Human Resources Policies and Procedures

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Human Resources Policies and Procedures Revised October 22, 2020

Human Resources

Policies and Procedures

HUMAN RESOURCES POLICIES AND PROCEDURES INDEX

INTRODUCTION

A.1 CAWST

CAWST’s vision is a world where people have the opportunity to succeed because their basic water and sanitation needs have been met.

CAWST’s mission is to provide training and consulting and to act as a centre of expertise in water and sanitation for the poor in developing countries.

CAWST values equitable opportunities, sustainable solutions, and collaborative and inclusive processes. We recognize and accept differences in cultural and religious beliefs.

CAWST is a professional service organization. Therefore its human resources are its primary asset. CAWST is a learning organization. A learning organization: (1) creates a culture that encourages and supports continuous employee learning, critical thinking, and risk taking with new ideas, (2) allows mistakes, and values employee contributions, (3) learns from experience and experiment, and (4) disseminates the new knowledge throughout the organization for incorporation into day-to-day activities.

CAWST values openness and transparency in all interactions to the furthest extent possible. A.2 TERMINOLOGY

For the purpose of this policy, the following terms are defined:

CAWST - May refer to the organization as a whole, or to one or a group of employees, supervisors, or board members, acting on behalf of the organization.

Employee - Generally refers to all those under CAWST’s employ, including staff and managers. This includes interns, and excludes volunteers and contractors.

Supervisor - Employees who manage the work and performance of others, provide direction to their work, and are accountable for the outcome of that work.

A.3 PRINCIPLES

CAWST’s principles for human resources are:

1. Employ people based on education, ability, knowledge, experience and suitability to fill the position, without regard to personal characteristics such as race, religion, sexual orientation or gender.

2. Offer fair and flexible work arrangements to all employees.

3. Strive to provide employees with financial compensation and benefits which are at market rate and comparable to similar positions in similar organizations, with respect given to knowledge, skills, and job responsibilities.

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employees, volunteers, and contractors the joint responsibility to create a safe, collaborative and productive working environment in which all individuals are treated with dignity and respect. 5. Provide opportunities for employees to develop their professional and leadership capabilities and promote from within where possible.

6. Strive for mutual understanding of expectations between supervisors and employees, volunteers, and contractors, and among all individuals through open, honest and regular communication, and especially through informal face to face interactions.

7. Make human resource decisions based on what is best for the organization, while endeavouring to support individual needs and ambitions where possible.

8. Offer employees, volunteers, and contractors a mechanism to resolve conflicts fairly. 9. Facilitate respectful partings with those who leave CAWST’s employ.

A.4 COMMITMENTS

In order to implement CAWST’s principles, both CAWST and its employees, volunteers, and contractors commit to:

CAWST

• Establish Human Resources Policies and Procedures to ensure that: o Policies are properly developed and executed.

o Employees, volunteers, and contractors are informed and supported on the Policies and Procedures.

o There is a prompt and effective response from CAWST in the case of conflict. • Meet or exceed all applicable provincial and federal standards including the Alberta

Employment Standards Code, the Alberta Human Rights Act, and the Occupational Health and Safety Code of Alberta.

• Designate a Human Resources role within the team. Employees, Volunteers, and Contractors

• Conduct themselves in accordance with the highest ethical and professional standards. • Foster communication and cooperation in all our interactions, and treat each other in a fair

manner, with dignity and respect.

• Seek to avoid workplace conflict and, if it occurs, respond fairly and quickly to provide the means to resolve it.

• Participate in the development of CAWST’s strategic and operational plans, and execute those plans in accordance with each person’s role in the organization.

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• Strive for mutual understanding of standards for performance expectations, and communicate routinely to reinforce that understanding.

• Review and agree to CAWST’s HR Policies and Procedures on an annual basis. • Be aware of and sensitive to laws in countries that we serve.

