1. HIRING CHECKLIST: This checklist will help HR professionals systematize their hiring process. The checklist helps to keep track of recruiting efforts. A list of actions every HR professional may wish to take before extending an offer of a job.
2. EMPLOYEE CORRECTION FORM: The purpose of this form is to make sure inappropriate conduct does not get repeated. Towards that end, HR professionals must seek positive suggestions for improvement and the taking of personal responsibility.
3. EMPLOYEE COMPLIANCE SURVEY: It is never in a company’s best interest to have managers or employees violate laws, policies, safety or ethical standards. When properly used, this survey will allow HR professionals to maintain a trusting work environment and avoid unnecessary claims.
4. THE 60 DAY NEW EMPLOYEE SURVEY: One of the best sources of knowledge and innovation is new employees. HR professionals should know what employee's learned about their company and how they think it can be improved.
5. MANAGING POOR PERFORMANCE CHECKLIST: Nothing can be more frustrating than dealing with a poor performer. This checklist is designed to help HR professionals do a better job of improving performance, while eliminating unnecessary drama in the process.
6. PRE-TERMINATION CHECKLIST: The items mentioned in this form should be considered prior to the termination of an employee. Not all items will apply to all employees or all circumstances.
7. PAID TIME OFF POLICY: Paid Time Off (PTO) provides employees with the flexibility to use their time off to meet their personal needs, while recognizing their individual responsibility to manage their paid time off.
8. CODE OF ETHICS: Good ethics is good business! As an HR professional, do you have a company code of ethics statement? If you don’t, this sample will definitely help.
9. BUSINESS ETHICS AND CONDUCT DISCLOSURE STATEMENT: If an employee discloses an ethical violation, either internal or external to your organization that disclosure should be rewarded, not punished. Punishment and ostracism only result in non-productivity and whistle-blower lawsuits.
10. CLIENT BILL OF RIGHTS: What to expect from a consultant/advisor. This form is designed to inform and to remind fundamental obligations of consultant to client.
From Pakistan, Karachi
302. EMPLOYEE CORRECTION FORM: The purpose of this form is to make sure inappropriate conduct does not get repeated. Towards that end, HR professionals must seek positive suggestions for improvement and the taking of personal responsibility.
3. EMPLOYEE COMPLIANCE SURVEY: It is never in a company’s best interest to have managers or employees violate laws, policies, safety or ethical standards. When properly used, this survey will allow HR professionals to maintain a trusting work environment and avoid unnecessary claims.
4. THE 60 DAY NEW EMPLOYEE SURVEY: One of the best sources of knowledge and innovation is new employees. HR professionals should know what employee's learned about their company and how they think it can be improved.
5. MANAGING POOR PERFORMANCE CHECKLIST: Nothing can be more frustrating than dealing with a poor performer. This checklist is designed to help HR professionals do a better job of improving performance, while eliminating unnecessary drama in the process.
6. PRE-TERMINATION CHECKLIST: The items mentioned in this form should be considered prior to the termination of an employee. Not all items will apply to all employees or all circumstances.
7. PAID TIME OFF POLICY: Paid Time Off (PTO) provides employees with the flexibility to use their time off to meet their personal needs, while recognizing their individual responsibility to manage their paid time off.
8. CODE OF ETHICS: Good ethics is good business! As an HR professional, do you have a company code of ethics statement? If you don’t, this sample will definitely help.
9. BUSINESS ETHICS AND CONDUCT DISCLOSURE STATEMENT: If an employee discloses an ethical violation, either internal or external to your organization that disclosure should be rewarded, not punished. Punishment and ostracism only result in non-productivity and whistle-blower lawsuits.
10. CLIENT BILL OF RIGHTS: What to expect from a consultant/advisor. This form is designed to inform and to remind fundamental obligations of consultant to client.
From Pakistan, Karachi
TheHi! Thanks for sharing. I am posting it in a more acceptable format. 10 Golden HR Forms & Formats
From India, Nasik
From India, Nasik
HIRING CHECKLIST
Write a Job Description describing essential job functions. Include any physical and skill
requirements, and education.
Complete Position Request Form.
Have the job description reviewed by current employees and supervisors.
Post the job internally.
Contact a recruiting agency.
Place help wanted ads in a wide range of sources.
Post on web site.
Accept resumes.
Accept completed job applications.
Screen resumes and job applications.
Conduct Pre-Interview Questionnaire.
Prepare interview questions.
Conduct interviews. Involve co-employees. Consider group interviews.
Complete Applicant Appraisal Form.
Complete Co-Employee Applicant Appraisal Form.
Call references (employers, schools, etc.). Also call people other than listed “references.”
Use a Post Employment Release of Employment Information Form where necessary.
Perform background checks (DMV, credit, criminal background, etc.).
Perform character assessment.
Inquire about any trade secret or confidentiality agreements with former employers.
Test for job skills.
Write the offer or rejection letters.
Give necessary post-offer/pre-hire drug or physical tests..
Memorialize the terms of employment and have the employee sign any contract.
Have the new employee review and sign Employee Handbook, Trade Secret and Confidentiality
Agreement, Safety Program Acknowledgement, Arbitration Agreement and any other applicable
agreements.
Introduce the new employee to your training and orientation program.
Pay any referral or retention bonuses.
Provide state required pamphlets (sexual harassment and workers compensation in CA)
************************************************** ************************************************** ********
EMPLOYEE CORRECTION FORM
“Peak performers concentrate on solving problems rather than placing blame for them.”
-Charles Garfield
The purpose of this form is to make sure inappropriate conduct does not get repeated. Towards
that end, we seek positive suggestions for improvement and the taking of personal responsibility.
Please use the back of this form or extra paper if needed.
