EMPLOYEE BENEFIT AND POLICY HANDBOOK Under Revision
Alternatives Federal Credit Union
Ithaca, New York
Welcome to Alternatives Federal Credit Union Credit Union. We are glad that you have joined
us and we look forward to many successful years together.
We hope that you will find Alternatives an interesting and pleasant place to work, big enough to
give you all the benefits that you would find in this industry, yet still of a size that keeps you
involved in the Credit Union's successes on a personal level.
Alternatives Federal Credit Union is a community development financial institution, which was
established in 1979 by a group of small businesses who, after having difficulties in getting loans
from banks, decided to start their own financial institution. Providing products and a full range of
services to those portions of the financial market underserved by traditional financial institutions
became the mission of Alternatives Federal Credit Union. Alternatives has grown slowly and
purposefully; we expect to continue our orderly growth for the foreseeable future.
Alternatives is a high quality community oriented Credit Union achieving our mission serving
informed savers and borrowers with a full line of financial services. To support this purpose it is
a goal of Alternatives to maintain a competitive advantage and reputation provided by our
excellent customer service to our members. This we do through you, our employees.
The potential is great for you and the Credit Union. Together, we can realize that growth.
Bill Myers
CEO
August 15, 1996
Employee Handbook
Page 1 of 60
1/29/07
Table of Contents
1. NATURE OF HANDBOOK ...................................................................................................... 4
2. EQUAL OPPORTUNITY EMPLOYMENT, AFFIRMATIVE ACTION, AND A POSITIVE
WORK ENVIRONMENT .............................................................................................................. 4
3. BANKING IS A PERSONAL BUSINESS ................................................................................ 5
4. CODE OF CORPORATE ETHICS ............................................................................................ 5
5. BANKING IS A CONFIDENTIAL AND ETHICAL BUSINESS ............................................ 6
6. CODE OF ETHICS: CONFLICTS OF INTEREST .................................................................. 6
7. STAFF ACCOUNTS AT THE CREDIT UNION...................................................................... 6
8. ACCEPTANCE OF GIFTS BY EMPLOYEES ......................................................................... 7
9. CONFLICT OF INTEREST/CODE OF ETHICS POLICY ...................................................... 7
10. ORGANIZATION STRUCTURE OF ALTERNATIVES ..................................................... 11
11. PERFORMANCE REVIEWS ................................................................................................ 14
12. HIRING PRACTICES ............................................................................................................ 15
13. HOURS OF WORK ................................................................................................................ 16
14. ATTENDANCE ...................................................................................................................... 17
15. THE INTRODUCTORY PERIOD ......................................................................................... 18
16. COMPENSATION AND PERFORMANCE EVALUATION PROCESSES ....................... 18
17. WAGE AND SALARY ADMINISTRATION ...................................................................... 19
18. PERFORMANCE APPRAISALS .......................................................................................... 22
19. OUTSIDE EMPLOYMENT ................................................................................................... 27
20. ACCESS TO PERSONNEL FILES ....................................................................................... 27
21. EMPLOYEE STATUS ........................................................................................................... 27
22. STAFF REQUESTS for FLEX- OR PART-TIME EMPLOYMENT .................................... 28
23. PAYCHECKS AND PAYDAYS ........................................................................................... 28
24. EXCHANGE TIME FOR EXEMPT STAFF ......................................................................... 29
25. OVERTIME FOR NON-EXEMPT STAFF ........................................................................... 30
26. PAYROLL DEDUCTIONS.................................................................................................... 30
27. HOLIDAYS ............................................................................................................................ 31
28. PAID TIME OFF .................................................................................................................... 32
29. LEAVE WITHOUT PAY ....................................................................................................... 34
30. MATERNITY LEAVE ........................................................................................................... 34
31. OTHER LEAVES AND TIME OFF FROM WORK ............................................................ 35
32. VOLUNTEER COMMUNITY SERVICE: ............................................................................ 36
33. LONG TERM SICK ACCOUNT (LTSA) ............................................................................. 36
34. INSURANCE BENEFITS ...................................................................................................... 37
35. STAFF LUNCH AND CU@LUNCH .................................................................................... 38
36. OTHER BENEFITS................................................................................................................ 39
37. RULES OF CONDUCT ......................................................................................................... 41
38. PROGRESSIVE DISCIPLINE ............................................................................................... 41
39. TERMINATIONS AND RESIGNATIONS ........................................................................... 42
40. SUGGESTIONS ..................................................................................................................... 43
41. INTERPERSONAL GRIEVANCES ...................................................................................... 43
42. OTHER POLICIES OF INTEREST ....................................................................................... 44
43. EMPLOYEE RECOGNITION ............................................................................................... 45
44. E-MAIL AND INTERNET POLICY ..................................................................................... 46
Employee Handbook
Page 2 of 60
1/29/07
45. TELECOMMUTING .............................................................................................................. 48
46. GAMES OF CHANCE (LEGAL GAMBLING) .................................................................... 49
47. SOLICITING SALES OR DONATIONS (CHARITY AND STAFF EVENTS) POLICY .. 49
48. SAFE WORK ENVIRONMENT POLICY ............................................................................ 50
49. HEALTHY WORK ENVIRONMENT .................................................................................. 52
50. HAZARDOUS MATERIAL RESPONSE ............................................................................. 52
51. EMERGENCY EVACUATION PROCEDURE .................................................................... 54
52. VAULT ROTATION POLICY .............................................................................................. 54
53. ALARM RESPONSE POLICY .............................................................................................. 56
54. RELATED DOCUMENTS .................................................................................................... 57
55. CHANGES TO THIS HANDBOOK...................................................................................... 57
Employee Handbook
Page 3 of 60
1/29/07
1.
NATURE OF HANDBOOK
a.
b.
c.
d.
e.
f.
g.
2.
This Handbook is intended to guide you in understanding the personnel policies
and procedures of Alternatives Federal Credit Union. It is for your reference and
we hope that you will find it useful and informative.
The contents of this Employee Handbook summarizes current Alternatives
Federal Credit Union policies and programs and are intended as guidelines only.
The Credit Union retains the right to change, modify, suspend, interpret or cancel
in whole or in part any of the published or unpublished personnel policies or
practices of the Credit Union, without advance notice, in its sole discretion.
Recognition of these rights and prerogatives is a term and condition of
employment and continued employment.
This Handbook neither implies nor establishes a contract between Alternatives
Federal Credit Union and the employee.
As such, the contents of this handbook do not constitute the terms of an
employment contract. Nothing contained in this handbook should be construed as
a guarantee of continued employment, but rather, employment with the Credit
Union is on an "at will" basis. This means that the employment relationship may
be terminated at any time by either the employee or the Credit Union for any
reason not expressly prohibited by law. Any written or oral statement to the
contrary by a supervisor, corporate officer or other agent of the Credit Union is
invalid and should not be relied upon by any prospective or existing employee.
This handbook will discuss your rights and benefits. Alternatives Federal Credit
Union wishes, at the outset, however, to discuss some of its rights which include
but are not limited to the following:
i.
Management of the Credit Union.
ii.
Directing, hiring, discharging and recalling employees.
iii.
Establishing wages, hours, working conditions, allocating and assigning
work, introducing new work methods and reducing work loads or the work
force in general.
iv.
Fixing the quantity and quality of work to be performed.
v.
Eliminating and interrupting work.
vi.
Selecting and assigning new employees.
vii.
Requiring employees to obey instructions.
viii. Abolishing any past work customs, procedures and practices.
ix.
Establishment of all work rules and setting up of standard operating
procedures.
EQUAL OPPORTUNITY EMPLOYMENT, AFFIRMATIVE ACTION, AND A
POSITIVE WORK ENVIRONMENT
a.
It is the policy of Alternatives to recruit, employ, train, develop and promote
employees on the basis of individual qualifications and merit without regard to
race, color, religion, national origin, sex, sexual orientation, age, marital status, or
disability or in any other manner prohibited by law.
Employee Handbook
Page 4 of 60
1/29/07
b.
c.
d.
e.
The Credit Union is committed to providing a work environment that is free of
discrimination. It is our policy to treat all employees fairly, equitably, and with
courtesy and to apply policies and procedures uniformly. In keeping with this
commitment, the Credit Union maintains a strict policy which prohibits
harassment in any form, including sexual, verbal, physical, and visual harassment
(e.g. screen savers, posters, etc. which may be embarrassing to others). Violation
of this policy may be cause for disciplinary action, including termination.
Any employee who believes that he or she has been harassed by a co-worker,
supervisor, agent or non-employee - including members - of the Credit Union is to
promptly report the facts of the incident(s) and names of individuals involved to
his or her supervisor or, alternatively, to the CEO, the Human Resource Manager
or COO.
Supervisors must immediately report any incidents of harassment, including
sexual harassment, to the CEO.
The Credit Union will fully, objectively, timely and confidentially investigate all
such claims. All those known to have information regarding the matter will be
interviewed, and a determination will be made and communicated to the
employee who made the complaint. If proven, depending upon the severity of the
complaint, the harasser will be disciplined up to and including termination.
3.
BANKING IS A PERSONAL BUSINESS
a.
To those members whom you serve directly or indirectly, you are Alternatives
Federal Credit Union. Their impression of the Credit Union stems largely from
contacts with you.
b.
A courteous attitude toward members and fellow employees, both directly and
over the telephone, is of utmost importance. This is one of the most significant
details that makes our members feel they are dealing with a "personal" Credit
Union. A positive, pleasant attitude creates a good impression on members and
fellow employees alike and can be of great help to you in your career. It is this
spirit of service practiced consistently and sincerely that attracts new members
and, in doing so, creates more opportunity for advancement and makes our Credit
Union a better place to work.
4.
CODE OF CORPORATE ETHICS
a.
The reputation and successful business operation of Alternatives Federal Credit
Union is built upon its principles of fair dealing and ethical conduct of its
directors, officers and staff. The success and continuance of the Credit Union and
affiliates are heavily dependent upon the public's trust. Alternatives is dedicated
to the preservation of that trust and its reputation for integrity and excellence
requires careful observance of the spirit and letter of all the applicable laws and
regulations, as well as a scrupulous regard for the highest standards of conduct
and personal integrity.
b.
You have a duty to Alternatives and its members. The duty is to act in all matters
in a way which will merit the continued trust and confidence of the public. In
general, the use of good judgment, based on high ethical principals, will guide
you with respect to lines of acceptable conduct. In the event a situation arises in
Employee Handbook
Page 5 of 60
1/29/07
which it is difficult to determine the proper course of action, the matter should be
discussed openly with your supervisor and if necessary, the CEO. Compliance
with the code of corporate ethics is the responsibility of every employee of
Alternatives.
5.
BANKING IS A CONFIDENTIAL AND ETHICAL BUSINESS
a.
Nothing concerning our members or their accounts may be discussed or disclosed
with anyone, in any manner that will violate the trust that has been placed in us.
Any violation of this trust will not be tolerated.
b.
Our business is based on member confidence in our integrity as individuals and as
an institution. We are dealing with and safeguarding the funds and assets of
others. Accordingly, we insist at all times on maintaining the highest standards of
business ethics.
c.
Directors, management and employees, in the course of performance of their
duties, acquire a great deal of information about Alternatives and its members.
This information is considered to be privileged and must be held in the strictest
confidence and used solely for the purpose of the Credit Union. No information
should be divulged to persons outside of Alternatives except with respect to
routine credit inquiries and disclosures required by legal process and information
specifically authorized for release by written approval from members.
d.
Confidentiality is also required with respect to certain privileged information
regarding Alternatives. Financial information regarding Alternatives should not
be released to any outside person or organization unless it has been made
available to the public through official public releases. Any news media inquiries,
particularly in emergencies, or highly controversial or very sensitive issues must
be referred immediately to the CEO or COO.
6.
CODE OF ETHICS: CONFLICTS OF INTEREST
a.
On a periodic basis, Alternatives is examined by representatives of the NCUA and
both internal and external auditors. The reports which they furnish normally
remain by law the property of the issuing agency and are strictly confidential. The
information contained in the reports may not be communicated to anyone not
needing the information, nor to anyone not officially connected with the Credit
Union. A conflict of interest is defined as an involvement in outside interests
which might either conflict with your duty to Alternatives or adversely affect your
judgment in the performance of your work and responsibilities. For example, a
direct or indirect financial interest in a member, supplier or competitor by you or
your immediate family which might reasonably be construed to affect your
decision on behalf of Alternatives is a conflict of interest. You must avoid
situations where your personal interests conflict with or appear to conflict with the
interests of Alternatives.
b.
It is sometimes difficult to determine whether an actual conflict of interest does
exist. If you have a question, you should consult your supervisor or the CEO.
7.
STAFF ACCOUNTS AT THE CREDIT UNION
Employee Handbook
Page 6 of 60
1/29/07
a.
b.
You must disclose to the Credit Union which are your accounts at Alternatives,
and accounts in which you have an interest. Transactions on these accounts are
usually targeted for special review by Alternatives' auditors and examiners.
i.
Transactions on these accounts must be conducted by another disinterested
staff member.
ii.
Non-standard transactions on staff accounts must be performed or
authorized by the CEO. This includes deletions and reversals, any
transactions on "A" screens, and history adjustments.
iii.
In no case will Staff be permitted transactions denied to other members.
iv.
Loans originated to employees must be approved by the CEO. Loans to
the CEO must be approved by the Board. Applications must be handled as
indicated in the Loan Policy.
Each employee is expected to manage and maintain his or her personal finances in
an exemplary manner. As a Credit Union employee, you should endeavor to
handle your banking and credit accounts so as to avoid embarrassment to you and
the Credit Union. Knowingly overdrawing your account or exceeding your credit
limits is against both Credit Union policy and the state's Financial Code and
constitutes grounds for possible termination of employment.
i.
Overdrafts on your accounts are always reported to the CEO or designee,
regardless of amount.
ii.
Three overdrafts on any one of your accounts in a calendar month will be
reported to the HR Manager by the data processor for placement in the
employee’s personnel file and possible further disciplinary action.
iii.
The Standards for fee reversals for you are stricter than for other members:
the error must be wholly the Credit Union's with no foreknowledge by
you. Please refer to the Collection Policy for current Overdraft Policy.
8.
ACCEPTANCE OF GIFTS BY EMPLOYEES
a.
Every member is entitled to efficient and courteous service. Since such service is
given impartially to all, gratuities are not allowed or expected. Therefore,
employees are not allowed to accept any monetary gratuity from members or
visitors. If any individual presses an employee to accept such a gratuity, the
employee should thank the individual, but explain that Credit Union policy makes
such acceptance impossible. Nominal non-monetary gifts (e.g., a box of candy
during the holiday season or gifts under $50 in value) may be accepted, but
extreme care should be taken to balance the acceptance of such a gift and the
possibility of a presumption of a conflict of interest even under such "minor"
circumstances. Notify CEO of all gifts. (Note that all employees and officials are
required to complete a "bribery disclosure form.")
9.
CONFLICT OF INTEREST/CODE OF ETHICS POLICY
a.
BACKGROUND. The board of directors of Alternatives Federal Credit Union
(Alternatives) recognizes that from time to time situations arise that can lead to
conflicts of interest violations by the directors, officers, and employees of the
credit union in their dealings with vendors or others doing business with the credit
union. The directors, officers, and employees of this credit union are not
Employee Handbook
Page 7 of 60
1/29/07
b.
c.
d.
permitted to take advantage of their position, directly or indirectly, for private
gain, to advance personal interests, or to obtain favors or benefits for themselves,
their family members, or any other individual. Directors, officers, and employees
owe loyalty to the credit union. There can be no self-dealing or self-interest in
any transaction.
GENERAL POLICY STATEMENT. You are expected to:
i.
Conduct the business of the credit union in full compliance with both the
letter and the spirit of the law and the guidelines established by this policy.
ii.
Use confidential information properly.
iii.
Recognize and avoid conflicts of interest.
iv.
Protect credit union property, including information, products, services,
and assets.
v.
Properly manage personal finances.
vi.
Treat fairly and with respect all credit union employees, members, and
others with whom you have dealings.
