Employment Handbook

Employment Handbook

Do You Ask Employees This Question?
Employees go to work with the intention of doing a good job, but managers are often the reason they don’t! We sometimes put employees in situations where they don’t have the resources to perform well. They become frustrated when they are not given the necessary tools and training to complete job assignments.
Do You Ask Employees This Question? Employees go to work with the intention of doing a good job, but managers are often the reason they don’t! We sometimes put employees in situations where they don’t have the resources to perform well. They become frustrated when they are not given the necessary tools and training to complete job assignments. Support employees by advocating for them and removing the barriers that hinder productivity. They do this by asking one important question.  This one question can reveal the obstacles that employees face that only the manager can help to overcome. So, what is this one question?
How Can I Help You? This question demonstrates the manager’s commitment to serving the employee and their intent to help resolve issues.  This question also reveals employee challenges and issues that only a manager can help fix. When employees answer this question, they reveal work issues that need to be resolved and often answer the question with this response. You can help me with:
1. Broken or Outdated Equipment Employees need to have functioning equipment to perform job responsibilities, and nothing slows worker productivity like faulty equipment. Employees who spend more time troubleshooting faulty equipment than doing their job indicate that it’s time to address the problem. For example, working off of an old computer that was just slow. As soon as I invested in a new computer, I was amazed at how much time was saved simply because it had a faster processor. Tip: Budget dollars to update and replace equipment before it becomes an emergency.
2. Inadequate Training Learning how to do a job takes time. There is always a learning curve when employees are performing new tasks or using new computer software. Identify training needs before an employee is hired and incorporate this learning into the employee orientation checklist. Provide training as soon as an employee is hired to help expedite the learning process. Find TRAINING begins as soon as they begin work. You may be surprised at the time is saved. when they properly learn how to do the job. 
3. Resolve Conflict No one likes conflict, but unfortunately, when you get more than one person in a room, the chances of conflict rise significantly. Conflict within a workgroup affects morale and causes undue stress, but it also slows WORKERS’ PRODUCTIVITY. Managers should be cognizant: conflict in the Workplace.  
and available to help resolve interpersonal issues that hinder productivity. For example, if two employees in the same work area are battling over resources, their focus will be on winning the battle rather than doing their job. These kinds of conflicts need to be resolved quickly. Use your influence and intervene to help resolve issues.
4.  Customer Expectations Employee on the front-line take the brunt of customers. Dealing with unsatisfied customers can be a source of great stress for employees – particularly if they don’t have the training or resources to correct the situation. Managers should have a customer service strategy customer service and help to resolve issues that affect the CUSTOMER EXPERIENCE
5. Broken Processes Good processes are how work is done with efficiency. Internal work processes need to be efficient to allow for productivity and good systems to support a positive customer experience. Managers should partner with employees to understand internal work processes and identify ways to create operational efficiency.  
review your critical success factors one of the 7 quality tools to improve process efficiency.
6. Work-space Configuration Employees spend eight plus hours a day at work. need to provide employees with a workspace that is comfortable and fosters productivity. No one wants to sit on a broken chair or in a poorly designed workspace. If employees are complaining about arm pain, back pain or leg pain Spend the time and money to have work areas evaluated for ergonomics. Often a few minor changes can improve worker productivity – not to mention minimize workman’s compensation issues.
7. Barriers to Completing Goals Not many things are more frustrating to an employee is running into a barrier that keeps them from getting the job done. There are often internal barriers that hinder the completion of the goals. The manager’s responsibility is to help employees identify what those barriers are and assist with removing them. For instance, employees often depend on other departments to get the job done. Pay attention to your internal customers to ensure a cohesive work environment.
8. Meeting Deadlines Meeting deadlines is how goals are accomplished. But, when an employee has a problem with meeting a deadline they often need help with pushing a task to completion.  A manager may need to determine if it is a training issue, a productivity issue, or perhaps a conflict issue with another employee Regardless, it is the manager’s responsibility to help the employees get the job done – on time.