1. Summarize the circumstances which resulted in the warning notice:
2. I will do the following to make sure the conduct warned about does not get repeated:
3. I request the following support or resources to help prevent this conduct from being
repeated:
4. I have the following additional suggestions to help correct this conduct:
5. I would expect the company to do the following if this conduct does not improve:
Today’s Date: Date of Warning Letter:
Employee Name: Employee’s Signature:
************************************************** **********
EMPLOYEE COMPLIANCE SURVEY
We are committed to eliminating wrongful, unsafe and unethical conduct. It is never in a
company’s best interest to have managers or employees violate laws, policies, safety or ethical
standards. When properly used, this survey will allow us to maintain a trusting work
environment and avoid unnecessary claims. If you have any comments regarding the use or
improvement of this survey, please let us know. Thank you.
Please help us by the answering the following questions:
1. Do you understand that our company does not tolerate sexual harassment, discrimination,
safety violations and ethical misconduct?
Yes No
2. Do you understand your ability to complain about unfair conduct, including anything
related to harassment, discrimination, safety or ethics?
Yes No
3. Do you understand that you are required to report the violation of company policies?
Yes No
4. Are you aware of, have you witnessed, or have you been a victim of, the violation of any
company policy, including those prohibiting sexual harassment, discrimination, safety
violations or ethical misconduct?
Yes No
5. Have you reported any and all workplace injuries by completing an Injury Report?
Yes No
6. Is there any personnel, compliance, ethics or safety issue you have a question about or
would like to discuss?
Yes No
I declare the above to be true and correct pursuant to the penalty of perjury of the laws of the
State of _____________________.
Name: Date:
Signature:
Please return this form to within two working days.
************************************************** ************************************************** ************
THE 60 DAY NEW EMPLOYEE SURVEY
One of the best sources of knowledge and innovation is new employees. We want to know what
you’ve learned about our company and how you think it can be improved. Please use extra paper
where needed.
1. Background
Name: Position Title:
Date of Hire: Name of Current Department:
2. Job Description
Please describe in your own words the three most important things you do in your job:
1.
2.
3.
Do you feel that your job title is properly named: Yes No
If “No,” what should it be?
Name the three most enjoyable aspects of your job:
1.
2.
3.
Name the three least enjoyable aspects of your job:
1.
2.
3.
3. Hiring Process
Was the job for which you were hired accurately described during the hiring process?
Yes No Comment
What improvements can be made in the company's hiring process so that we can hire
better employees?
4. Orientation and Training
How can the company improve the orientation process which introduces new employees
to the company's operations, personnel, products and services?
What can the company do to provide you with skills training so that you can excel at your
job?
Would you be interested in future cross training in another
department? Yes No
If so, please state job position you would be interested in training for:
5. Wage and Hour Issues
Are you unclear about any wage or hour issues (pay, overtime, vacation, missed time
from work, etc.)? Yes No
If yes, please indicate any questions that you have:
6. Company Policies and Procedures
Are you unclear about any company policies or procedures as set forth in the employee
handbook or by your supervisor? Yes No
If so, please indicate any questions you may have:
7. Comments
If you are aware of any possible improvements to the way we run our business, please
give us your comments or suggestions:
Thank you!
Signature: Date:
************************************************** ************************************************** ************************************************** ********
Managing Poor Performance Checklist
Nothing can be more frustrating than dealing with a poor performer. This checklist
was designed to help you do a better job of improving performance, while
eliminating unnecessary drama in the process.
Remember to come from the highest place possible. How would you like to
be treated? Even better, how would you like a loved one to be treated? How
would somebody you greatly admire, or put your faith in, handle the situation?
How can you manage this situation in a way that would make you proud?
You are responsible to other adults, not for other adults. The ultimate
responsibility of management is to place people in a position where they can
succeed. Whether they chose to do so is a decision for them to bear
responsibility for. People usually succeed when they are doing things they
can do well, like doing well and have the experience doing well.
Dr. Deming (the father of Total Quality Management) stated that one of the
biggest problems management faces is that it tends to recycle ignorance. Are
you clear about the directives for your position/department/team? Are the
instructions and expectations provided to employees well communicated? Or,
have you assumed they know what their job is and that they would do it just
like you?
Is the job reduced to a Standard Operating Procedure? (SOP) Is the system
in writing and continually improved? Are there standard benchmarks for
performance? (i.e. you are expected to clean 3 rooms spotless per hour).
Have priorities been defined? (i.e. if time is short we would rather have one
room done well than 3 rooms done sloppy). Have activities been scheduled?
Is time being managed well?
When an employee does something stupid, or that feels “unfair,” watch your
emotional override! Take a deep breath, say “Wow, that was interesting!”
and keep your emotions out of it. If necessary, go for a walk and come back.
Do not make a bad situation worse!
Deal with it now. Ignoring, burying, or denying poor performance will never
make it go away. It only enables continued poor performance until it becomes
cancerous.
Watch your physical state. Ask, “Where would you like to talk about…”
Mirror their physiology and gradually bring it to a positive posture.
Acknowledge your fears: i.e., inadequate instruction, confrontation, sabotage,
villainization, no support from above, the union, not being seen as a “good
person”, and so on. Is the fear real? Isn’t the risk of doing nothing even
greater?
Acknowledge their fears: economic survival, professional reputation, lack of
direction, loss of belonging, retaliation, and so on. Is the fear real? Isn’t the
risk of continued non-performance even greater?
Don’t get caught in emotional gamesmanship. Resist the temptation to play
victim, villain or hero roles. Stay on “your side of the line” in the
conversation.
Focus on the conduct, not the person. Keep “You” out of the conversation.
(i.e., “I noticed it is 20 after 9” vs. “You are late again!”)
Break the problem down. Is the non-performance the results of the person’s
skill, desire or experience? Are they being asked to do too much? Has the job
passed them by? If it is skills or experience, will training or mentoring help?
