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Single HR Policies

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* We have Policy Writing & Decision making kits covering policies from automobile usage to vacation leave.
 
You can easily create effective workplace policies. Our in-house editorial staff of HR professionals, policy writers, and legal experts work for you by researching, analyzing, and sifting through vast amounts of HR professional information.
 
Our policies are priced starting $19.95. Go ahead download and customize them for your company right now.


Absence
4 products

Benefits
10 products

Conduct
9 products

Employment
18 products

Pay Practices
5 products

Personnel Responsibilities
6 products

Reimbursement
7 products

Work Areas
6 products

Other Single Policies
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ATHLETIC AND RECREATIONAL PROGRAMS Policy: Writing and Decision Making Kit
This policy discusses employee participation in company-sponsored workout facilities and recreational activities, including Workers’ Compensation requirements.
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AUTOMOBILE USAGE Policy: Writing and Decision Making Kit
Motor vehicle accidents represent one of the largest groups of occupational fatalities. According to the 2002 Bureau of Labor Statistics Census of Fatal Occupational Injuries, highway traffic accidents accounted for 25% of all occupational fatalities.

This policy provides information regarding the use of company and personal vehicles for company business including mileage reimbursement, cell phone use, and insurance coverage, plus:
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BEHAVIOR OF EMPLOYEES Policy: Writing and Decision Making Kit
This policy outlines behavior that employers expect of employees and the types of conduct that most employers prohibit.

To help you implement this policy successfully, you receive expert advice on these related topics:
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BUSINESS ENTERTAINING Policy: Writing and Decision Making Kit
Many organizations use the entertainment of business associates as a means for generating business and promoting corporate goodwill. Most employers, however, also closely scrutinize their entertainment expenses. Restructuring, employee cutbacks, and leaner budgets have led some employers to reduce the frequency and costs of customer business lunches and other forms of business entertaining. Organizations that encourage business entertaining therefore should establish guidelines to limit exposure to legal liability, handle the authorization process, and control the amount of expenditures and their deductibility under the Internal Revenue Code.
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CODE OF EMPLOYER-EMPLOYEE RELATIONS Policy: Writing and Decision Making Kit
Many employers introduce their personnel policy manuals or employee handbooks with statements expressing management’s intention to create a pleasant and productive work environment. Instead of using a code of employer-employee relations, some organizations prefer to introduce their handbooks and manuals with a mission statement that emphasizes their commitment to providing quality products and customer service. Usually, the mission statement includes a reference to the employer’s intention to reward employees for their contributions to the organization.
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CONFIDENTIAL NATURE OF COMPANY AFFAIRS Policy: Writing and Decision Making Kit
Every employer is concerned about controlling outsiders’ access to sensitive business information, such as trade secrets, customer lists, and financial data. However, maintaining control over this confidential information has become more challenging since advances in communications technology, such as the Internet and electronic mail (“e-mail”), make sharing and accessing business information easier and quicker than ever before.
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CONFLICTS OF INTEREST Policy: Writing and Decision Making Kit
Conflicts of interest normally arise when employees engage in activities for personal gain that compromise their ability to represent their employer’s best interests. Examples of employee activities commonly viewed as creating conflicts of interest include: having significant financial interests in customers, suppliers, or competitors; working for a competitor; self-employment in competition with the organization; soliciting or accepting gifts or gratuities from suppliers or customers; using the organization’s equipment and supplies for personal gain; and using inside information about the employer for personal benefit.
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CUSTOMER RELATIONS Policy: Writing and Decision Making Kit
The success of any organization depends on how it treats its customers or clients and how well it anticipates and fills their needs. Prompt, efficient, and courteous customer service not only contributes to the organization’s public image but also increases customer loyalty, sales, and profits. To ensure good customer service, organizations should train their employees to serve customers in both routine and unusual circumstances and should monitor customer service performance.
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DISCIPLINARY PROCEDURE Policy: Writing and Decision Making Kit

Disciplining employees probably is one of the most difficult tasks because most employers equate discipline with punishment. This guide offers disciplinary procedures aimed at correcting problems with an employee’s behavior or performance and outlines a multi-step disciplinary procedure that gives employees opportunities to improve before they are disciplined.

