Order of Contents.................................................................=
...........................................................................=
................... 1
3.A.: Recruitment: Out=
of
Service..........................................=
...........................................................................=
................ 4
3.A. 1: Non-discrimination in hiring..........................................=
...........................................................................=
............ 4
3.A. 2: Roles and Responsibilities in Hir=
ing..........................................=
......................................................................... <=
/span>4
3.A. 2 a): Responsibilities of Employee
Scheduler (ES.).....................=
.......................................................................... =
4
3.A. 2 b): Responsibilities of the Human
Resources Administrator.............=
.............................................................. 5
3.A. 2 c): Responsibilities of the Progra=
m Managers/Directors
re: excluded staff .................=
................................. 7
3.B.: Conditions of
Employment and Recognition of Prior Experience and Educational Qualificatio=
ns .............. 8
3.B. 1: First Aid/CPR for Adult Care Work=
ers..........................................=
...................................................................... 8
3.B. 2: Documentation Requirements..........................................=
...........................................................................=
.......... 8
3.B. 3: Documentation Payment..........................................=
...........................................................................=
................... 10
3.B. 4: Recognition of Prior Experience f=
or
New Employees.......................=
................................................................. 10=
3.B.4 a): Verification=
..........................................=
...........................................................................=
.............................. 10
3.B.
4 b): Seniority and Benefits not portable......................................................................=
................................... 10
3:
b. 4 c): Probationary Period .......=
...........................................................................=
................ ............................... 10<=
span
style=3D'mso-tab-count:1'> &=
nbsp;
3.B. 5: Recognition of Educational
Qualifications......................=
...........................................................................=
........ 10
3.C.: Orientation.................................................................=
...........................................................................=
...................... 11
3.C. 1: Office Orientation on Hiring..........................................=
...........................................................................=
............. 11
3.C. 2: Central Orientation..........................................=
...........................................................................=
............................. 11
3.C. 3:&=
nbsp;
Paskin Practical Orientation =
...........................................................................=
...................................................... 12
3.C. 4: Home/Program Orientation..........................................=
...........................................................................=
............... 12
3.C. 5: Orientation for New Managers..........................................=
...........................................................................=
........ 13
3.D. Employee Requirem=
ents
and Procedures..........................................=
...................................................................... 13
3.D. 1:Advocacy & Self Help..........................................=
...........................................................................=
....................... 13
3.D. 2: Conflict of Interest: ..........................................=
...........................................................................=
........................... 14 &=
nbsp;
3.D.2. a): Employment of Relative.......................................................................=
...................................................... 14
3.D.2 b): Outside Employment and Activities.................................................................=
....................................... 14
3.D. 3:Criminal Records: Duty to Inform;
Review..............................=
...........................................................................=
. 15
3.D. 4: Criminal Record Updates ..........................................= ............................................................ ............................... 15<= o:p>
3.D. 5: Footwear.................................................................=
...........................................................................=
...................... 15
3.D. 6: Gifts................................................................=
...........................................................................=
................................ 16
3.D. 7: Licit and Illicit drugs and or
substances..........................=
...........................................................................=
........ 16
3.D.
7: a) Licit Drugs or substances on Worksite;...................................................................=
.............................. 16
3.D.
7. b) Unauthorized use or possession of illicit substances..........................................=
................................ 16
3.D. 8: Medical Issues for Staff Members<=
span
style=3D'mso-tab-count:2 dotted'>..........................................=
...........................................................................=
.. 16
3.D. 9: Meals for Staff Members..........................................=
...........................................................................=
.................. 16
3.D. 10:Modesty.................................................................=
...........................................................................=
...................... 17
3.D. 11:Performance Evaluations..........................................=
...........................................................................=
................. 17
3.D. 12: Personal Appearance and the Use =
of
Scents..............................=
..................................................................... 18
3.D. 13: Personal Property..........................................=
...........................................................................=
............................ 18
3.D. 14: Pets................................................................=
...........................................................................=
.............................. 19
3.D. 15: Promotion Guidelines..........................................=
...........................................................................=
...................... 20
3.D. 16: Additional Hours Overview..........................................=
...........................................................................=
........... 20
3.D. 17: Master Call Out Lists..........................................=
...........................................................................=
...................... 21
3.D.
20 a) Home/Program Call Out Lists...=
...........................................................................=
.................................... 21
3.D. 18: Call-out procedures to fill shif=
ts..........................................=
...........................................................................=
.... 21
3.D. 19: Crisis staffing protocols..........................................=
...........................................................................=
................. 23
3.D. 20: Casual Employees Information..........................................=
...........................................................................=
...... 23
3.D. 21: Requests for information from the
Public/Media........................=
..................................................................... 25
3.D. 22: Return to Work and CSSEIP..........................................=
...........................................................................=
.......... 25
3.D. 23: Tipping.................................................................=
...........................................................................=
....................... 25
3.D. 24: Training and Professional
Development.........................=
...........................................................................=
....... 26
3.D. 25: Sick Leave.................................................................=
...........................................................................=
.................. 26
3.D. 26: Smoking and tobacco products..........................................=
...........................................................................=
..... 28
3.D. 27: Alcohol and Substance Abuse..........................................=
...........................................................................=
..... 28
3.D. 28: Telephones, Texting, and blue to=
oth
headsets............................=
.................................................................... 29
3.D. 29: Voice Mail.................................................................=
...........................................................................=
.................. 29
3.D. 30: Vacation.................................................................=
...........................................................................=
..................... 29
3.D. 31: Vehicles for Futures Club..........................................=
...........................................................................=
............... 30
3.D. 32: Staff Meetings..........................................=
...........................................................................=
.................................. 30
3.E.: Employee Conduct=
.................................................................=
...........................................................................=
......... 31
3.E. 1: Conflict Resolution between Staff
Members and Manager.................=
............................................................. 31
3.E. 2: Conflict Resolution between Staff
Members…......................=
...........................................................................=
. 31
3.E. 3: Insubordination..........................................=
...........................................................................=
.................................. 31
3.E. 4: Protection, Privacy, Breaches of
Confidentiality.....................=
...........................................................................=
31
3.E. 5: Conflicts of Interest: Violations=
..........................................=
...........................................................................=
...... 32
3: E. 6: Borrowing Personal Effects..........................................=
...........................................................................=
............. 32
3.F.: Administration <=
/span>.................................................................=
...........................................................................=
............... 32
3.F. 1: Banked Overtime..........................................=
...........................................................................=
................................ 32
3.F. 2: Direct Deposit:..........................................=
...........................................................................=
.................................... 32
3.F. 3: Change of Home Base..........................................=
...........................................................................=
....................... 32
3.F.4: Change of Name, Address, Phone Num=
bers..........................................=
.............................................................. 32
3.F. 5: Night Shifts and Statutory Holida=
ys..........................................=
.......................................................................... =
33
3.F. 6: Payroll Inquiries..........................................=
...........................................................................=
.................................. 33
3.F. 7: Payroll calculation for meetings<=
span
style=3D'mso-tab-count:2 dotted'>..........................................=
...........................................................................=
....... 33
3.F. 8: Retroactive Pay..........................................=
...........................................................................=
................................... 33
3.F. 9: Short Term Special Leave of Absen=
ce
for Education.......................=
................................................................. 33=
3.F. 10: Special Leave.................................................................=
...........................................................................=
............. 33
3.F. 11: Time Change: Employees on Shift<=
span
style=3D'mso-tab-count:2 dotted'>..........................................=
...........................................................................=
. 33
3.F. 12: Time Sheets.................................................................=
...........................................................................=
................ 34
3.F. 13:
3.F. 14: WCB: Employees on WCB..........................................=
...........................................................................=
............. 34
3.F. 15: Benefits While on Unpaid Leave of Absence.............................= ..................................... ............................... 34<= o:p>
3.F. 16: Exit Surveys.................................................................=
...........................................................................=
................ 35
3.F. 17: Questions/Inquiries re: Payroll = or Contract Interpretation.............= ................................................................ 35<= o:p>
3. G: Personnel Files:=
Human
Resources and Payroll Office.........=
...........................................................................=
.... 35
3.G. 1: PIPA.................................................................=
...........................................................................=
.............................. 35
3.G. 2: Storage.................................................................=
...........................................................................=
.......................... 36
3.G. 3: Retaining and Destroying Records
Pertaining to Personnel.............=
............................................................... 36
3.G. 4: Retaining and Destroying Records Pertaining to Payroll and purchase of goods....... ............................... 36<= o:p>
3.G. 5: Retaining and Destroying Records =
Pertaining
to People Supported.................=
............................................. 36
3.G. 6: Personnel File Order..........................................=
...........................................................................=
.......................... 36
3.G. 7: Review of Personnel Files..........................................=
...........................................................................=
................. 38
3.H: Volunteers .................................................................=
...........................................................................=
....................... 38
3.H. 1: Criteria for use..........................................=
...........................................................................=
.................................... 38
3.H. 2: Supervision.................................................................=
...........................................................................=
.................. 38
3.H. 3: Signed Agreements..........................................=
...........................................................................=
........................... 38
3.H. 4: Documentation and Requirements
3.H. 5: Files................................................................=
...........................................................................=
................................ 39
3.H. 6: Orientation and Training..........................................=
...........................................................................=
.................. 39
3.H. 7: Assessment and Performance Polici=
es..........................................=
...................................................................... 39
3.H. 8: Confidentiality Policies..........................................=
...........................................................................=
..................... 40
3.H. 9: Restrictions.................................................................= ............................................................. ............................... 40<= o:p>
3.H. 10: Dismissal.................................................................=
...........................................................................=
.................... 40
3.H. 11: Exclusions.................................................................=
...........................................................................=
.................. 40
3.
3.
3.
3.
3.
3.
3.
3.
3.
3.
3.
3.
3.J.: Excluded Staff
3.J. 1: Benefits: MSP, Extended Health, Dental..........................................=
................................... ............................... 44<=
span
style=3D'mso-tab-count:2'> &=
nbsp; &nbs=
p;
3.J. 2: Vacation.................................................................=
...........................................................................=
......................... 45
3.J. 3: Sick.................................................................=
...........................................................................=
. ............................. 45
3.J. 4: Leave of Absence, Maternity Leave=
..........................................=
........................................... ............................... 45<=
/span>
3.J. 5: Travel Claims.................................................................=
........................................................... ............................... 45<=
/span>
3.J. 6: Overtime for Program Managers..........................................=
.................................................. ............................... 46<=
/span>
3.J. 7: Cellular Phones..........................................=
...........................................................................=
.................................... 46
3.J. 8: Provision of References..........................................=
...........................................................................=
..................... 46
3.J. 9: Manager’s Absences.................................................................=
...........................................................................=
.. 47
3.J. 9 a): Front Line = Duties..........................................= .............................................................. ............................... 48<= o:p>
3.J. 9 b): Management Function............................= ................................................................... = ............................... 48<= o:p>
3.J. 9 c): Compensatio=
n..........................................=
...........................................................................=
......................... 48
3.J. 9 d)Weekend On-Ca=
ll
Manager Rotation....................=
...........................................................................=
.......... 48
3.J. 10: Accumulated time Off: ..........................................=
...........................................................................=
..................... 49
3.A.: Recruitment: Out of Service<=
/span>
3.=
A. 1: Nondiscrimination
in Hiring
In
compliance with the Human Rights Act, hiring is consistent with nondiscrimi=
nation
based on race, colour, ancestry, place of origin, political belief, religio=
n,
spiritual beliefs, marital status, physical or mental disability, sexual
orientation (including pregnancy), gender, age or criminal or summary
conviction that is unrelated to the employment or intended employment.
Policy: =
=
&nb=
sp;
Human Resources
Issued: =
=
&nb=
sp;
June 2008
Revised: =
; =
&nb=
sp; July
2010 &nb=
sp; =
&nb=
sp; =
&nb=
sp; =
&nb=
sp; =
&nb=
sp; =
&nb=
sp; =
Reference: =
&nb=
sp;
“Human Rights: A responsibility we all share”: B.C. Coun=
cil
of Human Rights =
Responsibilities of Employee
Scheduler: (E.S.)
The E.S. places the approved ad for recruitment as
instructed by the Human Resources Administrator (HRA). Ads may be placed at=
the
following:
· =
&nb=
sp;
Departm=
ents
under the Human Social Development Faculty at The University of Victoria
· =
&nb=
sp;
· =
&nb=
sp;
Governm=
ent
of
Only those selected for an interv=
iew
will be contacted. For “no hires” after the interview, the appr=
oved
letter informing the applicant that he/she is not being hired is sent by the
E.S.
After the interviews and successf=
ul
reference checks, the HRA notifies the E.S. to send out the approved letter
requesting documentation and the Kardel medical form. The applicant is aske=
d to
make an appointment with the ES/HRA when they have their documentation
requirements completed. The
appointment will be for 2 hours, as the HRA will also have the applicant co=
mplete
DVD viewing and reviews.
The applicant fills out the perso=
nnel
and payroll forms at their appointment and gathers all the required
documents. An original crimin=
al
record check must be submitted and kept for payment, a copy may be taken
(“copied from original” must be noted on copy) and original
returned if no payment required. The ES gives the applicant their hiring
letter. A copy is kept by the ES
The employee receives the staff
workbook and proceeds to watch the required DVDs. The date the employee must attend =
the
Practical Orientation at Paskin (P.O.P) is noted on the front cover of the
book. For HEU employees, a union representative will be invited to spend
½ hour with the new employees at the Paskin Orienation. The date the
employee must attend Central Orientation is also noted on the front cover f=
or
both ISN, excluded and HEU staff members.
The ES confirms with the HRA what
home base to assign to the new employee and contacts the manager to arrange
orientation for the new employee. If the manager is unavailable, the new st=
aff
member is given contact numbers and will be asked to contact the manager at
their convenience. The Director of Human Resources schedules the orientation
for new Managers and the appropriate supervisor for exempt staff members.