Do they need better orientation or instruction? Do you need to hire and
promote better? Are valuable skills being ignored or undervalued? If skills or
experience is not the problem have they lost their desire? If so, have you demotivated
them? Has somebody or something else done so? What “feels
unfair” to them? Is it justified?
Don’t play psychologist or lawyer. Unless of course you are one. If you
suspect there may be a disability affecting performance or third party
interference (harassment, discrimination, sabotage), be quick to involve HR.
Verbal Warning. “I noticed…” Then document specifically. You can speak
of how you or others have effectively addressed the issue of concern. (i.e. “I
once had a challenge with daycare too. I knew that if I came in late one more
time I would be fired. Here is what I did.”).
Written Warning. Again, document specifically. Most importantly, get them
to “own” their problems and keep those monkeys off your back! Consider use
of the Employee Correction Form.
Create the Action Plan. First focus on the effort and then the results. Coax,
encourage and inspire them to stellar performance. Once they have enough
confidence as a result of their efforts, then you can discuss results.
If they leave would you be relieved or upset? If you would be relieved and
they are still there…why? Can’t replace them, poor documentation, you don’t
care anymore, don’t want to be turned into a bad person? What is the added
damaged to you, the organization, and to the employee if you keep them on?
If you would be upset, consider suspension, transfer, demotion and other
alternatives.
Get a second opinion. Nothing is wrong with getting your “head checked.”
Perhaps someone has a higher thought or a concern you failed to consider.
Terminate with dignity. Mid-week is generally preferred. Keep it private and
have somebody join you if necessary. Shouldn’t be much to talk about so
don’t go for an employees attempt at a “last chance.”
Give yourself a break! Nobody said this isn’t stressful. If necessary, give
yourself an hour to take a pleasant walk or to catch up with a business contact.
When you are ready, examine what you could have differently or better in
managing this employee to avoid similar failures in the future.
************************************************** ************************************************** ************************************************** ********
PRE-TERMINATION CHECKLIST
The following items should be considered prior to the termination of an employee. Not all items
will apply to all employees or all circumstances.
Determine if the termination is the fault of the employee or the system. If the latter,
termination may not solve the problem and may lead to litigation, lowered morale and
employee and customer defection.
The employee’s personnel file has been reviewed and there is proper documentation
supporting the termination decision, including investigation, warnings and witness
statements.
Any company policies and procedures violated by the employee are reasonably related to
the operation of the business or the employee’ job performance.
The termination procedure follows company policies and procedures.
Other employees have been treated similarly under the same or similar circumstances.
The employee has been subjected to progressive discipline where warranted.
If the employee is within a protected class (over 40, female, minority, disabled, etc.),
discriminatory motives have been ruled out.
All employee complaints have been fully investigated and the recommended termination
is not the result of retaliation for communicating any grievance, claim or complaint.
Before recommending termination, have you considered: restructuring the job; moving
the employee’s work location; a demotion; a transfer; new supervision; leave without pay;
referral to an employee assistance program; voluntary resignation; or other alternatives?
There are no implied, written or oral contracts with this employee governing the
termination decision.
The termination has been independently reviewed and approved by the Human Resources
Department or another third party.
Written notice of termination has been prepared.
A plan has been adopted for informing the employee of their termination in a brief and
dignified manner.
Termination is set for Tuesday, Wednesday or Thursday morning at the employee’s office
or in the conference room.
You have considered consulting an employment lawyer prior to the termination decision.
MAXIMUM TIME ACCUMUALTED:
Although you may carry over unused PTO time from year to year, there is a cap on the amount of
PTO time you can accumulate. This encourages you to use your PTO and allows the company to
manage its financial obligations responsibly. Once you reach your cap, you will not accumulate
any more PTO until you use some of the time in your account and drop below the cap. After
your balance goes below the cap, you will begin accruing PTO again. However, you will not
receive retroactive credit for time worked while you were at the cap limit. PTO accrual is capped
at one and one half times your annual PTO accrual rate.
TERMINATION:
You will be paid for all accrued but unused PTO when you leave the company.
MANAGEMENT OF PTO:
You are responsible for managing your PTO account. It is important that you plan ahead for how
you will use it. This means developing a plan for taking your vacations, as well as doctor's
appointments and personal business. It also means holding some time in "reserve" for the
unexpected, such as emergencies and illnesses.
MINIMUM INCREMENTS OF PTO:
The minimum amount of PTO you can use at one time depends on whether you are an exempt or
a non-exempt status employee. If you are non-exempt, you may not take less than one hour off at
a time. If you are an exempt status employee you must take PTO in increments of not less than
one-half day.
NOTICE AND SCHEDULING:
You are required to provide your supervisor with reasonable advance notice and obtain approval
prior to using PTO. This allows for you and your supervisor to prepare for your time off and
assure that all staffing needs are met.
There may be occasions, such as sudden illness, when you cannot notify your supervisor in
advance. In those situations, you must inform your supervisor of your circumstances as soon as
possible.
RECORDING PAID TIME OFF:
You must complete an Absence Report for all PTO time used. We are required to track absences
for illness, work related illness/injury, or the attendance of school related activities for legal
compliance reasons.
The amount of PTO accrued, used and available will appear on your paycheck stub.
[ TRANSITION PROVISIONS:
Most employees will start the new PTO banking system with an account balance consisting of all
accrued old sick, personal, and vacation time. You will not lose any days if you come into the
plan with a balance greater that your PTO cap. Employees who have hours over the maximum
will continue to accrue PTO time and have one year to use time in excess of the maximum
accrual. ]
************************************************** ************************************************** ************************************************** ********
PAID TIME OFF POLICY
Paid Time Off (PTO) provides you with the flexibility to use your time off to meet your personal
needs, while recognizing your individual responsibility to manage your paid time off.