PURPOSE AND OBJECTIVE. The purpose of this policy is to enumerate the
high standards of conduct associated with ethical business standards and
practices, and to subsequently identify areas and situations in which public trust
and confidence could be compromised or a law violated. The policy sets forth
guidelines governing such situations to help each employee self-monitor his or
her personal conduct so as not to bring discredit to the credit union or to oneself.
i.
The general objective of the policy is to spell out the standards of conduct
expected of the directors, officers, and staff. The intent of the policy is to
provide guidance to those performing credit union business to ensure that
such activities are performed in compliance with the letter and the spirit of
the law.
AUTHORIZED ACTIVITY. The acceptance of fees (including special discounts
or any direct or indirect payment of money or property) and other items of value
in return for services the credit union renders is generally prohibited. The
following exceptions may be allowable:
i.
Payments of bona fide salary, wages, and fees or other compensation,
whether paid or reimbursed, when these payments are made in the usual
course of business by the credit union’s sponsoring organization
ii.
Acceptance of gifts, gratuities, or favors based on obvious family or
personal relationships (with parents, children, or spouses or domestic
partner of credit union officials) where circumstances are clear that the
relationship rather than credit union business is the motivating factor
iii.
Acceptance of meals, refreshments, or entertainment of reasonable value
(not to exceed $50 per individual) in the course of a meeting or occasion
while holding a bona fide business discussion, provided these expenses are
otherwise reimbursable by the credit union as a justifiable business
expense
iv.
Except where prohibited by law, the acceptance of loans from banks or
other financial institutions, provided such transactions are made with the
customary terms and are used to finance legitimate and usual activities by
credit union officials, such as for a home mortgage
Employee Handbook
Page 8 of 60
1/29/07
v.
e.
Acceptance of unsolicited promotional materials of nominal value (limited
to $50 per item, per person)
vi.
Acceptance of discounts or rebates on merchandise or services, provided
they do not exceed those that are available to other credit union members
or the general public
vii.
Acceptance of gifts of reasonable value (limited to $50 per item, per
person) on the occasion of recognized events such as job promotions, new
jobs, weddings, retirements, or religious celebrations
viii. Acceptance of civic, charitable, educational, or religious awards in
recognition of a service performed or an accomplishment
ix.
Other activities not identified in this policy may be acceptable on a caseby-case basis with prior written approval from the board of directors. Full
written disclosures must be made and all relevant facts must be consistent
with the activities allowed under the Bank Bribery Act.
PROHIBITED ACTIVITY, The Bank Bribery Act
i.
As stipulated in this act, Alternatives FCU’s employees, officers,
directors, agents, and attorneys are prohibited from soliciting, offering,
promising, or accepting anything of value in connection with any
transaction or business conducted by the credit union if that individual
expects to be rewarded for performing the transaction.
ii.
NCUA Rules and Regulations. Regardless of whether a conflict of
interest constitutes a violation of the Bank Bribery Act, certain activities
could be in violation under the NCUA Rules and Regulations (discussed
below) and therefore are not permitted by Alternatives FCU.
iii.
Investments
(1)
Section 703.5(k)(1) prohibits credit union officials and employees
from receiving any monetary considerations in connection with the
making of an investment or deposit by the credit union.
iv.
Loans and Lines of Credit to Members
(1)
Section 701.21(c)(8) states that it is a conflict of interest for a
credit union official, employee, or an immediate family member to
receive a direct or indirect commission, fee, or other compensation
in connection with any loan the credit union makes.
v.
Loans and Lines of Credit to Officials
(1)
Under section 701.21(d)(5), a loan or line of credit made to or
endorsed or guaranteed by any of the following cannot contain
preferential rates, terms, and/or conditions:
(a)
An official of the credit union
(b)
An immediate family member of an official
(c)
An individual who has a common ownership, investment,
or other financial interest in a business enterprise with an
official or immediate family member of an official
(d)
“Immediate family member” is defined here as a spouse,
domestic partner, or other family member living in the
same household.
Employee Handbook
Page 9 of 60
1/29/07
vi.
vii.
viii.
ix.
GROUP PURCHASING ACTIVITIES. The credit union prohibits
officials, employees, and any of their immediate family members from
receiving any compensation or benefit, either directly or indirectly, in
conjunction with any group purchasing activity made available to the
membership of the credit union.
(1)
Section 721.1© expands on the section 701.21(d)(5) definition of
“immediate family member” to include spouse or domestic
partner, child, parent, grandchild, grandparent, brother, sister, or
spouse of any of these individuals.
Investments in Loans to Credit Union Service Organizations (CUSOs)
(1)
Section 701.27(d)(6) considers it a conflict of interest when
individuals who serve as officials of, or are employed by an
affiliated federal credit union (one that has either invested in or
made loans to a CUSO), or any of their immediate family members
receive any salary, commission, investment income, or other
income or compensation from the CUSO, directly or indirectly, or
from any person being served through the CUSO.
Management Official Interlocks
(1)
Section 711 prohibits an employee or officer with management
functions, including a branch CEO, a director, or any person
serving in such capacity from serving as a management official of
another depository institution or a depository holding company, if
the two organizations have no affiliation, are very large, or are
located in the same local area. This rule applies to management
officials of federally insured credit unions.
Federal Credit Union Act
(1)
Alternatives FCU requires the approval of the board of directors
when a loan is made to a director or member of any board
committee of the credit union in aggregate over $10,000.
(2)
To avoid conflict, Alternatives FCU requires approval by the board
of directors when a loan to a member is guaranteed or endorsed by
a director or member of any board committee of the credit union in
aggregate over $10,000. In addition to the prohibitions stipulated
by regulation, the following activities are not acceptable:
(a)
No director, officer, or employee of Alternatives FCU will
solicit or accept anything of value, including, but not
limited to, gifts, gratuities, fees, amenities, legacies, or
travel or related expenses in connection with any
transaction or business of the credit union.
(b)
Employees are prohibited from accepting expenses paid for
trips or other extensive entertainment by members or
suppliers.
(c)
No officer may accept a personal fee for arranging a loan
from the credit union or from any other person or lending
institution.
Employee Handbook
Page 10 of 60
1/29/07
(d)
(e)
f.
10.
Officials and members of their immediate families are
prohibited from accepting directly or indirectly any bequest
or legacy from a member of the credit union. If the official
learns of such a legacy in a member’s will, the official must
immediately report all pertinent facts to the supervisory
committee and the board of directors. In any event, unless
the bequest or legacy is from a close relative, the official is
not permitted to accept.
Confidential information regarding any member obtained in
the course of business must not be used for personal gain;
nor should it be revealed to any person outside the credit
union without the consent of the member or as otherwise
permitted by law.
REVIEW AND REPORTING
i.
You will, on an annual basis, execute a code of conduct affirmation form
which will be kept on file by the Human Resource Department.
ii.
The supervisory committee is responsible for follow-up on any suspicious
activity evidenced from its review of the affirmation form. The committee
will report to the board of directors any findings that might compromise
the integrity of the credit union or be in violation of the code of conduct
requirements of this policy.
ORGANIZATION STRUCTURE OF ALTERNATIVES
a.
Mid-Managers
i.
Mid-Manager membership consists of CEO, Chief Operations Officer and
others who in the CEO’s opinion should to be present in the room to get a
representative discussion. MM may contain both supervisory and nonsupervisory staff. Mid-Managers may request additional staff to join
meetings. Minutes of each meeting are prepared and distributed to all
staff via the intranet.
ii.
Role of Mid-Managers: Coordinators, filling in “holes”, and bouncing
ideas around; a discussion group whose main function is to ensure that all
work gets done and morale does not suffer. They discuss such things as
policy changes, staffing needs (who might do what work), scheduling
concerns (how to cover work with existing staff). Staff who are not MidManagers can ask their supervisor to bring an issue or concern to the MidMan meeting. Major decisions affecting staff will not be decided at the
first Mid-Man meeting where the issue is introduced, but rather brought
first to the staff’s attention and decided on at a subsequent meeting, giving
staff time for input.
b.
New Council
i.
A council of elected representatives from each department and level of
staff, shall convene to promote communication and provide designated
channels through which to communicate.
Employee Handbook
Page 11 of 60
1/29/07
ii.
iii.
iv.
v.
vi.
vii.
viii.
ix.
Mission: To provide an opportunity for all employees to have a voice in
policy and procedural issues. To provide designated channels for
participation, comments and proposals, and reduce friction recognizing
that the role of the group is advisory, and not a negotiating or decision
making body. To facilitate solutions and resolution to policy matters.
Composition: The New Council will consist of members elected to
represent workers from each department and from the management level.
Representation: There will be one member elected by Managers, one from
Lending, one from Accounting, one from Community Programs and
Legal, two from Operations and one appointee from the CEO for a total
of seven members. Council will review the ratios of representatives to
staff annually.
VISTAS - should vote but not run for representation. Since VISTAs have
a limited term as Credit Union Interns and since some of the issues may
not affect them, they would not make appropriate representatives for
regular staff.
Election and Term: Each group shall elect their own representative(s) for
one year a term. Council members may be re-elected for subsequent terms.
Nominations will occur in Department meetings. People may nominate
themselves or others. One may decline nomination. If a department has
no volunteers, their spot(s) is appointed by the department supervisor.
Each person gets one vote within his or her department. Voting will be by
secret ballot. Each department shall use the same process. Elections will
be quarterly, in order to stagger membership so as to provide continuity.
For the initial formation, the term will be no less than nine months, with
quarterly elections beginning at that time. Once quarterly elections begin,
they will be on the following schedule:
(1)
January:
1 from Managers
(2)
April: 1 from Lending, 1 from Operations
(3)
July: 1 from Accounting, 1 CEO Appointee
(4)
October:
1 from Community Programs and Legal, 1 from
Operations
Meetings: New Council may meet twice a month (for 1 hour during work
hours) as necessary. If needed, Council may request additional meeting
time, such as coordinated working lunches. Additional requests for
meeting time must be approved by members’ immediate supervisors and
the CEO.
Minutes of each meeting are prepared and distributed to all staff via the
Intranet. Council members will also report at department and mid-manager
meetings.
Communication and Process: Issues may be brought to Council in a
variety of ways. This may include, but is not limited to, the following:
(1)
You may bring to any Council member
(2)
You may bring up in Department meeting
(3)
Brown bag lunches” or other events held by Council
(4)
Council- initiated surveys
Employee Handbook
Page 12 of 60
1/29/07
x.
xi.
xii.
c.
d.
e.
Council will gather issues and decide on propriety and priority. If
unsuitable for Council (such as a personal grievance), it will be given back
to the person with direction, or passed to the appropriate channel.
Issues appropriate for Council:
(1)
Suggestions for improving member services
(2)
Recommending new policies or procedures to better the work
environment
(3)
Suggestions for improving or removing current policies and
procedures
(4)
Process clarification
Inappropriate issues for Council:
(1)
Personal grievances
Clump Issues: Some issues may be worked on directly by Council. However,
there may be many issues for which a Clump is appropriate. Council will
introduce the issues at department meetings and in Council minutes. A clump
will be formed at the subsequent Council meeting. The interval between the
meetings will afford all interested parties time to discuss their interest with their
supervisors. The CEO will appoint anyone he feels is necessary to that clump,
and give any other input he may have. Interested staff must have permission from
their supervisor. Council is responsible for due diligence - weighing the interest,
supervisor approval, number of clump participants, etc. Once a clump is formed,
the clump and Council will arrange a time line. Clump will report back to the
Council, and copy the report to the CEO. Updates will be presented and
discussed at Department meetings. Council will bring the issue back to the
department meetings once it is fully developed. From there it will go wherever
appropriate (management, Board Committee, etc.)
Departmental Meetings
i.
Accounting, Loan, and Operations shall meet at least once a month to take
action on any staff wide issue as well as to have training and departmental
updates. Minutes of each meeting are prepared and distributed to all staff
via the Intranet.
Clumps or Project Groups
i.
Clumps, swarms, clusters, groups: If an issue sparks a lot of discussion or
can’t be easily resolved at a Departmental meeting or Mid-Manager
meeting, staff may decide to form a clump to work on the issue. You may
volunteer for a clump, or a clump membership may be appointed and the
hope and desire is that staff with a variety of experience and authority will
serve on a particular clump. The clump works on a proposal during work
time. If members of a clump choose to work on their issue during lunch,
instead of paid time the credit union will buy lunch, up to a limit of
$7.50/person/month (exclusive of the $7.50/mo staff with staff lunch
allowance).
ii.
Recommended guidelines for Clumps
(1)
A clump member may spend 1 hour a week for meeting and 1 hour
a week for research purposes.
Employee Handbook
Page 13 of 60
1/29/07
(2)
(3)
(4)
f.
11.
A clump should consist of no more than 5 members.
Clumps should meet for a maximum of 3 months.
Multiple clumps could be going at the same time, with a maximum
of three.
(5)
Clumps may obtain extensions of time, or increase meeting hours,
if necessary, by approval of the Council, the CEO, and individual
supervisors.
(6)
The clump will bring a proposal regarding the issue to the full staff
for discussion at departmental and mid-manager meetings and then
work on any suggested revisions before returning to the
department or mid-manager meetings for a decision.
iii.
flow Chart for issue process
(1)
Staff submits written issue to Council
(2)
Council reviews issue
(a)
If inappropriate to council, refer to appropriate staff
(b)
If appropriate, prioritize for presentation to staff
(3)
Staff Meeting
(a)
announce issues
(4)
Departmental Meetings
(a)
discuss issues
(b)
call for interested clump volunteers
(5)
Council
(a)
due diligence
(b)
form Clump
(6)
Clump
(a)
Report to Council and/or further discussion/research
(b)
Reports copied to CEO, departments, mid-managers
(c)
Staff, departments, mid-managers, CEO, council input to
clump
(7)
Council - agreement that proposal is fully developed
(8)
Department Meeting
(9)
Staff Meeting
(10) Management
(11) Board when appropriate
Staff Meetings
i.
Meetings are scheduled bi-weekly, with the whole staff attending.
Alternate weeks are all- staff training unless otherwise announced.
Meetings are a forum to share information and to get your input on
particular issues. A staff Swarm, made up of volunteering staff, publishes
an agenda and chairs the meeting. Minutes of each meeting are prepared
and passed to all staff via email.
PERFORMANCE REVIEWS
a.
The performance review is extremely important for you and the Credit Union.
The system that we have established provides you with the most indispensable
Employee Handbook
Page 14 of 60
1/29/07
b.
c.
d.
e.
12.
requirement for doing a good job - knowing what a "good job" consists of from
the point of view of your supervisor. Just as important, the appraisal system will
give you an opportunity to clarify in your own mind precisely what is expected of
you. (You will be asked to review your own performance by filling out your own
form and comparing it with that of your supervisor.) And, finally, the system
offers you a formal opportunity to tell your supervisor how you feel about your
job, your problems, your strengths and weaknesses, and your hope for your future
with Alternatives. If you disagree with the appraisal you receive, ask for an
explanation. We want you to succeed.
Performance raises will be based on the review. The procedure for reviews is as
follows:
i.
a reminder of the upcoming review date is sent to the supervisor by HR.
ii.
The supervisor solicits input from all staff. The responses may be
requested to be kept confidential.
iii.
After completing the review form, the supervisor passes it to the CEO.
iv.
The CEO ensures that the supervisor’s method of review is consistent in
form (interpretation of the scoring system) with other supervisors and that
nothing has been missed.
v.
The supervisor and supervisee meet to discuss the contents of the review.
vi.
After a consultation, the form is signed and given to the Human Resource
Manager to be placed in the supervisee’s personal file.
Generally, your performance will be reviewed three months from your date of
hire (or date of promotion) and then every 12 months from your anniversary date.
Performance evaluations are conducted at the end of Probationary periods or at
any time during the year to help you reach Credit Union goals.
The annual performance evaluation (twelve months from your date of hire or
promotion) will determine the amount of merit increase you may receive.
At the time of promotion or job changes, you will receive a pro-rated merit
increase based on their last performance review. The following reviews will be
three months from the job change and every 12 months from the date of that
promotion.
HIRING PRACTICES
a.