9. Prioritize Job Responsibilities Prioritization and time management   is something that we all deal with.  Managers should be available to help employees figure out what tasks are the most important and how to prioritize conflicting job responsibilities. Organizations are only as strong as the people they employ. And employees are only as productive as the person who manages them. Managers that can focus on their employees and ask this one question, how can I help you? This simple question will make employees feel valued and facilitate the process of getting things done! When is the last time you asked your employees, how can I help you? They do this by asking one important question.  This one question can reveal the obstacles that employees face that only the manager can help to overcome. So what is this one question?
How Can I Help You? This question demonstrates the manager’s commitment to serving the employee and their intent to help resolve issues.  This question also reveals employee challenges and issues that only a manager can help fix. When employees answer this question, they reveal work issues that need to be resolved and often answer the question with this response. You can help me with:
Benefits of Employee Training
1. employees assess an organization to determine if it is a good fit, they look at the employee benefis package.  Pay and benefits are important and many benefit to attract employees who endeavor to continue their education – but lack the resources to do so. This type of benefit can be a determining factor in whether or not an employee accepts a job offer.
2. Business Advantage The world is changing quickly, and businesses need to keep their employee skills current in order to be competitive. Keeping up with changing software programs, technology changes, customer service skills or leadership trends are examples of competitive advantages organizations can have with a well-trained workforce.
3. Employee Morale Most employees stay satisfied in a job for a period of time and then look for growth opportunities. Employees who continually develop their professional skills or pursue higher education are hopeful that there will be career advancement opportunities in their future. This can also help employees remain positive and contribute to the vision of the organization which is a result of strong employee engagement.   
4. Employee Contributions I have found that employees who are in school often bring back what they learn to the organization and apply learned concepts to the job.
5 Steps To Conflict Resolution In The Work place Conflict in the workplace is an inevitable reality.  This is why it is so important to understand what causes conflict in business and to have a conflict resolution plan in place to address it when it happens. Conflict is defined as: “To come into collision or disagreement; be contradictory, at variance or in opposition; clash to fight or contend; do battle.” Conflict can be the result of competition in the workplace.
Sources Of Conflict At Work And, competition can come in a couple of ways Competition for resources – Battles often ensue over limited resources. These resources can be in the form of budget dollars, prime workspace or available labor/employees.
Position – Competition can arise from an employee’s position which may be their demonstration of ability, work skills, or influence in the work environment.
Relationships – Often there is social competition. Employees try to demonstrate their relationships (popularity) with the boss, coworkers, vendors, and sometimes customers.
Personality – Let’s be real. We all have different social styles and sometimes the way we interact and communicate can be source of conflict. Invest in social style training to help increase employee awareness of the different ways we all communicate.If managed properly, conflict can add value to an organization.
For example, if employees hold back ideas and suggestions because they fear a negative response from others, it could hinder an organization’s creative process.  
But if the culture embraces diverse thinking, it can generate innovative ideas.
Conflict can occur between co-workers, employees and managers, individual work groups and departments or between an organization and a vendor. Conflict is often the result of a disagreement over resources or how goals are accomplished. But what drives the emotional response to conflict is often a difference in priorities, values, position, and personal style.
Underlying Organizational Issues
Conflict can be a manifestation of underlying organizational issues.
For example, unclear boundaries, or inconsistent enforcement of policies, can mean that employees are treated differently.
How To Resolve Conflict At Work
This results in resentment for different standards of behavior.
Conflict among co-workers creates distractions that can hinder an organization’s ability to meet corporate objectives.
And, when conflict in the workplace is not managed, it can create stress, affect job performance, and be an underlying cause of a hostile workplace.
The goal of a workplace conflict resolution strategy is to find a win-win, or a compromise, so each party’s interests are met at some level.
5 Steps to Workplace Conflict Resolution
1. Separate The People From The Problem
It is important to separate the person from the conflict and remember that – it is about the process, not the person.
Focus on the issue and avoid tying the issue to a particular person or person(s).
For example, if there is conflict over limited resources, look at the process for how those resources are allocated and not the person vying for those resources.
If you can determine how and why (process) you will be able to communicate a fair distribution.
