Human Resource
Standard Operating Procedures
TABLE OF CONTENTS
SECTION 1:
HUMAN RESOURCE MANAGEMENT AND PLANNING
Policy #
1-10
1-20
Name
Human Resource Management SOP
Human Resource Services SOP
 Appendix A: Human Resource Request Form
Page #
1
3
6
SECTION 2:
POSITION CLASSIFICATION AND EVALUATION
Policy #
2-10
Name
Job Descriptions SOP
 Appendix A: Sample Job Description Form
 Appendix B: Organizational Chart
Page #
7
10
13
SECTION 3:
EQUAL OPPORTUNITY EMPLOYMENT
Policy #
3-10
Name
Equal Opportunity Employment SOP
Page #
14
SECTION 4:
STAFFING
Policy #
4-10
Name
Page #
Recruitment and Hiring SOP
16
 Appendix A: Notice of Competition Form
28
 Appendix B: Sample Job Advertisement I
29
 Appendix C: Sample Job Advertisement II
30
 Appendix D: Sample Letter for Selected Applicants
31
 Appendix E: Examples of Interview Questions
32
 Appendix F: Guide to Acceptable Interview Questions
33
 Appendix G: Candidate Profile Form
37
 Appendix H: Guidelines for Assessment of Each Factor
42
 Appendix I: Sample Letter for Applicants Not Selected for
Subsequent Interview
46
 Appendix J: Sample Letter for Applicants Selected for
Subsequent Interview
47
 Appendix K: Sample Letter of Confirmation of Job Offer 48


Appendix L: Sample Letter for Applicants Not Offered
a Job
Appendix M: Reference Check Form
52
53
SECTION 5:
EMPLOYMENT
Policy #
5-10
5-20
5-30
Name
Staff Orientation SOP
 Appendix A: New Employee Orientation Check List
New Employee Safety Orientation SOP
 Appendix A: New Employee Safety Orientation Form
Probationary Period SOP
 Appendix A: Probationary Employee Report
 Appendix B: Probationary Period Timeframe
Page #
58
61
64
66
68
70
72
SECTION 6:
EMPLOYEE COMPENSATION AND REVIEW
Policy #
6-10
6-20
6-30
6-40
6-50
6-60
6-70
Name
Employee Compensation and Review SOP
Travel, Meal and Miscellaneous Allowances SOP
Hours of Work SOP
Vacation Leave SOP
Sick Leave SOP
Leave of Absence SOP
Employee Benefits SOP
Page #
73
80
82
85
88
90
95
SECTION 7:
EMPLOYEE TRAINING AND DEVELOPMENT
Policy #
7-10
Name
Training and Development SOP
 Appendix A: Application for Training
 Appendix B: Repayment Agreement
Page #
99
103
104
SECTION 8:
EMPLOYEE CONDUCT
Policy #
8-10
8-20
Name
Code of Ethics SOP
Employee Conduct SOP
Page #
105
109
Policy #
8-30
8-40
Name
 Appendix A: Employee Conduct Offenses
Sexual Harassment SOP
 Appendix A: Guidelines for an Effective Sexual
Harassment Policy
Workplace Harassment/Discrimination SOP
Page #
114
117
121
123
SECTION 9:
EMPLOYEE GRIEVANCES
Policy #
9-10
Name
Employee Grievances SOP
Page #
127
SECTION 10:
PERFORMANCE MANAGEMENT
Policy #
10-10
Name
Performance Management SOP
 Appendix A: Definitions of Rating Used in Employee
Performance Evaluation
 Appendix B: Performance Management Record
Page #
131
136
140
SECTION 11:
HUMAN RESOURCE RECORDS
Policy #
11-10
Name
Human Resource Records SOP
Page #
143
SECTION 12:
AWARDS OF RECOGNITION
Policy #
12-10
Name
Awards of Recognition SOP
Page #
146
SECTION 13:
EXIT QUESTIONNAIRE AND INTERVIEW
Policy #
13-10
Name
Exit Questionnaire and Interview SOP
 Appendix A: Exit Interview Form
Page #
147
149
Human Resource Standard Operating Procedures
1-10 Human Resource Management Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Human Resource Management & Planning
1-10
Responsibilities
1.1 The Council will:
a)
ensure that the municipality has in place a comprehensive human
resource management system
1.2 The Chief Administrative Officer (or designate) will:
a)
administer the human resource policies of the municipality
b)
develop and maintain a comprehensive human resource policy manual
and supporting standard operating procedures which will serve as the
official guide in handling human resource management matters
c)
identify necessary revisions to the human resource policies and, in
consultation with other managerial and supervisory staff, recommend
revisions to Council for consideration
d)
ensure the implementation and application of the municipality's human
resource policies and establish a mechanism which will facilitate
employee awareness and understanding of the approved human
resource policies of the municipality
e)
ensure that any proposed amendments to any human resource policy are
reviewed by the municipality’s solicitor
1.3 Department heads, managers, supervisory personnel and all other municipal
employees will:
a)
acquire a good working knowledge of the policies contained in this
manual
b)
apply these policies in an equitable and fair manner at all times,
utilizing sound judgment
c)
advise the immediate supervisor of revisions, deletions, or additions to
the municipality's human resource policies which are considered
appropriate
d)
encourage awareness of the municipality's human resource policies
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e)
encourage a positive
municipality
attitude towards employment
f)
promote excellence in municipal service delivery
with
the
All proposed changes to the municipality's human resource management policies
will, after due consideration, be referred to Council for review, amendment, and
adoption.
2.0
General Provisions
Human resource management policies, which are approved and adopted by the
Council of the municipality, will, unless otherwise noted, apply to all employees of
the municipality and their related agencies. Any policies which do not refer to all
employees of the municipality, will be so noted.
3.0
Organization for Human Resource Management
Overall administration of the human resource management function, as outlined in
the policies adopted by the municipality will be the responsibility of the Chief
Administrative Officer (or designate). For the purposes of this policy, the position
responsible will be hereinafter referred to as the "Chief Administrative Officer."
Nothing in this policy will restrict the Chief Administrative Officer from delegating
responsibility for the human resource management function to one or more staff
members of the municipality.
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1-20 Human Resource Services Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Responsibilities
1.1
The Council will review, amend, and approve:
a)
1.2
1.3
1.4
increases in the number of approved positions within the municipality
The Chief Administrative Officer (or designate) will:
a)
encourage and assist departments in human resource planning
b)
ensure that any changes in the Human Resource Planning Policy are
identified and approved in advance
c)
maintain a record of the staffing levels and trends for all departments
d)
maintain a forecast of planned human resource requirements for the
fiscal year
e)
approve transfers or reallocations of positions between departments
f)
approve transfers or reallocations of person-years between departments
Department heads will:
a)
identify and forecast existing and future human resource requirements
for the department
b)
make recommendations to the Chief Administrative Officer regarding
the establishment or elimination of positions within the department
c)
approve expenditures for the department
Managers and supervisors will:
a)
2.0
Human Resource Management & Planning
1-20
assist the department head in human resource planning
General Procedure
Human resource planning is intended to facilitate greater co-ordination of staffing
among the various departments of the municipality and to ensure effective and
efficient use of the municipality's human resources. Normally, human resource
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planning procedures are an integral component of the budgetary process. However,
provision has also been made for those staffing requests not occurring during the
budgeting process.
In general, the relevant procedures will be as follows:
2.1
2.2
2.3
2.4
At Budget Preparation Time
a)
During the budget preparation process, departments will attempt to
forecast all human resource requirements for the upcoming year.
Specifically, each department will estimate salary/wage expenditures
for the various categories of positions within the department.
b)
The department will recommend any changes from the existing
distribution of staff among permanent, full time seasonal, temporary,
contract and casual employees, as well as any increases or decreases in
the number of positions authorized for the department.
c)
If additional positions are required, the information from all of the
departments in the municipality will be collected and integrated by the
Chief Administrative Officer and presented for consideration to
Council.
Replacements:
a)
Upon receipt of a Human Resource Request Form (see Appendix A)
from a department, the Chief Administrative Officer reviews existing
job descriptions which have been updated by the department head.
b)
The rate of compensation for the position is reviewed in accordance
with the municipality’s rating plan (see Employee Compensation and
Review Policy).
c)
Changes are noted as appropriate in the various human resource
records.
d)
The department receives permission from the Chief Administrative
Officer to begin the recruitment process.
New Positions
a)
The department head prepares a draft job description (see Job
Description Policy) and forwards the draft description to the Chief
Administrative Officer.
b)
The Chief Administrative Officer reviews the Human Resource Request
Form and accompanying job description and, where appropriate, makes
necessary changes and/or recommendations.
c)
A rate of compensation is established for the position
Positions Above Current Staff Complement and Budget
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2.5
a)
The department head prepares a draft job description and forwards the
draft description to the Chief Administrative Officer for consideration.
b)
The Chief Administrative Officer reviews the documentation and job
description and, after making revisions as appropriate, forwards the
request and description to Council for consideration and decision.
c)
A rate of compensation is established for the position by the Chief
Administrative Officer and the appropriate amount is included in the
departmental budget.
Re-evaluation of Positions:
a)
When a department head wishes to make any permanent and/or
substantial changes in the duties, responsibilities, or authority of a
position, written notification of the proposed change is submitted to the
Chief Administrative Officer for approval and/or re-evaluation of the
job in accordance with the job re-evaluation procedure (see Position
Re-evaluation Policy).
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Human Resource Management and Planning SOP
Appendix A
Human Resource Request Form
To be completed by department head and/or supervisor:
Position Requested: ___________________________________
Existing Position
New Position
Part-time
Full-time
Temporary
Casual
Term/Contract
Days/month
Days/month
# of months
_
Permanent
Permanent Seasonal
Note: Job descriptions must be included with all position requests. New position
requests must be accompanied by:
i) statement from department head outlining reasons for increase in position
establishment
ii) revised organizational chart for the department which indicates proposed location
of new position.
Authorization
Council/Chief Administrative Officer has ___(approved)___ (rejected) the above request.
Job description: ___ approved ___ revised
Budget allocation approved: yes ____ no ____ Date Approved: _________________
Point rating for the position, per the Job Evaluation Form is ________which has a pay
range of ____________________ to ____________________.
Comments:
________________________________________________________________________
________________________________________________________________________
Distribution:
Department Head
Chief Administrative Officer (or designate)
Finance (Payroll)
Other: _______________________
2-10 Job Descriptions Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Position Classification and Evaluation
2-10
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Approval by CAO:
Supersedes:
Amended:
1.0
Responsibilities
1.1
The Council will:
a)
1.2
1.3
review, amend, and adopt changes to the municipality's job descriptions
for the Chief Administrative Officer.
The Chief Administrative Officer (or designate) will:
a)
be responsible for overseeing the development and maintenance of job
descriptions for each position in the municipality. The Chief
Administrative Officer will work in conjunction with the appropriate
department heads during the initial development of these job
descriptions, which will be compiled in accordance with the standard
format outlined in this policy.
b)
be responsible for the review and update, as necessary, of job
descriptions in order to ensure their continued applicability with respect
to the business plan and the distribution of duties and responsibilities
for the various positions within the municipality
c)
assist department heads in reviewing the distribution of duties and
responsibilities of staff (see Job Description Form, Appendix A)
d)
develop and annually update an organizational chart for the
municipality which outlines the reporting and other relationships of the
various positions throughout the municipality (see Organizational
Charts, Appendix B)
e)
retain copies of job descriptions for all positions
f)
review and/or assist department heads in the preparation of job
descriptions for any proposed new positions in the department
Department heads will:
a)
facilitate the development of each job description in consultation with
the Chief Administrative Officer
b)
ensure that departmental job descriptions are updated annually, or as
necessary, in order to reflect changes in the duties and responsibilities
of positions in the department
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1.4
1.5
2.0
c)
in consultation with the Chief Administrative Officer, regularly review
the allocation of duties and responsibilities to ensure that they are
distributed in the most appropriate manner among the employees of the
municipality
d)
prepare job descriptions for all new positions which are requested for
the department
e)
prepare and maintain an organizational chart for the department,
outlining the relationships of the various positions within the
department
f)
review any changes or modifications in the job descriptions and
determine whether or not a job re-evaluation is necessary (see Position
Evaluation and Classification Policy and Employee Compensation and
Review Policy)
Supervisors will:
a)
assist the department head in the preparation of job descriptions for all
employees under their supervision
b)
assist employees in the review and updating of their job descriptions
and forward the results to the department head
All employees of the municipality will:
a)
become familiar with, and seek to fulfill, all the duties and
responsibilities of their position as outlined in the applicable job
description
b)
ensure that supervisors, department heads and/or the Chief
Administrative Officer are aware of any modifications required to
reflect changes in the duties and responsibilities of the employee (See
Job Description Revision Form – Appendix ??)
Format – Job Description
Job descriptions for all positions in the municipality will use a similar format which
will briefly outline the following:
a)
title of the position
b)
position designation (i.e. permanent, temporary, casual)
c)
reporting relationships (who the employee’s supervisor is)
d)
wage/salary range
e)
description, in summary or point form, of the work activities, duties and
responsibilities, and major objectives of the position
f)
description of relevant factors in the physical and social working environment
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g)
necessary and desirable qualifications for the performance of the required
duties and responsibilities
h)
a maximum of five or six critical accountabilities for the position together
with the standards that must be met for fully satisfactory performance
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JOB DESCRIPTIONS
APPENDIX A
Sample Job Description Form
Position Title:
Department:
Reports to:
Hours:
Supervision of others:
Designation (i.e. full-time, part-time):
Other terms and conditions of employment:
Scope:
Responsibilities:
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Qualifications Required
Education:
Experience:
Specialized skills:
Designation(s)/Certification(s):
Knowledge:
K1
K2
K3
K4
K5
K6
Abilities:
A1
A2
A3
A4
A5
A6
A7
A8
Personal Suitability:
PS1
PS2
PS3
PS4
PS5
PS6
Note: Additional pages can be added if the space on this form is insufficient.
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Critical Accountabilities and standards for fully satisfactory performance (in order
of importance):
1.
2.
3.
4.
5.
6.
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JOB DESCRIPTIONS
APPENDIX B
Organizational Chart*
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This Page Intentionally Left Blank
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3-10 Equal Opportunity Employment Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Responsibilities:
1.1
The Council will:
a)
1.2
1.3
review, amend, and adopt changes to the Equal Opportunity
Employment Policy
The Chief Administrative Officer (or designate) will:
a)
identify, prepare and recommend to Council changes to the
Municipality's Equal Opportunity Employment Policy
b)
approve a process for the investigation and resolution of complaints
concerned with violations of the Equal Opportunity Employment Policy
c)
ensure the proper implementation and application of the Equal
Opportunity Employment Policy.
Department heads, other managers, supervisory personnel, and employees
will:
a)
2.0
Equal Opportunity Employment
3-10
be familiar with, and act in accordance with, the municipality's
commitment to its Equal Opportunity Employment Policy.
General Provisions
2.1
Grievances:
a)
Any employee of the municipality who feels he/she has received unfair
treatment based on discrimination can register a complaint, in writing,
with his/her supervisor or, if this is not appropriate, with another
supervisor, manager or department head, or with the Chief
Administrative Officer.
b)
An individual who has made application for a position of employment
with the municipality, and believes to have received unfair treatment
based on discrimination, can register a complaint, in writing, with the
Chief Administrative Officer of the municipality.
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c)
Complaints will be handled in accordance with a formal process
approved by the municipality (see Workplace Harassment/
Discrimination Policy #8-40).
d)
Any individual who feels to have received unfair treatment based on
discrimination, has the right to contact the Nova Scotia Human Rights
Commission or the appropriate provincial organization which reviews
and investigates complaints of discrimination.
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4-10 Recruitment and Hiring Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Staffing
4-10
Responsibilities
1.1
The Municipality’s Council will:
a)
1.2
1.3
1.4
amend and adopt changes to the Recruitment and Hiring Policy
The Chief Administrative Officer (or designate) will:
a)
develop and maintain a recruitment process which meets the
requirements of the policy objectives adopted by the municipality
b)
maintain accurate records regarding the performance of the recruitment
function
c)
as necessary, review specific recruitment practices of individual
departments and assist in the recruitment process
d)
designate a person or committee to interview potential candidates
Department heads will:
a)
ensure that all recruitment practices in the department are carried out in
accordance with the intent of the Municipality’s Recruitment and
Hiring Policy
b)
advise the Chief Administrative Officer of any problems or issues
affecting the departmental recruitment process
c)
advise the Chief Administrative Officer of any changes to the
Recruitment and Hiring Policy which should be considered
d)
assist in overseeing and coordinating the recruitment practices of
supervisors and managers
e)
ensure that all recruitment actions are taken in accordance with the
existing Human Resource Planning Policy
Managers and supervisors will:
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a) initiate, in consultation with the Chief Administrative Officer and
department head, specific recruitment procedures within the
municipality
b) assist and/or carry out specific recruitment procedures as required by
the department head and/or Chief Administrative Officer
c) perform other duties pertaining to the recruitment process as identified
by the Chief Administrative Officer or department head
2.0
General Recruitment Process
2.1
Advertising of Vacancies - Competitions
a)
Guidelines will be developed by the Chief Administrative Officer with
respect to the degree and nature of advertising for position vacancies.

b)
(Minimum Guidelines – i.e. Chief Administrative Officer – advertise
nationally; Senior Managers – advertise provincially; all others –
advertise locally)
Advertisements placed in newspapers, journals, via the internet, and other
media forums will normally contain the following:

position duties and responsibilities

conditions of employment (i.e. salary or wage possibilities, length of
employment term, hours of work, location or work)

opportunities for professional development and fringe benefits

specific qualifications and experience, both academic and professional,
required for the position
A sample Notice of Competition Form and sample advertisements are
contained as Appendices A, B, and C of this policy.
2.2
Executive Search and Placement Consultants
The municipality recognizes that it may be necessary to rely on the services of
outside management consultants to assist in the identification and referral of
candidates for certain positions. Outside consultants may be retained by the
municipality for:
a)
senior managerial positions, including the Chief Administrative Officer,
where it has been determined that a consultant may be better able to attract
well-qualified candidates;
b)
professional or specialized technical positions where it has been determined
that suitably qualified candidates with specialized skills cannot be attracted by
more conventional and traditional approaches to recruitment.
Use of consultants will be subject to review and approval of the Chief
Administrative Officer. If recruiting is for the position of Chief Administrative
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Officer, Council and the Director of Human Resources will be responsible for
coordinating the selection and retention of outside consultants and for liaison during
the recruitment and selection process.
3.0
Reimbursement of Moving Expenses for New Employees
3.1
General:
3.2
a)
When recruiting for senior managerial position vacancies, or for positions for
which suitably qualified candidates are not available locally, the municipality
will assist successful candidates with relocation expenses incurred. The new
employee may be reimbursed in accordance with percentages set by the Chief
Administrative Officer and by Council for the CAO.
b)
The municipality may wish to reimburse those individuals who were invited
to any interview and incurred significant travel expenses; reimbursement will
be at the discretion of the Chief Administrative Officer.
Requirements:
a)
4.0
The successful candidate and the Chief Administrative Officer and/or Council
will agree upon expenses to be reimbursed prior to the actual incurring of
relocation expenses by the successful candidate.
Communications with Applicants
It is the policy of the municipality to ensure that all qualified applicants involved in
competitions in the municipality are informed as to the status of their application at
the earliest possible date following the closing date of the competition.
4.1
Specific Objectives
The objectives are to:
4.2
a)
ensure that all qualified applicants, selected for further consideration, are
informed of their status as early as possible
b)
record all actions taken during the hiring process in case of possible future
grievance or legal action
c)
demonstrate to applicants and staff that the municipality is making efforts to
establish fair, consistent, efficient, and effective hiring practices
Responsibilities
The Director of Human Resources will:
a)
communicate with applicants, in accordance with the policy, during the hiring
process
Department heads, supervisors, and other concerned staff will:
a)
become familiar with the communication procedure
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b)
4.3
4.4
General Provisions
a)
Those candidates who are sufficiently qualified to be interviewed will be
contacted by telephone, in writing, by e-mail and/or fax, to establish the date
and location of the interview.
b)
The successful candidate(s) will be advised first by telephone, and
subsequently in writing, of an offer of employment.
c)
Unsuccessful candidates who were interviewed will be advised of their status
as soon as the successful candidate has confirmed acceptance of the position.
General Procedure
a)
5.0
ensure adherence to the communication procedure respecting communication
with applicants during the hiring process, particularly during any hiring
processes for which the employee may be responsible
Communication with Applicants:

Only those contacted for an interview will be notified or will receive
further correspondence.

Once the prescreening of applications has taken place, those individuals
who have been selected for a first interview will be contacted by
telephone or by letter (see letter Appendix D). These individuals should
be informed of specific interview dates and times.

Once the first set of interviews has been completed, those individuals
who have not been selected for a second interview will be informed of
such by way of letter and/or telephone call (see sample letter, Appendix
E). Once the first set of interviews has been completed and it has been
determined that a second interview is required, those individuals who
have been selected for a second interview will be contacted by way of
letter (see letter, Appendix F) or telephone with specific dates for second
interviews.

Once the second set of interviews has been completed, the same
procedure will apply as the first set of interviews.

After references have been checked and the selection is made, the
selected candidate(s) will be offered employment by letter or telephone
(see letter, Appendix G).