You will accumulate a specified amount of PTO each pay period worked and it is up to you to
allocate how you will use it – for vacation, illness, caring for children, school activities,
medical/dental appointments, leave, personal business or emergencies. The company may
require you o use any unpaid PTO during disability or family medical leave, or any other leave of
absence. The amount of PTO earned will depend on your length of your service with the
Company.
[PTO does not replace the Company’s holiday schedule. We will continue to have designated
paid holidays each year.]
ELIGIBILITY:
You are eligible to receive PTO if you are a regular status employee scheduled to work at least
______ hours per week. [Part-time employees working more than ______ hours per week accrue
PTO on a prorated basis, depending on the number of hours worked.]
DEPOSITS INTO YOUR LEAVE ACCOUNT:
The amount of PTO you accrue each year is based on your length of service and accrues
according to the Accrual Schedule for full time employees chart below. PTO is accrued as you
work. You will not accrue PTO time while you are on leave of absence or suspension by the
Company.
ACCRUAL SCHEDULE FOR FULL TIME EMPLOYEES
Years of Service Days Accrued Hours Accrued Maximum Annual
Accrual (Hours)
0 - _____ _______ _______ _______
____ - ____ _______ _______ _______
____ + _______ _______ _______
************************************************** ************************************************** ************************************************** ********
CODE OF ETHICS
[Company Name] will conduct its business honestly and ethically wherever we. We will
constantly improve the quality of our services, products and operations and will maintain a
reputation for honesty, fairness, respect, responsibility, integrity, trust and sound business
judgment. We will not compromise our principles for short-term gain. No illegal or unethical
conduct on the part of officers, managers, employees or affiliates is in the company’s best
interest. The ethical performance of this company is the sum of the ethics of the men and women
who work here. Thus, we are all expected to adhere to high standards of personal integrity.
Officers, managers, and employees of the company must never permit their personal interests to
conflict, or even appear to conflict, with the interests of the company, its clients or affiliates.
Officers, managers and employees must be particularly careful to avoid representing [Company
Name] in any transaction with others with whom there is any outside business affiliation or
relationship. Officers, managers, and employees shall avoid using company contacts to advance
their private business or personal interests at the expense of the company, its clients or affiliates.
No bribes, kickbacks or other similar remuneration or consideration shall be given to any person
or organization in order to attract or influence business activity. Officers, managers and
employees shall avoid gifts, gratuities, fees, bonuses or excessive entertainment, in order to
attract or influence business activity.
We will often come into contact with, or have possession of, proprietary, confidential or
business-sensitive information and must take all appropriate steps to assure that the
confidentiality of such information is maintained. This information—whether it belongs to our
company or any of our clients or affiliates – may include strategic business plans, operating
results, marketing strategies, customer lists, personnel records, upcoming acquisitions and
divestitures, new investments, or manufacturing costs, processes and methods. Proprietary,
confidential and sensitive business information about our company, other companies, individuals
and entities must be treated with sensitivity and discretion and only be disseminated on a needto-
know basis.
Any misuse of material inside information in connection with trading in the company’s securities
can expose an individual to civil liability and penalties under the Securities Exchange Act.
Under this Act, managers, officers, and employees in possession of material information not
available to the public are “insiders.” Spouses, friends, suppliers, brokers, and others outside the
company who may have acquired such information directly or indirectly from an officer, manager
or employee are also “insiders.” The Act prohibits insiders from trading in, or recommending the
sale or purchase of, the company’s securities, while such inside information is regarded as
“material”, or if it is important enough to influence you or any other person in the purchase or
sale of securities of any company with which we do business, which could be affected by the
inside information. The following guidelines should be followed in dealing with inside
information: Until material information has been publicly released by the company, an employee
must not disclose it to anyone except those within the company whose positions
require use of that information.
• Officers, managers and employees must not buy or sell the company’s securities when
they have knowledge of material information concerning the company until it has
been disclosed to the public and the public has had sufficient time to absorb the
information.
• Officers, managers and employees shall not buy or sell securities of another
corporation, the value of which is likely to be affected by an action by the company of
which the employee is aware and which has not been publicly disclosed.
Officers, managers and employees are required to report all information accurately and honestly,
and as otherwise required by applicable reporting requirements.
Officers, managers and employees are prohibited from gathering competitor intelligence by
improper means and refrain from acting on knowledge that has been gathered in such a manner.
The officers, managers and employees of [Company Name] will seek to avoid exaggerating or
disparaging comparisons of the services and competence of their competitors.
Officers, managers and employees must obey all applicable Equal Employment Opportunity laws
and act with respect and responsibility towards others in all of their dealings.
Officers, managers and employees are required to promptly disclose any unethical, dishonest,
fraudulent and illegal behavior, or any violation of company policies and procedures, directly to
management.
Violation of this Code of Ethics will result in discipline, including possible termination. The
degree of discipline imposed may be influenced by the existence of voluntary disclosure of any
ethical violation whether or not the violator cooperated in any subsequent investigation.
If you ever have any doubt about whether your conduct or that of anyone else meets the
company’s ethical standards or compromises the company’s reputation, please discuss it with
[your manager, supervisor, human resource department, ethics officer, etc.]
Remember that good ethics is good business!
************************************************** ************************************************** ************************************************** ********
BUSINESS ETHICS AND CONDUCT
DISCLOSURE STATEMENT
Do you understand and support the company’s Code of Ethics?
Yes No
Are you aware of any illegal, unethical or improper practices or conduct anywhere within this
Company?
Yes No
If the answer to the preceding question is "yes", list here, in full and complete details, all such
practices or conduct. (Use additional pages if necessary.)
