Administrative Professional Technical (APT) Employee ...

APT Staff Handbook

Greeley-Evans School District

Administrative Professional Technical (APT)

Employee Handbook

2014-2015

APT Staff Handbook

Table of Contents

You will notice icons in each section of this handbook. These symbols identify resources or references which can be helpful in understanding or completing tasks.

Forms to be completed Contact Required Supervisor Guidelines

FOREWORD 4 • Employee Handbook Acknowledgment 5

DIVERSITY 6 • Equal Employment Opportunity Statement 6 • Anti-harassment Policy and Complaint Procedure 6 • Americans with Disabilities Act (ADA) & Amendments Act (ADAAA) 8

EMPLOYMENT 8 • Employee Classification Categories 9 • Background and Reference Checks 9 • Discipline/FRISK model 9 • Separation of Employment 10

WORKPLACE SAFETY 12 • Drug-Free Workplace 12 • Workplace Bullying 14 • Violence in the Workplace 14 • Safety 15 • Tobacco-Free Workplace 15

WORKPLACE EXPECTATIONS 16 • Conflicts of Interest 16 • Outside Employment 16 • Attendance and Punctuality 17 • Professional Dress and Appearance 17 • Electronic Communication and Internet Use 18 • Social Media—Acceptable Use 18 • Employee Personnel Files 19

COMPENSATION 20 • Performance Evaluation and Salary Review 20 • Payment of Wages 20 • Employee Travel and Reimbursement 20

TIME OFF/LEAVES OF ABSENCE 21 • Holiday Pay 21 • Vacation 21 • Sick Leave/Sick Leave Bank 21 • Family and Medical Leave (FMLA) 24 • Discretionary Leave 27 • Bereavement Leave 27 • Jury Duty 28 • Voting Leave 28 • Military Leave of Absence 28 • Lactation/Breastfeeding 28

BENEFITS 29 • Medical and Dental Insurance 29 • Flexible Spending Account 29 • Group Life Insurance 29 • Short-Term Disability Benefits 29 • Long-Term Disability Benefits 30 • 401(k) Plan 30 • Workers’ Compensation Benefits 30 • Employee Assistance Program (EAP) 30

APT Staff Handbook

FOREWORD Greeley-Evans School District 6 Welcome Administrative, Professional, Technical (APT) Staff, Whether you have just joined our staff or have been with Greeley-Evans School District 6 for a while, we are confident that you will find a dynamic and rewarding workplace, and we look forward to a productive and dedicated effort toward creating successful student achievement for our community. We consider the employees of our district to be its most valuable resource. This handbook has been written to serve as the guide for the employer/employee relationship. There are several things to keep in mind about this handbook. First, it contains only general information and guidelines. It is not intended to be comprehensive or to address all the possible applications of, or exceptions to, the general policies and procedures described. Secondly, the procedures, practices, policies and benefits described here may be modified or discontinued from time to time. We will try to inform you of any changes as they occur. You should consult the handbook regularly as a reference guide and annually sign that you have reviewed the document. Lastly, this handbook and the information in it should be treated as confidential. No portion of this handbook should be disclosed to others, except Greeley-Evans employees and others affiliated with the district whose knowledge of the information is required in the normal course of business. Some subjects described in this handbook are covered in detail in official policy documents. Refer to these documents for specific information because the handbook only briefly summarizes those guidelines and benefits. Contact human resources for questions. Again, welcome to Greeley-Evans School District 6. Sincerely,

Dr. K. Kevin Aten, Ed.D Chief Human Resources Officer

APT Staff Handbook

Employee Handbook Acknowledgment and Receipt I have reviewed the APT handbook and I acknowledge my responsibilities as a district employee to understand its contents. The employee handbook describes important information about Greeley-Evans School District 6, and I understand that I should consult my supervisor or human resources administration regarding any questions not answered in the handbook. I have entered into my employment relationship with Greeley-Evans School District voluntarily and acknowledge that there is no specified length of employment. Accordingly, either I or Greeley-Evans School District 6 can terminate the relationship at will, with or without cause, at any time, so long as there is not violation of applicable federal or state law. I understand and agree that, other than the superintendent of the district, no APT staff, supervisor or representative of Greeley-Evans School District has any authority to enter into any agreement for employment other than at will. I understand that, except for employment-at-will status, any and all policies and practices may be changed at any time by Greeley-Evans School District, and the district reserves the right to change my hours, wages and working conditions at any time. All such changes will be communicated through official notices, and I understand that revised information may supersede, modify or eliminate existing policies. Only the board of education and the superintendent of Greeley-Evans School District has the ability to adopt any revisions to the policies in this handbook. I understand and agree that nothing in the employee handbook creates, or is intended to create, a promise or representation of continued employment and that employment at Greeley-Evans School District is employment at will, which may be terminated at the will of either Greeley-Evans School District or myself. Furthermore, I acknowledge that this handbook is neither a contract of employment nor a legal document. I understand and agree that employment and compensation may be terminated with or without cause and with or without notice at any time by Greeley-Evans School District or me. I have received the handbook, and I understand that it is my responsibility to read and comply with the policies contained in this handbook and any revisions made to it. ________________________________________ Employee's Signature ________________________________________ Employee's Name (Print) ____________________ Date

Please submit a signed copy of this form to Human Resources

APT Staff Handbook

DIVERSITY

Equal Employment Opportunity Statement (GBA/AC)

Greeley-Evans School District provides equal employment opportunities (EEO) to all employees and applicants for employment without regard to race, color, religion, gender, sexual orientation, national origin, age, disability, genetic information, or marital status. Greeley-Evans School District complies with applicable state and local laws governing nondiscrimination in employment in every location in which the district has facilities. This policy applies to all terms and conditions of employment, including hiring, placement, promotion, termination, layoff, recall, transfer, leaves of absence, and compensation and training. Greeley-Evans School District expressly prohibits any form of unlawful employee harassment based on race, color, religion, gender, sexual orientation, national origin, age, genetic information, or disability. Improper interference with the ability of Greeley-Evans School District employees to perform their expected job duties is absolutely not tolerated.

Anti-harassment Policy and Complaint Procedure (GBAA)

Greeley-Evans School District is committed to a work environment in which all individuals are treated with respect and dignity. Each individual has the right to work in a professional atmosphere that promotes equal employment opportunities and prohibits unlawful discriminatory practices, including harassment. Therefore, Greeley-Evans School District expects that all relationships among persons in the office, school or other facility will be professional and free of bias, prejudice and harassment. It is the policy of Greeley-Evans School District to ensure equal employment opportunity without discrimination or harassment on the basis of race, color, religion, gender, sexual orientation, national origin, age, disability, genetic information, or marital status. The school district prohibits any such discrimination or harassment. The school district encourages reporting of all perceived incidents of discrimination or harassment. It is the policy of the school district to promptly and thoroughly investigate such reports. Greeley-Evans School District prohibits retaliation against any individual who reports discrimination or harassment or who participates in an investigation of such reports. Definitions of Harassment (Board Policy JBB) Sexual harassment constitutes discrimination and is illegal under federal, state and local laws. For the purposes of this policy, sexual harassment is defined, as in the Equal Employment Opportunity Commission Guidelines, as unwelcome sexual advances, requests for sexual favors and other verbal or physical conduct of a sexual nature when, for example a) submission to such conduct is made either explicitly or implicitly a term or condition of an individual's employment; b) submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting such individual; or c) such conduct has the purpose or effect of unreasonably interfering with an individual's work performance or creating an intimidating, hostile or offensive working environment, d) explicitly or implicitly term or condition of a student’s participation in an education program or activity, e) submission to or rejection of such conduct by a student is used as the basis for education decisions affecting the student. It shall be a violation of policy for any staff member or student to harass students or for students to harass other students or staff members through conduct or communications of a sexual nature or to retaliate against anyone that reports sexual harassment or participates in a harassment investigation.

APT Staff Handbook

Examples of Sexual Harassment Behaviors Sexual harassment may include a range of subtle and not-so-subtle behaviors and may involve individuals of the same or different gender. Depending on the circumstances, these behaviors may include unwanted sexual advances or requests for sexual favors; sexual jokes and innuendo; verbal abuse of a sexual nature; commentary about an individual's body, sexual prowess or sexual deficiencies; leering, whistling or touching; insulting or obscene comments or gestures; display in the workplace of sexually suggestive objects or pictures; and other physical, verbal or visual conduct of a sexual nature. Unwelcome touching such as patting, pinching, or constant brushing against the body of another may be unacceptable as well. Harassment on the basis of any other protected characteristic is also strictly prohibited. Under this policy, harassment is verbal, written or physical conduct that denigrates or shows hostility or aversion toward an individual because of his/her race, color, religion, gender, sexual orientation, national origin, age, disability, marital status, citizenship, genetic information or any other characteristic protected by law or that of his/her relatives, friends or associates, and that a) has the purpose or effect of creating an intimidating, hostile or offensive work environment; b) has the purpose or effect of unreasonably interfering with an individual's work performance; or c) otherwise adversely affects an individual's employment opportunities. Harassing conduct includes epithets, slurs or negative stereotyping; threatening, intimidating or hostile acts; denigrating jokes; and written or graphic material that denigrates or shows hostility or aversion toward an individual or group and that is placed on walls or elsewhere on the employer's premises or circulated in the workplace, on district time or using district equipment via e-mail, phone (including voice messages), text messages, tweets, blogs, social networking sites, or other means. Suggesting or demanding sexual involvement, accompanied by implied or explicit threats concerning one’s grades/ratings or similar personal concerns is unacceptable behavior. Individuals and Conduct Covered These policies apply to all applicants and employees, whether related to conduct engaged in by fellow employees or someone not directly connected to Greeley-Evans School District (e.g., an outside vendor, consultant or customer). Conduct prohibited by these policies is unacceptable in the workplace and in any work-related setting outside the workplace, such as during school business trips, and district/school meetings. Complaint Process (AC-R) Individuals who believe they have been the victims of conduct prohibited by this policy statement or who believe they have witnessed such conduct should discuss their concerns with their immediate supervisor, human resources, or any member of administration. When possible, Greeley-Evans School District encourages individuals who believe they are being subjected to such conduct to promptly advise the offender that his or her behavior is unwelcome and request that it be discontinued. Often this action alone will resolve the problem. Greeley-Evans School District recognizes, however, that an individual may prefer to pursue the matter through complaint procedures. Greeley-Evans School District encourages the prompt reporting of complaints or concerns so that rapid and constructive action can be taken before relationships become irreparably strained. Any reported allegations of harassment, discrimination or retaliation will be investigated promptly. The investigation may include individual interviews with the parties involved and, where necessary, with individuals who may have observed the alleged conduct or may have other relevant knowledge. Confidentiality will be maintained throughout the investigatory process to the extent consistent with adequate investigation and appropriate corrective action. Retaliation against an individual for reporting harassment or discrimination or for participating in an investigation of a claim of harassment or discrimination is a serious violation of Board policy and, like

APT Staff Handbook

harassment or discrimination itself, will be subject to disciplinary action. Acts of retaliation should be reported immediately and will be promptly investigated and addressed. Misconduct constituting harassment, discrimination or retaliation will be dealt with appropriately. False and malicious complaints of harassment, discrimination or retaliation may be the subject of appropriate disciplinary action. If a party to a complaint does not agree with its resolution, that party may appeal to Greeley-Evans School District Chief Human Resource Officer by contacting 348-6070.