While Alternatives subscribes to a policy of equal employment opportunity
regardless of national origin, federal law mandates that all new hires must furnish
proof of employment eligibility or citizenship to the Credit Union within the first
three days of employment. Proof may take the form of a U.S. passport, certificate
of U.S. citizenship, an unexpired foreign passport with attached employment
authorization, or an alien registration card with photograph or one from each of
the following two lists of documents:
i.
a New York issued driver's license or I.D. card with a photograph, a U.S.
military card, or other document showing issuing authority, and
ii.
a U.S. birth certificate or a social security card or an unexpired INS
employment authorization.
Employee Handbook
Page 15 of 60
1/29/07
b.
c.
d.
e.
13.
Job Listings will be posted in the Mid-Manager’s Meeting Minutes or by staffwide email. A job description will be posted in the mail room. You are
encouraged to talk to the department supervisor for more information. You may
apply for any position by writing to the Human Resource Manager, provided
they are not in an introductory or probationary period.
Interviews, Reference and Credit Checks: While we will endeavor to promote
from within, there will be occasions when Alternatives will look outside the
Credit Union for employees. In such circumstances, the Credit Union will
interview those applicants who are under consideration for immediate
employment. Rarely will the Credit Union interview for positions which are not
currently or soon-to-be available. Consideration will be given to all applicants in
accordance with Alternatives' equal employment policy. The evaluation of the
applicant may include a consideration of the applicant's job-related experience
and ability. The Credit Union may also conduct reference and credit checks on
any or all applicants.
Alternatives hires on the basis of qualifications, promotes on the basis of merit
and, in instances when an employee must be terminated, terminates on the basis
of performance.
All employees must be bonded. Employment is contingent upon such bonding.
HOURS OF WORK
a.
The main office and all departments are open for business according to the
following schedule:
i.
Member Service Lobby Hours
(1)
Monday through Friday 9:00 am to 3:00 pm
(2)
Saturday10:00 am to 1:00 pm
ii.
Drive Thru and Walk Up hours
(1)
Monday through Friday noon to 6:00 pm
(2)
Saturday
10:00 am to 1:00 pm
iii.
Loan Department
(1)
Monday through Friday 9:00 am to 5:00 pm
b.
Work Hours
i.
Schedule depends on department needs.
ii.
The Member Service staff work hours are:
(1)
Monday through Friday
(a)
8:45am to 5:00pm
(b)
or 10:45am to 7:00pm
(2)
Saturday 9:45am -2:00pm
iii.
Generally, hours in other departments are 9:00am to 5:00pm
iv.
VITA, Cents, Money Wise and Student Credit Union have widely
different hours due to seminars and out of the office activities.
c.
The lunch period is 45 minutes to be scheduled by your supervisor, taking into
consideration peak periods in the lobby or department.
d.
Saturday. For regular full time non-exempt staff, Saturday Telling hours will be
paid at time and a half. This is because Saturday is a partial day and the Board is
Employee Handbook
Page 16 of 60
1/29/07
e.
f.
g.
h.
i.
j.
14.
concerned about not setting a trend towards a six day work week. For part-time
staff, Saturday hours will be paid at regular time.
During a full work day, staff may take two 10-minute paid breaks, one in the
morning and one in the afternoon, as needed. These breaks should be taken at
your convenience, keeping in mind department coverage and the work loads of
your fellow employees. Schedule these breaks on an informal basis.
Although working hours may vary from time to time and from employee to
employee, the standard minimum work day has been set at 7.25 hours and the
standard minimum work week at 36.25. There will be times when you are
required to work additional time; however, overtime does not occur until after
forty hours have actually been worked in a work week.
Please be certain that you understand your working hours. Check with your
supervisor if you are not certain.
Board. You are invited to attend Board meetings. The purpose is to familiarize
staff with CU process and to exchange ideas. The meeting time is billable hours
for non-exempt staff. Staff may be invited to present ideas and give input but
only Board members or Board appointed Committee members have voting rights
at the meetings.
Short Days. On occasion people may work less than 7.25 hours on a work day
although the regular work day is 7.25 hours. It is not necessary on these
infrequent occasions to bring a day to 7.25 hours. Staff may not change their
work day if they work over one day in order to work less another day, unless
approved by the Supervisor.
EOM/EOY. End of Month and End of Year processing are the responsibility of
the Accounting/Data Processing Department. Work is scheduled depending on
the procedure as established by the computer vendor and by the number of
additional staff volunteering to participate. The work done outside of regular
hours is considered a “special need” and for non-exempt staff is paid at time and a
half, even if under 40 hours for the week.
ATTENDANCE
a.
Every employee is important to us. Since we are a relatively small organization,
we depend upon you to be on the job every working day.
b.
If anything keeps you from work, call your supervisor as soon as possible so that
arrangements can be made to take care of your workload. Do not just leave a
voice mail message; do speak to another supervisor or manager if you cannot
reach your direct supervisor.
c.
Excused absences are: personal illness, illness in the immediate family, other
forms of emergency, or routine doctor or dentist appointments (for which you
should make prior arrangements with your supervisor). Personal business
appointments should be approved in advance. If you are sick for three or more
days, a letter from your physician may be required.
d.
We are truly in sympathy with the many reasons which may lead to an absence.
However, excessive absenteeism creates hardships on your fellow employees and
on Alternatives, and cannot be permitted. If you are frequently absent, even
though it may be justified and excused, such absenteeism may be cause for
Employee Handbook
Page 17 of 60
1/29/07
dismissal or severe disciplinary action. If you are scheduled for work, but you're
absent you
i.
Use up some of your PTO time, and
ii.
Add one unscheduled absence.
iii.
After 6 unscheduled absences in any 12-month rolling period, disciplinary
action, up to termination is considered.. (Note: tardiness is counted as an
unscheduled absence). Disciplinary action is on a case-by-case basis,
taking all facets of an employee's work history into consideration.
15.
THE INTRODUCTORY PERIOD
a.
All new employees are hired for an introductory period. The introductory period
is 90 days from the date of hire.
b.
During the introductory period you should become acquainted with the policies,
procedures and services of Alternatives. More important, this is the time when
you should learn what your responsibilities are as well as your responsibilities /
relationship to other people in the Credit Union.
c.
During your first few days with Alternatives, you will go through an orientation
process during which you will receive a description of the responsibilities of your
job. Your understanding of the requirements of your position is vital to your
success with the Credit Union.
d.
Your supervisor is here to help you. Should you have any questions regarding
your job or the policies and procedures, please ask him/her or your department
manager.
e.
PTO is not available during the Introductory Period. Accrual of PTO and LTSA
occurs during the introductory period, but any time off from work during this time
will be docked from your pay.
f.
At the end of the Introductory Period time, the Supervisor will complete a
performance review.
i.
A successful review will transition the staff person out of the Introductory
period and into Regular Employment.
ii.
An unsuccessful completion of the introductory period may lead to
dismissal, although there may be instances when an extension of up to 60
days may be added for further evaluation. This will be based upon the
evaluation of your progress by your supervisor during this time.
iii.
The introductory period review will not entail a wage increase.
Performance wage increases are dependent upon performance at the
annual performance review.
g.
Completion of the introductory period does not imply a contract of continued
employment.
16.
COMPENSATION AND PERFORMANCE EVALUATION PROCESSES
a.
Alternatives Federal Credit Union’s fundamental compensation policy is to pay its
employees a fair and equitable amount for their services without regard to race,
sex, age, national origin, color, sexual orientation, religion, mental or physical
disability, or veteran’s status. The compensation program is designed to attract,
retain and motivate competent employees while providing a proportionate control
Employee Handbook
Page 18 of 60
1/29/07
of payroll costs. Achieving the objectives of the policy requires establishment
and maintenance of a salary system that is:
i.
Internally consistent
ii.
Externally competitive
iii.
Responsive to changes in economic conditions
17.
WAGE AND SALARY ADMINISTRATION
a.
Wage Charts
i.
Alternatives Salary structure:
(1)
Permits the payment of wages that compare favorable with wages
for similar positions by companies with which Alternatives
competes for personnel on a national, regional, area, or industry
basis.
(2)
Provides an adequate monetary differential between wage ranges
to compensate for increased responsibility, skills, and mental
requirements.
(3)
Provides adequate flexibility to pay a wage appropriate to the
quality of performance of each employee and provides motivation
to work toward achieving Alternatives’ objectives.
(4)
Alternatives has a three tier wage structure: Executive, Exempt,
and Non-exempt
(a)
Non-exempt salary structure is based on the local labor
market since non-exempt employee are typically not going
to transfer from other locations for the wages paid. Skills
are considered easily transferrable.
(b)
Exempt salary structures relate to the local/regional or
industry labor market. Skills are more specialized and less
transferrable outside the industry.
(c)
Executive salary structures relate to the regional/national or
industry labor market. Some skills are available within, and
transferable within, a particular industry and thus are
recruited from a much larger (national) labor market.
Executive positions tend to have much higher level of
responsibility/authority/liability within the organization.
Generally the top 3-4 people within an organization of 50
employees are considered executive.
ii.
Wage ranges are reviewed annually with the assistance of Compease and
upon approval of the board, become effective the 1st payroll after board
approval, usually January. New rates apply as reviews come up after that
date unless your current wages are below the entry level of your grade, in
which case your wage will be adjusted on the chart effective date to move
you to at least the minimum.
iii.
Grade Levels
(1)
Grade levels have been determined by evaluating a job description
based on 8 factors.
(a)
Education
Employee Handbook
Page 19 of 60
1/29/07
(b)
(c)
iv.
v.
Experience
Management Scope (does the holder of this position
supervise)
(d)
Interpersonal Skills
(e)
Operational Latitude
(f)
Mental Process
(g)
Impact on Profitability
(h)
Organizational Latitude
(2)
The grade levels show relative standing in the Credit Union from
grade 1-18.
(3)
All positions have a grade range of several thousand dollars. This
enables an employee who holds a particular position for more than
a year to continue to receive wage and salary increases (depending,
of course, on performance).
Wage Ranges
(1)
Each range has a Minimum, Midpoint and Maximum level.
(a)
Minimum - the wage paid to “beginners,” learners,
trainees or apprentices.
(b)
Midpoint - the going rate paid an experienced employee
whose performance has been graded a minimum of
“Good”, usually after a minimum of 2 years in a position.
(c)
Maximum - the top rate paid an outstanding employee,
usually after several years of excellent service.
Starting Wages
(1)
The starting wage for each position is determined first by grade,
then by the minimum or midpoints of the range as defined above.
All regular staff will start, at minimum, at the livable wage.
(2)
Livable Wage is the amount a single person needs to be
compensated for full time work to live in this community. To
determine the livable wage, the Credit Union looks at the basic
costs of living in Tompkins County: rent, clothing, food, utilities,
and taxes. Savings and entertainment are included to arrive at the
final, gross estimate. This annual figure is divided by the average
number of hours hourly employees works to provide the hourly
rate. An employee who joins the Credit Union with little or no
experience as a Grade 5, for example, would be hired at the livable
wage since the minimum of Grade 5 is below the livable wage.
(3)
The hiring range is considered to be between the minimum and
midpoint of a given range. Except for exempt employees at the
most senior levels in the Credit Union, it would be rare that an
individual would be hired (or promoted) to a starting salary in the
maximum for a grade. Even with exempt employees, however,
problems can be created by hiring at the maximum since that
leaves little room for growth. The grade to be assigned a particular
individual should be examined carefully, since one of the few ways
to change grades is with increased responsibilities.
Employee Handbook
Page 20 of 60
1/29/07
b.
Salary Increases
i.
There are a number of types of salary increases: annual merit,
promotional, midpoint, and industry standard change.
(1)
Performance Merit Increases will have a range as follows:
(a)
Outstanding Performance = 3 - 4 %
(b)
Excellent Performance =
2-3%
(c)
Good Performance =
1.5 - 2 %
(d)
Satisfactory Performance = 0%
(e)
Note: Satisfactory performance is acceptable performance.
There is nothing wrong with an employee whose
performance is “just” satisfactory; however, since we strive
for excellence as an Credit Union and expect excellent
performance from our employees, there is no merit increase
for satisfactory performance. “Below standard
performance,” indicates a marginal employee, one who
will not be retained by the Credit Union.
(f)
Merit increase percentages are reviewed annually by the
board at the time of the Compease Wage Chart review and
changed when Consumer Price Index and salary surveys
indicate that wages are creeping ahead or falling behind.
(2)
Promotional Increases are given to those employees who, because
of previous performance, training and understanding, or increased
responsibilities (or a combination of these factors), are awarded
higher positions in the Credit Union. If a promotion is given at the
time of an annual review, a merit increase plus a promotional
adjustment is possible. If a promotion is given at any time other
than at the time of the annual review, an increase would normally
be given at that time and the next review date would be one year
from the date of promotion. A prorated merit increase for the
intervening period should be considered by CEO and Department
Head in conjunction with HRM and if appropriate, included as part
of the promotional increase. A full review may be requested by
CEO to determine the prorated merit increase.
(3)
Cost of Living Adjustments are not made at Alternatives.
Adjustments are calculated into the annual salary chart review and
are included in the merit increase.
(4)
Review of Livable Wage is biannual and adjustments are made to
the entry wage upon completion of that review by board vote.
(5)
Midpoint Adjustment . When an employee has been in a position
for a minimum of at least 2 years, and the employee is performing
the full job responsibilities, and has had at least a “Good” review
for each of those 2 years, their supervisor may recommend an
adjustment to midpoint at the conclusion of the performance
review. The CEO will make a determination whether to bring the
wage to or near midpoint. For an executive employee, the review
Employee Handbook
Page 21 of 60
1/29/07
c.
18.
period may be longer 3-4 years, depending on the complexity of
the position.
(6)
Chart Update Adjustments: There are times when the market value
of a position increases dramatically after a position has been filled.
When this occurs, it is possible to adjust the individual's wages to
meet minimum industry (and/or geographic) standards for the
position. It should be made clear to the individual that this is not a
merit increase, but an adjustment based upon outside criteria.
Adjustments may affect the individual's next performance review
period, i.e., the next performance review may be one year from the
date of the adjustment.
Bonuses: Bonuses may be awarded in a number of ways. Supervisor
recommendation, Board recommendation, Credit Union wide, year end profit
401k. To encourage the use of local currency, a portion of most bonuses will be
given to employees in Ithaca Hours.
i.
Supervisor recommendation: Exceptional service, surpassing goals, highly
challenging project completion, numerous member compliments. General
range $50-$200
ii.
Board recommendation: Exceptional work accomplishing an extremely
challenging goal. Amount open to board discretion and budgetary
constraints.
iii.
Credit Union Wide bonus: Generally same dollar amount for all staff (may
be prorated for less than 1 year of service).
iv.
Year end discretionary 401k profit sharing: Based on end of year
financials for all eligible staff. Amount is up to 4.5% of annual
compensation, approved by Board vote in the first quarter fo the following
year.
PERFORMANCE APPRAISALS
a.
Performance appraisals at Alternatives Federal fulfill an important purpose for
staff, management, and for the Credit Union. (The meeting for Performance
appraisals are attended by the supervisor and staff person. The results will be
shared with the Human Resource Manager and CEO for Salary Adjustment
decisions.) The system mandates a written appraisal and a formal interview as a
means of guaranteeing certain vital objectives. Whether or not they are met
depends in large part on how well this important job is performed. The objectives
are:
b.
To let you know how they stand with their supervisor by giving them a candid
appraisal of their performance during the past performance period - letting them
know how the job they've done compares with the job that was expected of them.
c.
To provide you with a formal opportunity to express themselves to their
supervisor, with equal candor, about the job and its requirements, expectations,
supervision and support, and other performance-related issues.
d.
To provide an opportunity for you to strengthen their working relationship by
uncovering any misunderstandings or differences in interpretation, and by laying
the groundwork for more open, honest, day-to-day communications.
Employee Handbook
Page 22 of 60
1/29/07
e.
To provide a framework in which you and your supervisor can identify and define
together areas where performance might be improved, and work out a program for
doing so.
f.
To provide a forum for a frank discussion of possible opportunities for future
growth and advancement.
g.
To provide a formal opportunity for you and your supervisor to develop goals and
strategies for the next appraisal period, and to reach an understanding on methods
to be used, results to be expected, and standards to be observed.
h.
To provide uniformly consistent documentation which the Credit Union may use
to make placement, training, promotion, transfer or termination decisions, and to
defend those decisions should they be challenged under EEO and other labor laws
and regulations.
i.