The ES forwards to Payroll: Perso=
nnel
Information, Hospital Employee’s Union Application for Membership, TD1
Personal Tax Credits Return, Request for Payment by Direct Deposit, Municip=
al
Pension Plan declaration, Application for Registration in a Group Home̵=
7;s
On-Call List (where relevant), References. This needs to be completed prior=
to
the person being officially hired. The ES arranges the completion with the =
new
hires and forwards to Finance and Administration.
3.A.2. b): Responsibilities of the Human Resources Administrator (HR=
A)
(or Director for office excluded positions)
The HRA collects data from manage=
rs
or directors to determine the need for new staff members, the degree of the
urgency, and the qualifications and experience of staff members most needed.
The HRA informs the ES when and where to advertise. The HRA screens the res=
umes
and applications and makes a decision about proceeding to an interview.
The HRA ensures people submitting=
a
resume, who are qualified, are provided with an application / information
package and directions to the office for their interview.
The HRA reviews the applications
against the Resume Record Book. The HRA records the names of all applicants,
whether interviewed or not interviewed, and orders the book for easy refere=
nce.
The HRA notes the results of the interview in the Resume Record Book.
The HRA phones the candidates and arranges the in=
terview
day and time. Two other managers are contacted to participate in the interv=
iew.
For manager or office excluded positions, the Director assumes this role. If
possible, the HRA/Director asks that candidates bring the following
documentation to the interview if available: current First Aid/CPR Certific=
ate;
Class IV driver’s license; driver’s abstract, tuberculosis
screening record; criminal records check; immunization record; and Community
Support Worker/Educational Assistant (CSEA) certification or Health Support
Worker; or proof of relevant education. The HRA/Director informs the applic=
ants
that there will be both a panel interview, as well as written questions to
complete. The
HRA/Director greets candidates before the interview and gives them the writ=
ten
questions, authorization for reference checks, job description and a copy of
the interview questions for review.
Interviewers review the applicati=
on
and resume and list questions on the Interview document that arose from the=
ir
review. Behavioural interviews are conducted based on recommended best
practice. Questions forwarded from the people supported in the home, based =
on
their needs, are asked to assist with appropriate matching.
If permission has been granted on=
the
application form to check personal, professional and previous job placement=
s,
the HRA/Director may proceed with reference checks for potential interview
candidates prior to the interview, though this would ordinarily occur after=
the
interview to follow up on questions that arise in the interview. Two refere=
nces
from past employment in a related field or a program instructor and one
personal reference are preferred. Reference checks must be thorough and
complete. Note and explore fully gaps in the employment record and any prev=
ious
“firings”. Explore fully any questions re: suitability for the
position that arises from discussion with the references and previous
employers.
An applicant is recommended for h=
ire
based on the interview and reference checks. After the successful interview=
and
reference checks, the HRA/Director notifies the ES to send out the approved
letter requesting documentation and the Kardel medical form. Once the emplo=
yee
has gathered all the necessary documentation, a 2 hour appt at the office is
scheduled by the ES. The HRA ensures that the new staff member completes:
For candidates not successful in =
the
interview, the HRA notes the reasons in the Resume Record book, ES sends out
the letter indicating the person is not being hired, attaches a copy of the
letter to the application, and shreds the package after three months.
Once payroll has entered the new
employee into the payroll system, the HRA sets up a file for the new employ=
ee
in the personnel filing cabinet. The HRA enters the dates of the new
employee’s documentation in the database. This includes: CPR/First Aid expiry
dates/Evaluation Date/Credentials/TB/Medical Note /Crim Rec Check and Drive=
r’s
Abstract expiry date. The HRA is responsible for ensuring In Home Orientati=
on
checklists are signed and placed on the personnel file. HRA shares the name=
of
oriented staff member with the ES to ensure staff members are oriented prio=
r to
being called for shifts. For excluded Managers and office staff members, the
directors are responsible for completion of the Orientation checklist.
The HRA will generate a list of
probationary employees for each monthly managers meeting. The name of the h=
ome
base manager and other homes the candidate is registered in will be discuss=
ed
at each meeting during the employee’s probationary period. Completion=
of
performance evaluations and tracking of Class 4 driver’s license will
occur monthly. HRA also tracks the annual submission of the Driver’s
Abstract. HRA tracks in home orientations, surveys received, and the date t=
he
new staff member attended central orientation on the probationary report and
discusses it at the monthly meeting with the managers. Where surveys indica=
te
gaps in orientation or concerns, managers will be notified by HRA and a pla=
n of
action arranged.
HRA coordinates first aid/cpr
training; contacts instructor, sets dates, registers staff members, complet=
es
data entry re: new expiry dates, submits hours to payroll and Director of
Programs and Quality Assurance (DPQA) for tracking purposes for training
budget. Instructor’s bill is forwarded to DPQA.
The HRA generates monthly list of
annual evaluations due for all staff members and tracks overdue evaluations=
and
abstracts. The HRA establishes the schedule for central orientations and
ensures all presenters are notified and the room is available. The HRA ensu=
res
Payroll Department is informed of the Central Orientation in order to proce=
ss
payment for attendance. As we=
ll,
the HRA is responsible for ensuring the Central Orientation Checklist is on
file.
3.A. 2 c): Responsibilities of the Program Managers (Directors for
excluded staff)
Program managers will seek input =
from
the people we support, (or for people who are non-verbal remain aware of) t=
heir
opinions about the attributes they consider helpful or unhelpful in staff
members, including permanent, casual, volunteers and students. Part of the
manager’s role is to ensure that the proper “fit” is made
between staff etc. recruited and the needs of the people in the home/progra=
m.
Part of the director’s role is to ensure an appropriate fit is made w=
ith
the home or office position.
Any program manager may review the
resumes that are being submitted and bring any prior information or questio=
ns
regarding the candidate to the attention of the HRA., Keep the HRA informed=
of
needs within the home since HRA will assign the home base. The manager subm=
its
questions pertinent to the wishes/desires of the people supported to be
included in the interviews. Managers talk to the people supported prior to
probationary evaluation re: performance of staff members.
When the program manager/PIC has =
been
informed by ES that their home has been selected as home base and the ES has
informed the manager/PIC that orientation may begin, the manager/PIC contac=
ts
the candidate and either arranges for orientation shift or lets them know t=
he
needs within the home and the time for orientation.
The program manager/PIC ensures t=
he
new employee completes the In-Home Orientation Checklist and Survey for the
home for probationary staff members and forwards to the HRA who tracks
orientations. As part of the orientation, the manager has the new HEU staff
members complete the casual availability telephone log and the cross
registration form and forwards to the ES. The director ensures the new
Mangers/office excluded staff orientation checklist is complete.
The home base manager/PIC becomes
responsible for tracking the probationary employee and for ensuring the
employee performance evaluation form is completed. The directors complete t=
he
managers or excluded office staff performance evaluation. Probationary peri=
od
is three months full time. The probation period for regular employees is th=
ree
calendar months of continuous service from their first shift. However,
employees who work 3 shifts or less per week shall serve a probationary per=
iod
of 520 hours. All managers/PIC who have the candidate registered in their h=
ome
must sign the performance evaluation. At the manager’s only meeting,
there will be discussion of probationary employees among the managers to en=
sure
the home base is the correct match.
The manager is aware of other locations where the probationary emplo=
yee
is working and determines if the allocation of responsibility for tracking =
the
employee and coordinating their evaluation should be changed to another home
base. The manager/PIC that has the staff member transferring into the home =
will
record changes on the Payroll Change Form and submit it to ES who then forw=
ards
it to payroll. For post-probationary employees, the incoming home base mana=
ger
submits the Payroll Change Form to change the employee’s home base. T=
his
should be coordinated with the agreement of the new home base manager. Mana=
gers
are to review personnel files prior to an employee commencing work in the
home/program.
Policy Group: &=
nbsp; &nbs=
p; Human
Resources
Revised: &=
nbsp; &nbs=
p; &=
nbsp; May
2000, June 2001, March 2002; January 2004; Sept 2004; Dec 2004; June 2009
References: &=
nbsp; &nbs=
p; Collective
Agreement HEU Casual Addendum
=
&nb=
sp; CSEEA’S
Self-Help Series: The Selection Process May 1996
Employees are required to have
certification in First Aid for Adult Care Workers (which includes CPR train=
ing)
that is approved by an appropriate certifying body.
Recertification will be required =
on
or before the expiry date of the current certificate. Employees with expired
certificates will be considered unavailable for work. First Aid/CPR for Adu=
lt
Care Workers recertification is offered four times a year for Kardel employ=
ees.
As per the requirements of Community Care Licensing Act, a copy of a current
First Aid/CPR Certificate must be on personnel files for people working in
licensed facilities.
The First Aid recertification registration cost is = paid for all employees of Kardel. Permanent employees will be paid their regular hourly rate for attendance at the recertification course offered internally. Training does not trigger overtime. Staff members, through their manager/PI= C, are to pre-register for the course prior to the expiration of their certification. Employees who wish to complete a higher standard of training will be reimbursed by the company, at the rate in existence at the time of = the request, as if they had completed the basic recertification. They may choos= e to take the course offered through the company and there will be no registrati= on fee.
Original receipts for recertification with appropri= ate documentation for completion of the requirement should be forwarded through the program m= anager/PIC to the Director of Programs and Quality Assurance at Kardel Office. Appropr= iate documentation will be placed on the employee’s file as required by Community Care Facilities Regulations.
Policy
Group &=
nbsp;
=
Human
Resources
Revised:=
&=
nbsp; August
2000, February 2005; July 2009
Referenc=
e: &=
nbsp; &=
nbsp; Adult
Care Regulations, Ministry of Health &=
nbsp;
<= o:p>
To ensure employees are fully
qualified for the position, the following documentation is required prior to
orientation shifts:
q =
Negative tuberculosis test within the past year; available through t=
he
TB Clinic, 1902 Fort Street, Victoria, 519-1510; travel medicine clinic
#206-771 Vernon Drive, Victoria, 592-3357.=
Appointments must be booked in advance. Results kept on file.
q =
Current signed doctor’s authorization that the person is able =
to
complete the duties of a community support worker, including lifting, and is
free from communicable diseases. The form is available from Kardel for
candidates to take to their doctor & it is kept on file.
q =
Criminal Records Check requested by the employee from their local po=
lice
department. The record must be completed within the previous six months. The
original must either be submitted, or seen by Kardel administrative staff a=
nd
the copy signed by the person who screens the original.
q =
Valid First Aid including C.P.R. certificate. Adult Residential Care
Certificate offered through
q =
Submission of a current driver’s abstract, which may be reques=
ted
from 978-8300. Have it faxed to #383-2835. There is no charge for the abstr=
act.
This is requested annually and kept on file.
q =
Employees must provide their Social Insurance Number (SIN). A SIN th=
at
begins with the digit “9” establishes the status of the holder =
as a
person who may legally work in
q =
Community Support Worker Certificate; Resident Care Aide/Home Support
Worker Certificate; Health Care Assistant Program; Practical Nurse/Licensed
Practical Nurse Certificate, or equivalent post secondary certificate: OR: =
one
year of relevant experience. Proof of academic credentials as stated on the
employment application. * The original of the license or certification from=
the
primary source of the credential must be viewed and a copy placed on the
personnel file.
q =
Completion of a “Proof of continuous service” form from =
your
prior employer, if relevant. Prior experience in a CLBC funded agency may
result in a higher step on the wage grid.
q =
Municipal Pension Plan Declaration of employment
q =
Confidentiality Agreement
q =
Immunization Record (See Forms Book)
Class IV Qualification:
Prior to applying for any = posted position, permanent or temporary, employees must have a Class IV Learner’s License and obtain a Class IV license within three (3) mont= hs of acquiring the position. Exceptions: overnight positions, Tillicum Home positions.
This process includes comp= letion of the written sections for a Class 4 driver’s license, the Class 4 medical completed through Motor Vehicles branch, road testing through Motor Vehicle Branch, Kardel will reimburse for the direct costs associated with obtaining the Class IV qualification.
The cost for medical re-ev= aluation required by Motor Vehicle Branch to maintain Class IV qualification is to be submitted to Pacific Blue Cross by staff members with coverage, for reimbursement. A letter from Kardel must accompany the submission and is in= the forms book.
Kardel will cover the cost= :
· For staff who are not covered by the benefit plan
· For the percentage that is not covered by the benefit plan
*In times of a tight job m= arket, it may not be possible to recruit staff with the preferred education, and length of experience. Under such circumstances, the following will apply:
To ensure the candidate is competent to carry out assigned duties,
After submission of a Criminal
Records Check and original receipt of proof of payment, hired employees wil=
l be
reimbursed the cost of the Criminal Record Check on their first paycheque.
Kardel reimburses costs associated with Motor Vehicles requirements for Cla=
ss 4
license on submission of original receipts. The employer does not reimburse
costs for Doctor’s authorization, TB testing or First Aid courses. Af=
ter
hiring, re-evaluations required by Motor Vehicle Branch are to be submitted=
to
Blue Cross by staff members with coverage for reimbursement. (See above re:
Class 4).
Kardel will recognize relevant experience from agencies which operate programs funded by CLBC i.e. new employees have worked with people with developmental disabilities in a funded resource. Experience within both union and non-union agencies will be recognized.&nbs= p;
This will not include experience working with p= eople supported through Individualized Funding (IF) or micro-boards. People working in these situations= would not bring the breadth of experience required.
In situations where the nature of the experience is not clear, Kardel: Director of Human Resources, will request a written descript= ion of the program in order to make a final determination.
3.B. 4: a): Verification of Experience: The new employee will be responsible for getting a written confirmation from his/her past employer(s) to verify the number of hours th= ey have worked in the above-described programs. Kardel will provide the verification form which will request verification of the start and end date= of employment and the number of hours of service.
Subject to the receipt of the verification document, t= he employee’s starting wage rate will be assigned by payroll according to the current wage grid. For example, if the employee has accumulated 2500 ho= urs of relevant experience with a previous employer, the employee will be assigned= a start rate at Step 2 of the wage grid.&nbs= p; The employee will move to Step 3 of the wage grid upon completion of= an additional 1501 hours (a total of 4001 hours).
