The Employer's Handbook: An Essential Guide to Employment Law Personnel Policies and Procedures

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Within these stages, PA employers, social work professionals and Independent Support Organisations can learn more about what makes a good employer and what a PA employer’s role and responsibilities are. You should inform your staff of your employee handbook on their first day of employment with you. When you make your staff aware of your employee handbook, it is a good idea to have written confirmation of this interaction. Consequently, you have proof that your employees are aware of specific policies and procedures should they later violate these policies.

This is one of the sections employees will care about the most. When joining your company, they want to learn how they can divide their time between work and leisure or out-of-work responsibilities. With thousands of PA employers across the country, and with tens of thousands of people accessing Self-directed Support (SDS), it’s important that both current and potential employers under Option 1 of SDS have access to consistent and good-quality information at all stages of their employer journey. Employee training and development. This is your chance to highlight a big part of your retention strategy — making sure employees improve personally and professionally. You can mention training opportunities and education budgets, if any. Details about performance improvement plans (PIPs) and procedures for failure to meet performance goals should be provided. New Hire and Separation Procedures Our On-demand plan is a smarter way for high-growth and established businesses to get legal advice. A fully account managed quarterlyKeep it accessible: Employees should have easy access to the handbook. Keep it stored in a digital knowledge base so they can always find it. The resource should be used by potential and current PA employers, and social care professionals, to ensure supported people are making informed decisions when it comes to how their support is managed and delivered.

Harassment and violence. Respect to and from coworkers is an important part of a harmonious worklife. In this section, you can firmly state your commitment to eliminating harassment and violence in the workplace. You’ll also define what counts as harassment, as well as outline possible repercussions. This agreement will not apply to ambulance staff who are employed by ambulance organisations or other organisations in England and Northern Ireland. These are staff who would have been subject to the provisions of the Ambulance Whitley Council had they been employed on Whitley contracts before Agenda for Change. 1 The NHS Job Evaluation Handbook sets out the basis of job evaluation, which underpins the pay system and includes the factor plan, the weighting and scoring document and a guide for matching posts locally.The NHS pay system as a whole will have two pay spines or series of pay bands: pay spine one for staff within the remit of the Doctors’ and Dentists’ Review Body and pay spine two for staff within the extended remit of the NHS Pay Review Body (NHSPRB). Where teams of staff agree rosters among themselves, including who covers unsocial hours shifts, it will be for the team to decide how these shifts are allocated, provided the team continue to provide satisfactory levels of service cover. Staff on the top incremental pay points as at 31 March 2013 have reserved rights, please see annex 23: Pay progression, paragraph 43. Setting expectations: Clearly outlines what is expected of employees in terms of behavior, performance, and responsibilities.