Americans with Disabilities Act (ADA) and the

ADA Amendments Act (ADAAA) It is the policy of Greeley-Evans School District to comply with all federal and state laws concerning the employment of persons with disabilities and to act in accordance with regulations and guidance issued by the ADAAA and Equal Employment Opportunity Commission (EEOC). Furthermore, it is our district policy not to discriminate against qualified individuals with disabilities in regard to application procedures, hiring, advancement, discharge, compensation, training or other terms, conditions and privileges of employment. The district will reasonably accommodate qualified individuals with a disability so that they can perform the essential functions of a job unless doing so causes a direct threat to these individuals or others in the workplace and the threat cannot be eliminated by reasonable accommodation and/or if the accommodation creates an undue hardship to Greeley-Evans School District. Always contact human resources with any questions or requests for accommodation.

Employment

Review the Supervisor’s Handbook for guidelines on all processes related

to the lifecycle of an employee. All employees in the district are in three distinct categories. The table below shows the employment status and type of position. APT employee group Leadership, administration, professional/

technical positions At-will status

Certified Teachers Employee document with probationary or non-probationary status

Classified Support staff, custodial supervisors At-will status Table 1: Employee Classification Categories

Background and Reference Checks (GCE/GCF-R)

To ensure that individuals who join Greeley-Evans School District are well qualified and to ensure that Greeley-Evans School District maintains a safe and productive work environment, it is our policy to conduct pre-employment background checks, highly qualified status, CDE licensure endorsements, and proper verifications on all applicants who accept an offer of employment. Background checks may include verification of any information on the applicant’s resume or application form. District job postings on Applitrack include a release signed by the applicant indicating they understand an FBI background check will be completed. It is the responsibility of the hiring manager/administrator to contact human resources to request a background check be conducted on a candidate for a job.

APT Staff Handbook

All offers of employment are conditioned on receipt of a background check report that is acceptable to Greeley-Evans School District. All background checks are conducted in conformity with the Federal Fair Credit Reporting Act, the Americans with Disabilities Act, and state and federal privacy and antidiscrimination laws. Reports are kept confidential and are only viewed by individuals involved in human resources.

Discipline/Staff Conduct (GBEB)

Greeley-Evans School District supports the use of progressive discipline to address issues such as poor work performance or misconduct. The district has adopted the FRISK documentation model. This model outlines the methodology and steps taken to document unsatisfactory performance.

Outlined in the following chart are the steps of the FRISK model. Greeley-Evans School District reserves the right to combine or skip steps in this process depending on the facts of each situation and the nature of the offense. The level of disciplinary intervention may also vary. See the Supervisor’s Handbook for the discipline matrix which provides guidance on particular scenarios.

F - Facts: What did the employee do? Pinpoint the specific conduct and describe the

conduct in complete and explicit terms. If necessary, supplement general statements with specific examples to provide a proper factual foundation.

R - Rule: What should the employee have done? Include the rule, policy, authority or expectation

relating to the deficient performance or misconduct, such as board policies or administrative regulations, collective bargaining agreement provisions, administrative directives, Educational Code sections, recognized professional standards, AND include prior same rule violations.

I - Impact: What was the impact of the employee's conduct on the discipline, department, school, and/or district?

Include facts which describe the negative or adverse effect of the employee's conduct on the discipline, department, school, and/or district, most notably on other employees and students.

S - Suggestions: When and what do you want the employee to do? What will happen if there is no improvement? How can you help the employee to improve?

Include clear and unequivocal directions on the proper conduct you expect the employee to follow, the effective timelines and the consequences if the employee fails to comply (these are also referred to as "directives"), AND include suggestions for improvement as well as notifying the employee of resources available or that could be made available to support them in complying with the directives.

K - Knowledge Does the employee have knowledge of the disciplinary document?

Include language notifying the employee of the right to file a response to a document prior to the document's placement in the personnel file.

Table 2: FRISK Documentation Model

APT Staff Handbook

Separation of Employment

Separation of employment within an organization can occur for several different reasons.

• Resignation: Although we hope your employment with the district will be a mutually rewarding experience, we understand that varying circumstances cause employees to voluntarily resign employment. Resigning employees are encouraged to provide four weeks’ notice, preferably in writing, to facilitate a smooth transition out of the organization.

• Retirement: Employees who wish to retire are required to notify their department director and human resources in writing following the guidelines set forth in Board policy. All APT employees are encouraged to contact PERA for retirement benefits information.

• Termination: APT Employees of Greeley-Evans School District are employed on an at-will

basis, and the district retains the right to terminate an employee at any time. Return of District Property The separating employee must return all district property at the time of separation, books, notebooks, including keys, personal computers, iPads, electronic devices, and identification badges. Failure to return some items may result in deductions from the final paycheck. An employee will be required to complete the separation checklist and submit it to their supervisor prior to leaving. A copy is available for review in the Supervisor Handbook. The separating employee may contact human resources as soon as notice is given to schedule an exit interview. Upon completion of the employee’s last day, an electronic exit interview will be sent to the email on file or provided in the separation checklist. Health insurance terminates the last day of the month of employment. Information for Consolidated Omnibus Budget Reconciliation (COBRA) continued health coverage will be provided. Employees will be required to pay their share of the dependent health and dental premiums through the end of the month. Rehire Former employees who left Greeley-Evans School District in good standing and were classified as eligible for rehire, may be considered for reemployment. An application must be submitted on Applitrack and the applicant must meet all minimum qualifications and requirements of the position. Supervisors must obtain approval from human resources prior to rehiring a former employee. Rehired employees begin benefits just as any other new employee. An applicant or employee who is terminated for violating policy or who resigned in lieu of termination from employment due to a policy violation may be ineligible for rehire.

WORKPLACE SAFETY Drug-Free Workplace (GBEC)

Greeley-Evans School District has a longstanding commitment to provide a safe and productive work environment. Alcohol and drug abuse pose a threat to the health and safety of employees and to the security of our equipment and facilities. Board policy GBEC defines illicit drugs as those drugs whose manufacture, distribution, dispensing, possession or use are prohibited under federal and /or state law. It

APT Staff Handbook

is a violation of GBEC for any district employee to possess, use or be under the influence of alcohol or illicit drugs on district property, in or on district vehicles, at any school sponsored or district-sponsored activity or even, or off district property when the employee is on duty. Employees run the risk of disciplinary action up to and including termination and referral for prosecution. Employee Assistance and Drug-Free Awareness Illegal drug use and alcohol misuse have a number of adverse health and safety consequences. Information about the consequences to drug and alcohol use and misuse and as well as sources of help for drug/alcohol problems is available from human resources through the Employee Assistance Program. Information can be obtained by contacting human resources or finance departments. Greeley-Evans School District may assist and support employees who voluntarily seek help for such problems before becoming subject to discipline and/or termination under this or other policies. Such employees may be allowed to use accrued leave, be placed on leaves of absence, referred to treatment providers and otherwise accommodated as required by law. In appropriate circumstances, disciplinary action may include completion of an approved rehabilitation program at the employee’s expense. However, the district is not required to offer rehabilitation in lieu of termination or other discipline to any employee who has violated this policy. This policy does not prohibit employees from the lawful use and possession of prescribed medications. Employees must, however, consult with their doctors about the medications’ effect on their fitness for duty and ability to work safely and promptly disclose any work restrictions to their supervisor. Employees should not, however, disclose underlying medical conditions to their supervisor unless directed to do so. Prohibited Conduct The following conduct applies to all employees:

• Consuming any beverage, mixture or preparation, or medication that contains alcohol and reporting or remaining at work while under the influence is prohibited.

• Reporting for or remaining on duty when the employee is under the influence of illegal drugs as decreed under federal and /or state law unless medical exception applies is not acceptable. An employee who uses a prescribed drug under doctor’s directions and has advised their supervisor that using the prescribed drug will not adversely affect the employee’s ability to safely perform the functions of their job is eligible for work.

• Whenever employees are working, are operating any district vehicle, are present on district premises, or are conducting related work off-site, they are prohibited from:

o Using, possessing, buying, selling, manufacturing or dispensing an illegal drug (to include possession of drug paraphernalia).

o Being under the influence of alcohol or an illegal drug as defined in this policy.

• The presence of any detectable amount of any illegal drug or illegal controlled substance in an employee’s body while performing district business or while in a district facility is prohibited. A controlled substance is defined as drugs specifically identified and regulated under federal law and includes, but is not limited to, opiates, narcotics, cocaine, amphetamine and other stimulants, depressants, hallucinogenics, and marijuana. Although some actions involving marijuana are no longer prohibited by state law, federal law still prohibits the manufacture, sale, distribution, possession and use of marijuana. Thus, marijuana is an illicit drug for the purposes of this policy.

• Greeley-Evans School District will not allow any employee to perform their duties while taking

prescribed drugs that are adversely affecting the employee’s ability to safely and effectively perform their job duties. Employees taking a prescribed medication must carry it in the container labeled by a licensed pharmacist or be prepared to produce it if asked.

APT Staff Handbook

• Any illegal drugs or drug paraphernalia will be turned over to an appropriate law enforcement agency and may result in criminal prosecution.

Required Testing The district retains the right to require the following tests:

Consequences Applicants who refuse to cooperate in a drug test or who test positive will not be hired. Employees who refuse to cooperate in required tests or who use, possess, buy, sell, manufacture or dispense an illegal drug in violation of this policy will be terminated. The first time an employee tests positive for alcohol or illegal drug use under this policy, the result will be discipline up to and including termination. Employees will be paid for time spent in alcohol/drug testing and then suspended pending the results of the drug/alcohol test. After the results of the test are received, a date/time will be scheduled to discuss the results of the test; this meeting will be with the Chief of Human Resources Officer. Confidentiality Information and records relating to positive test results, drug and alcohol dependencies and legitimate medical explanations provided to the medical review officer (MRO) shall be kept confidential to the extent required by law and maintained in secure files separate from normal personnel files. Inspections Greeley-Evans School District reserves the right to inspect all portions of its premises for drugs, alcohol or other contraband. All employees, contract employees and visitors may be asked to cooperate in inspections of their persons, work areas and property that might conceal a drug, alcohol or other contraband. Employees who possess such contraband or refuse to cooperate in such inspections are subject to appropriate discipline up to and including discharge. Crimes Involving Drugs

•Employees are subject to testing based on observations by a supervisor of apparent work place use, possession or impairment . See GBEC-R for more specific informaiton regarding observations and PBT device use.

•To help determine reasonable suspicion, contact immediately: Human Resources, 348-6070 or Safety and Security, 348-7777.

Reasonable Suspicion

•Employees are subject to testing when they cause or contribute to accidents that seriously damage a district vehicle, machinery, equipment or property and/or result in an injury to themselves or another employee requiring off-site medical attention. In any of these instances, the investigation and subsequent testing must take place within two (2) hours following the accident, if not sooner.

Post-Accident

•Employees who have tested positive, or otherwise violated this policy, are subject to discipline up to and including termination. Follow-Up

APT Staff Handbook

Greeley-Evans School District prohibits all employees from manufacturing, distributing, dispensing, possessing or using an illegal drug in or on district premises or while conducting district business. Employees are also prohibited from misusing legally prescribed or over-the-counter (OTC) drugs. Law enforcement personnel shall be notified, as appropriate, when criminal activity is suspected.

Workplace Bullying (GBK, GBK-E, JBCDE, GBAA)

Greeley-Evans School District defines bullying as “repeated inappropriate behavior, either direct or indirect, whether verbal, physical or otherwise, conducted by one or more persons against another or others, at the place of work and/or in the course of employment.” Employees found in violation of this policy will be disciplined up to and including termination. Bullying may be intentional or unintentional. However, it must be noted that where an allegation of bullying is made, the intention of the alleged bully is irrelevant and will not be given consideration when meting out discipline. As in sexual harassment, it is the effect of the behavior upon the individual that is important. Greeley-Evans School District considers the following types of behavior examples of bullying:

Table 2: Bullying Descriptions

Violence in the Workplace

All employees, customers, vendors and business associates must be treated with courtesy and respect at all times. Employees are expected to refrain from conduct that may be dangerous to others. Conduct that threatens, intimidates, or coerces another employee, student, customer, vendor or business associate will not be tolerated. Greeley-Evans School District resources may not be used to threaten, stalk or harass anyone at the workplace or outside the workplace. Greeley-Evans School District treats threats coming from an abusive personal relationship as it does other forms of violence.