If the process is deemed unfair, relook at the process and strive to remove natural biases.
2. Identify A Mediator
Sometimes conflict is at such a level that it warrants a neutral party to help mediate.
Ideally try to identify someone who is trained in mediation of people, or groups of people. Use this expert to begin a conversation and work toward a resolution.
This might include establishing specific guidelines for personal interaction behaviors, as well as identifying any underlying issues that contribute to the conflict.
For example, I had an employee who was promoted to a supervisor and was having a difficult time managing someone who was once a co-worker.
The underlying issues dealt with the employee who felt like she had missed out on the promotion. Difficult to diagnose without intervention. But an issue that can be toxic to the work environment.
3. Clarify The Problem
It is important to take the time to hear all of the concerns and to get a good understanding of what the problem is.  
Try to work toward identifying each parties interests and not their position as it relates to the conflict.
Understanding another person’s interests (why it’s important to them) can help separate the person from the problem.
For example, if there are limited resources to support a team project, try to listen to concerns from each party about the potential impact those resources have and how it might affect their ability to achieve employee goals.
4. Explore All Options
Brainstorm ideas for ways of resolving the issue that would result in a win-win for all parties.  
The goal is to make it a positive result for everyone involved.  
This might include establishing criteria for determining fairness for the outcome.
For instance, initiate a conversation with both parties and simply ask the question:
What does fairness look like to you? If you were me, how would you fairly distribute these limited resources?
The simple act of engaging in conversation that encourages employees to see things from a different perspective can often lead to resolution.
5. Agree On A Resolution All involved parties should be part of the process to find and agree to a resolution.  
This could be a verbal acknowledgment, and agreement, that the proposed resolution is the best solution to the problem. A more formal process might be to have all parties sign-off on the agreement in a written document.
Final thoughts. If it is an emotionally charged conflict, establish a cooling off period for all involved parties before trying to resolve the issue. Discuss issues in a safe and neutral environment.
Make sure all parties have the opportunity to share their concerns.
Nip conflict in the bud because unresolved conflict can fester and reach a point of no return. Meaning that unresolved conflict can result in the necessity of removing a team member.
Organizations that have mastered the art of conflict resolution have a business advantage because positive conflict outcomes remove performance barriers and allows organizations to more quickly meet corporate objectives
USAIGC-Sample Employee Handbook
An employee handbook is given to new employees from the employer.
The handbook is used to inform employees about their job duties and expectations set by the employer. An employee handbook should detail the rights of the employee, as well as the legal obligations of the employer. Other subjects that may be covered in the handbook include dress code, compensation policies, the amount of sick time or paid time off available for employees, and additional employee benefits. The employee handbook serves to protect both the employee and the employer. It makes the expectations of both parties very clear. This helps to prevent legal disputes between the two parties. In order to ensure an employee has received a handbook and may be required to sign an acknowledgement form. The employee handbook is one of the most important documents you will create as an entrepreneur. It is your and HR’s go-to resource for resolving disciplinary matters. And since it is required reading for your new employees, it’s the one document you can rely on to whip them into shape. An employee handbook is, or should be, all of the following -
Company’s Constitution: Your employee handbook is your number one resource for dispute resolution, intra-employee mediation, and performance review. HR will use it, employees will (or should) use it, and you will refer to it as needed when revising policy or developing your company’s infrastructure.
The foundation of your workforce: What kinds of employees do you want working for you? Employees who perform the way you want them to, of course. The employee handbook is a handy definition of what an ideal employee is and what standards your current employees should strive for.
Protection against lawsuits: Items such as the disclaimer, the non-contract clause (stipulating that receipt of the handbook in no way guarantees employment) and the assumption of your right to change employment policies at will grant you the status you need to keep things running smoothly. Other policies, such as the sexual harassment policy, non-discrimination policy and termination policy, dictate what is and is not okay, and releases you from liability should unsavory events occur within your staff. Many employee handbooks read alike. This is because many busy entrepreneurs copy from an employee handbook sample or make lazy work of free employee handbook templates they have downloaded from the internet. Templates and samples can be very useful tools; however, when using them take the time to customize your employee handbook’s tone and provisions to suit your business goals and objectives.