A.5 POLICIES

CAWST will develop and maintain specific policies on certain human resource topics. Policies may be added or adapted in order to fit the changing needs of the organization and applicable

legislation. A full review of this document takes place each year within the Human Resources Committee.

Operational procedures may be developed to execute specific policies. These procedures do not form part of the policies and changes to procedures do not require approval of the Board of Directors.

A.6 COMPLIANCE REPORTING

Compliance to the Human Resources Policy and Procedures will be reported annually to CAWST Board of Directors.

A.7 POLICY AND PROCEDURE REVIEW

Human Resources Policy and Procedures will be reviewed annually by Human Resources and the CEO. Any recommended changes to Policy will be reviewed by the Human Resources Committee and approved by the Board of Directors.

A.8 REFERENCES AND RESOURCES

All CAWST human resources related policies and procedures documents and tools will be listed on the CAWST’s Workforce Now platform under ‘Policies & Procedures’. Hyperlinks to external references are provided throughout the document where appropriate.

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B.

POLICIES

B.1 RECRUITMENT AND HIRING

CAWST employs people based on education, ability, knowledge, experience and suitability to fill job positions, without regard to personal characteristics.

Specific Limitations

There are no limitations on the hiring of family members or relatives, and these individuals will not be allowed to report to each other.

Employment Types

CAWST establishes various types of contracts based on the needs of the organization.

Employees are individuals employed to do work who receive or are entitled to wages. Employees can be full time, part-time, fixed-term, or hourly.

Interns are students or young professionals who contribute to CAWST while gaining sector experience and mentorship from CAWST. These are fixed-term employee contracts.

Volunteers provide specific skills and competencies that add value to the organization and are not compensated.

Independent Contractors provide expertise to a specific scope of work. Independent contractors are not employees, servants, agents, joint ventures, or dependent contractors of CAWST or CAWST Clients.

Chart of Employment Types

1 2 3 4 5 6 7

Eligibility /

Type Full-Time Employees Part-Time Employees Variable Hours Employees

Fixed Term

Employees Interns Volunteers Independent Contractors Compensation, Benefits, and Work Arrangements

Pay Yes,

Salaried Yes, Salaried Yes, Hourly columns 1, Yes. See 2, or 3 Yes. See columns 1, 2, or 3 No Yes, defined in contract Manulife Group Benefits Yes,

required Yes, required if working 25h+ per week Yes, if 25h+ per week, and longer than 6 mo. term Yes, if 25h+ per week, and longer than 6 mo. term Yes, if 25h+ per week, and longer than 6 mo. term No No

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Manulife Group Savings

Eligible Eligible Eligible Yes, if longer than 6 mo. term Yes, if longer than 6 mo. term No No People- Connect Counselling

Yes Yes Yes Yes Yes, subject

to availability

No No

Wellness/

Sick Days 5 per year 5 days per year, pro-rated No See columns 1, 2, 3 See columns 1, 2, 3 No No Vacation 15 days/year for emp under 5 years, 20 days/year for emp 5+ years 15 days/year for emp under 5 years, 20 days/year for emp 5+ years (prorated) Paid out at 6% for emp under 5 years, or 8% for emp 5 years. Paid out each pay period. See columns 1, 2, 3 See columns 1, 2, 3 No No Overtime Eligibility/e xemption b ased on role. Approval to work OT required. Eligibility/ exemption b ased on role. Approval to work OT required. Eligibility/ exemption based on role. Approval to work OT required. Eligibility/ exemption based on role. Approval to work OT required. Eligibility/ exemption based on role. Approval to work OT required. No No Participate in Learning Exchange

Yes Yes Yes, upon supervisor approval Yes, upon supervisor approval Decided by supervisor No As required Talent Management Scope of

Work Yes Yes Decided by supervisor 6 mo. term, If less than then decided by supervisor.