3.B. 4: c) Pr= obationary period remains the same as stipulated in the collective agreement.
3.B. 5: Re= cognition of Educational Qualifications (Graduates of recognized training programs)
New employee= s with at least six (6) months of disability-related post secondary education, but no prior experience, will be assigned the rate of pay corresponding to = Step 2 on the current wage grid. T= hey will start with 0 seniority hours. Further increments in pay will be attain= ed based on total hours worked as per the wage grid in the collective agreemen= t.
New employee= s with three (3) months of disability-related post secondary education, but= no prior experience, will be assigned the rate of pay corresponding to Step 1 = of the current wage grid. After = 1000 hours of work, the employee will be assigned the pay rate corresponding to = Step 2 of the wage grid. Further increments in pay will be attained as per the wage grid in the collective agreement (i.e. Step 3 will be attained at 4001 hours of service).
Existing emp= loyees hired prior to the policy implementation date are also eligible for = wage adjustment based upon educational qualifications from the policy implementa= tion date.
To qualify for the pay increase, employees must submit= an original certificate/diploma or letter from the recognized educational institution certifying completion of the program. Employees having the educational qualification and prior work expe= rience will be assigned to the higher of the two possible pay rates (based on education OR experience)
Policy Gro=
up: &=
nbsp; &nbs=
p; Human
Resources
Issued:
Revised: <=
span
style=3D'mso-tab-count:2'> &=
nbsp; &=
nbsp; November
16, 2006
Implementa=
tion
Date: &=
nbsp; &=
nbsp; December
3, 2006
Cross Refe=
rence: &=
nbsp; &nbs=
p; Recognition
of Prior Experience for New Employees
<= o:p>
<= o:p>
3.C. 1: Office Orientation on Hiring
A=
ll new
recruits are provided with a staff handbook for their use during orientatio=
n to
Kardel. Human Resources Administrator screens during the hiring for orienta=
tion
needs of new recruits. A meeting time is arranged in the office to complete
hiring paper work, explain and sign off on the confidentiality agreement and
begin the orientation process. DVD training materials are used to address t=
he
topics of medications and treatments, lifts and transfers, oral care, epile=
psy,
communication with people who are non-verbal, values and principles of
community living and personal care. Tests are completed to ensure comprehen=
sion
of the materials.
3.C. 2: Central Orientation
<= o:p>
3.C.3: “Paskin” Practical
Orientation=
:
P=
rior to
commencement in a home or program, new recruits attend orientation, with an
emphasis on practical application, at Paskin home. Topics covered are
medication and treatments, lifts, transfers, slings, bathing lifts, van lif=
ts,
tie downs, fuel, and emergency equipment, dysphasia and the provision of
personal care. A person supported also speaks to new recruits on what is
expected from a community support worker from people receiving service. The
Manager and staff member providing the orientation sign off upon successful
completion of the orientation and forward to the HRA for the personnel file=
.
<= o:p>
3.C. 4: Home/Program Orientation
3.C. 5: Orientation for new managers
New managers will also be paired up with an experienced “mentoring manager” during their orientation to Kardel services. The Director of Human Resources will coordinate a mentor for each new manag= er. The role of the mentor will include:
New managers observe a panel for the hiring of new sta= ff members within the first three months of assuming their role to assist with their understanding of the hiring process. They also attend the Central orientation session that is offered four times per year for all new employe= es.
3.D. 1: Advoc=
acy and
Self Help
It is an expectation that employees will endeavor to r= educe barriers to community inclusion for people with developmental disabilities through a combination of education, good public relations, and the establishment of a positive example of respectful attitudes regarding the rights of persons with developmental disabilities during both working and non-working hours.
When an architectural, environmental, communication, financial, transportation, employment or attitudinal barrier prevents the full inclusion= of people with disabilities in the life of the community, facts re: the barrie= rs should be brought to the attention of the manager and noted in the communication book for the information of all staff members. The manager/PI= C is responsible for following up with a plan of action. When managers/PICs determine that the problem may be systemic, it may be more appropriate to discuss the issue at a manager’s meeting for a company response/action plan. The Director of Programs and Quality Assurance will follow up on the systemic issues and keep managers/PIC and staff members informed.
The people supported should be assisted in advocating = on their own behalf when possible. Social skills training groups are offered through community support teams, and teach assertive communication and how = to stand up for your rights. Self Advocates for a Brighter Future promotes self-advocacy and information is circulated on their monthly meetings. Righ= ts information in various formats is available in each home/program for key workers to assist the people supported in understanding their rights; or ma= y be requested through the DPQA, through the office.
<= o:p>
Relative, for the purpose of this policy, refers to hu= sband, wife, common-law spouse, son, daughter, mother, father, sister, brother, mother-in-law, father-in-law, grandparent, or grandchild.
New employees will not be hired for the purpose of pro= viding service to a relative. Qualified employees with children, siblings or close family members served by Kardel will be excluded from the worksite where th= ey would have direct work contact with the family member and have influence in team decision making.
A relative of an employee or a person supported may be refused employment in a home or program site when a conflict of interest oc= curs or when the reporting relationship would be direct.
3.D.2. b) Con=
flict of
Interest: Outside Employment and Activities
Employees may engage in remunerative employment with a= nother employer, carry on a business, or receive remuneration from public funds for activities outside their position provide that:
Conflicts of interest may include but are not limited = to the following situations:
Employees should not place themselves in a situation w= here they are under obligation to any person who might benefit from or seek to g= ain special consideration or favour from their employment within Kardel. The honesty and impartiality of employees must be above suspicion.
Kardel has an expectation of reasonable and respectful communication. Social networking websites and blogs have become popular. Th= ese websites are accessible to the public and employees must respect the privac= y of the people supported, their families, and other employees and avoid breache= s of confidentiality or behaviour detrimental to the business of Kardel.
3.D. 3: Criminal Records: Duty to inform;
Review
3.D. 4: Criminal Record Updates
T=
he
Criminal Records Review Act states that “anyone who works with childr=
en
directly, or having, or potentially having unsupervised access to children =
in
the ordinary course of employment or in the practice of an occupation must
submit to a criminal record check.”
<= o:p>
T=
he
Criminal Records Review Act (CRRA) stipulates that any registrant, whose
criminal record clearance is older than five years, must undergo a re-check
according to the schedule set out by the Ministry of Public Safety and
Solicitor General. Kardel will send consent forms to employees when their
criminal record check is due.
<= o:p>
T=
he
3.D. 5: Footwear
In keeping with section 8.22 of t=
he
Occupational Health and Safety Regulations regarding footwear, Kardel staff
members in the homes and programs will use footwear that will give support,
cover heels and toes, and must have a non-skid sole.
Employees are expected to wear
protective footwear at all times in the workplace and while performing duti=
es
with people supported in the community. Employees not in compliance with
section 8.22 will be sent home.
Policy Group: =
; Human
Resources &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp;
Issued: =
; &n=
bsp; 2002
Reissued: =
June
16, 2004
References: &=
nbsp; WCB
Worksafe Program; WCB Prevention Division
3.D. 6: Gifts
No employee shall accept compensation, gifts or reward= s from the people supported, their families or other agencies because of the posit= ion they occupy within the organization. With the exception of cards or small tokens of appreciation, money or other gifts offered should be firmly but kindly refused. If a person supported or his/her family insists, and the gi= ft is not extravagant and costly, it may be accepted with the knowledge and approval of the manager or program coordinator. If problems arise, employees should seek advice from their manager/PIC.
3.D. 7: Licit or Illicit Drugs or Substan=
ces on
Worksites
E= mployees may require personal medication during their time at work. Employees are fu= lly responsible for the safe storage of personal medication. It is recommended = that the employee either keep the medications on their person, or arrange with t= he Manager for a safe location for locking the medications apart from any of t= he medications for people in the home. Staff members should ensure they have adequate supplies in case of emergencies that prevent them from leaving the premises. Staff members are not allowed to use medication that is indicated for the use of the persons served. If concern exists that a person supported is using licit substances inappropriately, a plan with input from= the behavioural consultant and potentially Developmental Disabilities Mental He= alth Services would need to be developed. Our role would be at the direction of = the professionals involved.
3.D. 7 b): Un=
authorized
use or possession of illicit drugs or substances
No illicit substance may be kept on Kardel property an= d with staff members, this could result in discipline up to and including terminat= ion. People supported found with illicit substances would have them removed and = the team supporting the person would develop an individualized plan on the best method to ensure the situation does not reoccur. Staff members are not to provide services knowingly in a setting where illicit substances are presen= t. Concerns about illicit substances would require the development of a plan w= ith input from the behavioural consultant and potentially Developmental Disabilities Mental Health Services. Kardel’s approach would be to vi= ew unauthorized use of illicit substances as a potential indication of an addiction that should be assessed and would work towards referrals to appropriate resources.
<= o:p>
A=
ny
employee who has health issues that may require emergency intervention shou=
ld
alert their manager/PIC and colleagues of the correct procedures to use in =
case
of emergency. This may include, for example, use of epi-pac (epinephrine) f=
or
severe allergic response; intervention required for a diabetic reaction etc=
.
Kardel aims for the provision of a
home-like atmosphere for the people we support where possible. Employees ar=
e encouraged
to sit at the table with the people for meals that occur while they are on
shift. Managers/PIC are ultim=
ately
responsible for overseeing the purchase and preparation of food for the peo=
ple
within the home. They are responsible for ensuring overall costs remain wit=
hin
the budget available. Where employees are required to remain at work during
meal periods and a meal is provided to the people supported, the meal will =
also
be provided to the employees. However, this does not encompass the provisio=
n of
nutritional substitutes or supplements to the people supported and it refer=
s to
meals served at the home. The meal does not need to be consumed at the same
time.
Policy G=
roup: &=
nbsp; Human
Resources
Revised:=
&=
nbsp; December
2007; July 2009
Referenc=
es: &=
nbsp; Community
Care Facilities Act; HEU/Kardel Settlement Agreement April 29th,
2008
Many people supported enjoy swimming at local recreati= on centres. Where assistance is required, family change rooms must be used to respect the privacy and dignity of the person supported. Staff members must change behind a barrier to avoid being exposed in front of a person support= ed. When two staff members are together at the pool, one staff member is to sta= y with the people supported while the other is showering/changing in private.
To provide feedback and set goals
with employees, the managers/PICs complete a formal evaluation (Employee
Performance Form) prior to the completion of probationary period and an ann=
ual
evaluation on employees thereafter.
The goals of the performance
evaluation are to
q
Isolate aspects of the
employee’s work that need improvement;
q
Recognize good employee performan=
ce;
q
Discuss with employee factors tha=
t may
be causing poor work performance;
q
Identify training and professional
development needs and discuss the employee’s future goals and objecti=
ves.
The home base manager/PIC is
responsible for completing the Employee Performance Form or for ensuring th=
e manager/PIC
with the most knowledge of the employee completes it. The home base manager=
/PIC
will check with other managers/PICs throughout the probationary period and
ensure the Employee Performance Form is completed. This is to ensure early
intervention with the staff member so they are adequately oriented and
instructed in basic expectations. All managers/PICs of the programs in which
the employee is registered are required to review and sign the evaluation.
Managers, prior to the home base manager/PIC feedback to staff members, must
reach consensus on the written evaluation. Employees may not work alone on
night shift until they have had their first satisfactory performance
evaluation.
The goals at the end of the Emplo=
yee
Performance Form are derived from the ratings given on the form. The goals
should be clearly written, specific, measurable, and time limited.
Probationary employees may be dee=
med
unsuitable for the position based on evaluations. The rejection of a probationary em=
ployee
must be based on performance deficiencies. Because some areas, such as rati=
ng
personal suitability for the community support worker position, are more
subjective, (i.e. interpersonal skills, self-awareness, attitude) great care
must be used in rating them. =
As a
consequence, managers/PICs are required to produce clear, specific, examples
and evidence, to support a conclusion that an employee does not possess the
necessary qualities.
Probationary employees must be gi=
ven
a fair opportunity to perform the requirements of the job and meet the
standards for regular employment.
The onus is on the employer to establish that termination of a
probationary employee was reasonable under the circumstances.
As employer we must be able to
demonstrate:
Policy G=
roup: =
Human
Resources
Issued:<=
span
style=3D'mso-tab-count:2'> &=
nbsp; &nbs=
p; May
2000
Revised:=
&=
nbsp; &nbs=
p; August
2000
Reviewed=
: &=
nbsp; &nbs=
p; July
2009
Referenc=
es &=
nbsp; &nbs=
p; Collective
Agreement
&=
nbsp; &nbs=
p; &=
nbsp; Understanding
the Collective Agreements: HEABC Selection Workshop
&=
nbsp; &nbs=
p; &=
nbsp; CSSEA’s
Self-Help Series: Effective Performance Evaluation
Personal appearance, including
clothing, jewellery, and grooming, shall be neat and clean and shall reflect
cultural standards of decency, utility, community living, health and safety=
. An
employee’s appearance should reflect positively on the status of the
people they support. Employees are not to wear “uniforms” or
clothing intended for a care setting.
Long hair will be secured off the
shoulders when preparing or handling food, during meal service and when
providing direct care. Large loop or dangling earrings may not be worn when
providing direct care.
Employees will be required to ref=
rain
from the use of strong fragrances in locations where people have sensitivit=
ies
to scents.
Policy Group: Human
Resources
Issued:<=
span
style=3D'mso-tab-count:2'> &=
nbsp; &nbs=
p; July
2000
Reviewed=
: &nb=
sp; =
December
2007; July 2009
Referenc=
e: &=
nbsp; &=
nbsp; W.C.B.
Regulation 8.22
&=
nbsp; &nbs=
p; Occup=
ational
Health and Safety Committee
&=
nbsp; &nbs=
p; W.C.B.
Worksafe Program
&=
nbsp; &nbs=
p; H.E.U.