What kind of image do you want to promote? Design your employee handbook keeping your ideal boss-voice in your mind. Do you want to intimidate your employees? NO Do you want to discipline them right off the bat? NO Or do you want to project a more casual, congenial image? The tone, as well as the content, of your employee handbook can say a lot about who your company is and what you value.
Legal Considerations. An employee handbook may seem simple enough in principle – it is a long, long document that dictates the rules of conduct at your business.  It serves two main purposes.
1. to explain the laws of the land to your current staff.
2. to protect you, the employer, from legal hassle.
The best way to ensure that they do this is, as you may expect, to be sure they cover all mandatory legal tenets.
Here’s a run-down of what legal fields you need to cover in your employee handbook. Make all necessary disclaimers
You must make three things clear
The handbook is subject to change. This can be with or without warning, to any extent and at the discretion of management. Explain the way in which employees will be notified of changes (via email, distribution of revised handbooks, etc.)
The handbook is in no way, shape or form a guarantee of employment. Just because an employee receives, reads and signs the handbook should not mean he or she is assured of a job. Explain in detail, somewhere near the start of the handbook, the details of your employment policy and the limited rights provided . Many employers instigate an “at-will” employment policy,” meaning either party (you or the employee) can terminate the employment at any time, for any reason, with or without warning.
The rules and policies in the handbook supersede all others.
By “all others,” I mean all previously written, spoken and implied policies. Make this clear somewhere in your handbook, preferably somewhere near the beginning. After all, you can’t set sail if all your sailors are boarding different ships. 
Familiarize yourself with every level of employment law.
This means: read up on federal, state and local employment regulations, and find out which policies must by law be outlined in detail in your handbook.
Most employee handbooks are required to include the following policies –
Worker’s Compensation Policy required in most states to outline your Workers’ Compensation policies in your handbook.Equal Opportunity Employment PolicyThe Department of Labor requires that you print your Equal Opportunity and Non-Discrimination policies in detail in your employee handbook.
Family Medical Leave PolicyGoverned by the Family Medical Leave Act, which is on the federal level. If your
company is above a certain size, you are required to give your employees as many as 12 weeks of unpaid medical leave during any given 12-month period in the case of dire illness, childbirth, or the care of a child or sick family member.
The Main Components of an Employee Handbook To ensure that your business runs smoothly, each new employee should receive an employee handbook. If you haven’t fully developed rules and policies for your company, now is the time to do it. You don’t want to forget any details when you’re laying out the following main components of your employee handbook.
Brief history of the company. This doesn’t have to be a novel. Tell the success story of your company in a few concise paragraphs. Describe the background of each of your founding members, the way it all got started and your company mission. The goal here is to inspire employees’ faith in the company and to make them excited about joining your corporate culture.
Policies This is the real meat of the employee handbook. Lay out all policies that employees should A: internalize or B: be able to refer to throughout the course of their employment. If you want to be able toenforce your policies , your employees need to have access to them. It’s a good idea to be a bit nitpicky – you don’t want to leave anything out.
Here are a few policies included in most employee handbooks Equal Opportunity and Non-Discrimination Policies. These are important policies to note. While other policies in your employee handbook may be worded more casually, it is crucial to put your Equal Opportunity and Non-Discrimination Policies in high legalese. Example: Skye Pi Inc. does not discriminate against employees on the basis of race, color, national or ethnic origin, ancestry, age, religion or religious creed, disability or handicap, sex or gender (including pregnancy, sexual harassment and other sexual misconduct including acts of sexual violence such as rape, sexual assault, sexual exploitation and coercion), gender identity and/or expression (including a transgender identity), sexual orientation, military or veteran status  genetic information,  or any other characteristic protected under federal, state or local law.  Retaliation is also prohibited.  
Skye Pi Inc. will comply with state and federal laws such as M.G.L. c. 151B, Title IX, Title VI and Title VII of the Civil Rights Act, the Americans with Disabilities Act, Section 504 of the Rehabilitation Act of 1973, the Age Discrimination in Employment Act, and other similar laws that prohibit discrimination.
