Human Resources Policies Bob Inzer, Clerk and Comptroller March 2014

1. Human Resources Policies Bob Inzer, Clerk and Comptroller March 2014

2. Why Have HR Policies? • Primary Goal: To improve individual performance in the work place. • Secondary Goal: To create a fair and equitable work place.

3. Why Have HR Policies? • …to reduce your risk.Well developed, comprehensive HR policies reduce your risk for being sued by employees for discrimination or wrongful termination, and reduce the likelihood of losses if you are.

4. Why Have HR Policies? • …to establish boundaries for your employees. • Employees want to know what is acceptable and unacceptable in the work place. Absent you defining it, they have to define it for themselves. • Policies create a clear, bright line between what is acceptable and unacceptable. • We live in a multicultural society where everyone does not have the same values or appreciates what is acceptable in your office.

5. Why Have HR Policies? • …to develop a formal and permanent way to communicate with your employees’ expectations. • Oral communications get lost, forgotten and misinterpreted. • Formal policies create consistency in how employees are treated. If you have multiple layers of management, how do you ensure that all managers are applying the same standards?

6. Why Have HR Policies? • …to define consequences. • “What happens if I don’t follow the rules?” • “What happens if I’m late?” • “What happens if I make too many errors?” • “What happens if I’m off too much?” • …to define employee rewards and compensation. • Hire rate • Steps and qualifications for advancement • Employee expectations for pay increases

7. Why Have HR Policies? • …to define your objectives for your employees. • All organizations are not the same and the objectives of management are not the same. HR policies are one method of implementing your goals. • HR policies should reflect your goals and values and are a way of communicating them to your employees.

8. Goals, Values and Objectives • Do your employees know your goals, values and objectives? • Include your mission statement, values and principles in the beginning of your policy manual. • Your policies should reflect your priorities, education, tenure, internal mobility, professional appearance, etc.

9. Examples “As public servants we must all hold ourselves to the highest level of Professional Service. Our particular role in government requires strict attention to detail, the highest level of integrity, and a strong commitment to customer service. As Clerk and Comptroller, I consider one of my most important duties to be providing you, the employee, with a clear vision of our direction and future. This manual of personnel rules and regulations serves to establish a common direction and understanding among the employees of this office. These policies can offer neither total direction for our actions nor complete answers to all situations. It is ultimately our commitment to professional standards which guide our decisions. It is every employee’s responsibility to ensure compliance with these directives. It is also each employee’s responsibility to constantly evaluate the effectiveness of these policies, and when appropriate, submit ideas for improvement. Our excellence depends on teamwork. I am committed to supporting each of you in your efforts to serve the public and look forward to facing the challenges of this office together.”

10. Examples • We recognize that we are here to meet the needs of citizens and customers; therefore, their interests come first. • We strive to anticipate the rapidly changing needs of our customers and will amend our practices and services to meet those needs. • We will deliver high quality services in the most effective, efficient manner. • We take great pride in the professional quality of our work. We stress creativity and imagination in everything we do. While recognizing that “the old way” may still be the best, we constantly challenge this assertion and strive to find a better solution. • We will provide opportunities and encouragement to improve and develop new skills, and to participate with peers in professional development.

11. Examples • We recognize that our greatest asset is our staff, and we will treat each other fairly, honestly, and with respect. • We will communicate clearly, timely and effectively with each other, and keep each other fully informed of changes that occur in the office. • We value diversity of opinions and desire to create an environment in which everyone is free to present constructive ideas and suggestions without fear. • We stress teamwork in everything we do and recognize that a team member is one who accepts the goals and objectives of the organization and accepts responsibility for accomplishing them.

12. Examples • We support the recruitment and retention of the best person for every job. Advancement in the office will depend on ability, performance, and contribution to the organization's success without regard to race, color, religion, sex, age, national origin, disability, sexual orientation, or any other unrelated factor. • We believe it is each individual’s responsibility to help in creating and maintaining an environment that is pleasant, supportive, and enjoyable. • We are dedicated to complying fully with both the letter and spirit of the law, regulations, policies, and ethical standards that govern us. • Our continued success depends on unswerving adherence to these standards.

13. Examples--Introduction “Upon becoming an employee of the Office of the Clerk of the Circuit Court and Comptroller (Clerk), you are required to uphold the Constitution of the State of Florida. These policies are for the individual employee to refer to, but do not relieve the employee of using good judgment, projecting a professional appearance and demeanor, and at all times preserving the credibility of this office and the governmental system. The intent of this policy manual is to provide information and offer guidelines on various subjects. It is an informational tool and does not imply specific terms of a contract between any employee and the Clerk’s Office.The Clerk’s Office reserves the right to add, delete, or modify the policies and benefits described herein at its discretion. Each employee is responsible for keeping his/her manual current as our materials are updated. The current edition of the policy manual supersedes all previous versions.”

14. Examples VISION: To be a leader in public service by maintaining standards of excellence and providing accurate and accountable services to the citizens of ___________ County and the State of Florida. MISSION: To inspire public trust and bring credit and esteem to the organization through integrity, excellence in customer service, and financial oversight. MOTTO: Do the right thing.

15. Employment Status • At Will Employment • Career Service Protection • Union Contracts

16. County vs. Clerk Policies • Do you want your own HR policies and employees? • Do you want to adopt county HR policies? • Can you work with county and/or other constitutional officers to have common policies?

17. Primary Policies • Job descriptions • Pay ranges • Employment processes • Performance evaluations • Benefits • Leave • Work conditions and safety • Employee conduct and disciplinary actions

18. Job Descriptions • Job descriptions should include… • …at least a general description of the job. • …job duties and responsibilities. • …knowledge, skills and abilities required. • …education and experience requirements. • …any special requirements. • There are many different styles and categories: • Broad general categories. • Very specific categories, some even unique to specific duties.

19. Pay Ranges • Two styles • Narrow ranges • Broad banding • Annual adjustments for inflation • Adjustments based upon competitive market review

20. Employment • How does someone get employed? • Internal vs. external? • How are vacancies advertised and noticed? • Who makes selection (immediate supervisor, committee, director, clerk)? • Applications, screening, interviewing • Testing, background checking • Offer and acceptance

21. Promotions • Automatic based upon proficienciesor experience • Competitively determined • Steps • Change in job responsibilities • Reclassifications

22. Salary Adjustments • Cost of living (COLA) • Merit • Promotions • Change in classification • Step changes • Probationary • Equity adjustments

23. Benefits • Follow county benefit structure or develop your own • Work week: 35, 37.5 or 40 hours • Leave • Traditional sick and annual • Paid time off (PTO) • Catastrophic leave • Leave pools • Limits on accrued leave • Payout on retirement or termination • Buyback of accumulated leave • Incentive days

24. Compliance Policies • EEO • Drug and alcohol use • Harassment • Violence prevention • FMLA • Safety • ADA • Nepotism

25. Shaping Your Administration • Educational reimbursement • Reward for achievement • Dress policies • Outside employment • Employee evaluations • Progressive discipline • Drug testing • Political activity • Acceptance of gratuities • Solicitation

26. Communications/Training • Having policies are good, using them for training and communicating your values, goals and objectives is better. • Don’t assume that because you said it once, that they will understand, remember or incorporate them into their behavior.

27. Conclusion • If you hire, promote, reward and train well, your job gets easy. Failure in any of the above and your job got a lot harder. • For medium to large offices managing people consumes most of our time. • Your HR policies and the implementation of those policies are critically important in managing your office.