Candidates who completed a second interview, but were not successful,
should be informed of this decision by way of letter (see sample letter,
Appendix H) from the municipality, or by telephone first, when
considered appropriate.
Prescreening Process
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All applications for competitions will be evaluated in comparison to the
requirements of the job. Accordingly, the individual(s) or committee responsible
for the hiring decision will, prior to reviewing applications, have assembled and
considered information pertaining to the specific duties and requirements of the
vacant position. Specifically the prescreening process may include the following
activities:
5.1
a)
careful review of all applications by the individual(s) or committee appointed
to carry out the prescreening
b)
verification of information submitted by candidates
c)
selection of candidates for preliminary interviews
Selection Process
It is the policy of the municipality to use the interviews and/or knowledge or ability
testing as a component of the recruitment and selection process in assessing
candidates for position vacancies.
5.2
Specific Objectives
The objectives are to:
5.3
a)
ensure that interviews are conducted with each candidate selected through the
prescreening process for vacant positions
b)
establish rating guides for the conduct of interviews
c)
ensure that all applicants are treated fairly and consistently in the interview
process
d)
ensure that, whenever possible, interviews with candidates are scheduled as
closely as possible together in order to allow for greater fairness, consistency,
and accuracy in the decision-making process
e)
ensure the implementation of related rules of conduct
Provisions
a)
General:

For the position of Chief Administrative Officer, the Council or
Committee of Council will conduct the interview. If agreed by Council,
an external consultant may be hired to conduct the interview process
and to make appropriate recommendations.

For senior managerial positions, not including the position of Chief
Administrative Officer, the Chief Administrative Officer or a
designated committee will conduct the interviews. If deemed
appropriate, an external consultant may be hired to conduct the
interview process and to make appropriate recommendations. The
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Chief Administrative Officer will have overall responsibility for the coordination of these and related activities.
b)

For other positions not covered above or by collective agreements, the
department head and/or Director of Human Resources and immediate
supervisor will conduct the interview and co-ordinate the related
activities.

Those responsible for the interviewing process will complete the
Candidate Profile Form (see Appendix G).

Any variations contained in collective agreements for particular
positions will supersede any portion of this policy which conflicts with
the collective agreement.

A listing of all positions covered by this policy will be developed and
updated on a regular basis.
Committee:
Wherever possible, a committee may be designated to interview and evaluate
candidates.
o
The Interview Committee may or may not be involved in the
prescreening process related to selection of candidates for interviews.
o
Normally an Interview Committee will be utilized for all senior and
mid-management positions, and for some technical positions (i.e. IT,
Planning)
o
An Interview Committee will normally be comprised of some
combination of the following:





c)
the direct supervisor of the vacant position
a technical expert, if applicable
the Chief Administrative Officer or Director of Human
Resources
a department head or other senior manager, as appropriate
the Mayor and/or Council members (when interviewing for
the position of Chief Administrative Officer)
Format:
The interview(s) should be conducted consecutively to ensure a more
accurate comparison of candidates.
The interviewers should:
 introduce themselves to the interviewee
 inform the applicant of any relevant details of the position in question
 question the applicant about:
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
Education: the achievement of a specified level in a recognized
academic institution

Training: the attainment of specific skills of a technical,
general, clerical, or professional nature through participation in a
training program

Experience: the acquisition of skills and familiarity with duties
and responsibilities through the performance of similar duties for
some period of time

Job-Related Physical Characteristics: the possession of
specific standards of physical health and/or fitness required to
fulfill the duties set forth in the job description

Job-Related Personal Qualities: the possession of specific
qualities required to fulfill the duties set forth in the job
description

The above are a few of the broad categories into which the
qualifications for a specific job will fall. The weighting which each
will receive, will depend upon the particular job, and should be
consistent across all interviews for a specific vacancy. A list of
sample interview questions and a guideline to questions which can
and cannot be asked, are included as Appendices E and F to this
section

The nature and number of questions asked will vary with the
characteristics of the position.

During and/or after each interview, the interviewer(s) will complete
the candidate profile (Appendix G), adding any relevant comments as
necessary. In particular, the suitability of each candidate for the
vacancy should be carefully considered.

Following the completion of the interviews, the interviewer(s) should
consult with each other and develop an applicant ranking based upon
the candidate profiles.

Following the completion of all interviews, reference checks should
be carefully conducted, where appropriate.

An interview file should be established for a period of one year
following the interview. The coordinator of interviews will be
responsible for the development and retention of this file. The file
should include all correspondence to the applicants interviewed; any
correspondence sent to the unsuccessful candidates; all candidate
profiles; and all other additional notes, reports, letters, or relevant
materials.
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6.0

All documentation and candidate profiles respecting the successful
applicant should be transferred to the new employee's personnel file
upon acceptance of employment.

In some instances, telephone interviews or video conferencing may
be appropriate in order to minimize travel-related expenses.
Reference Checks
It is the policy of the municipality to recognize the importance of reference checks
as a means of obtaining additional information or verifying previously obtained
information about a candidate being considered for a vacant position.
6.1
Specific Objectives
The objectives are to:
6.2
a)
ensure that necessary verification and confirmation of information which has
been obtained from the application form and from the interview, is
undertaken for those candidates being seriously considered for a position
vacancy
b)
obtain clarification on any perceptions and judgments which those individuals
responsible for hiring may have regarding the candidate
Specific Responsibilities
The Chief Administrative Officer will:
a) implement the Reference Checks procedure in the municipality
b) recommend potential changes to the Reference Checks procedure as
considered appropriate
c) ensure that reference checks are undertaken by those responsible for hiring
in the municipality
d) perform reference checks on all candidates for whom a hiring decision is
required
Department Heads will:
a) after interviews have been conducted, undertake reference checks on
candidates for whom a hiring decision is required
b) ensure that reference checks are undertaken for all hiring decisions
occurring in their department
Supervisors and Managers will:
a) undertake reference checks on all candidates for whom a hiring decision is
required
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6.3
General Procedure
a)
Reference checks must be undertaken on potential employees and will be
conducted before any formal offer of employment is made. Reference checks
should be made by the hiring department (either the department head or a
designated supervisor) or by the Chief Administrative Officer as outlined in
the preceding list of responsibilities. Reference checks will normally be
made either:

by phone: providing flexibility and opportunity for in-depth
questioning. Results should be recorded in writing and retained on file.
A guide for conducting telephone reference checks is included as
Appendix A: Reference Check Form.

in writing: by the Chief Administrative Officer (or designate). Results
should be retained on file.
Additional information regarding the reference check procedures is included
as Appendix M of this policy.
Note: For a listing of questions which cannot be asked during reference checks,
refer to the Guide to Acceptable Interview Questions, Appendix F.
7.0
Final Selection Process
It is the policy of the municipality to ensure that candidate(s) are selected on the
basis of qualifications and suitability for the vacancy. Selection will be based upon
the results of a review of the job requirements compared to the information
supplied by the applicant’s interview results, reference checks and any special tests
of technical, professional or physical skills that are considered necessary to
successfully complete the duties of the vacancy(ies) being filled.
7.1
General Procedure
a)
Candidates will be evaluated during the interview. In addition, the candidates'
skills and attributes will be compared to the duties, responsibilities, and
requirements of the position in question.
b)
Each candidate's application will be considered in light of the following:

municipal and departmental policies dealing with workforce
management

any information obtained through reference checks

professional and job-related experience

special educational qualifications, training, or professional certification

interview and/or test performance and communication skills
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
7.2
any other factors considered relevant
c)
Candidates will be ranked in terms of suitability for the vacant position.
d)
The individual ranked first in the listing will be contacted and an offer of
employment will be made.
General Provisions
a)
Hiring of Relatives: Employing relatives or individuals involved in a dating
relationship in the same area of the organization can cause serious conflicts
and problems with favoritism and employee morale. Furthermore, personal
conflicts from outside the work environment can be carried over into day-today working relationships.
The municipality does not restrict the hiring of relatives, except where there
is potential for a conflict of interest. Other than such situations, relatives of
current employees who possess the required qualifications for a position shall
be given equal consideration. Any real or potential conflicts of interest must
be resolved to ensure such a conflict or potential conflict has been fully
addressed.
Definitions: A relative is considered a parent, spouse, sibling, child,
grandparent, grandchild, aunt, uncle, fiancée or relative with whom the
employee resides. This also included common-law, in-law and step
relationships. For the purpose of this SOP, a couple who are co-habitating and
publicly representing themselves as a couple constitutes a common-law
relationship.
Guidelines: Relatives of any employee may be hired to work for the
municipality provided that:

No employee would have authority to supervise, appoint, remove, or
discipline the other family member;

No opportunity exits to audit the work of the other; or

There are no other circumstances which might lead to potential
conflict among the parties or conflict between the interests of one or
both parties and the best interests of the municipality.
The municipality will not allow the employment of a relative of a Department
Head in the department that he or she manages.
If a potential conflict of interest develops between two existing employees
through marriage, the establishment of a common-law relationship or the
sharing of living quarters, an alternative place of work within the
municipality will be sought for one of the employees.
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b)
Summer Students Policy
Two types of student/casual employees exist:

Technical Employees would have appropriate background and training.
i.e. Engineer student, Pool Director, Recreation intern, Computer
Technician, Planning Student, Police Cadet) They should receive a rate
of pay equal to the average rate paid to such positions in the
marketplace.

Non-Technical Employees would not have specific technical
background and/or training. They would generally be paid within one
dollar of the minimum wage in their first year of employment.
However, should such student/casual employees return in subsequent
years, their rate of pay should normally be increased by fifty cents from
the rate paid in the previous year, in recognition of some acquired
knowledge about work being done.
Some conditions which apply to the hiring of student/casual employees:
c)

All factors being equal, municipal residents will have the first
opportunity to be employed;

A person will not be employed in a Department where a relative
would have direct supervisory responsibility for the employee;

Such employees will be at least sixteen years of age;
Re-employment of Employees Discharged for Cause: The municipality
recognizes that it is occasionally necessary to terminate an employee's
services because of specific problems which impede ability to perform duties.
However, the municipality does not wish to impose an unfair restriction on
former employees who have been able to overcome problems which resulted
in their termination. Therefore, applications will be accepted from those
people who have, for example:

overcome problems associated with drug or alcohol addiction

overcome other health-related problems

upgraded their academic qualifications or employment skills
Such persons will be evaluated on the same merit basis as other candidates
who apply for vacant positions.
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APPENDIX A
Notice of Competition Form for all Positions
Municipal
Department: ____________________________
Forward all completed applications to:
Position Title:______________________
Position Number: ________________________
Pay Range:
____________________________
Responsibilities, qualifications, critical accountabilities and working conditions are
described in the attached position description.
Closing date of competition:
__________________________________________________
This competition is:
____ Internal
____ Open
Application forms and/or terms of reference may be obtained by contacting
___________________________ at the address noted above (if applicable).
Date Posted
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APPENDIX B
Sample Job Advertisement I
Municipal
Administrative Assistant
The municipality is inviting applications for the permanent full-time
position of Administrative Assistant. The successful candidate will report
to the Chief Administrative Officer
You will provide administrative assistance to the Chief Administrative
Officer in all matters relative to the general management of the
municipality, specifically through managing inquiries, correspondence,
and electronic communication for the Chief Administrative Officer. In
addition, you will research and prepare correspondence, reports,
audio/visual and logistical arrangements for the Chief Administrative
Officer to use at Council meetings, presentations, and public consultation.
Preferred applicants should have a background in municipal government;
proficiency in various computer applications (MS Word, MS Excel,
Outlook, PowerPoint, Publisher, Internet); strong interpersonal skills; and
the ability to communicate effectively both verbally and in writing. The
successful candidate will thrive in a fast-paced environment and be highly
motivated with strong organizational and priority setting skills.
The successful candidate is willing to follow all applicable Provincial and
Municipal Occupational Health and Safety Policies and Procedures and
participate in the appropriate training as required.
Letters of application and resumes for the position of Administrative
Assistant may be submitted to (*name*) by mail to (* Address*), (*email*) (Subject line Administrative Assistant Application), or faxed to
(*phone*).
Applications close (Month/Day/Year). All applicants are thanked for
their interest, however, only those who are selected for consideration will
be contacted.
For more information on the municipality visit our website at:
_________________
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APPENDIX C
Sample Job Advertisement II
Municipal
Director of Parks and Recreation
Duties: This is a senior administrative position responsible for providing administrative
direction and leadership to the Parks and Recreation Department, including the planning
of all physical, human, and community resources related to recreation and leisure, as well
as responding to the philosophy, goals, and objectives of the department. Duties will
include the planning, organization, direction, co-ordination, and control, under the
direction of the Chief administrative Officer, of the activities of the department, including
the functions of the staff and quality of the programs.
Qualifications: Applicants must possess a Bachelor's degree in recreation or leisure
studies or physical education and a minimum of three years' related experience, with
emphasis on administration, management, and community development skills. Desirable
skills include leadership abilities, supervisory skills, and a willingness to operate in a
team environment.
Salary: (insert salary range for position) depending on qualifications and experience,
plus a benefits’ package.)
Letters of application and resumes for the position of Director of Parks
and Recreation may be submitted to (*name*) by mail to (* Address*),
(*e-mail*) (Subject line Director of Parks and Recreation Application), or
faxed to (*phone*).
Applications close (Month/Day/Year). All applicants are thanked for
their interest, however, only those who are selected for consideration will
be contacted.
For more information on the municipality visit our website at:
_________________
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APPENDIX D
Sample Letter for Applicants Selected for an Interview
(date)
(name)
(address)
(address)
(address)
Dear (name):
Applications for the position of (that applicable) were screened this past week. We were
impressed with the quality of all applicants and selecting those candidates to be
interviewed was a difficult process.
We are pleased to offer you an interview to discuss the skills and expertise, which you
feel you may be able to bring to this position. Your interview has been scheduled for
(date of interview), at (time). Please call our administrative offices at (telephone #) to
confirm your appointment.
Thank you for your interest in employment with **name of municipality**. I look
forward to meeting you at this time.
Sincerely,
(name)
(Title / department)
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APPENDIX E
Examples of Interview Questions
1.
Tell me a little bit about yourself: your background or interests as you feel may be
appropriate to the position.
2.
What do you know about our municipality?
3.
What do you consider to be your major strengths? weaknesses?
4.
What do you think your previous employer would say are your major strengths? your
major weaknesses?
5.
What appeals to you the most about municipal government?
6.
Why do you think that this would be a good place to work?
7.
In your opinion, what are the advantages of working for a municipality?
8.
What do you see as the major responsibilities involved in working for the "public"?
9.
Tell us about previous academic and professional experience which you believe is
relevant to this position.
10.
Why do you think that working here would be an opportunity for you?
11.
Are there any specific people who you admire? Why?
12.
How do you feel about working closely with other people and sharing responsibility for
the outcome of your work?
13.
Where do you see yourself five years from now? ten years from now?
14.
Do you feel you were treated fairly in your last job?
15.
What did you especially like about your last job?
16.
What did you dislike about your previous job?
17.
If you find that you and one of your co-workers have come to an impasse, how would
you resolve the situation?
18.
Describe a frustrating experience you have had in the workplace. How did you work
your way through this situation?
19.
What risks have you taken in your previous professional experience and what was the
result of those risks?
20.
What experience have you had in dealing with people or supervising others?
21.
Why did you leave your former job?
22.
Does pressure in the work environment bother you?
23.
What do you look for in a job?
24.
What do you expect from an employer?
25.
Do you believe you are capable of satisfactorily completing the tasks as outlined in the
job description for this position?
Note: It is beneficial to ask additional questions which are specific to the position being applied
for, such as: What type of equipment are you trained to operate? What computer skills
do you possess? How would you react to this situation?
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APPENDIX F
Guide to Acceptable Interview Questions
This table was adapted from the Nova Scotia Human Rights Commission's Guide for
Employers. Blank boxes indicate there is no acceptable enquiry into that topic.
Unacceptable Preemployment Enquiries
Item
Name



Address

Sex and/or
Sexual
Orientation



Marital Status

Family Status1


Age

Acceptable PreAcceptable Postemployment Enquiries employment Enquiries
enquiry into maiden name 
and/or previous name,
whether it has been
changed by court order or 
otherwise
full name
indicate whether Mr.,
Mrs., Miss, or Ms.
enquiry into foreign

address
any enquiry into gender
any enquiry into sexual
orientation
any enquiry into
pregnancy, child-birth, or
child-bearing plans
any enquiry (i.e. single,
married, divorced,
engaged, separated,
widowed, or living
common-law)
any enquiring into number 
of children or dependents
any enquiry about
arrangements for child
care
any enquiry, (e.g. request
for birth cert. or baptismal
record, that may reveal the
age of the applicant)
last name, first name
or initial, middle
name or initial
―How would you like
to be addressed, Mr.,
Mrs., Miss, Ms., or as
above?‖

full name

information required
for tax/insurance
purposes

information required
for tax/insurance
purposes

verification of age for
tax/insurance
purposes
contact address and
phone number
enquiry into meeting
the job requirements,
i.e., if the job requires
travel, shift-work,
overtime, etc.
Ensure that questions in an interview are not prefaced with phrases such as, ―Given that you are
married...‖, or ―You have a family...‖. These phrases are inappropriate and are not permitted.
1
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APPENDIX F (continued)
Unacceptable Preemployment Enquiries
Item
National,
Ethnic, or
Aboriginal
Origin


request for birth certificate
or any enquiry into place
of birth, mother tongue,
citizenship status, etc., that
may reveal the applicant’s
national and/or ethnic
and/or aboriginal origin
any enquiry into
nationality and/or
residence or parents,
grandparents, spouse, or
other relatives
Race and/or
Colour

Any enquiry that may
reveal the applicant’s
racial origin, e.g. colour of
hair, eyes, skin, etc.
Photograph

request for photograph or
the taking of a photograph
Languages


mother tongue
how and where language
skills were attained
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Acceptable PreAcceptable Postemployment Enquiries employment Enquiries


―Are you legally
entitled to work in
Canada?‖

documentary proof of
eligibility to work in
Canada

request for a
photograph if
required for
identification
purposes
ask, where applicable,
whether the applicant
understands, writes,
and speaks the
language(s) (English
and/or French and/or
other(s)) required for
the job
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APPENDIX F (continued)
Unacceptable Preemployment Enquiries
Item

Religion or
Creed



Military Service

Height and
Weight
Physical
Disability or
Mental
Disability



Sources of
Income
Political Belief
or Affiliation



Organizations

Acceptable PreAcceptable Postemployment Enquiries employment Enquiries
any enquiry into the
racial and/or religious
affiliation of school(s)
any enquiry into religious
affiliation or customs
any enquiry into
availability to work on
specific religious holidays
request for references
and/or recommendations
from religious leader(s),
e.g., priest, rabbi, etc.
any enquiry into military
service
any enquiry (unless it is
job related)
any enquiry into physical
and/or mental disabilities
and/or health problems,
and/ or hospitalization records for emotional
problems
enquiry into previous
dependency on drugs or
alcohol
any enquiry
enquiry into member-ship
of, or affiliation with, any
political party
enquiry into political
activity
request to list all
associations, clubs, and
organizations where
membership is held by the
applicant
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membership in
professional associations
or occupational groups
can be asked if it is a job
requirement
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Appendix G
Candidate Profile Form
Name: _____________
Date of Interview: _________________
Title of Position Sought: ________________________________________________________
SAMPLE RATING GUIDE
KNOWLEDGE
WEIGHT
HOW CAN WE TEST?
1
Thorough knowledge of
(subject area)
Review resume with candidate & explore depth of experience; ask ―what are the latest
trends and developments in the (field)‖, or ―how do you keep current with what is
happening in the (field)?‖
2
Thorough knowledge of
(process)
―Please describe an ideal …….process. What would be the steps?‖
3
4
ABILITY
1
To communicate effectively
orally
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vocabulary assess during entire interview and/or set up presentation; look for:
 clarity
 conciseness
 logical flow of ideas
 good vocabulary
 professional presentation (appropriate choice of words, no slang, etc.)
 understandable
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2
2
To communicate effectively in
writing
review resume and cover letter
ask for written response to one or more questions before or after interview
2
To manage projects effectively
Behavioural question: ―Please describe project that you have managed from beginning
to end.‖
or ability question: ―Let me tell you about one of our projects.....How would you
manage it?‖
3
To effectively prioritize
in basket exercise
OR build on previous question by asking the candidate to establish priorities
(cover in reference check)
4
To work effectively in a team
environment
Behavioural question: ―Tell me of a time when you were working as part of a team and
a project wasn’t going so well. What was it like, and what did you do?‖
Reference check
Simulation through actual meeting with the work group the candidate could expect to
work with
5
To deal effectively with
competing priorities
How would you handle a situation where there are too many projects and too little time?
6
to effectively conduct and
analyse market research
―Please explain how you would conduct research on........
Behavioural question: ―What experience have you had with marketing research? Could
you describe some of your most challenging assignments and how you went about
doing them?‖
7
To achieve consensus from
diverse groups
Look for openness, willingness to consult and to listen
8
To effectively perform budget
variance analysis
Look for understanding of GAAP2 principles, appreciation of significance
Generally Accepted Accounting Principles
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9
To manage time effectively
What time management techniques are you familiar with? Which ones do you use?
PERSONAL
SUITABILITY
1
Team oriented
What makes for a good team? What makes for a less than optimal team?
(Consider covering in reference check)
2
Ability to work in a fast paced
environment
(Consider covering in reference check)
Explore past work environment; Ask ―What do you look for in a work environment?‖
3
Flexibility and adaptability
(Consider covering in reference check)
4
High energy level
Direct observation during interview
5
Creativity
6
Reliability & dependability
7
Persuasiveness
8
Initiative* (this is considered
one of the most important
determinants of success on the
job)
(Consider covering in reference check)
Ask candidate to generate a specific number of options (eg. 7) to a particular problem
(Consider covering in reference check)
Candidate behaviour throughout the process
(Consider covering in reference check)
Direct observation; Build on previous question(s)
(Consider covering in reference check)
Check for value added (presentation, cover letter
and/or resume)
Observation during interview
(Consider covering in reference check)
WORKING CONDITIONS
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Position requires moderate
travel throughout North
America
―Would you be able to travel to…..?‖
Note: If weights are to be used, it is usually easier to use a maximum of 100 weighted points so that everyone is aware of what a 5
or 10 point difference between candidates really means.
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ELEMENTS OF A GOOD ANSWER
No matter what the question or test, it is a good idea to describe in advance what you are looking
for:
Example 1: Oral communications
●
clarity
●
conciseness
●
logical flow of ideas
●
good vocabulary
●
professional presentation (appropriate choice of words, no slang, etc.)
●
understandable
Be prepared to be flexible. It is always possible that a candidate will come up with a better
answer than the one you may have thought of.
Interviewers’ remarks regarding the interview:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Signatures
Note: Please remember that individuals of different cultures may have different expectations
about interviews. For example, it is customary in some cultures not to look at the interviewer
when responding as a sign of respect. This could be misconstrued as "shyness."
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APPENDIX H
Guidelines for Assessment of Each Factor
Planning and Organizing Skills
Definition:
Ability to schedule and allocate time and resources appropriately;
to handle and co-ordinate various activities conjointly; to meet
deadlines.
Assessment Procedure:
Probe previous experience; develop cases based on typical
problems which the incumbent would be expected to overcome.
Consider:








accomplishments in previous job(s)
standard work habits
what techniques were used to improve effectiveness in previous
job(s)
what were the biggest problems and how were they overcome
do candidate's comments reflect a results-oriented approach to
work
attitude/adaptability
Knowledge
Definition:
Possession of specialized information normally acquired through
formal education or training.
Assessment Procedure:
Probe previous experience; develop cases based on typical
problems, which the incumbent would be expected to overcome.
Consider:
 testing areas of critical subject matter in relation to job requirements
 developing standard questions to test knowledge
 administering questions orally and/or in writing
Leadership and Teamwork Skills
Definition:
Ability to plan and direct work of others; exercise control with
follow-up or monitoring quality of work; motivate and obtain
commitment of staff; ability to work with all members of staff and
assume different leadership roles; act as a team player.
Assessment Procedure:
Probe previous experience; develop cases specifically based on
typical problems, which the incumbent of the position would be
expected to deal with.
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Consider:



evidence of individual's style of leadership, understanding of the
leadership role and ability to change styles
handling of unsatisfactory staff performance (e.g. low productivity,
insubordination, failure to meet deadlines)
examples of situations (in work or community activities) in which
candidate feels he/she has demonstrated leadership ability and teamwork.
Problem-Solving Ability
Definition:
Ability to process and organize a variety of information and to identify
and apply relevant information to develop practical and effective solutions
to problems.
Assessment Procedure:
Probe previous experience; develop cases specifically based on
typical problems which incumbent of the position would be
expected to deal with.
Consider:





Candidate’s overall approach to problems does he/she seek relevant additional
information
How many alternative solutions are generated?
Does candidate demonstrate understanding of the information given
Are attempts made to avoid dealing with problems (e.g. through reliance on
supervisor or subordinates)
If the individual is decisive or unable to determine a course of action
Quality of Judgment
Definition:
Ability to recognize priorities; to be sensitive to the implications of
decisions; to maintain objectivity and an overall perspective.
Assessment Procedure:
Probe previous experience; develop cases specifically based on
typical problems, which the incumbent of the position would be
expected to deal with.
Consider:
 Candidate’s awareness of implications of alternative solutions to
problem-solving case presented to him/her
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
Quality of solutions provided

Candidate’s description of previous accomplishments
Interpersonal Skills
Definition:
Ability to establish and maintain effective working relationships
with others in the work environment (i.e. peers, staff, officials,
clients, and general public)
Assessment Procedure:
Identify level and range of skills required in relation to job
requirements (nature of contacts, level of supervisory
responsibility, sensitivity, or position; role in relation to the
public, etc.) Also develop questions on past experience and/or
cases designed to elicit evidence of interpersonal skills.
Consider:





Appearance--appropriateness of dress and general appearance
Participation in extracurricular community activities, interests, activities
(type of, role in)
Interview behaviour (self-assurance, shyness, directness, defensiveness,
appropriateness of remarks)
Quality of relationships with previous supervisors, staff, and peers; aspects
of previous job(s) considered positive and negative
Quality of responses during the interview
Communication Skills
Definition:
Ability to communicate clearly and concisely with appropriate use
of vocabulary.
Assessment Procedure:
Identify level and range of skills (oral/written) required in relation
to job requirements (i.e. routine communication with staff,
providing information to public, briefing senior officials, making
presentations, public speaking). Assess on basis of: observed
interview performance, evidence of previous experience and
performance, work samples (for written communication).
Consider:



Clarity of expression
Delivery of answers/questions
Specific writing samples
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Innovation/Resourcefulness
Definition:
The ability to be creative, to develop innovative solutions to
problems, to be forward thinking.
Assessment Procedure:
Questions to elicit evidence of past performance; problem-solving
cases presented during interview.
Consider:



Personal contribution/achievement in previous jobs
Recreational and community activities
Variety and originality of solutions created in response to
problem-solving cases
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APPENDIX I
Sample Letter for Applicants Not Selected
for a Subsequent Interview
(date)
(name)
(address)
(address)
(address)
Dear (name):
Interviews for the position of (applicable position) were held this past week and we were very
impressed with all of the candidates. The interviews were instrumental in narrowing the choice
for a successful candidate for the position.
We have notified the candidates with whom we will be conducting second interviews. Although
we are unable to offer you a second interview for the position, we encourage you to apply for
other positions with *insert municipality* as they become available.
Thank you for your interest in employment with *insert municipality*, and best wishes in your
employment search.
Sincerely,
(name)
(title/department)
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APPENDIX J
Sample Letter for Applicants Selected for a Subsequent Interview
(name)
(name)
(address)
(address)
(address)
Dear (name):
Interviews for the position of (applicable position) were held this past week and we were very
impressed with all of the candidates. The interviews were instrumental in narrowing the choice
for a successful candidate for the position.
We are pleased to offer you a second interview to further discuss your qualifications and interest
in this position. Your interview has been scheduled for (date and time). Please call our
administrative offices at (telephone number) to confirm your appointment.
Thank you for your interest in employment with *insert municipality*. I look forward to seeing
you at that time.
Sincerely,
(Name)
(title/department)
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APPENDIX K
Sample Letter of Confirmation of Job Offer
(date)
(name)
(address)
(address)
(address)
Dear (name):
RE: *insert municipality* Employment Letter of Offer
Following a successful interview, *insert municipality* is pleased to make the following offer
of employment to you:
Position:
You will be employed as the (Position Title). Your immediate supervisor will be (Name),
(Position).
Duties:
You agree to diligently, efficiently, and faithfully perform all duties which may be prescribed
from time to time by the employer including, but not limited to, those set out in the position
responsibilities as attached. Please take note that this is subject to change based on any future
changes within the organization
Term:
Notwithstanding the date upon which you may execute this offer letter, your employment in this
full-time permanent position shall be deemed effective (Day and Date) and will continue unless
earlier terminated in accordance with the terms set out below.
Remuneration:
Your annual salary will be ($00,000) less all required or permitted deductions and withholdings.
Your normal hours of work will be 8:30 a.m. to 4:30 p.m. with a one hour lunch break, 35 hours
per week. If overtime is required it will be paid at a rate of 1.5 times your regular hourly rate or it
can be banked and taken as time in lieu. Hours and location of workplace may vary as the work
environment may dictate and will require the approval of your supervisor.
Probation:
Notwithstanding anything to the contrary contained herein, the period of six months shall be
deemed to be a period of probation (―the Probationary Period‖).
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Vacation:
You will be eligible for two weeks of paid vacation per year. Vacations are taken in the year in
which they are earned. For the first year of your employment, your vacation entitlement is
prorated. Your vacation entitlement is calculated on our fiscal year ending March 31st of each
year.
Benefits:
You will be eligible to participate in the Municipality’s Group Insurance Plan in accordance with
the terms and conditions of the Plan after a two month waiting period. Currently the employee
pays 40% of the costs of monthly premiums and the municipality pays the remaining 60%.
However, for income tax purposes, the employee must pay 100% of the premiums for Long
Term Disability, therefore the percentages are adjusted so that the employee pays 22% of the
monthly premiums and the municipality pays the remaining 78%.
Pension:
You will be eligible to participate in the Municipality’s Pension Plan in accordance with the
terms and conditions of the Plan. Currently the municipality contributes 6% of base earnings and
the employee contributes 6% of base earnings to the Pension Plan. Membership in the plan is
compulsory after a waiting period of three months of continuous service.
Other Terms and Conditions:
You agree that the Employer has the right to enact or invoke policies and procedures governing
its employees, and you agree to be bound by all such policies and procedures, except where they
specifically contradict the terms of this offer letter. As an employee of the municipality, you
agree to comply with all Occupational Health and Safety rules, regulations, practices and policies
as established by the Nova Scotia Occupational Health and Safety Act and the municipality.
Termination by the Employer:
At any time during the Probationary Period, the Employer may terminate your employment for
any reason, in its absolute discretion, without notice or salary in lieu thereof.
The Employer may terminate your employment at any time (whether during or after the
Probationary Period) for cause without notice or compensation in lieu thereof.
Upon termination of your employment as set out herein, it is understood that you shall not have
further claims against, or be entitled to any further remuneration or compensation from, the
Employer arising out of the termination of your employment.
Termination by the Employee:
You may terminate your employment at any time during the first year of employment by
providing to the Employer three (3) months notice in writing. After the first year of employment
the employee will provide two (2) weeks notice in writing to that effect. The Employer may
decide, in its sole discretion, to waive your required notice of termination.
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Right of Set Off:
In the event that your employment is terminated either by you or the Employer, you agree that
the Employer has the right to set off against or deduct from your salary or other entitlements
(including, but not limited to, any vacation pay or general holiday pay you are entitled to at law,
or any salary in lieu of notice payable in accordance with this offer letter) any sum of money that
is owing to the Employer at the time of termination.
Entire Agreement:
This letter, and all other documents referred to or incorporated herein, constitute the entire
agreement between the parties, and replaces and supersedes all previous communications,
representations, understandings and agreements whether written or verbal between the parties.
Independent Legal or Other Professional Advice:
You acknowledge that prior to executing this offer letter you have been advised by the Employer
to obtain independent legal or other professional advice. By signing this offer letter, you confirm
that you have had the opportunity to seek independent legal or other professional advice prior to
executing this offer letter and have either:
a) obtained such independent legal or other professional advice; or
b) waived the right to obtain such independent legal or other professional advice.
Please review and consider the above provisions carefully. If you would like to accept this
position on the above terms and conditions, please sign this letter in the location indicated below
and return it to me. We look forward to working with you. Welcome to ―Team (*Municipality’s
name*)‖.
Sincerely,
** name**
**title**
cc
Chief Administrative Officer
Director
Payroll Clerk
Employee Personnel File
Letter of Offer – Candidate’s Name
(Position Title)
(Current Date)
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I have read and considered the above provisions, and accept these provisions as the terms and
conditions of my employment with the Employer.
Agreed to this
day of
, 20
.
Employee’s Signature
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APPENDIX L
Sample Letter for Applicants Not Offered a Job
(date)
(name)
(address)
(address)
(address)
Dear (name):
Subsequent interviews for the position of (applicable position) were held this past week and we
were very impressed with all of the candidates. Having to choose one candidate for employment
from the group of highly qualified candidates was a difficult task.
We have made an offer of employment to the successful candidate. However, in light of your
personal and professional skills, we would encourage you to apply for other positions with
*insert municipality* as they become available.
Thank you very much for your interest in employment with *insert municipality*, and best
wishes in your employment search.
Sincerely,
(name)
(title/department)
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APPENDIX M
Reference Check Form*
Name of Reference______________________________________________________________
Relationship to applicant
(position & name of organization): _________________________________________________
Signature (if appropriate): _________________Date of reference check: __________________
Name of individual conducting reference check: _______________________________
Signature: ____________________________Date of reference check: ____________________
The following information is requested for the verification of previous/current employment.
Is/was
employed with your organization?
____ Yes ____ No
(name of individual)
If yes, for how long? __________
What specific duties were/are performed?
______________________________________________________________________________
______________________________________________________________________________
Performance/Ability-Related Questions
1. What do you see as the strengths of this individual?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
2. What are this individual's weaknesses?
__________________________________________________________________________
3. How does he/she react to constructive criticism?
___________________________________________________________________________
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4. Individual performs well under pressure?
__ Strongly agree __ Agree __ Neutral __ Disagree __ Strongly disagree
5.
The individual is able to meet deadlines:
___ Strongly agree ___ Agree ___ Neutral ___ Disagree ___ Strongly disagree
6.
Individual shows initiative:
___ Strongly agree ___ Agree ___ Neutral ___ Disagree ___ Strongly disagree
7.
Individual works well on an independent basis:
___ Strongly agree ___ Agree ___ Neutral ___ Disagree ___ Strongly disagree
8.
Individual is willing to take on new responsibilities:
___ Strongly agree ___ Agree ___ Neutral ___ Disagree ___ Strongly disagree
9.
Individual is able to work effectively with others and as part of a team:
___ Strongly agree ___ Agree ___ Neutral ___ Disagree ___ Strongly disagree
10. Individual shows good judgment:
___ Strongly agree ___ Agree ___ Neutral ___ Disagree ___ Strongly disagree
11. How would you rate the individual's quality of work overall?
___ Very good ___ Good ___ Average ___ Poor ___ Very poor
12. The individual is punctual:
___ Strongly agree ___ Agree ___ Neutral ___ Disagree ___ Strongly disagree
13. How would you rate the individual's integrity?
___Very high ___ High ___ Medium ___ Low ___ Very low
14. Are there any other skills/abilities or attributes, which have not been brought out by the
questions, which you feel should be mentioned in light of the position for which the
individual is applying?
________________________________________________________________________
15. What, in your opinion, was the reason that this individual left your organization?
______________________________________________________________________
16. Would you rehire this individual? ___ Yes ___ No ___ Uncertain
References
Many potential employees are routinely asked to provide references. Employers frequently
receive requests for letters of recommendation from employees seeking employment or
admission to academic programs and institutions. Department heads, administrators, and other
staff are often asked to provide references for staff members seeking other employment
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opportunities, or to review letters of recommendation and to contact referees in the course of
hiring new staff.
The following summary is intended to assist those employees involved in giving or reviewing
references.
Providing References
There is no obligation to provide a reference but, if an individual chooses to do so, care must be
taken to ensure that the reference is truthful and accurate. Providing a reference that contains
false or misleading statements may result in an action for defamation by the person who is the
subject of the reference. In addition, a reference which misrepresents the individual who is the
subject of the reference could open the writer up to a claim of negligent misrepresentation.
While references may be more wary of giving unfavourable evaluations, for fear of being held
legally liable for injury or damage suffered by the individual who is the subject of the reference,
it should be noted that a favourable reference, which omits relevant negative facts about an
employee, may result in claims of negligent misrepresentation, deceit, or non-disclosure by an
employer who receives and acts on the reference and suffers damage as a result. Care should be
taken to ensure that an unfavourable reference, in particular, is limited to facts only and not
statements of opinion. While opinions may be honestly held, they may not necessarily be based
on accurate facts. If the reference has any concerns about a reference he/she has written, he/she
should have it reviewed by others who can be trusted to provide constructive comments.
Providing a reference at the request of an employee who has been terminated can be particularly
difficult. In such instances, only persons who are familiar with the employee's position and
possess factual information about his/her performance should provide a reference. The reference
should include an analysis of strengths as well as weaknesses.
Checking References
Employees with responsibility for hiring in the department will frequently need to check on
references provided by individuals seeking employment in an organization. In conducting
reference checks, the following guidelines should be followed:
1. Reference providers identified by individuals seeking employment should only be contacted
when the individual concerned is being considered seriously for a position.
2. Departments and those in charge of the task of conducting reference checks should always
seek the permission of the individual before contacting his/her past or current employers or
supervisors. Candidates are normally asked on an application form to give such permission,
or they may be asked to do so during the interview. If permission is denied, the reasons for
the denial should be discussed with the candidate and the application should be reviewed to
determine whether contact with a past employer or supervisor is critical to an assessment of
the candidate's qualifications for the position. Interviewees should be asked whether they
object to current employers being contacted.
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3. Normally, at least two references from previous supervisors or employers should be checked.
However, if the individual is an internal candidate and has worked for one supervisor in a
department for several years, a thorough check with that supervisor is usually sufficient.
4. Where more than one given reference is contacted, consistency in the information provided
should be considered.
5. Questions asked of references should be job-related. Employees conducting reference checks
should be aware that improper enquiries regarding a prospective employee may result in
claims of discrimination under provincial Human Rights legislation. For example, questions
respecting an individual's age, sex, race, or marital status, etc. are prohibited (refer to the
Employee Interview Policy, Appendix B, Guide to Acceptable Interview Questions).
6. Generally, during reference checks, there are two main information areas to consider-factual and performance-related.
Factual (examples):
- employment dates
- position, company
- referee’s relationship to employee
- nature of job
- key responsibilities
- reasons for leaving
Performance-related (general examples):
- quality of work
- quantity of work
- strengths/weaknesses
- flexibility
- ability to work effectively under pressure
- ability to meet deadlines
- ability to act independently when necessary
- reaction to constructive criticism
- judgment
- ability to work well with co-workers,
supervisors, general public
- punctuality/attendance
7. If the reference is received orally, it may be appropriate to obtain confirmation in writing. In
any event, the recipient of an oral reference should maintain notes of the conversation and
these should be signed, dated, and retained on file.
Remember, past performance is the clearest indication of future performance—take your time
and make sure you hire the right person! Ask for and obtain all the information you require to
make a wise and informed decision. Remember also that all reference material must be treated
as confidential.
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5-10 Staff Orientation Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Employment
5-10
Responsibilities
The Council will:
a)
review, amend, and adopt changes to the Municipality 's Staff Orientation Policy
The Chief Administrative Officer (or designate) will:
a)
ensure the proper implementation and maintenance of a staff orientation program in
the municipality
b)
recommend to the Council changes to the Staff Orientation Policy where considered
appropriate
c)
assist in the development of a staff orientation program in consultation with
department heads, managers, and supervisors
d)
ensure the proper delivery of orientation training to new employees under his/her
direct supervision
Department heads will:
2.0
a)
ensure the proper implementation of the Staff Orientation Policy in their department
by developing, in consultation with departmental staff and the Chief Administrative
Officer, a program of initial training for new employees
b)
assist and facilitate the training of new employees by the supervisors and managers
c)
ensure the proper delivery of orientation training to new employees under their direct
supervision
General Provisions
The Orientation Program for new employees with the municipality will vary in some
aspects from department to department. Orientation for new employees will be the shared
responsibility of the Director of Human Resources and the employee’s direct supervisor
and/or Department Head. In general, the municipality wishes to ensure that every new
employee is fully aware of the following as they affect their job:
1.
The operational regulations, policies and procedures of the municipality;
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2.
The human resource policies and procedures and services offered to employees;
3.
The relevant goals and objectives of the municipality as a whole and the Department
within which the new employee will work;
4.
The requirements of the position being filled and the details of the job description;
5.
The requirements under the Provincial Occupational Health and Safety Act and
municipal Occupational Health and Safety rules, regulations, policies and practices;
6.
The person to whom the new employee will be responsible, will work with, or as
appropriate, will supervise; and
7.
The relevant physical aspects of the municipality.
On the first day of employment, an Employee Orientation package shall be provided to all
new employees which will include, but is not limited to:

New employee’s job description

Organizational chart

Council’s Goal & Objectives and Vision Statement

Employee internal telephone list

List of Council members and contact information

List of the Municipality’s Committees and members

Copy of Collective Agreement where applicable

Employee Benefits Programs

Payroll information

Employee Assistance Program information

Employee Wellness Program information

Copy of Smoke Free Municipal Buildings and Vehicles Policy
Other orientation will include:

A physical tour of the facilities in order to familiarize the new employee with the
new surroundings.

Introductions to all current employees and a brief description of their respective jobs
and responsibilities, particularly how that position will relate to the new employee.

Location of first aid stations, lunch room, washroom facilities, bulletin boards,
employee and Council mail boxes, and office equipment.

Review of hours of work, lunch and other break times, and other behavioural norms.

Review of healthy and safe working practices and the required training available.

Review of the employee performance appraisal system.

Review of the progressive discipline procedures.
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
Customer service with the municipality.

