human resources manual · rev june 1, 2020 environmental services association of alberta human...

HUMAN RESOURCES MANUAL

Rev June 1, 2020 Environmental Services Association of Alberta Human Resources Manual of 30

TABLE OF CONTENTS TABLE OF CONTENTS .................................................................................................................................................................... 2 SECTION 1 – INTRODUCTION ........................................................................................................................................................ 4 1.1 WELCOME TO ESAA .............................................................................................................................................. 4 1.2 POLICY MANUAL REVIEW AND REVISION .............................................................................................................. 4 1.3 VISION, MISSION AND VALUES ............................................................................................................................. 5 SECTION 2 – ESAA BOARD EXECUTIVE .......................................................................................................................................... 5 2.1 BOARD EXECUTIVE RESPONSIBILITES .................................................................................................................... 5 SECTION 3 – HUMAN RESOURCES PRINCIPLES .............................................................................................................................. 6 3.1 HUMAN RIGHTS .................................................................................................................................................... 6 3.2 PRIVACY ............................................................................................................................................................... 6 SECTION 4 – STANDARDS OF CONDUCT ....................................................................................................................................... 7 4.1 CODE OF CONDUCT ............................................................................................................................................... 8 4.1.1 CONFLICT OF INTEREST ......................................................................................................................................... 8 4.1.2 CONFIDENTIALITY AND INTELLECTUAL PROPERTY ................................................................................................. 9 4.1.3 GIFTS, ENTERTAINMENT AND IMPROPER PAYMENTS ........................................................................................... 9 4.1.4 ACCURACY OF RECORDS AND REPORTING .......................................................................................................... 10 4.1.5 PERSONAL USE OF ASSOCIATION PROPERTY ....................................................................................................... 10 4.1.6 CONDUCT OUTSIDE OF WORK ............................................................................................................................. 10 4.1.7 WHISTLEBLOWING .............................................................................................................................................. 10 4.2 ABSENCE WITHOUT NOTICE ................................................................................................................................ 11 4.3 ASSOCIATION CELL PHONES ................................................................................................................................ 11 4.4 INFORMATION SYSTEMS, INTERNET USE AND SOCIAL MEDIA ............................................................................. 12 4.4.1 INTERNET AND EMAIL ......................................................................................................................................... 12 4.4.2 SOCIAL MEDIA .................................................................................................................................................... 12 4.5 OFFICE PROCEDURES AND PROTOCOLS ............................................................................................................... 13 4.5.1 OFFICE HOURS .................................................................................................................................................... 13 SECTION 5 – EMPLOYMENT POLICIES .......................................................................................................................................... 14 5.1 RECRUITING AND NEW HIRES ............................................................................................................................. 14 5.1.1 NEW STAFF ORIENTATION .................................................................................................................................. 14 5.1.2 PROBATIONARY PERIOD FOR NEW EMPLOYEES .................................................................................................. 14 5.2 CORRECTIVE ACTION/PROGRESSIVE DISCIPLINE .................................................................................................. 14 5.3 RESIGNATION AND TERMINATION ...................................................................................................................... 15 5.3.1 EXIT INTERVIEWS ................................................................................................................................................ 15 SECTION 6 – HEALTH, SAFETY AND ENVIRONMENT .................................................................................................................... 15 6.1 ALCOHOL AND DRUGS ........................................................................................................................................ 16 6.2 HARASSMENT/WORKPLACE RESPECT ................................................................................................................. 16 6.2.1 SEXUAL HARASSMENT ........................................................................................................................................ 17 6.2.2 BULLYING ........................................................................................................................................................... 17 6.2.3 DISCRIMINATION ................................................................................................................................................ 18 6.2.4 VIOLENCE IN THE WORKPLACE ............................................................................................................................ 18 6.2.5 REPORTING AND RESOLUTION ............................................................................................................................ 18 6.3 HEALTH-RELATED ISSUES .................................................................................................................................... 19 6.4 MEDICAL ATTENTION .......................................................................................................................................... 19 SECTION 7 – COMPENSATION .................................................................................................................................................... 19 7.1 WAGE AND SALARY INCREASES .......................................................................................................................... 19 7.2 OVERTIME .......................................................................................................................................................... 19


7.3 PAYDAYS ............................................................................................................................................................ 20 7.4 BONUSES ............................................................................................................................................................ 20 7.5 PROFESSIONAL DUES AND MEMBERSHIPS .......................................................................................................... 20 7.6 EMPLOYEE EXPENSES .......................................................................................................................................... 20 7.7 TRAVEL EXPENSES ............................................................................................................................................... 21 7.7.1 PERSONAL VEHICLE USAGE FOR ASSOCIATION BUSINESS .................................................................................... 21 7.7.2 PER DIEM RATES ................................................................................................................................................. 21 7.7.3 OVERNIGHT ACCOMMODATIONS ....................................................................................................................... 21 SECTION 8 – EMPLOYEE BENEFITS .............................................................................................................................................. 21 8.1 BENEFITS PROGRAM ........................................................................................................................................... 21 8.2 RRSP ................................................................................................................................................................... 22 8.3 PAYROLL SOURCE DEDUCTION ............................................................................................................................ 22 8.4 LEAVES................................................................................................................................................................ 22 8.4.1 VACATION .......................................................................................................................................................... 22 8.4.2 STATUTORY HOLIDAYS ........................................................................................................................................ 23 8.4.3 MATERNITY, PARENTAL AND ADOPTIVE LEAVE ................................................................................................... 24 8.4.4 PERSONAL DAYS ................................................................................................................................................. 24 8.4.5 BEREAVEMENT LEAVE ......................................................................................................................................... 24 8.4.6 SICK LEAVE .......................................................................................................................................................... 25 8.4.7 OTHER LEGISLATED LEAVES ................................................................................................................................. 25 8.4.8 UNPAID LEAVE OF ABSENCE ................................................................................................................................ 25 SECTION 9 – PERFORMANCE MANAGEMENT ............................................................................................................................. 26 9.1 GOAL SETTING .................................................................................................................................................... 26 9.2 ANNUAL PERFORMANCE REVIEW ....................................................................................................................... 27 9.3 TRAINING AND PROFESSIONAL DEVELOPMENT .................................................................................................. 27 SECTION 10 – APPENDICES ......................................................................................................................................................... 28 10.1 EMPLOYEE ACKNOWLEDGEMENT FORM ............................................................................................................. 28 10.2 OVERTIME AGREEMENT ..................................................................................................................................... 29 10.3 PERSONAL VEHICLE FOR ASSOCIATION BUSINESS USE AGREEMENT ................................................................... 30


SECTION 1 – INTRODUCTION

The Environmental Services Association of Alberta (ESAA) was established in 1987; with over two hundred

member organizations it has grown to become one of Canada’s leading environment industry associations.