Decided by

supervisor No Decided by supervisor

Goal Setting in WFN

Yes Yes Decided by supervisor Decided by supervisor Decided by supervisor No No Quarterly

Review Yes Yes Decided by supervisor Decided by supervisor Decided by supervisor No No Supervisor

Review Yes Yes Yes Yes Yes No No

Climate

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B.2 WORK ARRANGEMENTS

CAWST strives to offer fair and flexible work arrangements to all employees. Disclosure

Work arrangements regarding hours of work, time and place of work, vacation time, and overtime are contained in the offer letter of employment. The offer letter of employment acts as the employment contract for Employees and Interns.

Work Location

CAWST employees are expected to work out of the CAWST office in Calgary, Alberta, when they are not travelling. This is because CAWST relies on employees to collaborate in a dynamic and fast changing environment.

Work Hours

All full time employees are expected to work 40 hours per week. Work hours for part time employees will be specified in the offer letter of employment or employment contract. All employees are required to document their work hours for each day on CAWST timesheets and submit on a semi-monthly basis.

Overtime

CAWST and employees share responsibility to not accumulate overtime. As a non-profit, CAWST is unable to incur the costs associated with overtime. From time to time employees may be required to work overtime; in which case, pre-approval is required and employees are provided time off with pay.

The Alberta Employment Standards Code defines overtime as any time worked in excess of 8 hours per day or 44 hours per week, whichever is greater.

Eligible and non-eligible employee definitions can be found in the Alberta Employment Standards. In circumstances when overtime is worked, and the employee is eligible, it must be undertaken in compliance with CAWST’s Overtime Agreement, which states:

• CAWST will either wholly or partly provide employees to take time off with pay in place of overtime pay for those hours worked in excess of 8 in a work day or 44 in a work week, whichever is greater.

• The time off with pay in place of overtime pay shall be provided, and taken at a time that the employee could have worked and received wages from CAWST.

• The time off with pay shall be provided and taken within 6 months of the end of the pay period in which it was earned.

• 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.

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• In cases of termination where an employee has an overtime balance at the end of the last day of employment, overtime will be paid out at 1.5 times the employee’s regular rate of pay at the time it was earned.

• CAWST shall provide a copy of the Overtime Agreement to all employees eligible for overtime and to any such employee who joins CAWST during the course of the agreement.

• No amendment or termination of the agreement shall be effective without at least one month’s notice in writing by one party to the other.

Vacation

Vacation pay and time off accrue over each 12-month period of employment. CAWST strives to work with its employees to find mutually convenient date(s) for annual vacations. However, if there is no agreement, it is up to CAWST to give the employee at least two weeks’ written notice of when an employee’s vacation is to start. The employee must take the vacation during that time.

• All permanent full-time employees are entitled to 15 paid vacation days (120 hours) per year. Vacation time is calculated on a calendar year. In the first year of employment, the vacation entitlement is calculated from the first day of employment to December 31. • Employees may carry over a maximum of 5 unused vacation days (40 hours) per year with

their supervisor’s approval. Any deviation from these arrangements requires the approval of the CEO.

• All permanent full-time employees who have been employed with CAWST for 5 years are entitled to 20 paid vacation days (160 hours) per year. The additional week is given to the employee at the anniversary of the 5th year of employment with CAWST, and is prorated forward for the remainder of the qualifying year.

• The additional 5 vacation days’ benefit will be based on the current active contract. For part-time employees, the same calculation will apply, but the amount of additional vacation days awarded will be prorated in line with the current full time equivalent rate.

General Holidays

The following days will be recognized as CAWST holidays: • New Year’s Day - January 1

• Alberta Family Day - Third Monday in February • Good Friday - The Friday before Easter Sunday • Victoria Day - Monday preceding May 25 • Canada Day - July 1

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• Labour Day - First Monday in September • Thanksgiving - Second Monday in October • Remembrance Day - November 11

• Christmas Day - December 25

Employees can substitute their own religious holidays for any of the days above.

An employee is entitled to general holiday pay if they have worked for CAWST for at least 30 workdays in the 12 months prior to the holiday.