Have any threats or promises been made to you in connection with your answers to the questions
on this form?
Yes No
If "yes" please identify them in full and complete detail and notify company management
immediately.
I declare under penalty and perjury, under the laws of the State of , that the
above is true and correct.
Signature Date
************************************************** ************************************************** ************************************************** ********
Client Bill of Rights
As your consultant/advisor, I agree to do the following:
1. Provide considerate and respectful legal services.
2. Only work on your behalf if I have the skills, knowledge and experience necessary to provide excellent
service.
3. “Tell it like it is.” To be open and honest with you in all transactions.
4. To act on your behalf in the most dignified manner possible and conform to all legal and ethical
guidelines.
5. Communicate. That means I will be an active listener, return phone calls as soon as possible and provide
regular case status updates.
6. Work on your matter in a timely manner so that it may be resolved as expeditiously as possible, with as
little conflict as possible.
7. Place all fee agreements in writing.
8. Fairly bill you only for actual attorney time, fees, and costs incurred on the case and to provide detailed
billing statements.
9. Obtain your written authorization before negotiating a settlement or other form of resolution to your
case.
10. Preserve your confidences, honor your privacy, and only disclose the facts of your case, or other matters,
to persons on a ‘need-to-know’ basis.
11. Remain current on the laws and legal trends related to your matter.
12. Properly maintain all financial books and records related to your matter and account, including trust
accounts, billing statements, cost ledgers, attorney ledgers and liens.
13. Properly maintain client trust funds, avoid commingling, misappropriation, and refund any unearned fees
or retainers.
14. Maintain and store your records in a place which is secure from theft and unnecessary access, and which
is protected against the possibilities of fire, water damage and the like.
15. To promptly release client files upon demand.
16. Additional Request(s) by the Client:
Date: Consultant’s Signature:
Date: Client’s Signature:
************************************************** ************************************************** ************************************************** ********
From India, Nasik
Write a Job Description describing essential job functions. Include any physical and skill
requirements, and education.
Complete Position Request Form.
Have the job description reviewed by current employees and supervisors.
Post the job internally.
Contact a recruiting agency.
Place help wanted ads in a wide range of sources.
Post on web site.
Accept resumes.
Accept completed job applications.
Screen resumes and job applications.
Conduct Pre-Interview Questionnaire.
Prepare interview questions.
Conduct interviews. Involve co-employees. Consider group interviews.
Complete Applicant Appraisal Form.
Complete Co-Employee Applicant Appraisal Form.
Call references (employers, schools, etc.). Also call people other than listed “references.”
Use a Post Employment Release of Employment Information Form where necessary.
Perform background checks (DMV, credit, criminal background, etc.).
Perform character assessment.
Inquire about any trade secret or confidentiality agreements with former employers.
Test for job skills.
Write the offer or rejection letters.
Give necessary post-offer/pre-hire drug or physical tests..
Memorialize the terms of employment and have the employee sign any contract.
Have the new employee review and sign Employee Handbook, Trade Secret and Confidentiality
Agreement, Safety Program Acknowledgement, Arbitration Agreement and any other applicable
agreements.
Introduce the new employee to your training and orientation program.
Pay any referral or retention bonuses.
Provide state required pamphlets (sexual harassment and workers compensation in CA)
************************************************** ************************************************** ********
EMPLOYEE CORRECTION FORM
“Peak performers concentrate on solving problems rather than placing blame for them.”
-Charles Garfield
The purpose of this form is to make sure inappropriate conduct does not get repeated. Towards
that end, we seek positive suggestions for improvement and the taking of personal responsibility.
Please use the back of this form or extra paper if needed.
1. Summarize the circumstances which resulted in the warning notice:
2. I will do the following to make sure the conduct warned about does not get repeated:
3. I request the following support or resources to help prevent this conduct from being
repeated:
4. I have the following additional suggestions to help correct this conduct:
5. I would expect the company to do the following if this conduct does not improve:
Today’s Date: Date of Warning Letter:
Employee Name: Employee’s Signature:
************************************************** **********
EMPLOYEE COMPLIANCE SURVEY
We are committed to eliminating wrongful, unsafe and unethical conduct. It is never in a
company’s best interest to have managers or employees violate laws, policies, safety or ethical
standards. When properly used, this survey will allow us to maintain a trusting work
environment and avoid unnecessary claims. If you have any comments regarding the use or
improvement of this survey, please let us know. Thank you.
Please help us by the answering the following questions:
1. Do you understand that our company does not tolerate sexual harassment, discrimination,
safety violations and ethical misconduct?
Yes No
2. Do you understand your ability to complain about unfair conduct, including anything
related to harassment, discrimination, safety or ethics?
Yes No
3. Do you understand that you are required to report the violation of company policies?
Yes No
4. Are you aware of, have you witnessed, or have you been a victim of, the violation of any
company policy, including those prohibiting sexual harassment, discrimination, safety
violations or ethical misconduct?
Yes No
5. Have you reported any and all workplace injuries by completing an Injury Report?
Yes No
6. Is there any personnel, compliance, ethics or safety issue you have a question about or
would like to discuss?
Yes No
I declare the above to be true and correct pursuant to the penalty of perjury of the laws of the
State of _____________________.
Name: Date:
Signature:
Please return this form to within two working days.
************************************************** ************************************************** ************
THE 60 DAY NEW EMPLOYEE SURVEY
One of the best sources of knowledge and innovation is new employees. We want to know what
you’ve learned about our company and how you think it can be improved. Please use extra paper
where needed.
1. Background
Name: Position Title:
Date of Hire: Name of Current Department:
2. Job Description
Please describe in your own words the three most important things you do in your job:
1.
2.
3.
Do you feel that your job title is properly named: Yes No
If “No,” what should it be?
Name the three most enjoyable aspects of your job:
1.