Since it has been established, ESAA has continued to provide its members with educational publications

and conferences; much needed in the ever changing environmental industry, as well as providing

important networking opportunities. ESAA is committed to promoting its many members and their

services, and is proud to serve its member organizations.

1.1 WELCOME TO ESAA

At ESAA, we truly believe that each and every employee contributes directly to the growth and success of

our organization and we sincerely hope that you will take pride in being a valued member of our great

team.

This manual outlines the policies, programs and benefits available to eligible ESAA employees. It also

describes some of ESAA’s expectations of you as an employee and is intended to help you become a

successful member of our team.

Please familiarize yourself with the contents of this manual as soon as possible and then sign the

Employee Acknowledgement form (Appendix 10.1) at the back and return it to the Executive Director.

We believe that our employees are entitled to all of the information they need to better understand our

vision for the future of our business and the challenges that lie ahead.

We hope that your experience with ESAA will be rewarding, challenging and enjoyable.

1.2 POLICY MANUAL REVIEW AND REVISION

This manual is designed to acquaint you with ESAA and to provide you with information about working

conditions, employee benefits and some of the policies affecting your employment.

This manual applies to all employees employed by ESAA, reflecting the Employment Standards Code

(Alberta), unless otherwise indicated.

No manual can anticipate every aspect about policy. As ESAA continues to grow and evolve, the need may

arise and we reserve the right to revise, supplement or rescind any policies or portion of this manual as we

deem appropriate. Employees will be notified of such changes to the manual as they occur.

This manual should not be construed as a contract of employment between ESAA and its employees. The

provisions of the manual have been developed at the discretion of management and may be amended or

cancelled at any time, at the sole discretion of ESAA.


1.3 VISION, MISSION AND VALUES

ESAA’s Vision:

“Leaders in Advancing Canada’s Environmental Industry”

ESAA’s Mission:

“We Create and Deliver Opportunities That Support Our Members’ Success”

ESAA’s Values:

The ESAA Board has identified the following set of values used to guide the Association’s decision-making

process and operations:

• Accountability

• Innovative

• Community Involvement

• Environmental Integrity

2020 – 2022 Strategic Priorities:

1. Diversified Membership and Services

2. Mutually Beneficial Stakeholder Relations

3. Create Sustainable Revenue Streams

4. Prominent Brand Awareness

5. Organizational Excellence in Governance and Operations

SECTION 2 – ESAA BOARD EXECUTIVE

2.1 BOARD EXECUTIVE RESPONSIBILITES Liaison

The role of the ESAA Board Executive is to act as a liaison between the Board of Directors and

Management for HR related issues. The ESAA Board Executive has no ability to make decisions

independently of the Board of Directors. All communication must be relayed to the Board of Directors by

the ESAA Board Executive if a decision on a matter is required.

All communication between the ESAA Board Executive and the Board of Directors on HR related matters

will occur during "In-Camera" sessions following regularly scheduled board meetings to respect the

sensitivity of information and privacy of ESAA Management.

The ESAA Board Executive will request the presence of a secondary Board Member during all

conversations with Management involving corrective action and/or conflict resolution. The secondary

Board Member will be selected at the discretion of the ESAA Board Executive depending on the nature of


the circumstances and availability. A secondary Board Member can also be requested for communications

other than corrective action or conflict resolution at the discretion of the ESAA Board Executive or the

Board of Directors.

SECTION 3 – HUMAN RESOURCES PRINCIPLES

3.1 HUMAN RIGHTS In order to provide equal employment and advancement opportunities to all individuals, employment

decisions at ESAA will be based on merit, qualifications, and abilities. ESAA will ensure that its

employment opportunities or practices do not discriminate based on race, colour, ancestry, place of

origin, religious beliefs, gender, gender identity, gender expression, age, physical disability, mental

disability, marital status, family status, source of income and sexual orientation.

ESAA will make reasonable accommodations for qualified individuals with known disabilities unless doing

so would result in an undue hardship for ESAA. This policy governs all aspects of employment, including

selection, job assignment, compensation, discipline, termination, and access to benefits and training.

Staff members with questions or concerns about discrimination in the workplace are encouraged to bring

these issues to the attention of the ESAA Board Executive. Staff can raise concerns and make reports

without fear of reprisal. Anyone found to be engaging in discrimination will be subject to disciplinary

action, including termination of employment.

3.2 PRIVACY ESAA is committed to operate with integrity regarding the protection of employee privacy and with

confidentiality concerning personal information that is collected about employees as a result of their

employment relationship with ESAA. As a result, the following procedures have been established to

protect employee privacy:

The ESAA Board Executive is responsible for the safekeeping of HR related information on behalf of the

Board of Directors to be passed to the successor in this role. The information is to be kept confidential

between the ESAA Board Executive, Management, and future ESAA Board Executives. The ESAA Board

Executive is responsible for storing the information on their computer and will ensure the information is

backed-up on another drive.

At or before the time personal information is collected, ESAA will identify the purposes for which personal

information is collected. These purposes are as follows:

• to establish an employee profile in the ESAA payroll system

• to set up an employee profile in the ESAA benefits program

• to track an employee's performance during their tenure at ESAA


• to meet legal and regulatory requirements as required by the provincial and federal

governments

• to ensure ESAA has emergency contact information for each employee

• to ensure each employee has adequate personal liability insurance that covers their own

vehicle for use on ESAA business.

When personal information that has been collected is to be used for a purpose not previously identified,

the new purpose will be identified prior to use. Unless law requires the new purpose, the consent of the

employee is required before information can be used for that purpose. Persons collecting personal

information will be able to explain to individuals the purposes for which the information is being collected.

Employee personnel files are the property of ESAA and access to the information they contain is

restricted. With reasonable advance notice, employees may review information on their file, but only in

the presence of the ESAA Board Executive.

Once an employee leaves ESAA, personnel file documents will be destroyed as follows:

• the entire file will be sealed and retained intact for a period of one year, to comply with the

Alberta Human Rights Act

• all payroll and employment-related documents will be retained for three years to comply with

the Employment Standards Code (Alberta)

• all tax related documents will be retained for 6 years to comply with Canada Revenue Agency

rules

• all other documents not described in the point above will be destroyed following one full year

after employment has ended.

Employees are responsible for ensuring that the ESAA Board Executive is promptly notified of all changes

to their personal information, including mailing address, dependents, beneficiaries and emergency contact

information.

SECTION 4 – STANDARDS OF CONDUCT All employees have individual responsibility to adhere to the Code in their actions and behaviours and it is

a condition of employment for all employees. All employees are required to ensure their personal and

professional dealings are conducted in an honest and ethical manner and are free of any deceitful,

fraudulent, disrespectful or illegal activities. The Code of Conduct applies to all directors, officers,

employees and contractors of ESAA. Anyone who violates the standards in this Code will be subject to

disciplinary action, up to and including dismissal.