Supervisors must get prior approval from Human Resources before allowing employees to work on a general holiday.

Office Closures

CAWST’s office will be closed between Christmas Day (December 25) and New Year’s Day

(January 1) on an annual basis. This time off is in addition to that accrued as vacation and statutory holidays. These dates can not be substituted.

Wellness Days

Wellness days, commonly known as sick days, are available to employees to attend to the physical and mental health needs of themselves and their dependents. Wellness days can be used for illness and health-related appointments. Full-time employees can take up to five paid wellness days per year. This amount is pro-rated for part-time employees based on their full-time

equivalence. Hourly employees are not awarded wellness time. Employees are asked to provide as much notice to their immediate supervisors as possible when using wellness days. Employees may also be asked to explain their absence and/or to provide documentation to explain their absence. Wellness days expire at the end of each calendar year, and cannot be paid out or carried forward. Leaves

Job-protected leaves are unpaid leaves of absence that allow employees to take time off work for personal reasons. CAWST will not lay off or terminate an employee while the employee is on leave. CAWST will reinstate employees returning from leave to the same or comparable position. Earnings and benefits must be at least equal to those received when the leave began. CAWST must give an employee annual vacation no later than 12 months after the employee becomes entitled to it. If this time falls during the period while the employee is taking leave, the employee must use the remaining vacation time after the end of the leave or, if CAWST and employee agree to a later date, by that later date.

CAWST is not required to reinstate employees who fail to give notice or report to work the day after their leave ends, unless failure to provide notice is due to unforeseeable or unpreventable circumstances.

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illness, domestic violence, maternity and parental leave, and more.

For details on the types of leaves, eligibility, and guidelines on how to start and end a long term leave, refer to Job Protected Leaves in Alberta’s Employment Standards.

In addition to the job protected leaves as defined by the Alberta Employment Standards, CAWST also offers employees unpaid emergency leave of up to five days per year with approval of the employee’s supervisor. Any leave required in excess of five days requires approval of the CEO. Consult Human Resources for assistance with any type of leave.

Flexibility

In line with CAWST’s principles for human resources 2.) Offer fair and flexible work arrangements to all employees, and 7.) Make human resources decisions based on what is best for the organization, while endeavouring to support individual needs and ambitions where possible, CAWST facilitates a flexible work environment when reasonable.

Decisions around flexible work arrangements are based on organizational priorities, operational requirements of an employee’s position, and performance. All arrangements will be monitored to ensure they meet the needs of the organization and the employee.

Supervisors may approve flexible work arrangements on an informal, short term (one week or less) basis, as the need arises. Considerations are based on what is best for the organization and impact on teams/projects, while endeavoring to support individual needs where possible. These may include supporting focused work time (productivity), health, work/life balance.

In very select cases, CAWST may consider alternate work arrangements. Alternative work

arrangements are not suitable for all positions and situations. Employees have the right to request a flexible work arrangement, however a supervisor's approval of these arrangements is based on operational requirements and the employee’s specific role and responsibilities, and is therefore not guaranteed. Any such case requires the recommendation of a supervisor, and final approval rests with the CEO.

B.3 COMPENSATION AND BENEFITS

CAWST strives to provide employees with financial compensation and benefits which are comparable to similar positions locally and internationally as appropriate.

Every three years, CAWST will conduct a salary survey to compare its compensation and benefits with equivalent positions in similar organizations. At this time, salary scale, bands and grades will also be reviewed. Business Operations conducts the comparison and provides findings and recommendations to the CEO. Any changes are approved by the CEO and recommended to the HR Committee for Board approval.

CAWST has a performance-based compensation structure, with a salary scale comprised of four bands.

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Salary Administration

• All CAWST employees shall receive, at the time of hiring, a salary that is at least equal to the minimum of the salary band for their role. Consideration is given to candidates’ relevant education and experience, along with local market data and trends. All decisions must be approved by Human Resources and the CEO.