Completion of the Municipality’s New Employee Safety Orientation Program
(checklist attached).
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APPENDIX A
(Name of Municipal Unit)
New Employee Orientation Check List
Orientation of:
Date:
Emergency Contact Name:
Emergency Contact Telephone Number:
Starting Day
Ensure the following is carried out:
 Complete employment letter of offer and discuss probation period.
 Review vacation and sick leave accumulation and requesting time off.
 Review employee performance appraisal system and disciplinary process.
 Work space and the following tools are assigned (as applicable):
 Phone, phone books, business cards, security access card.
 User manuals for other hardware and/or software.
 Network user and e-mail ID, other software ID as necessary.
 Explanation of site specific safety rules and policies; assignment of personal protective
equipment and completion of New Employee Safety Orientation Check List.
 Information is given on the following:
 Office organization/layout is explained.
 Accessing/ordering office/work supplies, files, etc.
 Handling incoming and outgoing (snail) mail.
 Operating internal and external telephone lines.
 Office circulation files, if applicable.
 Where to put personal belongings; security of same.
 The building, including a walk around to see fire exits, rest rooms, smoking areas,
coffee, water, lunch/break areas, etc.
 End of day routines for lights, computers, photocopiers, telephones, doors, etc.
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 Parking requirements
 Begin to meet co-workers/colleagues with an explanation of how they relate to or
support the new staff member.
Within the First Week
 Meet remaining co-workers/colleagues with an explanation of how they relate to or support
the new staff member.
 If the employee is working within a union environment, ensure employee has met with the
union to sign up for dues and has received a copy of the Collective Agreement or charter.
 Ensure employee has met with the employee benefits administrator regarding group insurance
coverage and provided payroll information.
 Receive training from the appropriate staff on purchasing procedures/purchasing authority.
Review the following:
 Use of shared office equipment such as photocopier, fax machine and printers with
instructions for use and what to do if they malfunction.
 Working hours, time for personal business, flex time.
 Office resources – directories, dictionaries, manuals, staff listings, network drives.
 Communication standards – voice mail, e-mail, telephone techniques/etiquette, written
correspondence (templates), computers, Council reports.
 Overview of policies and procedures around e-mail and Internet use.
 Organizational information – to include how to access policies and ―up to date‖ corporate
information.
Meet with the employee and pertinent staff to review:
 Payroll cycles, pay notices and how to update personal information.
After 30 Days
 Review Orientation Checklist and schedule outstanding issues.
Within 3 Months
 Key people and offices within the organization have been met.
 New employee has been checked with regularly to answer questions and offer support.
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Points for consideration:

The objective of orientation is not only to help employees feel comfortable with their roles, but to
show them how to succeed. Leaders should establish an open communication with their
employees and continually ask for and give feedback to the employee to guide and coach them to
the best that they can be.

The most important aspect of this communication is clear, measurable objectives outlining what
is expected and how and when it will be measured.

Everything the leader/manager expects of the new employee should be discussed openly with
them. The better the leader is prepared to explain goals and expectations, the more confidence the
employee will experience, and the quicker the employee will adapt to the organization.

A key orientation issue is aligning employee expectation and the actual responsibilities of the
new job. New employees may have unrealistically high expectations about the amount of
challenge and responsibility they will have on the job. There is evidence that a mismatch between
expectations and actual job responsibilities plays a significant role in early turnover. Ideally, this
clarification for job expectations would have begun during the interview process.

The task of assigning work related tasks to the employee should be done gradually, to allow for
information gathering as opposed to information overload.

Assigning an experienced, friendly and knowledgeable employee to act as a ―buddy‖ during the
first one or two weeks will allow for help with the innumerable questions that will occur in the
first few weeks.

A good orientation is one that is ongoing. A new employee cannot be exposed to a few days of
orientation and then forgotten.

The role of the leader/manager is the most important part in an orientation process. Your attitudes
and expectations will define what type of environment a new employee will work within. The
challenge is to ensure the environment is welcoming, stimulating and part of a total
organization’s commitment to the development of its human resources.
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5-20 New Employee Safety Orientation Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Responsibilities
1.1
The Council will:
a)
1.2
1.3
2.0
Employment
5-20
review, amend, and adopt changes to the Municipality 's New Employee Safety
Orientation Policy
The Chief Administrative Officer (or designate) will:
a)
ensure the proper implementation and maintenance of a staff safety orientation
program in the municipality
b)
recommend to the Council changes to the New Employee Safety Orientation
Policy where considered appropriate
c)
assist in the development of a staff safety orientation program in consultation
with department heads, managers, and supervisors
d)
ensure the proper delivery of safety orientation training to new employees
under his/her direct supervision
Department heads will:
a)
ensure the proper implementation of the New Employee Safety Orientation
Policy in their department by developing, in consultation with departmental
staff and the Chief Administrative Officer, a program of initial training for new
employees
b)
assist and facilitate the training of new employees by the supervisors and
managers
c)
ensure the proper delivery of safety orientation training to new employees
under their direct supervision
General Provisions
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The employee’s supervisor shall ensure that all applicable areas as noted within this Policy
are explained. It is the responsibility of the supervisor to complete the New Employee
Safety Orientation Form and ensure that it is placed into the employee’s personnel file
The following items must be reviewed for all new employees:









The three rights afforded by the Nova Scotia Occupational Health & Safety Act;
The Municipality’s Occupational Health & Safety Policy;
The employee’s responsibility for safety;
General safety rules and practices;
First Aid and Emergency Response;
The members of the Municipality’s Joint Occupational Health & Safety Committee
and the location of where the Committee-related information is posted;
Emergency Plans;
Rules for reporting accidents, injuries and near misses; and
Municipal Safety Manual location for reference by employees;
The remaining items are to be reviewed where applicable:




Personal Protective Equipment;
Applicable Safe Work Practices and Procedures;
Automotive Vehicles and Construction Equipment Procedures; and
WHMIS and MSDS’s location – Required by employees who work with or near
controlled products.
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APPENDIX A
(Name of Municipal Unit)
New Employee Safety Orientation Form
Orientation of:
Date:
The following information shall be reviewed with all new employees as they begin their new job.
The Occupational Health & Safety Act provides all workplace parties with three basic rights.
They are:

The Right to Know
You have a right to information on issues that affect your health and safety.

The Right to Refuse
You have the right to refuse unsafe or unhealthy work.

The Right to Participate
You have the right to participate on health and safety committees. You also have the right
to report unsafe conditions, and voice your concerns or opinions on any issue that affects
your health and safety, or the health and safety of anyone at the workplace.

Occupational Health and Safety Policy

Employee responsibility for safety

General Safety Rules

First Aid and Emergency Response

Occupational Health and Safety Committee members and bulletin board location

Emergency Plans: routes, assembly location & procedures

Rules for reporting accidents and near misses

Safety Manual location

Applicable Safe Work Practices and Procedures

Automotive Vehicles and Construction Equipment Procedures

WHMIS and MSDS’s location

Personal Protective Equipment (PPE)
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Hard Hat
Safety Vest
Safety Boots (CSA Class 1 – provided by employee)
Safety Glasses
Work Gloves
Rubber Boots (CSA Class 1)
Rain Suit
Ear Plugs or Ear Muffs
Respirator (Full or Half Face)
Other
PPE – Do’s and Don’ts
 Report any defective PPE to your supervisor immediately
 Do not wear any defective PPE at any time
 Make sure you are clear on the type of PPE you require
 Make sure your PPE fits
 Wear your PPE the way it was designed to be worn
I have received the above items in good condition, as well as instruction in the proper use. I
agree to wear the above personal protective equipment as required.
Employee:
Date:
Supervisor:
Date:
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5-30 Probationary Period Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Responsibilities
1.1
The Council will:
a)
1.2
1.3
1.4
2.0
Employment
5-30
review, amend, and approve modifications to the Probationary Period Policy
The Chief Administrative Officer (or designate) will:
a)
implement, oversee, and maintain the Probationary Period Policy
b)
recommend to Council changes to the Probationary Period Policy where
considered appropriate
c)
assist department heads in the preparation of reports pertaining to the
Probationary Period Policy
Department heads will:
a)
implement, in consultation with the Chief Administrative Officer, the program
of probation within the department
b)
prepare probationary assessments for employees under their direct supervision,
in accordance with the program of probation in the municipality
c)
explain to employees the operating details and purpose of the Probationary
Period Policy
d)
recommend any changes desirable or necessary for more effective operation of
the probationary period program
The managers or supervisors will:
a)
prepare probationary reports for those employees under their direct supervision
b)
convey to those employees details of the operation and the purpose of the
Probationary Period Policy
c)
recommend to the department head any changes necessary in the Probationary
Period Policy
General Provisions
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Human Resource Standard Operating Procedures
2.1
Probationary Period: is a period of time in which an employee's work is closely
monitored in order to determine whether he/she is suited for the position for which he/she
was hired.
a) All permanent appointments in the municipality will be subject to a period of
probation as negotiated and as noted in the Probationary Period Policy.
b) The Probationary Employee Report will be completed by the direct supervisor.
c) The supervisor will meet with the employee on at least two occasions during the
probationary period to review performance in the position. In the case of an
unsatisfactory review, the supervisor will consult with the employee to provide
him/her an opportunity to rectify any unsatisfactory performance factors. The
supervisor will provide assistance to the employee where necessary. A Probationary
Employee Report will be completed (Appendix A) on each occasion and submitted to
the Human Resource Department.
d. On completion of the probationary period, a final Probationary Employee Report will
be completed (Appendix A). This will indicate one of the following decisions
respecting the employee:


e.
confirmation of permanent appointment
termination of employment with reasons clearly stated to the employee
In the event of unsatisfactory performance rating, the Department Head will be
notified and the following action will be taken:

Termination:
i) The Department Head and the immediate supervisor will meet with the
employee and union representatives where applicable. At the meeting, the
employee will be provided in writing with a letter detailing the reasons for
the dismissal. A copy of the letter will be retained in the employee's
personnel file.
ii) The immediate supervisor will complete a Separation Form for the
employee. This will be forwarded to the Human Resource Department.
f.
During the probationary period, the immediate supervisor is responsible for ensuring
that the employee is aware of performance problems.
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APPENDIX A
Probationary Employee Report
Name of employee: _________________________ Date: _________________________
Department: _____________________________ Evaluator: _____________________
Interim Evaluation: Yes____ No ____
Final Evaluation: Yes ___ No ___
Rate the employee in each of the following categories (1 = poor; 5 = outstanding):
Poor
Satisfactory
Outstanding
Job knowledge
Quality of work
Quantity of work
Development/progress
Dependability
Initiative
Co-operation
Conduct
Team member
Interpersonal skills
Attitude toward job
Safety consciousness
Punctuality
Attendance
1
1
1
1
1
1
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2
2
2
2
2
2
2
3
3
3
3
3
3
3
3
3
3
3
3
3
3
4
4
4
4
4
4
4
4
4
4
4
4
4
4
5
5
5
5
5
5
5
5
5
5
5
5
5
5
Overall Rating
1
2
3
4
5
Comments: _____________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
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________________________________________________________________________
It is recommended that this employee be elevated to permanent status?
Yes _ _ No __ NA ___
____________________________
Employee’s Signature
_____________________________
Supervisor's Signature
____________________________
Date
_____________________________
Position
Human Resource Department:
Confirmation letter to employee: ____/___/200___
Termination/transfer letter: ___/___/200__
Payroll Advised (where applicable): ___/___/200 ___
Signed: ____________________________
Human Resource Standard Operating Procedures
Date: ________________
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Human Resource Standard Operating Procedures
APPENDIX B
All employees in the various groups be classified as ―probationary‖ employees during the
following periods:

Department Head level and above: Up to one-year probationary period as negotiated.

Supervisory Level: Six to twelve month probationary period.

Non-Supervisory Personnel: Three to six month probationary period.
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6-10 Employee Compensation and Review Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Employee Compensation and Review
6-10
General Provisions
In accordance with this intent, the municipality has defined a variety of procedures related
to the Employee Compensation and Review Policy (#6-10) and will provide compensation
to employees in accordance with this policy.
Subjects to be provided for in the Employee Compensation and Review Standard
Operating Procedure include:



















2.0
increment raise procedure
pay for temporary assignments
overtime
private automobile allowances
employee benefits
leave program in the municipality
leave of absence without pay
leave of absence for union business
leave of absence for training, education and professional development
vacation leave
sick leave
bereavement leave
maternity/parental leave
court attendance
jury duty
statutory holidays
marriage leave
retirement
dismissal
Responsibilities
2.1
The Council will:
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a)
review, amend, and adopt changes to the Employee Compensation Policy
b) authorize any changes in the overall compensation and benefits provided to the
Chief Administrative Officer .
2.2
The Chief Administrative Officer (or designate) will:
a)
approve all pay changes
b) make changes to existing salary scales and benefit plans, as required, for all
employees
c)
advise employees on procedures in applying for benefits
d) carry out regular salary reviews or surveys and recommend adjustments to
compensation plans
e)
negotiate total compensation levels with unions and/or associations
f)
review, on a regular basis, the procedures required to administer the
compensation plan in conjunction with the individual or department responsible
for finance
g) provide for municipal medical plans, as necessary, under the terms of the
compensation and benefits plans and/or applicable collective agreements
h) approve and recommend to Council all salary increases for department heads up
to the maximum rate established for the position
i)
approve and recommend special temporary increments in recognition of the
assumption of additional responsibilities
j)
ensure that the results of the compensation survey are applied consistently
k) recommend changes to the Employee Compensation and Review Policy where
considered appropriate.
2.3
The department head(s) and designated supervisors will:
a)
recommend changes in levels of compensation for staff within their department,
where applicable
b) submit and justify recommendations for changes in compensation levels, in
recognition of changing responsibilities, to the Chief Administrative Officer (or
designate).
c)
complete required cards, forms, and documents for compensation and benefit
plans, including leave of absence and salary documentation
d) communicate to the initiating supervisor(s) the reasons for rejecting or
modifying salary recommendations submitted for approval, where applicable
e)
recommend changes to the Employee Compensation and Review Policy where
considered appropriate
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2.4
The finance department, or equivalent, will:
a)
ensure verification and payment of claims to be charged to various plans
b) administer the payment of salaries/wages as established by the municipality
c)
direct payroll staff in the delivery of salary and benefit programs
d) review, on a regular basis, the procedures required to administer plans within the
municipality, in conjunction with the Chief Administrative Officer or designate,
and make recommendations for potential changes to existing and proposed plans
2.5
e)
ensure payment of pensions and benefits to municipal employees as previously
approved
f)
manage municipal pension funds
The payroll department, or equivalent, will:
a)
collect premium contributions through payroll deductions
b) ensure verification of individual payroll deductions, changes, and completion of
applicable cards, forms, and all other documents
c)
3.0
ensure payment of income replacement
General Procedures
3.1
Salary and Benefits Plan
a)
An external salary survey will be conducted at least every four years by the
Chief Administrative Officer, or designate, in order to obtain information on
compensation programs of other comparable employers. This will be conducted
for both employees covered by collective agreements and staff members not
included in bargaining units.
b) The Chief Administrative Officer (or designate) will prepare and recommend for
the consideration of Council, a compensation plan covering all employees not
included in bargaining units. Normally, the compensation plan will include for
each class of employee a minimum and maximum rate and intermediate rates as
considered necessary and equitable. The rate of pay assigned to each class will
reflect fairly the differences in the duties and responsibilities between it and
other classes. When setting the rates of compensation, the following should be
considered:
3.2

the results of the compensation survey

the municipality's existing and projected future financial condition and
policies

any relevant and unusual problems concerned with recruitment and turnover
for a particular group of employees
Salary Administration for Employees not Covered by Collective Agreements
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a)
Recommendations for individual salary increases are the responsibility of the
employee's immediate supervisor and shall be based on an assessment of the
employee’s development and achievements since the last salary review and on
changes of the position’s salary. All salary increases must be recommended by
the department head and approved by the Chief Administrative Officer.
b) Once salary scales have been established, they will be increased annually by the
increase in the cost of living (increase of the Consumer Price Index) in order to
recognize the decrease in the purchasing power of money and in order to
maintain the standard of salary scales established by policy. The CPI factor used
for this calculation will be the average CPI for Nova Scotia as reported by
Statistics Canada for the twelve month period – March of the prior year to
February of the current year. This factor will be used as a guide. CPI increases
will be effective as of the first of each fiscal year – April 1st.
OR
c)
Recommendations for individual salary increases are the responsibility of the
employee’s immediate supervisor. Annual increases shall be calculated using a
―Pay for Performance with Maximum Ceiling‖ formula which is calculated to
determine the maximum increase in base salary costs for the upcoming budget
year.
It is calculated in the following manner:
1.
Avg 12 month CPI for Nova Scotia as of January 1st xx%
2.
Budget Allowance (% to be applied to total salaries) (+/-) xx%
3.
Total Maximum Ceiling for all Salaries for Budget Yr
xx%
Example:
1.
Assume Avg. 12 month CPI for NS as of Jan. 1/08
2.
Budget allowance is set at 2.0%
3.
Total salary budge increase is 1,200,000*4.2%
2.2%
2.0%
$50,400
Distribution of the $50,400 to all employees will be based on performance. The
rating table for performance is: total increase cannot exceed $50,400.
Excellent
3.1% - 5%
Good
1.51% - 3%
Needs improvement 0% - 1.5%
Employee A Earns $50,000 and is ranked as Excellent
3.1% of $50,000 = $1,550 (Minimum employee would receive)
5% of $50,000 = $2,500 (Maximum employee would receive)
Employee B Earns $42,676 and is ranked as Needs Improvement
0% of $42,676 = $0 (Minimum employee would receive)
1.5% of $42,676 = $640 (Maximum employee would receive)
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3.3
Salary Increases for Employees Covered by Collective Agreements
a)
3.4
Pay Equity
a)
4.0
For all employees of the municipality covered by a collective agreement, salary
increases will be administered in relation to the terms of the applicable collective
agreement.
The municipality is firmly committed to the principle of compensation based
exclusively on job-related factors such as performance, knowledge, and ability.
Specific provisions in regard to pay equity are included in the relevant provincial
legislation.
Employee Compensation Program
4.1
Compensation Plan Procedure
a)
In order that job/position hierarchy is properly developed and reflective of the
organizational structure, job classifications shall be carried out through the
course of annual employee performance appraisals. Additional information may
be obtained from local and municipal government surveys.
b) The municipality will develop and adopt a Compensation Plan which will be
based upon the results of the Compensation Survey and the Job Classification
Plan.
c)
4.2
The first stage in the establishment of a Compensation Plan is the development
of a salary schedule which integrates salary ranges into a framework which will
allow for the assignment of appropriate compensation to each class of position.
Increment Raises Procedure
a)
An increment can only be recommended by the department head after a
performance evaluation has been conducted for the employee (see Performance
Management Policy).
b) If the department head determines that an employee has shortcomings which
could warrant a recommendation against the granting of a pay increment, they
will counsel the employee to this effect, advising where improvement is
required, and confirm this in writing. One copy will be sent to the employee and
one copy to the Chief Administrative Officer (or designate) who will advise the
employee association or union concerned, where necessary.
c)
Increment dates will be granted as of April 1 of each year. The first increment
may be granted following the successful completion of a probationary period or
upon completion of one year’s service.
d) For new employees or employees entering new positions, progression through
the salary range may be incremental, depending on the time frame agreed to
between the parties.
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4.3
Determination of Appropriate Step
a)
4.4
Normally, employees are hired at the beginning of a range; however, if
conditions warrant, employees may be hired at any level within the pay range for
the position. The determination of the appropriate level is the responsibility of
the Selection Committee (see Staffing Process Policy) in consultation with the
Chief Administrative Officer, based on the experience and qualifications of the
new employee. Subsequent increments will be granted when warranted, in
accordance with policy.
Pay for Temporary Assignments
a)
When an employee in a management or administrative category is required to
assume the duties and responsibilities of a position in an equal or lesser rated
management or administrative category for a continuous period of time, in
addition to performing all the duties and responsibilities of their permanent
position, the employee will receive no additional compensation for the added
duties and responsibilities assumed.
b) After a period of three months from the date the employee began performing in a
dual capacity, the Chief Administrative Officer (or designate) will review the
vacant position to determine whether the position will be retained, deleted or
incorporated with other established positions. At that time, any permanent
salary adjustment which may be approved, according to policy, for the employee
who was operating in a dual capacity will be retroactive to the first pay period
following three months continuous service in a dual capacity. In addition, the
position description should be revised to reflect the new duties.
c)
Municipal employees who are covered by collective agreements will be paid
according to the appropriate level as outlined in the collective agreement.
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6-20 Travel, Meal and Miscellaneous Allowances
Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Employee Compensation and Review
6-20
General Provisions:
a.
Travel expense reports for the Mayor, Councillors, Department Heads, or committee
members must be signed and certified correct by the individual making the claim and
signed as approved by the Chief Administrative Officer. Any travel expense reports
for staff must be signed and certified correct by the employee and signed as approved
by the employee’s Department Head.
b.
Travel expense reports for the Chief Administrative Officer must be signed and
certified correct by the individual making the claim and signed as approved by the
Mayor.
c.
Mileage (kilometers driven) shall be paid for personal motor vehicle use while on
municipal business at the current rate approved by the Federal Government as their
policy for allowances paid for travel in Nova Scotia.
d.
Meal allowances for breakfast, lunch and dinner shall be established and paid for
business travel at the current rates approved as policy by the Federal Government for
travel in all provinces. Members of Council, committees or municipal staff traveling
on approved business may add to these amounts any tax paid, as well as the cost of
any gratuity paid to a maximum of 15%.
e.
If traveling out of province, and members of Council, staff or committee members
take any meal at a higher amount than indicated in Section 1(c), they may claim
meals expenses if a receipt is attached to their expense claim showing meal costs,
taxes and gratuities.
f.
Reimbursement may be provided on special or other occasions for reasonable costs
incurred inside or outside the municipality to extend the Municipality’s hospitality
and/or entertain visiting delegates or officials.
g.
Subject to Section (e) above, no members of Council, committees, or staff shall
submit expenses for or be paid for the cost of alcoholic beverages with the exception
of Section (f) above.
h.
Members of Council, committees and staff should when possible, reduce travel costs
by sharing accommodation or automobile transportation with others, or resort to a car
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rental agency. When there are several transportation options available, the claimant
may travel by the mode of their choice, but the municipality reserves the right to pay
the value of the cheapest option. Members of Council, committees or staff are
requested to consult with the Chief Administrative Officer prior to booking their
travel plans.
i.
When attending a conference or seminar where the registration fee includes any
meal, that meal or any optional meal taken cannot be claimed on any expense report.
j.
An allowance for incidental expenses may be claimed by Councillors, committee
members or staff. The amount paid will be the current rate approved by the Federal
Government for travel in Canada. Incidentals will only be paid if an overnight is
involved.
k.
Detailed receipts showing amounts paid including taxes must be attached to expense
reports. Receipts for the following expenditures are not required:
 Meal Allowances claimed per Policy Section 1(c)
 Highway or Bridge Tolls
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6-30 Hours of Work Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Employee Compensation and Review
6-30
Business Hours
a)
The core business hours for municipalities are between 8:30 a.m. and 4:30 p.m. from
Monday to Friday, excepting statutory holidays or other closures as deemed by the
Chief Administrative Officer. This means that the public can expect offices to be
open for business during these times and services will be provided during these
hours. Different parts of the operations may have longer hours in order to provide a
necessary level of service to the public.
Accordingly, the standard work week for non-union employees is 35 hours per week
and 40 hours per week for unionized employees (per the Collective Agreement).
b)
2.0
Provisions within the Collective Agreement for shift work supersedes the abovenoted hours of work for unionized employees. The Municipality’s Earned Days Off
SOP provides for variation on the daily hours worked, with eligible employees
working a compressed work week.
Meeting Attendance
a)
Employees who are required as part of their regular job responsibilities to attend
meetings outside of their regular working hours will be compensated with a meeting
fee. The fees are as follows:



Council or Committee of Council Meetings
Planning Services Public Advisory Committee
Meetings
All other Committee Meetings
$65 per meeting
$60 per meeting
$55 per meeting
If more than one meeting is held in the same evening (i.e. Public Hearing and
Council Meeting), employees will only be compensated for the one primary meeting.
Employees will not be compensated for mileage or travel time to attend those
meetings. There shall be no equivalent time off from regular working hours for
attendance at these meetings.
3.0
Overtime
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Human Resource Standard Operating Procedures
a)
Members of the Municipality’s Management Team are exempt with respect to
accumulating overtime hours. Base compensation for these employees is designed to
ensure they are adequately compensated in the event that they do spend extra hours
in the workplace.
b)
Employees who are required for involuntary overtime will be compensated for time
worked beyond one hour in excess of regular hours of work, when it is operationally
required as determined by the employee’s supervisor.
c)
4.0

All overtime work must be approved by the employees’ manager or designate
and, where possible, in advance of the overtime being worked.