Contract
=
&nb=
sp;
Public folders,
Information Technology Services Division, OH&S, June 2000
The employer shall repair or indemnify damaged employee property under the following conditions:
q = The damage was caused by the actions of a person supported by Kardel and the employee was on duty at the time.
q = The employee was exercising due diligence and following protocols in the course= of his/her duties.
q = The personal property damaged was an article of use or wear of a type suitable = and functional for use or wear while on duty within the home or program serving people with developmental disabilities or
q = The item was necessary for the functioning of the staff member while on duty. T= his may include items such as glasses or hearing aids, but would exclude jewelr= y, accessories or expensive clothing, for example.
Reasonable proof should exist and be provided by the employee that the damage was caused by the actions of a person they support= ed and/or in the normal course of duty. A vehicle and property incident report should be completed by the employee and submitted as soon as possible to th= e manager/PIC in the home/program where the incident occurred.
Repair and indemnification will be based on a reasonab= le market cost. The employee may be asked to submit two estimates prior to reimbursement.
Policy: Group:
Issued: &nbs=
p; &=
nbsp; &nbs=
p; June
2001
Reference: &=
nbsp; &nbs=
p; &=
nbsp; CSSEA
Personnel Policies and Procedures
Pets at the homes/programs must be there for the sole benefit of the people living in the home or at the program and with the people’s permission. People we support with allergies, sensitivities = or fear of animals should not be exposed to animals in their home or workplace= and aversion or sensitivity to pets should be discussed on intake if pets alrea= dy reside in the home. Pets must not be at homes/programs where people may inj= ure an animal.
Staff members should recognize the need to support peo= ple in the life style they select. In homes where people have pets, staff members should consider this prior to accepting work in the home and avoid these ho= mes if they have allergies, sensitivities or fear of animals.
All costs associated with pet care i.e. food; vet care= etc. must be born by the people who own the animal. If the animal belongs to “the house” the costs must be shared among the people from their comforts money. It must be understood that if another person in the home, f= or whatever reason, is unable to continue to benefit from the animal in the ho= me, a new home will have to be found for the animal.
Pets that disturb the peace and quiet of the home and/= or the neighborhood should not be at the homes and programs. The pet owner must dispose of any droppings. Our goal is to maintain an excellent reputation a= s a neighbour.
The care and control of any animal must not interfere adversely with the supervision and support required by the people in the home/program. Workload should not be increased for other team members becau= se of the care of an employee’s animal.
Pets are not allowed in Kardel vehicles.
People we support may benefit from having animals visi= t the home/program. Managers/PICs should discuss this issue with people supported= to get their input prior to animals coming to the home/program. Discussion sho= uld occur among the team to ensure agreement that an animal living on site or visiting would be beneficial.
Pets may be brought to the worksite only with the dire= ct approval of the manager/PIC and after input from the regular team. Consideration should be given to the following:
q = Safety concerns: (i.e. mobility issues of the people in the home/ program etc.)
q = Health concerns: (i.e. fleas, allergies, shedding of hair, cleanliness, waste disp= osal etc.)
q = Work load concerns: (i.e. time for feeding animal, entertaining etc.)
q = Temperament of the animal (i.e. size, excitability of the animals etc.)
q = Regular staff members’ allergies, sensitivities and fear of the animal
Any damage caused by a pet on site will be the
responsibility of the owner.
Policy Gro=
up: &=
nbsp; Human
Resources
Issued:
Reference:=
&=
nbsp; &=
nbsp; Licensing
Regulations
3.D. 16: Addi= tional Hours = &nb= sp; = &nb= sp; =
Regular employees wishing to work additional hours (including a 6th day) must submit the Notice of Availability Fro= m as per the provisions of the Casual Call-In Procedure in the Memorandum of Agreement between Kardel and HEU.Submission of this form as per Article 14.= 2 c and Article 3 of the Memorandum of Agreement “Casual Call In Procedure= 221; will constitute the Employee’s written notice of their desire to work additional hours as per Article 14.2 (e) (4).
Article 14.2 c (1): Additional hours up to the allowab= le straight-time maximum shall be offered to employees by seniority in the following order:
i) = &nb= sp; full-time
ii) = part-time
Article 14.2(e) (4): regular employees requesting addi= tional hours must give the Employer written notice of their desire to work additio= nal hours and their availability.
Memorandum of Agreement “Casual Call-In Procedure”
Article 3 c (iv) All casual employees shall notify the Employer in writing ten (10) days prior to the beginning of each month of t= he days and times they are available for work.
All regular employees wishing to work additional hours= must submit the Availability Form as per the provisions of the Casual Call-In Procedure in the Memorandum of Agreement between Kardel and HEU. Submission= of this form as per the above article will constitute the Employees’ wri= tten notice of their desire to work additional hours as per article 14.2(e) (4).=
Where the regular schedule of a full-time or part-time employee conflicts with the additional hours/casual work, the employee shal= l be deemed unable to work, except that where the assignment is a “block” - longer than three (3) days - the employee shall be relieved of his/her regular schedule at the option of the employee.
“Blocks” are not broken up and offered to regular employees until the casual list call out is completed.
3.D. 17: Mast=
er List
The master list is the official document of all employ= ees listing: their status, home base and the homes/programs in which they are c= ross registered.
“Home base” is assigned to each employee u= pon hire by the Human Resources Administrator.
“Cross Registration Request Form” serves a= s the employee’s written application for registering for a group home/program’s call out list. It is completed by each employee upon hire with the Employee Scheduler. Cross registration= is updated quarterly as per Memorandum of Agreement between Kardel and HEU.
All changes to an employee’s status/home base mu= st be submitted to the Employee Scheduler by the program manager/PIC using a Payr= oll Change form
The Employee Scheduler maintains the master list and distributes them quarterly.
3.D. 17: a)
The home/program call out list includes all employees
registered at that specific site according to their status and seniority.
1) vacancies are called out= for a time frame beyond the requirement for availability notice.
2)all staff that have submi= tted Additional Hours/Casual Hours Availability Notices have been called and the vacancy has not been filled.
They are kept in the home/program’s call out bin= der. The Employee Scheduler maintains the Home/Program Call Out Lists. They are upda= ted and distributed to homes/programs quarterly.
The managers/PICs or the employee scheduler fills all = shifts with the exception of last minute cancellations whereby the employee on dut= y is responsible for filling shifts.
1: Regular full-time employees working at the worksite= must be offered the hours first by seniority.
2: Regular part-time employees working at the worksite= must be offered the hour’s next, by seniority.
3: Regular full-time employees working at other worksi= tes must be offered the hours next, by seniority.
4: Regular part-time employees working at the other worksites must be offered the hours next by seniority.
Managers make the determination if the employee’s orientation is current to meet the requirements of the job. If an employee = has not worked for a significant period of time, managers may need to reorient = the employee. When a regular employee from another program accepts an assignment over three days, the manager/PIC must notify the home/program of origin to = ensure adequate coverage in the other home/program.
5: If there is less than seven (7) days until the shift vacancy, the manager/PIC will fill the vacancy.
For all shift vacancies with more than seven (7) days notice, managers will offer the additional hours to regular employees. If n= ot filled, managers will then submit a request for replacement to the employee scheduler. The employee scheduler will call out the shifts using our current availability form. The shifts are called out following the Home/Program call out list.
Managers submit the Request for Replacement to the emp= loyee scheduler. Replacement requests will be addressed two (2) months prior to t= he shifts in question but no earlier. The employee scheduler will fax the resu= lts to the managers within five days of commencing the call outs. For example, = ES receives a request in February for June 1.= ES commences phoning out April 1, and faxes the manager April 5= th with the status of the request. For replacements that are less than 2 months but more than seven (7) days, managers/PICs must note on the request form t= he date return is required.
Casual employees are called by seniority from current = casual availability telephone logs. The logs are current ten (10) days prior to the beginning of a month. If shifts are being phoned out for a time frame prior= to the requirement for submission of the casual availability telephone log, all casuals on the home/program lists must be phoned in order of seniority. The person doing the phoning must complete the data on the Casual employee telephone log. Only one call needs to be made to any one employee, and the telephone shall be permitted to ring a minimum of eight (8) times. If the number is busy, the employee shall be recalled after two minutes; if still busy, the next persons on the list are called. Casual employees contacted by pager have five (5) minutes to respond.
6: If shift vacancies remain after contacting all empl= oyees who have submitted the casual availability telephone log, phone from the homes/programs call out list.
7: If no employee responds and there is an urgent need= to fill the shift, overtime may be approved. All efforts should be made to configure in a manner that reduces overtime. Employees who are phoning out = last minute shifts must have manager/PIC approval for overtime. If the manager/P= IC is off duty, the on-call manager should be contacted.
8: Managers/PICs are to use and retain the copy of the casual availability telephone logs that was faxed from the employee schedul= er for calling out shifts, not original copies brought to the home by the employee. The faxed copies contain the date and time they were received.
3.D. 19: Crisis Staffing Protocol=
Definition: A “crisis in staffing” occurs = when there is one scheduled staff member on a shift and other scheduled staff members are not able to complete their assignment. Given the demands of the home at the time, the staff member determines that there is inadequate heal= th and safety supports in place to provide for the needs of the people support= ed, or their own safety.
Please note that it is understood implementation of th= is protocol may cause disruption. It is to be used only as a last resort. Efforts must continue to recruit and retain and adequate casual pools.
1. Staff at the “home in need” must:
· call out coverage needs through the casual availability logs
· call out coverage needs through the master l= ist
· call Manager for overtime approval
· call out overtime
· contact Manager to report inability to sched= ule second staff
2.&n= bsp; Manager of “home in need” or On Call Manager contacts an available home to determine /confirm ability to send assistance and request reassignment of one staff member.
** Available homes are thos= e that have 3 staff scheduled or may have larger casual pool that can be accessed = in a “crisis’ situation.
3. The staff at the home that is called to assist will determine the most appropri= ate staff member to send to the “home in need”
Considerations for choice:=
· first choice would be a staff member who has been oriented to that home
· gender specific needs
4. The staff reassigned to assist should be scheduled as close to their regular ho= urs as possible.
5. Staff at the “home in need” must ensure duties/activities assigned to= the “crisis staff” helper are appropriate to their training and familiarity with the people supported.&nbs= p; It is expected that routines and activities will be kept simple and = work volume will be affected. Staff must ensure adequate direction/ guidance is provided to the reassigned staff if he/she has not been oriented to the hom= e.
6. Follow up: In order to track incidence as part of our ongoing attempts to address staffing shortages, a minor incident report should be submitted by the “house in need” manager and faxed to the office.
3.D. 20: Casual Employees
Information:
1: &n= bsp; Casual employees serve a probationary period of three (3) months or 520 hours of w= ork. Notwithstanding the probationary period shall not exceed six calendar month= s.
2: =
Casual
employees will be called in the order of their seniority (senior first). The
only exception to calling in of casual employees in order of seniority is t=
hat
newly hired casual employees will be allowed to work up to five (5) orienta=
tion
shifts in total within the company which are not supernumerary.
3: =
Casual
employees must have eight (8) consecutive hours off between shifts. Overtime
will apply after eight (8) hours per day or forty (40) hours per week.
4:
=
A
casual employee who is available for only a portion of a casual vacancy is =
not
available to fill the vacancy and is therefore not entitled to the work, (e=
.g.
5 day relief required, only available for 2 days). The next person on the
casual list will be called.
5:
=
When
blocks are phoned out, if no casual employee accepts the block, the block w=
ill
be broken up and the casuals will be phoned again starting with the most se=
nior
staff member who has submitted the casual availability telephone log, and t=
he
shifts will be filled separately.
6: =
If
all casual employees who have submitted the casual availability telephone l=
og
have been phoned, and shifts are still not filled, casual employees from the
homes/programs list are contacted.
7: =
If
no employee accepts a shift, the manager/PIC is contacted to approve overti=
me.
8: =
A
casual employee who accepts an assignment shall be deemed to have the same
obligation to fulfill the assignment as a regular employee. Once a casual
employee is called and accepts a work assignment, his / her obligation is f=
or
the duration of the assignment. The employee is therefore not available for
other assignments and need not be called until the assignment’s
completion.
9: =
A
casual employee telephone log shall be maintained in each home / day progra=
m to
record casual bookings. The log will show:&=
nbsp;
q =
Date and Time of Shift
q =
Name of employee called,
q =
The time and date the call was made,
q =
The employee response to whether they are availa=
ble or
not available for the assignment; or fails to answer the telephone or pager=
; if
there is a busy signal; or if a message is left: and
q = The signature of the person who made the call. <= o:p>
10: When
telephoning casual employees only one (1) call need be made to any one (1)
casual employee, provided that the telephone shall be permitted to ring a
minimum of eight (8) times. In the event of a busy signal, the employee sha=
ll
be recalled after two (2) minutes and if it is still busy, the next person =
on
the list shall be called. Casual employees who are contacted shall have five
(5) minutes to respond before the employer proceeds down the list.
11: When
called, the casual employee shall advise the employer of what other shifts =
they
are scheduled to work around the time of the assignment. In accepting an
assignment it is the responsibility of the casual employee to inform the
employer if it would put the casual into overtime.
12: A cas=
ual
employee is not entitled to be called for a work assignment that would invo=
lve
the payment of overtime.
13: Casual
employees must submit their availability 10 days before the beginning of ea=
ch
month. It should be faxed to the employee scheduler at Central office Fax:
382-5997. If the employee fails to do this, the employer does not have to c=
all
that employee until such notice is received.
14: A cas=
ual
employee may fill a relief position lasting less than three (3) months.
Temporary positions of duration greater than three (3) months are filled
through the posting process. The employee retains casual status upon posting
into a temporary position. A casual employee may become a regular employee =
only
by successfully posting into a permanent position.
15: Casual
employees, in order of seniority, may request to be enrolled in one (1)
additional site registry or exchange one (1) site registry for another on t=
he
adjustment date, which is bi-monthly. The employer will grant up to seven (=
7)
of these requests per adjustment date so that the casual employees can be
properly oriented to the shifts within the new site.
16: Newly=
hired
casual employees may register in up to four (4) different sites and have fo=
ur
months to do this from the commencement of their first shift. Selection of
sites is coordinated through the Human Resources Administrator.