• On an annual basis, supervisors review all salaries with Human Resources and make salary recommendations to the CEO for the following year. Any promotions are based on performance, increased responsibility, and level of supervision. The CEO approves and recommends to the Board all the salaries for the following year.

• The total salary expenditure proposed in the budget is reviewed by the Board of Directors’ Human Resources Committee, and approved by the Board as part of the annual budget approval.

• The CEO approves the final salary levels for the following year in December after the Board has approved the final budget.

• All annual salary adjustments are made effective as of January 1. Salary adjustments based on promotions or completion of probationary periods are made as needed.

• All salary information is shared with VPs, Senior Directors, Human Resources and Finance. An individual’s salary will also be shared between the individual and their supervisors. • CEO compensation is administered through the Board.

Benefits

All employees are required to participate in CAWST’s group benefits plan based upon the contractual requirements of each of our insurers. Participation may be limited for fixed-term and part-time employees based on hours worked per week and/or length of contract.

Assistance in accessing these benefits, and details of eligibility, are provided by Human Resources. In addition, for all permanent employees, CAWST will pay for the cost of Canadian Residency applications.

Relocation Assistance

Human Resources may approve reimbursement of relocation expenses to new employees moving to Calgary. Payment is dependent on submission of proof of expenses up to the maximum pre-approved by Human Resources.

B.4 WORKPLACE CONDUCT

CAWST creates an environment of the highest professional and ethical standards and shares with all employees, volunteers, and contractors the responsibility to create a safe, collaborative and productive working environment in which all individuals are treated with dignity and respect.

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General Conduct

Employees, volunteers, and contractors are expected to conduct themselves to the highest ethical and professional standards and comply with all CAWST policies and applicable laws and

regulations.

Respect for Others

Maintaining respect in the workplace is the responsibility of each employee, volunteer and

contractor. Because of their role, supervisors have the additional responsibility to lead in a manner which fosters an environment of respect for each person.

It is the responsibility of each employee, volunteer and contractor to: • Foster cooperation and communication among each other. • Treat each other in a fair manner, with dignity and respect.

• Strive for mutual understanding of expectations, and communicate routinely to reinforce that understanding.

• Encourage and consider opinions of other employees, volunteers or contractors, and invite their participation in decisions that affect their work and their careers.

• Seek to avoid workplace conflict, and if it occurs respond fairly and quickly to provide the means to resolve it.

• Administer all policies equitably and fairly, recognizing that jobs may be different but each is important; that individual performance should be recognized and measured against predetermined standards.

• Recognize that employees, volunteers or contractors may experience challenges or crises in their personal lives, and that compassion and understanding should be provided to the furthest extent possible.

Harassment and Violence

CAWST is committed to a healthy work environment for all our employees, volunteers and contractors which is free from harassment and violence. CAWST has a zero tolerance policy with regard to workplace harassment or violence.

CAWST commits to the following:

• Treat all reports of harassment and violence seriously, regardless of the role or status of the accused.

• To offer support to workers who are affected by an incident of harassment or violence in the workplace

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• To investigate all allegations of harassment and violence. All investigations will include: o Interviews of those involved, a written report outlining the circumstances of the

incident, and the corrective action. Investigations will be conducted internally, guided by human resources, and may be escalated to an external third party based on severity and complexity.

• Take all necessary steps to resolve the complaint, including mediation, discipline, termination, and/or legal action.

CAWST employees, volunteers, and contractors commit to the following: • To refrain from causing or participating in harassment or violence.

• To report all incidents of workplace violence or harassment to a supervisor or Human Resources.

• Participate fully in any investigations of harassment or violence.

Employees, volunteers, and contractors who believe they have witnessed or experienced

harassment or violence are encouraged to promptly report such incidents to Human Resources, a CAWST supervisor, or the CEO. CAWST will in no way retaliate against an individual who, in good faith, reports perceived harassment.