The work rules and standards of conduct for ESAA are important, and ESAA regards them seriously. All

staff are required to read and comply with these standards faithfully in doing their own jobs and

conducting ESAA’s business. Any individual who deviates from these rules and standards will be subject to

corrective action, up to and including the termination of employment or contract. (See Section 5.2,

Corrective Action /Progressive Discipline).

While not intended to list all the forms of behaviour that are considered unacceptable in the workplace,

the following are examples of misconduct that may result in disciplinary action, including termination of

employment or contract.

• Theft or inappropriate removal or possession of property

• Falsification of timekeeping records

• Working under the influence of alcohol or illegal drugs

• Possession, distribution, sale, transfer, or use of alcohol or illegal drugs in the workplace (See

Section 6.1, Alcohol and Drugs)

• Fighting or threatening violence in the workplace

• Boisterous or disruptive activity in the workplace

• Negligence or improper conduct leading to damage of association-owned or property owned

by others

• Insubordination or other disrespectful conduct

• Violation of safety or health rules

• Smoking in the workplace

• Sexual or other harassment (See Section 6.2, Harassment/Workplace Respect)

• Excessive absenteeism or any absence without notice (See Section 4.2, Absence Without

Notice)

• Using association equipment for purposes other than what it was intended for unless previous

approval was given

• Violation of policies

• Unsatisfactory performance or conduct.

4.1 CODE OF CONDUCT 4.1.1 CONFLICT OF INTEREST Similar to the ESAA Conflict of Interest Policy for Board Members, ESAA staff must take steps to avoid a

conflict of interest.

A conflict of interest arises in any situation where a staff member obligation to serve the best interest of

ESAA could be affected by other interests of the individual.


Staff must avoid all situations where their personal interests or objectives are, or might be perceived as

being, in conflict with the interests of ESAA. An exception can be made if a perceived conflict is

communicated to the Board of Directors and is determined to be acceptable.

Examples of conflicts include, but are not limited to:

• Staff, either directly or indirectly (through a family member or associate), should not gain

personal financial benefits by use of their position or association information obtained in the

course of their relationship with ESAA.

• Staff must refrain from any business activity or employment that would place them in

competition with ESAA in the provision of any product or service offered by ESAA.

• Staff must avoid entering into any role or relationship with other staff or Board Member of

ESAA that could result in personal gain or undue favor to the individual in the workplace.

4.1.2 CONFIDENTIALITY AND INTELLECTUAL PROPERTY Employees must maintain the confidentiality of sensitive and confidential information entrusted to them

at all times that which includes any information that might be of use to competitors or harmful to ESAA, if

disclosed. Intellectual property remains solely the property of ESAA and the Association has full rights to

the property.

Employees who have access to private and personal information and data are also responsible for

understanding and adhering to any legal requirements about the storage, use and transmission of private

information and to actively ensure that all confidential and personal information is protected from access

by others and is not used for any purpose other than for which it is given.

Employees who improperly use or disclose confidential, private or proprietary information may be subject

to disciplinary action, up to and including dismissal and legal action. The obligation to preserve the

confidentiality of confidential information continues even after the employee ceases to have a

relationship with ESAA.

4.1.3 GIFTS, ENTERTAINMENT AND IMPROPER PAYMENTS Business gifts and entertainment are often customary courtesies designed to build goodwill and

constructive relationships among community and business partners. Employees should use good

judgment when accepting gifts from members and/or suppliers to ensure no undue influence affects the

performance of their duties in the best interest of ESAA. Any gift given to an employee that exceeds $250

in value must be reported to the Executive Director. Where possible, and to ensure that no conflict is

perceived, employees may wish to share gifts received with others in ESAA (e.g., holiday gift baskets) or

politely decline the gift if it seems unusually excessive (e.g., an all-expense paid trip). Employees should

discuss with the Executive Director any gifts or proposed gifts about which they have any questions or

concerns. Employees shall never give nor receive bribes or improper payments for the sake of receiving

any business privilege or influence.


4.1.4 ACCURACY OF RECORDS AND REPORTING ESAA’S financial statements and the books, records and accounts on which they are based must

appropriately and accurately reflect ESAA’s activities and conform to applicable legal, accounting and

auditing requirements and to the Association’s system of internal controls. Employees handling money

must know and follow instructions for the protection of Association funds.

4.1.5 PERSONAL USE OF ASSOCIATION PROPERTY

The use of Association time and property including, facilities, equipment, tools, supplies or other material is

permitted only when performing Association duties.

4.1.6 CONDUCT OUTSIDE OF WORK Any unethical, unbecoming or illegal behaviour outside the workplace by an off duty employee that could

potentially bring ESAA into disrepute, or damage its reputation, may result in disciplinary action, up to and

including dismissal.

4.1.7 WHISTLEBLOWING While we expect everyone associated with ESAA to act with the utmost integrity, we recognize the

possibility that misconduct can occur. As a result, we have a confidential reporting process to maintain

and ensure the ongoing integrity and good governance of ESAA.

All directors, officers, volunteers, employees and consultants are encouraged to promptly report either

orally or in writing, all evidence of activity that may constitute misconduct. Examples of misconduct

include questionable accounting practices, corporate fraud, a criminal offense, a breach of legal

obligation, a miscarriage of justice, a danger to the health and safety of an individual, unresolved issues of

harassment or violence in the workplace, or the deliberate covering up of information pertaining to any of

the aforementioned actions. No person who reports a concern in good faith will be subject to retaliation

or, in the case of a paid employee, adverse employment circumstances.

The confidentiality of the person raising the concern will be protected and anonymous communications

will be accepted. Whistle Blower reports should be directed as follows:

• Concerns with any individual aside from the Executive Director are to be taken directly to the

Executive Director.

• Concerns with the Executive Director are to be taken directly to the Chair of the Board of

Directors.

ESAA will treat all disclosures of inappropriate conduct or behaviours seriously and protect staff that raise

concerns in good faith. However, appropriate disciplinary action, up to and including dismissal, may be

taken against any person who is found to have made a disclosure maliciously that they know to be untrue

or without reasonable grounds.


4.2 ABSENCE WITHOUT NOTICE When staff are unable to work due to illness or an accident, staff must notify co-workers. This will allow

ESAA to arrange for temporary coverage of staff duties, and helps others continue work in their absence. If

staff do not report for work and ESAA is not notified, it will be assumed after three consecutive days of

absence that the position has been abandoned. Reasonable attempts will be made by ESAA to contact the

employee to determine whether there is a legitimate reason for the employee’s absence from work. If

ESAA is unable to identify a legitimate reason for the absence, Management will communicate this to the

ESAA Board Executive who will notify the Board of Directors so a decision can be made regarding

employment status. ESAA may send a letter of termination to the employee’s residence indicating the

employee’s employment is being terminated for job abandonment. In these circumstances, ESAA is not

obligated to provide pay in lieu of notice. The letter will be double-registered to ensure that the employee

has received it.