2.
3.
Name the three least enjoyable aspects of your job:
1.
2.
3.
3. Hiring Process
Was the job for which you were hired accurately described during the hiring process?
Yes No Comment
What improvements can be made in the company's hiring process so that we can hire
better employees?
4. Orientation and Training
How can the company improve the orientation process which introduces new employees
to the company's operations, personnel, products and services?
What can the company do to provide you with skills training so that you can excel at your
job?
Would you be interested in future cross training in another
department? Yes No
If so, please state job position you would be interested in training for:
5. Wage and Hour Issues
Are you unclear about any wage or hour issues (pay, overtime, vacation, missed time
from work, etc.)? Yes No
If yes, please indicate any questions that you have:
6. Company Policies and Procedures
Are you unclear about any company policies or procedures as set forth in the employee
handbook or by your supervisor? Yes No
If so, please indicate any questions you may have:
7. Comments
If you are aware of any possible improvements to the way we run our business, please
give us your comments or suggestions:
Thank you!
Signature: Date:
************************************************** ************************************************** ************************************************** ********
Managing Poor Performance Checklist
Nothing can be more frustrating than dealing with a poor performer. This checklist
was designed to help you do a better job of improving performance, while
eliminating unnecessary drama in the process.
Remember to come from the highest place possible. How would you like to
be treated? Even better, how would you like a loved one to be treated? How
would somebody you greatly admire, or put your faith in, handle the situation?
How can you manage this situation in a way that would make you proud?
You are responsible to other adults, not for other adults. The ultimate
responsibility of management is to place people in a position where they can
succeed. Whether they chose to do so is a decision for them to bear
responsibility for. People usually succeed when they are doing things they
can do well, like doing well and have the experience doing well.
Dr. Deming (the father of Total Quality Management) stated that one of the
biggest problems management faces is that it tends to recycle ignorance. Are
you clear about the directives for your position/department/team? Are the
instructions and expectations provided to employees well communicated? Or,
have you assumed they know what their job is and that they would do it just
like you?
Is the job reduced to a Standard Operating Procedure? (SOP) Is the system
in writing and continually improved? Are there standard benchmarks for
performance? (i.e. you are expected to clean 3 rooms spotless per hour).
Have priorities been defined? (i.e. if time is short we would rather have one
room done well than 3 rooms done sloppy). Have activities been scheduled?
Is time being managed well?
When an employee does something stupid, or that feels “unfair,” watch your
emotional override! Take a deep breath, say “Wow, that was interesting!”
and keep your emotions out of it. If necessary, go for a walk and come back.
Do not make a bad situation worse!
Deal with it now. Ignoring, burying, or denying poor performance will never
make it go away. It only enables continued poor performance until it becomes
cancerous.
Watch your physical state. Ask, “Where would you like to talk about…”
Mirror their physiology and gradually bring it to a positive posture.
Acknowledge your fears: i.e., inadequate instruction, confrontation, sabotage,
villainization, no support from above, the union, not being seen as a “good
person”, and so on. Is the fear real? Isn’t the risk of doing nothing even
greater?
Acknowledge their fears: economic survival, professional reputation, lack of
direction, loss of belonging, retaliation, and so on. Is the fear real? Isn’t the
risk of continued non-performance even greater?
Don’t get caught in emotional gamesmanship. Resist the temptation to play
victim, villain or hero roles. Stay on “your side of the line” in the
conversation.
Focus on the conduct, not the person. Keep “You” out of the conversation.
(i.e., “I noticed it is 20 after 9” vs. “You are late again!”)
Break the problem down. Is the non-performance the results of the person’s
skill, desire or experience? Are they being asked to do too much? Has the job
passed them by? If it is skills or experience, will training or mentoring help?
Do they need better orientation or instruction? Do you need to hire and
promote better? Are valuable skills being ignored or undervalued? If skills or
experience is not the problem have they lost their desire? If so, have you demotivated
them? Has somebody or something else done so? What “feels
unfair” to them? Is it justified?
Don’t play psychologist or lawyer. Unless of course you are one. If you
suspect there may be a disability affecting performance or third party
interference (harassment, discrimination, sabotage), be quick to involve HR.
Verbal Warning. “I noticed…” Then document specifically. You can speak
of how you or others have effectively addressed the issue of concern. (i.e. “I
once had a challenge with daycare too. I knew that if I came in late one more
time I would be fired. Here is what I did.”).
Written Warning. Again, document specifically. Most importantly, get them
to “own” their problems and keep those monkeys off your back! Consider use
of the Employee Correction Form.
Create the Action Plan. First focus on the effort and then the results. Coax,
encourage and inspire them to stellar performance. Once they have enough
confidence as a result of their efforts, then you can discuss results.
If they leave would you be relieved or upset? If you would be relieved and
they are still there…why? Can’t replace them, poor documentation, you don’t
care anymore, don’t want to be turned into a bad person? What is the added
damaged to you, the organization, and to the employee if you keep them on?
If you would be upset, consider suspension, transfer, demotion and other
alternatives.
Get a second opinion. Nothing is wrong with getting your “head checked.”
Perhaps someone has a higher thought or a concern you failed to consider.
Terminate with dignity. Mid-week is generally preferred. Keep it private and
have somebody join you if necessary. Shouldn’t be much to talk about so
don’t go for an employees attempt at a “last chance.”
Give yourself a break! Nobody said this isn’t stressful. If necessary, give
yourself an hour to take a pleasant walk or to catch up with a business contact.
When you are ready, examine what you could have differently or better in
managing this employee to avoid similar failures in the future.
************************************************** ************************************************** ************************************************** ********
PRE-TERMINATION CHECKLIST
The following items should be considered prior to the termination of an employee. Not all items
will apply to all employees or all circumstances.