CAWST will maintain specific procedures to utilize in the event of allegations of harassment and/or violence. The CAWST Employee Handbook will serve as a guide for employees, volunteers, and contractors who are confronted with harassment and/or violence.

Safety

The safety and health of CAWST’s employees, volunteers, and contractors is of the utmost importance.

• CAWST and employees, volunteers and contractors share responsibility for ensuring the health and safety of the workplace wherever they carry out CAWST related work. • CAWST expects and supports employees, volunteers and contractors to decline or

withdraw at any time from a situation that they, in their sole discretion, deem as unsafe or insecure. This is consistent with CAWST’s Travel Safety & Security Policy, and Alberta legislation on the “right to refuse unsafe work”.

• CAWST aims to conduct its business in the safest possible manner consistent with the Occupational Health & Safety Act, regulation, and code.

• Clear responsibilities for safety will be outlined in the onboarding process, and assigned within projects as appropriate.

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B.5 PROFESSIONAL AND LEADERSHIP DEVELOPMENT

CAWST provides opportunities for employees to develop their professional and leadership capabilities and promotes from within where possible.

CAWST’s professional development philosophy is one of ongoing, continuous discourse and feedback as we execute on our operations plan; and make adjustments throughout the year. The purpose is to:

• Support employee development to ensure that employees maintain their acquired skills and job qualifications; and

• Provide opportunities for employees to add to and improve their skills to support CAWST’s business priorities as well as their own individual advancement.

CAWST priority is the development of employees through the execution of our operations, expansion of roles, increased responsibility, and working with others across the team and external partners, clients, and collaborators.

• Each employee in consultation with his/her supervisor prepares a work plan including goal setting aligned with each business objective, project plans, and professional development. • CAWST uses a number of mechanisms for ongoing support of professional development,

following CAWST’s annual business cycle. Employees meet regularly with leaders and project managers, in quarterly review of results and goal setting, monthly operations review, and monthly one-on-ones.

Employees are encouraged and supported to seek external training to support in advancing on individual and organizational goals.

• CAWST will pay for all reasonable expenses associated with attendance of work-related training courses and conferences consistent with the individual’s work plan and goals. • Recommendations are made jointly by the employee and supervisor and are approved by

HR, based on the needs of the organization and the required skills for the individual and their role.

B.6 INDIVIDUAL AND ORGANIZATIONAL PERFORMANCE

CAWST’s high performance is a result of highly motivated employees performing to the best of their abilities, with guidance, support and opportunities to advance CAWST’s organizational priorities.

CAWST aims to match employee skills and interests with organizational needs, and provides timely feedback on individual employee accomplishments and areas for improvement.

CAWST strives for mutual understanding of expectations between supervisors and employees and among all employees through open, honest and regular communication, and especially through informal face to face interactions.

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CAWST uses four mechanisms to set expectations, communicate, and continually develop and measure work climate and performance: (1) performance reviews (2) supervisor performance reviews (3) climate checks, (4) regular meetings, and (5) learning exchanges.

1. Employee Performance Reviews

• All permanent employees participate in developing their job descriptions and work plans annually, and goal setting quarterly. Progress is reviewed and measured quarterly.

• The performance review of the CEO is conducted by the Human Resources Committee of the Board annually.

2. Supervisor Performance Reviews

• All temporary and permanent employees participate in the supervisor performance review process which takes place annually.

• The CEO will forward to the Human Resources Committee of the Board the performance reviews for those individuals who report directly to the CEO.

3. Climate Checks

• The CEO conducts individual or small group interviews to check in with employees,

understand the internal climate of the organization, and seek ways for how we continue to learn and strengthen how we work together towards achieving our organizational priorities • All temporary and permanent employees participate in climate checks at least once per

year.

4. Regular Meetings

• Staff meetings, department meetings, and one to one meetings between immediate supervisors and employees are scheduled regularly. These meetings are designed to foster communication between individuals and teams, support employee performance, and improve alignment to our organizational goals.