Note: Reviews are conducted on the employee's anniversary date in the
position or a year from the previous review. A supervisor may use the
review forms and formats for counseling, planning, or training purposes at
any time during the employment year.
i.
Benefits of the Appraisal System:
i.
For you, the system provides the most indispensable requirement for doing
a good job - knowing what a “good job” consists of from the point of view
of the supervisor. It gives you an opportunity to clarify in your mind own
mind precisely what is expected, and to be given, whenever possible,
preassigned targets and standards for measuring that performance.
Moreover, it offers you a formal opportunity to tell the supervisor how he
or she feels about his or her job, any problems, personal strengths,
weaknesses, and hopes for the future.
ii.
For the Credit Union, the performance appraisal system is an
indispensable tool in two of its most important functions: the intelligent
expenditure of one of its largest cost items, the salaries paid to employees;
and the development of its human resources to meet the management
demands of the future. Fair and honest appraisals are essential to
Alternatives's “pay for performance” objective: a program of competitive
salaries that truly reflects the quality of individual performances.
j.
Performance Appraisals - The Format and System
i.
There are three performance appraisal forms. These are found in the
“Appendix” of this manual. The difference between the two supervisor
forms is that one provides checkoff comparisons for the main areas of
performance. The other is much more open-ended. Both include
objectives-setting as part of the review. The evaluation forms were
designed to be objective as possible and refrain from dealing with personal
characteristics and traits which are not measurable. The supervisor may
choose either form after the first year. A self assessment form may be
used by you for the introductory review and subsequent reviews after the
first annual review.
While some “personal characteristics” listed on appraisals relate to management
principles such as planning, organizing, directing and controlling, all employees are involved in
these activities to varying degrees. Where this may cause some confusion, such as under the
Employee Handbook
Page 23 of 60
1/29/07
criteria, “Leadership,” that factor has been broadened to read, “Leadership/Cooperation.” If an
individual's position does not require “leadership,” it always will require cooperation. (Rate the
individual by following the description of the criteria listed.)
Employee Handbook
Page 24 of 60
1/29/07
(1)
(2)
k.
Since there is no form and no criteria which is totally objective, the
way in which a review is done is critical. The following steps have
yielded good results in this regard:
(a)
When filling out any performance evaluation, you and your
should independently complete the appropriate form.
(b)
Your supervisor should complete a performance evaluation,
invite input from all other staff, but followup with staff
who work directly with the person being evaluated. Your
supervisor will pass the completed review with goals and
staff comments to the CEO to review for consistency and to
insure all necessary areas are reviewed.
(c)
You will meet with your supervisor to discuss your
performance. During the performance interview, when
there are discrepancies in perception between you and your
supervisor, the door has been opened for counseling and
communication designed to improve your performance.
(d)
This is also an ideal opportunity for career path planning.
(3)
The performance evaluations are “scored.” The accuracy of these
scores, at times, will be questionable and are meant as final check
rather than an actual numerical evaluation of performance.
(4)
Scores are relative. An employee may be evaluated as being
“excellent” or “outstanding” in a number of areas, but if just one
criteria is scored as “unsatisfactory,” the employee's total
performance may be unsatisfactory. For example, an employee is
rated as "outstanding" on job knowledge, quality of work, and even
member relations. At the same time, the employee has been absent
from work 12 days in a seven month period. That employee
should be evaluated as “marginal” or “unsatisfactory” since overall
performance must be tied to attendance records.
(5)
Another example is the employee who performs satisfactorily but
has a “poor attitude.” Since “attitude” is difficult to define, the
supervisor should look at the ways in which that attitude affects the
employee's work and, more importantly, how it affects the work of
others in the Credit Union.
(6)
The current scoring method has the one great advantage of
weighting a mixture of factors and criteria of performance as
opposed to the usual method of “averaging” performance in
several areas.
Appraisal and Merit Increases - Review Periods
i.
Employees will receive annual (and interim) performance appraisals and
possible merit increases based on anniversary date or date of promotion
and starting or present salary.
ii.
All new employees will start in a three month review period although the
evaluation period in all areas may be extended up to 60 days if necessary.
iii.
All employees receive a performance review after three months; however,
usually there are no merit increases possible prior to twelve months of
Employee Handbook
Page 25 of 60
1/29/2007
l.
m.
n.
service.
iv.
A performance evaluation is not a guarantee of a wage or salary increase.
Also, it is expected that supervisors will give “interim reviews” as needed,
that is, reviews between “formal” evaluation dates.
Promotions
i.
Promotions at Alternatives are based upon merit - proven abilities, skills,
and potential.
ii.
The performance evaluation is the primary basis for promotion. An
individual who has consistently performed in an excellent manner will, of
course, be the one the Credit Union looks to when promotional
opportunities occur.
iii.
Alternatives recognizes the fact that there are individuals who are
excellent performers, enjoy their current positions, and have no desire for
promotion. These, too, are valued employees and will be rewarded for
their performance in their current positions.
iv.
Any employee who believes that he or she is capable of performing
another job in the Credit Union should talk with his/her supervisor or
manager, or speak with someone in Human Resources. If there is a
position open at the time, the individual will certainly be considered for
such a position if he/she qualifies.
Lateral Moves
i.
There are times when an employee will be transferred from one
department to another. If the new position is the same as the previous one
and there is no increase in responsibilities, the move would be considered
a “lateral” one. There would be no increase in wage, salary or other
benefits.
ii.
If the lateral move is at the request of the Credit Union an increase in base
wage or a “premium” pay may be granted at the discretion of the
Management.
iii.
Normally, lateral moves are not made when an employee is performing in
an unsatisfactory manner in his present position.
iv.
If a lateral move does include some additional or more difficult
responsibilities, salary will be adjusted accordingly.
v.
If the new position reduces responsibilities, there may be a corresponding
decrease in wages, or an extended period between pay increases,
depending on the reason for the demotion.
Job Descriptions
i.
Alternatives Credit Union maintains current job descriptions for all
positions. The job description is designed to provide management and
supervisory personnel with an overview of individual and department
training needs as well as manpower planning and placement needs. These
will continually be updated and should be reviewed annually.
ii.
As a position changes, the job description should change as well. Human
Resources should be advised of any changes in responsibilities for a
position as it occurs.
iii.
All employees should complete a Job Description Questionnaire on a
periodic basis at the discretion of the supervisor, CEO, or HR Manager.
Employee Handbook
Page 26 of 60
1/29/2007
iv.
When a job description review results in an increase in the grade of the
position, a raise may result. If an increase in pay rate is indicated, the
raise becomes effective at the completion of the job description review
process.
19.
OUTSIDE EMPLOYMENT
a.
Your job in the Credit Union should be your primary employment. You should
not accept or take on other full or part-time regular employment without prior
written approval of the CEO. The CEO will review for conflicts of interest and
situations that may negatively impact your ability to perform your duties at the
Credit Union.
20.
ACCESS TO PERSONNEL FILES
a.
Your personnel file is kept by the Human Resource Manager and is not accessible
to anyone except your supervisor, the COO and the CEO.
b.
Included in your file will be your employment application, W-4 form, I-9 forms,
job and wage history with the Credit Union, performance evaluations, and any
other permanent record of your employment with Alternatives.
c.
Any letter received from members - whether complimentary or critical - regarding
a service you performed will also be shown to you and placed in your file. You
may also submit letters and certificates that you have received for inclusion in
your file.
d.
You may see your file, but you must make an appointment with the Human
Resource Manager before doing so. This is a courtesy to her so that her work will
not be interrupted, except when she has time to do so. You may also request
copies of any document in your file that does not contain information that was
requested to be confidential, such as reference checks or complaints.
21.
EMPLOYEE STATUS
a.
A determination of your employee status will be made at the time of your
employment or job change with Alternatives Federal Credit Union. If you have
any questions regarding your assignment, please see your supervisor or speak
with the Human Resource Manager.
b.
Exempt Employees are generally those who are in managerial or supervisory
positions. An exempt employee does not fill out time cards nor is he/she eligible
for overtime compensation.
c.
Nonexempt Employees are generally those paid on a monthly, weekly, or hourly
basis and whose jobs are primarily "clerical" in nature. Nonexempt employees are
eligible for overtime and do fill out time cards.
d.
A Full-Time Employee is one who works 30 hours or more in a week on a weekly
basis. For full benefits, an employee must work at least 36.25-hours per week.
e.
A Part-Time Employee is one who works less than 30 hours a week and is
normally paid on an hourly basis. A part-time employee must work at least 21
hours a week to receive prorated benefits
f.
A Regular Employee is one who has satisfactorily completed the introductory
period and may be either full-time or part-time.
g.
A Temporary Employee is one who is hired for a specified period of time to
Employee Handbook
Page 27 of 60
1/29/2007
complete a given assignment.
22.
STAFF REQUESTS for FLEX- OR PART-TIME EMPLOYMENT
a.
Flex- or part-time employment is a variation of full-time employment. Flex- or
part-time is a benefit the Credit Union will try to provide if the individual job
allows for such scheduling. Some positions are less adaptable, or more
conducive, to flex- or part-time because of business hours.
b.
Employees on flex- or part-time will have a clearly defined schedule; will be
required to participate in non-core jobs and Saturday schedule rotations if needed;
and must be flexible to work different shift(s) temporarily to cover another’s
vacation or sick time.
c.
Criteria to change to Flex- or part-time:
i.
One year of employment, unless change is requested by the Credit Union.
ii.
Service to members will be adequately covered
iii.
Job performance will not suffer
iv.
Sufficient back-up for jobs
v.
Fairness amongst staff
vi.
Need for supervision
vii.
Seniority-based on date hired (as tie-breaker)
d.
The decision to approve flex- or part-time is made at the Mid-Manager meeting.
You request flex- or part-time through their Supervisor and the proposal is
presented to Mid-Managers and announced in the minutes. Each staff person may
at this time have input through his/her supervisor which is then brought back to
Mid-Managers.
e.
Should the Flex- or part-time position need to be rescinded, decision will be made
by Supervisor, Human Resource Manager, and CEO for good cause with 14 days
notice.
23.
PAYCHECKS AND PAYDAYS
a.
Your total paycheck includes direct and indirect compensation in terms of
contributions made by Alternatives on your behalf in the following areas:
i.
Group Health Insurance
ii.
Life Insurance
iii.
Long-Term Disability Insurance
iv.
New York State Disability Insurance
v.
Unemployment Insurance
vi.
Social Security
vii.
Workers' Compensation Insurance
viii. Paid Time Off
ix.
Holidays
b.
All non-exempt employees are paid every two weeks for the hours actually
worked as follows:
i.
The workweek is from Sunday to Saturday and payday is every other
Thursday.
ii.
If payday falls on a Thursday holiday, pay will be given to employees on
Wednesday.
c.
Payroll is paid on every other Thursday.
Employee Handbook
Page 28 of 60
1/29/2007
d.
e.
24.
It is extremely important that you be sure to have your hours to your supervisor
by the end of the last day of the pay period, so the time sheets may be reviewed
and passed on to HR before Monday at 10 a.m.
If HR does not receive a paysheet by 10 am Monday, HR is not required to pay
you. You will have to make a request for exception to the CEO.
EXCHANGE TIME FOR EXEMPT STAFF
a.
Exempt exchange time is not intended to provide any compensation in addition to
established salaries. Rather, it is a means of providing greater flexibility in
scheduling work hours for exempt, salaried employees. Exchange time may be
awarded at the discretion of the CEO.
i.
Work overages of more than five hours on an unscheduled(usually not MF) day may be considered for exchange time.
ii.
CEO or supervisor determines whether significant(over 4 hours) hours
worked by an exempt employee which exceed 40 in a workweek will be
accrued as exempt exchange time under this policy. Exempt exchange
time tracking will be done on an honor system by exempt employees, in
consultation with their supervisors. The CEO may require formal tracking
at his discretion. Employees should note exempt exchange time use on
payroll sheets, but HR will not be regularly tracking this item.
iii.
Exchange time may be taken either before or after the hours worked.
When exempt exchange time is taken in advance, the exchange hours must
be identified in advance.
iv.
The employee must take all exchange time within 90 days or forfeit the
hours.
v.
Exchange time may be awarded to employees exempt from FLSA
provisions on an hour-for-hour basis.
vi.
Exchange leave may not be transferred to any other type of leave.
vii.
There shall be no cash compensation for accrued exempt exchange time at
the time of termination. Exchange leave is lost when an employee is
separated from service. The employee's separation date may not be moved
forward in order to pay for exchange time.
b.
Conditions:
i.
Exempt staff are salaried employees whose work commitments are tied to
their job assignments and not to an hourly schedule. Exchange time is
available only to exempt staff
ii.
Exempt exchange time is not intended to provide any compensation in
addition to their established salaries. Rather, it is a means of providing
greater flexibility in scheduling work hours for exempt, salaried
employees.
iii.
Exchange time may be awarded to staff exempt from FLSA overtime
provisions on a half/day or full day basis. Guidelines: a half-day
commitment is four hours; a full-day commitment is eight hours.
Exchange time is earned on an hour-for-hour basis and is not earned at
time and one-half.
iv.
Exempt staff whose work commitments involve regular duties or
additional duties to be performed on weekends may request exchange time
Employee Handbook
Page 29 of 60
1/29/2007
c.
d.
if these commitments involve a minimum of one half-day to fulfill.
v.
Exempt staff whose work commitments involve regular or additional
duties to be performed during the Monday-Friday work week may request
exchange time if these commitments involve a minimum of one half-day
to fulfill in addition to their regular work day assignment.
vi.
Exchange time will be considered for additional temporary assignments
that go beyond the employee's normal responsibilities according to the
time commitments listed above. These assignments include training and
travel commitments, as well as special projects.
vii.
Exchange time must be taken within 90 days or forfeited.
viii. Exchange leave may not be transferred to any other type of leave.
ix.
There shall be no compensation for accrued exempt exchange time at the
time of termination. The employee's separation date may not be moved
forward in order to pay for exchange time
Approval:
i.
Exempt employees must submit advance exchange time requests to their
supervisors for approval. Exchange time requests may be made after-thefact for unanticipated exchange time situations.
ii.
Exchange time will not be approved for commitments that are part of an
exempt person's normal job responsibilities, such as the Annual Meeting
and Board Meetings. Only in extenuating circumstances will exchange
time be considered for extra time needed for your regular assignments.
Your supervisor and the CEO must approve these special requests.
iii.
Exchange time may be approved in advance if the awarded exchange time
will be taken in the same pay period that it is earned.
Process:
i.
Exchange time will be tracked through the payroll system. The payroll
system tracks leave in hours so that exchange time earned will be
converted to hours. You will continue to enter exchange time earned and
exchange time taken on your timesheets.
25.
OVERTIME FOR NON-EXEMPT STAFF
a.
Overtime will be paid to any non-exempt employee who works in excess of 40
hours in a work week. Overtime will be paid at one and one-half times your
hourly pay.
b.
Overtime must be approved in advance by your supervisor. No employee may
work overtime of his/her own accord. You may not work through your lunch
period or come to the office prior to the start of the work day without written
consent from your supervisor (which must also be approved by the Human
Resource Manager). Overtime, and all time worked for that matter, must be
recorded on your time sheet which must be signed by your supervisor.
c.
On specific occasions when the Credit Union's 'special needs' must be met,
Alternatives Credit Union will pay overtime at time and one-half hourly rates for
hours worked.
26.
PAYROLL DEDUCTIONS
a.
The following are deductions from your gross pay as specified by law or as you
Employee Handbook
Page 30 of 60
1/29/2007
elect:
i.
Federal Income Tax Withholding: The amount varies with the number of
exemptions you claim and, of course, the amount of your gross pay.
ii.
State Income Tax Withholding: The same factors apply to state as federal
withholding.
iii.
Social Security: The Federal Insurance Contribution Act (listed on your
paycheck as "OASDI") requires that a certain percentage of your earnings
be deducted and forwarded to the federal government, together with an
equal amount contributed by Alternatives Federal Credit Union.
iv.
Medicare Taxes are withheld every month and the cumulative amount paid
will be listed on your "Pay Statement." (Listed on your paystub as
Medicare.)
v.
Flexible Spending Account (FSA): Health insurance premiums will be
deducted from your paycheck pre-tax. You may opt to withhold for
medical care (up to $4,000) and dependent care (up to $5,000).
vi.