Determine if the termination is the fault of the employee or the system. If the latter,
termination may not solve the problem and may lead to litigation, lowered morale and
employee and customer defection.
The employee’s personnel file has been reviewed and there is proper documentation
supporting the termination decision, including investigation, warnings and witness
statements.
Any company policies and procedures violated by the employee are reasonably related to
the operation of the business or the employee’ job performance.
The termination procedure follows company policies and procedures.
Other employees have been treated similarly under the same or similar circumstances.
The employee has been subjected to progressive discipline where warranted.
If the employee is within a protected class (over 40, female, minority, disabled, etc.),
discriminatory motives have been ruled out.
All employee complaints have been fully investigated and the recommended termination
is not the result of retaliation for communicating any grievance, claim or complaint.
Before recommending termination, have you considered: restructuring the job; moving
the employee’s work location; a demotion; a transfer; new supervision; leave without pay;
referral to an employee assistance program; voluntary resignation; or other alternatives?
There are no implied, written or oral contracts with this employee governing the
termination decision.
The termination has been independently reviewed and approved by the Human Resources
Department or another third party.
Written notice of termination has been prepared.
A plan has been adopted for informing the employee of their termination in a brief and
dignified manner.
Termination is set for Tuesday, Wednesday or Thursday morning at the employee’s office
or in the conference room.
You have considered consulting an employment lawyer prior to the termination decision.
MAXIMUM TIME ACCUMUALTED:
Although you may carry over unused PTO time from year to year, there is a cap on the amount of
PTO time you can accumulate. This encourages you to use your PTO and allows the company to
manage its financial obligations responsibly. Once you reach your cap, you will not accumulate
any more PTO until you use some of the time in your account and drop below the cap. After
your balance goes below the cap, you will begin accruing PTO again. However, you will not
receive retroactive credit for time worked while you were at the cap limit. PTO accrual is capped
at one and one half times your annual PTO accrual rate.
TERMINATION:
You will be paid for all accrued but unused PTO when you leave the company.
MANAGEMENT OF PTO:
You are responsible for managing your PTO account. It is important that you plan ahead for how
you will use it. This means developing a plan for taking your vacations, as well as doctor's
appointments and personal business. It also means holding some time in "reserve" for the
unexpected, such as emergencies and illnesses.
MINIMUM INCREMENTS OF PTO:
The minimum amount of PTO you can use at one time depends on whether you are an exempt or
a non-exempt status employee. If you are non-exempt, you may not take less than one hour off at
a time. If you are an exempt status employee you must take PTO in increments of not less than
one-half day.
NOTICE AND SCHEDULING:
You are required to provide your supervisor with reasonable advance notice and obtain approval
prior to using PTO. This allows for you and your supervisor to prepare for your time off and
assure that all staffing needs are met.
There may be occasions, such as sudden illness, when you cannot notify your supervisor in
advance. In those situations, you must inform your supervisor of your circumstances as soon as
possible.
RECORDING PAID TIME OFF:
You must complete an Absence Report for all PTO time used. We are required to track absences
for illness, work related illness/injury, or the attendance of school related activities for legal
compliance reasons.
The amount of PTO accrued, used and available will appear on your paycheck stub.
[ TRANSITION PROVISIONS:
Most employees will start the new PTO banking system with an account balance consisting of all
accrued old sick, personal, and vacation time. You will not lose any days if you come into the
plan with a balance greater that your PTO cap. Employees who have hours over the maximum
will continue to accrue PTO time and have one year to use time in excess of the maximum
accrual. ]
************************************************** ************************************************** ************************************************** ********
PAID TIME OFF POLICY
Paid Time Off (PTO) provides you with the flexibility to use your time off to meet your personal
needs, while recognizing your individual responsibility to manage your paid time off.
You will accumulate a specified amount of PTO each pay period worked and it is up to you to
allocate how you will use it – for vacation, illness, caring for children, school activities,
medical/dental appointments, leave, personal business or emergencies. The company may
require you o use any unpaid PTO during disability or family medical leave, or any other leave of
absence. The amount of PTO earned will depend on your length of your service with the
Company.
[PTO does not replace the Company’s holiday schedule. We will continue to have designated
paid holidays each year.]
ELIGIBILITY:
You are eligible to receive PTO if you are a regular status employee scheduled to work at least
______ hours per week. [Part-time employees working more than ______ hours per week accrue
PTO on a prorated basis, depending on the number of hours worked.]
DEPOSITS INTO YOUR LEAVE ACCOUNT:
The amount of PTO you accrue each year is based on your length of service and accrues
according to the Accrual Schedule for full time employees chart below. PTO is accrued as you
work. You will not accrue PTO time while you are on leave of absence or suspension by the
Company.
ACCRUAL SCHEDULE FOR FULL TIME EMPLOYEES
Years of Service Days Accrued Hours Accrued Maximum Annual
Accrual (Hours)
0 - _____ _______ _______ _______
____ - ____ _______ _______ _______
____ + _______ _______ _______
************************************************** ************************************************** ************************************************** ********
CODE OF ETHICS
[Company Name] will conduct its business honestly and ethically wherever we. We will
constantly improve the quality of our services, products and operations and will maintain a
reputation for honesty, fairness, respect, responsibility, integrity, trust and sound business
judgment. We will not compromise our principles for short-term gain. No illegal or unethical
conduct on the part of officers, managers, employees or affiliates is in the company’s best
interest. The ethical performance of this company is the sum of the ethics of the men and women
who work here. Thus, we are all expected to adhere to high standards of personal integrity.
Officers, managers, and employees of the company must never permit their personal interests to
conflict, or even appear to conflict, with the interests of the company, its clients or affiliates.