17: Casual
employees who refuse an assignment on five (5) consecutive occasions in a
period or periods during which they indicate they will be available to work=
may
be terminated.
18: Any r=
egular
employees may register for casual work that brings their total hours worked=
up
to forty (40) hours per week. Where the regular schedule of a part-time
employee registered conflicts with a casual assignment, the part-time emplo=
yee
shall be eligible for the casual shifts only if these consist of a block of
more than three (3) days. The employee shall be relieved of his/her regular
schedule at the option of the employer.
19: Avail=
ability
as submitted by staff member is considered to apply to all homes in which t=
he
person is registered.
3.D. 21: Requ=
ests for
Information from the public/media etc.
Requests for information from parties other than healt= h care professionals and social service providers should be referred through the m= anager/PIC to the CEO (or designate).
3.D. 22: Return
to Work and Community Social Services Early Intervention Program (CSSEIP)
Kardel is committed to the well-being and rehabilitati= on of all employees unable to perform their normal duties as a result of an injur= y, or while recuperating from an illness. CSSEIP is a program to assist workers who are ill or injured return to work. The CSSEIP team is composed of the employee, employer, the union, the doctor and other health care providers a= nd the CSSEIP Early Intervention Coordinator (EIC) with Health Benefits Trust.=
Return to work is individualized for each employee and= is supported by medical documentation. A return to work plan is an important component in the Occupational Health and Safety Program, second only to accident prevention. Because of the nature of the work, Kardel does not have positions with light duties or modified duties. The employee on modified wo= rk return will be supernumerary and funded by the WCB Return to Work Program. = To be successful, the injured/ill worker must take an active role in their ret= urn to work plan.
(CSSEIP)= is established to assist workers who are ill or injured return to work, outside the purview of WCB. The employer is responsible for referring any employee = who has been ill or injured for five (5) consecutive scheduled working days, or= a regular part-time employee who has been absent or on sick leave for a more = than five (5) calendar days to CSSEIP. The EIC contacts employees to discuss CSS= EIP and determine how the program may assist the employee return to work. Once employees are in the program, employees and their doctor are required to complete an Occupational Fitness Assessment (OFA) form that provides information relating to the illness or injury and an assessment of the employee’s anticipated return to work. The EIC, in consultation with = your CSSEIP team, will assess the employee’s situation and recommend a plan tailored to individual circumstances. This program is included in the collective agreement. Employee’s basic information (home telephone nu= mber, home address, etc.) may be shared with HBT for the purposes of implementing CSSEIP.
Policy Group: &nbs=
p; &=
nbsp; Human
Resources
Issued: &nbs=
p; &=
nbsp; &nbs=
p; November
2002
Revised: &nbs=
p; &=
nbsp; &nbs=
p; September
2004; February 2007; June 2009
Reference: &=
nbsp; &nbs=
p; &=
nbsp; CSSEA’s
Self-Help Series: WCB Claims Management: April 1997
=
&nb=
sp; =
&nb=
sp; CSSEIP
brochure; CSSEA NEWS Volume 16, Issue 3
Most people who recei=
ve
service through Kardel are on limited budgets. Employees are responsible for
helping the people they support learn socially appropriate behavior and man=
age
within their personal budgets. There exists a wide range of opinion around =
the
issue of appropriate tipping.
For people who are su=
pported
that are able to manage their own money and have sufficient funds to cover =
the
items that they are required to cover from their comforts money, the decisi=
on
to tip rests with them. Where the person is not able to manage their own fu=
nds,
if families have expressed a strong opinion for or against tipping from the
funds available to the person, their request should be respected.
The person supported =
should
be assisted to attend activities within their financial means with the
recognition that tipping is part of social etiquette. As a guideline, people
who require staff support for purchases, should be taught to budget 10%, as=
a
tip, for restaurant meals, haircuts etc., and assisted in leaving a tip in =
that
amount when service warrants a tip. Alternately, restaurants may be selected
where tipping would not be customary. As per Recreation Fund Policy,
employee’s snacks and meals in restaurants, are covered to the maximum
amounts listed, with a 10% tip added on from recreation budget. Employees w=
ho
wish to tip at a higher rate do so at their own expense.
To help manage a limi=
ted
recreation budget, it is acceptable for the manager/PIC to purchase restaur=
ant
coupons from recreation funds and the free second entree could cover the
employee’s costs.
Basics of Medication Course, Mandt Training and First = Aid training are offered internally to meet the orientation and continuous trai= ning needs of staff members and Managers. Notification is sent to the homes/programs with registration instructions.
Kardel is a member of South Island Education Committee= which sponsors relevant courses for front line staff members as part of continuing education. Kardel is a member of Association for Rehabilitation Program Technology (ARPCT) which allows access to edit U on line courses free of charge. Course offerings are in a catalogues at each site. Requests should = be made through the Director of Programs and Quality Assurance. Edit U, Library Resources & DVD resources provide for learning and growth for staff members.
DVDs were produced to be available for gaps in learnin= g for the following topics: Medication administration, values and principles of community living, provision of personal care and hygiene, self-advocacy, rights, and safe lifts and transfers. Video training and review is availabl= e on dysphagia, epilepsy, autishm and the ethics of touch.
Occupational Health and Safety circulates on a regular= basis educational material for the on-going training of managers and staff member= s. The continuous quality improvement committee also circulates educational material dealing with standards of best practice. These are posted in the h= omes and programs.
HSCL, RPN nurse managers and Kardel’s nurse cons= ultant provides ongoing Task 11 training as required to meet the specific needs of= the people we support. A record of staff members completion of Task 11 training= is kept in the home/program.
Director of Programs and Quality Assurance produces an annual report in August for managers/PICs that outlines the training provid= ed in the past year. Based on input from the “Continuous Quality Improve= ment Plan” and the budget for the upcoming year, a sub-committee drafts a proposal to present to the managers. Managers review, provide input and app= rove the training plan. Priorities for training are courses mandated by licensin= g. Managers may make requests for training dollars to support staff training n= eeds as identified in individual performance evaluations or for the home general= ly. Information on training opportunities is circulated to the homes/programs through the Director of Programs and Quality Assurance. Training budget mon= ies not spent in one fiscal year are carried forward to the next. Director of Programs and Quality Assurance must approve all training for reimbursement.=
Annually, all staff members are required to review information on Universal Precautions and view the DVD on lifts and transfer= s. As part of the annual performance evaluations, Managers outline staff train= ing needs and desires. During April, safety month, all staff attend an annual review of core competencies.
For courses paid for by the company, copies of the certificate of completion are forwarded by the employee to the Human Resour= ces Administrator (HRA) to be kept on the personnel file. The HRA tracks all credentials and continuing education of all staff members. Copies of any diplomas, certific= ates or other evidence of the person’s training and skill is kept on file.=
All Managers are required to complete the introduction= to licensing offered through VIHA.
To ensure the efficient delivery of services to the pe= ople we support, every employee is responsible for attending work on a regular basis. An employee shall be entitled to sick leave during a period of sickn= ess or injury as stipulated in the Collective Agreement.
Employees must notify the manager/PIC, or in his/her a= bsence from the home/program, a staff member on shift (designate), prior to the st= art time of his/her shift. To maintain adequate staffing, employees are request= ed to give as much notice as possible for the home/program to arrange replacem= ents.
The employee must maintain regular contact with the ma= nager/PIC regarding the status of their illness/injury and the anticipated date of return. The employer has a right to know that the employee is doing everyth= ing reasonable to return to work as soon as possible. At the conclusion of a pe= riod of illness/injury, the employer has the right to determine whether an emplo= yee is fit to return to work and perform all the duties within their job description. The employee must notify the manager/PIC or, in their absence,= a staff member, prior to his/her return to work.
Employees may be required to submit a Doctor’s n= ote at any time. However, employees shall be required to submit a doctor’s n= ote:
The Doctor’s note must include:
q = The date of the first visit to the doctor;
q = The nature of the sickness/injury; and
q = The anticipated duration of the absence or
q = On manager’s request, that the person is healthy enough to return to full job duties.
Employees must complete Leave Request Form on return to work, stipulating the reason for their leave. Employees may disclose the na= ture of their illness/injury in confidence to the manager/PIC in situations where confidentiality is requested. The manager/PIC will sign off under the reaso= n to protect privacy and alert the payroll clerk to process leave request.
Pre-authorization of sick leave pay will only be given= where the manager/PIC is satisfied that the sick leave claim is valid e.g. schedu= led outpatient surgery, appointments that cannot be scheduled outside work hours etc. Vacation days are not to be used to cover sick time.
Sick leave shall be paid for the one (1) day or less n= ot covered by the Workers’ Compensation Act. Sick leave credits shall not apply to any period eligible for compensation under the Workers’ Compensation Act.
Employees who continue to be off work following the expiration of their paid sick leave may be placed on leave of absence witho= ut pay for up to twenty (20) days, provided the employee notifies the employer= in writing of the need for such leave prior to the expiry date of paid sick le= ave. Sick leave credits will not accrue during any period of unpaid leave. Additional unpaid leave may be granted at the employer’s option.
An employee who is on a leave of absence greater than = 20 days (pro-rated for other than full-time) will be cancelled from the Group Health Benefit plan on the last day of the month in which the 20 days expir= es, the exception being maternity leave which is covered for 30 weeks .The empl= oyee may opt, while on WCB or LTD, to continue coverage, with full cost of premi= ums being assumed by the employee and paid by post-dated cheques payable to the employer. Failure to follow these procedures may result in disciplinary act= ion up to and including dismissal.
Policy Group: &nbs=
p; &=
nbsp; Human
Resources
Issued: &nbs=
p; &=
nbsp; &nbs=
p; September
2003
Revised: &nb=
sp; =
&=
nbsp; February
2007
Reference: =
&nb=
sp; =
CSEEA:
Self Help Series: Attendance Management
<= o:p>
3.D.
26: Smoking and Tobacco Products
In keeping with the requirements of the Tobacco
Control Act, the homes and programs operated by Kardel including all vehicl=
es
are classified as areas for no smoking and no tobacco products. If a person supported smokes, they=
may
smoke within a 3 metre buffer zone of workplace doorways and by windows that
can open and air intakes. No smoking is allowed within a fully or substanti=
ally
enclosed space i.e. if it has a roof or other type of covering, and more th=
an
50% of the “nominal wall space” preventing the air from flowing
easily through it. Staff will ensure the person understands safety
considerations and disposal of cigarettes, butts and chewing tobacco. If
necessary for the safety of the person supported, the person who is smoking=
is
supervised.
The Tobacco Control Act is enforced by local hea=
lth
authorities and people in contravention are subject to a fine. Kardel is
responsible for ensuring compliance within our homes and programs. For the
people presently supported by Kardel who do not smoke or use tobacco produc=
ts;
every effort will be made when on outings into the community to use non-smo=
king
areas.
In keeping with the residential care regulations=
of
the community care facilities act no one other than a person supported may
smoke while on the premises of a community care facility. Premises are defi=
ned
as the property line. Staff members may not smoke while supervising persons=
in
care. Staff members who smoke or use tobacco products may do so on their
breaks.
Appropriate containers (large metal can with san=
d in
the bottom) are to be used for the disposal of cigarette ash, butts and che=
wing
tobacco. Hands must be washed before resuming duties. People who smoke shou=
ld
assume responsibility for emptying the butt container as needed.
An
employee found smoking or using tobacco products on the premises will be
subject to disciplinary action.
Policy Group: =
&nb=
sp;
Human Resources
Revised: &nbs=
p; &=
nbsp; &nbs=
p; March
1998, June 2003, January 2006; November 2007: July 2009; October 2009
Reference: &n=
bsp;
=
&nb=
sp; =
&=
nbsp; WCB
Regulation on Environmental Tobacco Smoke 32.3: Tobacco Control Act: To be
Enacted March 31, 2008
Any employee reporting for duty u=
nder
the influence of alcohol, drugs or other prohibited substances endangers
his/her health or safety, and that of the people we support and other
persons. He/she will not be p=
ermitted
to remain on the premises.
If there is reason to believe tha=
t an
employee reporting for duty is under the influence of any alcohol, drugs or
other substances, or to have consumed such substances while on duty, it is =
the
co-worker’s responsibility to report immediately to the manager and
remain on duty until relief can be arranged. Relief is to be arranged by the
staff member even if he/she is unable to contact the manager. Transportatio=
n is
to be offered for the employee who is unable to work. Appropriate disciplin=
ary
action will be taken following an investigation of the incident. Failure to
report such an incident will result in disciplinary action against the
co-worker.
Kardel’s policy on alcoholi=
sm
and drug dependence is that alcoholism or problem drinking and drug depende=
ncy
constitutes an illness and, as such, falls under the definition of a mental
and/or physical disability under the Human Rights Code. It requires treatme=
nt.
Policy Group: Human Resources Revised:=
&=
nbsp; April
2003 Referenc=
e: &=
nbsp; &=
nbsp; CSSEA:
Technically Speaking: Volume 5, Issue 1, April 16, 2003
Kardel telephones are for Kardel business and emergenc= ies only as well as the use of the persons’ supported in the home. If it = is necessary for staff to make personal telephone calls, either on Kardel phon= es or personal cell phones, employees should endeavour to make these calls at times that do not interrupt their duties in the home and to keep them short= and to a minimum. Personal busine= ss should not be conducted in front of the people supported. Texting falls und= er the same category with the same requirements. Blue Tooth Headsets are not t= o be worn while on duty.
Employees are reminded that no information regarding a= nother employee is to be given out to anybody by telephone. All requests for information, including requests for telephone numbers, must be referred to = the employer. Employees are not to use cell phones while driving, consistent wi= th legal requirements instituted in January 2010.
Managers and administrative staff are to ensure their recorded voice mail messages are appropriate, informative and timely. Manag= ers and administrative staff are responsible for the security of their account = and password and for taking precautions to prevent unauthorized access to mail boxes. The Accounting Administrator records voice mail passwords and keeps = them in a secure place.
Annual vacation entitlement is outlined in the Collect= ive Agreement. Employees will make selections for annual vacation by the follow= ing dates:
= 1. November 1st, for the period January 1st through April 30<= sup>th,
= 2. March 1st, for the period May 1st, through December 31<= sup>st.