4.3 ASSOCIATION CELL PHONES ESAA will provide a cellular phone/smart phone for those who require one for their position and, if the

employee chooses, they can transfer their own personal phone number to the ESAA-owned phone.

However, the phone will be the property of ESAA and, when the employee leaves ESAA, they can choose

to transfer their phone number to another phone, but the phone provided by ESAA belongs to ESAA.

Regardless of whether the employee chooses to transfer their own phone number to the ESAA phone,

they are able to use their ESAA cell phone for personal use but should always answer it as a business

phone. This includes using a professional voice mail message, indicating that it is an employee of ESAA

who is answering the phone.

Email and internet are not to be used to transmit, receive or store any materials that are copyrighted

(without a license), pornographic, obscene, offensive, discriminatory or harassing in nature. In addition,

the ESAA cell phone should not be used for any illegal purposes or for personal gain.

Employees must ensure that they are not incurring excessive charges for personal long distance calls,

roaming or downloading. All ESAA mobility accounts are monitored for usage/abuse, and rate plans are

adjusted by Management, if required.

Employees whose job responsibilities include regular or occasional driving are expected to abide by all

federal and provincial laws, including distracted driving legislation.


4.4 INFORMATION SYSTEMS, INTERNET USE AND SOCIAL MEDIA ESAA recognizes that access to the internet and Association information systems are necessary workplace

tools but, in order to ensure continued work efficiencies and guard against viruses, employees must

demonstrate caution, particularly when accessing the internet for personal use. In addition, employees

should be aware that the use of social media may have negative consequences not only for them, but for

ESAA, as well.

4.4.1 INTERNET AND EMAIL For the most part, employees are expected to use the Association-provided email and internet services for

business-related purposes. Excessive use of ESAA internet services for personal business could result in

disciplinary action.

Email and internet are not to be used to transmit, receive or store any materials that are pornographic,

obscene, offensive, discriminatory or harassing in nature. ESAA email and internet services are also not to

be used for any illegal purposes or for personal gain.

In order to keep the ESAA server free from viruses, employees should never open emails from an

unknown sender. In addition, many viruses are hidden in attachments that may even come from business

acquaintances. Employees should demonstrate caution in opening these types of emails and attachments,

either deleting them or forwarding them to a computer that is not connected to the ESAA server.

All correspondence through ESAA email and internet must be professional in nature. Employees must not

download any unauthorized software or files; any downloading must be approved by their manager.

Neither confidential Association information, nor copyrighted materials not belonging to ESAA should be

transmitted via Association email, without prior permission from a manager.

4.4.2 SOCIAL MEDIA Social media has become a daily avenue of discussion and sharing information for almost all of us. ESAA

recognizes the importance of being able to connect to the worldwide online community, both as an

organization and as individual staff members. These Social Media Guidelines have been developed to

create a supportive environment for staff to participate in the online frontier in a way that represents our

organization in a positive way.

These guidelines cover all communications in the public domain, including but not limited, to:

• Facebook, Twitter, Myspace, LinkedIn, Instagram

• Blogs (including Association and personal blogs as well as comments on others’ blogs)

• Video and Photo Sharing Websites (Snapchat, Flickr, YouTube)

• Forums and Discussion Boards (Google Groups, Yahoo! Groups)

• Online Encyclopedias (Wikipedia)


Always keep these tips in mind:

• The internet is not anonymous and it never forgets

Internet technologies have made it virtually impossible to take something back. Be smart

about protecting yourself, your privacy, and the reputation of ESAA. Be prepared for your

online text to exist in perpetuity.

• Know you are always “On”

You represent ESAA at all times and you must assume that your social media comments are

always publicly visible. Be sure to manage what and with whom you are sharing. Always write

as if everyone knows you. Do not write anything you wouldn't say out loud to all parties

involved.

• Use common sense

If you are unsure if your content might affect ESAA’s reputation, ask the Executive Director.

Do not use ESAA logos in personal posts – they imply these are official posts from ESAA.

• You speak for yourself, but your actions reflect on ESAA

The line between your private and public lives is blurred in online social networks. Anything

you post can reflect on ESAA and its reputation.

• Make it clear the views expressed are your own

If you are using social media for personal reasons, be sure to state that your views are your

own and not the official views of ESAA.

• Keep complaints out of the public eye

Always demonstrate respect for the fact that while we all have our personal opinions and

preferences, we do not use social media as an avenue to complain about ESAA. Keep

complaints out of the public eye, and address the issue directly and privately with the

appropriate person(s).

• Be positive and respectful

We encourage the use of social media to promote ESAA and its activities. Never post

potentially offensive or inflammatory comments about any colleague, member or supplier.

Comments regarding religious beliefs, politics, or a personal negative opinion that relate back

to ESAA should never be made publicly. Be thoughtful before posting.

Social media guidelines will likely evolve over time. However, employees who contravene this policy may

be subject to disciplinary action up to and including dismissal.

4.5 OFFICE PROCEDURES AND PROTOCOLS 4.5.1 OFFICE HOURS The standard work week for full-time staff is 37.5 hours of work. Due to the nature of ESAA business, staff

has the ability to set their daily and weekly schedules. Staff have the privilege to work from home

occasionally but must be available through email and teleconference if needed.


4.5.2 BUILDING SECURITY

All staff members who are issued keys/fobs/cards/codes to the office are responsible for their safekeeping.

The last individual, tenant or a designated employee, leaving the office at the end of the business day

assumes the responsibility to ensure that all doors are securely locked, the alarm system is armed (if

applicable), and all appliances and lights are turned off with exception of the lights normally left on for

security purposes.

SECTION 5 – EMPLOYMENT POLICIES

5.1 RECRUITING AND NEW HIRES 5.1.1 NEW STAFF ORIENTATION Orientation is a formal welcoming process that is designed to make new staff feel comfortable and informed

about ESAA, and prepared for their position. In addition to Association information, new staff will complete

any necessary paperwork, and be given any information relevant to their position, including, but not limited

to an overview of benefits, vacation time, and work schedule.

Staff members will be presented with all codes, keys, and procedures needed to navigate within the

workplace (for some staff, keys and a code will not be given until after they have completed their

probationary period).

5.1.2 PROBATIONARY PERIOD FOR NEW EMPLOYEES The probationary period for all ESAA employees is 90 days. During this time, employees have the

opportunity to evaluate ESAA as a place to work and Management has its opportunity to evaluate the

individual’s fit for the position and organizational practices. During the probation period, both the

individual and ESAA have the right to terminate employment without advance notice.

Upon satisfactory completion of the probationary period, a review may be given by the ESAA Board

Executive, at the discretion of the Board of Directors, and benefits will be approved to commence.

5.2 CORRECTIVE ACTION/PROGRESSIVE DISCIPLINE Corrective action at ESAA is progressive. That is, the action taken in response to a rule infraction or violation

of standards typically follows a pattern increasing in seriousness until the infraction or violation is corrected.

