor will provide a written decision to the employees and the complainant within ten (10) working days of the submission of the complaint under Step 1; vii. The complainant may only advance a complaint to Step 2 of the procedure if the immediate Supervisor has determined there are no grounds for the complaint and the complainant is not in agreement.
b) Step 2: Resolution Process with the Senior Manager or the Executive Director i. Within ten (10) working days following the decision under Step 1 and within the parameters of the outcome of the complaint as identified in Step 1, the complainant or employee may submit the complaint to their immediate Supervisor’s Senior Manager or the Executive Director (depending on the position of the employee lodging the complaint) including the resolution the employee is seeking;
117 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
ii. Where the immediate Supervisor has determined there are no grounds for the complaint another meeting will be held, to include the Senior Manager or the Executive Director to further discuss the merits of the complaint and a possible resolution; iii. Where the immediate Supervisor has determined there are grounds for the complaint, the immediate Supervisor’s Senior Manager or the Executive Director will meet with the employee to review the discipline determined and will then provide a written decision to the employee within ten (10) working days of the submission of the complaint under Step 2. c) Step 3: Resolution Process with the Executive Director including Mediation i. If the employee is not satisfied with the decision of the Senior Manager, the next level of complaint is with the Executive Director ii. The complaint must be submitted to the Executive Director in writing within ten (10) working days following the decision under Step 2.
Mediation:
iii. Where no grounds for the complaint have been determined, another meeting will be held with both employees including the Executive Director to advise the parties of the decision. If this meeting does not resolve the matter, mediation may be considered; iv. Where the employee receiving disciplinary action disputes the discipline, the employee may request mediation services be considered. The decision to consult with a Mediator is at the discretion of the Executive Director; v. If Mediator services are used and the Mediator is able to reach resolution between the parties acceptable to the Executive Director, the Executive Director will provide both employees with a copy of the written agreement within 10 working days of the meeting with the Mediator. d) Step 4: Resolution Process with the Appeals Committee i. If an employee receiving disciplinary action remains dissatisfied with the discipline or the outcome of the Step 3, the employee may forward a complaint to the Appeals Committee once all steps of the Complaints process identified above have been completed; ii. The Appeals Committee will consist of three individuals; two members of the Agency Board of Directors who do not have a conflict of interest with either employee, and another employee who both parties agree to. The Committee will be chaired by the Executive Director or their designate whose sole responsibility is to coordinate and provide technical assistance to the Committee; iii. The Appeals Committee will meet prior to formally hearing the complaint to clarify the issue, establish the facts, and provide an opportunity to exchange
118 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
documents or other information; iv. The Executive Director will then set a mutually agreeable date, time, and location for the presentation to take place and follow up with a written notice to all parties; v. At the conclusion of hearing the complaint, all copies of documents distributed to the Appeals Committee will be returned and destroyed by the Executive Director; vi. The Appeals Committee will make a decision solely on the evidence presented during the presentation. In a memorandum to the complainant, the Executive Director will document the decision and the evidence upon which the decision was made. The memorandum will be reviewed with the Appeals Committee members for accuracy before the Executive Director meets and presents the decision to the complainant; vii. A copy of the decision will then be forwarded to the employee against who the complaint was filed; viii. The decision of the Appeals Committee will be considered final and binding; ix. A copy of the Appeals Committee’s decision and all documents entered by both parties will be sealed and kept on file for a period of three years;
Presentation Guidelines
Following are the Guidelines for the Presentation to the Appeals Committee:
a) Both parties involved in the appeal proceedings are present at the presentation and entitled to present oral or documented evidence, to rebut evidence, and to ask questions in order to reveal full disclosure of the facts; b) The complainant and the person against whom the complaint is filed will not be present when the witnesses are being questioned by the Appeals Committee. If necessary, the complainant and the person against whom the complaint is filed will be re-interviewed to comment on statements made by the witnesses; c) There will be three parts to each presentation; opening comments by each party, presentation of evidence by each party, and closing comments by each party. The complainant will be heard first in all phases of the appeal hearing; d) Under presentation of evidence the complainant will explain what happened, why the complaint is valid, and what the remedy should be. The Appeals Committee will then have an opportunity to question the complainant. The employee against whom the complaint is filed is then given an opportunity to present their case. The committee has the right to question the person against whom the complaint is filed.
119 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
POLICY REFERENCE:
Managing Work Expectations Board of Directors Policy and Procedure Manual
120 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
COMMUNICATION WITH APPROVED ABSENT EMPLOYEES ABOUT EMERGENCY CLIENT RELATED MATTERS:
Communication with Approved Absent Employees about Emergency Client 6100 Related Matters
Chapter 6: Standard of Conduct Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services may need to communicate with employees who are absent from work on an approved leave of absence in regards to emergency client related matters.
PROCEDURE:
1. The employee’s immediate Supervisor/Senior Manager may contact the absent employee by telephone, e-mail, or by written letter to follow-up on Agency matters.
2. The employee will be advised they have the option of discussing the matter on the telephone, coming into the office to meet with their immediate Supervisor/Senior Manager, or if they are unable to come in to the office due to illness, the employee will be advised the matter will be discussed with them when they return to work.
3. Employees will be advised if they are going to wait to discuss the matter upon their return to work, it is in their best interests to write down what they know about the situation so they will have the information available to them and will be able to recall the events when they meet with their immediate Supervisor and/or Senior Manager.
121 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
CHILD PROTECTION CONCERNS INVOLVING AGENCY EMPLOYEES:
Child Protection Concerns Involving Agency Employees 6110 Chapter 6: Standard of Conduct Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will ensure all child protection investigations concerning Agency employees are conducted with full confidentiality and in a timely manner following applicable Policies, Protocols, and Standards. The Agency will ensure the rights of employees are maintained and employees are supported throughout an investigation process regarding a child protection concern involving employees.
PROCEDURE:
1. Investigations of child protection concerns involving employees will follow the policies, procedures, and practices of the appropriate Children’s Aid Society to conduct the investigation.
2. All documents concerning an employee in a child protection investigation will remain confidential and secure to protect the employee’s rights and will remain restricted to certain personnel in the Agency. The Coordinator of Information Technology will be advised of a ‘staff sensitive’ file and who will have access to the file.
3. The Employee Assistance Program and other resources will be provided by the Supervisor as support to the employee during the investigation process.
4. The Employee may be requested to take an authorized paid leave of absence during the investigation using any credits they have earned up until that time. Should the employee not have any paid credits available, they may be requested to take an unpaid leave of absence during the investigation.
5. The Employee may be suspended with or without pay during an investigation where the allegations are serious in nature regarding child abuse, neglect, or family violence. The decision to suspend the employee will be made by the Executive Director in consultation with the Director of Services and Supervisor.
122 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
6. Should the Employee agree to having Dnaagdawenmag Binnoojiiyag’s involvement in the investigation, the applicable Services Supervisor will accompany the Child Protection Worker to provide the results of the investigation to the employee. Should Dnaagdawenmag Binnoojiiyag not be involved in the investigation the Child Protection Worker will supply the results.
7. The results of the investigation will be supplied to the employee in person by the Child Protection Worker.
8. The Services Supervisor will notify the Director of Services and the Executive Director of the outcome of the investigation.
9. Disciplinary actions up to and including dismissal may be taken upon completion of the investigation depending on the outcome. The decision to apply disciplinary action is the responsibility of the Executive Director.
POLICY REFERENCE:
Investigation and Assessment Policy Child in Care Polity and Procedures Manual
123 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
DRUGS, ALCOHOL AND CANNABIS:
Drugs, Alcohol and Cannabis 6120 Chapter 6: Standard of Conduct Department: Human Resources Date Approved: Date Revised: Source Reference: Ontario Human Rights Act - http://www.ohrc.on.ca/en/ontario-human- rights-code
POLICY:
The use, sale, purchase, transfer, or possession of drugs, alcohol or cannabis by an employee while on Dnaagdawenmag Binnoojiiyag Child & Family Services premises, the work site, or while performing business is prohibited. As a condition of employment, all employees are required to abide by the terms of this policy and to notify their immediate Supervisor of any criminal drug or alcohol conviction or a violation occurring in the workplace.
PROCEDURE:
1. The Ontario Human Rights Code prohibits discrimination in employment on several grounds including “disability”. The Act adopts an expansive definition of the term “disability” which encompasses physical, psychological, and mental conditions. Severe substance abuse is classified as a form of disability. Some examples may include alcoholism and the abuse of both legal and illicit drugs. Such disabilities must be reasonably accommodated if they are brought to the attention of the Agency.
2. Supervisors will be trained in: a) Detecting the signs and behavior of employees who may be using drugs, alcohol or cannabis in violation of this policy; b) Detecting the difference between an employee who occasionally abuses drugs, alcohol or cannabis and employees who have a problem beyond their control; c) Intervening in situations involving a violation of this policy; d) Recognizing the above activities as a direct job responsibility.
3. Employees will be informed of: a) The health and safety dangers associated with drug and alcohol use; b) The provisions of this policy.
4. Any employee who possesses, distributes, sells, attempts to sell, or transfer illegal or controlled drugs on Agency premises or while on Agency business will be terminated.
124 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
5. An employee who abuses drugs (including prescription medication/cannabis) or alcohol and does not have an addiction; does not have a disability and therefore is subject to discipline. An employee who has a dependency on alcohol or drugs will be offered assistance.
6. All actions taken by both the employee and the immediate Supervisor in regards to a drug or alcohol problem will be kept confidential by Management. Any information relating to an employee’s treatment or counselling will be kept confidential and retained in the personnel file and may be shared with Management and the Supervisory Team on an as needed basis.
7. The following are disciplinary procedures for employees reporting to work under the influence of drugs, alcohol or cannabis: a) An employee reporting for work visibly impaired or unable to properly perform required duties because of alcohol or drug use will be asked to leave the workplace and will be subject to discipline; safe transportation will be arranged for the impaired employee. b) Upon return to work, a Supervisor should meet privately with the employee to discuss the cause of the observation, including whether or not the employee believes they have a drug or alcohol dependency. If an employee indicates they do not have a drug or alcohol dependency, then the incident may be treated as a disciplinary matter and the employee will not receive pay for the day they were sent home from work. If the individual indicates they do have a drug or alcohol dependency, then reasonable duty to accommodate must be addressed; c) An employee observed consuming alcohol or drugs at their work premises or anywhere else where they are supposed to be performing their job functions will be subject to discipline. 8. Documentation of any and all incidents of consumption or impairment by drugs or alcohol or absenteeism related to drugs or alcohol will be kept on the employee’s records together with the disciplinary measures taken.
9. Employees will be allowed time off to attend treatment and/or counselling for drug or alcohol addiction as follows: a) If the immediate Supervisor is made aware through an admission on the part of an employee he or she is addicted to a drug or alcohol, arrangements will be made to allow the employee time off for treatment and/or counselling; b) All accumulated leaves earned by the employee such as annual vacation, sick, overtime, or short-term disability, if eligible, may be used for time off to access treatment and or counselling; c) Upon return to work, the employee will produce proof of completion of the treatment program; d) If the employee refuses counselling or treatment or if the treatment(s) are unsuccessful, the employee may be terminated. Legal opinion will be sought
125 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
before making a decision to terminate.
POLICY REFERENCE:
Managing Work Expectations Termination Policy
126 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
LOST, STOLEN, OR DAMAGED EQUIPMENT:
Lost, Stolen, or Damaged Equipment 6130 Chapter 6: Standard of Conduct Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services may pay all replacement or repair costs when equipment belonging to the Agency is lost, stolen, or damaged, provided the replacement or repairs meets Agency requirements; except where loss, theft, or damage occurs on repeated occasions.
PROCEDURE:
1. Employees will sign the Loan and Return of Agency Property Form when they are issued equipment belonging to the Agency.
2. It is the responsibility of each employee to ensure equipment belonging to the Agency is kept in a secure place when outside of the office.
3. Employees transporting Agency equipment in their own vehicles must lock their vehicle doors when the vehicle is parked and Agency equipment must be kept locked in the trunk of the vehicle or covered and placed in the back of the vehicle.
4. If an employee loses or damages equipment and the loss or damage is accidental, the Agency will pay for the replacement or repair for the first instance. Any future losses or damages, the Executive Director will consider the occurrence on a case by case situation whether the employee will be responsible for the costs of replacement or repair on the equipment.
5. If an employee has Agency equipment stolen from them, the employee is to immediately contact the police. The Agency will pay for the replacement for the first instance and subsequent instances. However, the Executive Director may charge replacement costs to the employee if stolen equipment occurred from the employee’s vehicle and the vehicle was not locked and/or the Agency equipment was not stored in a secure location.
POLICY REFERENCE:
Finance Policy and Procedure Manual
127 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
POLITICAL ACTIVITY:
Political Activity 6140 Chapter 6: Standard of Conduct Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Employees of Dnaagdawenmag Binnoojiiyag Child & Family Services will not engage in political activity in the workplace during regular office and working hours and should not identify themselves as representatives of the Agency in any political activity. Employees will ensure their participation in political activities in no way reflects unfavourably on the Agency.
PROCEDURE:
1. Employees may engage in political activity outside of regular office and working hours provided there is no conflict of interest with the Agency or their position in the Agency. Employees will ensure their participation in political activities in no way reflects unfavourably on the Agency.
2. Political activity includes seeking elected office, participating in demonstrations or rallies, publicly supporting candidates for political or public office, and distributing or displaying campaign literature or other promotional material in any Agency office or premise.
3. Employees will notify their immediate supervisor of any potential or real conflict of interest resulting from their political activity. The supervisor will discuss the involvement with the Executive Director who will make the final decision to determine if a conflict of interest exists.
4. Employees will not participate in decisions made during their political activity affecting the organization.
5. Employees will request time off to participate in political activity occurring during regular office or working hours and it must be approved before participating in the political activity.
6. Employees will use overtime, vacation, or unpaid leave of absence to participate in political activity occurring during regular office or working hours.
7. Employees will not participate in political activity on Agency premises or using Agency property, equipment, or resources.
128 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
POLICY REFERENCE:
Conflict of Interest Policy
129 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
7. COMPENSATION AND BENEFITS COMPENSATION:
Compensation 7010 Chapter 7: Compensation and Benefits Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services complies with legislative requirements and provides a fair compensation system that supports interest and retention of highly qualified employees and provides recognition and rewards for excellent performance.
PROCEDURE:
1. The Agency ensures equal pay for equal work and does not differentiate between male and female employees where: a) Substantially the same kind of work is performed; b) The performance which requires substantially the same skill, effort and responsibilities are required; c) Any work which is performed is under similar working conditions.
2. At least every 5 years the Agency seeks compensation information from comparable organizations for analysis and to compare the Agency’s wages and benefits for industry competitiveness. 3. During the employee’s performance evaluation, the job description will be used as review in accordance with their position. 4. The Agency Senior Management Team will recommend cost of living adjustments to the Board of Directors pending availability of Agency resources. 5. Employees will be placed on the salary grid upon hire based on relevant education and experience. 6. Ongoing advancement on the salary scales will be made on the basis of: a) Annual performance appraisal results; and b) Additional education relevant to the job description. The employee must submit proof of education attainment to their immediate Supervisor for review and approval by the appropriate Director.
130 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
POLICY REFERENCE:
Job Description Policy Performance Management Policy Merit Increases Policy Finance Manual
131 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
DEMOTIONS:
Demotions 7020 Department: Human Chapter 7: Compensation Policy Resources Date Approved: Date Revised: Source Reference:
POLICY:
From time to time, it may be necessary to reclassify an employee to a lower classification than he/she currently occupies. In these instances, the employee shall be treated fairly and respectfully in accordance with Dnaagdawenmag Binnoojiiyag’s Human Resource Philosophy.
PROCEDURE:
The decision to demote an employee(s) shall be based on any one of the following reasons:
1. The employee’s performance has been unsatisfactory and despite a series of warnings, he/she has failed to improve performance, consequently, the employee is demoted to a position at a lower classification which the employer and employee believe is better suited to their skills, abilities and interest. In this instance, the employee’s salary is adjusted to reflect the lower classification.
2. The employee’s position has been declared redundant following restructuring. In this instance, the employee may be placed in a lower classification, however his/her salary shall be retained (red circled) at the current rate, or, the employee may be provided with working notice, or payment in lieu of notice in accordance with legislative requirements.
3. Where the employee has either applied to a position occupying a lower classification, or requests to be placed in a position at lower classification. In this instance, the employee’s salary shall be adjusted to reflect the lower classification.
4. An employee may be assigned to a lower classification resulting from changes to the position. In the event the employee is unable to meet the expectations, the employee may be demoted. In this instance, the employee’s salary shall be red circled at the current rate.
132 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
POLICY REFERENCE:
Job Description Policy Performance Management Policy Merit Increases Policy Finance Policy and Procedure Manual
133 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
EMPLOYEE GROUP BENEFIT PLAN:
Employee Group Benefit Plan 7040 Chapter 7: Compensation and Benefits Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag will offer an Employee Group Benefits Plan for permanent employees or those who have term contracts longer than one (1) year. These benefits are established to recognize the value placed on employees and the contributions they make to the Agency. Employees on term contracts less than one (1) year that have been extended for at least one (1) additional year may be eligible for the group benefit plan.
PROCEDURES:
1. The Group Benefit Plan may change from time to time as determined by the Board of Directors.
2. The Group Benefit Plan is purchased from external carriers and is subject to the terms and provisions of the Master Plan with the carrier. Employees are to refer to the Benefit Booklet for full details of the Plan.
3. The plan may include the following: • Extended health care benefits; • Dental coverage; • Life insurance; • Accidental death & dismemberment; • Short-term disability; and • Long-term disability; • Employee/family assistance program.
4. Enrollment in the Group Benefit Plan is mandatory for all eligible employees and will include a cost share of premiums as determined by Dnaagdawenmag Binnoojiiyag.
5. Employees must complete a three (3) month waiting period to be eligible for benefits and work a minimum of seventeen and one half (17.5) hours or more per week.
134 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
6. Upon hire, eligible employees will be provided with and required to complete the Group Benefit application forms. A copy of the Group Benefit Plan information booklet will be provided to the employee. The Human Resource Department will register the application with the Benefit Plan Provider who will activate the benefits upon completion of the waiting period.
7. Coverage will continue during the period that an Agency employee is absent from work due to Pregnancy or Parental Leave, Family Medical Leave and Organ Donor Leave. Coverage of Short-Term and Long-Term Disability will continue only if employee contributes their portion of the premium costs.
8. In the event the employee fails to remit his/her premium costs one (1) month in advance of the month for which benefit coverage is being sought, benefit coverage will terminate.
9. Employees shall cease to be covered by the Group Benefit Plan upon termination of employment.
10. Employees must complete a change of information form in the event of change, i.e. addition/deletion of dependent, beneficiary change, name change etc.
11. The employee is eligible to apply for continuation of coverage for life insurance benefits following resignation/termination of employment only if, the employee applies for continuation of coverage within thirty-one (31) days of termination of employment. The employee shall be solely responsible for contacting the appropriate broker/carrier to complete the necessary paperwork and for the payment of premiums for this coverage.
12. At least every five (5) years the Human Resource Manager will be responsible to conduct a comparative benefits provider search.
POLICY REFERENCE:
Employment Classifications Policy Short Term Disability Policy Long Term Disability Policy Sick Leave Policy Family Medical Leave Policy Pregnancy Leave Policy Parental Leave Policy Organ Donor Leave Policy Termination Policy
135 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
SHORT AND LONG TERM DISABILITY BENEFITS:
Short and Long Term Disability Benefits 7050 Chapter 7: Compensation and Benefits Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child and Family Services offer a Short-Term and Long-Term Disability Benefit as income support for all eligible employees who are off work due to illness and/or injury.
PROCEDURE:
1. All permanent full-time, permanent part-time, and full-time contract employees who are on contract with the agency for one (1) year or more and actively at work are eligible for Short- Term and Long-Term Disability Benefits according to the Schedule of Benefits from the date of hire. These benefits will be prorated for part time employees.
2. If the illness and or injury will continue for more than 5 days, the eligible employee may apply for Short-Term Disability.
3. The employee or employee’s Supervisor will request the appropriate form(s) from the Manager of Human Resources or designate to be completed by the employee and the employee’s Medical Practitioner. The completed forms will be forwarded to the benefit carrier by the employee and/or attending Medical Practitioner.
4. The Manager of Human Resources will complete the employer’s portion of the form in consultation with the employee’s immediate Supervisor. The completed form will be submitted to the benefit carrier.
5. An employee may use their accumulated earned sick days, accrued overtime or accrued vacation: a) During the waiting period for Short-Term Disability; b) To top up Short-Term Disability.
6. The maximum benefit duration for the Short-Term Disability program is seventeen (17) weeks (five (5) days of elimination period is included in the seventeen (17) weeks of benefit).
136 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
7. An employee must be off work for 119 days before being eligible for Long-Term Disability Benefits. The employee or their immediate Supervisor will contact the Manager of Human Resources to complete the process and to submit the appropriate form(s) for Long Term Disability (refer to 4).
8. When an employee qualifies for payments under the Long-Term Disability Plan, the employee may also be entitled to be paid for any earned and unused vacation credits or overtime accumulated as of that date.
9. The Manager of Human Resources and/or Supervisor will be responsible for maintaining communication and contact with Agency staff on Short and/or Long Term Disability and will forward information to appropriate personnel.
10. The Manager of Human Resources will be responsible for ensuring up-to-date medical documentation is received prior to an Agency employee returning to work from a leave.
11. An Agency employee off work and in receipt of Short and/or Long-Term Disability will be responsible to maintain contact with their Supervisor and/or Manager of Human Resources during their absence.
12. The Agency may request a physician’s note or functional abilities form before an employee can return to work from short/long term disability certifying that an employee is well enough to return to work and whether or not accommodation is required.
13. Employees shall be reinstated to their former position if it continues to exist, or to a comparable position in the event the position has been discontinued for a period of up to twenty-four (24) months. If the employee is not fit to return after twenty-four (24) months of Long Term Disability benefits, the employment relationship will be terminated.
14. In the event there is a conflict between this policy and the insurance contract, the provisions of the insurance contract will prevail.
POLICY REFERENCE:
Employment Classifications Policy Overtime Policy Vacation Leave Policy Sick Leave Policy
137 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
OMERS PLAN:
Ontario Municipal Employees Retirement System (OMERS) Plan 7060 Chapter 7: Compensation and Benefits Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag recognizes the importance of retirement planning for all of our employees. Dnaagdawenmag Binnoojiiyag is an Associated Employer of the OMERS Plan and will match employee contributions as required by the Plan.
PROCEDURES
1. Permanent full-time employees, and employees on contract for twelve (12) months or more who are filling vacant full-time positions, as a condition of employment, will be enrolled as of their date of hire.
2. Permanent part-time employees and employees on short term contract of less than twelve (12) months may be eligible to join the OMERS Plan on a voluntary basis if they meet the eligibility criteria as defined by the OMERS Plan.
3. OMERS offers Addition Voluntary Contributions (AVC). Employees can choose to participate on an individual basis directly through OMERS. This amount will not be matched by the Agency.
4. If an employee takes a leave of absence, all contributions will cease during such periods. Employees will have the option in most instances to purchase service for the leave period. OMERS will calculate the cost for the employee and specify the purchase deadline.
5. The OMERS Plan is a legislated Defined Benefit Plan. Where there is a conflict between this policy and the OMERS Plan, the OMERS Plan takes precedence.
POLICY REFERENCE:
Employment Classifications Policy Overtime Policy
138 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
EMPLOYEE ASSISTANCE PROGRAM:
Employee Assistance Program 7070 Chapter 7: Standard of Conduct Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will ensure an Employee Assistance Program is available to Agency employees and will encourage employees to access Traditional Healing Services or First Nation and Inuit Health Branch’s Mental Health Services through Non- Insured Health Benefits.
PROCEDURE:
1. Employees are eligible for the Employee Assistance Program (EAP) as per eligibility defined in the Employee Group Plan Benefits Policy. Should employees access Traditional Healing or Non-Insured Counselling, costs are covered by the employee, their First Nation or Non- Insured Health Benefits.
2. The Employee Assistance Program may be accessed by employees to address personal problems related to but not limited to stress/grief/depression, relationship issues, parenting issues, family issues, workplace challenges, drugs, alcohol, gambling, smoking concerns, etc. Information related to the Employee Assistance Program will be provided to all employees during their orientation.
3. If it is necessary to access services within the regular work day, time off must be arranged by the employee with their immediate Supervisor. Sick time, overtime, or annual vacation credits may be used if the length of time away from work is necessary for counselling purposes.
4. Assistance to employees is provided under strict confidentiality. The Employee Assistance Program will not release any information concerning the nature of the employee’s problem to anyone without the employee’s consent in writing. Any employee who is aware of another employee’s access to services has the responsibility to ensure any form of information related to an employee’s use of the Employee Assistance Program must be kept in strict confidence.
139 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
5. No personal information will be released by the employee assistance services provider unless requested to do so by the employee, and a written, informed and voluntary consent is provided to the Agency in accordance with the provider’s sharing of information policies. In some cases, the employee’s consent may be withdrawn in accordance to the provider’s policies.
6. When information is shared (in accordance to (6)) and may affect an employee’s capacity to safely and competently perform their duties, the Executive Director will make reasonable effort to modify the employee’s working conditions provided the Agency is not faced with undue hardship. The modification will be developed in collaboration with the appropriate Senior Manager. The maximum allowable time for a modified working condition will be 12 weeks. At the end of this period it is expected that the employee will return to normal working conditions.
7. Employees may self-refer to the Employee Assistance Program or be encouraged by a colleague or Supervisory personnel to access the Employee Assistance Program.
8. Participation in the employee assistance services will not be used for disciplinary purposes nor in any way restrict or jeopardize the participating employee’s opportunities for advancement or other work-related opportunities.
9. Supervisors will be trained by the service provider on understanding the early warning signs that an employee may be having personal difficulties and utilizing the Employee Assistance Program as a management resource. Supervisors may access the Manager Consultants of the Employee Assistance Program to seek advice and consultation on situations requiring extra assistance e.g. Signs of aggressive behavior, harassment, suspected substance abuse, or suspected domestic violence. Supervisors may also access the Manager Consultants of the Employee Assistance Program to access support and tools they need to sensitively and appropriately refer employees to the Employee Assistance Program or determine other suitable viable solutions.