Other regular contributions can be deducted at your request.
(1)
Parking
(2)
Coffee
(3)
Elective life insurance
(4)
Health club
(5)
Ithaca Hours
(6)
Ithaca Health Fund
27.
HOLIDAYS
a.
Generally, taking public requirements into consideration and following the lead of
the Federal Reserve Bank of New York, the Credit Union will observe these
holidays each year:
i.
New Year's Day
ii.
Martin Luther King's Birthday
iii.
Presidents' Day
iv.
Memorial Day
v.
Independence Day (July 4)
vi.
Labor Day
vii.
Columbus Day
viii. Veteran's Day
ix.
Thanksgiving Day
x.
Christmas Day
b.
Full-time employees who work at least 36.25 hours/week are eligible for regular
holiday pay (7.25 hours), while employees who work 21-36.25 hours are eligible
for pro-rated holiday compensation. All employees will receive the day off.
c.
If a holiday falls within a vacation period, you will be allowed an additional day
of vacation for the paid holiday. For example, if July 4 falls on a day during the
same period when you are on vacation, you may take another day off during the
calendar year.
d.
If a federal holiday falls on a Saturday or Sunday, you will be credited with a
Floating Holiday.
Employee Handbook
Page 31 of 60
1/29/2007
28.
PAID TIME OFF
a.
Alternatives realizes the importance of vacation time as a period of rest and
relaxation away from the job. PTO is requested by employees approved by
supervisor, Human Resources, and Mid-Managers with due consideration for
"peak traffic periods" in the office or department
i.
Eligibility: All regular full time employees are eligible for PTO after
having completed at least three (3) months of continuous service with
Alternatives.
ii.
Employees hired on a temporary basis are not eligible for PTO
iii.
Eligibility is determined by your current status and is not retroactive
iv.
After one year of continuous service, regular part-time employees working
a minimum average work week of 21 hours are eligible for prorated PTO.
v.
PTO Term: Regular full time and part-time employees are entitled to PTO
based upon date of hire, length of service, and status with Alternatives.
The following PTO terms apply:
(1)
full time employees who work at least 36.25 hours/ week are
eligible for PTO pay at a rate of 7.25 hours/day, while
(2)
employees who work 21-36.25 are eligible for pro-rated PTO
compensation.
vi.
Length of service ...........PTO Term
(1)
Year 1 through 3 ................ 18 days
(2)
Year 4 or more ................... 24 days
b.
Date of Hire and PTO: You begin accruing PTO leave from the first day of work.
You are eligible for PTO 3 months from date of hire but may not take more than
you have accrued during your first year of employment.
c.
PTO Requirements
i.
Employees must use all available PTO before taking time off without pay.
ii.
Each employee is required to take 1 full week (5 consecutive work days,
exclusive of holidays) of PTO in a rolling 12 month period for internal
control purposes as well as one’s own mental health.
iii.
Carryover: Each November, you should review their unused PTO. If you
member have more than 108.75 hours(15 days), you may convert up to 5
days(36.25 hours) of PTO, as follows:
(1)
Up to 5 days (36.25 hours) may be converted to pay calculated at
the employee’s regular hourly rate, to be paid the 1st payroll in
December
(2)
Up to 5 days (36.25 hr) may be converted to long term sick
account.
(3)
Conversion may only be in one (1) day (7.25 hr) increments
(4)
PTO balance may be no more than 30 days (217.5 hours) at any
time. When the balance reaches 30 days (217.5 hours), the
employee will not accrue any more PTO until his/her PTO balance
drops below 30 days (217.5 hours)
iv.
Should the employee leave Alternatives, any earned but unused PTO will
be paid to the employee in subsequent payrolls following termination.
Since wage stubs will be mailed, it is very important that the employee
Employee Handbook
Page 32 of 60
1/29/2007
d.
advise the Credit Union of any changes of address.
v.
PTO may be used for routine doctor or dental appointments. The
employee should request approval from his/her supervisor as much in
advance as possible of such appointments.
vi.
An employee may use PTO for bereavement – Should an employee not
have enough time available, PTO not yet accrued may be used in advance
for bereavement. In these rare instances, the advance request must be
approved by the employee’s supervisor and HRM or CEO. Advanced
PTO will be paid out in the next payroll upon the employee’s return.
Requesting PTO
i.
Employees will, with due consideration of the needs of the Credit Union,
be permitted to take their PTO at the time they request.
(1)
When Pto requests are received by Supervisors they
(a)
check the leave request calendar on the Intranet.
(b)
look at the whole department picture
(c)
Supervisor recommends or denies request based on
department needs, and passes the request to the Human
Resource Manager
(2)
HR Manager may approve up to 20% of FTE on a given day. The
Human Resource Manager review will consider the
(a)
timeliness of the request,
(b)
most recent PTO granted, and
(c)
previous holiday history. MM will decide department
staffing and CU wide concerns.
(3)
Mid-Manager may review requests that exceed 20%.
ii.
Back-up. Prior to going on PTO, it is your responsibility to discuss and
arrange coverage of their responsibilities with their supervisor, and
arrange to remind back-ups of what to do. It is recommended that the
planned coverage be put in writing and distributed to staff who might need
to route calls, continue research, etc., via vacation@alternatives.org
iii.
Timing of PTO requests. In order to give all employees an equal
opportunity to schedule PTO,
(1)
One time a year, i.e. every 365 days, you may request approval for
PTO more than 120 days in advance. This request must be
discussed and agreed upon by their entire department. The request
will then be reviewed and decided upon by the Human Resource
Manager. This exception is meant to accommodate travel plans
more than 120 days in advance. Advance PTO requests are not
available for the Thanksgiving or Christmas Holidays.
(2)
Besides 365 day and Thanksgiving or Christmas Holiday requests,
all other PTO requests received more than 120 days in advance
will be held until 120 days in advance and decided with other
advance requests.
(3)
PTO requested less than 120 days in advance will be considered
on a first come first served basis following the guidelines for
Requesting PTO above
iv.
Year End Holiday PTO request process
Employee Handbook
Page 33 of 60
1/29/2007
(1)
(2)
(3)
(4)
(5)
To insure that a maximum number of staff will have an
opportunity for Holiday time off and that member service will not
be diminished during this busy time, a special process for PTO
scheduling applies to the Year End Holidays.
The Year End Holiday process applies to time off requests for the
Tuesday-Saturday of Thanksgiving week and December 19January 5th.
The Human Resource Manager will notify staff in August of an
advance date by which Thanksgiving, Christmas and New Year's
Holiday requests are due to be submitted through department heads
to the HRM. .
The Mid-Managers will make decisions on those requests
balancing the needs of departments, staff and members.
Since the advance request process will leave staffing at a
minimum, requests for Year End Holiday time off submitted after
the Advanced Holiday cutoff date including non-emergency
doctor appointments, will be considered individually and will
follow the maximum staff out guidelines as defined under
Requesting PTO.
29.
LEAVE WITHOUT PAY
a.
Leave without pay (leave of absence) is not regularly available except as
presented in this document as:
i.
Maternity
ii.
Paternity
iii.
Adoption
iv.
Emergency
v.
Military
vi.
Jury Duty
vii.
Inclement weather absences
viii. Disciplinary suspension
30.
MATERNITY LEAVE
a.
Maternity leave will be granted to a regular full-time employee when her
physician determines that she should stop active employment. Insurance
premiums will be paid for a maximum of three months while an employee is on
maternity leave.
b.
Alternatives will guarantee a full-time or part-time employee her job back (or a
comparable position) at comparable wages if the employee returns to work within
91 days.
c.
Leave will continue until the physician determines that she is able to resume
work.
d.
Maximum maternity leave is 90 days and includes any pregnancy-related sick
leave taken prior to the birth of the baby. Any pregnancy related illness prior to
maternity leave will reduce the allowable duration of the leave.
e.
The employee will let her department or branch manager know of her intention to
take maternity leave as soon as it can be determined.
Employee Handbook
Page 34 of 60
1/29/2007
f.
g.
h.
i.
j.
k.
31.
As with other forms of sick leave, if a prolonged absence is necessary, a doctor's
statement outlining the reasons the employee cannot resume work will be required
every 30 days.
Any accrued but unused LTSA and then PTO time will be paid to the employee
on the first regular payday or paydays following the start of Maternity Leave.
LTSA and PTO time will accrue only on the LTSA and PTO portion of maternity
leave.
A note from the employee's physician is required after the sixth month of
pregnancy stating the employee's ability to work. In no instance will an
employee's own judgment be used. This is for the employee's protection.
A letter from the employee is desirable as soon as am employee has decided not
to return to work.
Performance appraisals will be delayed by the number of months of the leave.
OTHER LEAVES AND TIME OFF FROM WORK
a.
The Credit Union does not continue health insurance premium coverage for
employees on non-medical leaves of absence. These premiums may be self-paid
under COBRA provisions. The Human Resource Manager can provide you with
additional information on this subject.
b.
Paternity and Adoption Leaves: After completion of one year of service,
Alternatives will grant paternity leave for fathers of newborns or adoption leave
for either parent of a newly adopted child. The leave will be without pay and be
for a maximum of 90 days.
c.
Note that in many respects, paternity and adoption leaves follow the same
"principles" as maternity leave. Accrued PTO should be used toward these
leaves, but unlike maternity leave LTSA may not be used since these are not
disability leaves.
d.
Emergency Leaves may be approved by your supervisor or CEO and are defined
as illnesses in the immediate family or other types of family crises.
e.
Military Leave of no more than two weeks duration is authorized by Alternatives.
An employee called to reserve duty will be paid the difference between his or her
current Credit Union rate of average payroll during past 6 months, not including
overtime and bonus, and military pay received. Unpaid leave will not be counted
in the six months used to determine the average. Vouchers for military payment
must be retained by the employee and submitted to the Human Resource
Manager.
f.
Jury Duty: Employees who are called to jury duty (or as a witness pursuant to a
subpoena or other court order) must give immediate notice to their supervisor and
will be granted full pay to a maximum of 40 hours while serving, without
deduction of jury fees. If practical, we would appreciate your calling to appraise
your supervisor of the exp[ected length of a trial or the jury duty. Employees who
are called but do not have to serve on a given day are expected to be at work on
the day(s) when they are free from jury duty.
g.
Inclement Weather: Alternatives will close for business due to inclement weather
when the Tompkins County Sheriff closes county roads. You will be informed of
these conditions through a phone tree.
Employee Handbook
Page 35 of 60
1/29/2007
i.
ii.
iii.
iv.
When the Credit Union is open during inclement weather,
(1)
you may choose to not come to work or to leave early and charge
the time to PTO.
If the Credit Union is closed due to inclement weather for the entire day
(1)
You will be paid for their scheduled hours for that day. (Those
scheduled for part-time, PTO or LTSA will receive pay in those
categories.)
If the Credit Union closes due to inclement weather for a partial day
(1)
all staff who are able to come to work will receive full pay for their
scheduled hours that day.
(2)
Those who can’t come will be charged PTO time. If they have no
paid time off available, the time will be leave without pay
(3)
If the Sheriff's announcement does not give adequate time, the
regular close out work need not be accomplished. At a minimum
the work and building must be secured before staff leave.
If the Sheriff re-opens the roads mid-day
(1)
You are responsible to come in for the remainder of their regular
shifts one hour after the roads are opened.
(2)
All staff who show up for the remainder of their regular shifts that
day will receive a full day's pay.
(3)
Those who don't shown up for the partial day may use other
available PTO for the remainder (or as necessary, LWOP).
32.
VOLUNTEER COMMUNITY SERVICE:
a.
You are encouraged to take part in community and community organization
activities where the work is compatible with the goals of the Credit Union. The
Credit Union will allow you up to three paid hours off each month for
participation on volunteer boards. When possible, time should be scheduled
during normal working hours.
i.
You must submit a request and obtain permission from the CEO to be
eligible for this paid time off, and you must participate as a representative
of the Credit Union. (Examples include" Mutual Housing Board,
Community Foundation Board, Cooperation Extension Board, and HOST)
ii.
Staff approved by CEO to be paid for community service will submit a
report to the CEO after each period of community service on what the
organization is doing.
iii.
Not more than one staff person per board will be paid.
b.
As a condition of employment Credit Union you agree not to run for the Credit
Union Board until one year after they leave employment at Alternatives.
c.
Meetings. You will be paid for attending required Credit Union meetings,
including Staff meeting, Board meeting, Board committee meetings, New Council
meetings, Mid-Manager meetings, the annual meeting. If an employee is required
to be at a staff event (board orientation, goals summit) s/he will be paid. If the
event is totally voluntary, like a celebration picnic, going away parties, or dinner,
you will not be paid for their time.
33.
LONG TERM SICK ACCOUNT (LTSA)
Employee Handbook
Page 36 of 60
1/29/2007
a.
b.
c.
d.
e.
f.
g.
h.
i.
34.
a.
b.
The LTSA is a bridge between the loss of work due to illness or disability and the
inception of short term disability insurance payments. LTSA may be used when a
staff person is out three or more days in a row due to his or her own illness, or to
provide care for an ill family member (registered domestic partner, spouse, child,
or parent). LTSA may be used for your maternity leave but not for child rearing.
In order to access LTSA, you will provide documentation of illness, evidence of
provision of care and statement of relation to you. In such cases, the first 2 days
will be paid from available PTO and the third and subsequent days for that event
will come from available LTSA.
All employees accrue LTSA at the rate of four (4) days per year to a maximum of
30 days (30 x 7.25=217.5). Because Alternatives has a small staff, it cannot be
over-emphasized to use your LTSA wisely. Full-time employees who work at
least 36.25 hours/week are eligible for LTSA pay at the rate of 7.25 hours/day,
while employees who work 21-36.25 hours are eligible for pro-rated LTSA pay.
Long term sick time is not earned on overtime hours.
Long term sick time balance may be no more than 30 days (217.5 hours) at any
time. When the balance reaches 30 days (217.5 hours), the employee will not
accrue any more Long term sick time until his/her balance drops below 30 days
(217.5 hours).
The employee may increase the balance in the sick account by converting unused
PTO according to policy.
Extended illness or disability -- After 7 days of illness or disability, the employee
may file for state disability insurance benefits. Because of the relatively small
size of Alternatives, an employee returning from a disability leave cannot be
guaranteed his or her position with the Credit Union. Every opportunity will be
made to find a position comparable to the one the employee left. However, if the
position has been filled by a full-time employee and no similar positions are open
when the employee returns, the employee may apply when a position does open.
Injury on the job -- An employee injured in an accident while on the job with
Alternatives may be covered by Worker’s Compensation Insurance. Since
Worker’s Comp has a 7 day waiting period, the work days prior to Worker’s
Comp coverage the employee may be granted pay out of his or her LTSA balance.
The LTSA policy is intended to protect the employee against loss of income due
to serious illness. It is during such times that one can least afford the lack of a pay
check.
Note: LTSA leave is not compensable, that is, should the employee leave
Alternatives, accrued LTSA not taken will not be paid.
INSURANCE BENEFITS
Health Insurance: Full and part-time regular employees are entitled to personal
Health Insurance coverage as of the first of the month following three months of
employment. Alternatives pays seventy-five percent of the premiums for full-time
employees, and fifty percent for part-time employees. This coverage is extended
to dependents and spouses, or domestic partners of full-time employees only after
two years of employment. Eligible employees may pay the premium for spouse
and dependent coverage after three months of employment.
Flexible Spending Account (FSA): Employees’ share of Health Insurance
Employee Handbook
Page 37 of 60
1/29/2007
c.
d.
e.
f.
35.
premium is deducted from pay before taxes. Employees may also opt to deduct
eligible medical expenses and dependent expenses before taxes. (See “Payroll
Deductions.”)
Basic Term Life Insurance and AD&D: Alternatives provides qualified
employees basic term and accidental death and/or dismemberment coverage. The
amount of coverage is tied to the employee's base compensation. Note that
dependent coverage is not available.
Long-Term Disability Insurance: All qualified regular employees working 21 or
more hours a week on a regular basis are eligible for coverage under Alternatives'
Long-Term Disability Plan. This plan is paid for by Alternatives at no cost to the
employee. An employee is eligible for this plan after completion of three months
continuous service. The plan benefits are available from the Benefits
Administrator.