The usual sequence of corrective actions includes a verbal warning, two written warnings, and finally

termination of employment, following a clear final warning and a reasonable improvement period. In

deciding which initial corrective action would be appropriate, the Board of Directors will consider the

seriousness of the infraction, the circumstances surrounding the matter, and the employee’s previous

record. The outcome of the discussion will be communicated by the ESAA Board Executive in the presence

of a secondary Board Member. Documentation from all corrective action meetings will be placed on the

employee’s personnel record which will be stored by the ESAA Board Executive.


Though committed to a progressive approach to corrective action, ESAA considers certain rule infractions

and violations of standards as grounds for immediate termination of employment (See Section 4, Standards

of Conduct for examples).

5.3 RESIGNATION AND TERMINATION Both the employee and ESAA have the right to terminate employment at will, with or without cause during

the Probationary Period for new employees. Probationary employees who quit in their first 90 days are not

required to give a written notice.

Employees must give an employer a written notice of termination of at least one week if the employee has

been employed between three months to two years, or at least two weeks if the employee has been

employed for longer than two years.

Any employee who terminates employment with ESAA shall return all files, records, keys, equipment and

any other materials that are property of ESAA. Benefits will be terminated effective on his or her final day.

5.3.1 EXIT INTERVIEWS Exit interviews will be completed at the discretion of the Board of Directors/Management and facilitated by

the ESAA Board Executive/Management.

SECTION 6 – HEALTH, SAFETY AND ENVIRONMENT

ESAA is committed to conducting its operation in a manner that protects the health and safety of its

employees, contractors, members, and the public.

All staff must follow safe work practices and report hazardous or potentially hazardous situations which

may result in personal injury, illness or property damage to the ESAA Board Executive.

Active participation by everyone, every day, in every job is necessary for health and safety excellence and

includes the physical, psychological, and social well-being of all employees. Our approach to health and

safety is based on adherence to three key principles:

1) The right to know;

2) The right to refuse dangerous work; and

3) The right to participate in workplace health and safety.

This statement and all health and safety policies will be reviewed on an annual basis to ensure that our

health and safety policies and practices remain current.


6.1 ALCOHOL AND DRUGS ESAA is committed to providing a safe and productive workplace for its staff. In keeping with this

commitment, the following rules regarding alcohol and drug abuse have been established for all staff

members.

Staff must be able to perform their assignments and responsibilities safely and efficiently, free from

impairment due to drugs or alcohol, and remain in that condition at all times while at work. The misuse of

alcohol or prescribed drugs or the use of prohibited, illegal or controlled drugs or substances jeopardizes

job safety and performance, the well-being of employees and can place the integrity and safety of ESAA

facilities and equipment at risk.

On occasion, alcohol may be consumed at functions sponsored by ESAA. The approved use of alcohol at

ESAA functions, wherever they take place, does not relieve staff from the responsibility for maintaining

their sobriety and control over their actions so as not to endanger anyone, including other staff, the general

public or ESAA’s reputation. No staff attending Association functions may drive while under the influence of

drugs or alcohol.

ESAA maintains an Employee Assistance Program, which provides help and information to employees who

suffer from substance abuse problems. However, it is the employee’s own responsibility to seek assistance

before performance problems lead to disciplinary action. Alternatively, ESAA may recommend that an

employee seek assistance if the employee has indicated that they have a problem with alcohol or drugs.

Once a violation of policy occurs, subsequent employee use of the program on a voluntary basis will not

lessen disciplinary action.

ESAA recognizes alcoholism and drug abuse as treatable health problems covered under regular sickness

benefits and will support any employee requiring treatment for these health problems. Employees must

recognize that the failure to accept, respond to, and maintain treatment as prescribed by their health-care

provider may constitute grounds for dismissal. If treatment requires time away from work or modified

work duties, as recommended by a licensed medical professional, provisions of ESAA’s disability plans will

apply.

6.2 HARASSMENT/WORKPLACE RESPECT ESAA is committed to providing a work environment that is healthy, harassment-free and supportive of

the productivity, dignity and self-esteem of all staff.

ESAA prohibits sexual or other harassment in the workplace by any person(s) including employees,

visitors, Board of Directors, vendors and contractors. This policy will be in effect in any location in which

staff is engaged in Association business activities, during working hours, business travel and Association

sanctioned social events. Workplace harassment may include incidents that happen away from work,


including inappropriate phone calls or visits to a staff member’s home. It also includes any personal notes

or email communications.

ESAA will not tolerate an atmosphere where staff is subjected to remarks, behaviour or surroundings that

create intimidating, hostile, or humiliating working conditions nor will behaviour by any individual that

harasses or demeans another be tolerated. Harassment is any single incident or repeated incidents of

objectionable or unwelcome conduct, comment, bullying or action by a person that the person knows or

ought reasonably to know will or would cause offence or humiliation to a worker, or adversely affects the

worker’s physical or psychological health and safety. The behaviour need not be intentional in order to be

considered harassment.

Reasonable action taken by the employer or supervisors relating to the management and direction of

workers or a work site is not workplace harassment, including the following:

• Allocation of Resources: In order to get work done, supervisors may have to make unpopular

decisions, such as changing work assignments or reporting relationships. Such decisions may

or may not please others, but they do not constitute harassment.

• Performance Feedback: Feedback regarding unsatisfactory work conduct and/or negative

performance evaluation is not harassment. Supervisors have a responsibility to give

appropriate criticism and to take appropriate corrective action when the work of an employee

is not satisfactory. Such criticism should, however, be made in a reasonable manner and

should be constructive.

6.2.1 SEXUAL HARASSMENT Sexual harassment includes, but is not limited to:

• Unwanted sexual advances, unwanted requests for sexual favours, derogatory comments,

gestures or looks;

• Unnecessary or unwanted verbal or physical contact, jokes, or slurs;

• Derogatory or demeaning material in any medium including printed matter, posters, cartoons,

graffiti, drawings or any display of sexually suggestive material;

• Actual or implied threats, reprisal or discriminatory behaviour either on or off the job, for

refusal to comply with a sexually oriented request; and,

• Any of the above instances that occur, not only in person, but through email or social media.

6.2.2 BULLYING Bullying is a type of harassment involving repeated, persistent, continuous behaviour that is usually

associated with a power imbalance, where the victim is made to feel inferior. Workplace bullying

behaviour includes, but is not limited to, silent treatment, starting or encouraging rumours, excessive or

unjustified criticism, withholding job related information or job responsibility or deliberate interference

with the performance of job responsibilities.


6.2.3 DISCRIMINATION Any form of harassment relating to an individual’s race, religious belief, colour, gender, physical or mental

disability, marital status, ancestry, age, place of origin, family status, source of income, sexual orientation,

gender identity, gender expression or any other prohibited ground of discrimination under Human Rights

legislation, will not be tolerated.