10. When Supervisors believe personal problems may be contributing to an employee’s unsatisfactory work performance and the unsatisfactory work performance is substantiated, the Supervisor will document and discuss the issues and expectations with the employee. If the employee discloses personal difficulties, the Supervisor will offer information regarding the Employee Assistance Program. In addition, the Supervisor may provide information on Non-Insured Health Benefits Mental Health Counselling Services, Local Traditional Healers/Elders, or Residential Treatment Facilities.
140 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
POLICY REFERENCE:
Short and Long Term Disability Policy Drug and Alcohol Policy
141 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
EMPLOYEE RECOGNITION:
Employee Recognition 7080 Chapter 7: Compensation and Benefits Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag values the unique contribution each employee makes to the overall achievement of agency goals and objectives. In addition to the day-to-day informal recognition of an individual’s achievements, Dnaagdawenmag Binnoojiiyag has in place a formal annual Employee Recognition Program based on years of continuous service.
PROCEDURE:
1. Individuals, who have completed five (5) years of continuous service with Dnaagdawenmag Binnoojiiyag, and every five (5) years thereafter, shall be formally recognized at an annual employee recognition event.
2. An Employee Recognition Committee shall be established to formulate the annual employee recognition event. The Board of Directors will approve the parameters of the Employee Recognition program.
3. Human Resources shall be responsible for coordinating the Employee Recognition Program and maintaining all records.
4. Supervisors and Management staff are encouraged to recognize ongoing achievements, milestones, and significant events in the lives of staff, and to create and maintain an environment which demonstrates ongoing appreciation for the contributions staff make to the benefit of clients, agency, and community.
POLICY REFERENCE:
Employment Classifications Policy
142 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
8. PAY AND PERFORMANCE MANAGEMENT PERFORMANCE MANAGEMENT:
Performance Management 8010 Chapter 8: Pay and Performance Management Department: Human Resources Date Approved: Date Revised: Source Reference: Changing Minds, http://changingminds.org/explanations/theories/recency_effect.htm
POLICY:
Performance Evaluations will be conducted on all Dnaagdawenmag Binnoojiiyag employees prior to completion of the probation period and on an annual basis thereafter and at other times as deemed necessary by the employee’s immediate Supervisor.
PROCEDURE: 1. Upon hire, Performance Appraisal Tools will be provided to employees along with their position description. The purpose of conducting Performance Evaluations is to evaluate and encourage employee performance, set standards for employee performance, establish work related training goals and objectives for the following year and to provide insight into the employee’s own job performance and behaviour.
2. The evaluation of the Executive Director will follow the process outlined in the Board of Director’s Policy and Procedural Manual.
3. Continuous feedback will take place throughout the year. Managers and employees will constructively discuss job performance and goal progress regularly on an informal basis and at times when performance issues arise.
4. Employee performance will be rated according to a scale ranging from “Unsatisfactory” to “Exceeds Standards” and these ratings are numbered 1 to 5. 5. The Human Resources Assistant will be responsible for coordinating the performance evaluation process.
6. All new employees will receive probationary evaluations as an assessment
143 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
for continued employment. The evaluations will occur at: a) mid probation; b) and end of probation. 7. Annual evaluations including a self-evaluation are required: a) After one year on the anniversary date of hire; b) Annually thereafter on the anniversary date of hire.
8. The Human Resources Assistant will provide all Supervisors with an annual calendar of evaluation dates for their employees. The Human Resources Assistant will also be responsible to inform Supervisors of upcoming performance evaluation requirements one month in advance of the due date. At that time, a blank evaluation will be sent along with the Oath of Confidentiality, Declaration of Clear Police Reference Check, Attendance Summary and a notice if the employee is at their Salary Cap.
9. The immediate Supervisor and employee will mutually agree upon a performance evaluation date. The immediate Supervisor will forward a copy of the blank evaluation and written notification to the employee providing details of the date, location, time and the process that will be followed.
10. It is the responsibility of the employee’s immediate Supervisor to conduct the evaluation. If an employee has more than one Supervisor, the Supervisors will rate independently and come together to determine an agreed upon rating.
11. If it is an annual evaluation, supervision notes, monthly reports, previous year’s performance evaluation and progressive discipline/managing work expectations correspondence recorded during the course of the probation period or year, will be reviewed and taken into consideration when rating the employee. Feedback from clients and/or families and feedback from external stakeholders may also be considered. Feedback from clients and external stakeholders could be in the form of Client Satisfaction Surveys or telephone calls with specific questions asked to solicit feedback.
12. The employee’s job description will be reviewed during the evaluation interview and revisions recommended to the Manager of Human Resources if necessary.
13. The employee and Supervisor will complete their copy of the Performance Evaluation Form prior to the interview. The Supervisor and employee will meet to discuss their respective evaluations.
144 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
14. In completing the self-evaluation, employees will be asked to identify examples for each area of performance where they believe they have exceeded a standard, need improvement, are in the learning process or where they believe their performance is unsatisfactory. These examples are required to demonstrate verification of job performance.
15. Following the appraisal, a mutual agreement of established performance goals or expectations and recommendations for training and development for the following year will be identified to support and encourage ongoing development.
16. Performance goals (expectations) should be: a) Specific; b) Measurable; c) Attainable; d) Results-oriented; e) Time-oriented.
17. A copy of the completed consolidated report is signed by the Supervisor and the employee, indicating the employee has had an opportunity to provide input by way of a self-evaluation and had a meeting with the Supervisor. Employees will be provided with the opportunity to provide their own written comments in the final report. The report will then be placed in the employee’s personnel file.
18. Employees who are required to travel as part of their duties must submit copies of their Driver’s License and proof of $2M Liability coverage at their annual review and/or as outlined in the Driver’s License Policy.
19. Employees will read, review and sign the Confidentiality Agreement at the Annual Review. These signed documents will be forwarded to the Human Resources Assistant for the employee’s Personnel file.
20. A copy of the performance evaluation will be provided to the employee. The respective Manager and/or appropriate Director will be provided with a copy of the results as well. The original performance evaluation will be forwarded to the Manager of Human Resources or designate who will place it in the employee’s personnel file. The performance evaluation may be accessed by the employee or the Supervisor upon request to the Manager of Human Resources.
21. The appropriate Director, Manager and/or the Manager of Human Resources will review the completed performance evaluation and may follow up with the Supervisor and/or the Employee to clarify any issues, concerns or comments in the evaluation if necessary and before any recommendations for a merit
145 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
increase.
22. Employees are expected to continue to work towards achieving their performance goals throughout the year, meet quarterly with their Supervisor or as required to discuss goal progress.
23. Prior to each meeting, employees are expected to submit a brief written progress report of accomplishments and to review them with their Supervisor.
24. Performance Evaluations may be conducted more frequently and at the discretion of the employee’s immediate Supervisor for reasons such as lack of performance.
25. The results of the Performance Evaluation may lead to a salary increase or extension of an employee contract pending availability of funds. In order for a Manager or Supervisor to recommend an employee for consideration to receive a merit increase, the employee must NOT have an overall rating of 3.75 or less in their Performance Evaluation. The Supervisor and/or Manager recommends merit increases to the Executive Director for consideration and approval. Upon the appropriate Director’s approval, the merit increase will take effect on the employee’s anniversary date and any retroactive pay would apply.
26. Following is the rating system in the performance evaluation:
Exceeds Standards: 5 points Behavior demonstrated confirms the employee has exceeded the Standard identified for the required competencies of the position. If an employee demonstrates consistently outstanding performance in an area, over the period of the appraisal, then this "exceeds standard".
Meets Standards: 4 points Behavior or performance is in accordance with what has been identified for each required competency of the position.
Learning Process: 3 points Behavior demonstrated confirms the employee is in the process of learning a new skill, technique, process, etc. and needs more time to meet the Standard.
Needs Improvement: 2 points Behavior demonstrated confirms the employee requires improvement to achieve the behavior identified for the required competencies of the position. This could be behavior with one area and/or one incident with significantly serious consequences or it could be behavior with less than standard performance over a period of time.
146 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
Unsatisfactory: 1 point Behavior demonstrated confirms the employee’s performance or behavior has consistently been less than standard over a period of time and/or one incident with significantly serious consequences.
POLICY REFERENCE:
Job Description Policy Probationary Policy Confidentiality Policy Attendance Management Policy Driver’s License Policy Training and Development Policy Merit Increases Policy Managing Work Expectations Privacy & Protection of Employee Information Board of Directors Policy and Procedure Manual Service Policy
147 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
MERIT INCREASES:
Merit Increases 8020 Chapter 8: Pay and Performance Management Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services provides merit increases to employees based on funding availability, individual employee performance results and in certain circumstances when additional education is attained that formed a mandatory component of their offer of employment and is relevant to the employee’s job description.
PROCEDURE:
1. Proposed merit increases for the fiscal year will be reflected in the annual budget and will be forwarded to the Agency Board of Directors for approval.
2. The Executive Director is able to approve merit increases once the annual budget is approved by the Board of Directors.
3. Annual performance appraisals are conducted on each employee’s anniversary date of employment of each year. Once annual performance appraisals are completed, the Supervisor and/or Senior Manager recommends merit increases to the Executive Director for consideration and approval.
4. In order for a Senior Manager or Supervisor to recommend an employee for consideration to receive a merit increase, the allocated funds must be available and the employee must have an overall rating of 3.75 or more in their performance evaluation.
5. Approved merit increases take effect on the employee’s anniversary date. In the event the performance appraisal does not take effect on the anniversary date, retro-active pay will be provided to the employee’s anniversary date.
6. If an employee attained a higher level of education, they may qualify for a compensation increase depending on whether the achievement was part of the original offer of employment or in addition to minimum educational requirements for the position. This will be assessed on a case by case basis and approved by the Executive Director.
148 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
7. The Supervisor/Manager will forward the educational documentation to the Human Resource Manager for the employee’s personnel file. The Human Resource Manager will notify the Finance Department if a salary increase or grid movement has occurred and the effective date.
8. Employees will be notified through e-mail or in writing if the recommended merit increase was approved or denied.
POLICY REFERENCE:
Performance Management Policy Probation Policy Finance Policy and Procedure Manual Board of Directors Policy and Procedure Manual
149 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
MANAGING WORK EXPECTATIONS:
Progressive Discipline 8030 Chapter 8: Pay and Performance Management Department: Human Resources Date Approved: Date Revised: Source Reference: Canadian Criminal Code, R.S., 1985, c. C-46, http://laws- lois.justice.gc.ca/eng/acts/C-46/
POLICY:
Progressive Discipline will be taken when Dnaagdawenmag Binnoojiiyag employees do not adhere to the rules and policies approved by the Board of Directors and when employees do not conduct themselves in a professional manner. Employee performance and behaviour is expected to contribute toward the achievement of the Agency's goals and objectives. When an employee's performance or behaviour is unsatisfactory, corrective action must be taken. Corrective action will follow the process of progressive discipline when the situation is a result of inappropriate behaviour or unsatisfactory performance when the employee has the ability to perform at an acceptable level but chooses not to do so.
PROCEDURES:
1. Progressive Discipline is a corrective system involving increasingly severe measures each time an employee is disciplined for the same or similar misconduct.
2. The intent of the Progressive Discipline Policy is to provide a mechanism to correct a work related problem by identifying the problem, communicating and reviewing the problem with the employee, identifying clear and specific standards for improvement and advising the employee of the consequences if the problem continues. Discipline should not be viewed as punishment, but as a method of correcting a problem.
3. An immediate Supervisor will have the flexibility of applying any of the disciplinary actions, at any time, during the course of the Progressive Discipline process.
4. The Supervisor will consult with the Manager and/or Director prior to determining the disciplinary action.
5. Disciplinary actions available to the Agency include: a) Verbal reprimand/warning; b) Written reprimand/warning; c) Suspension with or without pay; Demotion;
150 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
d) Termination (refer to Termination Policy).
6. When inappropriate actions are considered severe, the employee will be subject to Progressive Discipline. Examples of inappropriate actions leading to Progressive Discipline include, but are not limited to the following: a) Poor attendance; b) Frequent tardiness and or leaving work early or without permission; c) Medical fraud; d) Insubordination which does not result in serious consequences*; e) Poor attitude towards work or other employees such as use of foul or abusive language; f) Breach of confidentiality which does not result in serious consequences*; g) Failure to complete the required duties as outlined in the job description; h) Lack of adherence to child protections standards; i) Lack of adherence to legislative and regulatory requirements; j) Quality of work falls below acceptable standards; k) Conduct is contrary to the professional school standards of conduct and/or ethical conduct within professional designations (CPA, HR, Legal etc.); l) Physical or violent conduct during working hours which does not result in serious consequences*; m) Any conduct of the employee (occurring in or outside the work place) which has a negative impact to the credibility of the Agency including but not limited to the employee being convicted of an offence under the Canadian Criminal Code R.S., 1985, c. C-46; n) Any conduct of the employee (occurring in or outside the work place and outside work hours) which can objectively be seen to affect the employee’s ability to perform the work; o) Harassment of another employee; p) Working on personal jobs during work hours; q) Abuse of time including excessive use of telephone for personal matters, abuse of sick leave, spending time away from the work area; r) Unauthorized leave; s) Use of alcoholic beverages and or substance abuse while on duty or reporting to work visibly impaired of same (refer to Drug and Alcohol Policy); t) Inadequate or unsatisfactory job performance or incompetence; u) Conduct detrimental to the organization; v) Violation of safety rules; w) Violation of Code of Ethics; x) Past record of discipline; Dishonesty; y) Breach of trust; z) Falsification of employment records including credentials; Ongoing or open child protection file.
151 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
* Serious consequences may lead to immediate termination.
7. Mitigating and aggravating factors should be taken into account when making a decision to discipline. For example, the fact that the misconduct was an isolated and unpremeditated act may mitigate (make less severe) the seriousness of the offence. On the other hand, the fact that the offence had been planned will be considered an aggravating (increase the severity) factor.
The Progressive Discipline Process:
1. When an incident occurs where Progressive Discipline may be warranted, it is the Supervisors, Manager and/or Director’s responsibility to investigate the circumstances fully. During this investigation the employee will be given every opportunity to provide their view of the incident.
2. The Supervisor and/or Manager will meet with the employee preferably within 2 weeks after the incident or as soon as possible when the circumstances become known to the Supervisor or Manager. The Supervisor or Manager will attempt to identify the issues causing the inappropriate action.
3. Depending on the nature of the misconduct, a Supervisor, Manager and/or Director will determine the appropriate disciplinary action. Employees will be required to sign the letter of disciplinary action acknowledging its receipt. The letter will be filed in the employee’s personnel file.
Verbal Warning
1. A verbal warning should: a) Be issued if the inappropriate or unacceptable behaviour is not serious or is the first or second occurrence of an incident of the same or similar nature; b) Be discussed with the employee in a private setting; c) Indicate clearly the reason for the warning, the specific improvement required and the time allotted to show improvement towards performance or conduct and the consequences of failing to meet the required improvements; d) Be documented and retained in the immediate Supervisor’s Supervisory notes and employee’s personnel file.
Written Warning
1. A written letter of warning should: a) Be issued to the employee advising them of what the inappropriate or unacceptable behaviour was, describing any policy, procedure, rule or regulation that has been violated;
152 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
b) Reference previous verbal warnings for the same or similar incidents; Include dates of discussions with employees; c) Include the corrective action that must be undertaken by the employee and advising the employee that a reoccurrence of a similar nature could lead to further disciplinary action; d) Advise the employee that a reoccurrence of a similar nature will result in further disciplinary action up to and including termination of employment; e) Be placed in the employee’s personnel file.
Suspension
1 If deemed necessary and upon the approval of the appropriate Director, a suspension from duties may be implemented with the following considerations: a) The Executive Director will be notified before any suspension is implemented; b) Employees may be suspended with or without pay during the investigation; c) An employee may be suspended with pay for up to 20 days to allow time for a complete internal investigation. During a suspension with pay, an employee is considered on active assignment and may be requested to be available for business during normal working hours; d) An employee may be suspended without pay for a period of up to 30 days. The Supervisors and/or Managers and appropriate Director will determine the length of time taking into consideration the seriousness of the offence and attitude of the employee towards the offence; e) Where a second or subsequent suspension is being issued, the length of the suspension normally increases; f) During suspension with or without pay, employees will retain status as an employee for purposes of benefit entitlements.
2. The letter of suspension should: a) Clearly state the number of days of suspension with or without pay, when it begins and when it ends; b) Contain a statement indicating that further incidents of inappropriate or unacceptable behaviour will result in further disciplinary action up to and including termination of employment; c) Advise the employee of the requirement to meet with the Supervisor upon return from suspension to discuss the progressive action plan which will address the inappropriate or unacceptable behaviour and how the Supervisor will support and guide the employee to improve performance (e.g. ongoing meetings to discuss performance, recommended literature and/or manuals for the employee to review and provide increased supervision); d) State that if the employee does not return to work at the end of the suspension period or notify the Supervisor of inability to return to work, the employee will be deemed to
153 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
have abandoned their employment that day; e) Be placed on the employee’s personnel file.
Demotion
1. The appropriate Director, in consultation with the employee’s immediate Supervisor and Manager, may demote an employee who will not or cannot maintain a satisfactory performance in their duties.
2. A demotion will take into consideration the following: a) The Executive Director will be notified before any demotion is implemented; Demotion may be to a position of lesser qualifications or responsibilities and/or salary; b) A demotion or change in job description or pay will be given with 2 weeks written notice;
Termination
1. The seriousness of the inappropriate or unacceptable behaviour may result in termination prior to other steps of the disciplinary process being implemented. Refer to Termination Policy.
2 Once discipline reaches the written warning stage, a written plan of action (refer to Managing Work Expectations Plan of Action Form) with specific time frames to resolve the problem will be provided to the employee. The action plan will include changes required to the employee’s conduct or behaviour and support or measures to be provided by the Supervisor and/or Manager such as coaching, mentoring and review of Policy and Procedures. The action plan also includes a statement advising the employee of subsequent supervision meetings to monitor progress.
2. The written plan of action must be signed by the employee indicating that they have received the plan and it will then be placed in the employee’s personnel file.
4. Records of any Managing Work Expectations taken will remain in the personnel files indefinitely.
154 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
POLICY REFERENCE:
Confidentiality Policy Attendance Management Policy Drug and Alcohol Policy Termination Policy Privacy & Protection of Employee Information Board of Directors Policy and Procedure Manual
155 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
SUPERVISION:
Supervision 8040 Chapter 8: Pay and Performance Management Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Every Dnaagdawenmag Binnoojiiyag Child & Family Services employee will have a Supervisor and be entitled to receive regularly scheduled and documented supervision meetings in addition to the informal supervision process which occurs on a daily basis. The frequency of supervision meetings will vary depending on the experience and skill level of the individual worker as well as the level of risk and complexity in the cases assigned.
PROCEDURE:
Supervision is defined as the act of guiding and providing support, directives, and when necessary, corrective measures to an assigned employee in the performance of their duties and responsibilities.
1. The role of the Supervisor when dealing directly with issues related to their assigned employees will include but not be limited to the following: a) Conduct Annual Performance Evaluations; b) Provide directives when necessary; c) Advise and apply corrective measures when necessary; d) Schedule and hold regular supervision meetings; e) Review job descriptions periodically and at a minimum during the Annual Performance Evaluation; f) Approve requests for leaves and time off; g) Review monthly reports and other documents produced by employees; h) Document and maintain supervision files for all assigned employees; i) Ensure work assigned is completed and deadlines are met; j) Ensure proper coverage in the absence of an employee; k) Provide opportunities for training; l) Provide appropriate levels of supervision to Front Line Workers for case management, Serious Occurrences, Investigations, and in the event of a Death of a Child.
2. In consultation with a Supervisor, the Executive Director may assign work to individual
156 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
employees.
3. Employees can be directed by another Supervisor in the absence or unavailability of their Supervisor.
4. Scheduled supervision does not replace the responsibility employees have to contact their Supervisor at any time for direction requiring immediate attention.
5. The employee’s immediate Supervisor will schedule a supervision meeting biweekly, monthly, or quarterly in compliance with the service policies. If in the opinion of the Supervisor, the employee requires additional monitoring or assistance, more supervision meetings will be scheduled.
6. Supervision meetings with Front Line Workers will take place at a minimum of once per month to review cases.
7. Additional supervision will be provided to Front Line Workers performing non- routine functions.
8. Supervision meetings will be held at a location to be determined by the Supervisor.
9. If the employee or the immediate Supervisor cannot attend a supervision meeting for whatever reason, notification to the other party will be provided prior to the scheduled date or time and an alternate date and time will be set immediately. As an alternative, supervision meetings may be conducted over the telephone if both parties agree.
10. Agenda items for discussion during a supervision session are usually work related but at times may include personal matters affecting an employee’s performance. Work related topics may include but are not limited to: case reviews, self-care, attendance, monthly reports, work plan development or progress, job description, training or career development, service issues, job performance, progressive discipline, Employee Conflict/Complaint Resolution Form, and budget review.
11. The immediate Supervisor will be responsible for documenting the discussions from the supervision meeting in accordance to their program area. This document will serve as a source for discussion at the next supervision session.
12. Any documented discussions from supervision meetings will be placed in the employee’s supervision file which is maintained by the immediate Supervisor and kept separate from the employee’s personnel file.
13. Supervisory notes may be reflected in a formal performance appraisal. Supervision files will be kept on file as long as the employee remains employed with the Agency after which time, they can be destroyed.
157 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
14. Supervision files are to be kept confidential and in a locked cabinet. Only Supervisors, Senior Managers, Human Resource Manager, and the Executive Director may have access to supervision files.
Holiday Coverage
1. Before leaving on vacation or any other approved and planned leave of absence, the Supervisor who is going on a leave will provide an appropriate briefing to the covering Supervisor to avoid gaps in service.
2. This briefing will include critical directives provided to the worker requiring follow up during the absence.
3. The covering Supervisor will provide the appropriate level of supervision and ensure documentation of any changes or confirmation of directives followed and/or outcomes achieved.
POLICY REFERENCE:
Lines of Communication Policy Job Descriptions Policy Attendance Management Policy Conflicts and Complaints Resolution Policy Performance Management Policy Managing Work Expectations Public and Designated Holidays Policy Privacy & Protection of Employee Information Service Policy
l
158 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
TRAINING AND DEVELOPMENT:
Training and Development 8050 Chapter 8: Pay and Performance Management Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag will make training available to employees when it is used for personal growth and development, goals and objectives of the position/program or that of the Agency and as recommended by the Supervisor and approved by the Manager and/or appropriate Director when Agency funds are available. Documentation will be maintained on all training completed within the Agency.
PROCEDURE:
1. Training may include instructional courses taken through an academic institution. Other examples of training programs include: a) Attendance at conferences, seminars, workshops; b) In-house training; c) Temporary job placement.
2. Based on availability of funding, an employee’s immediate Supervisor following consultation with their Manager and/or appropriate Director may direct or approve an employee to attend training.
3. The Agency encourages employees to participate in local training workshops, seminars or conferences as deemed appropriate with their current job duties and responsibilities.
4. The employee may request training from their immediate Supervisor or training needs may be identified during the employee’s performance evaluation and carried out during the year pending availability of funding. If an employee is requesting training, a training request will need to be submitted at least 3 weeks prior to the training and preferably with as much notice as possible.
5. The immediate Supervisor in consultation with Human Resources or designate will approve or deny the request normally within 2 weeks of its receipt. Approval of training requests will be based on availability of resources, potential disruption in service, individual’s training needs,
159 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
number of days of previous training, employee performance evaluation and relevance to program and organizational goals, objectives and activities.
6. At least 1 week prior to the training date, the employee will notify in writing to the appropriate contact that they are away from their community and who will be providing coverage in their absence.
7. Approved travel time and time spent attending mandatory training sessions outside of the regular work hours will be accumulated at the employee’s regular rate.
8. Travel time is considered and calculated from either the designated place of work of the employee or their home to the training site and back, whichever is the shortest distance.Commuting time between the employee’s home and regular place of work while on training is not considered travel time. Dnaagdawenmag Binnoojiiyag will only cover travel time that is over and above the usual work day. Example: If your commute to work is 30 minutes and your travel to training is an hour, Dnaagdawenmag will only allow 30 minutes of travel to accrue at regular time.
9. An employee may be eligible to claim travel expenses (meals, mileage, incidentals, and accommodations) in accordance with the Agency Travel Policy see Finance Manual to attend training provided these expense are not covered by the training fees and/or event.
10. The purchase of resource material available at the training site requires prior approval.
11. It is the responsibility of the employee to submit to their immediate Supervisor and Staff Trainer a training report on the training completed and any earned certificate (if applicable), and any other relevant documentation.
12. The Staff Trainer will review the training report, clarify comments and concerns with the Employee and notify other Agency Supervisors and Managers if a particular training did not meet the Agency’s needs or requirements or if there were concerns with a particular training facilitator, location or content. The same process will apply for training that was exceptional and would meet the needs of the Agency.
13. The Supervisor and/or Staff Trainer will forward applicable training documentation to the Human Resources Assistant to be filed in the employee’s personnel file.
14. Employees are responsible for sharing the skills and knowledge acquired with their Supervisor and/or at employee meetings/in-service.
160 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
15. In-house or internal training sessions will be conducted as needed and required.
16. A Training Attendance Sheet will be used when internal training is conducted to document the name of the training, date, length of training, location, trainer and list of participants who attended the training. Supporting documentation may be attached such as training outline or agenda. These training documents will be copied to each participant’s personnel file.
17. Upon completion of internal training, all participants will be provided an opportunity to complete a Training Evaluation Form which will be used to monitor the training and provide a basis to improve training material, delivery, location and/or length of time.