Social Security Insurance and Medicare is paid jointly by the employee and the
Credit Union.
Unemployment, State Disability Insurance, and Workers' Compensation
Insurance are paid for by the Credit Union as dictated by federal and state laws. A
note about Workers' Compensation Insurance: If you are injured on the job,
inform your supervisor immediately so that proper action may be taken and forms
may be filed on your behalf. (Workers' Compensation does not cover you for
accidents or injuries during commute or other non-work times.)
STAFF LUNCH AND CU@LUNCH
a.
Staff lunches with other staff members - to encourage better staff relations.
Employees may go to lunch with other staff members once a month and be
reimbursed up to $7.50 per person. The purpose is to encourage intra-staff
communications, so staff should rotate lunch dates with different employees in
different departments. To receive reimbursement, present your receipt and the
name of the person(s) from another department or program area who you went to
lunch with to HR Manager. Clump lunches are an addition to these staff lunches,
and not a substitute.
b.
CU @ Lunch Program
i.
In addition to the regular "All Staff" lunches, new employees have up to
six additional $7.50 lunch reimbursements available to them at their
option during the first three months of employment. These "New Staff"
lunch reimbursements are available only to reimburse the lunch of the new
employee and her/his assigned lunch "buddy" (also $7.50) as follows:
ii.
All new employees have a formal orientation with the Human Resource
Manager (HRM) regarding personnel issues, with their supervisor
regarding job training and departmental issues, with staff regarding credit
union history, and with other departments within the credit union as
needed. The CU at Lunch program for new staff would continue the
welcoming process, but in a more conversational and casual way with a
"lunch buddy."
iii.
The lunch buddy and new employee would have an informal lunch and
talk about the credit union culture and procedures and how the things are
working here. This would provide an opportunity for a new employee to
Employee Handbook
Page 38 of 60
1/29/2007
iv.
v.
vi.
vii.
viii.
36.
bring up any question in a relaxed atmosphere and to get acquainted with
someone not in the same program area or in the new staff person's
supervisory chain. The lunch buddy would not be responsible for job
training.
A lunch buddy can be any employee who is in good standing with a
minimum of two years employment. The HRM would keep the list of
volunteers and will assign volunteers to new staff. Staff on the lunch
buddy list can decline to be the lunch buddy. The lunch buddy would not
be someone in the same program area or in the new staff person's
supervisory chain. The lunch buddy would meet with only one new staff
person in the probationary period at a time. The HRM will invite new staff
to participate in the CU at Lunch program at the HR orientation. This is a
voluntary activity.
The program includes six lunches in the first three months starting with
one lunch in the first two weeks. The new employee, and the lunch buddy
if necessary, would schedule the lunch in advance with his or her
supervisor in order to accommodate scheduling.
The goals of the New Staff CU at Lunch program are the following:
(1)
The new staff person and the lunch buddy get to know each other,
such as where they are from and where they worked before;
(2)
The new person gets acclimated to the credit union community;
(3)
The new person obtains logistical information such as where to eat
around the CU, bus routes, where to take a class or who to call
about buying a house, or other information about community
resources; and the new person learns who is the right person to go
to for a particular question, both within the CU and in the
community.
To evaluate the success of this program, the following questions will be
asked at the new staff's three-month review:
(1)
How many buddy lunches did you have?
(2)
What did you get out of the lunches?
(3)
Were they useful? How were they useful, in what areas of your
orientation to the CU?
(4)
Any suggestions for improvements?
This is an optional and voluntary program, which is not considered work
and shall not be considered part of work time.
OTHER BENEFITS
a.
Employee Assistance Program: Up to 6 counseling sessions for you and any of
your immediate family members per year, as well as staff and supervisory
training, supervisory consultations, financial counseling. Details are available
through the Human Resources Department.
b.
Education Assistance Program: Many courses are taught locally which may
better serve your career goals with the Credit Union. You may be eligible for the
Credit Union's Tuition Reimbursement program after one year of service.
i.
The Credit Union will pay the entire cost of all courses, up to $200 each
year, provided that (1) the courses are directly related to your job, and (2)
Employee Handbook
Page 39 of 60
1/29/2007
c.
d.
e.
f.
g.
h.
i.
j.
you pass with at least a grade of "C." The selection of courses must be
approved by your supervisor.
ii.
Care should be taken in signing up for courses - even with authorization at more distant institutions. Hours spent in classes and commute time
should not interfere with the performance of your duties during working
hours.
Fee Exemptions: Employee are exempt from certain Credit Union fees including
the following:
i.
One LOC annual fee per staff member per year.
ii.
Money Orders, Travelers Cheques, bank checks, check copies, stop
payment, statement copies, membership, temporary checks, account
histories, postage surcharge fees.
iii.
Free check Printing.
iv.
Mortgage origination fees as described in the Loan Policy.
v.
Alternatives HSA setup fee and one HSA Account fee annually for staff.
Allow staff's Domestic partners to use HSA Fee Waiver after two year of
FTE.
vi.
Rental – VCR, Camcorder, Videos. You may borrow the Credit Union’s Digital
Camera, Camcorder and VCR by signing a reservation form that states “In
signing my name below I certify that I know how to operate the borrowed
equipment, that I am borrowing it for my personal or Credit Union use, and that I
will take good care of it.” The Marketing Director is in charge of sign out of the
equipment.
Personal use of copier, postage, coffee Copier and laser printer copies
i.
Cost to you per page is $0.03/single-sided and $0.05/double-sided; pay for
copies in the can by the copier or with a teller. Personal copying shall be
done after hours.
Postage. Charged to you at cost; pay a teller. For use of postage meter, leave
payment in can. Cost for printing personal email is the same as using the copier,
$.03 per page.
Computer Purchase. You may purchase computers for their own use thru the
credit union at a reduced interest rate. See the Loan Policy for more information.
Coffee/hot beverage fund. Alternatives will purchase coffee, tea, and hot
chocolate from the proceeds of per cup payment that staff contribute. This per
cup payment may be payroll deducted or put in a container which the supplies
person will deposit to the correct GL.
Deposit Bottles and Cans. Employees may leave their deposit cans and bottles at
the credit union for redemption. All bottles should have the caps removed and all
containers must be rinsed. The resulting money is contributed to the Student
Credit Union for off setting expenses to their trips.
Retirement Accounts: Employees are eligible to participate in The Credit Union
401(K) profit sharing retirement plan after one year of service as defined in the
Credit Union plan. The employee must be at least 21 years old to participate.
i.
401K loan interest rates
(1)
The interest rate for 401K loans will be the most recent Treasury
Constant Maturities, 2 year rate as quoted in
Employee Handbook
Page 40 of 60
1/29/2007
k.
http//www.federalreserve.gov/release/H15/
Parking: The Credit Union will do its best to find nearby parking for you. The
cost of parking spaces will be shared between the Credit Union and the staff who
use them.
37.
RULES OF CONDUCT
a.
Alternatives has established rules of conduct to ensure a well-run and pleasant
working environment for its employees. Violation of any of these rules may result
in some type of disciplinary action ranging from verbal and/or written warnings
to full reprimand, suspension without pay, and/or possible termination. In order to
aid employees in avoiding the sort of conduct which might lead to disciplinary
action, a list of infractions which may result in such action has been compiled.
b.
Since it is impossible to enumerate every act or omission which would justify the
imposition of disciplinary action, the list is not intended to be all-inclusive. (All
rules are subject to revision by the Credit Union as management deems
necessary.) The following are some examples of types of employee conduct
which are not permissible and may result in discipline up to and including
termination.
i.
Insubordination, including refusing or intentional failure to follow
reasonable directions of your supervisor or do assigned work. Gross
disrespect toward supervisors, managers, or other persons in authority.
ii.
Unacceptable job performance.
iii.
Disregard of any known policy or procedure or gross negligence which
results in a loss to Alternatives.
iv.
Abuse, misuse, or stealing of the Credit Union's or other employees'
property or equipment.
v.
Smoking in non-smoking areas. Use or sale of alcohol, illegal, or nonprescribed drugs on Credit Union property or reporting for work under the
influence of such substances.
vi.
Behavior offensive to other employees or members. Abusive or vulgar
language.
vii.
Excessive absenteeism or tardiness or patterned absences on a recurring
basis.
viii. Violations of federal, state, or local laws affecting the Credit Union or
your employment with the Credit Union.
ix.
Note: If a probation is imposed for infractions of this code or for
performance-related reasons, at the end of the stated period, probation
may be lifted; however, a reoccurrence of the behavior after a
probationary period can lead to termination.
38.
PROGRESSIVE DISCIPLINE
a.
Whenever possible, four graduated steps - warning, probation, suspension without
pay, and dismissal - are followed until a problem of conduct or performance is
resolved. There will be circumstances, however, in which the severity of an
infraction requires that one or more steps be by-passed. Guidelines for these
infractions appear below. It must be emphasized that these are illustrations and
are not intended to be complete, nor should it be inferred that every supervisor or
Employee Handbook
Page 41 of 60
1/29/2007
b.
c.
d.
e.
f.
39.
manager will follow the procedures in an identical manner or under similar
circumstances.
Disciplinary Action: While few actions of employees lead to termination without
notice, there are specific progressive procedures which, at your supervisor's and
management's discretion, may be followed.
If a problem exists on your job, your supervisor may informally discuss it with
you. (A written notice of such a discussion may be placed in your file.) If the
problem continues, you may be formally counseled by your supervisor with
written notice placed in your personnel file. You will be given an opportunity on
the consultation form to give your comments. If you do not comment, it will be
assumed that you agree with the reason for the disciplinary step(s). Further, you
should sign the consultation report.
There are some offenses for which you may be counseled and suspended even
upon a first violation. As an example, if you are absent from work for one day
without notifying the Credit Union that you will be absent, and you had the ability
to inform us of the absence, you may be suspended for a period of two or more
days. Two unexcused absences without notifying your supervisor would usually
lead to termination.
If the problem persists, your supervisor will contact the Human Resource
Manager and another counseling session may be held with the supervisor and you.
Termination will probably occur if there is no effort to improve.
Probation can be recommended by a supervisor as the need. Probation must be
approved by the CEO. Probation is for a set period of time, usually no more than
3 months in duration. Probation may be terminated at any time upon discussion
with the CEO and the Supervisor.
TERMINATIONS AND RESIGNATIONS
a.
It is the policy of Alternatives to maintain employee performance standards in
order to encourage the productivity, safety and morale of all employees.
b.
Voluntary Resignations: Although we do not require four weeks notice from a
resigning employee, Alternatives would appreciate such notice. However,
Alternatives may ask - and has the right to ask - a resigning employee to leave
immediately.
i.
For employees with at least four years of service, Alternatives may pay
severance to those employees who give at least 90 days or written notice.
Days spent on Emergency Leave will not be counted towards 90 days
notice.
ii.
Termination pay may be two additional payrolls of average payroll during
last six months (not including overtime and bonus)
c.
Employee will be paid for all vested benefits. . Accrued PTO will be paid for at
the current rate of pay.
d.
Job Abandonment: An employee's absence from work for three consecutive days
without notification to his/her supervisor will be considered job abandonment.
The employee will be considered to have voluntarily terminated his or her
employment. Any wages and vacation pay due will be deposited to the employee's
account and a wage stub will be sent to the employee's home address.
Employee Handbook
Page 42 of 60
1/29/2007
e.
f.
Layoffs: While Alternatives will endeavor to avoid layoffs, it must reserve the
right to initiate layoffs if it determines that such action is warranted based on
economic circumstances or other factors that it deems important. Should layoffs
occur, current and past performance rather than "seniority" will be the
determining factors considered in retention of employees.
Exit Interviews: Valuable information about the organization may be gained as a
result of exit interviews with terminating staff. At the discretion of the
management, exit interviews may be conducted with the Human Resource
department or a designated member of management. The information will be
shared with all appropriate staff.
40.
SUGGESTIONS
a.
Alternatives will attempt to maintain and preserve a good working environment.
As in any working environment, however, there will be occasions when problems
and complaints arise. Such problems will never be resolved without
communications. Therefore, the Credit Union has adopted a procedure to handle
problems, complaints, and suggestions.
b.
If you have a complaint or suggestion concerning your job, or any other matter
pertinent to your job, or the Credit Union, you must take it up with your
immediate supervisor first.
c.
If the complaint or problem is not satisfactorily resolved by the immediate
supervisor, the supervisor may arrange for you to speak with the CEO, who will
listen to the complaint or problem.
d.
There should be no assumption that all disagreements, problems, complaints, etc.
will or can be resolved or that there will be agreement that an individual's
perception that a problem exists is correct or accurate. This procedure has been
adopted to give an individual a method for privately airing his or her grievances.
e.
At any time an employee feels it necessary, he or she can bypass a level of
authority and proceed to the next management level or, if the problem involves
something which is personal, he or she can come directly to the Human Resource
Manager, COO or CEO. Again, we cannot guarantee that the problem will be
resolved, but we will listen, for it is in your best interest as well as the Credit
Union's that there is at least an attempted resolution of problems.
41.
INTERPERSONAL GRIEVANCES
a.
It is the intention of this Credit Union that all grievances be resolved at the
earliest possible stage of the grievance procedure.
b.
Interpersonal Grievance. If you have a work related problem with another
individual, please take these steps with appropriate documentation:
i.
Speak directly with the person. If that isn't effective, or if the staff person
would like someone else to speak with that person directly,
ii.
Talk with staff person's supervisor. If that isn't effective - or
supervisor/department head is the person with whom you are having the
problem,
iii.
Speak to the Human Resources Director or if that isn't effective or the
Human Resources Director is the person with whom you are having the
problem, speak to the Chief Operations Officer. If that isn’t effective or
Employee Handbook
Page 43 of 60
1/29/2007
iv.
v.
42.
the Chief Operations Officer is the person with whom you are having the
problem, or
In cases where the CEO is not a party, and mediation has been attempted,
with little or no results, the CEO will make whatever decision necessary to
resolve the grievance.
Either party can request third party mediation. Alternatives EAP may be
utilized at this step. Written documentation of any mediation agreements
will be kept confidentially in both parties’ files after reviewing with those
involved.
OTHER POLICIES OF INTEREST
a.
Personal Calls: Employees are requested to keep all personal phone calls to a
minimum. Friends and relatives should be discouraged from calling during
working hours unless there is an emergency. Any long distance charges must be
reimbursed to the Credit Union.
b.
Smoking Policy: Smokers are required to smoke only outside the office building,
and are asked to be considerate of second hand smoke entering the building.
c.
Dress Code: Alternatives is a trusted professional financial institution. We
maintain trust through our actions, appearance, and demeanor. Although
Alternatives permits casual dress, a neat well-groomed appearance is mandatory.
i.
The Human Resource Manager will make determinations about
appropriate clothing. Concerns should be brought to her attention (by
members or staff). The HR Manager may ask staff to not wear certain
attire again, or staff may be directed to leave work and change into
appropriate attire.
ii.
Employees may dress casually.Definitive statements about what dress is
acceptable are difficult and changeable. Attire that has proven
questionable in the past includes but is not limited to:
(1)
gym clothes
(2)
cutoffs
(3)
short shorts
(4)
visible undergarments
(5)
stained or dirty clothes
(6)
clothes with worn holes or wear frays
(7)
clothes allowing excessive exposure
(8)
clothes displaying graphics of competitors
(9)
clothes displaying sexual or violent art or wording
(10) * Simple Rule - If you question the appropriateness of attire, don't
wear it. Work is not the place to push the edges of your personal
fashion statement.
d.
Drug Abuse and Alcoholism: An employee found under the influence of either
drugs or alcohol on Credit Union premises will be suspended for no less than
three days without pay. An employee caught selling drugs on Credit Union
premises will have his/her employment terminated immediately. If you are taking
prescription drugs upon advice from a physician and you believe that these drugs
may affect your behavior, please notify your supervisor.
e.
Credit Union Property: You are expected to exercise due care in the use of Credit
Employee Handbook
Page 44 of 60
1/29/2007
f.
g.
h.
43.
Union property and to utilize such property only for authorized purposes.
Unauthorized removal of Credit Union property from the premises or its
conversion to personal use will not be permitted.