Greeley-Evans School District will promptly and thoroughly investigate all reports of threats of violence or incidents of actual violence and of suspicious individuals or activities. The identity of the individual making a report will be protected as much as possible. Greeley-Evans School District will not retaliate against employees making good-faith reports of violence, threats or suspicious individuals or activities. In order to maintain workplace safety and the integrity of its investigation, Greeley-Evans School District may suspend employees suspected of workplace violence or threats of violence, either with or without pay, pending investigation.

Anyone found to be responsible for threats of or actual violence or other conduct that is in violation of these guidelines will be subject to prompt disciplinary action up to and including termination of employment.

Verbal bullying: Slandering, ridiculing or maligning a person or his/her family; persistent name calling that is hurtful, insulting or humiliating; using a person as the butt of jokes; abusive and offensive remarks

Physical bullying: Pushing, shoving, kicking, poking, tripping, assault or threat of physical assault; damage to a person’s work area or property

Exclusion: Socially or physically excluding or disregarding a person in work-related activities

Gesture bullying: Nonverbal threatening gestures or glances that convey threatening messages

APT Staff Handbook

Greeley-Evans School District encourages employees to bring their disputes to the attention of their supervisors or Human Resources before the situation escalates. Greeley-Evans School District will not discipline employees for raising such concerns. Using the form in board policy GBK-E will provide documentation of the concern prior to meeting with human resources.

Safety

It is the responsibility of each employee to conduct all tasks in a safe and efficient manner complying with all local, state and federal safety and health regulations and program standards, and with any special safety concerns for use in a particular area or with a client. It is the responsibility of the employee to complete a Workers Compensation Report of Injury Form for each safety and health infraction that occurs by an employee or that the employee witnesses. Failure to report such an infraction may result in employee disciplinary action, including termination. District 6 requires that all employees follow district safety and health guidelines.

Tobacco-Free Workplace (ADC)

It is the policy of Greeley-Evans School District and a Colorado state law to prohibit any form of tobacco on all district premises. The law defines smoking as the "act of lighting, smoking or carrying a lighted or smoldering cigar, cigarette or pipe of any kind." Additionally, smokeless or chewing tobacco is prohibited on district property. The smoke-free workplace policy applies to:

Employees who violate the tobacco policy will be subject to disciplinary action up to and including immediate discharge.

WORKPLACE EXPECTATIONS Media Requests

Smoke Free

Workplace

Inside District Buildings

Attending District

Sponsored Conferences/

Meetings

Inside District Vehicles

Anyone on district

premises: visitors/

volunteers

Anyone Employed or

Interning with the District

Anyone doing contract work or consulting with

the district

APT Staff Handbook

All inquiries from the media must be referred to Director of Communications at 348-6003.

Conflicts of Interest (GBEA-E, GBEB)

Employees must avoid any relationship or activity that might impair, or even appear to impair, their ability to make objective and fair decisions when performing their jobs. At times, an employee may be faced with situations in which business actions taken on behalf of Greeley-Evans School District may conflict with the employee’s own personal interests. District property, information or business opportunities may not be used for personal gain. Conflicts of interest could arise in the following circumstances:

• Being employed by, having a vested interest in, or acting as a consultant to, a competitor or potential competitor, supplier or contractor, regardless of the nature of the employment, while employed with Greeley-Evans School District.

• Hiring or supervising family members or closely related persons. • Serving as a board member for an outside commercial district or organization. • Owning or having a substantial interest in a competitor, supplier or contractor. • Accepting gifts, discounts, favors or services from a customer/potential customer, competitor or

supplier, unless equally available to all district employees. Employees with a conflict-of-interest question should seek advice from Director of Finance or Chief Human Resource Officer. Before engaging in any activity, transaction or relationship that might give rise to a conflict of interest, employees must seek review from their supervisor or human resources. No employee may try to persuade other employees to engage in business or personal opportunities where a conflict of interest may occur, e.g., trying to convince them to invest in a company where there may be a financial gain, pyramid program, etc.

Outside Employment

Employees are permitted to engage in outside work or to hold other jobs, subject to certain restrictions as outlined below. Activities and conduct away from the job must not compete with, conflict with or compromise the district interests or adversely affect job performance and the ability to fulfill all job responsibilities. Employees are prohibited from performing any services for customers on nonworking time that are normally performed by Greeley-Evans School District. This prohibition also extends to the unauthorized use of any district tools or equipment and the unauthorized use or application of any confidential information. In addition, employees are not to solicit or conduct any outside business during paid working time. Employees are cautioned to carefully consider the demands that additional work activity will create before accepting outside employment. Outside employment will not be considered an excuse for poor job performance, absenteeism, tardiness, leaving early, refusal to travel or refusal to work overtime or different hours. If Greeley-Evans School District determines that an employee’s outside work interferes with performance, the employee may be asked to terminate the outside employment. Employees who have accepted outside employment may not use paid sick leave to work on the outside job. Fraudulent use of sick leave will result in disciplinary action up to and including termination.

Attendance and Punctuality (GBEB)

APT Staff Handbook

Patterns of absenteeism or tardiness may result in discipline even if the employee has not yet exhausted available paid time off. Absences due to illnesses or injuries that qualify under the Family and Medical Leave Act (FMLA) will not be counted against an employee’s attendance record. Medical documentation within the guidelines of the FMLA may be required in these instances. Not reporting to work and not calling to report the absence is a no-call/no-show and is a serious matter. The first instance of a no call/no show will result in a final written warning. The second separate offense may result in termination of employment with no additional disciplinary steps. A no call/no show lasting three days may be considered job abandonment and may be deemed an employee’s voluntary resignation of employment.

Professional Dress and Appearance (GBEBA) It is important for all employees to project a professional image while at work by being appropriately attired. Clothing must be consistent with the standards for a business professional environment and must be appropriate to the type of work being performed. The policy GBEBA outlines the appropriate wear for employees. The following items are deemed disruptive to the classroom environment or to the maintenance of a safe and orderly school and are not acceptable in school buildings, on school grounds, or at school activities: 1. Shorts, dresses, skirts or other similar clothing shorter than mid-thigh length 2. Sunglasses and/or hats worn inside the building 3. Inappropriately sheer, tight or low-cut clothing (e.g., midriffs, halter tops, backless clothing, tube tops,

garments made of fishnet, mesh or similar material, muscle tops, etc.) that bare or expose traditionally private parts of the body including, but not limited to, the stomach, buttocks, back and breasts

4. Tank tops or other similar clothing with straps narrower than 1.5 inches in width 5. Beach footwear (such as flip-flops) 6. Any clothing, paraphernalia, grooming, jewelry, hair coloring, accessories, or body adornments that are

or contain any advertisement, symbols, words, slogans, patches, or pictures that:

Principals and supervisors reserve the right to determine appropriateness. Any employee who is improperly dressed will be counseled or in severe cases may be sent home to change clothes. Continued disregard of this policy may be cause for disciplinary action, which may result in termination.

Electronic Communication and Internet Use

Refer to drugs, tobacco, alcohol,

weapons or is of a sexual nature

Disrupts the learning process

Anything denoting gang membership

(color, arrangement, trademark, etc)

Threaten safety or welfare of any

person

Promotes an activity prohibited

by the student code of conduct

Table: Additional dress code requirements

APT Staff Handbook

(GBEE, GBEBB)

All employees will need to complete the electronic acceptable use form annually. It is provided by OIT at the beginning of the contract year. The following guidelines have been established for using the Internet, district-provided cell phones and e-mail in an appropriate, ethical and professional manner:

• Internet, district-provided equipment (e.g., cell phone, laptops, computers) and services may not be used for transmitting, retrieving or storing any communications of a defamatory, discriminatory, harassing or pornographic nature.

• The following actions are forbidden: using disparaging, abusive, profane or offensive language;

creating, viewing or displaying materials that might adversely or negatively reflect upon Greeley-Evans School District or be contrary to Greeley-Evans School District’s best interests; and engaging in any illegal activities, including piracy, cracking, extortion, blackmail, copyright infringement, and unauthorized access of any computers and district-provided equipment such as cell phones and laptops.

• Employees may not copy, retrieve, modify or forward copyrighted materials, except with

permission or as a single copy to reference only.

• Employees must not use the system in a way that disrupts its use by others. Employees must not send or receive large files that could be saved/transferred via thumb drives. Employees are prohibited from sending or receiving files that are not related to work.

• Employees should not open suspicious e-mails, pop-ups or downloads. Contact IT with any

questions or concerns to reduce the release of viruses or to contain viruses immediately.

• Internal and external e-mails are considered business records and may be subject to discovery in the event of litigation. Be aware of this possibility when sending e-mail within and outside the district.

Right to Monitor All district-supplied technology and district-related work records belong to the district and not to the employee. Greeley-Evans School District routinely monitors use of district-supplied technology. Inappropriate or illegal use or communications may be subject to disciplinary action up to and including termination of employment.

Social Media—Acceptable Use (GBEEA) Social Media sites have become important means of communication with potential pedagogical value. Staff members are expected to preserve the integrity of the learning environment and shall maintain professional boundaries with students at all times. Violations of this policy may form the basis for disciplinary action up to and including termination and/or referral for prosecution. Employees may not post confidential or sensitive information about students or staff of District 6. Employees may not post obscenities, slurs or personal attacks that can damage the reputation of the district, employees, or students. The school-related use of social media approved in accordance with the Board of Education policy shall be subject to the following terms and conditions:

1. Content on approved social media shall at all times comply with district policies, procedures, and regulations, as well as with applicable state and federal law. In particular, content will respect and protect the health, safety and emotional well-being of district students and will preserve the integrity of the learning environment. Content will be respectful and professional; obscene, profane or vulgar

APT Staff Handbook

language and/or images will not be tolerated, nor will communication or conduct that is harassing, threatening, bullying, libelous, or defamatory, or that discusses or encourages illegal activity or violations of district policy. Content must comply with the Family Educational Rights and Privacy Act.

2. The responsible staff member shall monitor student use of the approved social media and shall remove content that violates district policies, procedures or regulations, or state or federal law. Any inappropriate use of approved social media shall be reported to school administration.

3. If the approved social media will collect personal information from students who are under the age of 13, the responsible staff member shall obtain written permission from such students’ parents/guardians before permitting such students to use the approved social media.

4. The responsible staff member’s building principal/supervisor, or his/her designee, may monitor the approved social media for compliance with district policy.

Employee Personnel Files (GBJ)

Employee files are maintained by human resources and are considered confidential. Managers and supervisors may only have access to personnel file information on a need-to-know basis. A manager or supervisor considering the hire of a former employee or transfer of a current employee may be granted access to the file, or limited parts of it, in accordance with antidiscrimination laws. Personnel file access by current employees and former employees upon request will generally be permitted within 24 hours of the request unless otherwise required under state law. Personnel files are to be reviewed in human resources. Personnel files may not be taken outside the department. Representatives of government or law enforcement agencies, in the course of their duties, may be allowed access to file information.

COMPENSATION

Performance and Salary Review

Performance appraisals are conducted on an annual cycle. Employees will receive a performance review on the established date each year. The performance appraisal will be discussed, and both the employee and supervisor will sign the form to ensure that all strengths, areas for improvement and job goals for the next review period have been clearly communicated. Performance evaluation forms will be retained in the employee’s personnel file. Pay increases are based on district performance and negotiations. A performance review does not always result in an automatic salary increase. Budget allocations for pay increases are planned for and allocated during the budget development cycle in the spring prior to the start of each fiscal year (July 1-June 30). Human resources will review all salary increase/adjustment requests to ensure internal equity and compliance with district policies and guidelines.