Commencement of overtime and overtime rates are calculated based on the
individual’s standard work week. Payment of overtime will be at 1 and ½ times
their hourly rate of pay the employee is earning at the time the overtime is
worked.

Where the overtime work could be assigned to any one of a group of
employees, the supervisor is responsible for developing a procedure for
assigning overtime to ensure it is distributed on a fair and equitable basis,
subject to operational requirements

Employees eligible for overtime will be compensated for overtime through
banked time or overtime pay-out. Time off in lieu of overtime pay must be
scheduled with the supervisor.

Carry-over of accumulated overtime hours from one fiscal year to the next will
not be permitted. All employees who accumulate overtime hours must use those
hours within the fiscal year which they are earned, or they will be paid out by
March 31st of each year.
Employees who work voluntary overtime will not be compensated for time worked.
Inclement Weather
a)
Municipal offices remain open during severe weather conditions unless declared
closed by the Chief Administrative Officer (or designate). In the event of a closure,
managers are required to make every effort to maintain at least a minimum level of
service to the public.
b)
In the event of inclement weather, employees are expected to make every effort to be
at work during their normal working hours. However, the municipality recognizes
that inclement weather can create concerns for employees with respect to attending
work and employees must use their own judgment in determining whether it is safe
to travel.
c)
If an employee is unable to report for work as a result of weather conditions, this
time off can be drawn from vacation or other banked time at the employee’s request.
As an alternative, this time may be considered as unpaid leave. In any case,
employees are required to contact their supervisor, or follow other established
procedures, to report that they will be absent.
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d)
If the municipal offices are shut down due to weather after an employee has reported
to work, such time off for that employee shall be considered discretionary paid leave.
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6-40 Vacation Leave Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Employee Compensation and Review
6-40
General Provisions
1.1
Vacation Entitlements
a)
The municipality’s vacation year begins April 1st and ends March 31st of the
following year. Term and contract employees shall have vacation entitlements
outlined in their employment letter from existing policy entitlements. Full-time
employees are granted vacation with pay in accordance with years of
completed service as follows:

Ten (10) days at commencement of employment;

Fifteen (15) days commencing with the month in which the employee’s
third (3) year anniversary of continuous employment occurs;

Twenty (20) days commencing with the month in which the employee’s
tenth (10) year anniversary of continuous employment occurs.

Twenty-five (25) days commencing with the month in which the
employee’s nineteenth (19) year anniversary of continuous employment
occurs.
b)
Permanent part-time and permanent seasonal employees shall be granted
vacation with pay on a pro-rata basis.
c)
Casual, seasonal, part-time and temporary employees shall be paid vacation
pay on a pro-rata basis but shall not take vacation time off. Payment will be in
that amount of 4% of gross pay earned in any given pay period and added to
each pay cheque or direct deposit. Employees who fall under these
classifications may, subject to Department Head approval and operational
requirements, take unpaid leave during their employment.
d)
Vacation pay for each week of vacation shall be at the rate effective
immediately prior to the commencement of the vacation period.
e)
All unpaid leave will not be included when determining vacation entitlement.
However, the employee will not lose seniority by taking an unpaid leave.
f)
Any employee who works less than the full year shall be granted vacation with
pay on a pro-rata basis.
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1.2
g)
If an employee is hired and begins work between March 1 and April 1 of any
given year, the employee shall receive vacation pay on their last pay cheque
prior to April 1. The vacation pay will be at the rate of 4% of gross earnings.
h)
If a holiday falls on a day when an employee is on vacation such employee will
receive an alternative day off with pay in lieu of the holiday at a time mutually
agreed between the employee and his/her supervisor.
i)
Employees are expected to take all of their vacation leave during the vacation
year in which it has been earned unless the Chief Administrative Officer has
approved a carry-over. Employees must request in writing the carry over and
indicate the number of days as well as a reason for the vacation deferral.
j)
Payment in lieu of unused vacation days is not provided, unless you are leaving
your employment.
k)
Vacation entitlement is given to permanent salaried employees who have
successfully completed their probationary period in advance of it being earned.
Therefore if you leave the Employer, your vacation entitlement will be
calculated on a prorated basis. If an employee has taken more days than he or
she has earned, the value of those days will be deducted from the employee’s
final pay.
l)
For an employee whose employment was terminated, unused vacation will be
calculated by the daily rate and term of employment. If an employee has taken
more days than he or she has earned the value of those days will be deducted
from the employee’s final pay.
m)
Vacations shall be scheduled by the Department Head according to seniority
and operational requirements.
n)
An employee who is entitled to less than twenty (20) days vacation may take a
maximum of ten (10) consecutive vacation days at one time. An employee who
is entitled to twenty (20) days or more vacation may take a maximum of fifteen
(15) consecutive vacation days at one time pending operational requirements.
Public Holidays
a)
Holidays shall be granted to full-time employees for each of the following:




New Year’s Day
Good Friday
Floating Holiday (in
lieu of Easter
Monday)
Victoria Day






Canada Day
Labour Day
Thanksgiving Day
Remembrance Day
Christmas Day
Boxing Day
… and any other day legally proclaimed as a holiday by the Federal, Provincial
or Municipal Government. The holiday shall be observed on the day in which it
falls unless the Holiday falls on a weekend, in which case an alternate day will
be designated.
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b)
Only employees who are actively working are entitled to be paid for holidays.
Employees on Workers Compensation and unpaid leaves of absence shall not
be paid for holidays. If an employee is sick on a holiday, the employee shall be
paid for the holiday but no sick pay shall be deducted.
c)
Part-time employees shall receive holiday pay on a pro-rata basis.
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6-50 Sick Leave Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Employee Compensation and Review
6-50
General Provisions
1.1
All sick time awarded by prorated calculation or taken as fractions of a day shall be
rounded to the nearest half (½) day for record purposes and shall be awarded,
deducted and tracked by the employee’s Department Head or designate. At least once
per year all employees shall be advised of the balance of their accumulated sick
leave.
1.2
Sick leave may be taken in hourly increments and rounded up to the nearest quarter
day.
1.3
In order to be entitled to paid sick leave, an employee may be required to sign a
statement or produce a certificate from a medical practitioner for any illness in
excess of three (3) working days, certifying that he/she was unable to carry out
his/her duties due to illness. Any costs associated with such certification
requirements are the responsibility of the employee. In the case where an employee is
considered to be using an excessive amount of sick time, the municipality reserves
the right to require written reports from the employee and a physician even though
the illness may not be in excess of three (3) working days at one time.
1.4
If a permanent employee (full time, permanent part-time or permanent seasonal) is
on sick leave (either paid or unpaid by the municipality), that employee may be
eligible for long term disability benefits. This option may be available after 17
weeks. If approved for any long term disability benefit and the employee receives
that benefit, there shall be no reduction or deduction of accumulated sick leave
credits.
1.5
It shall be the responsibility of the employee to make arrangements for the needs
during illness or injury of an immediate member of the employee’s family. When no
one other than the employee can provide these needs an employee shall be granted
sick leave benefits to care for the member of the family who is ill or injured.
1.6
Under exceptional circumstances, an employee with more than two years of service
who has exhausted his/her sick leave credits, and other leave credits, and who has
applied for LTD may, at the discretion of the Chief Administrative Officer, be
granted discretionary paid sick leave for some or all of the period until the LTD
benefit commences, or is denied. If granted, such sick leave will be recovered at the
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rate of three quarters (3/4) of a day per month of sick leave accumulated following
the employee’s return to work.
1.7
If an employee is on paid vacation or holiday leave, sick leave credits will continue
to be granted according to this policy as if the vacation or holiday time were regular
time worked. If an employee is on sick leave, paid or unpaid by the municipality,
he/she will not be awarded or granted sick leave credits for that period of time. The
monthly award for sick leave benefit will be reduced by a prorated amount.
1.8
Employees are expected to make every effort to schedule their medical appointments
outside of normal work hours. When this is not possible, and at the discretion of their
supervisor, an employee may be granted time off with pay as discretionary leave, or
make up lost time by mutual agreement. If the medical appointment is out of town, a
reasonable amount of time to attend the appointment shall be deducted from the
employee’s sick leave if absence from work is over three hours.
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6-60 Leave of Absence Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
2.0
Employee Compensation and Review
6-60
Compassionate or Bereavement Leave Policy 1221-13
General Provisions
1.1
Employees are encouraged to use any outstanding vacation entitlement prior to
requesting a leave of absence.
1.2
Any request for leave of absence without pay for three days or less may be
authorized by the employee’s immediate supervisor.
1.3
A request for leave of absence without pay exceeding three days, or any request for
leave with pay (except for those outlined herein, or an absence due to illness or
injury), must be submitted, in writing, to the employee’s immediate supervisor, at
least one week in advance of the starting date of the requested leave. If the leave is
granted, the supervisor is responsible for issuing the appropriate notices to the
employee, Director of Human Resources, and the Payroll Clerk.
1.4
In all cases, the employee will be informed by the immediate supervisor of the
disposition of the request for leave.
1.5
Where an approved Leave of Absence includes two consecutive month ends,
employee benefits will be discontinued at the end of the month in which the leave
commences. However, appropriate arrangements may be made with the municipality
in advance to maintain insured life, accident, and health benefits, by prepaying
necessary insurance premiums. In each case, approval is subject to the terms and
conditions of the policy issued by the insurer.
Types of Leave
2.1
Bereavement Leave
a)
For a death in the employee's immediate family (spouse, common law partner,
same-sex partner, parent, legal guardian, child, and sibling including step
relations) the employee shall be granted five (5) consecutive working days
leave with pay. Where the burial is outside the province, additional time shall
be granted for travel up to a maximum of three (3) days.
b)
For the death of an employee's father-in-law, mother-in-law, son-in-law,
daughter-in-law, grandson or granddaughter, the employee shall be granted five
(5) consecutive working days leave with pay.
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2.2
c)
For the death of an employee's relative not in his immediate family
(grandfather, grandmother, brother-in-law, sister-in-law, aunt and uncle), the
employee shall receive two (2) days leave with pay.
d)
Four hours leave (without loss of pay) will be granted to employees to attend
funerals of other relatives.
e)
At the discretion of the Chief Administrative Officer, the Municipal Office
may be closed for employees to attend the funeral of a former or fellow
employee, or current councillor.
f)
Employees shall be granted one-half (½) day leave of absence without loss of
wages to attend a funeral as a pallbearer.
g)
Employees may, at the discretion of the Director of Human Resources &
Administration, use sick leave benefits beyond the above noted bereavement
leave, should the individual circumstance warrant and sick leave credits are
available.
Maternity, Parental & Adoption Leave: General
a)
The municipality will grant Pregnancy and Parental Leave in accordance with
the Nova Scotia Labour Standards Code. Should there be discrepancies
between this policy and Provincial and Federal legislation, the latter will
supersede this policy.
b)
The provincial legislation sets out the eligibility and conditions for an
entitlement to 17 weeks of maternity leave and 35 weeks of parental (including
adoption) leave for a maximum of 52 weeks of unpaid leave. Maternity leave
commences not more than 16 weeks in advance of the expected delivery date
and the employer is entitled to 4 weeks advance notice.
c)
The federal legislation sets out the eligibility and conditions for entitlement to
federally-funded maternity and parental (including adoption) benefits.
Information concerning these federal government benefits is available from the
local Human Resources Development Canada (HRDC) office; see the Blue
Pages listing for the nearest office.
d)
The municipality will continue to cost-share group insurance premiums
provided the employee on leave contributes the employee share of the required
premiums. Such premiums may be deducted in advance of the leave or paid
during the leave by cheque; arrangements should be made in advance to ensure
there is no interruption to benefit coverage. If the employee does not return to
work after taking leave, the employee is responsible for 100% of the benefit
premiums.
e)
During such period, employees on maternity or paternal leave shall not be
entitled to earn any vacation leave, sick leave or require any employer
contribution to the pension plan.
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f)
In additional to any applicable Parental Leave, the if the spouse of a person
giving birth is an employee of the municipality, that employee will be granted
paid leave on the day of the birth of the child, if it falls on their scheduled work
day.
For more information on Provincially legislated leave, please go to the
following Internet site:
http://bsa.canadabusiness.ca/gol/bsa/site.nsf/en/su07096.html
g)
2.3
For greater clarification of entitlement or requirements, the provisions of the
Labour Standards Code of the Province of Nova Scotia shall apply and should
a contradiction exist between this Section and any current or revised provisions
in the Labour Standards Code then the Code shall apply.
Civic Duties (the following was not formerly included in any Municipal Policy)
a)
A leave of absence with pay and without loss of any benefits shall be given to
every employee, other than an employee on leave of absence without pay or
under suspension, who is required
 to serve on a jury, or
 by subpoena or summons to attend as a witness at any court or other legal
process where by law the employee is compelled to attend.
b)
2.4
2.5
Any employee given a leave of absence with pay to serve on a jury shall have
deducted from his salary an amount equal to the amount that the employee
received for such jury duty exclusive of any travel allowance.
Election Leave
a)
The Canada Elections Act provides that employees who qualify as electors in a
federal election are entitled to three (3) consecutive hours, while the polls are
open during which to vote. If hours of work do not allow for this, the employee
will be granted enough time off, with pay, to make up the three consecutive
hours. For example, if the polls close at 7:00 p.m. and the normal work day
ends at 4:30 p.m., the employee will be granted one-half hour of paid leave to
meet the requirements of the Act.
b)
For Provincial elections, the provisions of the Elections Act require employers
to grant employees sufficient time off so that they have up to three (3)
consecutive hours in which to vote in a provincial election.
Canadian Citizenship Leave
a)
An employee will be granted one day of leave with pay for the purpose of
being sworn in and receiving Canadian citizenship papers.
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2.6
Training and Development
a)
2.7
Military Leave
a)
2.8
2.9
All employees shall receive leave with pay for attendance at any professional
development activities, conferences or examinations necessary for the
completion of training and development courses directly related to municipal
duties, as applied for appropriately and approved by the employee’s supervisor.
An employee who is a member of a reserve unit of the Canadian Armed Forces
may be granted leave of absence for up to one week, without pay to participate
in scheduled full-time military training courses.
Volunteer Work Leave
a)
Employees of the municipality may be eligible for up to three (3) paid working
days (which can be taken in hourly increments), to volunteer their time with
recognized organizations, schools, institutions and non-profit groups based on
operational requirements and the approval of their immediate supervisor.
Times should be scheduled between the employee and the employer with as
much advance notice as possible.
b)
Employees who are members of local volunteer fire departments and/or search
and rescue organizations will be permitted paid time away from work to
respond to emergencies as they arise, providing operational requirements are
being met. Should time away become excessive, limitations may be imposed
by the employee’s immediate supervisor or the Chief Administrative Officer.
Leave without pay
a)
Employees of the municipality may be eligible for leaves of absences without
pay at the Chief Administrative Officer’s discretion. Such requests will be
judged on their merit by the Supervisor, having regard for individual
circumstances such as the purpose of the leave, job performance, length of
service of the employee, the frequency of such requests, and the impact of the
employee’s absence on Municipal operations. Employees applying for a leave
of absence without pay must provide to the CAO, where possible, at least two
weeks in advance, the reasons for the leave. Consultation between the
Supervisor, Director of Human Resources and Chief Administrative Officer
will ensure the consistent and fair treatment of all employees.
b)
For any leaves of absence without pay extending beyond fifteen (15) working
days, the following should be noted:
 Sick pay cannot be drawn while on leave without pay, and no sick days will
be accumulated during said leaves of absences.
 No pay shall be granted for statutory holidays occurring during the leave
period.
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 As Canada Pension Plan and municipal pension contributions are calculated
on the basis of earnings, no contributions will be made as there will be no
earnings during the leave period.
 For leaves of absence without pay, benefits will only be paid for leaves due
to illness.
 While on an unpaid leave of absence, employees are responsible to pay for
100% of their group insurance benefit premiums. Appropriate arrangements
shall be made for payment prior to the leave.
2.10 Absenteeism
a)
Absenteeism shall not be confused with leaves of absence. All absences from
regular working hours shall be termed excused or non-excused. All approved
leaves of absence shall be classed as excused absences. Cases of unexcused
absences from work, such as continual reporting late to work, leaving early
from work or any unapproved absence during working hours, are matters of
performance appraisal and discipline.
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6-70 Employee Benefits Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Employee Compensation and Review
6-70
Group Insurance Policy #1221-14
Pension Plan Policy #1221-15
General Provisions
a)
Permanent full-time and permanent part-time employees shall participate in the
group insurance benefit program. This policy shall be in effect regardless of the
group insurance carrier’s enrolment requirements with regards to the percentage of
number of participants.
Under the eligibility clause of the Group Insurance plan ―an Employee is deemed to
be on the full-time staff of the municipality if customary employment with the
employer is for at least 15 or more hours per week‖
Seasonal Works Department Employees hired prior to October 1, 2002 shall also
participate in the full benefit program but will not be covered for long term disability
during the period they are on lay off.
Seasonal Works Department Employees hired after October 1, 2002 will only be
eligible to participate in the Health and Dental Portions of the Group Insurance
benefit program.
b)
The waiting period for any new employee to join the program will be two months.
There will be no waiving or altering of the waiting period by the municipality. An
employee’s application shall be completed and forwarded to the group insurance
company in a timely manner according to their policy.
c)
The employee shall pay 40% of the costs of monthly premiums and the municipality
will pay the remaining 60%. In cases where it is advantageous (for income tax
purposes) for the employee to pay 100% of the premiums for a particular benefit, the
municipality will pay an increased percentage of other benefit premiums in the plan
to a maximum of 60% of the total plan premiums. Seasonal Works Department
employees will contribute their share of annual costs over the number of pay periods
they are expected to work in that year. The number of pay periods will be determined
and advised by the Director of Public Works.
d)
Any employee will have the option of declining the health and dental components of
the benefit program providing that they have comparable coverage through their
spouse’s plan. They will also be required to sign a waiver as provided by the insurer
as well as provide proof of spousal plan carrier and plan number.
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2.0
e)
Those wishing to reapply shall be subject to the carrier’s requirements.
f)
Employees who are on an approved unpaid leave of absence will be responsible to
pay 100% of benefit premiums for a twelve (12) month period or until their return to
work, whichever is sooner.
g)
Employees who qualify for Long Term Disability benefits will be responsible for
40% of the premium costs for a twenty-four (24) month period. If the employee does
not return to work after twenty-four (24) months, the employee is then responsible
for 100% of the benefit premiums.
h)
Employees who are absent from work due to a work related injury or illness that is
covered by the Workers Compensation Board will be responsible for 40% of all
premium costs until they return to work or become eligible for disability benefits.
i)
Employees who retire prior to age 65 will be offered the opportunity to remain on the
medical and dental benefits that they qualify for but will be responsible for 100% of
the premium costs.
j)
The municipality reserves the right to amend the Group Insurance Plan at any time.
The municipality will consult with employees before making any amendments
k)
It is beyond the scope of this policy to include all benefit details. Employees are
encouraged to consult their Employee Benefits Booklet.
Pension Plan
a)
Any permanent full-time, full-time contract or full-time term employee of the
municipality shall be eligible to join the pension plan. Membership in the plan is
compulsory after a waiting period of three months of continuous service.
b)
If an employee is a permanent part-time, seasonal or Public Works seasonal staff
person, he/she will be eligible for the pension plan program, and must participate,
after completing two consecutive years of service during which he/she has earned at
least 35% of the yearly maximum pensionable earnings under the Canada Pension
Plan . For more information on pensionable earnings, visit the following link:
http://www.cra-arc.gc.ca/newsroom/releases/2006/nov/nr061102-e.html.
c)
The municipality shall contribute 6% of base earnings and the employee shall
contribute 6% of base earnings to the pension plan. Deductions from employees are
to be made from each pay cheque or direct deposit with remittances to be made by
the municipality to the Pension Company on a monthly basis. Pension contributions
for Unionized employees are specified within the Collective Agreement.
d)
An employee may elect to have voluntary deductions made from his/her pay and will
advise the municipality in writing of the amount(s) accordingly. The municipality’s
contribution will not exceed the amount previously stated in section 15.
e)
Upon termination of employment with the municipal unit, an employee who has
completed less than twenty-four (24) months of continuous service, the
municipality’s contribution to the plan plus interest will be refunded to the
municipality. The employee is entitled to:
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 a cash refund of employee contributions, less applicable withholding tax; or
 transfer of employee contributions to an RRSP or RPP.
f)
g)
3.0
Upon termination of employment with the municipality, an employee who has
completed twenty-four (24) or more months of continuous service with the
municipality will be entitled to all of the municipality’s contributions made in the
name of the employee plus any interest. Subject to Federal and Provincial legislation,
a portion or all of pension investments made by the employee and the municipality
may be locked in. The employee is entitled to:
 Transfer the full account balance to a locked in RRSP;
 Purchase of a Life Annuity, starting as early as age 50;
 Transfer the full account balance to a Life Income Fund (LIF), as early as age
50; or
 Transfer the full account balance to the RPP of a new employer, on a locked-in
basis, if the new plan allows.
Employees are not entitled to withdraw any municipal pension funds invested while
still actively employed by the municipality.
h)
The municipality shall provide professional advice to every member of the plan
through a confidential meeting or interview with a pension advisor at least once a
year; further, annual statements of plan performance will be provided prior to this
meeting.
i)
The municipality reserves the right to amend the Pension Plan at any time. The
municipality will consult with employees before making any amendments.
j)
It is beyond the scope of this SOP to include all benefit details. Employees are
encouraged to consult with the Pension Plan Administrator.
Employee Assistance Program
a)
Employees, Council members and their immediate families have access to an
Employee Assistance Program (EAP). This program offers confidential support
services including individual and family counseling, financial and legal counseling,
family advisory and health information services. If necessary, the program also
provides referral to long term, specialized care.
b)
Delivery of counseling services under EAP is provided through a reputable external
provider specializing in the provision of EAP programs, namely FGI. Employees and
their families can access any of the EAP services by calling 1-800-268-5211
(Canada-wide), TDD 1-800-363-6270 (hearing impaired), or you may request an
appointment via the Internet at www.fgiworldmembers.com.
c)
The service is provided at no cost to employees or immediate family members and is
available to municipal employees eligible to receive coverage under group benefits
plans.
d)
The EAP is a voluntary program that employees should feel free to access at their
own choice. There will be no mandatory referral to EAP.
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e)
4.0
The program is structured to allow employees choice in how they access EAP. The
administration and operation of the program is coordinated through the Chief
Administrative Officer. A brochure providing greater detail on the range of services
available under the EAP is available from the Director of Human Resources.
Non-Permanent Employees
a)
Employees working less than 4/7 time: Employees working less than four (4) hours
per day (4/7 time), or the equivalent of 20 hours per week, are classified as casual
employees and are normally paid on an hourly basis. Part-time employees working
less than 4/7 time per week are entitled to a percentage of holiday pay in accordance
with the specific provincial government legislation.
b) Employees working 4/7 time or more: Employees working 4/7 time or more per
week, but less than full time, on a continuous basis are classified as part-time
employees. Part-time employees working 4/7 time or more per week are entitled to a
percentage of holiday pay and, when they have worked for one month, are entitled to
pay at their normal rate of earnings for statutory holidays occurring in their period of
service. Temporary Employees (may include short- and long-term contract
and/or casual positions)
c)
Temporary employees are entitled to the following employee benefits (other than
statutory employee benefit contributions):