POLICY REFERENCE:
Finance Policy and Procedure Manual Hours of Work Policy Flex Time Policy Overtime Policy
161 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
9. ATTENDANCE AND LEAVE ATTENDANCE MANAGEMENT:
Attendance Management 9010 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag has the right to establish, modify or cancel a work schedule. Employees are required to attend work according to the established set hours of work, be punctual and remain at work for the entire schedule and not leave work early unless authorized to do so. Employees are required to notify the Agency of their whereabouts, call in when they are going to be late or absent and submit bi- weekly timesheets to their Supervisor/Manager.
PROCEDURE:
1. Employees will use Microsoft Outlook to track appointments and to record time away from the office.
2. All employees are required to share their detailed monthly outlook calendar. The calendar will include the following: a) In office (which may be either in the community or in the office); b) Scheduled leaves and coverage including early departures and/or late arrivals; Out of office meetings and location including client last name; c) In office meetings including client last name; Subject to Change notation; 3. All non-management employees are required to fill out and submit a bi-weekly timesheet to their immediate supervisor for approval. The bi-weekly timesheet is to include approved time off for sick leave, overtime, annual leave, leave without pay, late or early arrivals, etc. Approved bi-weekly timesheets are to be sent to the Payroll/Finance Coordinator for processing.
4. Supervisors must maintain accurate and up-to-date records of attendance for each employee in their programs and take action if an employee’s attendance or punctuality is not acceptable.
162 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
5. The normal hours will be 35 hours per week from Monday to Friday, 8:30 a.m. to 4:30 p.m. except on those holidays observed by the Agency. The lunch period is one half (0.5) hour and is not a part of the 35 hours. Breaks may be taken once in the morning and once in the afternoon for 15 minutes each.
6. Authorized travel will be counted as the part of the hours worked. Whenever possible employees are expected to travel during normal hours of work.
7. Calling in When Late for Work – following are the procedures for calling in late to work: a) All employees will notify the Receptionist and/or Head Office Receptionist and their immediate Supervisor no later than 8:30 a.m. when they are going to be late for work. Notification can be through telephone, text or e- mail; b) If an employee’s lateness causes disruptions with the day’s pre-planned events, it is the employee’s responsibility to notify other parties involved and make alternate arrangements; c) If an employee is repeatedly late, progressive discipline/managing work expectations will be considered by the employee’s immediate Supervisor; d) The Supervisor will maintain a record of instances of when the employee reports to work late.
8. Calling in Sick or Unable to Report to Work – following are the procedures for calling in sick or unable to report to work: a) All employees will notify the Receptionist and/or Head Office Receptionist and their immediate Supervisor no later than 8:30 a.m. if they are not able to report to work. Notification can be through telephone, text or e-mail; b) If the immediate Supervisor is not available, a Manager should be informed; c) The employee must state the reason for the absence and the expected date of return.
9. The Agency records all incidents of absenteeism, including those for which authorization has been given, including but not limited to: a) Vacation; b) Sick Leave; c) Jury Duty; d) Adoption Leave; e) Pregnancy/Parental Leave;
163 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
f) Emergency Leave; g) Personal Leave of Absence.
10. All employees are required to fill out and submit a Request for Leave Form for any planned sick, overtime, annual leave or other leave to their immediate supervisor for approval. Upon return from unplanned leave, employees are required to fill out and submit a Request for Leave Form to their immediate supervisor for approval. All approved Request for Leave Forms are to be forwarded to the Human Resources Assistant for processing with biweekly timesheets.
11. Failure to report to work as required, or an absence, which in the opinion of the Supervisor, is not justified, may result in non-payment for the time and/or disciplinary action and/or termination. A Supervisor, as authorized by the appropriate Director, may request proof of the reasons given by the employee for the employee’s absence at any time.
12. The Agency may request a physician’s note or Functional Abilities Form (FAF)/Medical Certificate justifying the absence when the pattern and/or the circumstances warrant. Failure to provide the physician’s note or Functional Abilities Form when required by the Agency could result in absence without pay and/or disciplinary action.
13. Employees must inform their immediate Supervisor of their planned return. Failure to inform the Supervisor may result in the employee being sent home and not being paid for the shift. This permits the Supervisor to adequately plan for replacement employees.
14. Except in cases of emergency, or with management approval, employees will not leave work during scheduled work hours, unless it is during meal breaks.
15. Staff who are required to work off site with varying work hours depending upon their responsibilities, will keep the Receptionist or designate informed of their location at all times.
16. Supervisors will review and approve the attendance of the employees who report to them on a monthly basis.
POLICY REFERENCE:
Hours of Work Policy Managing Work Expectations Termination Policy
164 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
UNPAID LEAVE OF ABSENCE:
Unpaid Leave of Absence 9020 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services may grant Leave Without Pay to an employee for any reason deemed justifiable by the respective Supervisors and/or Senior Managers except for alternate employment.
PROCEDURE:
1. The employee will apply in writing through a Request for Leave Form, at least four (4) weeks prior to the leave if possible, outlining the reason(s) and the duration of the leave.
2. Such a request is to be granted only after all other leaves such as annual vacation, sick, or overtime have been depleted.
3. Employees may request a Leave of Absence without pay of up to one year, in writing to their Supervisor. Approvals for unpaid leaves of absences shall be based on the following criteria: o Impact on service delivery; o The number of previous leaves granted to the employee; o The number of other employees on leave during the period; o Length of service at Dnaagdawenmag Binnoojiiyag; and o The reason for the leave.
4. Contributions to the employee’s benefit plan will terminate while the employee is on Unpaid Leave of Absence.
5. The employee is obligated to return to work at the end of the time granted. If the employee decides to return to work prior to the return date, the employee will provide the Supervisor with four (4) weeks’ notice.
6. If at any time the employee decides not to return to work, the employee will be responsible to notify their Supervisor immediately and reimburse the Agency for any benefits covered during their absence.
165 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
7. If the employee does not return to work on the agreed upon dates and does not make an attempt to notify their Supervisor within five (5) days, they will be viewed as having abandoned their job.
POLICY REFERENCE:
Employee Group Benefit Plan Policy Employee Pension Plan Policy Leave of Absence Policy Finance Policy and Procedure Manual
166 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
PUBLIC AND DESIGNATED HOLIDAYS:
Public and Designated Holidays 9030 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Employment Standards Act, R.S.O. 2000 - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_00e41_e.htm
POLICY:
All eligible employees will be granted time off with public holiday pay for approved Public Holidays in recognition of Ontario’s Public holidays and other additional designated holidays declared by the Agency’s Board of Directors.
PROCEDURE:
1. Eligible employees will be paid but not required to work on the following Public Holidays
Public Holidays New Year’s Day Family Day Good Friday Victoria Day Canada Day Labour Day Thanksgiving Christmas Day Boxing Day
If any of the following days fall on a regular working day, eligible employees will be paid
Additional Designated Public Holidays
Easter Monday National Aboriginal Day Civic Holiday Remembrance Day
2. The amount of Public Holiday Pay to which an employee is entitled to consists of the regular wages earned by the employee in the four weeks before the work week with the public holiday, divided by twenty (20). This does not include overtime or premium pay.
3. To be eligible for Public Holiday Pay, an employee must: a) Be on the active payroll; b) Work all of the employee’s last regularly scheduled day of work immediately
167 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
c) prior to and all of the employee’s first regularly scheduled day of work immediately following a holiday, unless absence is approved in advance, in writing, by the employee’s immediate Supervisor or if the employee can show reasonable cause for not working those days; d) Work on the holiday if the employee has agreed to do so, unless the employee can show reasonable cause for not working on the holiday.
4. If one of the above holidays falls on a Saturday or Sunday, the previous Friday or the following Monday will be observed as the holiday at the discretion of the Executive Director.
5. All employees are eligible for public holiday pay provided they work the last regularly scheduled day of work before the public holiday and the first regularly scheduled day of work after the public holiday.
6. If an employee is requested by their Supervisor and/or Manager to work on a Public or Board of Directors declared holiday they will be paid public holiday pay for the day and accumulate time at a rate equal to 1.5 of the time worked on that day.
7. The respective Supervisors and/or Managers will be authorized to determine which employees may be required to work on a public holiday or Board of Directors declared holiday. Employees who are required to work on a holiday will, whenever possible, receive advanced notice.
8. Where circumstances arise where it becomes necessary for Management to work on a public or board designated holiday, Management Compensation for Overtime Policy will apply or the employee may work the full day and take an alternate day off in lieu of the holiday. Employees will have some discretion as to which day to take in lieu, subject to the approval of their immediate Manager.
9. The Agency will close at noon on the following public holidays: a) Christmas Eve – December 24; b) New Year’s Eve – December 31.
POLICY REFERENCE:
On Call Policy Overtime Policy After Hours Policy and Procedure Manual Finance Policy and Procedure Manual
168 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
VACATION LEAVE:
Vacation Leave 9040 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Employment Standards Act, R.S.O. 2000 - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_00e41_e.htm
POLICY:
All approvals for vacation including those requests subject to the time periods listed below and outside the time periods listed below, shall be in accordance with length of service subject to the Agency’s commitment to maintain service and appropriate 50% coverage. Coverage shall be discussed and secured by the person requesting vacation, the team and the supervisor.
PROCEDURE:
1. Permanent full-time, permanent part-time (credits prorated), and full-time contract employees who are on contract with the agency for one (1) year or more and who are actively at work are entitled to vacation credits, which shall begin to accrue from the date of hire.
2. Employees shall be entitled to vacation leave once they have completed six (6) months of employment. In extenuating circumstances, the Executive Director may permit an earlier use of vacation time provided the employee has sufficient credits earned to cover the time off.
3. Temporary and contract employees shall be entitled to time off without pay and shall receive four percent (4%) of their gross earnings in lieu of paid time off, payable with each regular pay from hire date to the last day of four (4) years of service. Six percent (6%) of gross earnings in lieu of paid time off, payable with each regular pay will be given beyond five (5) years of service if the contract has been extended beyond five (5) years in accordance with the Employment Standards Act.
4. Vacation requests must be submitted by each employee to their direct supervisor, in accordance with the following schedule for the time periods listed.
a) Vacation Period requests from June 1 – September 15 must be submitted by April 1st; b) Vacation Period requests from November 15 – December 31 must be submitted by October 1st. 5. When vacation requests are not submitted within the scheduled timeframes “first come
169 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
first served” will determine approval.
6. At all other times of the year, Supervisors can approve individual vacation requests. Once vacation schedules are approved, individual changes may be negotiated with Supervisors if they are not disruptive to vacations already booked and will not affect minimum coverage requirements.
7. A master Vacation List will be posted. Vacations booked prior to the above deadlines take priority over those booked after the deadlines.
8. Vacation requests outside of these periods shall be accommodated where organizational service needs will allow.
9. Unless an employee’s written employment contract states otherwise, vacation credits shall accrue based on the following schedule: a) From date of hire and up to the end of the fourth year of continuous employment: Fifteen (15) days – 1.250 days per month; b) From the beginning of the fifth year of continuous employment and up to the end of the seventh year of continuous employment: Twenty (20) days – 1.667 days per month; c) From the beginning of the eighth year of continuous employment and up to the end of the fourteenth year of continuous employment: Twenty-five (25) days – 2.085 days per month; d) From the beginning of the fifteenth year of continuous employment: Twenty-six (26) days – 2.167 days per month plus one additional day per subsequent year of continuous employment to a maximum of: Thirty (30) days – 2.5 days per month.
10. Vacation credits will be earned and credited to an employee at the end of each month of employment. In the first and last month of employment, vacation credits will be prorated.
11. Employees will be eligible to take only the number of vacation days earned and accrued up to the beginning date of the requested leave.
12. Employees are able to carry up to ten (10) days of vacation into the next calendar year. Up to an additional five (5) days may be carried only upon approval of the Executive Director.
13. The Director of Services will determine the minimum coverage required across the region and ensure that the Supervisors are equally distributed across the region.
14. All service Supervisors and Front-Line Workers are required to provide coverage across their region during Vacation and other approved leaves.
170 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
15. The Executive Director will determine the minimum coverage for Management required across the region. Vacation requests for these Senior Managers will be approved by the Executive Director to ensure the minimum coverage is met.
16. Management will advise Agency employees of their scheduled dates of vacation if they do not submit requests by the required dates.
17. Supervisors and Workers will ensure staff covering their leave will be appropriately briefed on their cases and if any follow up is required.
18. If a statutory holiday falls during the period when an employee is on scheduled vacation, the day is deemed to be a statutory holiday and as such the employee may take another day off in lieu of the day if he/she so chooses.
19. In the event an employee has been unable to deplete all outstanding vacation credits at the time of his/her termination of employment, the employee is entitled to receive full pay at the employee’s current rate of pay for each full day of vacation earned but not taken. This would include accrual in the final month of employment, if the termination date falls after the 15th of the month.
20. In the event an employee falls ill while on a scheduled vacation, these days may be converted to sick time subject to the following conditions: • The employee was either confined to bed or hospitalized; • The employee was under the care of a Physician; • The employee can provide a satisfactory Medical Certificate; • The employee may convert only those days he/she was confined to a bed or hospitalized and under the care of a Physician; • Any rescheduled vacation time is subject to the Supervisor’s approval and is in accordance with all of the terms of the Vacation Entitlement Policy.
21. If an employee resigns, retires, is terminated, or laid off after the first six (6) months of employment, the employee will be paid an amount equivalent to the unused accumulated vacation credits.
22. Employees are not entitled to earn vacation credits during an unpaid leave of absence of one month or more, except for modified (unpaid) accrual for purposes of layoff, illness or injury, pregnancy, parental, family medical, organ donor, family caregiver, critically ill child care, crime-related child death or disappearance, reservist, declared emergency leave, and any other approved leave where there is no break in the employment relationship.
23. Employees on an approved leave of absence are entitled to vacation time upon return from leave. However, it will be a paid vacation based on the previous twelve (12) months earnings less vacation credits used. If there are no earnings in the previous twelve (12) months, then
171 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
the employee is entitled to an unpaid vacation time upon return from leave based on the credits earned from the previous years of service.
POLICY REFERENCE:
Employment Classifications Policy Offer of Employment Policy Sick and Injury Leave Policy Family Medical Leave Policy Pregnancy Leave Policy Parental Leave Policy Organ Donor Leave Policy Reservist Leave Policy Leave without Pay Policy Layoff – Temporary and Permanent Policy Termination Policy Resignation Leave Policy Retirement Policy
172 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
SICK LEAVE:
Sick and Injury Leave 9050 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised:
Source Reference: Dnaagdawenmag Binnoojiiyag Child and Family Services Internal
POLICY:
It is the policy of Dnaagdawenmag Binnoojiiyag to provide permanent full-time, permanent part-time (credits prorated), and full-time contract employees who are on contract with the agency for one (1) year or more and who are actively at work with salary continuance during periods medical absences up to a maximum of ten (10) days per year.
PROCEDURE:
1. Employees who have completed three (3) months of continuous service will be eligible to receive sick leave credits beyond the legislated minimum. All benefits will continue to be in effect while the employee is receiving regular salary under the sick leave plan.
2. Sick leave credits are earned beginning on the date of hire at a rate of .833 days per month.
3. Paid sick days are to be used for the welfare of an employee when illness or injury prevents the employee from attending work. An employee may also use their sick leave to attend medical or dental appointments for themselves or their dependents or to tend to sick family members. An employee will make every attempt to schedule medical appointments after hours.
4. It is expected employees will claim sick days for legitimate purposes and only when necessary.
5. Employees are required to contact the Office Receptionist and Supervisor at the start of each day when they are unable to report to work due to illness. Telephone calls to co-workers or leaving messages on voice mail are unacceptable methods of reporting illness. At least one direct contact must be made.
6. If an employee has not earned sick days and they are off work due to illness and/or injury, they may use other available credits. If an employee does not have accrued credits, then they are considered as off work without pay.
173 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
7. Earned sick day credits may be carried over to the next calendar year to a maximum of ten (10) days.
8. An employee will make every attempt to schedule medical appointments after hours.
9. An employee may use their accumulated/earned sick day credits for the following; a) To attend medical or dental appointments for themselves or their dependents; tend to sick family member or for mental health and stress leave; b) The waiting period for Short-Term Disability c) To top up Short Term Disability
10. Employees are required to fill out a Request for Leave Form for any anticipated sick leave and upon return from sick leave. These forms must be approved by the immediate supervisor and sent to the Human Resources Assistant for processing.
11. The Agency may request a Medical Practitioner’s note where the circumstances and/or pattern of the employee’s absenteeism warrants. A Medical Practitioner’s note must be submitted after three (3) consecutive sick days.
12. The Agency may request a Medical Practitioner’s note certifying that an employee is well enough to return to work and whether or not accommodation is required. (Refer to Modified Work Policy).
13. The employee may be reimbursed for the cost of producing a medical certificate.
14. After five (5) continuous days of absence due to illness/injury, the employee may be eligible for Short-Term Disability or Employment Insurance Benefits.
15. The employee’s immediate Supervisor is responsible to ensure that sick leave is accurately recorded for each of their employees and to ensure a Request for Leave Form is approved for this leave and to inform the Finance Department of any pay adjustments.
16. The Agency reserves the right to deny paid sick leave until appropriate documentation has been submitted.
17. Managers and/or Supervisors reserve the right to discuss the employee’s utilization of Sick Days and to request supporting documentation should the circumstances warrant.
18. Sick leave will be considered abuse when an employee uses sick days for unauthorized purposes or misrepresents the actual reason for taking a sick day. Abuse may also occur when
174 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
an employee establishes a pattern of sick leave usage over a period of time. Patterned use of sick leave may be subject to progressive discipline/managing work expectations.
19. Employees who are on an unpaid leave of absence will not earn sick day credits.
POLICY REFERENCE:
Employment Classifications Policy Overtime Policy Attendance Management Policy Managing Work Expectations Short and Long-Term Disability Benefits Policy Annual Vacation Leave Policy Leave Without Pay Policy Layoff – Temporary and Permanent Policy Termination Policy Resignation Policy Retirement Policy
175 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
FLOATER DAYS:
Floater Days 9060 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Permanent full-time, permanent part-time (prorated), and full-time contract employees who are on contract with the agency for one (1) year or more and who are actively at work and who have passed their probationary period shall be entitled to three (3) days away from work per annum to attend to matters of a personal nature. All time taken must be recorded on the time sheet.
PROCEDURE:
1. Floater Days shall be pro-rated for hours worked less than full-time and where the employee has worked less than the full calendar year.
2. Floater Days must be taken in the year in which they are earned and may not be carried forward into the subsequent year.
3. Floater Days shall not be paid out upon termination of employment.
POLICY REFERENCE:
Employment Classifications Policy Termination Policy
176 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
AUTHORIZED ABSENCE TIME:
Authorized Absence Time 9070 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Each employee is entitled to take Authorized Absence Time up to the equivalent of five (5) days per year to attend to personal matters when alternate arrangements are not possible or sufficient (e.g. Sick family member, emergency, or specialized medical and dental appointments, transportation/weather problems, house emergencies, etc.).
PROCEDURES:
1. Employees shall only use time required to attend to the matter for which they have requested the Authorized Absence Time. a. There will be no carryover of Authorized Absence Time.
2. Authorized Absence Time shall not be paid out upon termination of employment.
POLICY REFERENCE:
Employment Classifications Policy Termination Policy
177 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
WELLNESS LEAVE:
WELLNESS LEAVE 9080 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: 01/16/2019 Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services cares about our employees and their wellness in all aspects of their being: physical, mental, emotional and spiritual. As such, employees are strongly encouraged to participate in opportunities that will deepen their knowledge and understanding of Indigenous culture and ceremonies in addition to other means that directly contribute to their overall wellness. This will vary from person to person.
Each year, employees may earn and request up to twenty-one (21) hours off work for wellness and ultimately, self-care.
PROCEDURES:
1. Employees will make the request to their immediate supervisor for the proposed leave dates. 2. Leave requests submitted for high vacation periods will be decided in accordance with the schedule in the Vacation Leave policy. 3. No request shall be unreasonably denied. 4. Wellness Leave time shall not be paid out upon termination of employment. 5. The time will be pro-rated during the first year of employment. 6. Wellness leave will not carry over to the following year.
POLICY REFERENCE:
Employment Classifications Policy Termination Policy
178 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
MANAGEMENT COMPENSATION DAYS:
Management Compensation Days 9090 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Senior Managers and Supervisors do not qualify for overtime. In recognition of hours worked over and above the normal hours of work, Senior Managers and Supervisors shall be entitled to five (5) Management Compensation Days per calendar year.
Management will work a minimum of 35 hours per week.
A new Senior Manager or Supervisor is not eligible for Management Compensation Days until they have completed three (3) months of continuous employment. Management Compensation Days shall be pro-rated for hours worked less than the full calendar year.
Management Compensation Days shall be taken in the year in which they are earned and may not be carried forward into the subsequent year.
PROCEDURES:
1. Management Compensation Days must be scheduled and taken with the immediate Supervisors consent. If Management Compensation time off has been planned and authorized, it must not be arbitrarily withheld. The needs of the Agency and the employee must be balanced.
2. Management will be expected to manage their time in the best interest of the Agency. The accomplishment of their duties is primary. Therefore, related duties will take precedence over unscheduled Management Compensation time off.
3. Management Compensation Days shall not be paid out upon termination of employment.
4. Other than Management Compensation Days, no other overtime provision will apply to management.
POLICY REFERENCE:
Employment Classifications Policy Probationary Policy Termination Policy
179 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
BEREAVEMENT LEAVE:
Bereavement Leave 9100 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
When a death occurs in an employee’s family, Dnaagdawenmag Binnoojiiyag Child & Family Services will support the employee by allowing time off for the grieving process.
Dnaagdawenmag Binnoojiiyag recognizes how difficult it can be for our employees to deal with the loss of a loved one. Dnaagdawenmag Binnoojiiyag acknowledges each Nation has its own cultural traditions and will work with employees in an effort to respect these traditions. In order to offer support for the healing process during these difficult times, Dnaagdawenmag Binnoojiiyag is committed to providing leave with pay out of respect for our employees and their loved ones.
PROCEDURE:
1. Bereavement leave required in each circumstance will be discussed with the immediate supervisor. Any modifications to the leaves granted can be made at the discretion of the Executive Director in extenuating circumstances. This discretion is limited to an additional five (5) days, at which time other types of leave or Short Term Disability will apply.
2. Bereavement leave of up to five (5) consecutive work days with pay will be granted upon the death of an immediate family member, which includes spouse or partner, parent, step-parent, child, step-child, child’s spouse, sibling, spouse or partner’s sibling, mother and father -in-law, sister and brother in-law, grandchild, step-grandchild and grandparent, or any other relative who has been residing in the same household as the employee for a significant period of time.
3. Bereavement leave of up to three (3) consecutive workdays with pay will be provided to attend the funeral of cousins, aunts, uncles, nieces and nephews..
4. Bereavement leave of one (1) day will be provided for employees to attend the funeral of a close friend or person with whom the employee had a close cultural tie.
5. Bereavement leave shall be taken at the time of the bereavement or at the time the employee received notification of the death. Employees may choose to take one or more days of their
180 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
Bereavement Leave to attend an internment of an eligible immediate family member occurring at a later date.
6. Should bereavement occur during a scheduled vacation, the days will be converted to Bereavement Leave.
7.
POLICY REFERENCE:
Leave Without Pay Policy
181 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
VOTING LEAVE:
Voting Leave 9110
Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Every Dnaagdawenmag Binnoojiiyag Child & Family Services employee who is eligible to vote in a First Nation, Federal, Provincial, or Municipal Election will be provided three (3) hours off with pay to vote if the polls (in their area or riding) close before the employees working hours are completed.
This policy is only intended to apply to the extent it is not possible to vote without the requirement of some time off.
PROCEDURE:
1. Prior to leaving the office, the employee will receive approval from their immediate Supervisor for the time period they are expected to be away.
2. Use of advance polls or mail in ballots will be encouraged.
182 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
JURY DUTY/COURT ATTENDANCE:
Jury Duty/Court Attendance 9120 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Employees who are required to serve jury duty or when subpoenaed to attend as a witness, or to attend a coroner’s inquest, court of law, or appear before an arbitrator or umpire shall not be financially disadvantaged. Employees will receive their regular rate of compensation provided he/she was scheduled to work on the day actually required to serve on the jury or attend as a witness.
PROCEDURES:
1. Upon receipt of notification of Jury Duty, the employee will immediately complete a Request for Leave Form advising their Supervisor when the Jury Duty is scheduled and the expected duration and attach a copy of the notification of Jury Duty with the Request for Leave Form and give to their Supervisor.
2. Employees shall receive the difference between the fees received for jury duty and his/her regular pay for the number of hours of the normal workday for each day of jury duty performed on a scheduled day of work. Monies received for mileage and meal allowances shall be retained by the employee.
3. In order to be entitled to pay, employees will be required to submit to the organization formal notification of jury or witness duty as well as proof of the period of jury or witness duty and a receipt for all fees received. The employee will be required to report to work when not actually required for jury duty.
4. An employee who is obligated for personal reasons to attend court will use vacation leave, overtime, or leave without pay for the purpose of attending court.
POLICY REFERENCE:
Leave Without Pay Policy
183 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
WITNESS LEAVE:
Witness Leave 9130 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
To prevent any undue hardships to employees when summoned to be a witness for Agency business, Dnaagdawenmag Binnoojiiyag Child & Family Services will allow the leave with pay and without loss of service or benefits to all employees.
PROCEDURE:
1. Upon receipt of Notice of Summons for witness duty, the Agency employee will immediately complete a Request for Leave Form advising their Supervisor when the witness duty is scheduled, expected duration and will attach a copy of the summons to their Supervisor.
POLICY REFERENCE:
Attendance Management Policy
184 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
EARLY RETURN FROM LEAVE:
Early Return from Leave 9140 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services requires employees on approved leaves who wish to return to work sooner than their scheduled date of return, to submit a request in writing to the Executive Director. This will allow the Agency time to notify the employee hired to replace the employee on leave.
PROCEDURE:
1. A written request to return to work must be submitted to the Executive Director for consideration.
2. The Executive Director will provide written notification to the employee of the decision.
If the employee is approved to return to work, the Executive Director will provide notification to the employees who will have been impacted by the employee’s return to work.