Worker’s Compensation Policy: This is the policy that insures workers against work-related accidents, lost work time, or medical bills. All employees are covered by workers’ compensation insurance, which compensates an employee for lost time, medical expenses, and loss of life or dismemberment from an injury arising out of or in the course of work. Employees must report any accident or injury immediately to his/her supervisor and the Human Resources Department so that the necessary paperwork may be completed.
Family Medical Leave Policy: This is the policy by which an employee may take unpaid medical leave while retaining job protection and company health insurance.
Time Off: In this section, explain your company policy on taking time off. Note – this is different from paid or unpaid vacations.
Employee Conduct: Here, lay down the law as regards dress code, proper vs. improper treatment of clients and coworkers, punctuality, demeanor and your policy on sexual harassment.
Payment: Provide an outline of the payroll schedule and, if it seems pertinent, pay-scales for every major position.
Benefits: Describe the employee benefits package, including sick leave, vacation, retirement and social security.
Disclaimer: This section states the purposes of the employee handbook and gives you, the employer, the right to change policies at will.
Proof of Receipt: It’s important to include a detachable page or something similar stating that the employee has received, read and agreed to the policies included in the handbook. This page may then be detached and given to HR.
Vacation Habits: September 22, 2017 There’s one thing we all know when it comes to the weekend - paid time off is the sweet reward of hard work. And generally, workers deserve more paid time off than they get. 

Employee Name ­­­­­­­­­______________________________________
I acknowledge that  I have received a copy of the _____________________________________
Employee Handbook. I understand that this handbook’s policies are intended as guidelines, not as contact of employment. I understand that my employment is on an “At-Will” terms and therefore subject to termination, with or without notice or obvious reason, by myself of the Company. Changes to my “at-well” status may only take the form of a written agreement signed by authorized member of the Company as well as myself. This agreement supersedes all prior contemptuous inconsistent agreements. I understand that the Company may change IRS policies and procedures contained therein.BASED ON SATISFORTY BACKGROUND CHECK

Purpose of this Handbook is to familiarize you - the employee - with the policies, rules and other key aspects of (the "Company"). The information in this handbook supersedes all rules and policies that may previously have been expressed or implied, in both written and oral format. Compliance with this handbook is compulsory for all employees. The Company reserves the right to interpret this handbook's content as it sees fit, and to deviate from policy when it deems necessary.
Changes of Policy reserve the right to change this handbook's content, at any time and at our sole discretion. Its provisions may not be altered by any other means, oral or written. You will receive written notice of any changes we make to the employee handbook, and are responsible for understanding and complying with all up-to-date policies. If you are confused about any information defined herein, please contact the Human Resources Manager.
Employment Forms. All new employees are required to complete and submit the following forms. Starred (*) forms can be found at the end of this manual. All others have been or will be provided separately.
At-Will Employment Agreement and Acknowledgement of Receipt of Employee Handbook 
* Employment Eligibility Form I-9
On the day of hire, each new employee is legally obligated to complete the Employment Eligibility Verification Form I-9 and submit documents establishing identity and eligibility within the next three business days. The same policy applies to re-hired employees whose I-9's are over three years old or otherwise invalid.
Section 2.  Terms & Definitions typically employs regular and temporary employees on an "at-will" basis. This section defines the terms of "at-will" employment, as well as the different types of employees we hire.
-Definition of "At-Will" Employment The job of an "at-will" employee is not guaranteed. It may be ended, at any time and with or without notice, by the employee or, for a lawful reason, by the Company. The Company also reserves the right to alter an "at-will" employee's benefits, pay rate, and assignments as it sees fit. The "at-will" terms of an employee's employment may only be changed by the President, CEO or CFO, and must be signed by the President or the CEO.
Types of Worker This section distinguishes between the different types of workers the Company employs. Employee status is established at the time of hire and may only be altered via a written statement signed by the Company.