Payment of Wages

Salary payment is made monthly on the last business day of the month.

APT Staff Handbook

Direct deposit is a condition of employment in District 6. If the normal payday falls on a district-recognized holiday, paychecks will be distributed one workday before the aforementioned schedule. In the event there is an error in an employee’s paycheck, payroll should be notified immediately so that the situation can be rectified. If an employee is overpaid, they will be required to repay the district for the overpayment amount. If an employee's marital status changes or the number of exemptions previously claimed increases or decreases, a new Form W-4 must be submitted by the first day of the month to Payroll Department. Except for extreme emergencies, no salary advances will be made.

Employee Travel and Reimbursement

Employees will be reimbursed for reasonable expenses incurred in connection with approved travel on behalf of the district. Travelers seeking reimbursement should incur the lowest reasonable travel expenses and exercise care to avoid the appearance of impropriety. If a circumstance arises that is not specifically covered in the travel policies, the most conservative course of action should be adopted. Travel for staff must be authorized in advance. Travelers should verify that planned travel is eligible for reimbursement before making travel arrangements. The Employee Travel Authorization Form must be completed and approved before any travel can occur. This approved form will be used as backup for all travel expenses. The preferred way of paying for registration, lodging and airfare is on a P-card. If a company will not accept a P-card for these items a purchase order requisition will need to be entered. Prior to the trip a per diem form should be completed with the Employee Travel Authorization Form attached as backup. Upon return from the trip the Mileage Reimbursement Form should be completed and it will also require the approved Employee Travel Authorization Form as backup. Any other travel items not previously addressed can be paid for by the employee and upon return from the trip reimbursement can be submitted on a Payment Voucher form with the Employee Travel Authorization Form as backup. Upon completion of the trip, and within 30 days, the traveler must submit a Travel Reimbursement Form and supporting documentation to obtain reimbursement of expenses. For more details, refer to the Finance Policies and Procedures Handbook on the district intranet for detailed travel policies, procedures and authorization and reimbursement forms. Check with your office manager to review handbook. Exempt employees will be paid their regular salary for weeks in which they travel.

TIME OFF/LEAVES OF ABSENCE Leave requests are submitted in either Subfinder or Infinite Visions depending on the employee position. The supervisor will approve or deny requests for vacation or discretionary leave.

Holiday Pay (GDD)

Greeley-Evans School District recognizes nine paid holidays each year for employees on a 260 calendar.

APT Staff Handbook

Employees may request to use discretionary time for religious holidays or events.

Vacation

APT Employees earn 13.33 hours of vacation each month. Vacation accrual begins on the first day of the month. Vacation can be used only after it is earned. Any employee on a calendar less than 260 days will not receive vacation benefits or holiday pay. Any employee who is not full-time but benefitted will earn vacation at a prorated amount based on the average number of hours the part-time employee is scheduled per week. To schedule vacation time, employees should submit a request in either Infinite Visions. Employees must ensure that they have enough accrued leave available to cover the dates requested. Requests will be approved based on a number of factors, including school/department operating and staffing requirements. If employment is terminated, accrued unused vacation leave earned through the last day of active employment will be paid at the regular daily rate. Vacation will only be paid up to 360 hours of accumulated leave. An employee can only accrue up to 360 hours of vacation. In the event of the employee’s death, earned unused vacation time will be paid to the employee’s estate or designated beneficiary.

Sick Leave/Sick Leave Bank/Donated Days (GCCBAA)

All full-time, regular employees accrue sick leave by month. Each month that an employee works, they earn a sick leave day. If an APT employee is part-time, the sick leave days are accrued in a prorated amount based on the average number of hours the part-time employee works per week. Sick leave may be used for an employee's personal illness, well-care, and medical and dental appointments. Sick leave may also be used for illness and well-care in an employee's immediate family. Sick leave is automatically granted and not approved/denied by a supervisor. However, if absences become an issue, the supervisor may request the employee to present medical documentation for the absence. Sick leave is accrued. Sick leave may not be used before it is earned. Sick leave is paid at 50% of the current sub-rate when an employee resigns or retires and requests payout in writing. All APT are invited to participate in the Non-Teaching Personnel Sick Leave Bank. The primary function of the Sick Leave Bank for Non-Teaching Personnel is to provide security for employees if they are stricken with a health hardship that exhausts normal sick leave or discretionary leave benefits. All permanent benefited classified employees are eligible to join the sick leave bank upon employment with the District. Each employee must donate one day of sick leave in order to become a member. One sick day is equal to the number of hours scheduled in the employee’s workday and/or listed on the employee’s personnel action form. The hours will be deducted from the employee’s sick leave and credited to the sick leave bank at the time of membership. The employee is able to access the bank after being a member for a minimum of six months from date of enrollment. Employee Responsibilities in the process:

• Complete the Sick Leave Bank enrollment form to donate one day of sick leave in order to become a member, or if the employee does not wish to join at the time of initial employment with the District, sign the form declining the offer to join the bank. If the employee decides to

New Year's Day Martin Luther King, Jr. Day President's Day Memorial Day Independence

Day Labor Day Thanksgiving and the day

after Christmas Day

APT Staff Handbook

join the sick leave bank at a later time following initial employment, the employee will be eligible to join during open enrollment during the first 15 days in January of each year.

• Obtain a sick leave bank application and an attending physician’s form from the payroll office. No application will be considered for the sick leave bank on absences occurring more than one (1) month before the application.

• Complete application including the physician’s form specifying the diagnosis, treatment, prognosis, and date that the employee will be released to return to work. The signature of the physician is required. (Signatures by a physician’s nurse, nurse practitioner or any other medical staff member are not accepted.)

• Renew the Sick Leave Bank application monthly including a physician’s form for the new month and submit prior to the payroll cut-off date for that month. It must be in the payroll office no later than the 15th of the month.

• Schedule an appointment with human resources to discuss options in the case of an extended absence from the District.

Sick Leave Bank is for personal illness or injury only and may not be used for:

• That of family members or others. • Work-related injury or illness that is covered by the Colorado State Workers’ Compensation Act. • While on a leave of absence from the District • Elective types of treatment or elective surgery • Substance abuse treatment • Depression • Injuries caused by dangerous elective behavior • Maternity/Pregnancy (routine or Cesarean Section) • Time off to be with family members

Sick leave bank days will not be granted until the employee has exhausted all personal sick and discretionary leave time and has been out no less than 15 consecutive work days. Any combination of sick/discretionary leave or unpaid status will satisfy the requirement of 15 consecutive workdays. The sick leave bank grants hours to the employee member beginning on the 16th workday of the employee member’s absence from work or when the employees leave is exhausted (whichever is later). A sick leave bank member may use no more than 45 working days during any fiscal year (July 1 through June 30). A member may use no more than 45 workdays for a continuous illness. Occasionally employees belonging to the sick leave bank may be asked to donate one day if the bank balance falls below 2,000 hours. Members who do not have enough hours to donate will be notified that they have two months in which to donate a day or they will be dropped from the bank. If the member still does not have enough hours to donate one day within the period of two months, the member is dropped from the sick leave bank and must reapply during open enrollment. The member will be required to meet the six-month membership before application can be made to the bank requesting hours. It is the employee’s responsibility to know all procedures, rules and timelines of the sick leave bank. Not following the timelines may delay the approval process. Sick Leave Donation An employee is eligible to donate time to or receive time from other employees under the following conditions:

● Both the recipient and Donor Classified employees must be current members of the Sick Leave for Non-Teaching Personnel. ● The recipient must meet the 6-month membership requirement of the Sick Leave Bank. ● The recipient must meet the absence of 15 consecutive days from work. ● The recipient can use donated days for the illness of family members. ● The recipient must exhaust all personal sick and discretionary leave balances prior to receiving donated days. ● The recipient can only receive a maximum of 20 donated days per fiscal year (July 1 – June 30).

APT Staff Handbook

● Forms are due in Payroll by the 15th of the month or the date of payroll cut-off ● A donated “day” is the number of hours that the recipient works daily regardless of the number of hours worked by the Donor (i.e., recipient works 5 hours but the Donor works 8 hours; Donor can only contribute 5 hours per day). • An employee can only donate a maximum of 4 days to one classified employee each school year,

but can contribute to more than one person per school year. ● Donated hours are used on a first-come, first served basis as received in Payroll. ● Donated hours are only used for that pay period. The remaining donation forms are destroyed. ● Names of Donors are kept confidential. ● The Payroll Department and/or the Sick Leave for Non-Teaching Personnel does not solicit donated hours for members of the Sick Leave for Non-Teaching Personnel. ● District 6 electronic mail may not be used to solicit donated hours. ● Donated hours can also be used by Bank members if they exhaust the 45 days per fiscal year received from the Sick Leave for Non-Teaching Personnel.

Family and Medical Leave Act (GBGF)

In the event that an employee needs to access the Family and Medical Leave, a rights and responsibilities policy document will be provided. The function of this policy is to provide employees with a general description of their FMLA rights. In the event of any conflict between this policy and the applicable law, employees will be afforded all rights required by law. Please refer to the board policy for detailed descriptions and criteria. Supervisors are required to inform the risk manager or human resources upon hearing that an employee needs to take an extended leave of absence. Do not request personal information on why the employee needs to take leave IF it is for medical reasons. After contacting the risk manager, a determination will be made as to what kind of leave is available. If you have any questions, concerns or disputes with this policy, you must contact the Risk Manager in the Finance Department in writing.

Discretionary Leave (GCCBB)

Full-time and benefited APT employees shall be entitled to three days of discretionary leave per school year. Employees who have a hire date after January 1 receive 1 discretionary day. Part-time employees earn discretionary leave based on their FTE/hours. Leave is submitted by entering into the Infinite Visions or Subfinder system appropriate to your position. Discretionary leave may be utilized for circumstances that are significant to the employee. Discretionary leave may be accumulated up to five days. Discretionary leave accumulated in excess of five days shall be added to the employee’s sick leave. In the event of an emergency, an employee who has used all accumulated discretionary leave may request up to two additional days. Reasons shall be given to explain the need for the additional two days. Such requests shall be subject to approval by the superintendent or designee. Discretionary leave not used at the time of termination of employment will be added to accumulated sick leave for payback purposes.

Administrative Staff Parental Leave (GCCBC, GCCBA)

The employee must return to work on the scheduled return date after FMLA or after using accrued leave. They will be considered to have voluntarily resigned from his or her employment if there is no return on the scheduled date.

APT Staff Handbook

If an employee does not qualify for FMLA and the employee or partner is pregnant, Board policy guidance for the employee is described below.

1. Medically necessary sick leave for maternity purposes shall be available to any female employee who becomes pregnant.

2. The determination and designation of the period of time during which maternity leave is necessary may be initiated by either the employee or the school district

3. An employee who becomes pregnant shall be encouraged to notify the superintendent or designee regarding the pregnancy well in advance of the expected leave so that the district may make appropriate staffing decisions

4. Parental leave of absence without salary and fringe benefits may be granted to staff members for the purpose of child rearing, child care or adoption

5. The district will grant parental leave without regard to the sex of the employee. 6. Employee must provide a notice of intent to return from leave by April 1. This letter can

be in the form of an email or letter to human resources.

Bereavement Leave (GCCBI)

An employee who wishes to take time off due to the death of an immediate family member should notify his or her supervisor immediately. Bereavement leave will be granted unless there are unusual business needs or staffing requirements for all staff to use within 6 months of the death of the member. Paid bereavement leave is granted according to the following policy:

Employees are allowed five days of paid leave in the event of the death of the employee’s spouse, child, father, father-in-law, mother, mother-in-law, brother, sister, stepfather, stepmother, stepbrother, stepsister, stepson, stepdaughter, grandparents, or son-in-law or daughter-in-law.