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DISCLOSURE OF BENEFITS Policy: Writing and Decision Making Kit
Although employers are not required by law to provide most types of benefits, organizations choose to do so for sound business reasons. Many benefits that employers provide are governed by the federal Employee Retirement Income Security Act (“ERISA”).
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DISPUTE RESOLUTION PROCEDURE: Writing and Decision Making Kit
Formal dispute resolution procedures provide a structured system for employees to solve work-related problems and complaints. A formal dispute resolution process also helps ensure that employees’ disputes receive similar treatment and consideration by management. Many employers feel that providing a dispute resolution process improves morale, facilitates communication between employees and managers, and demonstrates the employer’s commitment to resolving workplace disagreements. In addition, a dispute resolution process provides employees with an alternative to court or agency proceedings.
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DRUGS, NARCOTICS, AND ALCOHOL Policy: HR Decision-Making Resource (TW)

The effects of employee drug and alcohol abuse on an organization can be widespread and difficult to eliminate. Substance abuse often increases absenteeism, accidents, health care costs, and workers’ compensation rates while lowering productivity. In addition, these problems demoralize employees who must continue to produce despite incapacitated or absent coworkers.
 
This resource attempts to deter drug and alcohol abuse through education, testing, disciplinary action, and required rehabilitation for abusers who want to continue working for the organization.

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DRUGS, NARCOTICS, AND ALCOHOL Policy: Writing and Decision Making Kit

The effects of employee drug and alcohol abuse on an organization can be widespread and difficult to eliminate. Substance abuse often increases absenteeism, accidents, health care costs, and workers’ compensation rates while lowering productivity. In addition, these problems demoralize employees who must continue to produce despite incapacitated or absent coworkers.
 
This resource attempts to deter drug and alcohol abuse through education, testing, disciplinary action, and required rehabilitation for abusers who want to continue working for the organization.

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EDUCATIONAL ASSISTANCE Policy: Writing and Decision Making Kit
Employers can meet the challenge of having a well-educated, knowledgeable workforce by supporting continuing education, either through tuition advances or reimbursement. These programs also can help employers attract and retain employees who are interested in advancing their education, skills, and careers. Most employers that provide educational benefits limit their financial exposure if the employee drops out of the class or terminates employment by reimbursing employee costs after the course work is completed instead of paying for them in advance. Other forms of support include granting educational leaves of absence (see Leaves of Absence); allowing employees to take courses during work hours; and funding scholarships, grants, or loans for employee education.
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EMPLOYEE CLASSIFICATIONS Policy: Writing and Decision Making Kit
Employee classifications are important since they dictate which employees are eligible for benefits, such as health insurance and paid time off, and for overtime based on the number of hours worked and the type of job duties performed.
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EMPLOYEE COUNSELING Policy: Writing and Decision Making Kit
Many employers have found that it is a good business practice to help employees who experience personal problems or need guidance or rehabilitation. Assistance that contributes to employee physical, mental, and emotional well-being can improve performance and reduce absenteeism, turnover, and grievances. Early intervention with troubled employees also may lower the cost of health care and workers’ compensation and improve safety.
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EMPLOYEE RECOGNITION AND SERVICE AWARDS Policy: Writing and Decision Making Kit
This policy discusses how to establish an awards program, different types of awards, how this impacts nonexempts and their hourly wage, and tax implications.
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EMPLOYEE SUPERVISION Policy: Writing and Decision Making Kit
Supervisors are involved in day-to-day operations and, therefore, act as the bridge between management and employees. Their ability to lead, motivate, and implement the organization’s policies effectively and fairly is critical to the success of their department or division. Since they may be the only representatives of management with whom employees have regular contact, they can influence how their employees feel about the organization as a whole. Thus, supervisors should be able to interact well with people in addition to having solid technical skills.
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EMPLOYMENT AGREEMENTS Policy: Writing and Decision Making Kit
Employment agreements may be used to define a particular employee’s terms and conditions of employment and to specify what that employee’s obligations are after the employment relationship has ended. These agreements are contracts that are binding on both the employer and employee. They are separate and distinct from employee handbooks, which are intended as guidelines for all employees and generally are not considered to be binding contracts. (See Functions of This Manual and Employment-At-Will.)