Preferences in the selection and allocation of vacatio= n time shall be determined on the basis of seniority within each worksite. If an employee chooses to make a request outside of the collective agreement dead= line dates of November 1st and March 1st, approval will be granted based on the existing policy and on the ability to fill the requested days at straight t= ime.
All time off must be submitted to the vacation committ= ee through Central office for approval i.e. lieu time, leave without pay. The vacation request process does not include lieu time or leave without pay. T= hese requests are processed following vacation. Employees must submit at least s= even days before any request.
An employee is entitled to receive his/her vacation in= an unbroken period. Employees wi= shing to split their vacation shall exercise seniority rights in their first choi= ce of a vacation period. Seniori= ty shall prevail in the second vacation choice only after all other first choi= ce vacation periods have been assigned. Seniority shall also prevail in further choices in the same manner. =
Regular vacations shall have priority over vacation ti= me carried over. Vacation committee will approve in writing, the vacation choi= ces within two weeks of the selection deadlines.
If an employee relocates to another work location wher= e the vacation schedule has already been completed for the vacation year, the employee will not be entitled to exercise his/her seniority rights with res= pect to vacation preference until the following vacation year. As continuity of = care is so important to the people we support, only one staff member per shift t= o a maximum of 2 staff members per day, per work site, shall be granted vacatio= n.
At Futures Club, only 2 staff members per day shall be granted vacation. Vacation accrual is indicated on the employee’s pay stub.
T=
he
participants of Futures Club are transported to their programs in the commu=
nity
by way of staff vehicles. Several of the participants have limited mobility=
and
need a low vehicle in order to get in and out on their own.
<= o:p>
A=
nyone
wanting to post in or orient to work at Futures Club day program (either as
permanent or casual staff) will have to meet the following vehicle criteria=
:
C=
urrent
staff will be grandfathered; however, any change in vehicle will have to me=
et
the above requirements.
<= o:p>
3.D. 32: Staff Meetings
S=
taff
meetings are an important component to the service we provide to persons se=
rved
as well as to the efficient operation of the home/programs. Staff meetings =
are
scheduled regularly by the program manager/PIC and staff members are encour=
age
to attend. Staff are paid at
straight time for the length of the meeting. Minutes are recorded and posted/av=
ailable
at each site. It is the responsibility of all staff to review minutes of st=
aff
meetings, initial/sign that they have done so. This includes staff members who we=
re
unable to attend the staff meeting.
This ensures that all staff members remain current on decisions made=
and
information conveyed at staff meetings.
When one or more employees within a home/program have concerns about a manager’s/PIC’s performance or the overall functioning of the home, employees are expected to bring the concerns direc= tly to the manager/PIC in a timely fashion. Concerns should be discussed and if= not resolved, staff members should outline the concerns for the manager /PIC in writing. This is consistent with the direction provided to staff members by their union representative. If the manager/PIC and staff members are unable= to reach a solution, the Director of Human Resources (DHR) should be asked to facilitate a meeting aimed at problem solving.
Note: In situations of urgent health and safety concer= n or significant breaches of ethics immediate contact with the DHR is essential.
The goal of the meeting is not only to provide a plan = of action but also to build a greater sense of individual empowerment and team functioning by emphasizing cooperation.&nb= sp; Participation requires willingness among all parties to work towards= a solution.
All parties should come to the meeting having given consideration to the following:
q = Your understanding of the problem(s)
q = The factors that have contributed to the problem(s)
q = Maintaining a constructive emotional climate during the meeting
q = The effect of the problem on you
q = Your fears if there is no resolution
q = Constructive suggestions for resolving this problem(s)
q = Are you prepared to work with the team to solve this problem(s)?
q = The DHR will write up the summary of the meeting for distribution to all partie= s.
Policy
Group: &=
nbsp; &nbs=
p; Human
Resources
Issued: &=
nbsp; &nbs=
p; &=
nbsp; September
2002
Revised:
&=
nbsp; &nbs=
p; &=
nbsp; July
2009
Reference:
&=
nbsp; &nbs=
p; Justi=
ce
Institute of B.C. Centre for Conflict Resolution Training,
=
&nb=
sp; =
Conflict
Resolution JI:
=
&nb=
sp; =
V3L
5T4; 1996 =
3.E. 2: Confl=
ict Resolution
between Staff Members
Employees are expected to bring concerns directly to t= he staff member in a timely fashion. Concerns should be discussed and if not resolved, staff members should outline the concerns for the manager /PIC in writing. The manager/PIC will follow through to resolve the issue. In situations of staff member harassment, the union has resources available to assist union members.
3.E. 3: Insub=
ordination
Employees are required to follow orders made by the employer. Employees who dispute the propriety of an order must comply with = the order and challenge it later through the grievance procedure. This is known= as the “obey now/grieve later” principle. An exception of this principle arises where the order is to perform an illegal or unsafe act.
An employee has engaged in insubordination when:
q = There has been a clear order that was understood by the employee;
q = The order was given by a person in authority i.e. manager/PIC etc.
q = The order was disobeyed
An additional type of insubordination arises where the employee communicates in an insolent/defiant/rebellious manner to a person = in authority.
Insubordination is cause for disciplinary action up to= and including termination.
3.E.4: Protec=
tion,
Privacy, Breaches of Confidentiality
Failure to respect the confidentiality of the people we support will result in disciplinary action up to and including dismissal. S= taff members should not discuss the people supported outside work in a manner th= at breaches the person’s rights to dignity, respect and privacy. Staff members attending courses and workshops must not discuss the people support= ed by name or in such detail as to identify them. Staff members on social networking sites must not share photos of the people supported without writ= ten permission or provide identifiable personal information.
3.E. 5: Confl=
icts of
Interest: Violations
All employees have the responsibility to report any po= ssible conflicts of interest to his/her home base manager/PIC who is obligated to resolve the conflict or perceived conflict with the parties involved. When = the situation is not resolvable at this level, the situation is to be directed = to the Director of Human Resources.
=
Policy
Group: &=
nbsp; &nbs=
p; Human
Resources
=
Issued: &=
nbsp; &nbs=
p; &=
nbsp; August
2007
Revised: &nb=
sp; =
&=
nbsp; July
2009
Cross Reference: &n=
bsp; =
; 3.D.
2. a), b) &nbs=
p; &=
nbsp; &nbs=
p; =
3.E. 6: Borro=
wing or
Purchasing Personal Effects
Staff members are not to borrow the personal effects of people supported. If the person supported is no longer in need of an item, = it should be sold at a fair market value. The value should be determined by th= e Manager in discussion with the accounting administrator and the family.
<= o:p>
3.F. 1: Banked
Overtime
Employees who choose to bank overtime may request time= off as per Kardel Vacation/Time Off policy.&nb= sp; Unused banked overtime will be paid out twice per year in the pay pe= riod which includes March 31st and August 31st.
Kardel directly depos=
its pay
into the account specified by the employee upon hiring. Employees may compl=
ete
a direct deposit form at any time during their employment to re-direct their
funds to an alternate account.
3.F. 3: Change of Home Base
Information from payroll is always
distributed to the home base where the employee is registered. The manager/=
PIC that
has an employee who is working more permanently in their home than their
existing home base should complete the Payroll Change Form changing the home
base for Payroll. This also changes the responsibility for completion of
performance evaluations to the manager/PIC with the most recent experience =
with
the employee. The manager/PIC needs to confirm the change in home base with=
the
employee prior to submitting the form.
3.F. 4: Change of Name, Address, Phone Numbers
Employees must notify in writing
their home base manager/PIC of any change to their name, address or phone
number. A Payroll Change Form is completed by the manager for the employee
scheduler who forwards to Human Resources/Payroll. On the Payroll Change Fo=
rm,
the number the employee wants called for shifts should be noted.
Staff emergency telephone numbers=
are
in each home that an employee works on the staff emergency contact list in =
the
Fire and Emergency Manual. It is the responsibility of employees to keep th=
is
information current. Managers/PICs should update the list every 6 months,
deleting employees who no longer work at the location. Current addresses are
required for T4’s, Benefits and the
=
3.F. 5: Night Shifts and Statutory
Holidays
An empl=
oyee
commencing work at 11:00 P.M., for example, on the night before a paid holi=
day
will be paid at the holiday rate for their complete 8-hour shift. The staff commencing work at 11:00=
P.M.
on the night of a paid holiday noted above will be paid regular time. The statutory premiums are allocat=
ed to
the employees completing the majority of their hours on the actual paid
holiday.
3.F. 6: Payroll Inquiries
All inquiries regarding payroll a=
re
to be directed to the employee’s home base manager/PIC. When the inqu=
iry
cannot be resolved by the home base manager/PIC, specifics of the issue sho=
uld
be clearly explained in writing noting dates, times, and the questions or
problems and are forwarded from the home base manager/PIC to Payroll. A Pay=
roll
Inquiry form is available in the forms accordion file in the homes for this
purpose. All employees are responsible for knowing their collective agreeme=
nt
and the sections of the agreement where there is an inquiry should be
referenced. Payroll inquiries must be submitted within 60 days of the issued
cheque. Inquiries past this time frame will not be considered.
3.F. 7: Payroll calculation for meetings
Employees who attend meetings are paid for the length of time in attendance to the nearest quarter hour. Attendance at staff meetings is voluntary and does not generate overtime. <= o:p>
3.F. 8: Retro=
active
Pay
It is Kardel’s practice to issue cheques rather = than direct deposits for retroactive pay. The formula used to calculate tax on retroactive pay is a Revenue Canada formula based on estimated average annu= al earnings.
3.F. 9: Short=
term partial
Leave of Absence for Education
We wish to facilitate further education for our employ= ees. It is recognized that courses may be scheduled during regular hours of work. Requests for a pa= rtial leave of absence from a regular position may be granted by the Employer sub= ject to a consideration of the following::
3.F. 10: Spec=
ial
Leave
Employees inform the manager of the request for special leave and write the reasons on the Leave Request Form. The manager/PIC appr= oves or rejects the request, based on the collective agreement. The manager/PIC sends the Leave Request Form to payroll. The Director of Human Resources (D= HR) reviews special leave requests each pay period. Should more information be required, the DHR will discuss the request with the manager/PIC involved. If the request is denied the program manager will notify payroll and the manag= er/PIC. It will be the manager’s/PIC’s responsibility to clarify the situation with the employee.
3.F. 11: Time Change: Employees on Shift
Employees
at work during a shift when the time is changed between Pacific Standard and
Daylight Savings will be paid for actual hours worked during the shift. Emp=
loyees
affected by the spring change from Pacific Standard to Daylight Savings Time
work only seven (7) hours and are paid for the actual amount of time on shi=
ft. Employees
affected by the fall change from Daylight Savings to Pacific Standard Time =
work
nine (9) hours and are paid for eight (8) hours at straight time and one ho=
ur
at time and one-half. Employees at work during the change of time will record the actual ti=
me
on the job on their time sheets.
Policy Group: Human
Resources
Issued: =
&nb=
sp; February
17, 1997
Revised: &=
nbsp; February
2007
Reference: &nb=
sp; &=
nbsp; Employment
Standards Act, Section 40
The 24-hour period starts at midnight for the purpose = of payroll. The employee must record their time worked on provided Sign in She= ets and will be the document referred to in case of dispute.
3.F. 13: Unio=
n Leave
Employees request Union Leave from their home base man=
agers/PICs
who determine the response based on operational requirements of the home. M=
anagers/PICs
indicate the hours as “Union Leave” on Payroll. Payroll gives t=
he
payment request to the Director of Human Resources and Finance who approves=
the
billing and determines whether the
All WCB claims are paid directly to the claimant. When employees are returning to work, they are to provide the employer with the = date of their return. If employees have vacations planned, illness in the family= , or any other reason that may require employees to interrupt medical treatment,= WCB should be contacted.
An employee enrolled in the Group Health Benefits plan= may continue on benefits while away from work at full cost to the employee. Post-dated cheques are required to the Finance and Administration office da= ted the first of each month the employee remains away from work on WCB.
WCB rates are calculated as a percentage of wages. An employee does not earn sick accrual on sick time paid. Hence, when an emplo= yee is on WCB benefits, they are not accruing sick time
An employee who is on a leave of absence greater t=
han
20 days (pro-rated for other than full-time) may opt to continue coverage in
the Group Health Benefit Plan, with full cost of premiums being assumed by =
the
employee and paid by post-dated cheques payable to the employer. If payment is not received in full=
each
month, the employee will be cancelled from the plan(s). If the employee does not wish to
continue group benefits, the appropriate cancellation form(s) must be compl=
eted
prior to the commencement of the leave. Forms are available through the home
base manager.
Billing will be as follows:
q&nb=
sp;
1-30 days of leave billed one m=
onth
equivalent benefit premiums
q&nb=
sp;
1-45 days of leave billed one a=
nd
one half months equivalent premiums
q&nb=
sp;
1-60 days of leave billed two
months equivalent premiums
q&nb=
sp;
1-75 days of leave billed two a=
nd
one half months equivalent premiums
Cheques must be post-dated the first of each month=
the
employee is expected to be away from their regular duties and payable to Ka=
rdel
Consulting Services Inc.
A Payroll Inquiry Form is to be used to notify the
Finance and Human Resources Department of the intent for a leave of absence
with the start and end dates noted.
The Finance & Human Resources Department will respond with the
individual’s break-down of monthly premiums so the employee can then =
make
the decision re: continuation of group health benefits.
3.F. 16: Exit Surveys
As part of our plans for continuo=
us
quality improvement, we aim to better understand mobility within the work f=
orce
and to benefit from the experience of employees terminating employment. Exit
reports are completed by Managers and forwarded to the Director of Human
Resources who forwards in June and December to CSSEA. CSSEA tracks trends
provincially and forwards information back to employers.
If the employee forwards a letter=
of
resignation or termination to the office, it is forwarded to the Director of
Human Resources.