6.2.4 VIOLENCE IN THE WORKPLACE All employees are responsible to prevent, report and stop violence from occurring in the workplace.

Violence, whether at a work site or work related, is defined as the threatened, attempted or actual conduct

of a person that causes or is likely to cause physical or psychological injury or harm, and includes domestic

or sexual violence, and includes:

• Physical attack or aggression;

• Threatening behaviour;

• Verbal or written threats;

• Domestic violence; and

• Sexual violence.

6.2.5 REPORTING AND RESOLUTION Individuals who have been the subject of discrimination, harassment or violence are encouraged to make

their objections known to the harasser or aggressor directly, when it is possible and safe to do so. Failing

that, the complainant should inform the Executive Director (or a member of the Board if the complaint is

against the Executive Director).

An investigation will be conducted in a timely, sensitive and confidential manner whenever there is a

complaint or where other evidence of such behaviour becomes known, and whatever action is necessary

to correct the situation will be taken. Conduct which is found to be harassment or discriminatory, will be

regarded as a serious matter and may be cause for discipline which may include termination of

employment.

Retaliation or reprisals will not be tolerated against any individual who, in good faith, complains of,

reports or participates in the investigation of any incident of alleged harassment. ESAA will abide by “zero

tolerance” with regards to harassment; that is, every reported incident will be investigated by a

representative selected at the discretion of the Board of Directors.

Unfounded, frivolous, or fraudulent allegations of discrimination, harassment and violence may cause

both the accused person and the Association significant damage and will not be tolerated. Any individual,

who files a complaint of harassment or violence and, after a thorough investigation has been conducted, is

found to have made a false claim, will be subject to the appropriate discipline, up to and including

termination of employment.


6.3 HEALTH-RELATED ISSUES A leave of absence may be granted on a case-by-case basis. If the need arises for a leave of absence, staff

should notify the ESAA Board Executive who will liaise with the Board of Directors on their behalf.

6.4 MEDICAL ATTENTION In the event that a staff member requires immediate medical attention, whether injured or becoming ill while

at work, Management and the ESAA Board Executive will be notified within a reasonable timeframe dictated

by circumstances and then, the ESAA Board Executive with notify WCB, if applicable.

A physician’s “return to work” notice may be required.

SECTION 7 – COMPENSATION

7.1 WAGE AND SALARY INCREASES Each employee’s hourly wage or annual salary will be reviewed annually by the Board of Directors and will

be applied as per each individual’s employment letter. Staff will be notified of the Board of Directors’

decision regarding annual increases two months after the year end financials become available.

In certain circumstances, such as promotion, wage and salary may be reviewed more than once per year at

the discretion of the Board of Directors.

Increases will be determined on the basis of overall financial position of ESAA, employee performance and

the ability to adhere to ESAA’s policies and procedures, and to meet or exceed duties per job description

and achieve performance goals.

7.2 OVERTIME Employees are to be paid the rate of one and one-half their regular hourly rate of pay for all time worked,

in excess of 7.5 hours in any one day and 37.5 hours in any one work week, whichever is the greatest; or,

employees shall be granted time-off in lieu of overtime hours worked, provided that they have signed an

Overtime Agreement (Appendix 10.2). Overtime is recorded on monthly timesheets and tracked by the

Membership Services Clerk.

ESAA employees agree to take time off in lieu of payment for overtime. In accordance with the

Employment Standards Code (Alberta), this time will be taken at an hour for hour basis. That is, one hour of

overtime worked shall entitle the employee to one hour of time off in lieu of overtime.

Time in lieu of overtime must be taken within six months of being earned or it will be forfeited. Exceptions

may be made at the discretion of the Board of Directors and must be received by ESAA Staff in writing.


7.3 PAYDAYS All employees are paid semi-monthly on the 15th and last day of the month with paper copy of pay stubs

distributed on the same day by the Membership Services Clerk. Pay is for the half-month preceding the

pay-day. Employees will be set up for direct deposit upon starting employment with ESAA. Pay cheques will

be deposited directly into an employee's bank account. Employees are to advise ESAA of any changes to

their direct deposit information including banking information as soon as possible to ensure that their pay is

deposited into the correct account. ESAA does not allow pay advances, except in extreme hardship

circumstances and at the sole discretion of the Board of Directors.

7.4 BONUSES Based on qualitative and quantitative objectives, the employee will be offered an annual bonus subject to

the financial position of the Association. Bonuses are not guaranteed. In addition, the employee must also

meet, at a minimum, the performance measures for their position, as outlined in the ESAA 3-Year Business

Plan and Employee Performance Program. Determination of the employee’s qualification for the full

weighting of the percentage bonus target for each objective will be evaluated and determined subjectively

by the Board of Directors and communicated by the ESAA Board Executive. Staff will be notified of the

Board of Directors’ decision regarding their eligible performance bonus two months after the year end

financials become available.

7.5 PROFESSIONAL DUES AND MEMBERSHIPS Employees are also encouraged to belong to organizations that promote development and education within

their field. ESAA will cover the costs for a maximum of one professional membership. All additional

professional memberships require approval by the Board of Directors.

7.6 EMPLOYEE EXPENSES ESAA staff are reimbursed for all approved travel, mileage and office related expenses. All reimbursable

expenses will be paid to the employee based on rates set by the Board of Directors, which may be subject to

periodic change and review.

All receipts must be attached to a completed expense form and submitted each pay period/monthly for

processing, and reimbursement requests will be processed and distributed via cheque. Failure to provide

receipts will delay the payment.

Expenses must be submitted within 30 days of their incurrence. ESAA may not reimburse expenses older

than 30 days.


7.7 TRAVEL EXPENSES ESAA will reimburse employees for all reasonable expenses incurred while on ESAA business. Payment is

limited to out-of-pocket expenses actually incurred as demonstrated through receipts. Whenever possible,

claims should be made within 7 days of travel and ESAA will reimburse staff within 30 days of receipt. Staff

will have up to 30 days to file reimbursement of travel expenses from the date of travel completion. ESAA

may not reimburse expenses filed beyond this period.

7.7.1 PERSONAL VEHICLE USAGE FOR ASSOCIATION BUSINESS Any staff that uses a personal vehicle for Association business is entitled to receive mileage

reimbursement at $0.49 per kilometer, which offsets the cost of gas, oil, insurance and maintenance. Such

employees will be required to carry a minimum of $1,000,000 in third party liability insurance on their

personal vehicle and to sign the Personal Vehicle for Association Business Use Agreement (Appendix 10.3).

7.7.2 PER DIEM RATES Staff have the option to claim reimbursement for expenses where the original invoice or detailed receipt is

available, or claim the prescribed allowances and per diem rates as set below.