Jury Duty (GCCBG)

Upon receipt of notification from the state or federal courts of an obligation to serve on a jury, employees must notify their supervisor and provide him/her with a copy of the jury summons. The district will pay employees for time off for jury duty. If the employee receives compensation for time served on jury duty, the compensation should be submitted to the finance department since the district compensates you for your time on jury duty. Additionally, a certificate of attendance will need to be submitted to human resources upon completion of jury duty. This certificate can be obtained by contacting the jury duty office. Upon completion of jury duty, the employee is expected to return to work if it is during the contract day. The employee should contact his/her supervisor to determine whether returning to work is required.

Voting Leave All employees should be able to vote either before or after regularly assigned work hours. However, when this is not possible due to work schedules, employees will receive up to three hours during the work day to vote. District 6 encourages all employees to exercise their right to vote.

Military Leave of Absence

Greeley-Evans School District is committed to protecting the job rights of employees absent on military leave. In accordance with federal and state law, it is the district’s policy that no employee or prospective

APT Staff Handbook

employee will be subjected to any form of discrimination on the basis of that person's membership in or obligation to perform service for any of the Uniformed Services of the United States. Specifically, no person will be denied employment, reemployment, promotion or other benefit of employment on the basis of such membership. Furthermore, no person will be subjected to retaliation or adverse employment action because such person has exercised his or her rights under applicable law or district policy. If any employee believes that he or she has been subjected to discrimination in violation of district policy, the employee should immediately contact human resources. Employees taking part in a variety of military duties are eligible for benefits under this policy. Such military duties include leaves of absence taken by members of the uniformed services, including Reservists and National Guard members, for training, periods of active military service and funeral honors duty, as well as time spent being examined to determine fitness to perform such service. Subject to certain exceptions under the applicable laws, these benefits are generally limited to five years of leave of absence. Employees requesting leave for military duty should contact human resources to request leave as soon as they are aware of the need for leave. For request forms and detailed information on eligibility, employee rights while on leave and restoring the job once leave is completed, contact human resources.

Lactation/Breastfeeding

District 6 complies with all federal and state guidelines regarding the Lactation/Breastfeeding rules from the Department of Labor. The district recognizes the value in making accommodations for lactating mothers. Contact human resources for further information and ways that accommodations can be made at the site.

BENEFITS

For more information regarding benefits programs, please refer to the Payroll Department. Benefit information is provided to employees upon hire. Here is a list of benefits that are available to employees in District 6:

Medical, Vision, and Dental Insurance Flexible Spending Account PERA (retirement) Life Insurance while employed with the district 403B/401K Employee Assistant Program

Employees must re-enroll for benefits annually during the open enrollment period. There are NO exceptions to this procedure. If an employee does not re-enroll, they will be ineligible for benefits during the following year.

Creating a Successful Employment Process A Supervisor’s Handbook

July 2014

1 | P a g e

TABLE OF CONTENTS

Section I Staffing and Hiring Checklist .............................................................................................................Page 1

Section II Onboarding and Training New Employees ....................................................................................... Page 3

Section III Coaching and Counseling Employees to Improved Performance ..................................................... Page 5

Section IV Corrective Action, Due Process, Progressive Discipline, Separation & Termination, and Unemployment................................................................................................. Page 7

Section V Investigations in the Workplace ........................................................................................................Page 8

Section VI Reasonable Suspicion ....................................................................................................................... Page 9

Section VII Exiting Employees ........................................................................................................................... Page 10

District 6 Policy Violation Correction Action Guidelines

Appendix 1 – Section 1 • AppliTrack Quick Guide • Sample Posting Form (Certified, Classified, APT) • Certified FIT Applicant Questions • Hiring Process – Teacher • Teacher Displacement Chart • USERRA – Employment/Re-employment of Military Service members • Pre-Employment Telephone Reference Check Form • Interview Summary Sheet

Appendix 2 – Section 2 Appendix 3 – Section 3 Appendix 4 – Section 4

• Frisk Model Quick Reference • Sample - Completed Conference Notes • Sample - Completed Letter of Concern/Letter of Reprimand

Appendix 5 – Section 5 • Investigation: Questions • Investigations: Documentation

Appendix 6 – Section 6 Appendix 7 – Section 6

• Separation Checklist for Supervisors • Separation Checklist for Employees

Board of Education Policies

AC – Nondiscrimination ADC – Tobacco Free EGAEA – Electronic Communication GBA – Open Hiring Equal Employment Opportunity GBAA – Sexual Harassment GBEA – Ethics Code GBEC – Drug Free Workplace GBEE – Staff Use of Internet GBEEA – Use of Social Media for School Related Purposes GCQF – Discipline Suspension and Dismissal Professional Staff

GDQD – Discipline Suspension and Dismissal Classified Staff GDQD-R – Suspension of Vehicle Operators JICDA – Code of Conduct JLF – Reporting Child Abuse – Child Protection

1

Section 1-Staffing and Hiring Checklist

The District shall promote and provide for equal opportunity in recruitment, selection, promotion and dismissal of all personnel. Commitment on the part of the district towards equal employment opportunity shall apply to all people without regard to race, color, sex (which includes marital status), sexual orientation, religion, national origin, ancestry, age, ethnicity, disability and/or any other status protected by law. (BOE Policy AC) The district shall ensure that it does not unlawfully discriminate in any area of employment including job advertising, pre-employment requirements, recruitment, compensation, fringe benefits, job classifications, promotion and termination. (BOE Policy GBA)

The following hiring checklist can help ensure consistency in the hiring process once a decision is made to fill a position. The list of steps is divided into three sections: pre-interview, interview, and post-interview. Please refer to the Appendix for a more detailed checklist by position type. This list has been adapted from Mountain States Employer’s Council.

Pre-Interview

Review and update the current job description for the position. HR can provide the most current job description to the hiring supervisor for review. If any changes need to be made with the current job description, please contact HR to make changes.

Comply with internal job posting practice per the MOU for licensed positions. (Attachment 6 in the MOU and in the Appendix)

Follow the AppliTrack posting process for approval of a position and posting of that position using AppliTrack. See the Appendix for more detailed information regarding AppliTrack.

Determine who will be responsible for conducting the interviews. The interview team should include the hiring supervisor, co-workers, and representative from HR for supervisory/management positions. For licensed positions, the interview committee needs to include the principal and at least two other licensed staff members (with one being a member of TEA). For classified positions, the interview committee should include the hiring supervisor, co-workers, and where applicable should include other staff who share a working relationship (classroom teacher, principal, coordinator/liaison).

Determine any pre-employment test(s) or task(s) to be used (if any). Pre-employment tests must be valid and reliable. If used, tests and tasks should be administered consistently to all candidates and in a non-discriminatory fashion.

Develop interview questions. The interviewer’s goal is to gather information from the applicant to determine whether or not his/her qualifications meet the job requirements. An effective way to avoid issues of potential discrimination and obtain factual information on the applicant’s ability to do the job is to focus the questions on job-related factors and the essential functions needed to do the job. The interviewer must identify a group of “core” questions that are asked of all applicants interviewed. Behavioral-based, job-related questions are effective tools for gathering this information. Please refer to the appendix for a list of questions appropriate to ask and questions that are not appropriate to ask applicants.

Screen applications based on consistent requirements. Initially, applicants should be assessed based on the match between their knowledge, skills, and abilities and the requirements of the job and should not be compared to each other.

Only interview applicants that have submitted a complete application for the job posted.

Include only those who complete an application for the job posted Ask every applicant the same questions (follow-ups are OK) Do not get into personal conversations with the applicant to avoid discrimination (Ex., oh, we went to the same high school (implies knowing age), or I think our kids go to the same school/church (prying about family commitments or religions) Know who should be on your interview committee (supervisor, teachers, co-workers, etc.)

2

Interview

The environment should be comfortable and relaxed for the interview to encourage open, honest communication with the applicant. Distractions, interruptions, and barriers should be eliminated as much as possible.

A structured interview is recommended because it provides the interviewer with a format to maintain consistency and control of the interview. A structured interview contains the following steps:

o Accommodation for applicant if necessary o Introductions and establishing rapport o Outline of the interview meeting o Questioning the applicant to gather more information o Providing information to the applicant about the position and the district o Allowing the applicant to ask questions o Closing the interview

It is important to keep records of the interview for reference when evaluating candidates in the selection process. Documentation is a means of defense if your hiring process is challenged. The documentation of an applicant’s responses should be factual, job-related, and not recorded on the application or resume.

Post Interview

There are three primary sources of information utilized in the evaluation and selection phase of the interview process. First, the interviewer must understand the requirements of the position and the culture of the organization. Second, the interviewer must evaluate the applicant’s skills and experience to determine if they match the requirements of the position and needs of the district. Third, the results of the reference check must be considered. It is imperative that when evaluating applicants, they are compared to the job requirements, not each other, to keep the process objective.

Applicants should be made aware that the district conducts reference and background checks. Reference checks should be conducted on all final applicants for a position with at least one reference being either the current or a former supervisor.

Once a decision is made to offer the position to one of the interviewed applicants, there should be a consistent guideline regarding who is authorized to extend an offer and what the offer includes. Prior to extending an offer please check with the Human Resources Department regarding position salary limitations. All employment offers are contingent on the applicant passing the necessary background check, fingerprinting requirement, reference checks, proper licensing requirements (if applicable), pre-placement evaluations (if applicable), and final Board of Education approval.

A personal phone call by the position’s hiring supervisor should be placed to all applicants interviewed but not selected for the position.

Conduct Reference Checks Contact Human Resources for hiring approval: background checks, license (if applicable), highly qualified Contact all candidates who interviewed and did not receive a job offer

3

Section II-Onboarding and Training New Employees

The concept behind employee onboarding is best defined as a systematic and comprehensive approach to orienting a new employee to help them get "on board." An effective onboarding process can be used to motivate employees, prevent performance problems, and reduce absenteeism and turnover. Such a process capitalizes on each new employee's enthusiasm and keeps it alive once work begins. A motivated, satisfied worker is more likely to be successful. Some key purposes of onboarding are:

Reduce start-up cost – Proper orientation can help the employee get "up to speed" much more quickly, thereby reducing the costs associated with learning the job.

Reduce Anxiety — Employees, when faced with new or strange situations, will experience anxiety that can impede their ability to learn or function well in their jobs. Onboarding helps reduce the anxiety that results from entering into an unknown situation and helps provide guidelines for behavior and conduct, so that the new employee does not have to experience the stress of guessing how things are done in the new culture. No matter how much work experience a new employee has, knowing the technical and social aspects specific to the job and the organization is essential to function in a new environment.

Reduce Turnover and Performance Problems: A certain amount of turnover is needed in an organization to eliminate incompetence, allow the entry of new people, provide advancement opportunities, and contain costs. High turnover can, however, cause productivity to drop while recruitment and training costs increase. Managing turnover is important so that you retain the employees you really want to keep.

Save Time for the Supervisor — Onboarding involves a team of players. Of course, the employee's supervisor plays a key role in the process, and the more additional resources put into onboarding, the less time supervisors will have to spend teaching the employee.

Heighten Engagement — Employees who feel that they are valued and that the organization is committed to them and their growth are more committed to their jobs and their organizations.

Develop Realistic Job Expectations, Positive Attitudes and Job Satisfaction — In addition to learning about the values and attitudes of the organization, employees should learn as soon as possible what is expected of them and what to expect from others. While employees will learn from experience, they may make unnecessary mistakes that are potentially damaging.

Note: Onboarding and training does not end with new employees; it is a continual process because the work environment constantly changes – new policies, practices, systems, and procedures need to be communicated to long-term employees as well as new ones.