Exempt vs Non-Exempt The majority of employees are non-exempt, meaning they are entitled by law to at least minimum wage and premium pay for overtime. Exempt employees are not subject to these laws. Exempt status is defined by particular standards set by state law and the Federal Labor Standards Act (FLSA). This class of employee is usually an executive, an administrator, or a highly paid specialist such as a programmer.
Regular vs. Temporary Regular employees work a regular schedule, either on a full-time or part-time basis. To be considered full-time, an employee must work at least per week. A temporary employee is a person we hire for a short period (usually 3 months at maximum) to assist with a project or remedy a staff shortage. A temporary employee is also employed on an "at-will" basis (defined above).
Independent Contractors & Consultants Independent contractors and consultants are not Company employees, but rather self-employed professionals whom we hire for specific projects. Unlike employees, they do not operate under Company direction, and control their own methods, materials and schedules. They are not eligible for Company benefits.
Payroll: Payment Schedule: Employees are paid generally on . In cases where the regular payday falls on a holiday, Employees will receive payment on the last business day before said holiday.
Wages: Wages vary from employee to employee and are based on level of skill and experience. The Company conducts regular evaluations of all employees and issues promotions as it sees fit. Employees who feel entitled to higher pay may contact to discuss. In additional to regular pay, employees may have the option of earning overtime pay.
Overtime: A non-exempt employee may work overtime on the terms defined by law pending prior authorization by his or her manager.
Deductions & Garnishment
Federal and state law requires that we deduct the following from every paycheck:
Social Security, Income tax (federal and state), Medicare, State Disability Insurance & Family Temporary Disability Insuranc. Other deductions required by law or requested by the employee
Wage and Tax Statement (W-2) recording the previous year's wages and deductions will be provided at the beginning of each calendar year.If at any time you wish to adjust your income tax withholding, please fill out the designated form and submit it to Accounting.
Wage Garnishment Sometimes, the Company receives legal papers that compel us to garnish an employee's paycheck - that is, submit a portion of said paycheck in payment of an outstanding debt of the Employee. We must, by law, abide by this either until ordered otherwise by the court or until the debt is repaid in full from withheld payments.

Section 4.  Rights & Policies  The following section summarizes your legal rights as an employee of . Questions about any policy detailed in this section may be addressed with a Human Resources representative.
Equal Opportunity Employment Policy. The Company provides equal employment opportunities to all applicants, without regard to unlawful considerations of or discrimination against race, religion, creed, color, nationality, sex, sexual orientation, gender identity, age, ancestry, physical or mental disability, medical condition or characteristics, marital status, or any other classification prohibited by applicable local, state or federal laws. This policy is applicable to hiring, termination and promotion; compensation; schedules and job assignments; discipline; training; working conditions, and all other aspects of employment. As an employee, you are expected to honor this policy and to take an active role in keeping harassment and discrimination out of the workplace.
Accommodation for Disabled Employees. We are happy to work with otherwise qualified disabled employees in order to accommodate limitations, in accordance with the Americans with Disabilities Act (ADA). It is up to the employee to approach his or her supervisor with this request, and to provide medical proof of his or her needs upon the Company's request. We are also happy to accommodate employees diagnosed with life-threatening illnesses. Such employees are welcome to maintain a normal work schedule if they so desire, provided that we receive medical papers proving their working cannot harm themselves or others and their work remains at acceptable standards.Employment of Minors. Our policy on employment of minors adheres to all FSLA standards, including the following:

  • Minimum employment age (14 for non-agricultural work)
  • Maximum weekly hours for employees under 16
  • Minimum hazardous job employment age (18)
  • Sub-minimum wage standards for students, apprentices, disabled
    employees, and employees under the age of 20.

Employment of Relatives
The employment of relatives can prove problematic, particularly situations where relatives share a department or a hierarchical relationship. The Company will not hire relatives to work in any potentially disruptive situation. An employee must inform us if he or she become a co-worker's relative. If at any time we perceive the situation to be dysfunctional, we may have to reassign or ask for one relative's resignation in order to remedy the situation.
Religion & Politics is respectful of all employees' religious affiliations and political views. We ask that if you choose to participate in a political action, you do not associate the Company in any way.