This policy will help an employer determine when it might be appropriate to have an employment agreement such as a noncompete agreement, retention agreement, nonsolicitation agreements and other such types of agreements.
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EMPLOYMENT AT-WILL Policy: Writing and Decision Making Kit
This policy explains that employees who do not have an individualized written employment contract or a collective bargaining agreement are employed at the will of the Company and are subject to termination at any time, for any reason, with or without cause or notice. These employees may terminate their employment at any time and for any reason.
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EQUAL EMPLOYMENT OPPORTUNITY Policy: Writing and Decision Making Kit
Generally, employers that do not receive government contracts are not required to include an equal employment opportunity (“EEO”) statement in their employee handbooks and personnel policy manuals. However, most employers add one voluntarily to communicate their commitment to basing employment decisions on performance and ability and to show their compliance with federal, state, and local laws prohibiting employment discrimination.
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FUNCTIONS OF THIS MANUAL: Writing and Decision Making Kit
The general purpose of a personnel policy manual is to communicate the organization’s policies and procedures to the managerial employees who must implement them.
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HIRING Policy: Writing and Decision Making Kit

A solid and comprehensive hiring policy can help employers find highly qualified applicants, ensure uniformity in personnel practices, and comply with the numerous federal, state, and local laws that regulate hiring practices. This resource addresses the major aspects of the hiring function including interview questions, offer letters, credit and background checks, preemployment physicals and drug testing, and I-9 verification.

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HOLIDAYS Policy: Writing and Decision Making Kit
Employers are not required to pay employees for holidays that they do not work, but most organizations offer a limited number of paid holidays to create employee goodwill. Generally, the federal government and most states observe more public holidays than do private employers, and a very small number of states actually require employers to observe certain holidays.

This policy discusses offering holidays to employees, exempt employees and unpaid holidays, religious holidays and reasonable accommodation, and holiday overtime pay.
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HOURS OF WORK Policy: Decision-Making Resource (TW)

To comply with the Fair Labor Standards Act (FLSA) and address employee questions about what will be paid time, employers should develop and distribute a policy that explains these issues. This policy provides information that includes classifying an employee as exempt or nonexempt, the definition of working time, the new FLSA regulation definitions, overtime and mandatory overtime, comp time, workweek alternatives such as compressed workweeks and telecommuting, deductions from exempt employee pay, time clocks, and rounding practices and much more:

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HOURS OF WORK Policy: Writing and Decision Making Kit

To comply with the Fair Labor Standards Act (FLSA) and address employee questions about what will be paid time, employers should develop and distribute a policy that explains these issues. This policy provides information that includes classifying an employee as exempt or nonexempt, the definition of working time, the new FLSA regulation definitions, overtime and mandatory overtime, comp time, workweek alternatives such as compressed workweeks and telecommuting, deductions from exempt employee pay, time clocks, and rounding practices and much more:

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HUMAN RESOURCES MANAGER: Writing and Decision Making Kit
The current business and legal climate have changed both the function and the status of the human resources manager in many organizations. Employers worry about frequent or expensive legal claims by employees, particularly in relation to discrimination and downsizing. At the same time, hiring, training, and keeping skilled employees has become a priority for businesses concerned about their competitiveness. As a result, the professional expertise required for the human resources function has increased.
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INTRODUCTORY PERIOD Policy: Writing and Decision Making Kit
Many employers require new, transferred, and promoted employees to complete an introductory period of employment that allows an evaluation of their skills and compatibility with the organization and their jobs. During this period, the employee also has the opportunity to demonstrate his ability to learn the new job and to determine if he likes working in the organization. Some employers refer to this time period as a training period, orientation period, initial employment period, or even a “familiarization” period. Other employers use the more traditional phrase “probationary period,” although use of this title may create some legal problems.
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JOB EVALUATION Policy: Writing and Decision Making Kit
Job evaluation is the process of creating a hierarchy that establishes the worth of each job to the organization and typically is based on the job’s content (such as the skills needed, job duties, and working conditions) or its external market value and not on the abilities of the individual performing the job. Thus, a job evaluation is not the same as setting pay rates or measuring an employee’s performance.
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LAYOFF AND RECALL Policy: Writing and Decision Making Kit
Policies on layoff and recall traditionally have been associated with cyclical industries, union settings, and “blue-collar” employees. In recent years, however, factors such as deregulation, new technologies, the emergence of a global economy, and the use of outsourcing and employee contracting have dramatically changed the structure and composition of the workplace. As a result, layoff and recall policies are needed that include employees at all levels and in industries where layoffs formerly have been rare.
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LEAVES OF ABSENCE Policy: Writing and Decision Making Kit
Revised for the 2009 Family and Medical Leave Act (FMLA) regulations and integrates 9 different leaves and background information into one policy. One ready-to-go Model Policy covering nine (9) different types of leaves – all pulled together, interpreted, and documented with over 85 pages of supporting information – covering HR best practices, FMLA, ADA, USERRA, PDA, WC, DOL Regulations, Case Law, Notices, Forms, and Posters.
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LUNCH FACILITIES Policy: Writing and Decision Making Kit
Employers make eating facilities available as a benefit for their employees for several reasons. Convenient facilities allow employees to spend more time eating and relaxing during their meal periods while reducing the total amount of time needed for the break. Some employers do not restrict the availability of meals to just the lunch break. To accommodate the diverse schedules of employees, food may be served at any time during the day and may include breakfast and even dinner. Some innovative employers also now offer concierge services that include grocery shopping and even meal preparation so that employees do not have to stop on the way home. The cost of the service is paid by the employer but the actual food is charged to the employee.
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MAINTENANCE OF WORK AREAS Policy: Writing and Decision Making Kit
This policy discusses the importance of maintaining a clean and orderly work area.
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MEAL BREAKS Policy: Writing and Decision Making Kit
The main differences between meal and rest breaks are that meal breaks are generally longer and typically are treated as unpaid time for “nonexempt” employees.
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MEAL REIMBURSEMENT Policy: Writing and Decision Making Kit
This policy focuses on the provision or payment of non-travel related meals to employees. Some employers arrange for employee meals to minimize work disruptions and boost employee energy and performance. Employers that occasionally supply meals to workers most often do so for exempt employees who must work through lunch or after normal business hours. However, some organizations also provide or pay for meals for nonexempt employees who are required to work unscheduled overtime. Other employers have more general policies that give supervisors greater flexibility by letting them authorize meal reimbursements at their discretion.
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MEDICAL PROCEDURES Policy: Writing and Decision Making Kit
In the past, preemployment physical examinations and medical inquiries were a standard part of the hiring process. Employers used these questions and examinations to establish that the applicant was physically able to perform the job, to provide a benchmark medical record for future medical questions or workers’ compensation issues, and to detect communicable diseases that could endanger others in the workplace. However, as a result of the federal Americans with Disabilities Act (“ADA”), which applies to employers with 15 or more employees, covered employers may not make any medical inquiries or require any medical tests or examinations until a conditional offer of employment has been made. Many states also have placed restrictions on an employer’s ability to use medical examinations to evaluate job applicants.
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MEMBERSHIP IN CLUBS AND CIVIC ORGANIZATIONS Policy: Writing and Decision Making Kit
Employers often encourage employee memberships in clubs and civic organizations to enhance their corporate images, give needed assistance to charitable groups, and provide opportunities for employees to develop leadership and organizational skills. (See also: Participation in Trade and Professional Associations and Participation in Community Affairs)
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ORIENTATION AND TRAINING Policy: Writing and Decision Making Kit
Most employers provide orientation programs for new hires and training programs for both current and new employees. These programs have different purposes. Orientation programs typically deal with the assimilation of employees into new working environments while training programs generally concern “hands on” job or functional skills development.
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OUTSIDE EMPLOYMENT Policy: Writing and Decision Making Kit
The issue of outside employment presents a challenge for many organizations. On one side, employers are concerned that “moonlighting” will lead to divided allegiance, conflicts of interest, and poor job performance. However, they also recognize that they cannot, and do not want to, control their employees’ off-duty activities. In addition, both employers and employees are embracing new relationships that include the use of part-time and temporary workers and flexible scheduling such as job sharing and telecommuting. As a result, multiple jobholders are a growing segment of the workforce and attitudes toward outside employment and strict loyalty to one employer are changing.
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PARKING Policy: Writing and Decision Making Kit
Depending on the workplace location, availability of parking and parking lot conditions can be a concern for both employers and employees. A parking policy can address these concerns and establish the limits of the employer’s liability for employee use of the parking facilities.