3.F. 17: Questions=
/Inquiries
re: Payroll or Contract Interpretation
Managers should submit questions = in writing. This ensures standardized answers may be distributed throughout the company to ensure consistency of administration. HEU Employees are required= to bring all questions directly to their home base manager, who is responsible= for communication with Payroll. Payroll will not accept phone calls directly fr= om HEU staff.
3.G. Personnel Files: Human
Resources and Payroll Office
3.G.
1: PIPA
Kardel respects and upholds an
individual’s right to privacy and the protection of their personal
information. We are committed to ensuring compliance with the
All personnel files of active employees will be kept i= n a filing cabinet in the Payroll Office. The office shall be kept locked and o= nly accessed by approved personnel. The Payroll Office is responsible for maintaining these files and for ensuring their confidentiality. Personnel f= iles of excluded staff members are maintained in a separate filing cabinet from = the personnel files of staff members covered by a collective agreement.
All personnel files of past employees are kept in stor= age boxes in alphabetical order in the locked storage area of Kardel. Files mus= t be kept for five years prior to shredding. No documents will be shredded if th= ere are legal actions or investigations underway.
Books and payroll records must be retained for six yea= rs from the end of the last taxation year to which they relate for income tax,= or for six years from the end of the year to which they relate for GST/HST purposes. The minimum period for keeping books and records is usually measu= red from the last year the records were used. Every book and supporting record = must be kept for dealing with an objection or appeal until it is resolved and the time for filing any further appeal has expired, or until the six-year period mentioned above has expired, whichever is later. No documents will be shred= ded if there are legal actions or investigations underway.
The records of the people supported are the property o= f the CLBC. They may be subpoenaed by a Court of Law. Refer to the Record Retenti= on Procedures of Kardel for details on the documents that form part of the off= ice file. No documents will be shredded if there are legal actions or investigations underway.
Policy Group: =
Human Resources
Revised: &=
nbsp; July
2009
Cross Reference: &nb=
sp; Forms
Book: Records Retention Procedure
Blue Section: Credentials:
q = Application Form
q = Resume
q = Interview Question Forms
q = Central Orientation
q = Home Orientation
q = First Aid CPR
q = Food Safe
q = NVCI
q = Class 1V/Driver’s Medical Exam/ Annual Driver’s Abstract
q = Basics of Meds
q = Hiring cover checklist (attached to confidential envelope with items within, highlighted
q = Vehicle Insurance Documents
Confidential items sealed in envelope within blue sect= ion:
q = TB Screen
q = Criminal Record Check
q = Initial Medical Exam
q = Reference Checks
q = Attorney General Criminal Check
Purple Section: Payroll
q = Personnel information forms
q = Direct Deposit
q = TD1 forms
q = Successful Applicant for Postings
q = Payroll Change Forms
q = Payroll Memos
q = Past Reimbursements
q = Employment verification requests and copies of letters
q = Cross-Registration Forms
q = Record of Employment Requests and Forms
q = Names/Address change forms
q = Garnishee Orders
Orange Section: Benefits
q = WCB Forms
q = Extended Leave Forms
q = Dr.’s notes re: returning to work/unable to work
q = All benefit forms
q = LTD
q = LOA’s
q = RRSP Info
q = Extended Health
Yellow Section: Communication
Hiring Letters
Bumping Letters
Letters of Discipline
q = Final outcomes of Grievances
q = Warning letters. Letters and notes from employee
q = Policy Review Forms
q = Availability Documents
q = Evaluations
q = Employment Contracts
q = Leave Notification Form
q = Accepted Shifts Not Worked Form
q = Signed Job Description
q = Signed Confidentiality Agreement
q = Immunization record
Managers/PICs at homes keep the posting applications u= ntil posting accepted and for six months afterwards and then they are destroyed.= A copy is kept by the employee scheduler for six months. Leave forms and Trad= e of Shift Forms are kept in administrative assistant’s office, and will be filed alphabetically by calendar year. Reimbursement records are in accounts files
Upon request to Human Resources, an employee shall hav= e the right to review his/her personnel file. The file must be reviewed in the presence of a manager/PIC, and, under no circumstances, leave the administration offices. Time must be scheduled when a
suitable private office and a Manager is available. The
employee or the Secretary-Business Manager of the
Managers/PICs may access the files of employees under = their supervision and of employees who are being considered for employment in the= ir home/program.
Personnel files will not be released to any other part=
y,
except by court order. With a written authorization from the employee, a un=
ion
representative in the presence of a manager/PIC, may review the file in the
administrative office.
3.H: V=
olunteers
3.H. 1: Criteria For Use:
Volunteers w=
ill be
recruited to enhance the quality of life for the people served, and to serv=
e as
a valuable link to and from the community.
Volunteers a=
re
supernumerary i.e. additional, to established positions in the Bargaining U=
nit
and will not result in the layoff of Bargaining Unit employees; nor will
volunteers be used to fill established positions within the Bargaining Unit=
.
3.H.2: Volunteer Supervision=
:
The manager/=
PIC of
the home is responsible for all aspects of the functioning of the home,
including volunteers. Volunteers will work under the supervision of staff
members while on site, with the manager/PIC consulting with staff members r=
e:
job duties and feedback.
The Administrative Assistant coordinates the volunteer program for the company, recruits and scr=
eens
new volunteers ensuring the application is complete and two references are
checked, updates policies and procedures, and is involved in conflict
resolution with volunteers.
3.H. 3: Signed Agreement:
An agreement=
is
signed between the volunteer and the manager/PIC regarding job functions wh=
ile
on site. The volunteer reads the volunteer job description and signs that t=
hey
have read it. Job functions and job duties are reviewed annually as part of=
the
annual feedback given to volunteers.
3.H. 4: Documentation and Requirements<=
/span>:
Volunteers m= ust complete the volunteer application; provide two personal references, a Crim= inal Record Check current within six months and a negative TB test. A form will = be provided to the volunteer to take to their local police department, which waives the fee for volunteers. A form will also be provided to the voluntee= r to take to the TB Tuberculosis Clinic 952-4217 where the fee will be waived. <= o:p>
Volunteers w=
ill be interviewed
by the Administrative Assistant who will work with the volunteer to select =
the
appropriate volunteer placement based upon the needs of the homes/program a=
nd
the interests/skills of the volunteer. If the volunteer is familiar with the
people in the programs and selects a home/program directly, the interview a=
nd
processing will occur with the home/program manager.
An initial p=
hone
call will be made to the volunteer within one week of his/her application, =
and
an appointment established no later than two weeks from the time of
application. The interviewing manager/PIC will complete the reference checks
and makes the final determination of the suitability for the person to
volunteer within a home or program. If the volunteer is working on more tha=
n one
site, one manager/PIC will be assigned primary responsibility for completing
the feedback form for the volunteer.
Volunteers a=
re
required to inform the manager of any criminal charges brought against them
while they are a volunteer with Kardel.
3.H. 5: Files:
Managers/PIC=
s will
complete the assigned volunteer duties form and the orientation checklist, =
and
forward a copy to the special projects coordinator to serve as part of the
volunteer’s permanent records along with their application, TB screen=
, criminal
records check and reference checks. Volunteer files are kept in a locked
cabinet and they are treated as confidential in the same manner as personnel
records. The special projects coordinator ensures files are complete and
orderly. A volunteer has the right to view their file by request to the Administrative
Assistant, who will make arrangem=
ents
within one week of the request.
Managers/PIC=
s ensure
staff members are aware of the volunteer’s duties while in the
home/program and staff members provide a welcoming attitude to volunteers w=
ho
help to enhance the quality of life for the persons served.
3.H. 6: Orientation and Training= :
Volunteers a=
re
provided with an orientation by the manager/PIC or designate and a volunteer
orientation checklist is completed (See Forms: Policy and Procedure Manual;
Volunteers). For safety and security, volunteers will be oriented to the fi=
re
drill procedure, fire evacuation routes, emergency preparedness, location of
the first aid kit and disaster preparedness supplies, and Worker’s
Compensation/accident reporting. The completed orientation form is forwarde=
d to
the volunteer coordinator for tracking. Training is provided by staff
members who are familiar with the person served on relevant topics that will
assist the volunteer in their interactions with the person. This will inclu=
de
an overview of their likes, dislikes, communication strategies, regular
routines, and requirements for assistance. Volunteers will be invited by th=
e manager/PIC
to participate in training activities occurring in the home that may be of
interest to them and that are without cost.
3.H. 7: Assessment and Performance Poli=
cies:
The volunteer
feedback form is completed when the volunteer completes their volunteer hou=
rs
(in the case of people amassing hours for entry into a training program) and
annually otherwise, coordinating with volunteer recognition week. Volunteer
recognition week is in April. The Human
Resources Administrator will track volunteers and ensure documentation and
feedback forms are on file.
If volunteer=
s are
accruing volunteer hours towards a recognized program of study, it will be
incumbent upon them to sign in and out on a registry kept for volunteers for
this purpose. They should also keep a personal log for their records.
3.H. 8: Confidentiality Policies:
Files are highly confidential and restricted to use by= staff members who have a need to know to provide high quality support, and CLBC. Medical Health Officers and their delegates may access files when required.=
Any request = for personal information pertaining to the people served is to be directed to t= he manager. Failure to respect the confidentiality of the person served will res= ult in dismissal. Volunteers should not discuss people supported outside the ho= me in a manner that breaches the person’s rights to dignity, respect and privacy. Volunteers attending courses and workshops must not discuss person served by name or in such detail as to identify them. Volunteers sign a confidentiality agreement.
3.H. 9: Restrictions:
Volunteers w=
ill not
be involved in the provision of personal care or take the lead role in the
provision of First Aid / CPR if a trained staff member is readily available.
They will not drive person served in their vehicles unless this has been
pre-arranged with the manager/PIC and they have 2 million liability insuran=
ce.
Duties will be assigned under the direction at all times of the manager or
designate. Volunteers will not be left unattended with a person until such =
time
as the person receiving services, the volunteer, staff and manager/PIC are
assured that brief times 1:1 would be advantageous. Any outing or 1:1 time =
must
be with the approval of the manager/PIC and should be discussed with the fa=
mily
to ensure their consent.
3.H. 10: Dismissal:
The manager/=
PICs of
all homes/programs reserve the right to approve the volunteer. If conflicts
arise with the volunteer and people in the home/program, and/or staff, the =
manager
will mediate the conflict. Kardel reserves the right to terminate a volunte=
er
if his /her participation is detrimental to the interests of the people
supported, staff members, or operation of the service.
3.H. 11: Exclusions:
Friends of t=
he
people living in the home, whose relationship pre-date their admission to t=
he
home, and where involvement is solely with one person in the home, and
primarily outside the home, are not classified as volunteers but as friends=
and
not subject to the volunteer requirements.
3. I: =
Practicum
Placements
3.
Kardel welcomes practicum students as a valuable li= nk to the community and as a contribution to a well trained work force. Students = will be accepted within our services with the primary aim of improving the quali= ty of life for the people supported both in the short and long term. The Colle= ges provide the course description and the learning outcomes for the practicum, which are in keeping with our overall requirements for qualified staff memb= ers.
Practicum pl=
acements
are provided to students from
Practicum st=
udents
are accepted from the Community Support Worker/Educational Assistant Progra=
m, heath
Care Assistant Program, Recreation Assistant Training Program, and Practical
Nurse Program. We also may provide CAPP placements for high school students=
.
3.
The roles and
responsibilities of the instructor from the learning institute are stipulat=
ed
by the learning institute, shared with the manager/PIC and agreed to by the
organization. They would include the following areas:
q =
Orientation to the roles and responsibi=
lities
of the student, Kardel and the instructor in the framework of the practicum=
;
q =
Orientation of the manager/PIC to the
learning goals for the practicum;
q =
Availability of the instructor for the
student;
q =
Maintaining a link with the manager/PIC=
and
getting input into the student evaluation from the manager/PIC;
The manager/=
PIC or
designated staff person of the home is responsible for all aspects of the
functioning of the home, including students. Managers/PICs or designated st=
aff
person are the primary link for the student and the instructor. Students wi=
ll
work under the supervision of staff members while on site, with the manager=
/PIC
consulting with staff members to outline job duties and get feedback on
performance.
3.
The Human Re=
sources
Administrator coordinates with the learning institutes for the practicum
placements for the company, ensures proper documents are in place re:
indemnity, updates policies and procedures, and is involved in conflict
resolution with the learning institutes if problems arise. The learning
institute provides the learning goals for the practicum and the signed
agreement serves as an acknowledgement that Kardel will work with the stude=
nt
to provide experiences towards their learning goals.
3.
The learning
institute completes the Criminal Record Check and negative TB test as part =
of
our agreement with the learning institute.
The H=
uman
Resources Administrator (HRA)work=
s with
the managers/PICs to determine the appropriate practicum placement based up=
on
the needs of the homes/program and the learning goals required for the stud=
ent.
The names of appropriate locations, with addresses and contact information =
are
provided to the learning institute. Confirmation of the students is done
directly from the learning institute with the manager/PIC of the home. Comp=
any
wide, practicum placements are recorded on the calendar, which is circulated
monthly. The HRA tracks the number of students and the success of the
experience and follows up with the learning institute if problems exist.
3.
Managers/PIC=
s will
complete the orientation checklist with the practicum student, and forward a
copy to the HRA to serve as a record of the student’s involvement with
the company. The student’s file will consist of the orientation check=
list
and a feedback form. Files are kept in a locked cabinet with personnel file=
s,
and they are treated as confidential in the same manner as personnel record=
s.
The HRA ensures files are complete and orderly. A student has the right to =
view
their file by request to the HRA,
who will make arrangements within one week of the request.
Managers/PIC=
s ensure
staff members are aware of the student’s learning goals and assign
appropriate duties to meet these goals while in the home/program and staff
members are to provide a welcoming attitude to students to enhance the qual=
ity
of life for the people served.
3.