Travel Expense Policies: It is the policy of the Credit Union to reimburse
employees for reasonable and necessary authorized expenses incurred during the
course of their employment. When it is necessary, and has been authorized, for an
employee to use his/her personal automobile for Credit Union business, he/she
will be reimbursed at the current deductible rate as per the standard established by
IRS. All reimbursable expenses are to be submitted each pay period on "Expense
Account" form with detail of expense listed, business purpose of charges, and
substantiating ticket attached (except for meals which come under $40/day per
diem.) These must be approved by the Human Resource Manager.
Seminar and conference pay. Travel that keeps an employee away from home
overnight is travel away from home. Travel away from home is paid work time
when it cuts across the employee’s scheduled workday. For instance, an employee
attending an all-day conference would be paid for 7.25 work hours. This is true
even during corresponding hours on non-work days. The Credit Union will not
reimburse you for personal expenses incurred during their absence for training
(child care, kennel costs, etc). See also Per Diem Policy.
Conference Participation. Alternatives would prefer to send a maximum of two
staff and two board members to any one conference. Send based on:
i.
Relevance to individual annual training Plan
ii.
Significant learning opportunities; what is to be gained from conference;
how shared when return.
iii.
Importance of contacts available
iv.
Need for inspiration.
v.
Understanding beyond immediate job responsibilities
vi.
The larger picture - credit union movement; community development, etc.
vii.
Precedence based on:
(1)
Rotate attendance annually between interested staff
(2)
Rotate between Different depts or committees
(3)
Don't send duplicate staff from same dept to same meeting
(4)
Individuals can get priority by taking CUES courses
(5)
Wild Card
(6)
Someone else pays for travel and conference expense
(7)
Conference is minimal expense (eg webinar or local).
(8)
Special role: presenting, receiving award, service on committee,
Assigned group contact (eg Leni NFCDCU, Patrick AEO, Deirdre
NCCA)
EMPLOYEE RECOGNITION
a.
Active Employees Recognition Policy:
i.
In odd-numbered anniversary years, eligible staff members are honored at
Staff Meetings. Supervisors collect comments from peers about the staff
members' successes during the your tenure. In addition to spoken tributes,
songs, plays, skits, puppets and other forms of expression are acceptable.
Celebrants choose their dessert within the budgetary guidelines.
Employee Handbook
Page 45 of 60
1/29/2007
ii.
b.
Staff members who achieve five, ten, and fifteen years of satisfactory
service will receive an appropriate gift within budgetary guidelines. Your
supervisor will make the presentation at the Holiday Party. If you are
unable to attend the Holiday Party, the presentation will be made at a Staff
meeting. These awards resume at thirty years of service and continue at
five-year intervals.
iii.
Staff members who achieve twenty years of satisfactory service will
receive an appropriate gift within budgetary guidelines that the CEO will
present to them at the Annual Meeting.
iv.
Staff members who achieve 25 years of satisfactory service will be
inducted into the Quarter Century Club. They will receive an appropriate
gift within budgetary guidelines that the CEO will present to them at the
Annual Meeting. Members of the Quarter Century Club will have a
framed photograph hung in a special Quarter Century Club display located
in the credit union. Quarter Century Club members will continue to be
invited to the Holiday Party and to the summer picnic after they have
departed. They are welcome to invite a guest to each affair.
Departing Employees Proposed Recognition Policy:
i.
Staff members who depart with at least one year of service, who are in
good standing, and who have provided proper notice of their resignation
will be honored at a staff meeting. They may choose their dessert within
budgetary guidelines. You may voluntarily contribute money for a gift that
will be presented to the departing employee.
ii.
All departing staff members who have ten years of service, who are in
good standing, and who have provided proper notice of their departure,
will be honored with an after hours service acknowledgment celebration.
Their immediate family, Board members, and Alternatives employees will
be invited to attend. Alternatives will pay for soda and appetizers within
budgetary guidelines. Attendees will be responsible for purchasing any
alcoholic beverages.
iii.
During the celebration, the CEO and your immediate supervisor will
acknowledge your contributions to Alternatives. The CEO will present an
appropriate gift within budgetary guidelines.
44.
E-MAIL AND INTERNET POLICY
The purpose of this policy is to recognize the impact technological access to information can
have on corporate liability, reputation and employee productivity. The scope of this policy is to
cover a range of communication media, such as internal and external e-mail, Internet use,
computers, voice mail, faxes, paper-based documents, and files, and any other communication
media not specifically named. When you access to the Alternatives system you certify to the
following statement.
a.
Use of Alternatives’ Internet System - Alternatives’ business use must be the
primary consideration when using Alternatives’ Internet System. Reasonable
employee personal access is allowed.
b.
Scope of personal use: Personal use of Alternatives equipment and Internet/World
Wide Web access is restricted to non-work hours. Employees may not incur
additional access or subscription fees to non-approved services without specific
Employee Handbook
Page 46 of 60
1/29/2007
c.
d.
e.
f.
g.
h.
i.
j.
authorization of the Alternatives CEO.
NO Presumption of Privacy - System users have no presumption of privacy and
should assume that any communication may be read by someone other than the
intended recipient.
Employer’s Right to Monitor - Employer reserves the right to monitor, access,
retrieve, read and disclose all communications at any time.
i.
Message Restrictions - Comments/images that would offend on the basis
of race, gender, national origin, sexual orientation, religion, political
beliefs or disability are prohibited.
Member Privacy - Great care must be given to insure the privacy of members. Do
not send information out via e-mail unless care is taken that the recipient has
authority to receive such.
Message Creation - Use great care in creating electronic communications as they
will reflect on the Alternatives’ reputation and may someday have to be produced
in connection with a lawsuit or by subpoena from a legal entity.
Prohibited Activities - Uploading, downloading or otherwise transmitting the
following without Alternatives’ authorization is forbidden. Examples include:
i.
Executable Programs
ii.
Copyrighted materials
iii.
Trademarked materials
iv.
Patented materials
v.
Trade Secrets
vi.
Other confidential, private, or proprietary information or materials
vii.
Illegal information or materials
viii. Sexually explicit materials
ix.
Using, without authorization, someone else’s code or password
x.
Enabling unauthorized third-parties to have access to or use Alternatives’
system
xi.
Jeopardizing the security of the Alternatives’ system
xii.
Illegal activities
xiii. Creation or distribution or passing on chain letters
xiv. Passing off own views as representing those of Alternatives
xv.
Moonlighting or searching for another job
xvi. Gambling activities
xvii. Solicitations or advertisements for non-credit union purposes
xviii. Any practice that would result in profit or gain for the user
Consequences of Violating Policy - Any or all of the following consequences may
apply toward employees for intentional violation of this policy:
i.
Suspension of privileges in using the system
ii.
Disciplinary action
iii.
Termination
iv.
Personal liability
Record Retention - Keep those electronic records that employees normally would
save if they were paper documents and delete records monthly that need not be
retained. Retention may be accomplished by backing up the records to a disk or
other suitable media.
Viruses and Tampering - No programs should be installed without approval of the
Employee Handbook
Page 47 of 60
1/29/2007
k.
45.
Computer Specialist.
Uploading to Alternatives’ Web Site/Intranet - If authorized to perform this task,
ensure copyrights and trademarks owned by other parties are cleared for use and
proper notices and disclaimers are employed. No unofficial sites may be created.
TELECOMMUTING
a.
Purpose, This policy is intended to provide general guidelines for telecommuting
at Alternatives. Telecommuting is the partial or total substitution of
telecommunications technology for the trip to and from the primary workplace
along with the associated changes in policy, organization, management, and work
structure needed to support this substitution. For the purpose of its Employee
Telecommuting Policy, Alternatives defines telecommuting as follows:
Employees telecommute when, on a periodic basis, during their scheduled work
hours, they fulfill their job responsibilities at a site other than their primary work
location and may substitute telecommunications for work-related travel.
Telecommuting may be used in conjunction with the “Flex-time, Part-time
Policy.”
b.
Policy Guidelines
i.
The use of telecommuting at Alternatives is a management decision;
telecommuting is neither an employee entitlement nor an obligation, but a
means of pursuing one or more of the following objectives.
(1)
Increase staff effectiveness and productivity
(2)
Increase organizational flexibility
(3)
Reduce costs associated with turnover, attrition, and absenteeism
(4)
Resolve employee work/personal time conflicts, provided the
employee is able to fully meet job expectations.
c.
If you wish to participate in telecommuting present a proposal addressing the
following elements to the department supervisor:
i.
One year employment with Alternatives, unless change is requested by
Alternatives
ii.
Needs of the department
iii.
What work will be done during telecommuting
iv.
Need for supervision
v.
Equipment needs.
d.
The decision process shall be:
i.
Employee submits plan to supervisor.
ii.
Supervisor reviews with department
iii.
Supervisor forwards to Mid-Managers
iv.
Mid-Managers publishes request for staff comment
v.
CEO decides
e.
Supervisors should ensure a sufficient on-site presence is maintained by each
telecommuter in his or her department, to ensure effective communication with
supervisors and co-workers. Telecommuters are expected to be on site for
scheduled staff meetings, trainings, and other meetings, unless excused by
management.
f.
In instances where Alternatives provides the employee with equipment, such
Employee Handbook
Page 48 of 60
1/29/2007
g.
h.
i.
j.
k.
l.
equipment remains the property of Alternatives. Unauthorized use or
modification of the equipment is strictly prohibited.
A telecommuting agreement will be developed for each telecommuter that
addresses the particulars of specific work functions and individual performance
requirements. Telecommuting agreements will be signed by the employee, the
department manager, and the Alternatives CEO.
While telecommuting, the employee must be accessible by telephone during the
agreed upon work hours. The telecommuter will update his or her office
voicemail message, if appropriate, to reflect his or her “out of the office” status.
The telecommuter must notify his or her supervisor if he or she is leaving his or
her telecommuting location during working hours, much the same way one would
when leaving his or her on-site Alternatives office during the work day.
The telecommuter’s conditions of employment remain the same as any other
employee. Telecommuters are expected to comply with all appropriate Employee
Handbook, and departmental policies and procedures much as they would if
working on-site. Alternatives may terminate the telecommuting agreement with
an employee with good cause at any time with 14 days notice. This decision does
not countermand disciplinary measures.
Employee salary, benefits, and employer-sponsored insurance coverage do not
change as a result of telecommuting. Telecommuters are, therefore, responsible
for ensuring their respective home offices are safe and ergonomically correct. To
minimize the risk of work-related injuries, Alternatives reserves the right to
evaluate the employee’s home office for safety and ergonomic considerations at a
mutually agreed upon time.
General Security Procedures
i.
The employee is expected to take the same care of Alternatives equipment
in his or her home as he or she would for equipment at his or her
workstation at Alternatives.
ii.
All confidential information should be stored securely. This information
should not be left out when not in use. All confidential files should be
returned to Alternatives upon completion of use of each file.
Work at Home
i.
You cannot take paid work home unless approved by your supervisor.
46.
GAMES OF CHANCE (LEGAL GAMBLING)
a.
This policy outlines games of chance and what is acceptable at Alternatives
Federal Credit Union.
b.
Gambling pools ( NCAA, Oscar, etc ) will not be acceptable at Alternatives
Federal Credit Union but can be conducted on your own time.
c.
Employees may post information about their pools on the Web Blog and bulletin
board.
47.
SOLICITING SALES OR DONATIONS (CHARITY AND STAFF EVENTS) POLICY
a.
You are prohibited from making direct sales pitches to coworkers or directly
asking coworkers for donations.
b.
If you wish to solicit donations for or sell items to benefit not-for-profit
organizations (including schools, religious and fraternal organizations)
Employee Handbook
Page 49 of 60
1/29/2007
i.
c.
d.
48.
One all-staff phone message or email announcing the sale or donation
opportunity.
ii.
Post a description of the items for sale or donation opportunity to the staff
weblog.
iii.
Post a flyer describing the items for sale or donation opportunity on the
bulletin board(s) in the first and/or second floor copier room.
Certain events in your life will be acknowledged by a card and/or gift from the
entire staff. These events are: birth or adoption of a child, death in the family,
wedding, commitment ceremonies, resignation or retirement (of staff person in
good standing), and other event(s) deemed appropriate by the Director of Human
Resources (HR).
i.
You may suggest to HR the event to be celebrated and suggest a gift. HR
will decide the appropriateness of the gift. You may appeal a event or gift
denial made by HR to Mid-managers.
ii.
If approved, HR will begin circulating an envelope to collect donations for
a gift and a card for you to sign. HR will determine the suggested donation
amount. You may donate more or less than the suggested amount.
iii.
You are not required to make a donation or sign the card and no one
should pressure you to do so.
iv.
This procedure must be followed for donations or acknowledgments made
during work hours.
You are welcome to make private arrangements to acknowledge other staff during
non-work hours. Notice may be given to all staff by leaving one all staff phone
message or email announcing the event. A description of the event may also be
posted to the staff weblog and a flyer describing the event may be placed on the
bulletin board(s) in the first and/or second floor copier room.
SAFE WORK ENVIRONMENT POLICY
a.
Purpose: It is the aim of this policy to promote a safe and non-threatening
environment for both members and staff of Alternatives Federal Credit Union.
This will be accomplished through outlining both rights and responsibilities of
members and staff as well as provide for progressive consequences resulting from
inappropriate actions.
b.
Statement: It is the right of both members and staff of Alternatives Federal Credit
Union to conduct business in an atmosphere of safety and mutual respect.
Questions or problems should be resolved professionally and courteously on the
part of both parties involved. Each party has the right to respect and has the
responsibility to convey that respect to the other. These rights and responsibilities
dictate that certain behaviors are inappropriate and will not be tolerated.
c.
Inappropriate Behavior:
i.
Conducting any fraudulent, dishonest or deceptive activity involving
credit union staff or services
ii.
Defacing or misusing Credit Union property or materials
iii.
Yelling, screaming or other disruptive activity
iv.
Personal insults including those of a sexual, racial, or ethnic nature
v.
Harassing phone calls including those of a sexual, racial, or ethnic nature
Employee Handbook
Page 50 of 60
1/29/2007
vi.
d.
e.
Harassing correspondence in any form including those of a sexual, racial,
or ethnic nature
vii.
Aggressive behavior
viii. Any offensive or abusive physical contact
ix.
Threatening statements or actions
x.
Suggestive statements or actions
xi.
Stalking
xii.
Continuation of any of the above outside the work environment
Progressive consequences: In order to protect the rights of our staff and members
we reserve the right to take the following steps should attempts to resolve a
problem result in any of the above behaviors.
i.
Ask the party in violation to cease the offending activity.
ii.
Ask the party in violation to leave the premises
iii.
Failure to comply could result in law enforcement involvement to assist in
removal
iv.
Repeated incidents could result in limiting access to specific pre-arranged
times as agreed to in a formal contract.
v.
Continued incidents could result in severe limitation of services other than
the right to maintain a share account and the right to vote at annual and
special meetings.
vi.
We also reserve the right to take any other action deemed necessary under
the circumstances that is not expressly precluded by The Federal Credit
Union Act, National Credit Union Administration rules and regulations, or
the Credit Union’s bylaws.
vii.
Every effort will be made to resolve any problem or question calmly and
completely. Should an incident escalate, the above steps will be taken. We
sincerely hope that this does not become necessary, but our staff and
member safety are most important in threatening situations.
Procedures
i.
Incident Stabilization: Identify a potential situation: be alert for agitated
movements and/or elevating voice patterns. While working in your
environment, look around from time to time to see who is there and what
they may be doing. We have a readily identifiable membership and
particular attention should be paid to those who you don’t recognize.
ii.
Intervene: when a situation arises, a secondary individual (preferably a
supervisor) should move up along side of the victim and offer to intervene.
At this point it may be prudent for the victim to determine the degree of
intervention. Everyone’s comfort level is different. If the situation can be
resolved by one person, let it. This does not absolve the secondary
individual from monitoring and acting when needed.
iii.
Observe: a third person should be involved to provide “deep back-up” and
be poised to call for emergency assistance. It may be a good idea to set a
pre-determined signal, which would trigger the call. (“Would you like a
drink of water?”)
iv.
Culminate: end the incident by whatever means arise. This could be with
an equitable and quiet resolution or by removal of the perpetrator.
v.