185 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
FAMILY MEDICAL LEAVE:
Family Medical Leave 9150
Chapter 9: Attendance and Leaves Department: Human Resources
Date Approved: Date Revised: Source Reference: Employment Standards Act, R.S.O. 2000 - - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_00e41_e.htm, Ministry of Labour, Family Medical Leave - http://www.labour.gov.on.ca/english/es/pubs/guide/family.php, Service Canada, Compassionate Care Leave http://www.labour.gov.on.ca/english/es/pubs/guide/family.php
POLICY:
Family Medical Leave is unpaid, job protected leave of up to twenty-eight (28) weeks in a fifty-two (52) week period, taken to provide care or support to defined family members whom a qualified health practitioner has issued a certificate indicating that the family member has a serious medical condition with a significant risk of death occurring within a period of fifty-two (52) weeks.
Under the federal Employment Insurance Act, six weeks of employment insurance benefits (called "compassionate care benefits") may be paid to EI eligible employees who have to be away from work temporarily to provide care to a family member who has a serious medical condition with a significant risk of death within fifty-two (52) weeks and who requires care or support from one or more family members. Employees need to contact Employment Insurance directly to determine if they qualify.
PROCEDURE:
1. The employee will notify their Supervisor in writing of the need to take a Family Medical Leave by completing the Leave of Absence Request Form.
2. A medical certificate, provided by a qualified medical practitioner must accompany the Leave of Absence Form. The certificate must: a) Name the individual b) State that the individual has a serious medical condition with a significant risk of death occurring within a specified 52-week period.
If the employee does not provide a copy of the medical certificate voluntarily, the employer can request they provide. The cost of such medical certificate is the responsibility of the employee.
186 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
3. Employees are required to give notice in writing, along with the medical certificate, prior to the start of a Family Medical Leave. If an employee must begin a Family Medical Leave prior to notifying, due to an emergency situation, the employee must notify in writing about the leave as soon as possible after its start.
4. If a certificate is never issued, the employee will not be entitled to the leave. This means that the employee would not be entitled to any of the protections afforded to employees on Family Medical Leave.
5. The Supervisor will sign the Leave of Absence form and forward it, along with the medical certificate, to Human Resources. Human Resources will document the approval and communicate to Payroll.
6. During the leave there will be no impact to seniority, service or benefits.
7. The maximum duration of the Leave of Absence is twenty-eight (28) weeks and may start the first day of the week in which the 52-week period identified on the medical certificate begins.
8. The twenty-eight (28) weeks can be taken consecutively or separately. A week is defined as starting on Sunday and ending Saturday.
9. Partial weeks are considered a full week for the purposes of the leave. The employee may take leave for periods less than a full week (for example, single days, at the beginning, middle or end of a week), but if they do, they are considered to have used up one week of their twenty-eight (28) week entitlement. If the employee is on leave for two or more periods within the same week (for example, on leave on Monday and Thursday of the same week), only one week of the twenty-eight (28) week entitlement is used up.
10. The Leave of Absence ends the earlier of: a) The last day of the week in which the family member dies; b) The last day of the week in which the 52-week period expires; or c) The last day of the twenty-eight (28) weeks of family medical leave
11. Employees are to document time taken under this leave provision as “unpaid time off” on their time sheet.
12. The twenty-eight (28) weeks of family medical leave must be shared by all employees in Ontario who take a Family Medical Leave to provide care or support to a specified family member.
13. If an employee has taken family medical leave to care for a family member who has not passed away within the 52-week period referred to in the medical certificate, and a health practitioner issues another certificate stating the family member has a serious medical condition with a
187 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
significant risk of death within 52 weeks, the employee is entitled to an additional twenty-eight (28) weeks of Family Medical Leave.
14. Where two or more certificates are obtained by two or more employees to take leave with respect to the same family member, the 52-week period within which the family medical leave must be taken is determined by whichever certificate was issued first.
15. If an employee has more than one specified family member who has a serious illness with a significant risk of death within a period of 52 weeks, the employee is entitled to a twenty-eight (28) week family medical leave for each of the specified family members.
POLICY REFERENCE:
Leave Without Pay Policy
188 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
FAMILY CAREGIVER LEAVE:
Family Caregiver Leave 9160 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Employment Standards Act, R.S.O. 2000 - - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_00e41_e.htm, Ministry of Labour, Family Medical Leave - http://www.labour.gov.on.ca/english/es/pubs/guide/family.php, Service Canada, Compassionate Care Leave
POLICY:
Dnaagdawenmag Binnoojiiyag is committed to providing a healthy work environment for its employees and ensuring policies and procedures are in place that support work-life balance and understands that situations can and will arise that call for immediate, Family Caregiver Leave.
This procedure covers instances where employees may need to take planned/unplanned leave of absence in order to attend to situations that directly affect their families and dependents as per the Ontario Employment Standards Act, Family Caregiver Leave.
Family Caregiver Leave is unpaid, job protected leave of up to eight (8) weeks in a calendar year, taken to provide care or support to defined family members defined above in order to care for or support a family member if a qualified health practitioner issues a certificate stating that the individual has a serious medical condition.
PROCEDURE:
1. All employees, whether full-time, part-time, permanent, or term contract, who are covered by the Employment Standards Act, may be entitled to Family Caregiver Leave. There is no requirement that an employee be employed for a particular length of time.
2. The employee will notify their Supervisor in writing of the need to take a Family Caregiver Leave by completing the Leave of Absence Request Form.
3. A medical certificate provided by a qualified medical practitioner must accompany the Leave of Absence form. The certificate must: • Name the individual and state that the individual has a serious medical condition. • Set out a period during which the individual will have a serious medical condition. If no period is set out, the certificate will support absences as Family Caregiver
189 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
Leave from the date it is issued until the end of the calendar year in which it is issued. • If the employee does not provide a copy of the certificate voluntarily, the employer can request they provide. The cost of such medical certificate is the responsibility of the employee.
4. Employees are required to give notice in writing, along with the medical certificate, prior to the start of a Family Caregiver Leave. If an employee must begin a Family Caregiver Leave prior to notifying, due to an emergency situation, the employee must notify in writing about the leave as soon as possible after its start.
5. If a certificate is never issued, the employee will not be entitled to the leave. This means that the employee would not be entitled to any of the protections afforded to employees on Family Caregiver Leave.
6. The Supervisor will sign the Leave of Absence Form and forward it, along with the medical certificate, to Human Resources. Human Resources will document the approval and communicate to Payroll.
7. During the leave there will be no impact to seniority, service or benefits.
8. The maximum duration of the Leave of Absence is eight (8) weeks per calendar year for each specified family member. The calendar year is January to December.
9. The eight weeks can be taken consecutively or separately. A week is defined as starting on Sunday and ending Saturday.
10. Partial weeks are considered a full week for the purposes of the leave. The employee may take leave for periods less than a full week (for example, single days, at the beginning, middle or end of a week), but if they do, they are considered to have used up one week of their eight- week entitlement. If the employee is on leave for two or more periods within the same week (for example, on leave on Monday and Thursday of the same week), only one week of the eight-week entitlement is used up.
11. The Leave of Absence ends the earlier of: a) The last day of the week in which the 8-week period expires or b) The end of the calendar year.
12. Employees are to document time taken under this leave provision as “unpaid time off” on their time sheet.
190 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
13. The eight weeks of family caregiver leave must be shared by all employees in Ontario who take a Family Caregiver Leave to provide care or support to a specified family member.
14. If an employee has more than one specified member who has a serious illness, the employee is entitled to an eight-week Family Caregiver Leave for each of the specified family members.
POLICY REFERENCE:
Leave Without Pay Policy
191 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
CRITICAL CARE LEAVE:
Critical Care Leave 9170 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Employment Standards Act, R.S.O. 2000 - - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_00e41_e.htm, Ministry of Labour, Family Medical Leave - http://www.labour.gov.on.ca/english/es/pubs/guide/family.php, Service Canada, Compassionate Care Leave
POLICY:
Critical Illness Leave is available to all employees who have been employed with Dnaagdawenmag Binnoojiiyag for at least six (6) consecutive months.
Employees are entitled to up to thirty-seven (37) weeks of unpaid job protected leave to provide care or support to a critically ill child, or 17 weeks to provide care and support to a critically ill family member in a 52 week period. You must have a certificate from a qualified health practitioner stating that the family member is critically ill and requires care, and sets out the timeframe during which care is required.
Under the federal Employment Insurance Act, up to 35 weeks of employment insurance benefits (called "Benefits for Parents of Critically Ill Minor Children") may be paid to EI eligible employees who have to be away from work temporarily to provide care to a family member who has a serious medical condition with a significant risk of death within 26 weeks and who requires care or support from one or more family members. There is also an EI benefit for family members who take leave to care for a critically ill adult family member of up to 15 weeks. Employees need to contact Employment Insurance directly to determine if they qualify.
PROCEDURE:
1. The employee will notify their Supervisor in writing of the need to take a Critical Illness Leave by completing the Leave of Absence Request Form.
2. A medical certificate, provided by a qualified health practitioner must accompany the Leave of Absence form. The certificate must include: a) The name of the child/family member b) State that the child/family member is critically ill or has been critically injured c) State that the child/family member requires the care or support of one (1) or more parents/family members
192 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
d) Set out the time period during which the child/family member requires the care or support of the employee.
The cost of such medical certificate is the responsibility of the employee.
3. Employees are required to give notice in writing, along with the medical certificate, prior to the start of a Critical Illness Leave. If an employee must begin a Critical Illness Leave, prior to notifying due to an emergency situation, the employee must notify in writing about the leave as soon as possible after its start.
4. If a certificate is never issued, the employee will not be entitled to the leave. This means that the employee would not be entitled to any of the protections afforded to employees on Critical Illness Leave.
5. The Supervisor will sign the Leave of Absence form and forward it, along with the medical certificate, to Human Resources. Human Resources will document the approval and communicate to Payroll.
6. During the leave there will be no impact to seniority, service or benefits.
7. The maximum duration of the Leave of Absence is thirty-seven (37) weeks to care for a critically ill child or seventeen (17) weeks to care for a critically ill family member, and may start the first day of the week in which the thirty-seven (37) or seventeen (17) week period identified on the medical certificate begins.
8. A week is defined as starting Sunday and ending Saturday.
9. Partial weeks are considered a full week for the purposes of the leave. The employee may take leave for periods less than a full week (for example, single days, at the beginning, middle or end of a week), but if they do, they are considered to have used up one week of their entitlement. If the employee is on leave for two or more periods within the same week (for example, on leave on Monday and Thursday of the same week), only one week of the thirty- seven week entitlement is used up.
10. An employee may take a leave at a time other than that indicated in their original plan provided to their employer, so long as the new dates fall within the dates the ESA allows, and: a) the employee requests permission from the employer to do so in writing and the employer grants permission in writing; or b) the employee provides the employer with reasonable advance notice of the change in writing. There is no limit on the number of times the employee can change their plan, so long as the requirements described above are met each time.
193 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
11. Employees are to document time taken under this leave provision as “unpaid time off” on their time sheet.
12. The Leave of Absence ends the earlier of: a) If the qualified health practitioner sets out a period of less than thirty seven (37) or seventeen (17) weeks of leave, the employee is entitled to take the leave only for the number of weeks in the period specified in the medical certificate. b) However, if the qualified health practitioner sets out a period of fifty two (52) weeks or longer, the employee’s leave must end no later than the last day of the fifty two (52) week period. c) If a critically ill family member dies while an employee is on leave, the employee’s entitlement to be on leave ends at the end of the week in which the family member dies. d) If the employee stops providing care or support for the critically ill family member, the leave would end.
13. The employee has the option of taking the leave in two (2) or more periods, provided the total number of weeks does not exceed the maximum amount of weeks to which the employee is entitled.
14. If more than one (1) child/family member of the employee is critically ill as a result of the same event, the employee is not entitled to a leave longer than thirtyseven (37) or seventeen (17) weeks.
15. If your child/family member remains critically ill after the end of the 52-week period, you may be eligible for additional leaves of up to thirty-seven (37) weeks or seventeen (17) weeks in subsequent 52-week periods.
16. Employees do not lose eligibility for the thirty-seven (37) week Critical Illness Leave to care for their child if their child turns 18 after starting the leave.
17. The leave entitlement of a Critical Illness Leave must be shared by all employees in Ontario who take a Critical Illness Leave to provide care or support to a specified child/family member.
18. Where two (2) or more certificates are obtained by two (2) or more employees who plan to take leave with respect to the same family member, the thirty-seven (37) or seventeen (17) week period within which the Critically Ill Child Leave must be taken is determined by whichever certificate was issued first.
POLICY REFERENCE:
Leave Without Pay Policy
194 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
CHILD DEATH LEAVE/CRIME-RELATED CHILD DISAPPEARANCE LEAVE:
Child Death Leave/Crime-related Child Disappearance Leave 9180 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Employment Standards Act, R.S.O. 2000 - - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_00e41_e.htm, Ministry of Labour, Family Medical Leave - http://www.labour.gov.on.ca/english/es/pubs/guide/family.php, Service Canada, Compassionate Care Leave http://www.labour.gov.on.ca/english/es/pubs/guide/family.php
POLICY:
Child Death or Crime-related Disappearance Leave is available to all employees who have been employed with Dnaagdawenmag Binnoojiiyag for at least six (6) consecutive months as per the Ontario Employment Standards Act. If an employee’s child dies for any reason, the employee is entitled to up to one hundred and four (104) weeks of unpaid job protected leave. If an employee’s child disappears and it is probable, considering the circumstances, that the child disappeared as the result of a crime, the employee is entitled to up to one hundred and four (104) weeks of unpaid job protected leave.
A leave for the crime-related disappearance of a child must be taken within the 53-week period that begins in the week the child disappeared.
A leave for the crime-related death of a child must be taken within the 105-week period that begins in the week the child died.
In most cases, an employee must take the leave in a single period.
An employee who takes time away from work because of the death or crime-related disappearance of their child may be eligible for the Federal Income Support for Parents of Murdered or Missing Children grant. Information about this grant is available through Service Canada.
PROCEDURE:
1. The employee will notify their Supervisor in writing of the need to take a Child Death or Crime- related Disappearance Leave by completing the Leave of Absence Request Form outlining a plan that indicates the weeks in which they will take the leave.
195 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
2. If an employee must begin a Child Death or Crime-related Disappearance Leave prior to notifying, due to an emergency situation, the employee must notify in writing about the leave as soon as possible after beginning it and provide a written plan that indicates the weeks in which he or she will take the leave.
3. The Supervisor will sign the leave of absence request form and forward it, along with any accompanying information to Human Resources. Human Resources will document the approval and communicate to Payroll.
4. During the leave there will be no impact to seniority, service or benefits.
5. A week is defined as starting Sunday and ending Saturday. Partial weeks are considered a full week for the purposes of the leave.
6. Generally, an employee who takes a Child Death or Crime-related Disappearance Leave must take the leave in a single time period, although limited exceptions do apply. For exceptions and unusual circumstances related to this leave, please consult with the Human Resources Director or refer to The Employment Standards Act, 2000.
7. The Leave of Absence ends the earlier of: a) If an employee’s child is found alive while he or she is on a Child Death or Crime-related Disappearance Leave, the employee is entitled to stay on leave for an additional fourteen (14) days; or b) If an employee’s child is found dead while he or she is on a Crime-related Disappearance Leave the employee can remain on leave until the end of the week in which the child is found. The employee is entitled to extend his or her leave to one hundred and four (104) weeks from the day the child died by using the Child Death leave; or c) If it becomes probable, considering the circumstances, that the disappearance of an employee’s child is not the result of a crime; the leave must end on the day in which it no longer seems probable.
8. An employee is not entitled to this leave of absence if the employee is charged with the crime or if it is probable that the child was party to the crime. a) If one (1) or more employees, regardless if they work for the same employer request for the same crime-related child disappearance or crime-related child death, the total duration of time allowed to be taken is 104 weeks per leave.
POLICY REFERENCE:
Leave Without Pay Policy
196 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
PREGNANCY LEAVE:
Pregnancy Leave 9190 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Employment Standards Act, R.S.O., 2000 - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_00e41_e.htm, Service Canada, Employment Insurance Pregnancy and Parental Benefits - http://www.servicecanada.gc.ca/eng/sc/ei/benefits/Maternity parental.shtml
POLICY:
The Employment Standards Act, 2000 (ESA) provides eligible employees who are pregnant or are new parents with the right to take unpaid time off work.
In contrast, the federal Employment Insurance Act provides eligible employees with pregnancy and/or parental benefits that may be payable to the employee during the period he or she is off on an ESA pregnancy or parental leave.
The rules governing the right to take time off work for pregnancy and parental leave under the ESA are different from the rules regarding the payment of pregnancy benefits and parental benefits under the federal Employment Insurance Act.
PROCEDURE:
1. An employee will be granted a leave of absence without pay and without loss of seniority shall be granted to birth mothers for Pregnancy Leave of up to 17 weeks.
2. Pregnancy Leave may begin as early as 17 weeks prior to the due date, and EI benefits can begin as early as 12 weeks before the due date. The latest a pregnancy leave may begin is usually the baby’s due date. However, if the baby is born earlier than the due date, the leave must begin no later than the day the baby is born.
3. An employee who has a miscarriage or stillbirth within the 17 weeks preceding the due date is eligible to take a pregnancy leave. It must begin no later than the date the miscarriage or stillbirth occurred. The leave would end no later than 17 weeks after the leave began or 12 weeks after the miscarriage or stillbirth occurred, whichever comes later.
4. Agency employees who were hired at least thirteen (13) weeks before the date the baby is expected to be born will be eligible for Pregnancy Leave.
197 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
5. The formal request for leave must be in writing, with two weeks’ notice prior to the start of leave and, if requested, provide a medical certificate form a legally qualified medical practitioner indicating estimated due date. Planning for coverage for the leave should begin at least three (3) months earlier with a conversation with the Supervisor and the Manager of Human Resources, including tentative dates, so that the Agency can begin the recruitment process to ensure coverage of the work prior to the leave beginning.
6. An employee may change their pregnancy leave start date, if they are able to provide a new written notice of two weeks. If an employee stops working because the child is delivered earlier than expected or there are complications requiring she stop working, the employee Pregnancy Leave can begin earlier than originally planned, but no later than the day the child is born; and the employee must give the employer written notice that she is taking pregnancy leave within two weeks after she stops working.
7. The 17-week Pregnancy Leave may be taken any time during the period beginning 12 weeks before the expected date of delivery and ends 17 weeks after the actual delivery date.
8. A pregnant employee cannot be required to take leave unless her employer can show she is unable to perform an essential function of her job and no appropriate alternative job is available for her.
9. Upon return from Pregnancy Leave, an employee will be reinstated to their former position or be given a comparable position in the same location and with the same wages and benefits if the Agency is unable to reinstate the employee to their previous job for a valid reason. However, if during their leave, the wages and benefits of a group of employees are reduced as part of a reorganization plan, an employee who is reinstated in the group will receive no more than the wages and benefits they would have received if they had been at work during the Agency reorganization. Likewise, if wages and benefits for the employee’s group are increased during leave, the employee will be entitled to the increases upon return to work.
10. Benefits, except for Short-Term and Long-Term Disability coverage will continue during the period an employee is absent from work due to Pregnancy or Parental Leave. Coverage for Short-Term and Long-Term Disability will continue if the employee contributes their portion of the Short-Term Disability Premium.
11. Pension will continue if the employee contributes their portion of the pension plan.
12. An employee’s annual vacation and seniority will accrue during their Pregnancy and Parental Leave. Upon return to work, an employee will be entitled to take the annual vacation time accrued during their leave however it will only be paid based on their earnings in the previous
198 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
twelve (12) months, minus any credits already taken. If there were no earnings in the previous twelve (12) months, then the vacation time will be unpaid.
13. An employee who is pregnant or nursing may request the Agency modify her job functions or reassign her to another job if continuing any of the current job functions poses a risk to her health or the fetus or nursing child. The request must be accompanied by a certificate from a qualified Medical Practitioner indicating how long the risk is likely to last and what activities or conditions should be avoided in order to eliminate the risk.
14. If reassignment or modification is not reasonably practical, the employee has the right to an unpaid leave of absence for the duration of the risk as outlined in the medical certificate.
POLICY REFERENCE:
Employee Group Benefit Plan Policy Short and Long-Term Benefits Plan Policy Employee Pension Plan Policy Annual Vacation Leave Policy Parental Leave Policy Modified Work Policy
199 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
PARENTAL LEAVE:
Parental Leave 9200 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Employment Standards Act, R.S.O., 2000 - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_00e41_e.htm, Service Canada, Employment Insurance Pregnancy and Parental Benefits - http://www.servicecanada.gc.ca/eng/sc/ei/benefits/Maternityparental.shtml
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will provide unpaid Parental Leave as described in the Employment Standards Act, 2000.
Both new parents have the right to take parental leave of up to 61 or 63 weeks of unpaid time off work.
PROCEDURE:
1. Birth mothers have an extended leave option to take as much as an additional 26 weeks for a total of up to 61 weeks (up to 18 month including both leaves);
2. All other new parents are entitled to take an extended leave of up to 63 weeks. An employee may choose to take a standard 35 or 37 week leave or a shorter parental leave of their choosing. a. The extended leave option would result in reduced EI benefits and once an employee has elected to take the extended leave with reduced benefits the decision is irrevocable.
3. Birth parents, adoptive parents, and anyone in a relationship of some permanence with a parent of a child who intends to treat the child as their own, including domestic partners and same-sex partners, would be eligible for parental leave.
4. For a birth mother who takes a pregnancy leave her parental leave must begin immediately after the pregnancy leave ends. All other new parents must begin their parental leave no later than 52 weeks after the date their baby is born or the date the child first came into their care.
200 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
5. Requests for parental leave must be in writing, with two weeks’ notice prior to the start of the parental leave and indicate start date, and if requested, provide a medical certificate from a legally qualified medical practitioner indicating estimated due date. 6. In the case of adoption, notification from the adoption agency may be requested. Planning for coverage for the leave should begin at least three (3) months earlier with a conversation with the Supervisor and the Manager of Human Resources, including tentative dates, so that the Agency can begin the recruitment process to ensure coverage of the work prior to the leave beginning.
7. For birth mothers, requests for parental leave will be made at the same time as the request for pregnancy leave.
8. If an employee stops working because a child comes into the employee’s custody, care, and control for the first time earlier than expected, the employee parental leave begins on the day he or she stops working; and the employee must give the employer written notice that he or she is taking parental leave within two weeks after stopping work.
9. Natural or adoptive parents hired at least thirteen (13) weeks before commencing Parental Leave are entitled to the leave.
10. The total duration of the Pregnancy and the Parental Leave must not exceed 52 weeks.
11. Upon return from Parental Leave, an employee will be reinstated to their former position or be given a comparable position in the same location and with the same wages and benefits if the Agency is unable to reinstate the employee to their previous job for a valid reason. However, if during their leave, the wages and benefits of a group of employees are reduced as part of a reorganization plan, an employee who is reinstated in the group will receive no more than the wages and benefits they would have received if they had been at work during the Agency reorganization. Likewise, if wages and benefits for the employee’s group are increased during leave, the employee will be entitled to the increases upon return to work.
12. Benefits, except for Short-Term and Long-Term Disability coverage will continue during the period an employee is absent from work due to Pregnancy or Parental Leave. Coverage, for Short-Term and Long-Term Disability will continue if the employee contributes their portion of the Short-Term Disability Premium.
13. Pension will continue if the employee contributes their portion of the pension plan.
14. Employment upon reinstatement is considered to be continuous with employment before the leave for purposes of calculating future benefits.
201 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
15. An employee’s annual vacation and seniority will accrue during their Pregnancy and Parental Leave. Upon return to work, an employee will be entitled to take the annual vacation time accrued during their leave; however, it will only be paid based on their earnings in the previous twelve (12) months, minus any credits already taken. If there were no earnings in the previous twelve (12) months, then the vacation time will be unpaid.
16. Employees on Parental Leave will be informed of training opportunities or promotions arising during their leave.
POLICY REFERENCE:
Employee Group Benefit Plan Policy Short and Long-Term Benefits Plan Policy Employee Pension Plan Policy Annual Vacation Leave Policy Pregnancy Leave Policy
202 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
PERSONAL EMERGENCY LEAVE:
Personal Emergency Leave 9210
Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Employment Standards Act, R.S.O., 2000 - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_00e41_e.htm, Service Canada,
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will provide a Personal Emergency Leave as per the Ontario Employment Standards Act
Most employees have the right to take up to 10 days of job-protected leave each calendar year due to illness, injury, death, certain emergencies, and urgent matters.
PROCEDURE: a. Employees are entitled to up to 10 personal emergency leave days per year as soon as they start working for an employer. The first two days of the leave in each calendar year are paid if the employee has been employed for one week or longer. An employee who missed part of a day to take the leave would be entitled to any wages they actually earned while working, in additional to personal emergency leave pay for any leave taken. b. An employee who is entitled to personal emergency leave can take up to 10 days of leave each calendar year due to: a) Personal illness, injury, or medical emergency or b) Death, illness, injury, medical emergency, or urgent matter relating to the following family members: • Spouse, parent, spouse of the employee’s child, brother or sister of the employee, or relative of the employee who is dependent on the employee for care or assistance
POLICY REFERENCE:
Short and Long-Term Benefits Plan Policy
203 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
ADOPTION LEAVE:
Adoption Leave 9220 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Employment Standards Act, R.S.O., 2000 - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_00e41_e.htm, Service Canada, Employment Insurance Pregnancy and Parental Benefits - http://www.servicecanada.gc.ca/eng/sc/ei/benefits/Maternityparental.shtml
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will provide an Adoption Leave as described by legislation.
PROCEDURE:
1. An employee who assumes actual care of a newly adopted child is entitled to a Parental Leave of up to 37-weeks.
POLICY REFERENCE:
Employee Group Benefit Plan Policy Short and Long-Term Benefits Plan Policy Employee Pension Plan Policy Annual Vacation Leave Policy Pregnancy Leave Policy
204 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
ORGAN DONOR LEAVE:
Organ Donor Leave 9230 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Employment Standards Act, R.S.O., 2000 - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_00e41_e.htm
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will provide Organ Donor Leave as described by Employment Standards Legislation. Organ Donor Leave is unpaid, job- protected leave for up to thirteen (13) weeks for the purposes of undergoing surgery to donate all or part of certain organs to a person.