This policy discusses parking considerations, including parking and mass transit fringe benefit allowance and the number of handicap parking spaces required by an employer.

Employers should consider the following legal and practical factors when designing a parking policy.
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PARTICIPATION IN COMMUNITY AFFAIRS Policy: Writing and Decision Making Kit
Many organizations encourage their employees to participate in civic activities. This participation meets the employer’s concern for corporate social responsibility and good citizenship. The employer’s narrower business interests also are served through increased community recognition and goodwill. In addition, employer participation in community affairs may improve employee morale and recruiting results since employees generally are proud to work for an organization that is actively involved in the community.
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PARTICIPATION IN TRADE & PROFESSIONAL ASSOCIATIONS Policy: Writing and Decision Making Kit
This policy discusses the employer’s role in allowing employees to participate in professional and trade associations, discusses working hours and membership dues.
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PAY PROCEDURES Policy: Writing and Decision Making Kit
Employers should familiarize themselves with both state and federal laws relating to pay practices. This policy provides information regarding pay practices, including timing of wage payments, deductions from pay, direct deposit, overpayments, and independent contractors and much more:
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PERFORMANCE APPRAISALS Policy: Writing and Decision Making Kit
A formal system for evaluating employee performance can help the employer identify and correct performance problems, plan employee career development, assess readiness for transfer or promotion, determine compensation, and improve productivity by communicating goals and expectations to employees. However, some experts argue that poorly conducted evaluations can do more damage than good.
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PERSONAL APPEARANCE OF EMPLOYEES (Dress Code) Policy: Writing and Decision Making Kit
Most organizations have some sort of appearance standards or guidelines that explain to employees what dress and grooming practices are appropriate for the workplace. Generally, employers have three business-related reasons for implementing these types of standards: (1) to present or create a professional or identifiable appearance for customers, suppliers, and the public; (2) to promote a positive working environment and limit distractions caused by outrageous, provocative, or inappropriate dress; and (3) to ensure safety while working. Employers typically base their dress policy choices on the presumption that employees at all levels and job positions are representatives of the organization and, therefore, their dress, grooming, and personal hygiene affect both the public’s impression of the business and internal morale.
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PERSONAL FINANCES OF EMPLOYEES Policy: Writing and Decision Making Kit
Most employers have legitimate business-related reasons for addressing their employees’ personal finances, such as the extra expense incurred administering court-mandated collection procedures and the negative impact financial worries can have on job performance. Additionally, an employee with financial problems may pose a security risk if placed in a job that involves access to sensitive information or handling money or company accounts.
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PERSONAL PROPERTY Policy: Writing and Decision Making Kit
This policy provides information that helps employers limit the amount of personal property in the workplace and informs employers regarding their right to have a policy that allows for personal property searches and how to limit invasion of privacy claims.
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PERSONNEL POLICIES (MODEL COVER): Writing and Decision Making Kit
Employers generally are not required by law to create written policies or distribute employee handbooks. However, most organizations provide them in order to clarify procedures and explain certain types of benefits, such as paid vacation and holidays. Thus, employees will know what is expected of them and what they generally can expect during their employment.
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PERSONNEL RECORDS Policy: Writing and Decision Making Kit
Though employers are not legally required to maintain personnel records per se, they must keep certain types of information about their employees in order to comply with federal and state employment laws. In addition, documentation about an employee’s job performance can help support personnel decisions, such as promotion, transfer, discipline, or discharge. Therefore, every employer should establish a formal system for gathering and maintaining required information on applicants, employees, and former employees.
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PRESIDENT’S LETTER Policy: Writing and Decision Making Kit
This letter reinforces management’s perspective regarding personnel policies and procedures and implementation.
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PRODUCTIVE WORK ENVIRONMENT Policy: Writing and Decision Making Kit