d)
Vacation pay, in the amount of a 4% of gross pay earned in any given pay period,
will be added to each pay cheque.
Statutory holiday pay will be paid for those holidays which occur during the period
of continuous temporary employment in accordance with the appropriate provincial
legislation. As is applicable to all employees, pay for a statutory holiday is granted
only when the employee earns wages on the working day before and the working day
after that holiday. (Note: This may not be the case for employees hired on contract
and paid only for those hours worked. This must be clearly outlined in contract
arrangements.)
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7-10 Training and Development Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Employee Training and Development
7-10
Training Policy #1221-38
Responsibilities
1.1
The Council will:
a)
b)
1.2
1.3
review, amend and adopt changes to the Employee Training and Development
Policy
budget an amount of 3 and ½ percent of the total payroll annually toward the
training of staff and elected officials
The Chief Administrative Officer (or designate) will:
a)
ensure that proper records are established and kept up to date with respect to
participation in training/education activities
b)
monitor the effectiveness of training, education, and professional development
programs
c)
administer the budget for training participated in by the municipality's
employees
d)
recommend changes to the Employee Training and Development Policy, where
considered appropriate
e)
assist department heads in the development and implementation of a planned
approach to their departmental training activities
f)
approve and recommend the participation of department heads in specific
training programs or activities
g)
ensure that employees who participate in training or educational-related
programs which will benefit the municipality organization are provided with
appropriate recognition
Department heads will:
a)
ensure, if possible, that sufficient funds are included in the budget so as to
ensure that municipal employees within their respective departments can take
advantage of various training opportunities which will benefit the organization
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b)
ensure that programs provide employees with the necessary skills to meet
current and future job demands
c)
assist the Chief Administrative Officer in monitoring the effectiveness of the
training, education, and professional development programs participated in by
the municipality's employees
d)
ensure that all courses of training and professional development taken are
recorded on the appropriate employees' personnel files
e)
emphasize the need for the ongoing development of staff and ensure that staff
development is undertaken in a planned and comprehensive fashion
f)
recommend appropriate changes to the Employee Training and Development
Policy to the Chief Administrative Officer
g)
regularly discuss training and development opportunities with other department
heads
h)
coordinate and encourage cross-training efforts with other departments and / or
staff to ensure business continuity
It is a shared responsibility between the employer and employees for initiating
participation in training programs. The municipality should make every effort to
assist employees in obtaining appropriate training and professional development.
1.4
2.0
All employees will:
a)
make productive use of the staff training and development opportunities
available
b)
take personal responsibility and initiative for their professional development
c)
complete an evaluation report on any training/development activity and
forward it to the department head
d)
keep qualifications/requirements of employment up-to-date and notify the
municipality of any change.
e)
Assist cross training efforts through documenting critical procedures and tasks
associated with their specific position and reviewing those procedures with
other employees as assigned by their immediate supervisor.
General Procedure
For all training and development activities, applicants will be selected on the basis of
identified municipal and individual needs, assuming candidates meet program standards
and requirements.
2.1
Municipal employees may either:
a)
be requested to participate in training courses, or
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b)
2.2
request to participate in training courses with, or without, the assistance of the
municipality
Application
All employees who are applying for, or are requested to participate in, training and
development courses will complete the Application for Training (see Appendix A) in
consultation with their supervisors. Detailed descriptions of course content and
requirements should be attached to the application.
2.3
Criteria for Approval
Approval for participation (where financial assistance or time off is being requested
of the municipality) must be obtained prior to enrolment in the program. Approval
and authorization for assistance will be granted in accordance with the following
criteria:
a)
Evaluation Reports - Courses, Seminars, Conferences: Employees who receive
any financial assistance from the municipality for attendance at courses,
seminars and conferences may be required to complete an evaluation form
report on the course, seminar, or conference attended. These reports are to be
submitted to the department head for comment and passed to the Chief
Administrative Officer for review. Following review by the Chief
Administrative Officer, all reports will be placed in human resource files for
future reference.
b)
Guidelines for Training Funding

Application for payment for employee training and development must be
submitted prior to commencement of the course.

Payment levels are noted under Categories of Training.

Reimbursement to the employer will be required in cases where the
employee has failed to attain a passing grade in the course. Should
extenuating circumstances result in the employee not attaining a passing
grade, reimbursement to the employer is subject to the decision of the
Chief Administrative Officer.

If the municipality pays for courses or long term programs costing $2,500
or more, the employee may be required to remain in the employment of the
municipality for at least one year following completion of the course. If the
employee terminates employment before the one year has expired, he/she
may be required to reimburse the municipality for a pro-rated portion of
the cost based on the non-expired portion of the one year period.

Part-time, casual, term, summer, or seasonal employees will not normally
be eligible for paid training unless the municipality required the employee
to take the course.
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
2.4
Where travel is required employees will be reimbursed as per the Travel,
Meal and Miscellaneous Allowances Policy.
Categories of Training
a)
Distance Education Courses: applications shall be approved by department
head and/or Chief Administrative Officer. The municipality will pay up to
100% of the total cost depending on the course.
b)
Off-site Courses, Workshops, Examinations and Seminars: applications
shall be approved by department head and/or Chief Administrative Officer.
The municipality will reimburse the employee for direct travel expenses and
paid for up to 100% of enrolment expenses on a course for which prior
approval is obtained. The employee is to be allowed time off with pay for the
duration of the course. Where training is not directly applicable to the
employee’s current position, the municipality may choose to pay less than
100% for the cost of the training.
c)
Conferences: applications shall be approved by department head and/or Chief
Administrative Officer. Conference attendance is to be included, where
possible, in the annual budget.
d)
Mandatory Training: The municipality will pay 100% of the total cost
associated with enrolment and travel expenses incurred by the employee.
(Examples of mandatory training would be CPR, First Aid, Occupational
Health and Safety, Water Treatment, Traffic Control, Police Standards, etc.)
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APPENDIX A
Application for Training
Name ____________________________Position Title ___________________________
Department _______________________Date Hired _____________________________
Educational Background
________________________________________________________________________
Name of Training Program
_______________________________________________________________________
Location/Institution
_______________________________________________________________________
Description of Training Program
_______________________________________________________________________
________________________________________________________________________
Dates/Length of Program _________Approximate Cost of Program ____________
State why you believe that this particular program will prove beneficial to both yourself and the
municipality:
________________________________________________________________________
________________________________________________________________________
Request for training is: ____ approved
______________________________
Employee's Signature
____ not approved
Reason: _____________________________________________________________________
________________________________________________________________________
______________________________
Department Head's Signature
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Employee Training and Development – APPENDIX B
Repayment Agreement
(for training costing $2,500 or more)
As per Section 3.3 b., if the municipality pays for courses costing $2,500 or more, the employee
will remain in the employment of the municipality for one year following completion of the
course. If the employee terminates employment before the one year has expired, he/she may be
required to reimburse the municipality for a pro-rated portion of the cost, based on the nonexpired portion of the one year period.
Name ____________________________
Position Title ___________________
Department _______________________
Date Hired _____________________
Name of Training Program ____________________________________________
Location / Institution _________________________________________________
Description of Training _______________________________________________
Dates / Length of Program _____________________________________________
Total Cost of Program ________________________Related Expenses __________
Pro-rated portion of cost on non-expired portion of the one year period. _________
Total paid for course ________
I, _________________ agree to repay to the municipality, the sum of
(name of employee)
$____________ for training costing $2,500 or more, provided to me by the municipality
during the last year.
_________________
Employee
_________________
Date
_________________
Witness
8-10 Code of Ethics Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Employee Conduct
8-10
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Approval by CAO:
Supersedes:
Amended:
1.0
Responsibilities
1.1
The Council will:
a)
1.2
1.3
1.4
review the Municipality's Code of Ethics Policy as required and make any
amendments considered appropriate
The Chief Administrative Officer (or designate) will:
a)
implement, administer and promote the Code of Ethics Policy
b)
ensure that department heads promote the ethical standards expressed within
the Code of Ethics Policy to their employees
c)
recommend amendments to the Code of Ethics Policy to Council
d)
investigate and review any reported violation of the Code of Ethics Policy and
approve and/or administer any subsequent corrective action
Department heads will:
a)
ensure that all employees of their department are familiar with the
Municipality's Code of Ethics Policy
b)
advise the Chief Administrative Officer of any perceived violation of the Code
of Ethics Policy by a member of staff, and institute appropriate preventative or
corrective action
c)
recommend to the Chief Administrative Officer any changes to the Code of
Ethics Policy which are considered appropriate
Responsibilities of Municipal Employees and Officials
a)
Municipal employees and public officials are agents of the public whose
primary objective is to address the needs of the citizens. As such, they are
entrusted with upholding and adhering to the bylaws of the municipality as
well as all applicable federal and provincial laws. As public servants, they
must observe a high standard of morality in the conduct of their official duties
and faithfully fulfill the responsibilities of their offices, regardless of their
personal or financial interests.
b)
Dedicated Service: All officials and employees of the municipality should
faithfully work towards developing programs to address the needs of its
citizens. In the course of their duties, officials and employees should strive to
perform at a level which is expected of those who work in the public's interest.
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c)
Employees should not exceed their authority, breach the law, or ask others to
do so, and should work in full co-operation with other public officials and
employees, unless prohibited from doing so by law or by formally recognized
rules of confidentiality.
d)
Soliciting Appointments: Soliciting members of Council directly or
indirectly in order to obtain preferential consideration in connection with any
appointment to the municipality service will disqualify the candidate from
further consideration for the appointment.
e)
Use of Public Property: No employee will request or permit the use of
municipal-owned vehicles, equipment, materials, or property for personal
convenience or profit, except where such privileges are granted to the general
public.
f)
Obligations to Citizens: No employee will grant any special consideration,
treatment, or advantage to any citizen or group of citizens beyond that which is
accorded to all citizens.
g)
Conflict of Interest: No employee, whether paid or otherwise, will engage in
any business transaction or have a financial or personal interest, direct or
indirect, which is incompatible with the proper discharge of their official duties
or would impair their independence of judgment or action in the performance
of their official duties. Personal interest, rather than financial, includes any
interest arising from family or marriage relationships or close business or
political associations. Over and above the provisions below, employees shall
follow the provisions of Conflict of Interest found within the Municipal
Government Act of Nova Scotia. The following are situations which constitute
conflicts of interest for municipal employees:

Incompatible Employment: No employee will engage in or accept
private employment or render services for private interests when such
employment or services are incompatible with the proper discharge of
their official duties or would impair his/her independence of judgement
or action in the performance of his/her official duties.

Disclosure of Confidential Information: No employee will, without
proper legal authorization, disclose confidential information concerning
the property, government, or affairs of the municipality; nor will he/she
use such information to advance the financial or personal interest of
him/herself or others.

Gifts and Favours: In keeping with established private-public business
practices, no employee will show favouritism or bias toward any
vendor, contractor, or others doing business with the municipality.
Employees are prohibited from accepting gifts or favours from any
vendor, contractor or others doing business with the municipality that
would tend to influence them in the proper discharge of their official
duties.
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
Representing Private Interests before a Municipal Agency: No
employee whose salary is paid in whole or in part by the municipality
will appear on behalf of private interests before any agency or court of
the municipality without the consent of the Chief Administrative
Officer. The employee will not represent private interests in any action
or proceeding against the interests of the municipality or in any
litigation to which the municipality is party. Furthermore, no employee
will accept compensation or a retainer, which is conditional upon the
actions of a Municipal agency.

Contracts with Municipal Units: No officer, agent or employee of
the municipality will have any interest, direct or indirect, in any legal
Municipal contract issued by him/her or by any public committee,
board, commission or department of which they are a member, agent, or
employee.
However, an officer, agent, or employee of the municipality may enter into a
legal contract with the municipality or any agency thereof for the sale and
purchase of supplies, materials, or equipment or for the construction of public
improvements if:
2.0

they are not authorized by law to act on behalf of the municipality or any
agent thereof in the awarding of the contract

the tender is let in a written, public, and openly competitive manner

all bids received and all documents pertaining to the awarding of the
contract are made available for public inspection for at least three (3)
months following the date of the awarding of the contract
h)
Disclosure of Interest: Any municipal employee who has a financial or
personal interest in any proposed Council legislation, and who participates in
discussion with or gives an official opinion to Council, will disclose on the
records of Council the nature and extent of the interest.
i)
Political Activity: No employee of the municipality will perform work, either
volunteer or paid, on behalf of any political party or candidate during his/her
hours of employment with the municipality.
Reporting Breaches of this Code
Employees who have reason to believe that this Code of Ethics Policy has been breached in
any way are encouraged to bring their concerns to the Chief Administrative Officer or their
immediate supervisor. No adverse action will be taken against any employee who, acting
in good faith, brings forward such information.
3.0
Corrective Action
Violation of this Code of Ethics Policy by a municipal employee may constitute a cause for
corrective action (see #8-20 Employee Conduct Policy). Any reported violation of this
policy will be subject to investigation by the Chief Administrative Officer and/or Council.
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If an investigation finds an employee guilty of a breach of the Code of Ethics Policy, the
corrective action pursued against the employee will be commensurate with the nature and
severity of the violation.
4.0
Revisions
The Municipality's Code of Ethics Policy and/or the sections contained therein will be
reviewed and amended by Council, in consultation with the Chief Administrative Officer,
as required.
5.0
General
When administering this policy, employees must adhere to the Municipal Government Act
(MGA) or any other provincial Acts governing municipalities and all relevant legislation
pertaining to the subjects covered in this policy. The administration of this policy is
further subject to the provisions of applicable collective agreements for unionized
municipal employees.
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8-20 Employee Conduct Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Employee Conduct
8-20
Responsibilities
1.1
The Council will:
a)
1.2
1.3
1.4
review, amend, and adopt changes to the Employee Conduct Policy
The Chief Administrative Officer (or designate) will:
a)
recommend changes to the Employee Conduct Policy where considered
appropriate
b)
ensure that the Employee Conduct Policy is understood and adhered to by all
employees
c)
assist and advise departments in the application and monitoring of the
Employee Conduct Policy
d)
take appropriate action in accordance with the Employee Conduct Policy
e)
ensure the collection and maintenance of permanent records of all corrective
action which has been taken
Department heads will:
a)
be responsible to the Chief Administrative Officer for necessary corrective
action in their respective departments
b)
ensure that all department employees are familiar with all aspects of the
Employee Conduct Policy
c)
recommend to the Chief Administrative Officer changes to the Employee
Conduct Policy where considered appropriate
d)
take necessary corrective action as appropriate and in accordance with the
Employee Conduct Policy
e)
assist supervisors in matters pertaining to the Employee Conduct Policy
Supervisors will:
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2.0
a)
ensure that all employees, for which they are directly responsible, are aware of
the Municipality's Employee Conduct Policy
b)
assist the department head and/or other department managers in the application
of the Employee Conduct Policy
c)
take necessary corrective action as appropriate in accordance with the
Employee Conduct Policy
d)
suggest to the department heads, changes to the Employee Conduct Policy
Levels of Corrective Action
There are four levels of corrective action. In general, the application of these levels will
reflect the number of times an offense has occurred:
2.1
Level One
First offense: If not in itself serious enough to warrant suspension or discharge, an
employee will be given an oral reprimand and advised that another offense will result
in a written warning.
a)
The oral reprimand follows discussion of the problem with the employee. The
oral reprimand is an important step in the disciplinary process because it is at
this point that cause for further action can be prevented or, if cause persists, it
provides the foundation for further action. The oral reprimand normally takes
the form of a verbal warning to caution the employee that further action may be
taken if the matter is not resolved.
b)
Verbal warnings are to be recorded in the employee's personnel file.
If the offense involves a form of discrimination and/or harassment, the alleged victim
of this offense may at any time contact the Provincial Human Rights Commission.
2.2
Level Two
Second offense: If not in itself serious enough to warrant suspension or discharge,
an employee will be given a written warning and advised that another offense will
result in suspension.
a)
The written warning is normally applied in circumstances where the
employee has failed to respond to an oral reprimand. However, where a first
offense is sufficiently serious, a written reprimand may be applied in the first
instance. The written reprimand may contain a warning in regard to future
repetition of similar incidents. The written reprimand will be documented in a
report to the Chief Administrative Officer.
b)
One copy of the written warning will be hand delivered or forwarded by
registered mail to the employee, one will be forwarded to the Chief
Administrative Officer, and one copy will be placed in the employee's
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personnel file. The employee will be required to sign or initial an
acknowledgement of receipt of the letter, which will also be placed in their file.
2.3
Level Three
Third offense: If not in itself serious enough to warrant discharge, an employee will
be given a suspension without pay and warned that another offense will result in
dismissal. (Normally, suspensions will be for a period of three days. However,
depending upon the offense, this period may vary.) Where suspension without pay is
not deemed to be an appropriate form of corrective action, other appropriate action
will be considered.
2.4
a)
Written notice of suspension or other corrective action requires
authorization and/or investigation by the department head or Chief
Administrative Officer. The written notice of corrective action will include the
reasons for such action being taken and the measures already taken by the
supervisor and/or manager. These factors, as well as other relevant matters,
will be included in the notification report to the employee, the department
head, and the Chief Administrative Officer. The affected and offending
employee will be interviewed and the report will include documentation of the
interview.
b)
A report on the suspension of an employee will be placed in the employee's
personnel file. In addition to verbally informing the employee of a suspension,
the employee should also be informed in writing, with specific reference made
to any previous corrective action taken against the employee; this should be
hand delivered or sent by registered mail.
Level Four
Fourth offense: An employee will be dismissed. It will be conveyed that the
employee brought the action on him/herself and left the Chief Administrative
Officer, department head and/or other supervisor with no other alternative.
a)
b)
Dismissal may result from:

a lack of response by an employee to corrective measures such as those
listed above