PROCEDURE:
1. All employees who have completed a minimum of thirteen (13) weeks of continuous employment with the Agency will be eligible to take Organ Donor Leave.
2. Employees must provide a minimum of two (2) weeks written notice of their intention to take Organ Donor leave. If this is not possible, they must provide written notice as soon as possible after beginning or extending this leave.
3. Organ donor leave generally begins on the date of the surgery.
4. The employee must provide a medical certificate to the Agency documenting the date and type of surgery for this leave. The type of eligible surgeries includes: kidney, liver, lung, pancreas, small bowel, and any other as prescribed by legislation.
5. In some cases, Organ Donor Leave may be extended for an additional period of up to thirteen (13) weeks.
6. Employees may end the leave early by giving the Agency at least two (2) weeks advance written notice with Medical Clearance Certificate to be included from a health practitioner.
POLICY REFERENCE:
Attendance Management Leave Policy Early Return From Leave Policy
205 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
RESERVIST LEAVE:
Reservist Leave 9240 Chapter 9: Attendance and Leaves Department: Human Resources Date Approved: Date Revised: Source Reference: Employment Standards Act, R.S.O., 2000 - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_00e41_e.htm,
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will provide un-paid Reservist Leave as described by Employment Standards Legislation for employees who are Reservists and who are deployed to an international operation or to an operation within Canada providing assistance in dealing with an emergency or its aftermath.
PROCEDURE:
1. Employees must have been employed by the Agency for a minimum of six (6) consecutive months to be eligible for Reservist Leave.
2. Reservists must provide the Agency with reasonable written notice of the day on which they will begin and end the leave.
3. The length of leave includes the time necessary to engage in the operation and would include pre-and post-deployment activities required by the Canadian Forces in connection with the operation.
4. Employees on this leave are entitled to be reinstated to the same position if it still exists or to a comparable position if it does not exist. Seniority and length or service credits continue to accumulate during this leave.
5. Contributions to the employee’s benefit plan will terminate while the employee is on Reservist Leave.
POLICY REFERENCE:
Attendance Management Leave Policy Employee Group Benefit Plan Policy
206 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
10. TERMINATIONS, RESIGNATIONS, LAY-OFFS AND RETIREMENTS TERMINATION:
Termination 1010 Chapter 10: Terminations, Resignations, Lay-Offs Department: Human Resources and Retirements
Date Approved: Date Revised: Source Reference: Employment Standards Act, R.S.O. 2000 - - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_00e41_e.htm, Canadian Criminal Code (R.S.C., 1985, c. C-46) - http://laws-lois.justice.gc.ca/eng/acts/c-46/
POLICY:
A Dnaagdawenmag Binnoojiiyag Child & Family Services employee may be terminated for reasons of just cause and as the last step in the progressive discipline process. Legal opinion may be sought before making a decision to terminate.
PROCEDURE:
1. Inappropriate actions are considered grounds for immediate termination rather than progressive discipline. A single act of inappropriate behavior may be regarded as sufficient cause for termination. Examples include, but are not limited to the following: a) Theft (regardless of the amount) or fraud (including any misrepresentation to personal background) - misappropriation or misuse of employer funds, expense account abuse, overtime fraud, wrongful use of the Agency’s credit, wrongful use of the Agency’s property and falsification of documents; b) Dishonesty and employee showing no remorse for their actions; c) Willful neglect of duties such as abandonment, conflict of interest, gross negligence or dereliction of duties or repeated incompetence and insubordination; d) Any conduct of the employee (occurring in or outside the work place) which has a negative impact to the credibility of the Agency including but not limited to the employee being convicted of an offence under the Canadian Criminal Code R.S., 1985, c. C-46; e) Failure or refusal by the employee to comply with the policies, rules, and regulations of the Agency that is not resolved by the employee within ten (10) days of written notification to the employee; f) Failure to report a suspicion of child abuse or child abuse or neglect;
207 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
g) Breach of confidentiality if results cause serious consequences to another employee or client; h) Endangering the safety of fellow employees, visitors or clients through incompetence or negligence; i) Harassment if results cause serious consequences to another individual; j) Possession, distribution, selling or transferring drugs or alcohol on Agency premises or while on Agency business; k) Breach of trust; l) Any conduct which results in the employee no longer being able to perform their job duties; such as suspension of their driver’s license when it is required for the performance of their job duties.
2. The Termination Process a) The employee’s immediate Supervisor, Human Resource Manager and the respective Senior Manager will meet to discuss the situation and review all documentation leading up to the recommendation to terminate. This meeting will occur within one (1) week of the immediate Supervisor’s recommendation to terminate an employee; b) If the Senior Manager agrees with the immediate Supervisor’s recommendation to terminate, the Executive Director will be notified and if the Executive Director is in agreement with the recommended termination, legal counsel may be obtained as soon as possible; c) Once the Executive Director has approved the recommendation to terminate, a letter of termination will be developed by the Human Resource Manager; d) Once the recommendation to terminate has been approved, the Human Resource Manager will ensure that the employee’s rights to computer access will be terminated immediately; e) If the termination involves a Senior Manager, the Executive Director will prepare a summary of events leading to the recommendation to terminate including the recommendations provided by legal counsel; this information will be provided to the Board of Directors. i. Once the Board of Directors has approved the recommendation to terminate a Senior Manager, a Letter of Termination will be developed by the Human Resource Manager or Executive Director. The letter will include notification of immediate termination in the Benefit and Pension Plans, their entitlements in the Plans and follow up information by the Provider. The letter will also include notification of issuance of a Record of Employment within five (5) business days of their final pay; f) If the employee is on the premises, the letter of termination will be delivered personally by the immediate Supervisor or Manager and the Human Resource Manager. The employee will be given an opportunity to read the letter of termination and then will be required to collect their personal belongings and immediately leave the premises. If the
208 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
employee is not on the premises, the Letter of Termination will be delivered to their home address; g) The Senior Manager will determine the most appropriate way to advise other employees; h) The Human Resource Manager will be responsible for notifying the Finance Department of any accumulated and unused overtime or annual vacation to which the employee is entitled to be paid. The final salary pay will be provided on the next or earliest pay period after receipt of the employee’s final attendance record, or seven (7) days from termination. An electronic Record of Employment (ROE) will be provided within five (5) business days of the final pay. A paper copy will be made for the Personnel File; i) The Human Resource Manager will be responsible for notifying the Benefit and Pension Advisor to immediately terminate the employee in these Plans and to follow up with the employee regarding their Pension Investment; j) In the event an employee who is registered with a professional regulated association is terminated for misconduct, breach of confidentiality, or incompetence, the appropriate association will be notified by the Senior Manager.
3. An employee may be terminated at any time during the first three (3) months of their probation period without notice or pay in lieu of notice. After completion of the first three (3) months of probation, termination may still occur at any time during the balance of the probationary period for just cause or without just cause and two (2) weeks’ pay is provided.
4. Upon termination of an employee, the following process will occur: a) Electronic access to Agency computer systems will be terminated, i.e. databases, email, etc. just prior to or during the termination meeting; b) Keys or other access devices will be collected to prevent unauthorized access; c) All Agency property and intellectual property will be collected including: cell phone, passwords, laptops, computers, memory sticks, Day-Timer/agenda, employee security identification card, etc.; d) The Supervisor will accompany the employee to retrieve their personal items or will arrange to have this done after hours; e) Benefits and pension will be terminated as required.
209 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
POLICY REFERENCE:
Probationary Period Policy Confidentiality Policy Conflict of Interest Policy Overtime Policy Attendance Management Policy Driver’s License Policy Drug and Alcohol Policy Employee Group Benefit Policy Employee Pension Plan Policy Harassment & Discrimination Policy Identification Cards Policy Electronic Mail and Internet Procedures Policy Password Policy Information Technology Policy Finance Policy and Procedure Manual Board of Directors Policy and Procedure Manual
210 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
RESIGNATION:
Resignation 1020 Chapter 10: Terminations, Resignations, Lay-Offs Department: Human Resources and Retirements Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
A Dnaagdawenmag Binnoojiiyag Child & Family Services employee intending to resign will give a minimum notice of four (4) weeks for non-management positions and twelve (12) weeks for Supervisor and Senior Manager and professional positions to provide continuity of service and provide the Agency the opportunity to recruit for a replacement.
PROCEDURE:
1. Resignation is a voluntary separation, with notice, from the employee.
2. Notice will be given in writing to their immediate Supervisor who will provide a copy of the letter to the Finance Department and to the Human Resources Assistant to place in the employee’s personnel file.
3. Upon resignation with notice, employees will be entitled to their regular salary, accrued overtime and annual leave, to be provided no later than two (2) weeks after their final day. Adjustments will be made to the final payment to reflect any payments owed to the Agency providing written authorization for deductions are on file.
4. Prior to an employee’s last day of employment, an exit interview will take place with the employee if they agree.
5. Pension and benefits will terminate on the employee’s last day of employment.
POLICY REFERENCE:
Overtime Policy Employee Group Benefit Plan Policy Employee Pension Plan Policy Vacation Leave Policy Exit Interview Policy
211 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
LAYOFF:
Layoff – Temporary and Permanent 1030 Chapter 10: Terminations, Resignations, Lay-Offs Department: Human Resources and Retirements
Date Approved: Date Revised: Source Reference: Employment Standards Act, R.S.O. 2000 - - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_00e41_e.htm
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services may temporarily layoff or permanently layoff an employee (s) when the services of an employee are no longer required because of lack of work or because of the discontinuance of a function or program, lack of funding or organizational restructuring.
PROCEDURE:
Permanent Layoff 1. A permanent layoff is a termination. The decision to permanently layoff an employee and to give notice or pay in lieu of notice will be made by the appropriate Director following legal consultation. The appropriate Director will also consult with the respective Supervisor and/or Manager prior to making a decision to permanently layoff an employee.
2. A written report of the events leading up to the permanent layoff and the reasons for the permanent layoff will be prepared by the respective Supervisor and/or Manager and placed in the employee’s personnel file once it has received the approval of the Executive Director.
3. The Board of Directors will be apprised of the decision through quarterly reports submitted by the Manager of Human Resources.
4. Notice of a permanent layoff will be in writing or payment in lieu of notice and will be issued to the employee as follows: a. Two (2) weeks’ notice if employment is more than three (3) months but less than three (3) years; b. Three (3) weeks’ notice if employment is more than three (3) years but less than four (4) years; c. Four (4) weeks’ notice if employment is more than four (4) years but
212 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
less than five (5) years; d. Five (5) weeks’ notice if employment is more than five (5) years but less than six (6) years; e. Six (6) weeks’ notice if employment is more than six (6) years but less than seven (7) years; f. Seven (7) weeks’ notice if employment is more than seven (7) years but less than eight (8) years; g. Eight (8) weeks’ notice if employment is more than eight (8) years of service.
5. The benefit and pension plan will continue during the notice period whether it is a written notice or payment in lieu of notice and the employee will continue to contribute their portion of these plans.
6. All laid off employees with more than five (5) years of service will receive one (1) week salary per year of service to a maximum of twenty-six (26) weeks.
7. Severance will be paid no later than seven (7) days after termination or on the next regular pay period and will include accumulated vacation leave credits earned and unused. All other leave including sick leave is not paid out on termination.
8. The decision to provide written notice or payment in lieu of notice is at the discretion of the appropriate Director with consultation of the respective Supervisor and/or Manager and the Manager of Human Resources.
9. Where it is the recommendation of the respective Supervisor and/or Manager that the employee be given a notice of layoff or pay in lieu of notice, the notice will be signed by the appropriate Director. A meeting will be scheduled between the appropriate Director, Supervisor and/or Manager and the employee to review the given notice.
10. A copy of the notice or letter of layoff will be placed in the employee’s personnel file.
11. The Finance Department will be responsible for issuing the final payment including pay in lieu of notice, if applicable and any other outstanding amounts owing to the employee within seven (7) days of the layoff date or the next regular pay period, providing the employee has provided all outstanding attendance forms and travel claims. Outstanding amounts may include but are not limited to accumulated annual vacation and overtime credits earned and unused. There will be no payment for unused sick day credits.
12. After the employee has been provided a copy of their layoff notice or layoff letter, the
213 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
Supervisor and/or Manager will notify the employees.
Temporary Layoff
13. A temporary layoff is thirteen (13) weeks or less and a recall date is given. However, it may be thirty-five (35) weeks or less provided the Agency and the employee continue to pay their contribution of the Employee Group Benefit Plan.
14. The Agency will continue to pay their contribution of the employee group benefits while the employee is on temporary layoff provided the employee pays within a reasonable time any contributions they would have normally paid.
15. A written notice or pay in lieu of notice is not necessary when:
a. An employee is on a temporary layoff and is given a recall date; when the layoff does not constitute a termination of employment; when the employee has not completed three (3) consecutive months of continuous employment; when an employee terminates their own employment; or when an employee is terminated for just cause;
b. Severance Pay is not necessary when an employee is temporarily laid off and is given a recall date and when the layoff is not considered to be a termination (see above explanation);
c. If an employee is laid off temporarily, a fixed re-call date or fixed period will be written in the letter sent to the employee when possible. An employee who is temporarily laid off and fails to return to work after having been recalled, is deemed to have abandoned their employment and is not entitled to Severance Pay;
d. If the Agency is unable to recall an employee to work after a layoff that is not a termination, then the layoff becomes a termination and severance as described under a permanent termination and pay in lieu of notice will be paid to the employee.
POLICY REFERENCE:
Overtime Policy Attendance Management Policy Employee Group Benefits Plan Policy Vacation Leave Policy Termination Policy Privacy & Protection of Employee Information
214 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
Finance Policies & Procedures Board of Directors Policy and Procedure Manual
215 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
JOB ABANDONMENT:
Job Abandonment 1040 Chapter 10: Terminations, Resignations, Lay-Offs Department: Human Resources and Retirements
Date Approved: Date Revised: Source Reference: Employment Standards Act, R.S.O. 2000 - - http://www.e-
POLICY:
An employee who is absent from work for a period of three (3) consecutive working days without notifying their supervisor or providing a reasonable explanation shall be deemed to have abandoned his or her position.
PROCEDURE:
1. During these three days, the employer may attempt to contact the employee but is not obligated to do so.
2. A letter of termination shall be forwarded to the employee, at his or her last known mailing address, on the following workday.
POLICY REFERENCE:
Termination Policy
216 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
RETIREMENT:
Retirement 1050 Chapter 10: Terminations, Resignations, Lay-Offs Department: Human Resources and Retirements Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
A Dnaagdawenmag Binnoojiiyag Child & Family Services employee planning to retire must submit a written notice of their intention to retire to their immediate Supervisor at least ninety (90) days prior to the retirement date to provide continuity of service and provide the Agency the opportunity to recruit for a replacement.
PROCEDURE:
Retirement
Is defined as the situation where an employee permanently withdraws from their employment in the work force.
1. There is no mandatory retirement age for Agency employees.
2. The Agency will continue payment of premiums under the Agency extended health benefits for a period of thirty-one (31) days after the last day of employment.
3. Short Term Disability, Long Term Disability, Accidental Death and Dismemberment, Life Insurance and Pension Plan will terminate on the last day of employment.
4. The Agency will notify the pension plan provider when an employee retires and the pension plan representative will contact the employee to explain the options.
5. Employee recognition of years of service will be determined by the Executive Director.
217 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
POLICY REFERENCE:
Employee Group Benefit Plan Policy Short and Long-Term Disability Benefits Policy Employee Pension Plan Policy Board of Directors Policy and Procedure Manual
218 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
RETURN OF AGENCY PROPERTY:
Return of Agency Property 1060 Chapter 10: Terminations, Resignations, Lay-Offs Department: Human Resources and Retirements
Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will ensure all employees who are either laid off, on a leave of absence longer than four (4) weeks and those who are terminated, return all Agency property on the employee’s last working day.
PROCEDURE:
1. Upon hire, employees must sign a Loan and Return of Agency Property Form confirming the Agency equipment and/or other property that has been assigned to the employee for their use during their employment, and it will be kept with the employee’s immediate Supervisor.
2. Upon return of Agency equipment and/or other property the employee’s immediate Supervisor will check off the Loan of Property Form.
3. Agency property includes all equipment including memory sticks, identification cards, supplies, books, journals, articles, day timers, cell phones, laptops and email correspondence.
4. Agency property is also to be returned temporarily by employees who are on leaves of absence for more than four (4) weeks as the property may be required for use by other employees during this time.
5. Where an employee anticipates being off work due to sick leave for more than four (4) weeks, the employee may request from their immediate Supervisor the ability to retain Agency property.
6. Once all equipment and/or other property has been returned, the Loan and Return of Agency Property Form is completed and signed off by the employee’s immediate Supervisor and forwarded to the Human Resource Assistant.
7. The Human Resource Assistant will notify the Finance Department that all Agency property has been returned.
219 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
POLICY REFERENCE:
Sick Leave Policy Identification Cards Policy Layoff Policy Termination Policy Electronic Mail and Internet Procedures Policy Finance Policy and Procedure Manual
220 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
EXIT INTERVIEW:
Exit Interview 1070 Chapter 10: Terminations, Resignations, Lay-Offs Department: Human Resources and Retirements Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will ensure exit interviews are requested and conducted in confidence with employees who are resigning from their position.
PROCEDURE:
1. When an employee notifies the Agency of a pending resignation, or the employment contract is ending, the Human Resource Manager will arrange a meeting with the employee to discuss the reasons for leaving the Agency or will provide/send an Exit Interview Form to be completed. Employees have the right to refuse an exit interview or complete an Exit Interview Form.
2. The Exit Interview process provides the Agency with valuable information regarding why an employee has chosen to leave the Agency. This information may allow for consideration of changes to improve the working environment.
3. Part A of the Exit Interview Form will contain questions about the Agency as a place to work. Part B of the Exit Interview Form will contain questions about the employee’s Supervisor.
4. Part B will be reviewed by the Human Resource Manager and discussed with the Supervisor and/or Senior Manager should there be issues raised that require investigation. Issues raised in Part B will be investigated with appropriate action taken within 30 days of receiving the document.
5. The Human Resource Manager will meet with the Management Team to review Part A of the Exit Interview/Questionnaires when there are sufficient interviews to establish trends and determine whether changes are needed to improve the working environment.
6. The completed Exit Interview Form will be filed in a secured location with the Human Resources Assistant.
221 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
POLICY REFERENCE:
Resignation Policy Lay Off Policy
222 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
11. INFORMATION AND DOCUMENT MANAGEMENT PRIVACY AND PROTECTION OF EMPLOYEE INFORMATION:
Privacy and Protection of Employee Information 1110 Chapter 11: Information and Document Department: Human Resources Management Date Approved: Date Revised: Source Reference: Freedom of Information and Protection of Privacy Act, R.S.O. 1990, Chapter F.31 - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_90f31_e.htm#BK54
POLICY:
Dnaagdawenmag Binnoojiiyag has a legal responsibility to safeguard the confidentiality of employee records and to ensure that information is kept up-to-date, and contains accurate employee information in accordance with PIPEDA and legislative requirements.
A confidential Employee File shall be maintained for each employee and stored securely within the Human Resource department. Information maintained in the Employee File shall not be distributed or provided to any other employee, board member, outside agency, or individual without the prior written approval of the employee, except where required as part of the employee’s duties. Access to Employee Files shall be for the purposes of carrying out day-to-day job activities and shall be limited to the Executive Director, Human Resources and the employee’s Supervisor.
In addition, other internal Supervisors may review an employee’s performance reviews where the employee has applied to an internal competition and is under consideration for the opportunity.
PROCEDURE
1. Personal, employment and health information, as used in this policy, means any information about an identifiable person, including employee records, including but not limited the name, job title, address, telephone number, fax number, or an e-mail address of an employee of an Agency.
2. All employee files are stored in a locked cabinet behind a locked office door to ensure security and privacy.
3. The employee has the right to examine his/her Employee File upon giving reasonable notice to Human Resources. Review of the Employee File shall be done in the presence of Human Resources. Documents are not to be removed from the file.
223 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
4. Employees wishing to add or delete information from their personnel file must put forth for approval their request in writing to the Executive Director, detailing reasons for adding or deleting the information. The Executive Director has the authority to approve or deny any requests with a documentation of the rationale.
5. Interview notes, documentation and reference check information, which has been provided to Dnaagdawenmag Binnoojiiyag in confidence, shall be filed in a separate competition file from the Employee File. The employee will have two separate files in Human Resources – the Human Resources File and a Medical/Leave File.
6. The Employee File shall contain: • The employee’s resume • The employee’s cover letter • Criminal reference checks with vulnerable sector screening • Copies of degrees/diplomas/certificates/transcripts • Signed contracts and written offers of employment and extensions • TD-1 • Probationary Status notification • Copies of driver’s license, driver’s abstract and automobile insurance policy • Status Card (if any) • Employee Benefits Information • Payroll and banking information • Emergency contact • Performance reviews • Employment related correspondence • Signed Declaration of Understanding of Human Resource Policies and Procedures • Notice of change documents (e.g. salary, position, status etc.) • Record of training/workshops • Letters of corrective action (where applicable) • Letters of commendation • Letters of Resignations and Acceptance of Resignations • Confidentiality Agreement • Consent for Release/Request Information • Pension Plan information
The Employee Medical/Leave File shall contain: • Medical information in a sealed envelope (if any) • WSIB claims (where applicable) • Requests for leave of absence documents and Approvals
224 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
7. Garnishment Orders (if any), shall be kept in the payroll file.
8. Employees are responsible for notifying Human Resources of changes in contact information, dependents and emergency contacts, banking information or other relevant information as soon as possible.
POLICY REFERENCE:
Job Description Policy Reference and Background Checks Policy Policy Record Checks Policy Offer of Employment Policy Orientation of Employees Policy Diversity & Respect in the Workplace Policy Confidentiality Policy Driver’s License Policy Performance Management Policy Managing Work Expectations Supervision Policy Employee Group Benefit Plan Policy Termination Policy
225 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
PASSWORD:
Password 1120 Chapter 11: Information and Document Department: Human Resources Management Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
All Dnaagdawenmag Binnoojiiyag Child & Family Service employees, including contractors and vendors with access to the Agency systems are responsible for taking the appropriate steps to select and secure their passwords for the various systems such as e-mail, computer, cell phone and telephone.
PROCEDURE:
1. The Human Resource Manager or delegate will inform the Information Technology Manager of the need for passwords for new employees.
2. New employees are provided with the passwords to: a) Email/computer/ Website; b) Cell phone; c) Land phone; d) Agency electronic file management system; e) Alarm System (if appropriate).
3. The new employee will select a password for each of the above and provide that information to their immediate Supervisor through a hand written memo.
4. The memo will be forwarded via a sealed envelope via interoffice mail to the Information Technology Manager.
5. The Information Technology Manager will delete the former passwords and add the employee’s new passwords onto the master password list.
6. The master password list and a copy are kept in a sealed envelope in an Agency safety deposit box.
226 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
7. It is encouraged that all passwords are changed regularly. Password changes must be forwarded to the Information Technology Manager and processed in accordance to the above procedures
8. Passwords must not be inserted into email messages or other forms of electronic communication.
9. Agency employees will store passwords in a secure location and will not disclose password information to others and if compromised, employees will report it to the Information Technology Manager immediately. Passwords will not be shared with other Agency staff unless requested and approved by Senior Management.
POLICY REFERENCE:
Electronic Mail and Internet Procedures Policy Social Media Policy Finance Policy and Procedure Manual Information Technology Policy
227 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
INTELLECTUAL PROPERTY:
Intellectual Property 1130 Chapter 11: Information and Document Department: Human Resources Management Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services own all intellectual property paid for and/or developed by employees and contractors working for the Agency.
PROCEDURE:
1. This policy does not apply to the ownership of or the right to use, any trademarks or trade names or to the use or ownership of any personal employee information.
2. This policy does apply to the use and ownership of email correspondence, Agency policies and procedures, Agency documents and any materials developed and/or produced by employees during the course of their employment.
3. This policy applies to Intellectual Property that arises by virtue of a Procurement Contract and developed by the Contractor.
4. Upon termination of employment all employees must return all property considered to be intellectual property and the return will be noted on the Loan and Return of Agency Property form.
POLICY REFERENCE:
Layoff Policy Termination Policy Return of Agency Property Policy Electronic Mail and Internet Procedures Policy
228 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
12. ACCESSIBILITY FOR ONTARIANS WITH DISABILITY CUSTOMER SERVICE POLICY:
Customer Service Policy 1210 Chapter 12: Accessibility for Ontarians with Department: Human Resources Disability Date Approved: Date Revised: Source Reference: Accessibility for Ontarians with Disabilities Act, 2005 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_05a11_e.htm
Accessibility for Ontarians with Disabilities Act, 2005 Customer Service Standard 429/07 http://www.e-laws.gov.on.ca/html/source/regs/english/2007/elaws_src_regs_r07429_e.htm
Blind Person’s Rights’ Act. R.S., c. 40, s. 1 http://nslegislature.ca/legc/statutes/blindper.htm
Ontario Dog Owners’ Liability Act http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_90d16_e.htm
POLICY:
The following policy has been developed in accordance with the Accessibility Standards for Customer Service” (Regulation 429/07), which came into force on January 1, 2008, under the Accessibility for Ontarians with Disability Act, 2005, (AODA).
Regulation 429/07 establishes accessibility standards specific to customer service for organizations providing goods and services to members of the public. Designated public sector organizations, including the Dnaagdawenmag Binnoojiiyag Child & Family Services, must comply with this standard as of January 1, 2012.