Officers, managers and employees must be particularly careful to avoid representing [Company
Name] in any transaction with others with whom there is any outside business affiliation or
relationship. Officers, managers, and employees shall avoid using company contacts to advance
their private business or personal interests at the expense of the company, its clients or affiliates.
No bribes, kickbacks or other similar remuneration or consideration shall be given to any person
or organization in order to attract or influence business activity. Officers, managers and
employees shall avoid gifts, gratuities, fees, bonuses or excessive entertainment, in order to
attract or influence business activity.
We will often come into contact with, or have possession of, proprietary, confidential or
business-sensitive information and must take all appropriate steps to assure that the
confidentiality of such information is maintained. This information—whether it belongs to our
company or any of our clients or affiliates – may include strategic business plans, operating
results, marketing strategies, customer lists, personnel records, upcoming acquisitions and
divestitures, new investments, or manufacturing costs, processes and methods. Proprietary,
confidential and sensitive business information about our company, other companies, individuals
and entities must be treated with sensitivity and discretion and only be disseminated on a needto-
know basis.
Any misuse of material inside information in connection with trading in the company’s securities
can expose an individual to civil liability and penalties under the Securities Exchange Act.
Under this Act, managers, officers, and employees in possession of material information not
available to the public are “insiders.” Spouses, friends, suppliers, brokers, and others outside the
company who may have acquired such information directly or indirectly from an officer, manager
or employee are also “insiders.” The Act prohibits insiders from trading in, or recommending the
sale or purchase of, the company’s securities, while such inside information is regarded as
“material”, or if it is important enough to influence you or any other person in the purchase or
sale of securities of any company with which we do business, which could be affected by the
inside information. The following guidelines should be followed in dealing with inside
information: Until material information has been publicly released by the company, an employee
must not disclose it to anyone except those within the company whose positions
require use of that information.
• Officers, managers and employees must not buy or sell the company’s securities when
they have knowledge of material information concerning the company until it has
been disclosed to the public and the public has had sufficient time to absorb the
information.
• Officers, managers and employees shall not buy or sell securities of another
corporation, the value of which is likely to be affected by an action by the company of
which the employee is aware and which has not been publicly disclosed.
Officers, managers and employees are required to report all information accurately and honestly,
and as otherwise required by applicable reporting requirements.
Officers, managers and employees are prohibited from gathering competitor intelligence by
improper means and refrain from acting on knowledge that has been gathered in such a manner.
The officers, managers and employees of [Company Name] will seek to avoid exaggerating or
disparaging comparisons of the services and competence of their competitors.
Officers, managers and employees must obey all applicable Equal Employment Opportunity laws
and act with respect and responsibility towards others in all of their dealings.
Officers, managers and employees are required to promptly disclose any unethical, dishonest,
fraudulent and illegal behavior, or any violation of company policies and procedures, directly to
management.
Violation of this Code of Ethics will result in discipline, including possible termination. The
degree of discipline imposed may be influenced by the existence of voluntary disclosure of any
ethical violation whether or not the violator cooperated in any subsequent investigation.
If you ever have any doubt about whether your conduct or that of anyone else meets the
company’s ethical standards or compromises the company’s reputation, please discuss it with
[your manager, supervisor, human resource department, ethics officer, etc.]
Remember that good ethics is good business!
************************************************** ************************************************** ************************************************** ********
BUSINESS ETHICS AND CONDUCT
DISCLOSURE STATEMENT
Do you understand and support the company’s Code of Ethics?
Yes No
Are you aware of any illegal, unethical or improper practices or conduct anywhere within this
Company?
Yes No
If the answer to the preceding question is "yes", list here, in full and complete details, all such
practices or conduct. (Use additional pages if necessary.)
Have any threats or promises been made to you in connection with your answers to the questions
on this form?
Yes No
If "yes" please identify them in full and complete detail and notify company management
immediately.
I declare under penalty and perjury, under the laws of the State of , that the
above is true and correct.
Signature Date
************************************************** ************************************************** ************************************************** ********
Client Bill of Rights
As your consultant/advisor, I agree to do the following:
1. Provide considerate and respectful legal services.
2. Only work on your behalf if I have the skills, knowledge and experience necessary to provide excellent
service.
3. “Tell it like it is.” To be open and honest with you in all transactions.
4. To act on your behalf in the most dignified manner possible and conform to all legal and ethical
guidelines.
5. Communicate. That means I will be an active listener, return phone calls as soon as possible and provide
regular case status updates.
6. Work on your matter in a timely manner so that it may be resolved as expeditiously as possible, with as
little conflict as possible.
7. Place all fee agreements in writing.
8. Fairly bill you only for actual attorney time, fees, and costs incurred on the case and to provide detailed
billing statements.
9. Obtain your written authorization before negotiating a settlement or other form of resolution to your
case.
10. Preserve your confidences, honor your privacy, and only disclose the facts of your case, or other matters,
to persons on a ‘need-to-know’ basis.
11. Remain current on the laws and legal trends related to your matter.
12. Properly maintain all financial books and records related to your matter and account, including trust
accounts, billing statements, cost ledgers, attorney ledgers and liens.
13. Properly maintain client trust funds, avoid commingling, misappropriation, and refund any unearned fees
or retainers.
14. Maintain and store your records in a place which is secure from theft and unnecessary access, and which
is protected against the possibilities of fire, water damage and the like.
15. To promptly release client files upon demand.
16. Additional Request(s) by the Client:
Date: Consultant’s Signature:
Date: Client’s Signature:
************************************************** ************************************************** ************************************************** ********
From India, Nasik
Thanks to the poster, I have attached the same i n .zip format. hope this helps the visitors / users Regards eBRo
From India, Bangalore
From India, Bangalore
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RANDOM HR FORMS AND FORMATS.zip
HR- FORMS & PROCEDURES.doc