We are happy to work with employees to accommodate political and religious obligations, provided accommodations are requested from a manager in advance.
Private Information Employee information is considered to be private and only accessed on a need-to-know basis. Your healthcare information is completely confidential unless you choose to share it. In some cases, employees and management may receive guidelines ensuring adherence to the Health Insurance Portability and Accountability Act (HIPAA).
Personnel files and payroll records are confidential and may only be accessed for legitimate reason. If you wish to view your files, you must set up an appointment in advance with Human Resources. A Company-appointed record keeper must be present during the viewing. You may only make photocopies of documents bearing your signature, and written authorization is needed to remove a file from Company premises. You may not alter your files, although you may add comments to items of dispute. Certain information, such as dates of employment and rehiring eligibility, are available by request only. We will not release information regarding your compensation without your written permission.
Leaves of Absence Employees requiring time off from work may apply for a leave of absence. All leaves must be approved by management. For planned leaves, employees must submit requests at least in advance. Emergency leaves must be requested as soon as possible. Accepting/performing another job or applying for unemployment benefits during leave will be considered voluntary resignation. We consider all requests in terms of effect on the Company and reserve the right to approve or deny requests at will, except when otherwise directed by law. Any request for a leave of absence due to disability will be subject to an interactive review. A medical leave request must be supported in a timely manner by a certification from the employee's health care provider. Extension of leave must be requested and approved before the current leave ends. No employee is guaranteed reinstatement upon returning from leave, unless the law states otherwise. However, the Company will try to reinstate each returning employee in his or her old position, or one that is comparable. Below are the three main types of leave that offers employees. Some, but not all, are governed by law.
Work-Related Sickness & Injury
Employees eligible for Worker's Compensation rendered unable to work because of work-related injury or illness will receive an unpaid leave for the period required. For eligible employees, the first 12 weeks will be treated concurrently as a family and medical leave under the Family and Medical Leave Act.
MaternityAn employee disabled on account of pregnancy, childbirth, or a related medical condition may request an unpaid leave of absence of up to four months. Time off may be requested for prenatal care, severe morning sickness, doctor-ordered bed rest and recovery from childbirth.
Election DaysProvided an employee's schedule does not allow time for voting outside of work, and that he/she is a registered voter, he/she may take up to two hours, with pay, at the beginning or end of a workday, to vote in local, state or national elections.
Section 5. Employment Benefits The following is merely an overview of the Company's benefits package. It does not contain all relevant information. Please contact to obtain all details.
Unemployment Insurance Employees rendered unemployed through no fault of their own or due to circumstances described by law, receive unemployment insurance. State agencies administer this insurance and determine benefit eligibility, amount (if any), and duration.
Workers' Compensation Workers' Compensation laws compensate for accidental injuries, death and occupational disabilities suffered in the course of employment. provides Workers' Compensation Insurance for all employees. Generally, this includes lost wages, disability payments and hospital, medical and surgical expenses (paid directly to hospital/physician) and assistance in injured employees in returning to suitable employment.
Social Security Benefits (FICA) Both employees and the Company contribute funds to the federal Social Security Program, which provides retirees with benefit payments and medical coverage.

Rules of Conduct: On the Job - Reporting for Work - Employees are expected to begin and end each shift at the time and on the day appointed. You must inform your supervisor before the start of the work day if you will be absent or late, and obtain his or her permission to leave early. Absences and late arrivals will be recorded. Should your absences or tardiness exceed a reasonable limit, you will be subject to disciplinary action and possible termination. Failing to call one's supervisor or report to work for consecutive workdays will be considered voluntary resignation, and result in removal from payroll.

Staying Safe - Safety in the workplace is the Company's number one priority. You must inform your supervisor in the event of unsafe conditions, accident or injury, and use safe working methods at all times.
Meals & Breaks - 
Unless defined otherwise by state law, non-exempt employees are entitled to a paid 10-minute break for every four hours of work, as well as a 30-minute meal break for any shift lasting longer than five hours.