Students are
provided with an orientation by the manager/PIC or designate and an orienta=
tion
checklist is completed (See Forms: Policy and Procedure Manual ;). For safe=
ty
and security, students will be oriented to the fire drill procedure, fire
evacuation routes, and emergency preparedness, the location of the first aid
kit and the disaster preparedness supplies and Worker’s
Compensation/accident reporting. The completed form is forwarded to HRA for
tracking. Staff members famil=
iar
with the people served provide training on relevant topics that will assist=
the
student in their interactions. This will include an overview of the
person’s likes, dislikes, communication strategies, regular routines,=
and
requirements for assistance. Students will be invited by the manager/PIC to
participate in training activities occurring in the home that may be of
interest to them and that are without cost.
3.
The manager/=
PIC
contributes to the student evaluations through feedback to the College
instructor and student, which are part of the formal part of the evaluation
process to determine the student’s final grades in a particular cours=
e.
These are confidential records between the student and instructor. The comp=
any
student feedback form is used to complete our records to ensure we have an
indication of the student’s performance in our homes and programs.
3.
Files are highly confidential and restricted to use by= staff members who have a need to know to provide high quality support, and CLBC. Medical Health Officers and their delegates may access files when required.=
Any request = for personal information pertaining to the people served is to be directed to t= he manager. Failure to respect the confidentiality of the people served will res= ult in dismissal. Students should not discuss people supported outside the home= in a manner that breaches the person’s rights to dignity, respect and privacy. Students attending courses must not discuss people served by name = or in such detail as to identify them.
3.
Students wil=
l not
take the lead role in the provision of First Aid / CPR if a trained staff
member is readily available. They will not drive the people served in their
vehicles unless this has been pre-arranged with the manager/PIC. Duties wil=
l be
assigned under the direction at all times of the manager or designate in
cooperation with learning institute coordinator. Students will not be left
unattended with a person until such time as the person receiving services, =
the
student, staff members and the manager/PIC are assured that brief times 1:1
would be advantageous. Any outing or 1:1 time must be with the approval of =
the manager/PIC
and should be discussed with the family to ensure their consent. Students a=
re
not permitted to independently deliver any form of medication.
3.
The manager/=
PIC of
all homes/programs reserves the right to approve the acceptance of a studen=
t.
If conflicts arise with the student and people in the home/program, and/or
staff members, the manager/PIC will mediate the conflict. Part of the role =
of
the College instructor is to liaise between the manager/PIC, student and
College should any concerns, or conflict arise and the instructor would be
invited to be part of any mediation or conflict resolution process. Kardel
reserves the right to terminate a student if his /her participation is
detrimental to the interests of the people supported, staff members, or
operation of the service. However, an attempt would be made to place the
student elsewhere within the system. Kardel will work cooperatively with the
instructor of the program to address needs and issues.
3.
If a student=
has an
accident/injury on site the incident is recorded in the blue book, using the
same directions as permanent staff members. They complete a form 7 and 7A. =
They
are eligible for Worker’s Compensation Benefits through their College=
.
Policy: =
; &n=
bsp; Human
Resources
Issued: =
; &n=
bsp; March
2003;
Reviewed: December 2008; July=
2009
Reference: &=
nbsp; Letter
from Camosun, CSW instructor, March 8, 2004
Cross Reference: &=
nbsp; DPQA:
H: practicum students tracking
3: J: Excluded =
Staff
Statutory benefits include WCB, E= I and CPP.
Long Term Disability (LTD), Group= Life (Life) and Accidental Death & Dismemberment (AD&D) coverage is mandatory. LTD premiums are employee paid which means the benefit payments are tax-exempt. If you are disabled for more than 4 months (the “qualification period”) you will receive 66-2/3% of your basic monthly earnings. Group Life is 2 x your annual earnings, rounde= d to the next higher $1,000 and will be paid to your beneficiary or estate. The maximum benefit is $300,000.
MSP:
All excluded employees will have MSP premiums paid by Kardel. Coverage will be base= d on each employee’s requirements (e.g. single, couple, family). The impact of future premium incre= ases will be reviewed by Kardel and some or all of such increases may be passed = on to the employee. *
· All excluded employees will have extended he= alth premiums paid by Kardel on the same basis as the MSP premiums. *
· Dental: All excluded employees will have den= tal premiums paid by Kardel on the same basis as the MSP premiums. *
· Note*: There is no orthodontic coverage and no vision care.
See your Group Benefit Plan Book for further details. =
Note: do= uble coverage will not be provided.
Vacation will be based on years of continuous service, increasing annually to a maximum of 5 weeks (10%). All newly hired exclusions will st= art with a vacation entitlement of 15 days after 1 year of continuous service a= nd will accrue additional vacation entitlement in increments of 1 day per year= . This schedule provides 5 weeks vacation in the 12th year. Those excluded staff t= hat have been accruing additional vacation entitlement under the old schedule, = and have attained the 7-year’s continuous service level, will continue to receive increments under the old schedule. Management must approve vacation requests in advance.
Policy Group: &nbs=
p; &=
nbsp; Human
Resources &nbs=
p; &=
nbsp; &nbs=
p;
Issued: =
; &n=
bsp; =
; May
30, 2003
Revised: &nb=
sp; =
&=
nbsp; October
25, 2004
Reference: &=
nbsp; &nbs=
p; &=
nbsp; Memo
from CEO; November 2003; Memo from CEO: October 22, 2004
=
=
Your
Group Benefit Plan Book: Exempt staff at Kardel Healthcare Benefit Trust
3.J.3.:=
Sick
Days:
All excluded employees will have an annual entitlement of 12 paid
sick
days. Those employees who cur=
rently
have 15 days will be reduced to 12 days effective January 1, 2005. All employees will retain their cu=
rrent
sick bank and unused sick days will be cumulative for all employees up to a
limit of 85 working days, a bank sufficient to provide income to the
commencement of LTD. Sick day=
s will
be paid at 100%.
3.J 4.: Leave of Absences with=
out pay
Leave of absences without pay is available for family responsibility
leave, compassionate care leave, bereavement leave and jury duty as stipula=
ted
in the Employment Standards Act. All requests, approvals and denials for le=
ave
shall be in writing to the CEO. Approvals shall not be withheld unjustly
Policy: =
; &n=
bsp; Human
Resources
Issued: =
; &n=
bsp; October
2009
Reference: &=
nbsp; Employme=
nt
Standards Act
Benefit premiums, as outlined abo= ve, will be paid by Kardel, with the exception of LTD, for a maximum of 52 weeks of maternity leave.
During travel, meal allowance for excluded employees i= s the same as HEU members on travel: that is, breakfast: $8.50; lunch: $10.50 and dinner: $19.25. If you stay in a bed and breakfast that includes breakfast,= you may not claim for that meal. Mileage and ferry costs are consistent with the HEU contract. Budget Projections for Hotel Rooms are based on approximately $100.00 per night.
Expenses are claimed on return on the Cheque Request F= orm and submitted to the Director of Programs and Quality Assurance for approval and reimbursement. The costs come out of the training budget. Receipts for ferry, meals and accommodation need to be submitted. If an advance is required to cover cost= s, the projected total may be taken from the bank accounts established for man= agers/PICs and reimbursed to that account when cheque is received.
Overtime provisions for excluded program managers are = as follows:
Policy Group: &nbs=
p; &=
nbsp; Human
Resources &nbs=
p; &=
nbsp; &nbs=
p;
Issued: =
; &n=
bsp; =
; October
23, 2006; Effective October 8, 2006
Revised: &nb=
sp; =
&=
nbsp; November
6, 2006
Reference: =
&nb=
sp; =
Minutes.
Administration Meeting October 12, 2006; Memo to Program Managers 11/1/2006
from CEO
All Managers will have cell phones. Managers provided = with cell phones must be aware that cellular transmissions are not secure and use discretion in relaying confidential information. Kardel cell phones are for Kardel business and emergencies only. For cost effectiveness, a land line should be used when possible. Managers who choose to use their personal cell phones are eligible for $30.00 compensation per month against their personal cell phone.
For cell phones owned by the company all passwords sho= uld be registered with the Accounting Administrator. Do not use the cell phone whi= le driving a vehicle.
Policy Group: &nbs=
p; &=
nbsp; Human
Resources
Issued: =
; &n=
bsp; =
; May
2008
Reference: &=
nbsp; &nbs=
p; &=
nbsp; CSSEA
self-help series: Personnel Policies and Procedures.
Managers/Directors serve as the only authorized representatives on Kardel’s behalf for giving references. As we gain valuable insight into potential employees by receiving references from other employers, it is our position that there is benefit to the service system a= nd to our credibility as an employer by the provision of references when reque= sted and authorized to do so.
On request, all employees are entitled to a confirmati= on of employment letter that sets out objective information such as the employee’s start and end dates, the positions held and the key responsibilities.
Managers reserves the right, at their sole discretion,= to provide a more detailed reference letter that speaks to the employee’s ability to perform his or her job and the diligence, skill and reliability = with which he or she carried out his or her duties. Managers are to provide the letter in a timely fashion. Managers must ensure they have the employeeR= 17;s expressed or implicit consent prior to providing a reference to a prospecti= ve employer. The employer must take reasonable care in both ascertaining the f= acts on which the reference is made and in drafting the letter itself. This could include discussing the employee’s performance with his or her direct supervisor and reviewing performance appraisals.
In cases where the employee is dismissed by mutual agr= eement or resigns and where there are no concerns about the employee’s performance, employers should not hesitate to provide a reference letter. <= /p>
In cases where the employee is dismissed by mutual agr= eement or resigns but the employer has minor concerns about the employee’s p= erformance, the employer should consider providing a reference letter that simply focus= es on the employee’s positive attributes.
If the performance issues are significant, the employer should consider pointing this out in generalized language (i.e. “whil= e employee has the aforementioned positive qualities, his attendance could be improved”; “employee Y always met deadlines but he worked most effectively when he worked alone”).
In cases where the employee is dismissed for cause, the employer should provide only a confirmation of employment letter.
When providing a complete reference, it should be an accurate, fair and well-balanced representation of the employee’s work performance and work related behaviour. Avoid exaggeration, making inaccura= te statements or omitting relevant facts. Provide a reference as requested by = the prospective employer and answer only the questions asked. A reference could= be challenged if the Manager made slanderous falsehoods about an ex-employee. It is important to ensure that = the person requesting the reference has been authorized by the employee to seek= the reference. It may be wise to phone the employer back after you have confirm= ed with the employee that they have agreed to your name being used as a refere= nce. An “authorization to provide a reference” form is available for= the Managers to get written conformation.
If there is uncertainty on the part of the Manager abo= ut the reference, refer the issue to the Director of Finance and Human Resources.<= /p>
Policy Group: &nbs=
p; &=
nbsp; Human
Resources
Issued: =
; &n=
bsp; =
; October
2002
Revised: &nb=
sp; =
&=
nbsp; January 2007
Reviewed: &n=
bsp; =
; &n=
bsp; December
2007
Reference: =
&nb=
sp; =
CSSEA’s
Self-Help Series: Reference Checks; CSSEA News January 2007, Volume 14, Iss=
ue
01
Leaves for managers over 20 =
consecutive
days should be submitted to the Director of Human Resources 8 weeks in adva=
nce
to ensure adequate time for approval of the acting PIC by the Licensing Bra=
nch.
The letter through the licensing officer must include the designated
manager’s resume, a letter describing his/her qualifications and a
comprehensive list of supports available to them in the absence of the
manager. Attention to coverage
during a manager’s absence needs to address front line duties and -ma=
nagement
functions.
3.J.9. a): Fro=
nt line
duties
Care for the people supporte=
d is not
to be compromised by virtue of the manager’s absence. Additional front line staff may be
booked depending on the requirements of the home/program, the length of abs=
ence,
and the workload.
3.J.9. b): Man=
agement
Function
The temporary replacement is=
not
expected to assume full managerial duties by virtue of the advance preparat=
ions
of the manager to minimize the impact of his/her absence. In some circumstances the Director=
of
Human Resources or another program manager might be the only designated man=
ager
replacement. In all circumsta=
nces,
a greater administrative vigilance is maintained when the regular manager is
unavailable. The temporary replacement is expected to begin attending
administration meetings for absences over five weeks.
For unplanned absences (e.g.=
sick
days) no specific provision for replacement of on site management is made.<=
span
style=3D'mso-spacerun:yes'> Other managers are available for
consultation regarding non-urgent issues, and anything of an urgent nature,
when the manager cannot be contacted, is referred to the Kardel Office.
3.J.9. c): Com=
pensation
A bargaining unit employee a=
cting as
manager for more than one day will get 10% above his/her rate of pay. The
acting PIC must be on shift during the time of acting PIC for the 10%
differential to be paid.
3.J.9. d) Week=
end
On-Call Manager Rotation
All emergency calls needing
direction from a manager, including approval for overtime, from homes are t=
o be
made to the manager on-call. The on-call manager will deal with the emergen=
cy
in the appropriate manner and make further contact if necessary. This may
include the need to attend hospital.
There is one manager on-call=
for the
agency each weekend. The pager number is posted in each home: 418-9256. The
manager on-call is responsible 24 hours per day beginning at 5:00 P.M. on t=
he
Friday evening and end at7:00 A.M. Monday. There will be some extra days for
weekend statutory holiday coverage.
The ledger provided to the m=
anager
on-call each weekend, contains the following:
§ &nbs=
p;
List
of manager’s names and home phone numbers
§ &nbs=
p;
Staff
contact number for homes for emergencies
The manager on-call must rec=
ord each
call received, noting the date, time, nature of the call and action taken.
Managers receive eight (8) hours ATO for each weekend.
3.J. 10: Accumulated Time Off: Excluded staff members
Excluded staff members may n=
eed to
work additional hours in order to complete duties required within their
role/position. Excluded staff members may accumulate time worked beyond the=
ir
regular hours and take the time off at a later date. These hours (ATO) are =
to
be scheduled as soon as possible. ATO banks should not exceed 25 hours.
Accumulated time off is not paid out upon termination of employment.
Managers are required to inf=
orm the
Director of Human Resources of any/all changes to their schedule. Managers =
are
required to submit a “leave Request Form” to the Director or Hu=
man
Resources for approval prior to taking one (1) or more days of accumulated =
time
off.
Section 3: Human Resources