This policy is drafted in accordance with the Accessibility Standards for Customer Service (Ontario Regulation 429/07) and addresses the following: • the provision of goods and services to persons with disabilities; • the use of assistive devices by persons with disabilities; • the use of service animals by persons with disabilities; • the use of support persons by persons with disabilities; • notice of temporary disruptions in services and facilities; • training; • customer feedback regarding the provision of goods and services to persons with disabilities; and
229 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
• notice of availability and format of documents. Dnaagdawenmag Binnoojiiyag is committed to: • promoting, providing, and maintaining an environment where respect and dignity is demonstrated at all times; • ensuring equal access to, and participation in, the Agency’s services; • identifying issues of accommodation and accessibility in connection with the delivery of the Agency’s services and addressing all such issues in a manner that facilitates effective access to, and participation in, the Agency’s services; • identifying, assessing and responding to the accommodation or accessibility issues identified by individuals with respect to access to, or participation in, the Agency’s services. • removing barriers related to accessibility and accommodation issues identified by participants in the Agency’s services including, but not limited to, physical barriers, informational barriers, and communication barriers. • serving persons with disabilities who use assisted devices to obtain, use or benefit from services, and to purchasing additional technology, as appropriate, to ensure accessibility in accordance with AODA and all associated regulations. • providing services to persons with a disability who are accompanied by a service animal. • providing services to persons with a disability who are accompanied by a support person. • receiving and responding to feedback about the manner in which it provides services to persons with disabilities. • providing service recipients with appropriate notice in the event of a planned or unexpected disruption in the faculties or services used by persons with disabilities. • providing training to all staff, volunteers, contractors, consultants and third parties acting on behalf of Dnaagdawenmag Binnoojiiyag on the requirement of the standards and appropriate training records are maintained. • upon request, Dnaagdawenmag Binnoojiiyag will provide a copy of this policy and any supports documents to any person. • providing notice of availability on the website and by other printed methods.
PROCEDURE:
1. Employees will be aware of their roles and responsibilities under this policy and subsequent procedures and will address issues of accommodation and accessibility identified in connection with the delivery of Dnaagdawenmag Binnoojiiyag services in a manner that facilitates effective access to, and participation in, Dnaagdawenmag Binnoojiiyag services.
230 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
2. Each employee will demonstrate sensitivity and responsiveness to any accommodation or accessibility issue that comes to her/his attention in the course of any service delivery activity, including broader community communication and interactions.
POLICY REFERENCE:
AODA – Customer Service Policy AODA – Communication Supports Procedure AODA – Use of Assistive Devices Procedure AODA – Use of Service Animals Procedure AODA – Use of Support Person Procedure AODA – Notice of Service Disruption Procedure AODA – Feedback Procedure AODA – Emergency Response Form AODA – Individual Accommodation Plans Procedure AODA – Training Procedure
231 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
CUSTOMER SERVICE PROCEDURE:
Customer Service Procedure 1220
Chapter 12: Accessibility for Ontarians with Department: Human Resources Disability Date Approved: Date Revised:
Source Reference: Accessibility for Ontarians with Disabilities Act, 2005 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_05a11_e.htm
POLICY:
The Accessibility Standards for Customer Service” (Regulation 429/07) came into force on January 1, 2008, under the Accessibility for Ontarians with Disability Act, 2005, (AODA).
The following procedure was developed in conjunction with Dnaagdawenmag Binnoojiiyag Child & Family Services, Accessibility for Ontarians with Disability (AODA) – Customer Service Policy to ensure individuals with a disability do not experience barriers to services and provides instruction to employees in their delivery of services to their clients.
PROCEDURES:
1. Issues of accommodation and accessibility identified in connection with the delivery of Dnaagdawenmag Binnoojiiyag’s services will be addressed in a manner facilitating effective access to, and participation in, the Society’s services.
2. Employees are to ensure they demonstrate sensitivity and responsiveness to any accommodation or accessibility issues that come to her/his attention in the course of any service delivery activity.
3. Whenever a person identifies a barrier which limits his/her ability to participate in Dnaagdawenmag Binnoojiiyag’s services, the employee will promptly communicate Dnaagdawenmag Binnoojiiyag’s commitment to address the relevant accommodation and/or accessibility issues.
4. When the employee identifies a barrier limiting an individual’s ability to participate in Dnaagdawenmag Binnoojiiyag’s services, the employee will raise the issue with the person experiencing the barrier and confirm Dnaagdawenmag Binnoojiiyag’s commitment to resolving the situation.
232 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
5. Where barriers are reported or identified the employee will engage the person experiencing the barrier in a discussion so as to understand: a) the precise nature and source of the barrier; b) the impact of the barrier on the person’s ability to receive or participate in Dnaagdawenmag Binnoojiiyag’s services.
6. The employee will consult with the individual with the disability in determining a response to the need.
7. Once the specific impact of the barrier on the person’s ability to participate in Dnaagdawenmag Binnoojiiyag’s services is understood, the employee will assess what is required to resolve the barrier in consultation with her/his immediate supervisor and, where appropriate, the supervisor will seek advice from relevant departments and develop proposed steps for addressing the identified barrier.
8. The employee shall communicate to the person experiencing the barrier the steps proposed to accommodate or resolve the accessibility issue.
9. In the event the person is satisfied the proposed measures resolve the issue, implementation may proceed.
10. When the person does not agree the proposed measures resolve the barrier, further consultation with the supervisor and/or the appropriate department should occur prior to confirming a final decision to the individual.
Access to Documents
11. Policies and procedures related to the Accessibility for Ontarians with Disabilities Act, 2005 will be made available to the public and Dnaagdawenmag Binnoojiiyag will have the capacity to provide communication about these policies and procedures in a format that takes into account a person’s disability.
Emergency Procedures Plans or Public Safety Information
12. Upon request, any Dnaagdawenmag Binnoojiiyag emergency procedures, plans, or public safety information available to the public, will be provided in an accessible format, or with appropriate communication support, as soon as practical.
233 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
POLICY REFERENCE:
AODA – Customer Service Policy AODA – Communication Supports Procedure AODA – Use of Assistive Devices Procedure AODA – Use of Service Animals Procedure AODA – Use of Support Person Procedure AODA – Notice of Service Disruption Procedure AODA – Feedback Procedure AODA – Emergency Response Form AODA – Individual Accommodation Plans Procedure AODA – Training Procedure
234 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
COMMUNICATION SUPPORTS PROCEDURE: Communication Supports Procedure 1230
Chapter 12: Accessibility for Ontarians with Department: Human Resources Disability
Date Approved: Date Revised:
Source Reference: Accessibility for Ontarians with Disabilities Act, 2005 Customer Service Standard 429/07 http://www.e-laws.gov.on.ca/html/source/regs/english/2007/elaws_src_regs_r07429_e.htm
POLICY:
The Accessibility for Ontarians with Disability Act, 2005, (AODA) contains the Accessibility Standards for Customer Service” (Regulation 429/07), and the Integrated Accessibility Standards (Regulation 191/11). Both regulations require affected organizations to provide or arrange, upon request, accessible format and communication supports for persons with disabilities.
The follow procedure was developed in conjunction with the Dnaagdawenmag Binnoojiiyag Child & Family Services, Accessibility for Ontarians with Disability (AODA) – Customer Service Policy and Dnaagdawenmag Binnoojiiyag Child & Family Services, Accessibility for Ontarians with Disability (AODA) – Integrated Standards Policy.
Accessible formats and communications supports must be provided to any person, including clients, stakeholders, or employees.
PROCEDURE:
1. Upon the request of the person with a disability, Dnaagdawenmag Binnoojiiyag will provide, or arrange for the provision of, accessible formats and communications support.
2. Notice of availability of any such supports will be provided on the Dnaagdawenmag Binnoojiiyag website, within organizational policy/procedure, and through other printed methods.
3. Dnaagdawenmag Binnoojiiyag will consult with the individual making the request in determining the suitability of accessible format or communication support.
4. When communicating with individual with a disability, employees shall do so in a manner respecting the person’s disability.
235 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
5. As may be necessary, employees will offer to communicate with service recipients and stakeholders by email, or other agreed upon methods, if telephone communication is not suitable to their communication needs or is not available.
6. Dnaagdawenmag Binnoojiiyag will continue to review the nature, manner, and methods with which its employees communicate with people with disabilities in order to improve the accessibility of information and services.
7. Clients may request alternate formats and communication support through their case workers.
8. Employees may request alternate formats and communication support for information necessary to do their job, or information generally available to all employees, through their supervisor or other appropriate individual, depending on the information requested.
9. Individuals not receiving services may request assisted formats through the Receptionist, Communication Coordinator, or the Dnaagdawenmag Binnoojiiyag website.
POLICY REFERENCE:
AODA – Customer Service Policy AODA – Communication Supports Procedure AODA – Use of Assistive Devices Procedure AODA – Use of Service Animals Procedure AODA – Use of Support Person Procedure AODA – Notice of Service Disruption Procedure AODA – Feedback Procedure AODA – Emergency Response Form AODA – Individual Accommodation Plans Procedure AODA – Training Procedure
236 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
USE OF ASSISTIVE DEVICES PROCEDURE:
Use of Assistive Devices Procedure 1240
Chapter 12: Accessibility for Ontarians with Disability Department: Human Resources
Date Approved: Date Revised:
Source Reference: Blind Person’s Rights’ Act. R.S., c. 40, s. 1 http://nslegislature.ca/legc/statutes/blindper.htm
POLICY:
The Accessibility Standards for Customer Service (Regulation 429/07), which came into force on January 1, 2008, under the Accessibility for Ontarians with Disability Act, (AODA), 2005.
The following procedure was developed in conjunction with the Dnaagdawenmag Binnoojiiyag Child & Family Services, Accessibility for Ontarians with Disability (AODA) – Customer Service Policy.
People with disabilities may provide their own assistive device for the purpose of obtaining, using, and benefiting from Dnaagdawenmag Binnoojiiyag’s goods and services. Exceptions may occur in situations where Dnaagdawenmag Binnoojiiyag has determined the assistive device may pose a risk to the health and safety of a person with a disability or the health and safety of others.
PROCEDURE:
1. Dnaagdawenmag Binnoojiiyag is committed to serving persons with disabilities who use assisted devices to obtain, use, or benefit from services and to purchasing additional technology, as appropriate, to ensure accessibility in accordance with the AODA and all associated regulations.
2. Currently Dnaagdawenmag Binnoojiiyag Child & Family Services is using a TTY Service through “Bell Relay Service”.
How Bell Relay Service works for a TTY user:
Persons who are deaf, hard of hearing or have a speech disability use a TTY to type their conversations to a Bell Relay operator. The operator then reads the type conversation to the other party. The Bell Relay operator then types the other party’s spoken words back to the TTY user.
3. Employees will be trained, as appropriate, on how to use Agency’s assistive devices available for use by service recipients.
237 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
4. Employees shall inform service recipients and stakeholders of any assistive devices available for their use.
5. Request for new or additional assisted devices will be forwarded to the Manager, Information Services, for consideration, in consultation with other appropriate departments. Dnaagdawenmag Binnoojiiyag staff Guidelines:
6. When communicating with a person with a disability, do so in a manner which takes into account that person’s disability.
7. Think about and/or learn how people with disabilities communicate. Be flexible in planning your approach, use of written, spoken, picture form, or other assistive devices may be useful.
8. Ask the person directly about her/his preferred method of communication
9. Plan ahead, where possible, to ensure the appropriate assistive device is available.
POLICY REFERENCE:
AODA – Customer Service Policy AODA – Communication Supports Procedure AODA – Use of Assistive Devices Procedure AODA – Use of Service Animals Procedure AODA – Use of Support Person Procedure AODA – Notice of Service Disruption Procedure AODA – Feedback Procedure AODA – Emergency Response Form AODA – Individual Accommodation Plans Procedure AODA – Training Procedure
238 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
USE OF SUPPORT PERSONS PROCEDURE:
Use of Support Persons Procedure 1250
Chapter 12: Accessibility for Ontarians with Disability Department: Human Resources Date Approved: Date Revised: Source Reference: Accessibility for Ontarians with Disabilities Act, 2005 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_05a11_e.htm
POLICY:
The Accessibility Standards for Customer Service (Regulation 429/07), which came into force on January 1, 2008, under the Accessibility for Ontarians with Disability Act, (AODA), 2005.
The following procedure was developed in conjunction with Dnaagdawenmag Binnoojiiyag Child & Family Services, Accessibility for Ontarians with Disability (AODA) – Customer Service Policy.
Dnaagdawenmag Binnoojiiyag Child & Family Services welcomes all members of the community to our facilities by committing our staff and volunteers to providing services respecting the independence and dignity of people with disabilities, such service to incorporate measures which include, but are not limited to, the use of the support persons.
PROCEDURES:
Use of Support Persons
1. In the event services are unable to be delivered to the person with a disability due to the presence or absence of a support person for reasons, such as consents not signed, the employee will explore alternative ways for the person with the disability to access the services.
2. The absence of a support person cannot unreasonably delay the provision of child protective services.
3. If an admission fee is charged in connection with a support person’s presences at an event or function, Dnaagdawenmag Binnoojiiyag will ensure notice is given in advance to a support person about the amount payable. This notice shall also be posted in a conspicuous place.
4. The Agency may require a person with a disability to be accompanied by a support person, but only if a support person is necessary to protect the health or safety of the person with a disability or the health or safety of others. In this situation, discussion should occur with the person with a disability concerning the Agency’s requirement for a support person.
239 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
5. The assessment of the requirement of a support person by the Agency must be based on consideration of the nature, type, and duration of risk, the likelihood, nature, and severity of the potential harm, and whether or not the risk can be eliminated or reduced by other means.
Access to Dnaagdawenmag Binnoojiiyag Child & Family Services’ Premises
6. Any person with a disability accompanied by a support person will be welcomed on all Dnaagdawenmag Binnoojiiyag Child & Family Services’ premises with his or her support person. Access will be in accordance with normal security procedures.
7. This requirement applies only to those areas of the premises where the public or third parties customarily have access and does not include places or areas of the Dnaagdawenmag Binnoojiiyag offices where the public does not have access.
Confidentiality
8. Where a support person is accompanying a person with a disability for the purpose of assisting in a discussion and/or in a situation that may involve confidential information, the staff member working with this individual must first secure the written consent of the individuals concerned regarding such disclosure.
9. The support person must also provide assurance, in writing, that he or she will safeguard the confidentiality of information disclosed.
10. A copy of the signed consent document will be retained in the appropriate Dnaagdawenmag Binnoojiiyag Child & Family Services file.
11. If the person with a disability uses a different support person for subsequent meetings, a new signed consent will be required.
POLICY REFERENCE:
AODA – Customer Service Policy AODA – Communication Supports Procedure AODA – Use of Assistive Devices Procedure AODA – Use of Service Animals Procedure AODA – Use of Support Person Procedure AODA – Notice of Service Disruption Procedure AODA – Feedback Procedure AODA – Emergency Response Form AODA – Individual Accommodation Plans Procedure AODA – Training Procedure
240 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
NOTICE OF SERVICE DISRUPTION PROCEDURE:
Notice of Service Disruption Procedure 1260 Chapter 12: Accessibility for Ontarians with Disability Department: Human Resources
Date Approved: Date Revised:
Source Reference: Accessibility for Ontarians with Disabilities Act, 2005 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_05a11_e.htm
POLICY:
The Accessibility Standards for Customer Service (Regulation 429/07), which came into force on January 1, 2008, under the Accessibility for Ontarians with Disability Act, (AODA), 2005.
The following procedure was developed in conjunction with Dnaagdawenmag Binnoojiiyag Child & Family Services, Accessibility for Ontarians with Disability (AODA) – Customer Service Policy.
People with disabilities may rely on certain facilities, services or systems in order to access the services and facilities of Dnaagdawenmag Binnoojiiyag Child & Family Services offices. For example, elevators, automatic doors, disabled access washroom, webpage, and alternative communication devices assist clients to receive services and use our space.
PROCEDURES:
1. When those facilities or services are temporarily unavailable, or if they are expected to be temporarily unavailable in the near future, a notice of disruption of service is required.
2. The AODA - Notice of Service Disruption Form is an approved alternative form used to provide notice. A notice of service disruption (temporary, planned or unplanned) will include the following: a) Reason for the disruption; b) Anticipated duration of the disruption c) A description of alternate facilities or services, if any; and d) Appropriate contact information.
3. Expected Disruption: If a disruption in services is planned and expected, Dnaagdawenmag Binnoojiiyag will provide as much notice as possible, including the necessary information noted above.
241 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
4. Unexpected Disruption: In the event of an unexpected disruption in service, Dnaagdawenmag Binnoojiiyag will provide notice as soon as possible.
5. The Property Coordinator is responsible to communicate any planned or unplanned disruptions in services related to building and property issues. Notice should be posted in visible places, on the Dnaagdawenmag Binnoojiiyag website, communicated within the organization, or any other method reasonable under the circumstances, and in a timely manner.
6. The Communications Coordinator is responsible to communicate any planned or unplanned disruptions in services related to website or other communications supports. Notice should be posted in visible places, on the Dnaagdawenmag Binnoojiiyag website, communicated within the organization, or any other method that may be reasonable under the circumstances, and in a timely manner.
POLICY REFERENCE:
AODA – Customer Service Policy AODA – Communication Supports Procedure AODA – Use of Assistive Devices Procedure AODA – Use of Service Animals Procedure AODA – Use of Support Person Procedure AODA – Notice of Service Disruption Procedure AODA – Feedback Procedure AODA – Emergency Response Form AODA – Individual Accommodation Plans Procedure AODA – Training Procedure
242 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
FEEDBACK PROCEDURE:
Feedback Procedure 1270 Chapter 12: Accessibility for Ontarians with Disability Department: Human Resources
Date Approved: Date Revised:
Source Reference: Accessibility for Ontarians with Disabilities Act, 2005 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_05a11_e.htm
POLICY:
Regulations under the Accessibility for Ontarians with Disability Act, (AODA), 2005, include the Accessibility Standards for Customer Service (Regulation 429/07), and the Integrated Accessibility Standards (Regulation 191/11). Both regulations require the provision of a feedback process and to ensure the feedback processes are accessible and known to the public.
The following procedure was developed in conjunction with Dnaagdawenmag Binnoojiiyag Child & Family Services, Accessibility for Ontarians with Disability (AODA) – Customer Service Policy and the Dnaagdawenmag Binnoojiiyag Child & Family Services Accessibility for Ontarians with Disability (AODA) – Integrated Standards Policy.
PROCEDURE:
1. Dnaagdawenmag Binnoojiiyag Child & Family Services is committed to ensuring issues of accommodation and accessibility are identified in connection with our compliance with the various areas within the AODA Customer Service Standard Regulation and the Integrated Accessibility Standards Regulation.
2. Feedback, from the public and employees, is welcomed, as it may identify areas that require change and encourage continuous service improvements or identify areas where Dnaagdawenmag Binnoojiiyag is successfully meeting the needs of persons with disabilities.
3. People with disabilities may provide feedback through a variety of ways including: in person, by mail, e-mail, telephone, fax, through the AODA Feedback Form available on the Dnaagdawenmag Binnoojiiyag website or from any Dnaagdawenmag Binnoojiiyag employee.
4. Feedback may be accepted by any employee, in whatever format it is provided, and directed to the Communications Coordinator or designate.
5. The Communications Coordinator, or designate, will document and track all feedback.
243 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
6. All feedback will be reviewed for possible action that can be taken to improve Dnaagdawenmag Binnoojiiyag services and our compliance with the AODA and its Regulations.
7. The AODA – Feedback Procedure will be available to any person, upon request. Dnaagdawenmag Binnoojiiyag will endeavor to ensure the feedback/response is in an accessible format to the person with a disability.
8. For individuals who have left contact information and contact has been requested, the Communications Coordinator, or designate, will respond to the request within five business days.
9. A summary of responses received under the AODA – Feedback Procedure will be reviewed regularly by the Senior Leadership Team.
POLICY REFERENCE:
AODA – Customer Service Policy AODA – Communication Supports Procedure AODA – Use of Assistive Devices Procedure AODA – Use of Service Animals Procedure AODA – Use of Support Person Procedure AODA – Notice of Service Disruption Procedure AODA – Feedback Procedure AODA – Emergency Response Form AODA – Individual Accommodation Plans Procedure AODA – Training Procedure
244 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
INDIVIDUALIZED EMERGENCY RESPONSE PROCEDURE:
Individualized Emergency Response Procedure 1280 Chapter 12: Accessibility for Ontarians with Disability Department: Human Resources
Date Approved: Date Revised: Source Reference: Accessibility for Ontarians with Disabilities Act, 2005 http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_05a11_e.htm
POLICY:
The Accessibility Standards for Customer Service (Regulation 429/07), which came into force on January 1, 2008, under the Accessibility for Ontarians with Disability Act, (AODA), 2005.
The following procedure was developed in conjunction with Dnaagdawenmag Binnoojiiyag Child & Family Services, Accessibility for Ontarians with Disability (AODA) – Customer Service Policy.
The Accessibility for Ontarians with Disabilities Act (AODA) states every employer shall provide individualized workplace emergency response information to employees who have identified to the employer they have a disability, whether permanent or temporary, and they require accommodation.
PROCEDURE:
1. In order to fulfill our duty to accommodate, Dnaagdawenmag Binnoojiiyag must be made aware of any needed accommodations so that we can respond with an appropriate individualized emergency plan.
2. Employees with disabilities who require an Individualized Workplace Emergency Response Plan should contact Human Resources or their Supervisor to begin the planning process. The employee will be required to complete the Individualized Workplace Emergency Response Plan Form (Appendix A)
3. Human Resources, the Supervisor, and employee will work together to develop the Individualized Workplace Emergency Response Plan.
4. The Individual Workplace Emergency Response Plan will be shared with others, as appropriate, based on the needs of the person with the disability. This may include the Property Supervisor or their designate, the employee’s current Supervisor, and other individuals important to the plan.
245 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
5. The Individualized Workplace Emergency Response Plan will be reviewed when an employee moves workstations and/or locations within the organization, the employee's overall accommodation needs change (as identified by the employee), there is a change in Supervisor, or when Dnaagdawenmag Binnoojiiyag reviews its general emergency response policies.
POLICY REFERENCE:
AODA – Customer Service Policy AODA – Communication Supports Procedure AODA – Use of Assistive Devices Procedure AODA – Use of Service Animals Procedure AODA – Use of Support Person Procedure AODA – Notice of Service Disruption Procedure AODA – Feedback Procedure AODA – Emergency Response Form AODA – Individual Accommodation Plans Procedure AODA – Training Procedure
246 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
INDIVIDUAL ACCOMMODATION PLANS PROCEDURE: Individual Accommodation Plans Procedure 1290 Chapter 12: Accessibility for Ontarians with Disability Department: Human Resources
Date Approved: Date Revised:
Source Reference: Accessibility for Ontarians with Disabilities Act, 2005 Customer Service Standard 429/07 http://www.e-laws.gov.on.ca/html/source/regs/english/2007/elaws_src_regs_r07429_e.htm, Ontario Dog Owners’ Liability Act http://www.e-laws.gov.on.ca/html/statutes/english/elaws_statutes_90d16_e.htm
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services has obligations under the Ontario Occupational Health & Safety Act (OH & SA), the Ontario Human Rights Code (OHRC), the Accessibility for Ontarians with Disabilities Act (AODA), as well as its commitment to support employees with disabilities.
The AODA has specific requirements to document Individual Accommodations Plans (IAP) as part of disability accommodation, or when facilitating the return to work plans for employees away from work due to a disability, or when accommodating an employee. Reference should be made to the policies and procedures related to accommodation and return to work.
PROCEDURE:
1. When developing disability accommodation plans for employees, all planning will include an IAP. Disabilities which require accommodation may be temporary or permanent in nature and may or may not be part of a return to work plan.
2. All cases of accommodation due to disability will be documented and outline the steps HSCA took to review the request. The IAP will include: a) The manner of the employee’s participation in the development of the IAP; b) The means of assessment on an individual basis; c) Identification of any accommodations to be provided d) Timelines for the provision of accommodations e) Upon request, an evaluation by outside medical or another expert, at HSCA expense, to assist with determining accommodation needs and how to best achieve accommodation;
247 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
f) Upon request, union representation for the employee, or another HSCA colleague, as appropriate; g) Steps taken to protect the privacy of the employee’s personal information; h) Frequency with which the IAP will be reviewed and updated, and the manner in which it will be done; i) A format that takes into account the employee’s disability needs; j) If requested, any information regarding accessible formats and communications supports provided; k) Individual workplace emergency response information, if necessary; l) Identification of any other accommodation that is to be provided.
3. In the event that an IAP is denied, reasons for the denial must be provided to the employee.
4. An IAP template is available to use when addressing disability accommodation requests or developing return to work plans. An alternate format can be used, provided all areas are addressed within the documents.
5. It is the responsibility of the Human Resources Department to complete the IAP, as a member of the Department should be involved in all workplace disability accommodations and return to work plans.
POLICY REFERENCE:
AODA – Customer Service Policy AODA – Communication Supports Procedure AODA – Use of Assistive Devices Procedure AODA – Use of Service Animals Procedure AODA – Use of Support Person Procedure AODA – Notice of Service Disruption Procedure AODA – Feedback Procedure AODA – Emergency Response Form AODA – Individual Accommodation Plans Procedure AODA – Training Procedure
248 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
13. HEALTH AND SAFETY POLICY HEALTH AND SAFETY RESPONSIBILITIES POLICY:
Health and Safety Responsibilities Policy 1310 Chapter 13: Health and Safety Department: Human Resources Date Approved: Date Revised: Source Reference: Health & Safety – Ontario Ministry of Labour, https://www.labour.gov.on.ca/english/hs/
POLICY: Dnaagdawenmag Binnoojiiyag Child & Family Services objective and intent is to provide a safe and healthy workplace for employees, visitors, and people receiving services. This responsibility is shared with its employees for identifying and solving health and safety problems and risks. It is the responsibility of all employees to understand their role and responsibility in maintaining a safe workplace and reducing workplace injuries.
PROCEDURE:
1. The Agency will ensure Occupational Health and Safety is achieved by: a) Fostering an environment which encourages and rewards safe operating practices and employee participation; b) Ensuring the enactment of policies, practices, and programs as described in all Provincial Health and Safety Legislation; c) Directing the design and implementation of comprehensive Health and Safety Program; d) Dedicating an adequate level of resources to Occupational Health and Safety; e) Including accountability and responsibility for health and safety in all positions; f) Working in partnership with all stakeholders.