Incident Documentation: At the end of a potentially threatening situation,
Employee Handbook
Page 51 of 60
1/29/2007
vi.
vii.
viii.
ix.
x.
it is important that a report be done so that future action can be taken.
Comply with emergency personnel as required.
Remove victim from the front line and assist in calming them down.
Assist or have victim write down a synopsis of the incident.
Incident Communication: Once an incident has occurred, it is imperative
that a description and/or name of the perpetrator, the nature of the event,
and any actions taken be made known to all staff. This will facilitate
prompt action and assistance in cases of repeat offenders. This will also
minimize risk to other staff and members by creating heightened
awareness of potential threats.
Incident Remediation: A committee (Suggestions include victim,
supervisor, COO, and HRM. The committee would be subject to approval
of management) should be formed to review the incident and determine
remedial actions. These actions should be communicated to management,
staff, and perpetrator. By doing this, the action taken can be fair and those
involved will be aware of the consequences. Knowing this will also result
in a quicker reaction to violations of any agreement.
49.
HEALTHY WORK ENVIRONMENT
a.
In order to insure a safe and healthy work environment, restrictions are necessary
for chemicals, fragrances and odors that cause allergic reactions.
b.
While working, you will not wear or apply anywhere in the building elective,
lasting, added fragrance scents, including perfume, cologne, air freshener,
aftershave, body washes, hair products, scented hand lotion and similar products.
This does not include temporarily scented hygiene products, laundry soap,
deodorant and bath soap.
c.
Animal hair/dander is considered an avoidable chemical in this policy. If you
come into contact with pets or other animals should assure that they do not carry
animal hair/dander on your clothing into the building.
d.
To the extent practical, you will be given advance warning about unavoidable
chemicals at the office (eg advance notice of maintenance work) Avoidable
chemicals will be avoided.
e.
Cigarettes are permissible only in one area of the property so that the smoke and
smell can be limited. Is it the responsibility of the individual smoker to minimize
residual smoke on clothing.
f.
Guidelines:
i.
You will be thoughtful, tactful and considerate of the chemical
sensitivities of other staff and members.
ii.
Non-compliance with this policy will be subject to progressive discipline.
iii.
To accommodate employees beyond this policy, written medical
documentation of specific chemical reaction will be required.
iv.
This procedure is administered by the HR Director.
50.
HAZARDOUS MATERIAL RESPONSE
a.
In the event a letter, package, bag, device, etc. is discovered within the Credit
Union or on its grounds that is judged by the finder to be possibly hazardous in
nature, the following steps should be taken. Note: steps 1 through 4 should be
Employee Handbook
Page 52 of 60
1/29/2007
done as close to simultaneously as possible.
i.
Limit exposure
(1)
Attempt to prevent other staff, members, or the general public from
coming into contact with the item. This not only limits exposure in
a possibly dangerous situation, but preserves evidence for law
enforcement authorities.
(2)
If the nature of the item is such that it might be easily disbursed
(powder, granular, liquid) and the item is small enough, cover the
item with a box, recycling bin, or garbage can.
(3)
If the person who discovered the item, handled it, they should
wash their hands with soap and water.
(4)
Until law or public health authorities arrive, a staff person should
stand watch to warn away others who approach the item.
ii.
Notify the “Area Manager”
(1)
The person finding or first alerted to the presence of the suspicious
item should notify the designated Area Manager. The Area
Manager should assign an available staff person to immediately do
step 4.
(2)
For items found in the lobby: the Member Service Director or
Assistant MSM
(3)
For items found on the grounds, including the driveway: the
Security Officer (in his absence, the COO)
(4)
For items found on the second floor: the Security Officer ( or
COO)
(5)
The Area Manager (AM) should first assess the immediate risk of
danger. If for example, the suspicious device appears to be a bomb,
the first action taken should be an evacuation of the affected
building (area). The AM should assign one person the task of
notifying staff. Our phone system has an intercom feature that may
be used to alert staff to an emergency. To use the intercom: ICM.
Make your announcement.
(6)
Each AM should be contacted first. It will be the AM’s duty to
communicate the threat and ensure all staff and members are
evacuated. It may also be necessary to notify occupants of
adjacent properties. In accordance with our Evacuation Policy, in
the event of a building evacuation, all staff should move
immediately to sidewalk in front of the Cayuga Mounain Bike
Store
iii.
Notify CEO or Chief Operations Officer
(1)
The AM should notify the CEO and/or COO as to the nature of the
threat or suspicious item, and what actions have been taken in
dealing with the threat or item.
iv.
Notify law enforcement authorities.
(1)
Tompkins County has an integrated emergency response system.
One call to 911 describing the nature of the suspicious item is
sufficient.
(2)
Once emergency personnel or law enforcement arrive, follow their
Employee Handbook
Page 53 of 60
1/29/2007
instructions.
51.
EMERGENCY EVACUATION PROCEDURE
a.
General Preface: The important thing to remember in the event of any type of
emergency is that property is replaceable.....people are not!!!
b.
In the event of a fire alarm, the buildings must be evacuated. One person per floor
will take charge and make certain that all occupants of the floor are moving
toward exits. The designated person on the teller line should make certain that a
reasonable effort to secure cash is made prior to exiting. Aside from fire
incidents, the basics of a meeting place and a leader can be adopted for any
evacuation situation such as bomb threats, natural gas leaks and the like.
c.
Once outside, the need will exist for a definitive meeting place far enough away
from the building to allow emergency vehicles and personnel to operate
effectively. A head count should be conducted immediately to assure that all
personnel are out safely. If anyone is found to be missing, notify the fire
department officer in charge at once.
d.
If the buildings become smoke filled the best place to be is on the floor when
exiting. This will provide both the best visibility and best breathing air.
e.
Meeting place for all staff: sidewalk in front of the Cayuga Ski and Bike Store.
This will avoid confusion and the risk of staff attempting to cross any streets
during an emergency. Members need not report to this location.
f.
Escape Routes:
i.
Members- exit through Fulton St. door
ii.
Teller staff and staff in lobby perimeter offices - exit through Fulton St.
door
iii.
All other first floor staff - exit through staff entrance
iv.
Second Floor- exit through staff entrance
g.
Responsibilities:
i.
Tellers- lock all cash drawers.
ii.
Vault Manager - lock all vaults and ATM’s
iii.
Receptionist- leads all members to exit.
iv.
MS Director (Assistant MSR Manager)- leads all teller staff and staff in
lobby perimeter offices to exit.
v.
Director of Lending - lead all other first floor staff to exit
vi.
CFO (Safety Office) - leads all second floor staff to exit. Check staff
lounge, board room, bathrooms, and storage areas.
vii.
All department heads - perform head counts of respective departments.
h.
Selection of Monitors: Receptionists and vault managers will be constant in that
there is always someone assigned to those positions as schedules dictate.
i.
Posting: this plan will be posted on the staff bulletin board and on the Intranet
within the Administrative Handbook. This plan will be reviewed on a quarterly
basis. It will be the responsibility of the safety officer to conduct the plan review
and revise the plan as needed. In conjunction with the plan review, a refresher
course on fire extinguisher usage will be conducted.
52.
VAULT ROTATION POLICY
Employee Handbook
Page 54 of 60
1/29/2007
a.
b.
c.
d.
e.
f.
g.
h.
To meet accepted security and insurance standards, there shall be dual control
for opening the vaults, night drop depositories, and depository ATM(s). These
devices are fitted with locks requiring a key and combination to open. In addition,
special code authority is required to turn off the alarm for these devices.
One staff person will hold the lock combination. A second staff person will hold
the key(s) and have the alarm security code. It is fundamental to the concept of
dual control that keys be held under sole control and neither person divulge their
code or combination to any other person.
The CEO has authority over the lock combinations and shall maintain a record of
combination assignments. The security officer has authority over alarm codes and
shall maintain records of code assignments. Backups to these two functions as
assigned by management.
The Member Service Department's vault or assistant vault manager is responsible
for vault and safe keys and will issue the vault opening rotation schedule.
Eligibility requirements for staff in the vault rotation are:
i.
Passed the probationary employment period (standard or extended).
ii.
Staff holding the lock combination cannot also have alarm authority for
the vault and ATM's
iii.
live within a 15 mile radius of the credit union (waived for rotation
volunteers)
Staff in the vault opening rotation will be assigned on a two month, rotating basis;
two staff members at a time. Within the rotation period the two staff may make
coverage arrangements to meet their needs. For planned absences, it is the
responsibility of the person who will be absent to notify the other person in the
rotation or arrange another replacement. If the person who will be absent is
backup on that particular date, it is that person's responsibility to arrange a
replacement backup.
You are encouraged to volunteer for vault opening duty. Volunteers may stay in
the rotation for periods longer than the normal rotation or at the discretion of the
credit union.
Backup Coverage
i.
Staff in vault rotation are responsible for arranging their backup(s). In the
event that no one shows up to perform one of the vault opening related
tasks, designated "deep backup's" are assigned.
ii.
The CEO functions as deep backup for the combination and the COO is
deep backup for the alarm code (there are six additional staff with alarm
code authority).
iii.
dditional combination backup for Monday through Friday shall be
provided by one or two of the staff members working flexible schedules
that require them to be at work prior to 8:30am. The CEO would remain as
Saturday deep backup.
iv.
Incentive payment
(1)
Until a staffing solution is worked out for Saturday vault opening,
a temporary incentive payment will be utilized.
(2)
A staff person who is not already assigned to work on Saturday,
coming in solely to open the vault, (whether they be scheduled or
called in as backup) will receive incentive pay in the amount of
Employee Handbook
Page 55 of 60
1/29/2007
$25. This amount is in place of regular pay an hourly employee
might claim. Exempt staff shall also receive this incentive.
53.
ALARM RESPONSE POLICY
a.
In case of alarm events not covered by this policy, or in case of emergency, the
CEO will make the final decision on who does what and when.
b.
Primary Alarm Responder Definition
i.
Responding to all Police and alarm company calls. Carry the alarm
response cellular phone. Security contacts and checklist
c.
Backup Alarm Responder Definition
i.
Backup responder is scheduled at same time as primary responder, and
covers for primary when primary is not available.
d.
Responder Qualification Guidelines
i.
Live within 10 miles of Credit Union building so time to respond is
reasonable.
ii.
Employed at Alternatives least 2 years. Have child care available, if
necessary.
iii.
Have access to private transportation to avoid waiting for bus or cab or
walking alone downtown late at night.
iv.
Volunteers for alarm response do not necessarily have to meet all
guidelines.
e.
e.
Alarm Response Coordinator
i.
Responsible for alarm response rotation schedule and delegates duty
according to, but not limited to, qualification guidelines. Also responsible
for training alarm response staff on security issues, maintaining contacts
with police and alarm company, and for attending to general after hours
security issues (such as repair of a broken door or windows).
ii.
Suggested responder rotation: Minimum of 6 in rotation.
(1)
Volunteers are requested. Anyone is encouraged to volunteer,
even if they do not fall into the Responder Qualification
Guidelines.
(2)
If there aren't enough volunteers, then Alarm Response
Coordinator chooses additional responders according to Responder
Qualifications.
(3)
If there still aren't enough Responders, then Alarm Response
Coordinator delegates the task to other staff, and is not limited to
the above criteria.
(4)
1 month as primary, 1 month as back up.
(5)
When we get through the list of Responders, we start over.
(6)
New additions to the list would be assigned duty before anyone
repeats duty.
(7)
If someone prefers a longer shift to being on duty several times
each year, or another type of rotation, please talk Alarm Response
Coordinator.
f.
PAY
i.
The primary person assigned to Alarm Response will receive
(1)
$75.00 per month of Alarm Response Duty in addition to regular
Employee Handbook
Page 56 of 60
1/29/2007
g.
pay and
(2)
$50 per event for time spent on site up to one hour.
(3)
After first hour on site, second hour is paid proportional to time
spent, up to an additional $50, with a limit of $100/day.
(4)
Compensatory Time will be awarded at hour for hour for time
spent at Alternatives over 2 hours
ii.
A "day" is defined as from the close of business to the open of business
the next day, with a limit of 24 hours for weekends.
iii.
If backup is required to come to Credit Union, the backup will also be paid
for time spent on site as above.
Compromises in the security of the building should be called in to the alarm
response coordinator.
54.
RELATED DOCUMENTS
a.
Wage Chart
b.
Occurrence Memo
c.
Time Sheet
d.
Leave Request
e.
Living Wage
f.
Performance Evaluation form
55.
CHANGES TO THIS HANDBOOK
a.
As customs emerge and official policies need further explanation, CEO will make
changes to the Handbook and post an updated version on the staff Intranet.
b.
Certain changes to the Handbook require Board approval
i.
401k Profit Sharing amount
ii.
401K Match
iii.
Benefit Policy
iv.
Bonus
v.
Annual Budget
vi.
Livable wage Report
vii.
Merit Review Ranges
viii. Per Diem
ix.
Schedule of Holidays
x.
Set Fees
xi.
Staff Benefits
xii.
Staffing Roster
Employee Handbook
Page 57 of 60
1/29/2007
RECEIPT OF POLICY AND PROCEDURE Handbook
I acknowledge that I have received a copy of the Employee Benefit and Policy Handbook
as dated above. This handbook was given to me on (please fill in the date) _________________
200___.
_______________________________
Signature
______________________________
For the Credit Union (Initials)
Employee Handbook
Page 58 of 60
1/29/2007
Index
4
401K, 22
F
Fee Exemptions, 39
FSA, 30
A
Acceptance of Gifts, 7
Accounting, 12
Adjustments to Salary, 22
Adoption Leave, 34
Affirmative Action, 4
Alarm Response, 55
Alcoholism, 44
Attendance, 17
H
Harassment, 5
Hazardous Materials, 52
Healthy Work Environment, 52
Hiring Practices, 15
Holidays, 30
Hours of Work, 16
B
Bank Bribery Act, 9
Basic Term Life Insurance and AD&D, 37
Bonding, 16
Breaks, 17
I
Inclement Weather, 35
Insurance Benefits, 37
Internet, 46
Interpersonal Grievances, 43
Interviews, 42
Introductory Period, 18
C
COBRA, 34
Code of Ethics, 6
Community Service, 35
Compensation, 18
Computers, 40
Confidentiality, 6
Conflicts of Interest, 8
Corporate Ethics, 5
Credit Checks, 16
Credit Union Property, 44
J
Jury Duty, 35
L
Layoffs, 42
Leaves of Absence, 33, 34
Long Term Sick Account, 36
LTSA, 36
Lunch, 37
D
Departmental Meetings, 13
Disciplinary Action, 41
Discrimination, 5
Dress Code, 43
Drug Abuse, 44
E
Education Assistance Program, 39
E-Mail, 46
Emergency Evacuation, 53
Employee Assistance Program, 39
Employee Recognition, 45
Employee Satus, 27
End of Month & End of Year Processing, 17
Equal Opportunity Employment, 4
Exchange Time, 28
Excused absences, 17
O
Organization Structure, 11
Mid-Managers, 11
New Council, 12
Other Benefits, 39
Outside Employment, 26
Overdrafts, 7
Overtime, 30
P
Paid Time Off, 31
Paternity Leave, 34
Paychecks, 28
Payroll Deductions, 30
Performance Appraisals, 22
Performance Evaluation, 18
Annual Reviews, 25
Interim Reviews, 25
Personal Phone Calls, 43
Personnel Files, 26
Employee Handbook
Page 59 of 60
1/29/2007
Probation, 42
Promotional Wage Increase, 21
Promotions, 21
PTO, 31
T
Telecommuting, 47
Terminations, 42
R
Reference Checks, 26
Resignations, 42
Retirement Accounts, 40
Rules of Conduct, 40
U
Unscheduled Absence, 18
V
Vault Rotation, 54
S
Safe Work Environment, 50
Smoking Policy, 43
Social Security, 30
Staff Accounts, 7
Staff Meetings, 14
Standard Minimum Work Day, 17
State Disability Insurance, 37
Suggestions, 42
W
Wage and Salary Administration, 19
Bonuses, 22
Performance Merit Increase, 21
Salary Increases, 21
Starting Wages, 20
Wage Ranges, 20
Employee Handbook
Page 60 of 60
1/29/2007