Include training for every employee upfront to prepare them for the work Check-in regularly during the first few weeks to ease anxiety, increase engagement and provide feedback Know and convey your expectations so the employee can meet them in a timely manner and develop positive attitudes Licensed: Classified: Go to New Employee Orientation Complete fingerprints, I-9 documents Complete Induction/Curriculum Training Participate in Department Trainings Submit all required paperwork to HR Receive a call from Supervisor for salary, start times, etc Complete Cultural Proficiency and CART training Receive a call from HR (school-based employees only)

4

Section III-Coaching and Counseling Employees to Improved Performance There may be times when coaching and counseling by an employee’s supervisor can prevent the need for disciplinary action. When performance problems still persist, the following guidelines may be helpful in coaching an employee toward improved performance. A Performance Development Plan can be collaboratively developed at this stage to ensure that the performance concerns are addressed with developmental tasks, activities, resources and support necessary for positive sustained change. Steps of coaching/counseling technique: · Get the employee’s agreement that a problem exists · Discuss alternative solutions together · Agree on action to be taken to solve the problem · Follow up to measure results · Recognize any achievement when it occurs Please see the Appendix for a Performance Development Plan.

5

Section IV - Corrective Action, Due Process, Progressive Discipline Separation & Termination, and Unemployment

All employees are expected to meet performance standards and behave appropriately in the workplace. Corrective action is a process of communicating with the employee to improve unacceptable behavior or performance after other methods such as coaching and corrective feedback have not been successful. If there is no improvement or if there are repeat occurrences, corrective action may be appropriate. In general, corrective action should be progressive, i.e., beginning with the lowest severity action before employing actions of more severity.

Due Process

When faced with workplace conduct that may require corrective action, the employee should be given appropriate due process, which usually involves a meeting with the immediate supervisor, the HR representative and other appropriate management officials. In addition, the employee may ask for and receive representation during any disciplinary procedures. Every accused employee has the right of “due process” and the right to be heard before discipline is administered. The central purpose of due process is to provide an effective opportunity for an employee to be heard and to present a defense. Specifically, workplace due process includes the following basic elements:

• The work rule, behavior standard, or Board policy was established and communicated to the employee. • The offending conduct was identified and supported with facts establishing the employee’s responsibility or

negligence. • The employee was informed that his or her behavior violated or did not meet the standard/policy. • The employee was given an opportunity to present his or her viewpoint. • The imposed corrective action was fair and consistent with established policy and practice. • The expected standards of conduct were repeated to the employee, as were the consequences for failing to meet

them or for other work rule violations. • The employee was subject to appropriate action if standards/policies continued to be violated. • The employee should know that, if he or she believes the disciplinary decision was unfair, an appeal procedure is

available to the employee. • A teacher shall not be subject to any disciplinary proceeding, including dismissal, for actions that were in good faith

and in compliance with the district’s discipline code and other district policies, regulations, rules or procedures, nor shall a contract nonrenewal be based on such lawful actions. (BOE Policy GCQF)

Progressive Discipline

Progressive discipline generally includes a series of increasingly severe penalties for repeated offenses, typically beginning with counseling or a verbal warning. Each related event or incident must trigger a more severe response, and each step must more strongly encourage the employee to modify his or her behavior.

The following is the district’s policy (GDQD) on progressive discipline that shall apply to classified staff.

The Board believes that regular classified staff employees should have an opportunity to correct inappropriate conduct related to their employment with the district if it is determined that the misconduct is remediable. Their immediate supervisor, upon the recommendation of the department supervisor (where appropriate) and after review by the department of human resources, will initiate the following progressive discipline procedure:

• First occurrence: Written warning • Second occurrence: Final written warning and possible suspension without pay • Third occurrence: Suspension without pay and/or dismissal

Progressive discipline shall not be available when the misconduct is serious enough to warrant immediate termination of employment.

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Suspension with pay is relieving an employee of all work responsibilities while continuing to pay the employee. This generally occurs when accusations or information indicate serious misconduct may have taken place necessitating immediate action pending an investigation. Suspension without pay is relieving an employee of all work responsibilities and not paying the employee for days he or she normally would be expected to work and receive pay. This generally will occur as disciplinary action in an attempt to identify and correct inappropriate conduct as it relates to continued employment with the district.

Dismissal is an involuntary separation of employment with the district. It should not occur without the careful consideration and approval of the director of human resources.

A similar progressive discipline process can be followed for district APT and licensed staff. However, if dismissal of licensed staff is recommended, the Colorado Teacher Employment, Compensation and Dismissal Act MUST be followed.

The following is additional information regarding actions taken at each stage of the progressive discipline process: • Verbal warning. This consists of an informal or formal discussion with the employee that clearly states the rule

violation or conduct problem clarifies the minimum expectations and outlines the consequences of not correcting the behavior. This discussion should be documented for retention in the supervisor’s files.

• Written warning/final written warning. This consists of a discussion accompanied by a letter or memo to the employee stating the behavior deficiency and clarifying the minimum expectations. The warning should clearly state that further instances of unsatisfactory behavior/performance will result in further disciplinary action, up to and including termination. See the Appendix regarding the FRISK process for written warnings.

• Discharge or termination. The final step is termination of employment. Some serious infractions—such as fighting, theft or egregious cases of harassment—warrant skipping one or more steps and jumping immediately to a higher level of discipline or even discharge. In these cases, it may be appropriate to immediately suspend an employee and contact the HR department to review the incident.

There are state mandates that require the district (BOE Policy GCQF) to report if an employee is dismissed as a result of an allegation of unlawful behavior involving a child, including unlawful sexual behavior, which is supported by a preponderance of evidence, the superintendent is delegated the responsibility for notifying the Colorado Department of Education (CDE) as soon as possible but no later than ten (10) business days after the employee’s dismissal. The superintendent shall provide any information requested by CDE concerning the circumstances of the dismissal. The district also shall notify the employee that information concerning the dismissal is being forwarded to CDE unless such notice would conflict with the confidentiality requirements of the Child Protection Act.

If the district learns that a current employee has been convicted of, pled nolo contendere to, or received a deferred sentence or deferred prosecution for any felony or misdemeanor crime involving unlawful sexual behavior or unlawful behavior involving children, the superintendent shall immediately report this information to CDE. In addition, the superintendent shall immediately notify CDE when a dismissal action against a licensed employee is based upon the employee’s conviction, guilty plea, plea of nolo contendere, or deferred sentence for any of the following offenses:

• Any felony, including but not limited to felony child abuse, felony unlawful sexual behavior, a felony offense involving unlawful sexual behavior, and a felony offense involving an act of domestic violence;

• A crime of violence; • Indecent exposure; • Contributing to the delinquency of a minor; • Misdemeanor domestic violence; • Misdemeanor sexual assault; • Misdemeanor unlawful sexual conduct; • Misdemeanor sexual assault on a client by a psychotherapist; • Misdemeanor child abuse; • Misdemeanor sexual exploitation of children; • Misdemeanor involving the illegal sale of controlled substances; • Physical assault;

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• Battery; or • A drug-related offense.

The superintendent shall also notify CDE when: • The county department of social services or the local law enforcement agency reasonably believes that an incident

of child abuse or neglect has occurred and the employee is the suspected perpetrator and was acting in an official capacity as an employee of the district.

• The Board reasonably believes that an employee is guilty of unethical behavior or professional incompetence.

An employee should never be discharged without due process. All the facts must be promptly and thoroughly investigated and documented before making the termination decision.

Following up with the employee

A common mistake in progressive discipline is failure by the supervisor to follow up with the employee after each step. If the employee has corrected the behavior, the incident report should reflect that. Conversely, if the employee has not corrected the problem behavior, HR should hold him or her accountable and proceed to the next step.

The Importance of Documentation

Documentation is critical in managing corrective action. Effective documentation will provide a record of facts, circumstances and discussions leading up to and often following the corrective action. Effective documentation will be helpful in a supervision change, future performance reviews, additional corrective actions or a legal challenge.

Unemployment and You: What to do as a supervisor

Unemployment Funding: The district elects to finance their unemployment through a method called “direct reimbursement”. The district is responsible on a dollar-for-dollar basis for every claim that is ultimately paid to former employees. The current maximum potential liability in Colorado is $11,804 per claim year. Each time a claim is filed, the state begins an investigation with former employers to determine eligibility based upon the separation reason.

Because of this reimbursing election, it is imperative that each employee file contains the proper documentation. As the state can allow benefits for all types of reasons, not just lack of work, documenting each separation as it happens can ensure success in defending an unemployment claim. Voluntary quit separations should always include a signed and dated resignation letter. Discharge separations should always include prior written warnings, dates and specific details of the final incident, the policy violated and a signed acknowledgement of the policy. Colorado has been actively passing legislation requiring employers to provide complete, timely and accurate details and documentation on each claim filed against them. The state can revoke employer rights on claims if they deem the evidence insufficient or untimely.

Document, Document, Document Follow-up – Do what you say you are going to do! Know that your documentation (or lack of) will end up in an unemployment hearing.

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Section V - Investigations in the Workplace (Adopted from Mountain States Employers Council Investigations Training)

Purpose:

An investigation is the systematic collection of facts to describe an event or conduct that has taken place and to explain why it happened. In the workplace, conducting effective investigations provides the district with the ability to support the fair and consistent enforcement of workplace rules and to take immediate corrective action to prevent further inappropriate behavior.

Initial Steps:

As a general rule, any time an employee makes an informal or formal complaint to management, the employer should take immediate steps to begin an investigation, protect those involved from further disruption and ultimately attempt to resolve the alleged conflict. An employer also may conduct an investigation when a supervisor or manager witnesses or suspects employee conduct that violates a work rule or is inappropriate in the workplace, such as being intoxicated on the job.

Workplace complaints should be submitted in writing to the employee’s supervisor or human resources to clarify the issues, reduce inaccuracies, and present all relevant information. Of course, initial reporting of concerns need not always be presented in writing. When in doubt, ask human resources. The written statement of complaint should provide the dates, times, locations, names of witnesses, and a specific factual summary of the conduct involved. Relevant supporting documents may also be submitted.

The district’s chief human resource officer or a designee typically assumes the role of investigator when necessary. The investigator strives to conduct an objective and thorough collection and review of the relevant facts to support the district’s making of informed decisions regarding the matter.

Investigation Process:

The investigation process starts as soon as possible. Typically, the complainant is interviewed by the investigator first to establish the facts supporting the allegations and allow the investigator to determine the appropriate scope of the investigation. In some circumstances, the investigator might determine that precautionary measures are appropriate, like the temporary work relocation of an individual, a change in the reporting structure, or placing a participant on administrative leave to minimize disruption or address any safety concerns.

During investigation interviews the investigator conveys similar introductory comments to participants that set expectations for the process. Participants are informed of: the investigator’s purpose as a neutral fact-finder; the district’s expectation that he or she not communicate with co-workers about the relevant issues or the investigation process moving forward; the district’s policy against retaliation for anyone’s participation in the process or for raising issues that initiate the process; and the district’s expectation that he or she tell the truth.

The investigator determines how investigation interviews are documented, if at all, but often the investigator writes a summary statement from the participant’s perspective to accurately and factually represent his or her side of the story before asking the participant to review it, make any necessary changes, and then sign the summary statement to validate its accuracy.

The investigator often asks participants to identify witnesses who support that individual’s claims. The investigator usually asks what suggested witnesses can contribute as a part of determining who is necessary to include in the investigation process. In some circumstances it might be necessary to re-interview participants.

The investigator’s goal in interviewing the accused is the same as in other interviews – to hear and understand that person’s point of view and address any conflicting information. The investigator strives to give the accused the opportunity to address each significant allegation against him or her.

See the Appendix for sample questions and documentation of interviews with the complainant, witnesses, and the accused.

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Findings:

After collecting all the relevant information and conducting necessary interviews the investigator usually attempts to combine all the relevant information around the allegations in a written report.