The following meal allowances which include gratuity may be claimed up to a total of $91.25 per day as

follows:

Breakfast Lunch Dinner

$20.50 $20.10 $50.65

7.7.3 OVERNIGHT ACCOMMODATIONS Staff who require overnight accommodation while conducting ESAA business may claim the cost of

accommodation with the original hotel receipt. Staff are eligible to received incidentals at a rate of $17.30

per day.

SECTION 8 – EMPLOYEE BENEFITS 8.1 BENEFITS PROGRAM ESAA offers a benefits program for its full-time employees. Eligibility and payment for this program are as

follows:

• Eligible after completion of the probationary period.

• Coverage allowance will be specified in each employee’s offer letter.

Coverage on the ESAA Group Benefits Plan is a requirement of employment. If staff has other coverage for

supplementary health care and dental care, staff may waive participation in that portion of the plan.

However, staff must participate in the life insurance, short and long-term disability aspects of the ESAA

plan, at a minimum.


ESAA provides supplementary health care, dental, and disability insurance coverage at no cost to the

employees. Life insurance premiums are paid for by the staff member, and deducted from that staff

members pay. Dependent coverage is also available.

8.2 RRSP ESAA is a responsible organization that wishes to join with its employees to ensure a reasonable benefit on

retirement. To this end, ESAA has established a Registered Retirement Savings Plan jointly with the

employees of ESAA. The purpose of the joint RRSP plan is to assist employees to save for their retirement.

The program is only open to full-time employees. Employees must have one full year of service with ESAA

to qualify for this program. There is no backfilling for the current or previous years. Employee and ESAA

contributions must be made into the existing ESAA plan.

Matching ESAA contributions to the employee RRSP plan are as follows:

After one (1) year continuous employment 5%

After three (3) years continuous employment 6%

After six (6) years continuous employment 7.5%

After nine (9) years continuous employment 8%

Employees at any time can increase their personal contributions to the plan, or allocate any performance

bonus to be paid into the plan; however, the maximum matching amount that ESAA will contribute is 8% of

annual earnings.

8.3 PAYROLL SOURCE DEDUCTION Mandatory deductions will be made from every employee’s gross wages: CPP, EI, and federal income tax.

Any employee who believes that his or her deductions are incorrect for any pay period should check with

Management immediately.

Every employee will receive an annual T-4 statement, for the preceding year on or before February 28th.

8.4 LEAVES 8.4.1 VACATION Paid vacation is available to employees of ESAA in accordance with the Employment Standards Code

(Alberta), which states that all employees are entitled to vacation pay and vacation time. Employees are

encouraged to take their vacation time, or use anytime off in lieu, during non-peak periods. Additionally,

when time off is booked, every effort should be made to ensure it is not scheduled to be concurrent with

other staff so there is adequate office coverage during their absence.


Vacation accrual begins with the first month of hire. Monthly accrual rates are determined by the

employee’s anniversary date, according to the schedule that follows. Vacation time accrues at the following

rates:

Years of Service Days Accrued/Month Yearly Total

1-2 0.83 10 days

3-6 1.25 15 days

7-10 1.67 20 days

10-20 2.08 25 days

20+ 2.50 30 days

Vacation is not earned while an employee is on a leave of absence. Employees may take total accrued

vacation at any time throughout the year, after 90 days of full-time employment. However, approval for

taking vacation time in advance of earning it will be at the discretion of management. An employee can

carry forward a maximum of three weeks’ vacation for a maximum of six months into the following year

unless prior approval by the Board of Directors is obtained. If the vacation days are not used in the defined

time period and approval to carry forward is not received by the Board of Directors then the vacation days

will be managed by the Board of Directors.

8.4.2 STATUTORY HOLIDAYS ESAA observes the following statutory holidays per year in accordance with the Employment Standards Code

(Alberta) for all employees:

• New Year’s Day

• Family Day (Alberta)

• Good Friday

• Victoria Day

• Canada Day

• Labour Day

• Thanksgiving Day

• Remembrance Day

• Christmas Day

ESAA shall also offer the following as paid general holidays:

• Heritage Day

• Boxing Day

If the statutory holiday falls on a weekend, it shall be observed the following Monday.


8.4.3 MATERNITY, PARENTAL AND ADOPTIVE LEAVE ESAA will adhere to all provincial laws regarding maternity, parental and adoptive leave.

8.4.4 PERSONAL DAYS Employees are entitled to up to five (5) days of unpaid leave during each year to assist them in balancing

the competing demands of their work, life and family obligations as well as facilitating increased

effectiveness at work. Employees may use personal days for activities such as parent-teacher conferences;

the care, health or education of their children or other family member; visiting healthcare professionals for

preventive treatment, and so forth. Personal days are just that - personal, and may be partially used at the

employee’s discretion. However, they cannot be carried forward to the following year.

Additional unpaid leave may be granted on a case by case basis.

8.4.5 BEREAVEMENT LEAVE Bereavement Leave for an Immediate Family Member

When a death occurs in an employee’s immediate family, a full time employee may take up to three (3)

days off with pay to attend the funeral or make funeral arrangements, once they have completed their

probationary period. The pay for time off will be prorated for a part-time employee if the funeral occurs on

a scheduled work day. ESAA reserves the right to request verification of the need for the leave.

Immediate family members are defined as an employee’s spouse or equivalent, parents, stepparents,

siblings, siblings-in-law, children, stepchildren, foster children, grandparent, father-in-law, mother-in- law,

brother-in-law, sister-in-law, son-in-law, daughter-in-law, or grandchild.

Other Bereavement Leave

Employees who have completed their probationary period are eligible for 3 unpaid days of Bereavement

Leave once per year (not per incident of bereavement) after the death of any other relative who is not an

immediate family member listed above, but is identified in the Employment Standards Code (Alberta) (e.g.,

uncles, aunts, nieces, nephews, etc.).

Additional Time Off

ESAA understands the deep impact that death can have on an individual or a family, therefore additional

non-paid time off may be granted. The employee may make arrangements with the ESAA Board Executive

for an additional four (4) unpaid days off in the instance of the death of an immediate family member.

Additional unpaid time off may be granted depending on the circumstances such as distance and the

individual’s responsibility for funeral arrangements.


8.4.6 SICK LEAVE ESAA provides paid sick leave to salaried staff to provide protection against loss of income or vacation days

if a staff member is ill or injured. Sick leave shall be earned at a rate of .67 days every month an employee is

employed (total of eight (8) days per year). Staff may borrow sick leave not yet earned, at the discretion of

management.

If a staff member is sick, they must notify their colleagues within the ESAA office. If sick days exceed five

working days in a row, a sick note will be required and must be submitted to the ESAA Board Executive.

Sick leave must be used within the calendar year and cannot be carried forward. There will be no payment

in lieu of unused sick leave. It is not a substitute for vacation time and use of it for this reason is prohibited.

If sick days exceed 14 working days, short-term disability leave applies. Please refer to ESAA’s Group

Benefits Plan for more information on disability leave.