This resource is called “Productive Work Environment” (as opposed to “Sexual Harassment” or “Anti-Harassment Policy”) to underscore the positive purpose behind the policy.
 
While it specifically prohibits all types of harassment in the workplace -- such as sexual harassment or anything that creates an intimidating, offensive, or hostile working environment -- it also focuses on the creation and maintenance of an environment in which employees are not distracted by the inappropriate behavior of coworkers, service providers, or customers. Thus, the policy title reflects the employer’s goal of a respectful workplace, rather than simply liability prevention.

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PROMOTION Policy: Writing and Decision Making Kit
Promoting from within is good business practice and has been shown to be a powerful employee motivator. Internal promotion policies can generate loyalty through the recognition of individual merit and improved morale by fulfilling employees’ need for increased status.
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PURCHASE OF COMPANY PRODUCTS AND SERVICES Policy: Writing and Decision Making Kit
This policy discusses the employee’s ability to purchase company goods and services at a discounted rate, when applicable.
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RELOCATION Policy: Writing and Decision Making Kit
This policy provides information regarding relocation policies, agreements and resources, and eligible moving expenses for tax purposes.
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REST BREAKS Policy: Writing and Decision Making Kit
Employers recognize that periodic breaks during working hours are necessary for the mental and physical health of workers and can reduce accidents and mistakes caused by fatigue and boredom.
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RETIREMENT Policy: Writing and Decision Making Kit
As a general rule, employers cannot mandate that employees retire at a certain age. The Age Discrimination in Employment Act (“ADEA”) and most states specifically prohibit employers from requiring employees to retire based solely on age. This policy discusses retirement considerations, mandatory retirement, early retirement, and age waivers.
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SALARY ADMINISTRATION Policy: Writing and Decision Making Kit
A salary administration policy typically sets out the organization’s goals regarding compensation decisions. Most organizations affirm their commitment to paying compensation that is nondiscriminatory. This goal typically is contingent on the organization’s overall financial condition. Other employers also include in their policies their intent to reward performance and to be fair in their compensation decisions.
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SECURITY Policy: Writing and Decision Making Kit

Workplace security policies generally address the employer’s procedures for safeguarding its employees and property against harm such as theft, sabotage, vandalism, and workplace violence. To implement a security plan, employers should begin by evaluating their security needs.
 
This resource discusses the differences between a safety policy and a security policy, preventing workplace violence, investigations, lie detector tests, and property searches.

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SERIOUS DISEASES - Americans with Disability Act (ADA) Policy: Writing and Decision Making Kit

Federal and state laws treat many serious illnesses as disabilities and require employers to make certain accommodations for otherwise qualified individuals. This resourcehelps employers deal with issues that relate to serious diseases and illness such as cancer, depression, TB, HIV, and AIDS in regards to accommodations necessary under the Americans with Disability Act (ADA) and recordkeeping requirements.