5. Learning Exchanges

Annually in January and June all employees participate in two Learning Exchanges (LEX) to advance CAWST’s mission in ways that benefit from having all employees present:

• Share what we are learning from working with our clients, partners, and collaborators, and from research to problem solve.

• Strengthen CAWST’s capability to collaborate and work together as a team and with our partners and clients.

• Ensure employees are aligned and educated on policies and procedures that impact their work, and for which employees are responsible for implementation and compliance. • Key themes and topics are set by senior management and employees take responsibility

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for coordinating and facilitating the LEX. B.7 CONFLICT RESOLUTION

CAWST is committed to sustaining a positive work environment in which employees, volunteers, and contractors work constructively together.

CAWST commits to the following:

• Offer employees, volunteers, and contractors a mechanism to resolve conflicts fairly. • Facilitate a prompt and effective response in the case of conflict.

• Work to change or improve internal processes to address issues identified when necessary. CAWST Employees, Volunteers, and Consultants commit to the following:

• Seek to avoid workplace conflict, and if it occurs, respond fairly and quickly to provide the means to resolve it.

• Participate actively and openly in the conflict resolution process. B.8 DEPARTURES

CAWST facilitates respectful partings with those who leave CAWST’s employ.

The CEO makes all final decisions with respect to terminating an employee’s employment with CAWST and, in consultation with Human Resources, approves all severances and other conditions associated with terminations.

Offences of a serious nature may result in immediate dismissal of an employee for just cause without notice.

CAWST may terminate an employment contract at any time for any reason on a without cause basis in accordance with applicable termination provisions of an employee’s offer of employment letter or employment agreement.

All notices of termination will be communicated to the affected employee, in person, by the responsible supervisor and either the CEO or another supervisor.

Unless there is reason to believe that the terminated employee’s presence in the office will be disruptive to the organization, employees will be encouraged to work through all or some of their notice periods to provide them with the opportunity to transfer their responsibilities and to say goodbye to their co-workers.

The departing employee will be consulted regarding what and how to communicate the employee’s departure to other employees.

Exit interviews are offered to those leaving CAWST’s employ of their own accord. Interviews will be conducted by an independent third party, and the general themes are sent to the CEO, VPs and Human Resources. The contents will be reviewed with the goal to inform CAWST’s practices.

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A summary of findings from exit interviews will be provided to the Human Resources Committee of the Board, and may be shared and discussed with Management. The departing employee has the right to indicate any information they do not wish passed on to the organization.

C.

PROCEDURES

C.1 RECRUITMENT AND HIRING

The job description, list of requirements, specifications and recommended salary level are prepared by the responsible supervisor.

• The position is approved by the CEO.

• The need to fill the position is communicated internally within the organization. • The responsible supervisor decides upon the most appropriate venue for enlisting

applications from the general public. A list of recommended websites, applicable university programs, and personal contacts is kept up to date by Human Resources.

Human Resources posts the position on selected websites and communicates the position externally as broadly as time and resources permit.

Applicants may be asked to complete a written questionnaire, either as part of the initial application or as a second stage to be completed by selected applicants.

Job applications are received and initially sorted by Human Resources. • The responsible supervisor selects the initial interviewees.

• The initial interview is conducted by the supervisor and 1 or 2 other CAWST employees. • The responsible supervisor may select second interview candidates, if appropriate • Candidates are interviewed for a second time

• Reference checks are conducted by Human Resources or the responsible supervisor for the selected candidate(s).

• The responsible supervisor makes the final selection and determines the terms of employment, in consultation Human Resources and the CEO.

• The CEO approves the offer of employment.

• The formal offer letter, containing all the basic terms of employment, is prepared by Business Operations, and sent to the candidate for his/her signature.