The final report will summarize: • The incident or issues investigated including dates • Parties involved • Key factual and credibility findings including sources referenced • District policies and/or guidelines and their applicability to the investigation • Specific conclusions • Party (or parties) responsible for making the final determination • Issues that could not be resolved and reasons for lack of resolution • District actions taken

As a part of this process the investigator shares his or her perspective about the severity of the conduct involved and attempts to assess witness credibility where conflicting information exists. The investigator may discuss this information with other decision makers in the district and take or make recommendations for appropriate corrective action, as appropriate.

Concluding the Investigation Process:

In most cases, participants in the investigation are informed that the investigation has concluded, but are not necessarily informed of any corrective action taken because the district does not typically discuss one individual’s personnel information with others. Where deemed appropriate by leadership information regarding the results of the investigation is communicated to the complaining employee and accused employee. In all situations where an investigation reveals what the district considers inappropriate conduct, the district takes action reasonably designed to stop and prevent the inappropriate conduct.

Follow-up on complaints right away Interview everyone involved (set expectations for process, determine what will be used in the investigation) Summarize the findings and put it in writing from the investigator’s perspective Carefully convey the findings to the complaining employee (careful to keep confidentiality) Take action to stop or prevent the inappropriate conduct.

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Section VI – Reasonable Suspicion (Adopted from Mountain States Employers Council Investigations Training and Society for Human

Resource Management) Purpose:

Reasonable suspicion is a type of alcohol and drug testing that occurs when an employer sees signs and symptoms of current impairment at work. Reference Board Policy GBEC.

Initial Steps:

Concerns that an employee is under the influence will often come from co-workers or an outside observer before it is noticed by a supervisor or manager. You do not want to send an employee for testing based on hearsay or gossip, but you should document the complaint or concerns of co-workers who bring this information forward.

Process:

Remove the employee from any safety sensitive areas. If the employee is acting out in any way that appears to be a safety concern for the employee or others, you may need to remove the employee from the work area immediately and ask him or her to wait in a conference room or an office.

The supervisor or co-worker who performed the initial observation should seek the supervisor or human resources to confirm the initial suspicions. Contact human resources or director of safety and security to conduct the interview. Conduct the employee interview in a private setting, mindful of the dignity and confidentiality rights of the employee. Both observers should clearly document their observations, including any abnormal behaviors. You want to be as specific as possible in your description, but do not attempt to diagnose the situation.

Assessing the Situation:

After the situation has been clearly documented, you need to assess what you know and observed to determine next steps.

You will want to meet with the employee and a witness; often the meeting includes the employee, supervisor and human resources. During this meeting you should clearly explain what has been observed or documented. Then explain that in order to rule out the possibility that the employee is in violation of the Drug-Free Workplace Policy (GBEC), you will be sending the employee for a drug and/or alcohol test. Explaining it in this manner shows the employee that you haven’t jumped to any conclusions, but are just following your procedures; and if the employee is not under the influence of drugs or alcohol at work, the test will prove this. If the employee attempts to drive home, never attempt to physically restrain the employee. Take note of the employee’s type of car and license plate and contact the authorities to report concern that the employee is driving under the influence.

Preparing Transportation:

If the determination to test is made, a member of human resources or safety and security will drive the employee to the test sight. Do not allow someone you suspect of being under the influence behind the wheel of a car; you should ensure the employee does not have to drive to the testing center or back home afterward.

Next Steps:

The employee needs to know what to do and expect tomorrow. The employee will be placed on administrative leave with pay pending the results from the drug and/or alcohol test. If the results are negative, contact with the employee will be made as soon as possible to return him or her to their prior position. If the results are positive, all employment decisions involving reinstatement, termination or dismissal shall be made in accordance with the GBEC Board of Education policy.

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Appendices

*TQS - Teacher Quality Standard in the evaluation rubric for certified personnel 1

Where Progressive Discipline applies, the normal steps are:

Contact human resources for guidance

5. Suspension and/or Termination

Staff Attendance

Summary of Violation Policy Corrective Action Most Likely Discipline Step for a First OffenseTardiness/Absences - Excessive tardiness or repeated absences from work. Unexcused absences of three consecutive workdays without notifying your supervisor (voluntary resignation)

Absence/AttendanceBOE Policy GBEB*TQS Std. 4B, 5AB

The supervisor will implement the appropriate disciplinary action which normally applies. Progressive Discipline 1) Verbal Warning (counseling notes) 2) Letter of Concern (FRISK format) 3) Written Warning (FRISK format) 4) Reprimand (FRISK format)5) Suspension and/or Termination (HR involved)

Verbal Warning

Subfinder Leave - Failure to notify the Substitute Finder Absence Tracking System and their supervisor.

Absence/AttendanceBOE Policy GBEB*TQS Std. 5B

The supervisor will implement the appropriate disciplinary action which normally applies. Progressive Discipline 1) Verbal Warning (counseling notes) 2) Letter of Concern (FRISK format) 3) Written Warning (FRISK format) 4) Reprimand (FRISK format) 5) Suspension and/or Termination (HR involved)

Verbal Warning

Summary of Violation Policy Corrective Action Most Likely Discipline Step for a First OffenseDishonesty, Falsifying, or Misrepresenting - Dishonesty, including any falsification, misrepresentation or providing of incomplete, misleading or incorrect information in connection with the preparation of any records including an application for employment

Work BehaviorBOE Policy GBEB*TQS Std. 2, 5D

Progressive Discipline 1) Verbal Warning (counseling notes) 2) Letter of Concern (FRISK format) 3) Written Warning (FRISK format) 4) Reprimand (FRISK format) 5) Suspension and/or Termination (HR involved)

Depending on the severity of the violation, Suspension with or without pay and/or termination may be the appropriate first step.

Greeley Evans School District 6 Policy Violations and Corrective Action Guidelines

1. Verbal Warning (Counseling Notes)2. Letter of Concern (FRISK format)3. Written Warning (FRISK format)4. Reprimand (FRISK format)

The list of infractions below are meant for illustrative purposes and is not all inclusive. These guidelines do not imply that APT and Classified Staff are not "at will" employees of the district. Corrective action is a process of communicating with the employee to improve unacceptable behavior or performance after other methods such as coaching and corrective feedback have not been successful. The purpose of this document is to develop performance expectations and to assist supervisors in problem solving and supporting employees consistently.

Staff Conduct and Responsibilities

CONFIDENTIAL


Summary of Violation Policy Corrective Action Most Likely Discipline Step for a First OffensePossession or use of any tobacco product Tobacco Free

Schools/Work Place BOE Policy ADC

Progressive Discipline 1) Verbal Warning (counseling notes) 2) Letter of Concern (FRISK format) 3) Written Warning (FRISK format) 4) Reprimand (FRISK format)5) Suspension and/or Termination (HR involved)

Coaching/Counseling

Drug Use or Possession - No employee of District 6 shall knowingly and unlawfully manufacture, use, distribute, dispense, possess or be under the influence of any alcoholic beverage, controlled substance (as defined by federal, not state, law), illicit drug or other drug, including anabolic steroids while: 1) on district property at any time, or while driving a district vehicle or a personal vehicle on district business; 2) at any school-sponsored or sanctioned activity or event off district property or enroute thereto; 3) at any time or in any place which may adversersely affect the health, safety or welfare of students or district personnel, the operations of the district or the employee's fitness to perform his or her duties; 4) on the way to work.

Drug-Free Work Place BOE Policy GBEC, GBEC-R-R

Reasonable Suspicion Determination Contact HR or Safety and Security Director for reasonable suspicion determination

Suspension with or without pay immediately upon verification of the violation or after arrest for unlawful possession, sale or being under the influence of a controlled substance or illicit or other drug.

Hiring/Supervising Family - No district employee may participate in the selection or employment of a member of his or her immediate family or directly supervise or evaluate immediate family members.

NepotismBOE Policy GBEA

The district shall attempt to assign personnel so that even an indirect supervisory relationship between immediate family memebers does not exist in the same office, department, or in the same school building.

Coaching/Counseling; Possible reassignment of affected staff members

Financial Interest/Conflict - District employees shall not engage in or have a financial interest, directly or indirectly, in any activity that conflicts or raises a reasonable question of conflict with his or her duties and responsiblities in the district.

Conflict of InterestBOE Policy GBEA or Financial Policies and Procedures Handbook*TQS Std. 5D


Coaching/CounselingAppropriate actions from the Financial Policy and Procedures Handbook

Business transaction/Conflict - No employee or a firm owned in full or in part by an employee shall sell goods or services of any kind to the district, to students or to parents/guardians of students without written consent of the Board of Education. Engage in a substantial financial transaction for private business purposes with a person whom the staff member supervises.

Conflict of Interest BOE Policy GBEB, GBEA-EFinancial Policies and Procedures Handbook*TQS Std. 5D


Coaching/Counseling

Economic Business Benefit - District employee shall not perform any action in which the staff member has discretionary authority that directly and substantially confers an economic benefit on a business or other undertaking in which the staff member has a substantial financial interest or is engaged as counsel, consultant, representative or agent.

Conflict of Interest BOE Policy GBEB, GBEA-EFinancial Policies and Procedures Handbook*TQS Std. 5D


Coaching/Counseling

Gifts - Acceptance of a gift of substantial value or substantial economic benefit tantamount to a gift of substantial value which would tend to improperly influence a reasonable person in the position or which the staff member knows or should know is primarily for the purpose of a reward for action taken.

Acceptance of GiftsBOE Policy GBEBFinancial Policies and Procedures Handbook*TQS Std. 5D


Coaching/Counseling

Discrimination - Not providing a safe learning and work environment where all members of the school community are treated with dignity and respect. The district is subject to all federal and state laws and constitutional provisions prohibiting discrimination on the basis of disability, race, creed, color, sex, sexual orientation, national origin, religion, ancestry or need for special education services. Discrimination against employees and applicant for employment based on age or pregnancy is also prohibited in accordance with state and federal law.

Nondiscrimination/ Equal OpportunityBOE Policy ACFinancial Policies and Procedures Handbook*TQS Std. 2B


Verbal Warning - Possible Suspension with or without pay, based on the seriousness of the offense.


Summary of Violation Policy Corrective Action Most Likely Discipline Step for a First OffenseHarassment (Physical or Sexual) - Any form of harassment, including, but not limited to, abusive, threatening, intimidating, or profane language or actions directed towards any member (or visitor)

HarassmentBOE Policy GBAA, AC, JBB

Any employee whose conduct is considered to be in violation of this policy shall face disciplinary action, which may include termination of employment.

Verbal Warning or Termination, based on the seriousness of the offense.

Bullying/Cyberbullying - A repeated offensive or cruel behavior that intentionally targets a specific person or persons for the purpose of intimidation or to frighten, undermine or obtain control over another person is prohibited. Such conduct can occur through a written, verbal or electronically transmitted expression (cyberbullying) or by means of a physical act or gesture.

BullyingBOE Policy GBEB, GBK-E, GBEEA


Written Warning - possible suspension with or without pay, based on the seriousness of the offense.

Violent Behavior - Fighting, provoking, or instituting a fight on district property at any time

Fighting/Violence BOE Policy GBEB

The district will not tolerate threatening, intimidating, or hostile behavior. Violation of this policy will result in disciplinary action up to and including termination.

Suspension with or without pay and/or termination based on the seriousness of the offense.

Required Reporting - All district employees who have reasonable cause to know or suspect that any child is subjected to abuse or to conditions that might result in abuse or neglect must immediately, upon receiving such information, report such fact in accordance with BOE policy JLF.

Child AbuseBOE Policy GBEB, JLF, TQS Std. 5D

Failure to report promptly may result in civil and/or criminal liability. A person who reports child abuse or neglect in good faith is immune from civil or ciminal liability.

Coaching/Counseling

Confidential Information - All confidential information to which an employee is privy to as a result of district employment shall be kept confidential. Employees of the district have an obligation to respect all personal information, however acquired, even when no such explicit guidelines apply.