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SEVERANCE PAY Policy: Writing and Decision Making Kit
Severance pay is extra compensation paid to employees as a result of their involuntary termination. It is paid in addition to any wages owed to employees for work performed and generally is not required by federal or state law. (However, a few states, such as Maine, require the payment of severance in the case of plant relocations or shutdowns. Employers should check applicable state law.)
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SHORT-TERM ABSENCES Policy: Writing and Decision Making Kit
Most organizations realize that employees have certain legitimate reasons to miss work and, therefore, provide for limited paid absences, particularly for sickness or injury, even though they are not required to allow these absences. Organizations with seasonal work or critical staffing requirements are notable exceptions to this practice. Employers should consider the following issues when creating a short-term absences policy.
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SMOKING Policy: Writing and Decision Making Kit
This policy discusses the compliance with federal, state, and local regulations regarding smoking, the ability to have a non-smoking facility, smoke breaks, and hiring smokers.
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SOLICITATION Policy: Writing and Decision Making Kit
Solicitation usually is defined as oral persuasion to join in some endeavor or buy some product or service. Distribution refers to the dissemination of written information. Many employers limit these activities to minimize operational disruptions and provide security for their employees and property.
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SUGGESTION PROGRAM Policy: Writing and Decision Making Kit
A suggestion program, carefully considered and implemented, is an easy and inexpensive way to enhance employee productivity and morale. Worker participation draws on the employee’s firsthand familiarity with the job and allows the employee to become involved in, or “buy into,” the work process.
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TERMINATION OF EMPLOYMENT Policy: Writing and Decision Making Kit

Employers should have termination policies to ensure consistent treatment among employees whose working relationship with the organization is ending, for whatever reason. Voluntary terminations provide the employer with an opportunity to review its management practices, while involuntary terminations present a challenge to limit the employer’s liability for claims of wrongful discharge and discrimination.
 
This resource discusses the various avenues of termination, i.e. resignation, discharge and retirement, how to calculate turnover costs, paying vacation at termination, general releases (waivers), exit interviews, return of employer property, post-employment references, and COBRA.

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TRANSFER Policy: Writing and Decision Making Kit
Job transfers generally fall into one of two categories: those initiated by management or those made in response to an employee’s request. Transfers initiated by the employer may be necessary because of temporary workload imbalances; the need to rotate employees to limit exposure to harmful conditions; corporate restructuring; dislocations caused by job elimination or reductions in force; and demotions in response to disciplinary or performance problems. Employees may initiate a transfer because they want new or broader experience; there is friction among coworkers; they want to better use their skills; or they need accommodation for disabilities or family care responsibilities. Either way, transfers may be temporary or long-term, depending on the organization’s business needs.
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TRAVEL Policy: Writing and Decision Making Kit
An employer may have many reasons to require its employees to travel on business. For example, organizations often require executives, sales personnel, and technical support staff to travel extensively to service customers, cultivate new business, or meet with suppliers. Many employers also encourage employees to attend professional and technical conferences to learn about new developments and exchange ideas with their peers. Some organizations allow travel to conferences to boost morale since travel breaks routine and often provides a chance to visit popular cities and resorts. In addition, multinational employers sometimes offer subsidized travel to employees as an inducement to transfer to foreign offices.

This policy provides information regarding travel as a condition of employment, travel expenses, travel advances, substantiation of expenses, and per diems.
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USE OF COMMUNICATION SYSTEMS Policy: Writing and Decision Making Kit
Use of Communications Systems and Social Media

Communication systems are not only an essential tool for doing business, but also an integral part of the daily work of many employees. Since these systems affect virtually every organizational function, from customer service to production, employers should adopt a communication systems policy that identifies the proper uses of communication systems and encourages employees to explore new information resources.
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VACATIONS Policy: Writing and Decision Making Kit

Nearly all organizations give their employees a period of paid vacation each year, even though it is not required by law. Employers who offer paid vacation find this benefit increases productivity by giving employees time to recharge their energy for their jobs. In addition, paid vacation benefits help recruit and retain valuable employees. Generally, paid vacation leave is one of the most expensive benefits an employer provides and one of the most important benefits to employees. To answer employee questions and prevent misunderstandings about the employer’s vacation practices, written vacation policies should be distributed to all employees.
 
This resource provides information regarding different methods of calculating vacation, vacation pay upon termination, and exempt employees and vacations of less than a day.

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