• Permanent employment may also be offered to interns or volunteers who have worked with CAWST for several months on a temporary basis. The procedure for this is as follows:

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recommended salary level are prepared by the responsible supervisor. o The position is approved by the CEO.

o The responsible supervisor makes the final recommendation and determines the terms of permanent employment, in consultation with Human Resources and the CEO.

o The CEO approves the offer of employment.

o The formal offer letter, containing all the basic terms of employment, is prepared by Business Operations, and sent to the candidate for his/her signature.

C.2 FLEXIBLE WORK ARRANGEMENTS

Requests for flexible work arrangements are made in writing to the CEO. As part of making a request to the CEO, supervisors and employees will fully consider the implications of flexible work arrangements and have mechanisms to monitor and evaluate such arrangements. Considerations must include:

• Supporting employee work/life balance;

• Department and position operational requirements; • Health and safety;

• Costs involved;

• Impact on client service; and,

• Impact on the department and co-workers.

It is the responsibility of the employee to consult with their supervisor and Human Resources on options. Some options for alternate work arrangements are:

Flextime: is an arrangement that allows employees, on an individual basis, to have some flexibility in the start and end times of their working day, and usually takes the form of a pre-arranged alternative schedule.

Compressed work week: is an arrangement where employees work longer days or shifts in exchange for a reduction in the number of working days in their work cycle, on a weekly or biweekly basis.

Reduced workload: includes temporary or permanent arrangements where an employee works less than the standard number of hours per day and/or days per week, and receives reduced

compensation. Please note that hours reduced below 24 hours per week will result in an employee’s status being changed from full time, to part time, which will have additional implications.

Job sharing: is an arrangement that allows two (or sometimes more) employees to jointly fill one job, with responsibilities shared or divided between them. As with any work arrangement, it

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requires the approval of both the supervisor and the employee.

Working from home: is an arrangement where an employee fulfills their job responsibilities at an office in their residence. Please note that telecommuting can be approved for a partial work week, 1 or 2 days per week, on a regular basis; or as ad hoc or temporary arrangements.

C.3 CONFLICT RESOLUTION

CAWST offers employees, volunteers, and contractors mechanisms to resolve conflicts fairly. As such, the steps for employees to follow for conflict or dispute resolution are outlined below:

• Communicate directly with the counterpart(s) in the dispute in an attempt to come to a mutual resolution.

• If the individual and dispute counterpart(s) cannot agree on a solution or if the employee is uncomfortable confronting the behaviour directly, seek advice from a Director. The

Director will bring the issue forward to the management team to determine how best it can be resolved.

• The management team may request further information and will communicate to all parties involved that the issue is being reviewed.

• Depending on the nature of the issue, the management team may: o Bring the affected parties together to discuss and resolve.

o Bring the issue forward, in a generic way, for open discussion and resolution at a staff meeting or Learning Exchange.

o Work to change operations plans or improve internal processes to address issues identified.

o Solicit the assistance of a third party to facilitate discussions with the objective of coming to a mutually agreeable solution.

Initiate other responses as appropriate.

C.4 PROFESSIONAL AND LEADERSHIP DEVELOPMENT

Employee professional development is supported within the context of CAWST’s designated budget, which is set on an annual basis and approved by the CEO. The professional development budget is managed by Human Resources and administered by supervisors.

• Annually, in October, in conjunction with development of the operating budget for the following year, supervisors the Directors and CEO review human resources requirements, and how best existing employees can be used and developed to satisfy those requirements for the short and long term.

• Professional development opportunities are assessed based on their ability to enhance the performance of both the individual and the organization.

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• Each employee in consultation with their supervisor prepares quarterly goals, a work plan and a professional development plan each year. Progress against goals is monitored continuously by the employee and their supervisor, and reported in summary and measured against expectations on a quarterly basis in Workforce Now.

• Recommendations for professional development opportunities are made jointly by the employee and supervisor and are approved based on the needs of the organization and the required skills for the individual and their role.

• Approval for professional development is determined in part by the annual budget. Please refer to the CAWST Employee Handbook for current approval guidelines.