an initial offense, if such offense is of a serious nature

a "culminating incident" which, in itself, would not normally result in
dismissal, but in consideration of other documented problems with the
employee, justifies dismissal. The documentation of the incident prior to
such a "culminating incident," will specify all previous documented
incidents of corrective action and must contain notice of warning to the
employee, that the next incident will be considered a "culminating
incident" and that dismissal will result.
When it becomes necessary to dismiss an employee, the employee will be
given a termination notice indicating the reason for the dismissal. The
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termination notice will make reference to previous corrective action and will
specify when the dismissal will take effect.
Other penalties, such as demotion or transfer, may be imposed. However, the ability
of the municipality to unilaterally impose these penalties may be limited by a
collective agreement. When such penalties are contemplated, the specific collective
agreement and the Chief Administrative Officer will be consulted and, if necessary,
union approval sought prior to the application of corrective measures.
3.0
Records of Employee Conduct
a)
4.0
Appeal of Dismissal or Corrective Action
a)
5.0
Records of any corrective action taken as a result of a Group One offense (see
Appendix A) will be added to the employee's personnel file for a period of two years.
At the end of that time, if the employee has maintained a record of good conduct for
that two-year period, all accounts of this corrective action will be removed from the
employee's file. The employee will be informed that their record has been cleared. If
any additional corrective action was required during this period, all records of this
action will remain on the employee's file until they complete the necessary two-year
period of good conduct.
Should an employee consider dismissal or corrective action to be improper, a
grievance may be presented in writing through the grievance procedure (see
Employee Grievances Policy).
Corrective Action Records Maintenance
The following points should be emphasized with respect to records detailing corrective
action:
Note:
a)
the records describing the incident should be as complete and as detailed as possible
b)
the records will be dated and signed by the supervisor (i.e. Chief Administrative
Officer or department head) and, where appropriate, by the employee affected
c)
the records will state the action taken by the supervisor to address the situation
d)
the incident(s), as well as the effects or potential effects of the incident(s), will be
recorded
e)
those factors which were considered relevant to the degree of action taken must be
specified
f)
any verbal discussion or reprimands given previously must be indicated, as well as
specific dates and other relevant material
Appendix A provides a guideline to assist Chief Administrative Officers, supervisors,
and department heads in the application of corrective action. This appendix includes a
comprehensive listing of offenses and suggested levels of corrective action.
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Employee Conduct - APPENDIX A
Group One Offenses
First offense: Oral warning
Second offense: Written warning
Third and fourth offenses: Reprimand and suspension
Fifth offense: Long-term suspension or dismissal
1.
Absence from duty without prior permission from the supervisor. The employee should
notify their department head or, if that is not possible, the Chief Administrative Officer
(prior to the start of their shift if possible), of the reasons for their absence and the expected
time or date of return. An exception may be in the case of sickness or other cause beyond
the control of the employee, which prevents obtaining prior approval.
2.
Unauthorized leaving of the working area at any time without permission from the
supervisor
3.
Neglecting job duties (e.g. reading for pleasure during working hours)
4.
Repeatedly arriving late for work
5.
Failure to commence work at the beginning of the work period, and/or leaving prior to the
end of the work period without permission
6.
Creating or contributing to unsanitary or unsafe conditions in the workplace
7.
Use or possession of the municipality’s property/equipment without authorization
8.
Willful failure to respond to legitimate requests for work to be undertaken
9.
Unauthorized stopping of work or making preparations to leave work prematurely
10.
Distracting the attention of others, or causing confusion by unnecessary shouting or
demonstration on the job
11.
Where the operations are continuous, an employee leaving his/her post at the end of a
scheduled shift, before being relieved by his/her supervisor or relieving employee on the
incoming shift
12.
Failure to immediately report any personal injury or equipment damage to supervisor
13.
Unsatisfactory work and/or failure to maintain required standards of performance
14.
Any violation of any of the municipality's recognized policies
15.
Failure to report loss of any certification required to carry out the performance of the job
(i.e. driving license)
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Employee Conduct - APPENDIX A (continued)
Group Two Offenses
First offense: Written warning
Second and third offenses: Reprimand and suspension
Fourth offense: Long-term suspension or dismissal
1. Neglect or carelessness in observance of official or departmental rules of safety or disregard
of common safety practices
2. Unauthorized leaving of the job during regular working hours without permission from a
supervisor
3. Unauthorized sleeping during working hours
4. Reporting to work intoxicated or drinking alcoholic beverages on the job
5. Using abusive or threatening language towards subordinates, co-workers, or other individuals
6. Soliciting or canvassing of municipal employees during working hours, without permission
7. Failure to report an accident in which the employee was involved
8. Refusing to give testimony during investigation of an accident
9. Unauthorized use of municipal property for private work or performing private work during
regular working hours
10. Threatening, intimidating, coercing, or interfering with employees or supervisors at any time
11. Making or publishing false or malicious statements concerning any employee, supervisor, the
municipality or its operation
12. Failure to report for overtime work without good reason, after being scheduled to work,
according to overtime policy
13. Refusal to perform work assigned or failure to comply with written or verbal instructions,
which the employee may be reasonably expected to perform, according to their job duties or
responsibilities
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Employee Conduct - APPENDIX A (continued)
Group Three Offenses
First offense: Long-term suspension or dismissal
1. Careless or willful neglect in the performance of assigned duties or in the care, use or
custody of any of the municipality’s property; abuse, or deliberate destruction in any manner
of municipal property, tools, equipment, or the property of other employees
2. Altering another employee's time card or unauthorized altering of own time card
3. Falsifying testimony when accidents are being investigated; falsifying or assisting in
falsifying staff or other records; giving false information or withholding pertinent
information in making an application for employment
4. Making false claims or misrepresentations in an attempt to obtain sick leave, accident
benefits or Workers' Compensation benefits
5. Bookmaking or gambling of a similar serious nature
6. Theft, damage or destruction of property belonging to the municipality or to other employees
7. The sale or use of illegal substances during working hours
8. Fighting or attempts to injure another employee, or threats to do so
9. Possession of firearms, explosives or weapons on municipal property at any time
10. Conviction of a indictable offence
11. Misuse or removal of information such as blueprints, lists, municipal records or confidential
information of any nature, or revealing such information without prior written authority from
the municipality
12. Instigating, leading, or participating in any illegal walkout, strike, or other such
demonstration
13. Any proven violation of the Municipality's Sexual Harassment Policy and Workplace
Harassment Policy
14. Dishonesty or any dishonest action as defined by the Municipality's Code of Ethics, e.g.
breach of confidentiality or conflict of interest
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8-30 Sexual Harassment Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Employee Conduct
8-30
Sexual Harassment Policy (adopted 1994)
Responsibilities
1.1
The Council will:
a)
1.2
Review, amend, and adopt changes to the Sexual Harassment Policy.
The Chief Administrative Officer (or designate) will:
a)
review the Sexual Harassment Policy periodically to ensure its effectiveness.
b)
review recommended changes to the Sexual Harassment Policy and process
from the Director of Human Resources.
c)
ensure that sexual harassment is not condoned within the Municipality
1.3 Department Heads will:
1.4
a)
reported incidents of sexual harassment are investigated in a prompt and
objective manner by person(s) viewed to be impartial to the complaint and the
respondent;
b)
staff members have an opportunity to obtain confidential advice regarding
sexual harassment;
c)
staff members are educated regarding the issues relating to sexual harassment
and the Municipality’s Sexual Harassment Policy and procedures.
Supervisors and Managers will:
a)
ensure employees have access to the sexual harassment policies and procedures
and are provided with the opportunity to attend internal training programs;
b)
ensure the work environment within the department discourages sexual
harassment and supports individuals dignity and respect;
c)
ensure formal complaints about sexual harassment made to them are referred
immediately to the Director of Human Resources;
d)
maintain confidentiality regarding sexual harassment complaints and
investigations.
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1.5
2.0
Employees will:
a)
become familiar with the Municipality’s policy and procedure on sexual
harassment;
b)
keep accurate records of any incidents of sexual harassment, including time,
place, description of the incident and names and witnesses. This includes
where they are subject of sexual harassment as well as incidents they have
witnessed.
Procedure
Informal Resolution Options:
2.1
Communicating concerns directly to the alleged harassor:
Any employee who feels that he/she is being harassed is encouraged to make it
known to the harassor that his/her behavior is unwanted. The employee should
inform the harassor, clearly and directly, that their behavior isn’t welcome and must
stop. This may be done verbally, or in writing. If in writing, a copy of the letter
should be kept by the complainant.
Or
2.2
Communicating concerns to supervisors or designate of their choice:
If the complainant feels comfortable, he/she may discuss concerns relating to sexual
harassment with their immediate supervisor or a designate of their choice and request
their assistance in resolving the situation. Again, the complainant should inform the
alleged harassor clearly and directly that their behavior isn’t welcome and must stop.
The complainant should keep a record of the discussion and if the concerns are
communicated in writing, keep a copy of the correspondence.
3.0
Formal Complaint:
3.1
If informal processes are not effective in resolving the situation to the satisfaction of
the complainant or if the complainant prefers to file a formal complaint immediately,
the complainant may register their complaint of sexual harassment, in writing, with
either:
a)
the Chief Administrative Officer (or designate);
b)
Manager or Department Head within their own department;
c)
other Manager or Department Head within the organization;
3.2
Upon receiving a complaint, managers are responsible for taking immediate action
by referring the complaint to the Chief Administrative Officer (or designate).
3.3
When a formal written complaint signed by the complainant is filed, the Chief
Administrative Officer (or designate) will notify the appropriate Department Head.
A copy of the formal complaint will be given to the respondent named in the
complaint. The respondent will be given a copy of the policy and will be advised of
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the right to retain their own legal counsel or be represented by any other person when
he/she is required to be present during the process.
3.4
The complainant will be advised of the availability of counseling and support
services through the municipal Employee Assistance Program and be provided with
advice and assistance on how to deal with the situation. The seriousness of the
complaint and the action and consequences may result in the following:
a)
the right to file a complaint with the Nova Scotia Human Rights Commission;
b)
the right to report the incident(s) to the police where there is an indication that
a criminal offense was committed;
c)
the right to report the incident to their union and/or file a grievance;
d)
the right to retain and be represented by their own legal counsel or other person
of choice.
3.5
Every formal complaint will be investigated. The investigation of the complaint will
be assigned to a committee of two. This will be comprised of the Chief
Administrative Officer (or designate) and one other person who shall not be an
employee in the same department as the complainant or the alleged harassor.
3.6
The investigators will interview the complainant, the respondent, other individuals
relevant to the case and review any related documentation. If the allegations are
substantiated, the complaint will be resolved in the following manner:
a)
the seriousness and the effects of the offense will be discussed with the
offender;
b)
the offender must agree to the following steps:

the harassment must stop without any repercussions to the complainant;

the complainant must be given a verbal or written apology as appropriate
to the circumstances and the promise that the action will not recur;

appropriate disciplinary action will be taken as per the advice of the
municipality’s legal advisor.
3.7
In the event that the investigators are not in agreement on the result of the
investigation, the complaint and investigation results will be submitted to the Chief
Administrative Officer for further consideration and action.
3.8
In the event the complainant is not satisfied with the results of the investigation,
he/she may:
a)
submit the complaint and investigation results to the Chief Administrative
Officer for further consideration and action;
and/or
b)
contact the Nova Scotia Human Rights Commission;
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4.0
Records
4.1
If sexual harassment has been substantiated, the incident will be documented in the
offender’s personnel file. No formal record will be kept if the allegation is not
substantiated.
4.2
All records pertaining to investigation will be maintained by the director of Chief
Administrative Officer (or designate) in a confidential file.
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Sexual Harassment - APPENDIX A
Guidelines for an Effective Sexual Harassment Policy*
A sexual harassment policy is intended to protect against sexual harassment in the workplace and
to educate all employees about the types of behaviour that can be considered harassing.
Acceptance of the policy will be made easier if the policy is introduced as a positive element to
the workplace. These guidelines outline provisions required to ensure the policy is effective,
accepted and utilized.
Definition

An effective policy should have a definition of sexual harassment. In general, sexual
harassment is any unwelcome sexual attention.
Endorsement

An effective policy should have the employer's endorsement of its importance, such as a
statement issued by senior management stating that sexual harassment will not be tolerated in
the workplace and that it is against the law.
Information

In order to obtain the benefit of a policy, all staff must be made aware of the policy and be
provided with an opportunity to discuss the policy. This can be done through workshops.

Once a policy is adopted, a copy of the policy should be provided to all employees.

If the policy includes a procedure for internal investigations, the employer should ensure that
those designated to investigate complaints of sexual harassment have a good understanding
of the policy and are trained in carrying out their functions.
Guidelines for Establishing Procedures

If possible, designate two or three individuals to hear complaints. These individuals should
be viewed by other employees as being neutral and should have the authority to take action.
An employee can contact the designate he/she prefers. It is important for an employee to feel
that he/she will receive a fair hearing.

Any employee who feels he/she is being harassed is encouraged to make it known to the
individual concerned that the behaviour is unwanted. If the employee is not comfortable
confronting the individual, the employee can contact a more senior employee and request the
matter be addressed.
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
Complaints are to be handled in confidence and individuals are to be protected from any
form of retaliation. The investigation should be conducted as soon as possible and every
effort should be made to resolve the matter.

Both the complainant and the person alleged to be committing the action are to be
interviewed separately. Any other individuals who may have relevant information regarding
the allegation should also be interviewed.

The policy should provide for disciplinary action if the evidence supports the allegation.
This may include suspension or dismissal. An incident report should be placed in the
appropriate personnel files.

If the investigation finds no evidence to support the allegation, no documentation regarding
the allegation will be placed in the personnel file of the individual alleged to have committed
the action.

Any individual who participated in the complaint process is to be protected from any form of
retaliation.

Employees should be informed of their right to complain to the appropriate provincial
Human Rights Commission, if they do not wish to proceed with the internal process, or if
they are not satisfied with the outcome of an internal investigation.
*
These guidelines were taken from the Nova Scotia Human Rights Commission, Guidelines
for an Effective Sexual Harassment Policy.
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8-40 Workplace Harassment/Discrimination Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by Council:
Supersedes:
Amended:
1.0
Employee Conduct
8-40
Responsibilities
1.1
The Council will:
a)
1.2
Review, amend, and adopt changes to the Workplace Harassment/
Discrimination Policy.
The Chief Administrative Officer (or designate) will:
a)
review the Workplace Harassment/Discrimination Policy periodically to ensure
its effectiveness.
b)
review recommended changes to the Workplace Harassment/Discrimination
Policy and process from the Director of Human Resources.
c)
ensure that harassment and/or discrimination is not condoned within the
municipality
1.3 Department Heads will:
1.4
a)
reported incidents of harassment and/or discrimination are investigated in a
prompt and objective manner by person(s) viewed to be impartial to the
complaint and the respondent;
b)
staff members have an opportunity to obtain confidential advice regarding
harassment and/or discrimination;
c)
staff members are educated regarding the issues relating to harassment and/or
discrimination and the Municipality’s Workplace Harassment/Discrimination
Policy and procedures.
Supervisors and Managers will:
a)
ensure employees have access to the harassment/discrimination policies and
procedures and are provided with the opportunity to attend internal training
programs;
b)
ensure the work environment within the department discourages harassment
and/or discrimination and supports individuals dignity and respect;
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1.5
2.0
c)
ensure formal complaints about harassment and/or discrimination made to them
are referred immediately to the Director of Human Resources;
d)
maintain confidentiality regarding harassment and/or discrimination complaints
and investigations.
Employees will:
a)
become familiar with the Municipality’s policy and procedure on harassment
and discrimination;
b)
keep accurate records of any incidents of harassment and/or discrimination,
including time, place, description of the incident and names and witnesses.
This includes where they are subject of harassment and/or discrimination as
well as incidents they have witnessed.
Procedure
Informal Resolution Options:
2.1
Communicating concerns directly to the alleged harassor:
Any employee who feels that he/she is being harassed or discriminated against is
encouraged to make it known to the harassor that his/her behavior is unwanted. The
employee should inform the harassor, clearly and directly, that their behavior isn’t
welcome and must stop. This may be done verbally, or in writing. If in writing, a
copy of the letter should be kept by the complainant.
Or
2.2
3.0
Communicating concerns to supervisors or designate of their choice:
If the complainant feels comfortable, he/she may discuss concerns relating to
harassment and/or discrimination with their immediate supervisor or a designate of
their choice and request their assistance in resolving the situation. Again, the
complainant should inform the alleged harassor clearly and directly that their
behavior isn’t welcome and must stop. The complainant should keep a record of the
discussion and if the concerns are communicated in writing, keep a copy of the
correspondence.
Formal Complaint:
3.1
If informal processes are not effective in resolving the situation to the satisfaction of
the complainant or if the complainant prefers to file a formal complaint immediately,
the complainant may register their complaint of harassment and/or, in writing, with
either:
a)
the Chief Administrative Officer (or designate);
b)
Manager or Department Head within their own department;
c)
other Manager or Department Head within the organization;
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3.2
Upon receiving a complaint, managers are responsible for taking immediate action
by referring the complaint to the Chief Administrative Officer (or designate).
3.3
When a formal written complaint signed by the complainant is filed, the Chief
Administrative Officer (or designate) will notify the appropriate Department Head.
A copy of the formal complaint will be given to the respondent named in the
complaint. The respondent will be given a copy of the policy and will be advised of
the right to retain their own legal counsel or be represented by any other person when
he/she is required to be present during the process.
3.4
The complainant will be advised of the availability of counseling and support
services through the Municipality’s Employee Assistance Program and be provided
with advice and assistance on how to deal with the situation. The seriousness of the
complaint and the action and consequences may result in the following:
a)
the right to file a complaint with the Nova Scotia Human Rights Commission;
b)
the right to report the incident(s) to the police where there is an indication that
a criminal offense was committed;
c)
the right to report the incident to their union and/or file a grievance;
d)
the right to retain and be represented by their own legal counsel or other person
of choice.
3.5
Every formal complaint will be investigated. The investigation of the complaint will
be assigned to a committee of two. This will be comprised of the Chief
Administrative Officer (or designate) and one other person who shall not be an
employee in the same department as the complainant or the alleged harassor.
3.6
The investigators will interview the complainant, the respondent, other individuals
relevant to the case and review any related documentation. If the allegations are
substantiated, the complaint will be resolved in the following manner:
3.7
a)
the seriousness and the effects of the offense will be discussed with the
offender;
b)
the offender must agree to the following steps:

the harassment and/or discrimination must stop without any
repercussions to the complainant;

the complainant must be given a verbal or written apology as appropriate
to the circumstances and the promise that the action will not recur;