8.4.7 OTHER LEGISLATED LEAVES The Employment Standards Code (Alberta) provides the following unpaid, job-protected leaves which are

available to all employees who have been employed by ESAA for at least 90 days:

• Citizenship Ceremony Leave

• Compassionate Care Leave

• Critical Illness Leave

• Death or Disappearance of a Child Leave

• Domestic Violence Leave

• Long Term Illness and Injury Leave (superseded by ESAA Short Term Disability and Long Term

Disability Leaves which exceeds this legislated leave)

• Personal and Family Responsibility Leave

• Reservist Leave

Please refer to the Employment Standards Code (Alberta) for further information regarding Eligibility and

rules for these leaves.

8.4.8 UNPAID LEAVE OF ABSENCE Requests for Unpaid Leaves of Absence, other than identified above (e.g., Education Leave, Extended Travel

Leave) will be handled on a case by case basis at the discretion of the Board of Directors. For these types of

leaves, at least one month before the return date, where applicable, the employee must advise in writing

the ESAA Board Executive of their actual date of return.


SECTION 9 – PERFORMANCE MANAGEMENT

Performance Management at ESAA is defined as a process by which the Board of Directors and

Management work together to plan, monitor and review management’s work objectives and personal

goals and how they contribute to the Association.

The ESAA Board Executive is responsible to meet with ESAA Management, as required, to administer

ESAA’s Annual Performance Management Program on behalf of the Board of Directors. This includes an

initial goal setting meeting, mid-year check in and year-end evaluation meeting.

Results of performance meetings are to be communicated to the Board of Directors by the ESAA Board

Executive by email at the first available opportunity. Individual performance plans may be commented on

by all members of the Board of Directors which are to be communicated to Management through the

ESAA Board Executive. Recommendations regarding Management Performance will be made by the ESAA

Board Executive to the Board of Directors to inform annual salary adjustments and any incentives.

The Executive Director is responsible for administering ESAA’s Annual Performance Management Program

as it relates to all staff members. This includes an initial goal setting meeting, mid-year check in and year-

end evaluation meeting.

Corrective Action

If the Board of Directors decides that corrective action must be administered to a member of

Management, it is the role of the ESAA Board Executive to communicate the actions being taken to the

Management employee. The procedure for corrective action is outlined in Section 5.2.

9.1 GOAL SETTING Management is responsible to define and set their unique personal goals for every calendar year. Although

the goals are detailed and personal, they will be aligned with the Association’s goals. The goal setting

process will be facilitated by the Executive Director for all staff members and by the ESAA Board Executive

for the Executive Director. The goal setting meeting will take place prior to the first quarter Board Meeting

preferably following the Annual Performance Review. A mid-year check in will take place between the

second and third quarter Board Meeting. This check-in is an opportunity for the ESAA Board Executive and

Management employee to discuss the progress of the goals and if the goals need to be reevaluated due to

extenuating circumstances. Please refer to the Employee Performance Program document for further

information.


9.2 ANNUAL PERFORMANCE REVIEW Each management employee will have a private Annual Performance Review facilitated by the ESAA Board

Executive and the Executive Director will do the same for all other staff members. The meetings will take

place at the end of the calendar year but prior to the first quarter board meeting. During this review, the

employee will provide documentation to show how the individual goals set during the initial goal setting

meeting at the start of the year were achieved. The ESAA Board Executive will then relay this discussion to

the Board of Directors and the Board will decide if the goals were achieved or if extenuating circumstances

resulted in the goals being unachievable. The Board of Directors will use the results of the Annual

Performance Review to determine the amount of additional compensation with regard to salary increase

and bonus as laid out in ESAA’s Performance Management Program.

9.3 TRAINING AND PROFESSIONAL DEVELOPMENT ESAA recognizes that the skills and knowledge of its employees are critical to the success of ESAA. In

keeping with this, ESAA will, at the discretion of the Board of Directors, pay course, conference, seminar,

workshop, and webinar fees for training that is relevant to the employee’s current or future projected

position. The training must be discussed and approved by the Board of Directors in advance of registration.

Any courses or training not properly approved may not be paid. The total amount paid for professional

development is subject to an annual maximum and will be considered on a case by case basis.

ESAA encourages its employees who are interested in continuing education and job specific training to

research these further. A business case must be prepared and presented to the Board of Directors which

explicitly explains the skills which will be acquired by taking the training and the benefits to ESAA.


SECTION 10 – APPENDICES

10.1 EMPLOYEE ACKNOWLEDGEMENT FORM

HR POLICY MANUAL SIGN-OFF

I have read, understand and agree to abide by the policies, guidelines and expectations in the ESAA HR

Policy Manual.

________________________________ _____________________________

Employee’s Name (print) Date

________________________________

Employee’s Signature

*Please return form to the Executive Director within one week of hire.


10.2 OVERTIME AGREEMENT

It is agreed between:

Employee Name

and

ESAA

1. That either wholly or partly, ESAA will provide and the employee will take, time off with pay in

place of overtime pay for those hours worked in excess of 7.5 hours in a day or 37.5 hours in a

week comprising of Monday to Saturday.

2. Time off with pay, or lieu time, is banked at a rate of 1 hour for each overtime hour worked. The

time off with pay in place of overtime pay shall be provided, taken and paid at the regular rate of

wages at a time that the employee could have worked and received wages from the employer.

3. The time off shall be provided, taken and paid within (6) months of the end of the pay period in

which it was earned.

4. If the time off with pay instead of overtime is not provided, taken and paid in accordance with

paragraph 2, the employee shall be paid overtime pay of at least 1.5 times the employee’s wage

rate for the overtime hours worked.

5. Time off in place of overtime shall be treated as hours of work and remuneration paid in respect

to time off in place of overtime pay shall be treated as wages.

6. ESAA shall provide a copy of this agreement to the employee.

7. No amendment or termination of this agreement shall be effective without at least one month’s

notice in writing by one party to the other.

Dated this ______________ day of ______________________________, 20 ____________

Manager's Signature: _________________________________________________________

Employee's Signature: ________________________________________________________


10.3 PERSONAL VEHICLE FOR ASSOCIATION BUSINESS USE AGREEMENT

I acknowledge that I may, from time to time, be required to use my personal vehicle for Association

business. When that occurs, I understand that ESAA will reimburse me for the costs associated with my

personal vehicle by paying to me a mileage rate that is prescribed by ESAA (currently, $0.49/km).

I agree that any charges incurred from the use of my personal vehicle for business use (i.e. traffic violations,

parking tickets, insurance deductible) will not be reimbursed by ESAA.

Furthermore, I confirm that I carry valid insurance on my personal vehicle, which includes third party

liability insurance of at least $1,000.000.

Dated this ______________ day of ______________________________, 20 ____________

Manager's Signature: _________________________________________________________

Employee's Signature: ________________________________________________________

human resources manual · rev june 1, 2020 environmental services association of alberta human...

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