2. No Agency Worker Will: a) Remove or make ineffective any protective device required by the regulations or by his or her employer without providing an adequate temporary protective device and when the need for removing or making ineffective the protective device has ceased the protective device will be replaced immediately; b) Use or operate any equipment, machine, device or thing, or work in a manner endangering themselves or another worker; c) Engage in any prank, contest, feat of strength, unnecessary running, or rough and boisterous conduct.
249 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
3. The following list the responsibilities of various positions:
BOARD OF DIRECTORS:
The Board of Directors are required to ensure the Agency complies with the Occupational Health and Safety Act as follows: a) Ensure the development and maintenance of a Health and Safety Committee; b) Review and approve the Terms of Reference for the Health & Safety Committee; c) Review and approve Health and Safety Policies and Procedures; d) Ensure follow up on inspections, work stoppages, injuries and recommendations; e) Ensure appropriate members of the Health and Safety Committee are Certified.
EXECUTIVE DIRECTOR: a) The Executive Director is responsible to provide overall responsibility for the safety direction; b) Ensure all established safety policies are administered and enforced; c) Provide information, instruction, and supervision to a worker; d) To protect the health and safety of all employees; e) Monitor departments, projects, and hold employees accountable for their individual safety performance; f) Set objectives and communicate them; g) Evaluate performance; h) Review safety performance at management meetings; i) Ensure the development and maintenance of the Health & Safety Committee; j) Ensure at minimum two (2) of the Health & Safety Committee members are certified; k) Ensure there is equal representative of workers and Management on the Health & Safety Committee. Appoint Management representatives to sit on the Committee; l) Follow up on inspections, injuries, work stoppages and recommendations; m) Appoint a Secretary to record minutes of the Health & Safety Committee; n) Ensure the work place is inspected as required; o) Ensure the equipment, materials, and protective devices as prescribed are provided and maintained in good condition; p) Ensure the equipment, materials, and protective devices provided are used as prescribed; q) In a medical emergency for the purpose of diagnosis or treatment, upon request, provide information in the possession of the employer, including confidential business information to a legally qualified medical practitioner and to other persons as may be prescribed; r) Will ensure when appointing a Supervisor to appoint a competent person; s) Ensure to take every precaution reasonable in the circumstances for the protection of the worker;
250 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
t) Ensure to acquaint a worker or a person in authority over a worker, with any hazard in the work and in the handling, storage, use, disposal, and transport of any article, device, equipment or a biological, chemical or physical agent; u) Ensure to provide cooperation and assistance to the Health & Safety Committee in the carrying out by the Committee of any of their functions; v) Ensure to post in the workplace a copy of the Occupational Health & Safety Act and any explanatory material prepared by the Ministry outlining the rights, responsibilities, and duties of workers; w) Ensure to post the Health & Safety Policy and Procedures; x) Ensure to provide to the Health & Safety Committee the results of a report respecting occupational health and safety in the employer’s possession and if the report is in writing, submit a copy of the portions of the report concerning occupational health and safety; y) Ensure to keep and maintain accurate records of the handling, storage, use and disposal of biological, chemical, or physical agents as prescribed.
HEALTH AND SAFETY COMMITTEE MEMBERS: a) Ensure the Agency safety policy and commitment to safety is understood and followed by all employees, Senior Managers, and Supervisors; b) Provide safety direction based upon the Agency's health and safety program; c) Ensure all established safety policies are administered and enforced; d) Set objectives and communicate them; e) Evaluate safety performance of employees; f) Provide information, instruction, and assistance to all employees in order to protect the health and safety of all employees; g) Provide ongoing safety education programs and approved Standard First Aid and C.P.R. training courses as required; h) Monitor departments and projects and hold employees accountable for their individual safety performance; i) Assist to provide all Senior Managers/Supervisors with an understanding of accident prevention as well as relevant Occupational Health and Safety Legislation; j) Ensure that all accident/injury/incident forms are completed properly and within the time frame set by Agency policy; k) Ensure the safety inspections are conducted thoroughly and on time; l) Ensure all known safety hazards are recorded and a system is put into place to correct any safety deficiencies; m) Ensure first aid standards are met; n) Ensure the personal protective equipment program is functional and being enforced; o) Maintain a first aid logbook or record of first aid provided; p) Requisition all first aid supplies and equipment.
251 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
SENIOR MANAGERS AND SUPERVISORS: a) Learn and apply the Agency safety policies and relevant Occupational Health and Safety Legislation; b) Ensure all employees are educated to work in a safe manner and all protective devices and procedures required by the Agency and Safety Legislation are used; c) Advise all employees of any potential or actual dangers and how to isolate, prevent, and remove them; d) Arrange for medical treatment as required, in the case of injury illness including transportation to a medical Agency; e) Record and investigate accidents, incidents, potential losses, and property damage; f) Advise management and safety committees on how to prevent similar accidents/incidents in the future; g) Be involved in the Agency safety inspection program and carry out on-going safety inspections within area of responsibility; h) Correct physical conditions, which are liable to cause or have caused accidents. i) Ensure a first aid kit is provided for each office and Agency vehicle; j) Provide a good example for employees by always directing and performing work in a safe manner; k) Enforce all established safety regulations and work methods; l) Take every precaution reasonable in the circumstance for the protection of the worker; m) Where so prescribed, provide a worker with written instructions as to the measures and procedures to be taken for the protection of the worker; n) Advise a worker of the existence of any potential or actual danger to the health and safety of the worker of which the Supervisor is aware; o) Ensure the worker uses or wears the equipment, protective devices or clothing that the worker’s employer requires to be worn or used.
EMPLOYEES AND WORKERS: a) Learn and apply the Agency safety policies and relevant Occupational Health and Safety legislation; b) Work in a safe manner and all protective devices and procedure required by the Agency and Safety Legislation are used; c) Tell the employer or supervisor about any known missing or defective equipment or protective device that may be dangerous; d) Report any known workplace hazard or violation of the Act to the employer or supervisor; e) Not remove or make ineffective any protective device required by the employer or by the regulations; f) Provide a good example to coworkers by always performing work duties in a safe manner; g) Adhere to all established safety regulations and work methods;
252 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
h) Obtain information from employer about potential risks and how to complete work duties in a safe manner; i) Make recommendations about resolving potential health and safety issues.
POLICY REFERENCE:
Health and Safety Committee Policy Workplace Inspections Policy Work Refusal Policy Employee Accidents: Reporting and Investigation Policy Board of Directors Policy and Procedure Manual
253 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
HEALTH AND SAFETY COMMITTEE:
Health and Safety Committee 1320 Chapter 13: Health and Safety Department: Human Resources Date Approved: Date Revised: Source Reference: Occupational Health and Safety Act - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_90o01_e.htm, Workplace Hazardous Materials Information System (WHMIS): A Guide to the Legislation - https://www.labour.gov.on.ca/english/hs/pubs/whmis/
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will ensure a Health and Safety Committee will be developed to prevent accidents and promote employee safety through education, training and awareness. The Agency will adhere to the Occupational Health and Safety Act (OHSA) Regulations. A Terms of Reference will be developed for the Health and Safety Committee, reviewed on an annual basis and approved by the Board of Directors.
PROCEDURE:
1. The purpose of the Health and Safety Committee is to prevent accidents and promote employee safety through education, training and awareness. The Committee will encourage cooperation between employees, management and the Health and Safety Committee. The Committee will adhere to the Occupational Health and Safety Regulations.
2. The Health and Safety Committee is a group of equal representation of management and staff and will consist of a minimum of four (4) members. Two (2) members will be selected by the employer and two (2) members will be selected by employees or workers.
3. The quorum of the committee is four (4) members. Two (2) members will be management representatives and two (2) members will be employee or worker representatives.
4. Each member will serve a term of three (3) years. A committee member may be elected for an additional second term.
5. The Health and Safety Committee will have a secretary appointed by the Executive Director. The secretary will not be able to participate in the business of the Committee and is not able to vote.
6. The Human Resource Manager will be an advisor to the Committee with non- voting privileges.
254 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
7. The names and work locations of the Health and Safety Committee will be posted in all Agency offices in a location where they are mostly likely to come to the attention of employees or workers.
8. The responsibilities of Health and Safety Committee Members are the same as those outlined in Health and Safety Responsibilities Policy.
9. The Health and Safety Committee is directly accountable to the Senior Management Team through submission of monthly minutes and indirectly accountable to employees through posting of monthly minutes.
10. Meeting minutes will be signed by the Co-chairs and posted in the workplace within one (1) week of the meeting.
11. The function of the Health & Safety Committee is: a) To identify, evaluate, and recommend a resolution of all matters pertaining to health and safety in the workplace, to management; b) To recommend continuing education and training programs so all employees are knowledgeable in their rights, responsibilities, and duties under the Occupational Health and Safety Act and Dnaagdawenmag Binnoojiiyag’s Policy and Procedures; c) To address matters related to Hazardous Materials, where applicable; d) To deal with any health, safety, or environmental matters the Health & Safety Committee deems appropriate; e) To work in compliance with Section 9 of the Occupational Health and Safety Act.
12. Training will be provided to a minimum of two (2) members; one (1) presenting management and one (1) representing employees or workers. Training will include certification in Health and Safety in Part 1, Basic Certification and Part 2, Work-place Specific Hazard Training.
13. There will be two (2) co-chairs; one (1) representing the employer and one (1) representing the employees or workers. The co-chairs will alternate chairing meetings.
14. The committee will meet at a minimum of every three (3) months and will be no more than (2) hours in length.
15. The committee will conduct inspections, take part in investigations and testing, and make recommendations to senior management to improve health and safety in the workplace.
16. The committee’s membership and Terms of Reference will be approved by Dnaagdawenmag Binnoojiiyag Child & Family Services Board of Directors. The Terms of Reference will be reviewed by the Committee on an annual basis.
255 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
17. The Terms of Reference will include the following headings: • Purpose; • Accountability; • Function; • Inspections; • Recommendations; • Accident Investigations; • Work Refusal; • Dangerous Circumstances Investigations; • Induction of New Members; • Membership; • Posting Names and Work Location of Members; • Training/Certification; • Co-chairs; • Minutes; • Selection of Secretary; • Quorum; • Term of Office; • Meeting Dates; • Agenda; • Approval by Board of Directors; • Review of Terms of Reference.
POLICY REFERENCE:
Organizational Structures Policy Board of Directors Policy and Procedure Manual Health and Safety Responsibilities Policy
256 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
HEALTH AND SAFETY POSTED MATERIAL:
Health and Safety Posted Material 1330 Chapter 13: Health and Safety Department: Human Resources Date Approved: Date Revised: Source Reference: Occupational Health and Safety Act - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_90o01_e.htm, Employment Standards Act, R.S.O. 2000 - - http://www.e- laws.gov.on.ca/html/statutes/english/elaws statutes 00e41 e.htm,
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will ensure Health & Safety documents are posted in a place most likely to be seen by workers.
PROCEDURE:
1. The Health & Safety Committee will ensure the following material will be posted on the staff Webpage and in each Agency office location on the employee bulletin board: a) “Health & Safety at Work; Prevention Starts Here”; b) “What You Should Know About the Ontario Employment Standards Act”; c) Occupational Health & Safety Act; d) Dnaagdawenmag Binnoojiiyag’s Health & Safety Policies and Procedures; e) Workplace Violence, Harassment, Bullying and Discrimination Policy and Procedure; f) Health & Safety Committee Members’ Names and Locations; g) Health & Safety Committee Terms of Reference; h) Health & Safety Committee Meeting Minutes; i) Health & Safety Committee Inspection Reports; j) Ministry of Labour Orders.
POLICY REFERENCE:
Health and Safety Committee Policy Violence, Harassment, Bullying and Discrimination Policy
257 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
WORKPLACE INSPECTIONS:
Workplace Inspections 1340 Chapter 13: Health and Safety Department: Human Resources Date Approved: Date Revised: Source Reference: Occupational Health and Safety Act - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_90o01_e.htm, Ministry of Labour - http://www.labour.gov.on.ca/english/hs/pubs/ohsa/ohsag_part8.php
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will ensure regular workplace inspections take place for the health and safety of employees and visitors to the Agency.
PROCEDURE:
1. The Health and Safety Committee Member and a Supervisor or Senior Manager will be the inspectors to undertake workplace inspections.
2. Planned inspections of the workplace must be carried out monthly. However, where it is not practical to inspect the entire workplace monthly, the physical condition of the workplace can be inspected on a yearly basis with at least a part of the workplace being inspected monthly (Occupational Health & Safety Act R.S.O. 1990, c.0.1, s 9 (26, 27). The schedule and scope of the workplace inspection should be determined by each individual Health & Safety Committee.
Workplace layout: What goes on where and when and what materials are used? Standards: What legal regulations, industry standards, employer rules apply to the process and equipment used in the work area? Controls: What controls, emergency procedures and protective equipment are used? Problem indicators: What concerns have been reported about this area that may indicate potential hazards (injury reports, worker complaints, work refusals, etc.)?
3. Workplace Inspection Checklist: a) A checklist of potential hazards specific to the workplace that is used during an inspection;
258 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
b) Floor plans or surveys: floor plan of the area showing the location of machines and equipment and other physical features of the area such as stairwells, ventilation ducts and so on; c) Process or operations flow charts: flow charts supplement block diagrams and contain notes and diagrams that explain how the various elements of a process or operation interact with each other; d) Material records: reminder of which materials are present in the work area and how they are used and stored there; e) Machinery and equipment records: records should describe each device used in the work area to be inspected.
Conducting an Inspection:
The object of the inspection is to conduct a systematic examination of anything or procedure that might pose a hazard to the health or safety of any person in the workplace. Inspections should also include a follow-up review of recently installed controls to see if they are working appropriately, as well as verification of compliance with a Ministry of Labour inspector's order.
Although inspections are meant to focus on the Workers regularly employed in the work area, it is also important to be aware of others who move in and out of the area to conduct maintenance, make deliveries or perform other tasks.
A Supervisor of a workplace or work area who is available but not present during the inspection should be notified of problems/deficiencies prior to the designated member leaving the site or as soon as reasonably practicable (within 72 hours).
Inspection Report:
All health and safety concerns raised during the physical inspection should be recorded on an appropriate Health & Safety Committee-approved Workplace Inspection Report and signed by the member(s) performing the inspection.
Report Distribution:
A copy of the Inspection Report must be provided to the appropriate Management staff responsible for corrective action. In addition, the Inspection Report should be distributed to the Health & Safety Committee and posted on the Worksite Safety Notice Board. Outstanding items collected from the Workplace Inspection Forms should be standing items at Health & Safety Committee meetings.
259 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
Recommendations: a) Unresolved issues should be addressed through written recommendations prepared by the Health and Safety Committee and provided to appropriate management staff (OHS Act R.S.O. 1990, c.0.1, s 9 (18c); b) Management must respond to recommendations within 21 days (OHS Act R.S.O. 1990, c.0.1, s 9 (20). A written response must include a schedule for implementing recommendations or reasons for any disagreement on recommendations; c) Unresolved recommendations should be submitted to the Senior Manager of the committee's service area, Human Resources, Health & Safety staff, and the Health & Safety Committee; d) All items noted will be written on the Inspection Report Form and assigned a number, month and year. (3-8-19 would be on the third item listed during the month of August 2019 inspection); e) At the conclusion of the inspection, hazard ratings will be agreed upon by the Health and Safety Committee Member and a Supervisor or Senior Manager and assigned to each item and each will sign the inspection report in the appropriate area; f) Copies of the report will be made and retained by each inspector and a copy will be forwarded to the Executive Director; g) The Executive Director will meet with the inspectors and jointly they will assign planned completion dates for all items on the list. Any “A” rated items will be completed on the day of the inspection. Any “B” rated items will be completed within two days of the inspection. Any “C” rated items will be completed before the next inspection.
4. At the next scheduled Health & Safety Committee meeting, the Health & Safety Committee Member will review the Audit Form with the committee members noting actual completion dates written in the appropriate area on the form. Any outstanding items on the form will have a new planned completion date written in the comments section.
5. The Secretary of the Health & Safety Committee will make copies of the Audit Form for all the members of the committee and all outstanding items will become part of the committee meeting minutes under the heading “Outstanding Items from Previous Inspections”. These items will continue to repeat as an item on the committee meeting minutes until a satisfactory resolution has been reached.
6. All inspection reports will become a permanent record of the Health & Safety Committee and will be filed appropriately.
POLICY REFERENCE: Health and Safety Responsibilities Policy Health and Safety Committee Policy
260 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
WORK REFUSAL:
Work Refusal 1350 Chapter 13: Health and Safety Department: Human Resources Date Approved: Date Revised: Source Reference: Occupational Health and Safety Act - http://www.e-
POLICY:
Any employee within the Dnaagdawenmag Binnoojiiyag Child & Family Services has the legal right to refuse work or do a particular job where he or she has reason to believe that it is an unsafe condition.
PROCEDURE:
1. Upon refusing the work, the employee must notify their Supervisor.
2. An employee may refuse to work or do particular work where he or she has reason to believe: a) Any equipment, machine, device, or thing the employee is to use or operate is likely to endanger himself, herself, or another employee; b) The physical condition of the workplace or part thereof in which he or she works or is to work is likely to endanger himself or herself; c) Workplace violence is likely to endanger himself or herself; d) Any equipment, machine, device, or thing he or she is to use or operate or the physical condition of the workplace or the part thereof in which he or she works or is to work is in contravention of the Occupational Health and Safety Act or the regulations and such contravention is likely to endanger himself, herself, or another employee.
3. The Supervisor, the employee and the Health and Safety Committee will investigate the situation promptly.
4. The employee will not be required to continue the work being refused until the investigation is complete and the employee is satisfied with the outcome.
5. Pending the outcome of the investigation, the employee will remain, during their normal working hours, in a safe place as near as reasonably possible to his or her work station and available to the investigators for the purpose of the investigation.
261 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
6. The supervisor may assign the employee reasonable alternative work during the employee’s normal working hours during the investigation.
7. Pending the outcome of the investigation, no employee will be assigned to use or operate the equipment, machine, device, or thing or to work in the workplace or in the part of the workplace being investigated unless, in the presence of a health and safety committee member, the employee has been advised of the other worker’s refusal and of his or her reasons for the refusal.
8. If, following the investigation, the situation is not resolved, the Health and Safety Committee will immediately notify the Executive Director who will investigate the concern.
9. If the Executive Director cannot resolve the employees’ refusal, the Executive Director will notify the Ministry of Labour.
10. While waiting for the Ministry of Labour to arrive, the employee concerned may be assigned to alternative work.
11. An inspector from the Ministry of Labour will investigate the refusal to work in the presence of Management, the employee, and the Health and Safety Committee Member.
12. The inspector will give the decision in writing. Any directives must be followed.
13. During any part of this refusal to work, the employee will be deemed to be at work and paid accordingly.
POLICY REFERENCE:
Health and Safety Committee Policy Harassment & Discrimination Policy
262 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
ALLERGIES:
Allergies 1360 Chapter 13: Health and Safety Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will work with Agency employees to minimize the risks for employees with common allergies and all co-workers will cooperate in the Agency efforts to reasonably accommodate these employees’ health concerns by following the procedures described below while on or off Agency premises.
PROCEDURE:
1. Upon hiring or any time thereafter, employees with allergies are encouraged to disclose their allergy to the Human Resource Manager and provide a written description of their specific symptoms, actions to be taken if a reaction occurs and provide a list of any drugs the employee’s physician has prescribed in case of an allergic reaction. This information will be maintained in a file separate from the employee’s personnel file. The employee’s Supervisor and co-workers will be notified as required.
2. Employees with an allergy will be permitted to post a notice in their work area describing their allergy, what allergens they must avoid and actions to be taken if they experience an anaphylactic shock.
3. Employees are expected to cooperate by becoming familiar with the employee’s specific allergens and refrain from bringing them into the work place or to any other work related site the employee with the allergy attends. An employee organizing a catered meal will emphasize to the caterer the importance of leaving out ingredients which may cause an allergic reaction to a specific employee. Extreme caution is required for employees who are allergic to nuts or peanuts as even a trace of grated nuts or the smell of peanuts can cause an allergic reaction.
263 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
EMERGENCY PREPAREDNESS FIRE:
Emergency Preparedness: Fire 1370 Chapter 13: Health and Safety Department: Human Resources Date Approved: Date Revised: Source Reference: Occupational Health and Safety Act - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_90o01_e.htm, A Health and Safety Guide for Your Workplace: Fire Extinguishers - http://www.iapa.ca/pdf/freedownloads8_fireext.pdf, Fire Protection and Prevention Act, 1997 - http://www.e-laws.gov.on.ca/html/regs/english/elaws_regs_070212_e.htm
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will ensure to develop and keep an updated emergency plan at each site in the event of a fire as a safety measure for all who may need to evacuate the premises.
PROCEDURE:
1. The instructions are posted in all areas necessary to ensure instructions are visible to all employees, people receiving services, and others.
2. It is the responsibility of all employees to bring to the attention of their immediate Supervisor or the Health and Safety Committee Member, the existence of potential fire risks.
3. The Health and Safety Members will stay current on any changes in fire regulations and prevention strategies beneficial to the Agency.
4. The Executive Director in conjunction with other Regional and Satellite Office landlords arrange for annual inspections by a qualified Fire Prevention Officer. The inspection will identify any potential hazards, recommend improvements and check all alarms and fire equipment such as extinguishers.
5. The Health and Safety Committee Member and/or the Senior Manager responsible for the visiting offices including the main office will ensure: a) The Receptionist and/or each office building has a list of telephone numbers to local fire departments, police, and fire safety inspectors; b) All fire safety visual signs are adequate i.e. No Smoking; Fire Exits; c) All fire extinguishers are in good working order;
264 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
d) An employee and a designate is appointed at each office to coordinate fire evacuations; e) Safety checks are arranged where employees participate and respond to simulated fire situations by contacting the relevant Community Fire Chief 6. All hazards identified during the monthly or annual inspections will be followed up within a month of the inspections. When this is not possible, the issue will be referred to the Health and Safety Committee Member.
7. The Health and Safety Committee is responsible for the development of a fire prevention and evacuation program for all Agency offices.
8. The prevention program will include at minimum the following features: a) Placement and selection of the types of extinguishers and smoke detectors consistent with the type of combustibles in the area. The following guidelines will be used: i. Class “A” - ordinary, combustible material fires; ii. Class “B” – flammable, Liquid or grease fires; iii. Class “C” - energized, electrical equipment tires.
b) Properly mounted and easily accessible extinguishers. If less than 40 pounds, the top must be no more than 5 feet above the floor; if greater than 40 pounds, the top must be no more than 3.5 feet above the floor; c) Monthly inspection of fire extinguishers and smoke detectors. Check to ensure the fire extinguisher is at the appropriate setting; d) Annual servicing of all fire extinguishers; e) Regular fire drills, including a record of all drills, response times and areas for improvements; f) Regular inspection of exits to ensure they are clear; g) Training of all employees on the sale and appropriate use of extinguishers, other equipment, evacuation procedures, fire plan, and their role in case of an emergency.
9. The following procedures will apply when discovering a fire: a) On discovery of a minor fire, the employee will attempt to put out the fire with an in- house fire extinguisher if the employee is confident it is a minor fire with no potential to develop into a major fire; b) On discovery of a major fire, the employee will assist anyone in immediate danger, notify all employees to evacuate the building, sound the fire alarm immediately if there is one available and contact the fire department; c) Once the situation is under control and in the case of either a minor or major fire, the Health and Safety Committee Member and the Executive Director will be notified immediately;
265 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
d) Within 24 hours the employee discovering the fire will complete an accident report and submit to the Health and Safety Committee and the Executive Director. The Executive Director will be responsible for notifying the appropriate insurance company; e) The Executive Director or designate will complete a report and submit a copy to the Board of Directors and the Health and Safety Committee; f) The local fire chief’s office will determine if investigative actions are required; g) Recommendations to prevent a reoccurrence will be prepared by the Executive Director and submitted to the Management Team for follow up.
POLICY REFERENCE:
Health and Safety Committee Policy
266 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
EMPLOYEE ACCIDENTS: REPORTING AND INVESTIGATION:
Employee Accidents: Reporting and Investigation 1380 Chapter 13: Health and Safety Department: Human Resources Date Approved: Date Revised: Source Reference: Occupational Health and Safety Act - http://www.e- laws.gov.on.ca/html/statutes/english/elaws_statutes_90o01_e .htm
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will ensure measures are in place for employees to report workplace accidents. Investigations will be completed on the accidents and incidents and reports will be reviewed to improve workplace safety.
PROCEDURE:
1. All workplace accidents must be reported by the employee to their immediate Supervisor whether someone was injured or not. The closest member of the Management Team will be responsible to investigate the incident and provide an Accident Report to the Health and Safety Committee and Senior Management Team.
2. An Employee Accident Report must be completed for all accidents whether or not an injury occurred. The cause of the accident will be investigated and remedial actions will be taken to correct the situation if required.
3. When an accident occurs the closest member of the Management Team will: a) Make sure first aid has been given immediately if required; b) Ensure immediate transportation to a hospital, a physician or the employee’s home is provided if necessary at the expense of the Agency; c) Notify the Health and Safety Committee and employee’s immediate Supervisor of the injury or accident; d) Complete the Employee Accident Report. Give one copy to the employee; e) Ensure the first aid treatment given to the injured person (employee, volunteer, person receiving services, or visitor) is recorded; f) Submit the completed Employee Accident Report to the employee’s Senior Manager, Executive Director, Health and Safety Committee, and the Human Resources Assistant within three (3) days of learning of the accident.
267 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
4. The employee will: a) Promptly obtain Standard First Aid and C.P.R. if able and/or required; b) Notify the Supervisor when an accident occurs as soon as possible; c) If the injury results in extended leave from work, the employee will request the Short Term Disability Form from the Human Resource Manager or designate; d) Give the physician/qualified practitioner the completed Employee Accident Form and Disability Form (if required);\ e) Complete and promptly submit the Employee Accident Form to the Supervisor and Disability Form (if required) to the Insurer; f) A physician/qualified practitioner must authorize time lost. The employee must keep their Supervisor informed of their progress and expected date of return; g) If a physician/qualified practitioner verifies the employee is fit for further work that day, the employee will return to work.