Cell Phone Use -Cell phones brought to work must be on silent or vibrate mode to avoid disrupting coworkers. They may only be used during breaks and meal periods, away from where others are working. If cell phone use interferes with operations in any way, an employee's cell phone privilege may be rescinded and disciplinary action, up to and including termination, may be used.Employees who receive Company cell phones should strive to use them for Company business only. All phones must be shut off during meetings.
Rules & Policies
Confidentiality: No previous or current employee may disclose or give access to confidential Company information, in any way or at any time, unless otherwise authorized by Management.
Discrimination & Harassment - In keeping with our Equal Opportunity Employment clause, the Company will not tolerate on-site discrimination or harassment on any legally protected basis, including that of physical characteristics, mental characteristics, race, religious or political views, nationality, disability, medical condition, sex, sexual preference, or gender identification. Harassment and discriminatory behavior among employees or contractors will result in disciplinary action, with the possibility of termination. Discrimination and harassment by customers or other business associates should be immediately reported to your supervisor, at which point the Company will investigate and take corrective action. You are welcome to seek legal relief if you find the Company's actions inadequate.
Drugs & AlcoholGood performance on the part of our employees is crucial to 's success. For this reason, we strictly forbid employees to do the following while at work*: Drinking alcohol and selling, purchasing or using illegal drugs at work. An "illegal drug" is any drug that has not been obtained by legal means. This includes prescription drugs being used for non-prescribed purposes. Possession of any non-prescribed controlled substance, including alcohol and legal illegally obtained prescription drugs.
Reporting for work intoxicated. We reserve the right to test employees for substance abuse. Illegal drugs, illegal drug metabolites, or excessive alcohol in your system will result in disciplinary action. The Company cares about the overall health and well-being of its employees. Any employee who feels that he/she is developing a substance abuse problem is urged to seek help. The Company will grant time off (within reason) for rehabilitation. Be advised, however, that this will not excuse a substance-related offense. In some cases, completion of Company-approved rehabilitation program may serve as an alternative to termination.*Any piece of Company property, including Company vehicles, as well as during work hours.
Disciplinary Action
The Company takes disciplinary matters very seriously, and will exact discipline as it sees fit for any unacceptable action or behavior. These may include:

  • Excessive lateness and/or absence
  • Improper or indecent conduct
  • Poor communication
  • Uncooperative attitude
  • Abuse, perfunctory or unauthorized use, or unauthorized possession of Company property
  • Unauthorized use or disclosure of Company information
  • Possession and/or use of illegal drugs, weapons or explosives
  • Illegal harassment and/or discrimination - of any kind
  • Violation of Company policy

Disciplinary action may consist of anything from verbal/written warnings and counselling to demotion, transfer, suspension or termination. Rather than follow rote procedures, the Company will handle each matter individually to ensure fairness to all involved. Please review and internalize the list of "Don'ts" above, and make an effort to use good judgments at all time.
Workplace Inspections At , we have a responsibility to protect our employees and our property. For this reason, we reserve the right to inspect the following, at any time, with or without notice:
-Offices      -Computers and other equipment - Company vehicles. Any personal possessions brought onto Company premises, such as handbags, briefcases, and vehicles. All inspections are compulsory. Those who resist inspection may be denied access to Company premises.

At-Will Employment Agreement and Acknowledgement of Receipt of Employee Handbook
Employee: I acknowledge that I have received a copy of the Employee Handbook, which contains vital information on the Company's policies, procedures and benefits. I understand that this handbook's policies are intended only as guidelines, not as a contract of employment. I understand that my employment is on "at-will" terms and therefore subject to termination, with or without notice or obvious reason, by myself or the Company. Changes to my "at-will" status may only take the form of a written agreement signed by an authorized member of the Company as well as myself. This agreement supersedes all prior/contemporaneous inconsistent agreements.
I understand that the Company may change its policies, procedures and benefits at any time at its discretion, as well as interpret or vary them however it deems appropriate.I have read (or will read) and agree to abide by all policies and procedures contained therein. DATED. 





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Paul Spadaro - USAIGC President
450 North End Avenue - Suite 20F
New York, NY 10282
fax: 212.227.9793
email: paul.spadaro@usaigc.com

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