appropriate disciplinary action will be taken as per the advice of the
municipality’s legal advisor.
In the event that the investigators are not in agreement on the result of the
investigation, the complaint and investigation results will be submitted to the Chief
Administrative Officer for further consideration and action.
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3.8
In the event the complainant is not satisfied with the results of the investigation,
he/she may:
a)
submit the complaint and investigation results to the Chief Administrative
Officer for further consideration and action;
and/or
b)
4.0
contact the Nova Scotia Human Rights Commission;
Records
4.1
If harassment and/or discrimination has been substantiated, the incident will be
documented in the offender’s personnel file. No formal record will be kept if the
allegation is not substantiated.
4.2
All records pertaining to investigation will be maintained by the director of Chief
Administrative Officer (or designate) in a confidential file.
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9-10 Employee Grievances Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Responsibilities
1.1
The Council will:
a)
1.2
1.3
2.0
Employee Grievances
9-10
review, amend, and adopt changes to the Employee Grievances Policy
The Chief Administrative Officer (or designate) will:
a)
recommend changes in the Employee Grievances Policy to Council
b)
ensure the proper implementation and administration of the Employee
Grievances Policy
c)
conduct investigations, where appropriate, regarding the alleged inappropriate
conduct of municipal employees
d)
take corrective actions regarding improper conduct of municipal employees
e)
ensure that department heads are aware of the Employee Grievances Policy and
its contents
Department heads will:
a)
recommend changes to the Employee Grievances Policy to the Chief
Administrative Officer
b)
ensure, in co-operation with the Chief Administrative Officer, that the
Employee Grievances Policy is properly implemented
c)
ensure that employees are aware of the Employee Grievances Policy and its
contents
d)
conduct investigations, where appropriate, regarding the alleged inappropriate
conduct of a municipal employee or municipal employees
Grievance Procedure
For this section, working days are defined as Monday through Friday, exclusive of
statutory holidays.
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2.1
2.2
The causes for grievance may include, but are not limited to, the following:
a)
lack of an established municipal or departmental policy or procedure
b)
a municipal or departmental policy or procedure which is perceived to be
unfair or causes the employee a hardship or concern
c)
a deviation from an accepted municipal or departmental policy or procedure
d)
disagreement or misunderstanding with another employee, a supervisor, or a
department head
e)
a discretionary action of the department or the municipality in the application
and/or interpretation of the policies, procedures, rules or regulations of the
municipality or the department
Eligibility for Grievance
a)
2.3
2.4
Any one employee of the municipality, or a group of employees of the
municipality, may grieve a particular matter.
Application
a)
This policy will apply to all employees of the municipality not covered by a
collective agreement.
b)
Any conflict, or overlap in this policy, pertaining to employees of the
municipality covered by collective agreements will be subject to the provisions
of the applicable collective agreement.
The Formal Grievance Procedure
a)
Prior to the initiation of the formal grievance procedure, the employee(s),
supervisors and/or department head and/or Chief Administrative Officer are
encouraged to discuss problems and consider possible solutions. If the
discussion between employee(s), supervisors and/or department head and/or
Chief Administrative Officer does not lead to a satisfactory and timely
resolution of the problem, the employee(s) is/are encouraged to proceed with
the formal grievance procedure as soon as possible.
Step 1: Submission of the Grievance to Supervisory Level
a)
The employee(s) will present the grievance orally to their immediate
supervisor(s). An employee submitting a grievance may select a coworker to appear with him/her.
b)
The supervisor(s) involved should make every effort to resolve the
grievance at the initial step. The grievance will be written out, whether
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resolved or not, and signed by the supervisor(s) and the employee(s) in
order to create a permanent record. (See form – Appendix # A – Section 4
– Employee Conduct and Grievances)
c)
The supervisor(s) will give their reply within five (5) working days. In
addition to verbally informing the aggrieved employee(s), the reply will
be put in writing.
d)
All documentation concerning the grievance and possible solutions are to
be recorded in a report and forwarded to the department head and
supervisor where appropriate.
Step 2: Review of Grievance at Department Level
a)
If the supervisor's decision is not acceptable, the written grievance may
be presented to the department head within five (5) working days of the
supervisor's reply.
b)
The department head will review the supervisor's decision and provide an
opportunity to the employee(s) to discuss the grievance.
c)
The department head will produce a reply in writing within five (5)
working days of receiving the grievance, which outlines the decision, the
reason for it, and any related recommendations. The final report of the
department head will be submitted in writing to the Chief Administrative
Officer for his/her information, whether or not a successful solution to
the grievance has been attained. All documentation will be retained on
file by the department head.
Step 3: Review of Grievance by the Chief Administrative Officer
2.5
a)
If the second step does not result in a satisfactory solution (or in a case
where a department head wishes to file a grievance) the grievance may be
submitted in writing to the Chief Administrative Officer within five (5)
working days, outlining the department head's decision or, in the case of
a grievance initiated by a department head, as soon as possible.
b)
The Chief Administrative Officer will conduct a detailed investigation
into the matter, review all previous reports, meet with all interested
parties and make a final decision with respect to the grievance.
c)
If further time is required by the Chief Administrative Officer, for
investigation and deliberation of a grievance, the employee(s) will be
notified, in writing, within twenty (20) working days, of the steps being
taken to solve the grievance. All information will be retained on file.
Employee Grievances Regarding the Department Head and/or Manager/Supervisor
a)
An employee who is dissatisfied with actions or behaviour directly related to
the activities of the department head and/or manager/supervisor, should first try
to resolve the problem directly with that individual(s). If this action is
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unsuccessful, a grievance should be submitted to the Chief Administrative
Officer, in accordance with the above procedure.
2.6
Submission of a Grievance by the Chief Administrative Officer
a)
3.0
4.0
The Chief Administrative Officer may discuss his/her concerns with the
municipal solicitor or an external source, and take any action which may be
required.
Records of Grievance Procedures and Decisions
a)
A copy of a grievance submitted at any level will be retained in the employee's
personnel file. Copies of the responses of supervisor, department head and/or Chief
Administrative Officer will also be retained in the employee's personnel file.
b)
A copy of both the grievance submission(s) and the written reply(ies) will be retained
in a separate file at each level of the grievance process. Documentation pertaining to
the grievance or the investigation will also be retained on file. This file will be
forwarded to the next level in the grievance process, if further grievance action is
taken by the employee(s).
Revision to Policies
a)
Any agreed upon changes or revisions to the formal policies utilized by the
municipality, which arise as a result of the employee grievance process, will be
developed by the Chief Administrative Officer, or designate, and forwarded to
Council for review, amendment, and approval.
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10-10 Performance Management Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Performance Management
10-10
Responsibilities
1.1
1.2
1.3
The Council will:
a)
review, amend, and adopt changes to the Performance Appraisal Policy
b)
annually review the performance of the Chief Administrative Officer in
accordance with the CAO’s employment contract and specific references
within the Municipal Government Act
The Chief Officer (or designate) will:
a)
oversee the implementation and maintenance of the Performance Evaluation
Policy throughout the municipality with the assistance of, and in consultation
with, department heads
b)
monitor the effectiveness of the performance evaluation process and
recommend necessary additions, deletions, or modifications to the
Performance Evaluation
c)
conduct informal and formal performance appraisals. The informal approach
should be an ongoing process whereby the Chief Administrative Officer, staff
person(s), or manager provides continuous feedback to those individuals for
whom they are directly responsible.
d)
The formal approach should involve at least one review conducted on an
annual basis. Other informal reviews should be held with each review being
documented. The annual review will be formally documented by way of using
the Employee Performance Evaluation Form (Appendix A).
Department heads will:
a)
administer and co-ordinate performance evaluations within their respective
departments, where applicable, in consultation with the Chief Administrative
Officer
b)
perform informal and formal performance appraisals
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c)
d)
1.4
recommend to the Chief Administrative Officers changes required in the
performance appraisal process.
Report annually to the Chief Administrative Officer on the departmental results
of the formal performance evaluations undertaken.
Supervisors will:
a)
administer and coordinate performance evaluations within their respective
departments, in consultation with their department head and, where
appropriate, the Chief Administrative Officer.
b)
Perform both informal and formal performance appraisals
c)
Prior to the completion of the annual formal evaluation and discussion of this
evaluation with the employee, review the following aspects of the employee’s
record:
 Attendance record with the municipality
 Relevant background
 Education
 Work history
 Duties, responsibilities, standards and/or measures of performance
pertaining to the employee’s position and/or applicable rules and
regulations of the municipality or department
 Previous performance appraisal documents of the employee
 Samples of reports, project results, or other work products generated by the
employee
 Opinions of the other employees and supervisors who, in the course of
their work, had dealings with the employee during the assessment period
d)
make every effort to be as objective as possible, basing the evaluation on
standards of performance and applicable rules
Note: In particular, the supervisor, the department head, or the Chief
Administrative Officer should keep records regarding the performance of the
employee. From time to time, the supervisor should speak with the employee(s) for
whom they are responsible and review weaknesses, strengths, and strategies for
improvement. These discussions should be noted in an employee's records. In
addition, employees should be given the chance to be a part of the evaluation process
by allowing them to evaluate their own performance and compare it to the
assessments performed by the supervisor, the department head, or the Chief
Administrative Officer.
2.0
General Procedure
Upon the introduction of the Performance Management Policy, or the implementation of a
revised policy:
a)
employees will be made aware of the new procedures
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b)
managers and supervisors will be provided with an orientation session so that each
may become thoroughly familiar with the performance appraisal system adopted by
the municipality.
2.1
Probationary Period Performance Evaluation
Two months prior to the completion of an employee’s probationary period, the
supervisor (in consultation with the employee) will complete a probationary
performance evaluation report in accordance with the Probationary Period Policy.
2.2
Annual Formal Evaluation
a)
Completion of formal report: Annually, during a predetermined period of
time, the employee’s supervisor will formally record a rating of the quality of
work performed, general work habits, attendance, and attitude on the Employee
Performance Evaluation Form (see Appendix A)
b)
The Formal Interview: The supervisor will discuss the employee’s annual
formal performance appraisal report with the employee in order to reinforce an
ongoing mutual understanding between the employee and the supervisor, in
terms of:

the duties, responsibilities, and requirements of the position, and expected
performance level

any weak areas in the employee's performance and means to address
these areas of concern

positive aspects of the employee's performance and measures to maintain
or further enhance these positive features

short-term work goals which the employee should attempt to achieve

long-term career objectives of the employee
The formal evaluation form will be signed by the employee and supervisor
following the interview and discussion.
Following the formal interview between the employee and the supervisor, the
completed form will be forwarded to a reviewing officer (usually the
department head or the Chief Administrative Officer). The reviewing officer
will examine the performance appraisal report against the standard expected of
the employee and add any remarks to the form.
c)
Appeals: Employees, who feel that their overall rating does not represent a
trial evaluation of their performance over the new period, should try to resolve
these differences with their supervisor. If an informal agreement cannot be
reached, the employee will be given the opportunity to appeal, in writing, to the
Chief Administrative Officer (or some other designated official), within 15
days of the interview.
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d)
e)
2.3
Department Heads’ Reports: The department heads will report to the Chief
Administrative Officer on:

completion of the annual formal performance appraisal for each employee
in their respective departments

overall results of the performance appraisal process

the steps to be taken to improve the performance of departmental
employees during the upcoming year ( i.e. recommended training and
development activities or changes in the quantity or allocation of work
undertaken)
Effect on Salary: it is essential that changes in salary / wage rates be directly
tied to the ongoing process of performance appraisal:

Employees receiving a satisfactory evaluation rating may be eligible for a
salary increment.

Employees receiving an unsatisfactory evaluation rating will not be
eligible for a salary increment.

Employees receiving an outstanding evaluation rating may be eligible for
a salary increment, and may receive further considerations in the form of
promotion or special awards.
Retention of the Performance Appraisal Records
Following completion (including signatures), one copy of the evaluation will be
placed in the employee's personnel file and a copy will be given to the employee and
to the supervisor completing the report
Points to Remember During the Appraisal Process:

Criticisms or praise should be communicated to employees, and discussed, on an
ongoing basis
 The purpose of the evaluation process should be explained. Point out that the
review can make the employee a more valuable member of staff and provide
greater opportunities for job satisfaction, usefulness and promotion.
 Vague, indefensible, or undefinable criticisms of performance should be avoided.
 Talk about positive performance first.
 Remember that you are discussing an employee’s performance; the objective is to
improve performance, not to condemn the individual.
 Take into account that some failures of an employee may be the responsibility of
the supervisor.
 This process is not meant to be used for disciplinary actions.
 Nothing should go on an employee’s file unless that employee is first made aware
of it.
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PERFORMANCE MANAGEMENT -- APPENDIX A
Definitions of Rating Used in Employee Performance Evaluation:
Assessment
Description
Exceeds position requirements
Exceeds most position requirements
Fully satisfactory
Meets all position requirements and may
exceed in some.
Satisfactory 
Meets most position requirements; some
further development required
Meets most position requirements but
performance has declined over this review
period.
Employee is developing as expected
during the probation period. Performance
is expected to improve.
Satisfactory 
Less than satisfactory 
Less than satisfactory 
Less than satisfactory 
Human Resource Standard Operating Procedures
Employee does not meet the basic
requirements for this position.
Employee is not developing as expected
during the probation period.
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Human Resource Standard Operating Procedures
PERFORMANCE MANAGEMENT -- APPENDIX B
Performance Management Record
Name:
Position:
Date completed: __________________
PART 1 - OBJECTIVES FOR REVIEW PERIOD (to be completed at the beginning of each review period)
This performance evaluation reflects the review period from
Attached to this evaluation are the following documents:
1.
Position description dated
2.
Statement of qualifications dated
3.
Critical accountabilities dated
The following objectives were specified for this review period:
Objective
Start
to
Finish
,
Performance
Indicators/Measures
PART 2 - EVALUATION AGAINST CRITICAL ACCOUNTABILITIES (narrative)
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.
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Status and results
achieved
Human Resource Standard Operating Procedures
PART 3 - EVALUATION AGAINST STATEMENT OF QUALIFICATIONS (narrative)
PART 4 - IDENTIFICATION OF TRAINING AND DEVELOPMENT NEEDS
Competency
Potential supplier
Course Title
Desired start date
Desired completion
date
PART 5 - EMPLOYEE CAREER GOALS (ASPIRATIONS) - as stated by the employee
PART 6 - GLOBAL EVALUATION
Rating
7
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Assessment
Description
Exceeds position requirements
Exceeds most position requirements
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6
Fully satisfactory
Meets all position requirements and may
exceed in some.
5
Satisfactory 
4
Satisfactory 
3
Less than satisfactory 
2
Less than satisfactory 
1
Less than satisfactory 
Meets most position requirements; some
further development required
Meets most position requirements but
performance has declined over this review
period.
Employee is developing as expected
during the probation period. Performance
is expected to improve.
Employee does not meet the basic
requirements for this position.
Employee is not developing as expected
during the probation period../
Global rating:
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Employee’s Comments:
Signed:
Date:
Supervisor’s comments:
Signed:
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Date:
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11-10 Human Resource Records Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Human Resource Records
11-10
Responsibilities
1.1
The Council will:
a)
1.2
The Chief Administrative Officer will:
a)
1.3
review, amend, and adopt changes to the Human Resource Records Policy
Appoint a position (designate responsible) within the organization to be
responsible for maintaining an official and complete personnel file for every
employee.
The Designate Responsible will:
a)
ensure that a filing system is established and maintained which pertains to the
human resource procedures, policies and operating programs of the
municipality. The files may include, but are not limited to, the following
contents:
General Administration

appropriate medical records (physicians' certificates for the purposes
of sick leave, Workers' Compensation benefits, and specific physical
requirements for specific jobs)

Municipal Emergency Plan

program planning documents
Training and Development

training schedules, programs, records

reimbursement, authorization, applications and related material
Job Descriptions

organizational charts

job description forms
Hiring and Staffing

job vacancies
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









advertisements
workforce planning
re-employment file
applicant supply file
exit interview questionnaire form
recruitment correspondence
information concerning positions and person-hours
requests for transfer
probationary review form
employee orientation package
Employee Relations

grievance records

corrective actions

negotiated agreements

awards of recognition
Compensation and Benefits
 compensation survey results
 job evaluation forms
 job re-evaluation requests and results
 performance appraisal forms
b)
recommend changes to the Human Resource Records Policy where considered
appropriate.
c)
establish and maintain a personnel file for each employee of the department.
These files will include copies of all forms, reports, letters and any other
records dealing with employment of each individual by the municipality. They
should include, but are not limited to, the following:










original application for employment with the municipality, with a
résumé/curriculum vitae
letter of offer of employment
probationary report
notice/letter of permanent employment
notice to payroll department authorizing appointment and pay level
performance evaluation reports
complete record of any corrective action taken against the employee
record of any grievances submitted, including decisions reached
record of any training courses recommended, applied for, or received,
including any relevant applications for reimbursement and evaluation
forms
record of any leaves of absence, including authorized vacation, sick leave
and leave without pay (see Employee Leave Policy)
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




d)
1.4
1.5
ensure that confidentiality is maintained by limiting access to personnel files to
those employees who must deal with this information in the performance of
their duties. In addition, employees are entitled to have access to their own
personnel file, but such access should be done in the presence of the Director of
Human Resources, Chief Administrative Officer or other authorized official.
The payroll department will:
a)
calculate the gross pay (regular and overtime) for each employee prior to the
end of each pay period, making the appropriate deductions as required by law
(including union membership dues, income tax installments, Canada Pension
Plan, Employment Insurance and Municipal pension plan) or as authorized by
the employee to include, but not be limited to Employee Savings Plan,
charitable deduction programs as authorized by the municipality, optional
extended health care programs, group life insurance plan deductions, additional
volunteer pension deductions and employee purchase plan.
b)
maintain a continuous permanent record of all payroll transactions, including
individual changes in pay rates
c)
administer the standard arrangement and pay employees and officers of the
municipality through a direct deposition system. Exceptions to this standard
may included, but are not limited to, retirement/termination payouts or special
circumstances, as determined by Department Heads or the Chief
Administrative Officer.
All employees will:
a)
2.0
record of credited leave (including sick leave and vacation leave)
record of any promotion, demotion, transfer, change in compensation
level, or position re-evaluation affecting the employee
record of any benefits to which the employee is entitled, or currently
receiving
correspondence sent or received regarding the employee
record of employment
be responsible for the prompt completion, distribution, and retention of all
forms, reports, and other written records, as required
General Procedure
2.1 Security of Human Resource Records
The location of all the Municipality’s human resource records, both written and
computerized, will:
a)
provide adequate access to staff who require information contained in the files
in the completion of their duties
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2.2
b)
provide security protection for confidential information contained in the files
(for example, lock-and-key for written records and passwords for computer
files). Ideally, human resource records should be kept in one central location.
The individuals who will be allowed access to the personnel files include the
Chief Administrative Officer, or designate.
c)
ensure that access to staff and payroll records can be adequately controlled by
those responsible for the files. Access will be limited to those employees who
utilize official records in the performance of their assigned duties. Information,
which is not confidential, should be clearly labeled and those handling the
records should be aware of the non-confidential nature. All other information
should be clearly marked "confidential."
Release of Information to the Public and to Government Organizations under the
Freedom of Information and Protection of Privacy Act
While the confidentiality of certain staff records must be maintained in order to
prevent invasion of employee privacy, it may, under certain circumstances, be
permissible to release certain other information in response to specific requests.
Verification of employment for credit purposes might include telephone and mail
enquiries. These requests should be answered according to the following criteria:
3.0
a)
the response may include job title, salary range, and benefits
b)
the response will not outline any additional confidential employee information
unless prior written authorization is given by the employee.
Expunging of Personnel Records
Files pertaining to disciplinary actions and conduct warnings, for example, will remain part
of an employee’s permanent record. In the case where an employee leaves the
organization, the personnel files should be kept for a period of at least five years, since
information may be required for medical and/or pension-related reasons (e.g. leave without
pay, breaks in service to the municipality, etc.). All expunged records will be shredded.
4.0
General Enquiries
Responses to general enquiries from other municipal units respecting employee turnover,
compensation levels, workforce compensation, the general composition of the
municipality's workforce, and specific human resource programs and policies will be
referred to the Director of Human Resources & Administration.
5.0
Other Requests
Other requests for information, including those which exceed the parameters outlined
above, will be referred to the Chief Administrative Officer.
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12-10 Awards of Recognition Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Awards of Recognition
12-10
Service Awards Policy 1221-53
Responsibilities
1.1
The Council will:
a)
1.2
1.3
review, amend, and adopt changes in the Municipality’s Awards of Recognition
Policy
The Chief Administrative Officer (or designate) will:
a)
ensure the implementation of the Awards of Recognition Policy
b)
recommend changes to the Awards of Recognition Policy where considered
appropriate
c)
arrange for suitable presentation of awards
d)
monitor the effectiveness of the Awards of Recognition Policy
The department head will:
a)
assist in the implementation and promotion of the Awards of Recognition
Policy
All employees will become familiar with the Municipality's Awards of Recognition Policy
2.0
Retirement and Long-Service Awards
The municipality will annually recognize those employees who are retiring and those
individuals who have been employed in the municipality for an extended period of time.
Employees who have 5, 10, 15, 20, etc. years of service to the municipality, will receive
long-service awards of a certificate and/or a gift. Recognition will be made at an annual
awards ceremony. Upon retirement, employees will receive a congratulatory
letter/certificate and a gift.
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13-10 Exit Questionnaire and Interview Standard Operating Procedure
Category:
Policy Number:
Effective Date:
Approval by CAO:
Supersedes:
Amended:
1.0
Responsibilities
1.1
The Council will:
a)
1.2
1.3
1.4
review, amend, and adopt changes to the Exit Questionnaire and Interview
Policy
The Chief Administrative Officer (or designate) will:
a)
implement the Exit Questionnaire and Interview Policy
b)
ensure that an exit questionnaire and interview are completed by those
employees under their direct supervision who are leaving the employ of the
municipality
c)
recommend changes to the Exit Questionnaire and Interview Policy where
considered appropriate
Department heads will:
a)
implement the Exit Questionnaire and Interview Policy in their departments
The supervisor will:
a)
2.0
Exit Questionnaire and Interview
13-10
prepare the exit questionnaire and conduct exit interviews, when appropriate
and as noted in the following procedure
General Procedure
A questionnaire (see Appendix A) will be completed by all employees, who are leaving the
employ of the municipality. The procedure will be as follows:
3.0
a)
The supervisor completes Part I of the questionnaire.
b)
The employee completes Part II of the questionnaire.
c)
The department head (or Director of Human Resources) reviews the questionnaire
and includes any appropriate comments in Part III of the questionnaire.
Conduct of Exit Interview
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a)
Following the completion of the questionnaire by the employee, the Director of
Human Resources or department head, as appropriate, will conduct an exit interview.
The objective of the interview will be to further consider the comments of the
employee.
b)
Following the exit interview, the Director of Human Resources or department head
will recommend any required action for consideration or implementation. The
Director of Human Resources may discuss the employee's remarks during the exit
interview with the supervisor and department heads to identify and/or clarify any
problem areas.
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Exit Questionnaire and Interview - APPENDIX A
EXIT INTERVIEW
NAME:
DATE:
POSITION:
DATE HIRED:
TERMINATION DATE:
PART I (to be completed by supervisor)
1. What is your reason for leaving?
2. How do you feel about your pay?
3. How do you feel about your progress here?
4. Do you have another job? YES ( ) NO ( )
(If YES, how does this job compare with ours? i.e. wages, hours and working conditions)
5. What is the rate of pay going to be with your new employer?
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6. What could we have done to prevent your leaving?
PART II (to be completed by employee)
1. When you were first employed here, were the duties and responsibilities of your job clearly
explained to you? YES ( ) NO ( )
Comments:
2. Were the conditions of work, salary, hours of work and other benefits, clearly explained to you?
YES (
) NO (
)
Comments:
3. Did you know who your immediate supervisor was - the person to whom you reported and from
whom you were to receive instructions? YES ( ) NO ( )
4. Did you like your supervisor? YES (
)
NO (
5. Did he/she seem to know his/her job? YES (
)
) NO (
)
Comments:
6. When you needed information to do your job, were you able to get it easily?
YES ( ) NO ( )
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Comments:
7. When you had a suggestion about doing your work, could you discuss it easily with your
supervisor? YES ( ) NO ( )
Comments:
8. Did your supervisor handle your concerns or complaints as well as he/she should have?
YES (
) NO (
)
Comments:
9. What suggestions do you have which will make this a better place to work?
10. What were some things that you enjoyed about working here?
PART III (to be completed by supervisor or Director of Human Resources)
INTERVIEWEE'S COMMENTS:
Employee's real reason for leaving:
( ) Pay
(
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) Another Job
(
) Personal Reasons
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(
) Supervision
(
) Discharge
(
) Working Environment
If due to Working Environment, please specify:
( ) Working Conditions
( ) Lack of Opportunity
(
(
) Other
(
) Unfair treatment
) Work unimportant
If for personal reasons, please specify:
( ) Health
(
) Transportation
(
) Marriage
(
) Child Care
) Pregnancy
(
) Return to School
(
) Leaving area
(
If other, please explain:
Eligible for rehire: YES (
) NO (
)
Exit Interviewer's Signature
Distribution:
Date of Interview
One copy to employee
One copy to employee's personnel file
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