5. The Agency will pay full wages and benefits for the day or shift on which the injury occurred. Any subsequent days required for recovery, sick leave credits, accumulated overtime or annual vacation will be applied in accordance to the Sick Leave Policy.
6. Employees in a Supervisory capacity are directly accountable and responsible for ensuring: a) Safety hazards are corrected; b) All accidents are reported to the Health and Safety Committee; c) A safe work environment is maintained at all times, including maintaining all equipment in safe working order; d) Employees are trained in proper operating procedures as they relate to the employee’s particular position and area of responsibility.
7. It is the responsibility of each employee to protect their own health and safety as well as the health and safety of their fellow employees by performing their job properly, in accordance with established procedures and reporting all safety hazards and accidents found in the work place to the immediate Supervisor.
8. All accidents and incidents will be reviewed by the Health and Safety Committee for recommendations to improve workplace safety.
268 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
POLICY REFERENCE:
Health and Safety Committee Policy Organizational Structures Policy Short and Long-Term Disability Benefits Policy Sick Leave and Injury Policy Overtime Leave Policy Annual Leave Policy
269 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
INCLEMENT WEATHER:
Inclement Weather 1390 Chapter 13: Health and Safety Department: Human Resources Date Approved: Date Revised: Source Reference: Ministry of Transportation, http://www.mto.gov.on.ca/english/traveller/conditions/northeastern.shtml
POLICY:
It is the obligation of all employee to come to work regularly and on time. Occasionally, during the winter months there may be weather conditions which may prohibit or delay the delivery of regular service to our clients. This may include an entire day or delay in programming until staff can arrive safely.
In severe weather conditions, the office may be shut down due to the unsafe driving conditions for employees and/or clients.
PROCEDURE:
1. Being responsible to deliver child welfare services to children, youth and families every effort will be made to maintain the delivery of services to the communities served.
2. The decision to close the offices or restrict service delivery will be made by the Executive Director or Designate after a thorough review of weather alerts, warning and or advisories keeping service spectrum in view as a guideline.
3. When a decision to close the office(s) or restrict service delivery has been made, the Executive Director or Designate will ensure emergency services are arranged and communities are advised. Residents will be notified about the office closure and the availability of emergency services by the local radio station, Dnaagdawenmag Binnoojiiyag Twitter feed and Facebook page. Each office and appropriate staff will ensure outgoing messages reflect the closure and availability of emergency service.
4. When service delivery has been restricted or curtailed, specific staff members may be released earlier than others because of home location, road conditions etc. The decision will be made at the managerial level. Time missed may be made up using either Floater Days, Authorized Absence Days, Vacation Days or flexible working hours.
270 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
5. Where staff are delayed in their attempts to get to work, they should advise their immediate supervisor of their circumstances and expected time of arrival. Time missed may be made up using either Floater Days, Authorized Absence Days, Vacation Days or flexible working hours.
6. In addition, there are times when employees must use their own judgement to determine their ability to drive safely. If the decision is made to not attend the work place time missed may be made up using either Floater Days, Authorized Absence Days, Vacation Days or flexible working hours.
7. Supervisors have the responsibility to ensure their employees are properly notified of the closure. Employees in turn have the responsibility to cancel any planned meetings and notify all participants or clients.
8. Supervisors and Senior Managers will be responsible for ensuring essential services are attended to during an office closure.
9. Employees who are on vacation or other paid leaves of absence cannot substitute these days for office closure days.
POLICY REFERENCE:
Authorized Absence Time Service Policy
271 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
IDENTIFICATION CARDS:
Identification Cards 13100 Chapter 13: Health and Safety Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services provides identification cards for all employees, volunteers, students and visitors and requires that cards be worn at all times when off- site on Agency business.
PROCEDURE:
1. Upon hiring, volunteer or student placement, individuals will be issued an identification card with photo identification by the Information Technology Manager.
2. Visitors and guests will be issued a guest identification card by the Information Technology Manager when they are on-site on Agency business.
3. The identification card is to be worn at all times when offsite on Agency business and must be visible to others.
4. Lost or stolen identification cards must be reported immediately to the immediate Supervisor.
5. Upon termination of employment, volunteer or student placement or upon an extended leave of absence (according to policy), the identification card must be turned into to the Agency.
6. The identification card will include: a) Agency Name and Logo; b) Employee’s first and last name; c) Photo; d) Position; e) Date of issue.
7. At the end of five years, permanent employees will have their photo taken and a new, updated card will be issued to them.
272 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
POLICY REFERENCE:
Orientation of Employees Policy Termination Policy Information Technology Policy Service Policy Finance Policy and Procedure Manual
273 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
SMOKING IN THE WORKPLACE:
Smoking in the Workplace 13110 Chapter 13: Health and Safety Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will ensure a smoke free environment. Employees are not permitted, under any circumstances, to smoke in the apartments or homes of people receiving services or when transporting persons receiving services in the Agency vehicles or private vehicles.
PROCEDURE:
1. All employees and visitors are prohibited from smoking in all the Agency buildings. This includes meeting rooms, hallways, washrooms, offices and common access areas. Smoking is prohibited in all the Agency owned and leased vehicles at all times. A “No Smoking” sign will be placed in all vehicles and at the entrance of the buildings and in noticeable locations within the building.
2. The Executive Director will have the authority to designate smoking areas outside of the Agency buildings. To avoid the accumulation of smoking litter, a smoking receptacle will be provided in the designated area. It will be the responsibility of the employees who smoke to keep the area clean.
3. In the event of persistent non-compliance with this policy or in response to specific complaints, appropriate action will be taken including disciplinary action.
4. An exception where tobacco use is permitted is when tobacco is part of a traditional ceremony being held in the work place.
5. Employees are expected to follow all applicable bylaws in other work places that they visit as part of their work as an Agency representative.
POLICY REFERENCE:
Managing Work Expectations Cultural Policy Finance Policy and Procedure Manual
274 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
SCENT FREE:
Scent Free 13120 Chapter 13: Health and Safety Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Dnaagdawenmag Binnoojiiyag Child & Family Services will provide a scent-free environment for all employees and visitors.
PROCEDURE:
1. Employees and clients will be informed of this policy through signs posted in buildings, the policy manual, promotional materials, and during orientation.
2. Visitors will be informed of this Scent Free Policy through signs and it will be explained to them by their host.
3. The Agency also requires all materials used for cleaning will be scent-free.
4. Notices for meetings will also include a reminder of the Agency’s Scent-Free Policy.
POLICY REFERENCE:
Health & Safety
275 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
SEAT BELT SAFETY:
Seat Belt Safety 13230 Chapter 13: Health and Safety Department: Human Resources Date Approved: Date Revised: Source Reference: Canadian Motor Vehicle Safety Standards, Motor Vehicle Restraint Systems and Booster Seats Safety Regulations (SOR/2010-90) - http://laws-lois.justice.gc.ca/eng/regulations/SOR- 2010-90/, Ministry of Transportation, Seat Belts: Stay Safe and Secure - http://www.mto.gov.on.ca/english/safety/choose-carseat.shtml
POLICY:
All employees, children and families in the Agency’s care will be properly secured in motor vehicles during transportation following the Canadian Motor Vehicle Safety Standards, Ministry of Transportation regulations and other applicable laws and regulations. Employees and care givers will be trained every two years in proper techniques to install car and booster seats. This policy will apply to personal vehicles which will be inspected during orientation.
PROCEDURE:
1. All company and personal vehicles used in the transportation of children in the care of the Agency must be equipped with a professionally and properly installed tether or anchor bolt which must be installed in accordance with the manufacturer of the vehicle installation instructions.
2. Staff will be trained in the proper technique to install car seats and booster seats every two years. Other care providers will be trained before transporting children.
3. All children under the age of thirteen (13) must be safely secured in the back seat away from all active air bags and using the appropriate size and type of car seat for their age and size.
4. All passengers and drivers must be safely secured in the vehicle using manufacturer installed seat belts.
5. All infant car seats, child car seats, and booster seats cannot be altered in any way and must meet the Canadian Motor Vehicle Safety Standards with the identifying label attached. Infant, car, and booster seats without the Canadian Motor Vehicle Safety Standards label cannot be used to transport children. The car seat must meet the following requirements:
276 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
a) Manufactured for use in Canada and purchased in Canada; b) Date of manufacture clearly labeled on the seat; c) Car seats over 6 years old should not be used, nor should a seat past the expiry date; d) A copy of the Owner’s Manual from the manufacturer must accompany the seat; e) Car seat must pass any Agency safety inspections.
6. A member of the Health and Safety Committee will ensure car seats are inspected for the above information on an annual basis.
7. The installation of car seats and booster seats will follow the Canadian Motor Vehicle Safety Standards as follows: a) Newborn Babies and Infants The law requires a rear-facing car seat, away from an active airbag, until babies are at least 9 kilograms (20 lbs.), installed at a 45-degree angle and move no more than 2.5 cm (1in.) where the seatbelt of Universal Anchorage System (UAS) strap is routed through the child car seat. Harness straps should sit at or below a baby’s shoulders. The chest clip should be flat against the chest at armpit level.
b) Toddlers A child can start riding facing forward when he or she is at least 9kg (20 lb.) up to 18kg (40 lb.). The car seat should be installed using the manufacture recommended tether anchor. Shoulder straps must be at or above the child’s shoulders.
c) Pre-school to eight (8) years old The law requires booster seats for children who have outgrown a child car seat but are too small for a regular seat belt. Booster seats are required for children under the age of eight (8), weighing 18kg or more but less than 36kg (40-80 lb.) and who stand less than 145 cm (4 feet 9 inches) tall. Both the lap and shoulder strap must be used with all booster seats.
d) 9 years old and older A child can start using a seatbelt alone once any one of the following criteria is met: i. Child turns eight years old; ii. Child weighs 36 kg (80 lb.); iii. Child is 145 cm (4 feet-9inches) tall.
8. Only those passengers safely secured in a manufacturer installed seat belt may be transported in the motor vehicle.
9. Workers must ensure infants and children leaving their care are safely secure in the appropriate sized car seat in the appropriate location in the motor vehicle if they are not transporting the infant and/or children themselves.
277 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
10. The Agency will ensure the insurance carrier is notified children may be transported in Agency vehicles.
11. Workers using their personal vehicle will ensure their insurance carrier is notified children may be transported in their personal vehicle and must provide proof of $2M Liability coverage as required as a condition of hiring. The personal vehicle will be inspected by a member of the Health and Safety Committee during orientation to ensure it meets the above requirements before the personal vehicle will be used to transport children.
POLICY REFERENCE:
Orientation of Employees Policy Health and Safety Committee Policy Finance Policy and Procedure Manual Child in Care Policy Kinship Policy After Hours Policy Alternative Care Policy
278 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
WORKER SAFETY IN CHILD PROTECTION SERVICES:
Worker safety in Child Protection Services 13240 Chapter 13: Health and Safety Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
The Agency recognizes that due to the nature of child protection work, there is a heightened risk associated with the provision of services to children and families. It is therefore incumbent upon all employees to give full consideration to the degree of risk associated with an individual's work with clients and to make every effort to ensure appropriate measures are taken to prevent the occurrence of potentially harmful situations.
Employees are never expected to place themselves at risk in order to do their job. The Agency does not tolerate abusive behaviours from clients and, where necessary, will plan for, and offer alternate forms of service provision to clients who threaten the safety and well-being of its employees.
All Agency employees are required to immediately discuss with their supervisor any concerns related to their safety or the safety of others including in the provision of services to clients and to develop a plan to manage it in consultation with their supervisor. Supervisors must ensure that appropriate planning occurs, as outlined in the following procedure, to minimize the risk to the employee.
The Personal Protection and Crisis Prevention Procedures also provide guides to preventing violence in the workplace.
Procedure:
Case Risk Assessment
1. Where a family who is not currently receiving service from the Agency is referred to Family Services, or new information is received on an open protection case which involves a person not previously considered with respect to worker safety, the worker responsible for gathering the initial referral information ensures the following is completed within 24 hours of the receipt of the referral/report/new information:
The referent is queried regarding any perceived or known safety risks to the worker as per Standard #1, Child Protection Standards in Ontario. When inquiring about whether there may be worker safety issues, the worker makes attempts to determine through discussion with the referent whether:
279 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
• The client may be violent/hostile; • The situation involves violence or a fatality; • Family members exhibit behaviours that indicate mental illness; • Family members are presently using or selling substances; • The family’s geographic location is potentially dangerous; • Someone in the home has a previous history of violence or possesses a firearm or other weapon; • The family is known to have a dangerous pet; and/or • Family members have a gang affiliation.
A thorough review of the file to gather information which will assist in making a worker safety designation;
Where, as a result of referral information and/or file review, current or historical worker safety concerns are suspected, consideration is given to the need to contact police to gain information which will assist in making a worker safety designation.
2. Upon completion of the above, the worker rates the apparent degree of risk based on the referral information and the known history of any individual residing in the home using the scales outlined below:
High Risk • Client has demonstrated loss of control, violent, aggressive behaviour within the past year; • Client has at any time, physically or sexually assaulted an employee or other service provider, or would have done so if not prevented; • Client has threatened to physically or sexually assault an employee or other service provider within the past year; • Client has a psychiatric condition which has resulted in violence within the past year but is reported to be controlled currently, or • has a psychiatric condition which has resulted in violence within the past year and is not controlled currently; • Client is usually under the influence of alcohol or drugs and is believed to be unable to control violent or aggressive behaviour when under the influence; • The designated place of contact is deemed dangerous for any reason (i.e. police advise drug trafficking occurs from the home, dangerous location, gang involvement); • The employee feels unsafe or believes a safety risk exists.
280 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
Moderate Risk
• Client has demonstrated loss of control, violent, aggressive behaviour in the past, none for at least one year; • Client has made physical or sexual threats against an employee or service provider previously, none for at least one year; • Client has previously physically or sexually assaulted a partner or another person who is not an employee or service provider, none for at least one year; • Client has reacted to stress in a violent manner previously, reacted appropriately to actual stress for at least one year; • Client has a mental/emotional or behavioural condition which has resulted in violence in the past, psychiatric condition reportedly controlled for at least one year; • Client has misused alcohol or drugs and demonstrated loss of control, aggression or violence previously, behaviour controlled for at least one year; • Client is currently or recently believed to be involved with a dangerous person who does not reside in the home, no incident of violence for at least one year.
Low Risk
• Client has no history of physical or sexual assaults against an employee or service provider; • Client has made no threats of physical or sexual harm against any adult for at least two years; • There is no history or current dangerous circumstances involving any person residing in the home for at least two years.
Unknown Risk
• Client has no known face to face or telephone contact with the Society; • There is no available information regarding any person residing in the home.
For all referrals/reports/new information, the worker documents the worker safety rating and the rationale for the rating in the case management system - Child Protection Worker's Safety Concern Section, indicating the specific level of risk and the rationale for the rating; • Referral • Investigation Summary • Ongoing Summary
281 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
3. Where the worker safety rating is determined to be High or Moderate Risk, and until such time that the worker safety rating is Low Risk, the worker and her/his supervisor consider the following safety precautions for all face to face client contacts: • Carrying a cellular phone; • Apply Crisis Prevention Intervention (CPI) techniques; • The appropriateness of worker transport of clients; • "Buddy System" with another worker, F.S.W. etc.; • Police accompaniment; • Use of a neutral location for interviews with parents or caregivers; • Use of main agency or branch offices, rather than home visits, for interviews where back up and/or support is or can be made available (see Workplace Violence Response Procedure); • Consultation and planning with supervisor regarding necessary alerts and degree of monitoring when client is in the building; • Verbal notification to supervisor of time of contact and anticipated return time to office; • Reporting to supervisor immediately following the client interaction; • Review of safety measures during home visits (i.e. back care into driveway; only take necessary items into the home, leave purse, etc. in trunk of care; leave shoes on if possible; sit/stand close to exit and try to ensure no person is between you and the exit, etc.
4. Following a thorough review of all known information about the family, if the referral is considered high to moderate risk the worker and supervisor will develop the investigation plan prior to the commencement of the investigation in order to safely address the potential risks.
5. At the conclusion of the investigation, the worker and her/his supervisor use the criteria as outlined above to review and/or update the rating based on the information known at the conclusion of the investigation summary;
6. If the file is transferred to a different worker, the newly assigned worker and her/his supervisor discuss the Worker Safety Rating and develop a plan for management of worker safety issues which may include, but is not limited to, the precautions outlined in step #4. The details of this discussion, including the agreed upon plan for management of the worker safety issues, are noted in the Supervision Notes and included in the file.
7. The worker and the supervisor ensure that the worker safety issues and plan for management are clearly communicated to any other Agency employees who are involved in the provision of service to the family;
282 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
8. Where it is believed that there may be a risk to an external service provider and the Agency has obtained consents to communicate with the service provider, the worker and her/his supervisor ensure that the collateral is advised of the Worker Safety Rating as determined by the Society, as well as the rationale for the rating;
9. Where it is believed that there may be a physical or sexual risk to an external service provider and the Agency has not obtained consents to communicate with the service provider, the worker may seek authorization from the Executive Director to advise the collateral. If the risk is believed to be imminent, the worker shall contact police to intervene.
10. Where the Agency is providing ongoing service to a client, whether or not a worker safety concern has been identified previously, the worker and her/his supervisor ensure the worker safety rating is reviewed as follows:
a) At the point of a New Referral, Full Case Review and File Closure; b) Whenever new worker safety concerns are identified.
283 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
AGENCY RESPONSE PROCEDURE FOR DEALING WITH A STAFF OR AGENCY THREAT:
Agency Response Procedure for Dealing with a Staff or Agency Threat 13250 Chapter 13: Health and Safety Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
Timely and appropriate responses have been developed to protect the safety of employees and clients in response to a Staff or Agency Treat.
PROCEDURES:
1. When a threat against the health and wellbeing of a staff member(s), or the Agency itself, is received in any form by an employee of the agency, it will be reported immediately to an appropriate Senior Manager.
2. The Senior Manager and worker will develop an immediate safety plan. This will include the following components where appropriate and necessary: a) To manage the immediate crisis situation b) To ensure the safety and wellbeing of all involved: the worker(s), the support staff, the general public, and the family. c) The following policies and procedures should be consulted as this initial plan is developed: • Safety protocol for front line staff • Safety alert • Critical Incident Procedure • Accident/Incident Protocol • Serious Occurrence Procedures
3. The Senior Manager will advise the Director of Services who will advise the Executive Director.
4. Should the police need to be contacted to facilitate some part of the immediate or ongoing safety plan, the Senior Manager or Service Director will initiate the contact on behalf of the Agency.
284 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
5. Should it be necessary for Agency staff to be interviewed as part of the police process, the Senior Manager or Service Director will ensure the staff member is adequately supported as required by the situation or requested by the employee.
6. The Executive Director may decide to restrict the access of the individual(s) responsible for the threat to the Agency property until a longer-term plan can be developed which ensures staff and Agency safety.
7. As soon as possible, no later than two (2) days of the threat being received, a meeting will be convened by the Director of Services.
8. The following persons will be invited where appropriate and relevant: • Current workers and Senior Managers within the Agency who are connected to the situation and likely to be involved with the family members on an ongoing service basis; • Support staff; • Previous workers; and • Senior Managers connected to the individuals named above.
9. This meeting will consider: • The threatening incident within the context of the Agency’s relationship with the family and/or individual(s); • The circumstances surrounding the family/individual which may have contributed to the incident; • The details related to the incident of threatening; and • All available and additional relevant information for planning.
10. A plan will be developed to ensure safety of Agency staff, the family, the individual, and the general public are considered and included in the planning.
11. Should the plan include contact with the police, the contact will be initiated by the Director of Services. Should it be necessary for Agency staff to be interviewed as part of the police process, this will be planned and the Agency staff supported as necessary.
12. The plan will be articulated in written form and shared with all participants and placed on the appropriate file. The plan should include a review date as well as steps to be taken if additional concerns or information becomes available.
13. A copy of the plan will be shared with the Executive Director. Should there have been a ban placed on the individual (as per step #4) recommendation will be contained in the safety plan about continuation or termination of any ban.
285 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
14. Should there be need to share information throughout the Agency; this will be conveyed by the Executive Director’s office.
15. Within the closing summary of any related file, the safety plan and potential risks to be considered upon reopening will be articulated.
POLICY REFERENCE:
Employee Accidents: Reporting and Investigation Policy
286 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
HIV, HEPATITIS B, OR OTHER RELATED BLOOD BORNE DISEASES:
HIV, Hepatitis B, or Other Related Blood Borne Diseases 13260 Chapter 13: Health and Safety Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
As a Child Wellbeing Agency, we have a special responsibility to address the needs of children at risk, the alternative caregivers, and others responsible for children’s care. The attention given to the AIDS phenomenon has confronted caregivers with the responsibility of developing policies and procedures to meet the needs of our clients, alternative caregivers, and staff. This policy is intended to guide, educate, and inform all persons associated with the Agency regarding HIV, Hepatitis B, or other related blood borne diseases.
The Agency believes such reasonable means should be used, as it may be advised or considered appropriate, to prevent all clients, employees, and alternative caregivers who are not infected with such diseases, from contracting the HIV virus or Hepatitis B from employees, alternative caregivers, volunteers, or clients. The Agency is committed to addressing concerns with sensitivity, encouraging a compassionate and supportive approach when working with affected clients, colleagues/collaterals.
PROCEDURES:
1. The Agency will provide service to all clients whether or not they are known to have an HIV, Hepatitis B, or other related blood borne disease.
2. Employees known to have an HIV, Hepatitis B, or other related blood borne disease will be treated as any other staff member affected by an illness, and will be guaranteed the right to work on the same basis as anyone else.
3. The Agency commits itself to provide current information regarding HIV, Hepatitis B, or other related blood borne diseases, including readily available published information concerning unexplainable events of transmission, to all staff, alternative caregivers, volunteers, and where appropriate, clients. As well, contained in the Agency Health and Safety Policies and Procedures Manual, is a section providing an instructional regarding spill cleanup where blood borne issues are present.
287 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
4. Education regarding HIV, Hepatitis B, or other related blood borne diseases, will be mandatory for all staff, alternative caregivers, and volunteers.
5. There will be no mandatory testing for employees, applicants, alternative caregivers, volunteers, or clients, unless so advised by the medical officer of health or otherwise required by law.
6. The Agency will maintain confidentiality and protect the individual’s right to privacy in situations where employees, alternative caregivers, volunteers, or clients are infected with HIV, Hepatitis B, or other related blood borne diseases unless otherwise advised by the medical officer of health.
POLICY REFERENCE:
Safety Protocol for Front Line Staff
288 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
CRISIS PREVENTION:
Crisis Prevention 13270 Chapter 13: Health and Safety Department: Human Resources Date Approved: Date Revised: Source Reference: Dnaagdawenmag Binnoojiiyag Child & Family Services Internal
POLICY:
The policy for Crisis Prevention encompasses the use of case recordings, safety plans, employee assistance programs, mental stress awareness and specific de-escalation training
PROCEDURES:
Case Recording
1. Safety concerns are documented in case recordings so that as cases move throughout the Agency, all workers involved will be aware of potential concerns.
2. Workers must document visits with clients and identify safety alerts. Alerts allow others to view and be aware of the nature of the hazard. These are not exclusive to behavioral concerns; environmental concerns should also be noted, such as whether there are aggressive pets to be cautious of, or whether the location of the home is such that it might present as a potential hazard for a worker e.g., steep driveways or isolated houses.
3. Recommendations are also to be made as to the appropriate way to approach the situation, e.g., there are some cases when it is more helpful to attend with two personnel instead of with police to avoid further escalation.
4. The Worker Safety in Child Protection Services Procedure provides specific details on assessing risk as part of case management.
Safety Plans
1. In cases where the potential for an unsafe situation arises, a pre-visit discussion should take place between worker and supervisor to ensure the safety of the worker. Additional measures
289 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
may be put in place, depending on risk such as: working in pairs, coordinating visit with police, changing the location of the visit and additional monitoring procedures.
2. Safety plans will be maintained so that they can be tracked and eventually incorporated into the quarterly statistics.
3. If there is a risk to general staff due to a client visit to an Agency facility, then specific case communications are provided to ensure awareness and protection. Supervisors are encouraged to be mindful of the “stories” that circulate throughout the building with regard to their accuracy and to monitor the level of anxiety in the building when such situations occur.
Training
1. All front line workers, reception staff and administrative assistants are required to receive regular Crisis Prevention/Intervention (CPI) training.
Mental Wellness
2. Maintaining our mental wellness is an important component in maintaining our overall health.
3. Mental wellness can be affected by work and non-work related factors. Identification, prevention and mitigation of hazards both personal and work related is important. Ongoing dialogue between the worker and supervisor about work related factors is important. It is the responsibility of the worker to report work related hazards/factors affecting them to their supervisor so that the affect can be mitigated or eliminated.
4. The Society provides all employees access to confidential counseling services through the Employee Assistance Program and internal Peer Support Program. Other information regarding mental wellness is available within the workplace. Workers are encouraged to take advantage of the EAP and other resources as a preventative tool as well as to respond to a specific need.
Employee Assistance Program
1. All personnel have access to counseling and other means of support to assist them in their daily lives through the Employee Assistance Program (EAP). This confidential service offers a wide variety of programs such as full service counseling (personal, family, stress, substance
290 HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL
abuse, etc.), credit counseling, group counseling, stress management, and legal referral services. Extended services are also offered and change as new issues and needs emerge.
2. The Employee Assistance Program (EAP) is discussed as a part of orientation training, and information about services offered and contact information is posted in a conspicuous location.
3. Upon need, personnel contact the EAP directly, identify themselves as an employee, and schedule an appointment.
4. Non-identifying statistics are provided annually by the provider outlining number of personnel accessing the program only with a general statement of the issues involved.
POLICY REFERENCE
Personal Protection Procedure Workplace Violence Prevention Policy Worker Safety in Child Protection Services Procedure Employee Accident: Reporting and Investigation
291