ConfidentialityBOE Policy GBEB, GBEA, GBEE, TQS Std. 5D

Dependent upon the severity of the offense, as to what steps will be taken. Progressive Discipline 1) Verbal Warning (counseling notes) 2) Letter of Concern (FRISK format) 3) Written Warning (FRISK format) 4) Reprimand (FRISK format)5) Suspension and/or Termination (HR involved)

Verbal Warning - possible suspension based on the seriousness of the offense.

Insubordination - Failure or refusal to perform a direct work duty (insubordination)

Insubordination Insubordination is a serious offense. Insubordinate behavior will result in disciplinary action up to and including termination of employment.


Inappropriate Clothing - During the workday and at all work-related activities, employees shall adhere to a professional standard of dress. They shall be neat and clean in appearance.

Employees should take care to not wear fragrances in excess due to allergies or levels of sensitivity to particular odors.

Dress CodeBOE Policy GBEBA


Coaching/Counseling and depending on the offense, the staff member may be sent home to change clothing.

Distruction of Property - Inappropriate use, care and protection of district property (including but not limited to; computers; technical equipment; tools; shop, maintenance and/or motorized equipment; vehicles, etc.) Use of district property is limited to conducting district business.

Willful Destruction of District or District Employees PropertyBOE Policy GBEB

Progressive Discipline 1) Verbal Warning (counseling notes) 2) Letter of Concern (FRISK format) 3) Written Warning (FRISK format) 4) Reprimand (FRISK format) 5) Suspension and/or Termination (HR involved)


Safety - Failure to show concern and attention toward the safety and welfare of students, including the need to ensure students are appropriately supervised.

Disregard for sound safety practices resulting in physical endangerment to themselves, other employees, students and visitors.

Safety and Welfare of StudentsBOE Policy GBEB, TQS Std. 2




Summary of Violation Policy Corrective Action Most Likely Discipline Step for a First OffenseWeapons - Possession of deadly weapons on school property or in school buildings. Exhibiting threatening behavior.

Safety/SecurityBOE Policy GBEB, JICDA

The provision of BOE Policy JICDA shall apply to employees of the district. The district will not tolerate threatening, intimidating, or hostile behavior or the following:verbal or physical abuse like grabbing, choking, hitting or name calling; making offensive comments regarding violent acts or situations; weapons possession or use on district property; vandalism; arson; or any other act against a person or property inappropriate in the workplace. Violation of this policy will result in disciplinary action up to and including termination of employment.

Suspension with or without pay up to and including termination, based on the seriousness of the offense.

Theft - Stealing property, funds or money from the district. Theft of District PropertyBOE Policy JICDA Financial Policies and Procedures Handbook

The provision of BOE Policy JICDA shall apply to employes of the district. Violation of this policy will result in disciplinary action, up to and including termination of employment.


Conviction After Hire - If the district learns or has good cause to believe that any staff member, subsequent to beginning employment with the district, has been convicted of, pled nolo contendere to , or received a deferred or suspended sentence for any felony or misdemanor other than a misdemeanor traffic offense or infraction.

Felony/Misdemeanor ConvictionsBOE Policy GBEB

Violation of this policy will result in disciplinary action, up to and including termination of employment.

Suspension with or without pay up to and including termination, based on the seriousness of the offense and job-relatedness.

Behavior Involving Children - Should the district learn of, by inquiry with the Department of Education, other regulatory agencies or law enforcement agencies concerning whether any current employee of the school district has been convicted of, or pled nolo contendere to, or received a deferred or suspended sentence or deferred prosecution for a felony or misdemeanor crime involving unlawful sexual behavior or unlawful behavior involving children.

Unlawful Behavior Involving ChildrenBOE Policy GBEB, GBEBB



Hacking Technology - Any malicious or intentional attempt to harm, destroy, modify, abuse or disrupt operation of any network within the district or any network connected to the district internet. This includes, but is not limited to, the uploading or creation of computer viruses and the use of encryption software.

Electronic VandalismBOE Policy GBEE, GBEBB

Any malicious act will result in cancellation of privileges and may result in disciplinary action and/or legal action.


Technology Use - District electronic comunication systems are not intended for personal use by district employees.

Personal Use of Electronic Communications BOE Policy GBEE


Coaching/Counseling

Internet Use - No staff member shall access, create, transmit, retransmit or forward material or information that promotes violence or advocates destruction of property; is not related to district education objectives; contains pornographic, obscene or other sexually oriented materials, either as pictures or writings; that harasses, threatens, demeans, or promotes violence or hatred against another person or group of persons; for personal profit; that uses inappropriae or profane language; that plagiarizes the work of others; that is knowingly false; in violation of any federal or state law; that contains personal information about themselves or others; using another individual's internet or electronic communications account without permission from that individual; that accesses fee services without permission.

Misuse of Internet and Electronic Communications BOE Policy GBEE

Improper use includes, but is not limited to violating copyright or intellectual property rights, the Family Educational Rights and Privacy Act, and the Colorado Pen Records Act or local, state and federal laws. Due to technology constantly evolving, not every unacceptable use of district computers and computer systems can be specifically described. Progressive Discipline 1) Verbal Warning (counseling notes) 2) Letter of Concern (FRISK format) 3) Written Warning (FRISK format) 4) Reprimand (FRISK format)5) Suspension and/or Termination (HR involved)



Summary of Violation Policy Corrective Action Most Likely Discipline Step for a First OffenseSocial Media Use - Disruption due to online or electronic conduct that distracts or disrupts the learning environment or other conduct in violation of this or related district policies may form the basis for disciplinary action up to and including termination of employment.

Misuse of Social MediaBOE Policy GBEEA, TQS Std. 2, 3D



Willful disruption of student activities and instruction. Disruption of Student Activities and Instruction BOE Policy GBEB, TQS Std. 2, 3


Coaching/Counseling

Valid License - Employees whose position require them to operate a district vehicle (drivers) must posess a valid (not suspended or expired) Colorado license and be considered insurable according to the district insurance carriers standards.

Accident and Violation Reporting - Any driver involved in a reportable accident or receiving a citation must stop and notify his or her department immediately.

District Vehicle Operations


Verbal Warning - possible Suspension with or without pay and/or termination based on the seriousness of the offense.

Traffic Citation - Any driver that is convicted of speeding or texting (or enters a plea to a lesser charge) while operating a district vehicle.

District Vehicle Violations While Operating a District VehicleBOE Policy GDQD-R

First conviction and/or plea: five-day Suspension with or without pay. Second conviction and/or plea within three years of the first conviction and/or plea: termination

Dishonesty, Lying - Deliberate falsification by employee including time keeping, or other district records. This includes making false, malicious statements or misrepresentations.

Records/TimekeepingBOE GBEB



Summary of Violation Job Expections Corrective Action Most Likely Discipline Step for a First OffenseFailure to meet the requirements of the position. Position

Requirements, TQS Std. 1-5

Progressive Discipline 1) Verbal Warning (counseling notes) 2) Letter of Concern (FRISK format) 3) Written Warning (FRISK format) 4) Performance Improvement Plan (PIP)5) Suspension and/or Termination (HR involved)

Coaching/Counseling

Unauthorized or inappropriate use/operation of machines, tools, or equipment.

Behavior Issue Progressive Discipline 1) Verbal Warning (counseling notes) 2) Letter of Concern (FRISK format) 3) Written Warning (FRISK format) 4) Performance Improvement Plan (PIP)5) Suspension and/or Termination (HR involved)

Coaching/Counseling

Inappropriate modifications or monitoring of state testing process or materials.

Reporting/Compliance With State Testing, TQS Std. 5D


Letter of concern or possible suspension depending on the seriousness of the offense.

Failure to follow work procedures and meet the quality aspects of the job.

QualityTQS Std. 1-5


Coaching/Counseling

Earning a rating of Does-Not-Meet-Expecations during annual review.

Annual Review Ratings

Performance Improvement Plan Performance Improvement Plan

Staff Work Performance

Certified and Classified Posting Directions

• District website o Staff o Infinite Visions

• Sign into IV o Employee Resources o Information Center o Human Resource Forms/Documents

Certified Posting Form or Classified Posting Form • GO • All required fields are in red

o If posting for a teaching position, please choose a grade level and content area.

o If posting for an ESS Assistant position, please choose a function – i.e. autism, IFL, MCAT, etc.

o If posting is for a retiree, in addition to checking the retirement box, please also choose “Retirement” from drop down menu next to “Resignation”.

o First posting is for a minimum of 5 business days. o All re-posting requests need to be sent to CHRO. The re-

posted vacancy will have a new JobID number. o The second posting for the same position is for a minimum

of 3 business days. o The third posting for the same position can be “until

filled”.

A/P/T Posting Form

School Name: FTE:

Position:

Days per year: Immediate Supervisor:

Is this an Anticipated Position? Yes No

Reason for posting position (Check one of the following):

1. New FTE Where did the FTE come from?

2. Replacement for:

Why? Retirement Resignation – Why?

Reassignment within school: From: To: (positions)

Transfer in district: From: To: (schools)

3. Leave of absence (check one of the following if FTE is being reserved for someone on a LOA):

Person on leave and why:

One Year Only One Semester Only Remainder of School Year

Funding Source: General Fund Grant: Other:

Posting Dates (minimum of 5 working days): From: To:

Expected Interview Dates From: To:

Applicants MUST have the following qualifications/experience in:

Degree (BA) in: Degree (MA) in:

Technical Certification in:

CO Licensure in:

Other MUSTS:

Bilingual Skills: Required Preferred

Administrative/Human Resources Only

Human Resources Date ESS Date Budget Authorization Date

Help

Sticky Note

Choose a site, position and days per year from the drop down menus.

Questions?

Sticky Note

If you have questions/issues filling out this form, or if the position you need is not listed, please contact Lori Pudliner at [email protected] or ext 6072.

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03/10/14

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School Year

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TEACHER

FURTHER INSIGHT INTO TALENT INTERVIEW

Applicant:

Prepared by:

Date:

Copyright © 2011-2012 Gallup, Inc. All rights reserved.MS_TI_Ed_FITIntvw_en-US_1212v3_bk

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Further InsIght Into talent IntervIew

Please refer to instructions. NOTES

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1. What are your goals in teaching?

4. How do you measure your success as a teacher?

7. What motivates you to achieve goals or be successful?

10. How do you keep yourself motivated when you have challenging days in the classroom?

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2. What are the most important things a teacher must accomplish during the first few days of school?

5. What do you think will provide you with the greatest satisfaction in teaching?

8. If you could require one characteristic, quality, or attribute that all teachers would have, what would it be?

11. How important are student and parent relationships to your teaching?* (If important:) How do you create those relationships?*


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3. What teaching approaches, techniques, or methods are most effective for you?

6. How can you get students to be excited about learning?

9. What do you do when students don’t do well on a test?

12. What do you do when a lesson or strategy doesn’t appear to be working?

SUMMARY

ACHIEVEMENT DRIVE

STUDENT AND PARENT RELATIONSHIP

CLASSROOM STRUCTURE AND PLANNING


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13. Why would you choose to teach in this school as opposed to another?

14. How important is it to you that your coworkers be your friends?

15. What kind of support do you need from your principal? What are your expectations of your principal?

16. What “specialty” do you have as a teacher? What do you do particularly well?

17. What type of students do you like to work with? Tell me what type of students you believe you can teach most effectively.

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18. If you were to teach here, what could you bring to our school that would make a significant difference?

19. Is there anything you would like to add to help us know you better?

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N 20. Review what the teacher has shared with you. What would you say to this person that would help recruit him or her?

Vacancy Employee tells

principal of resignation

Posting is createdPrincipal contacts

HR

Posting Closes

Review Applicants (check application to see if they are qualified to hire/

license)

Assemble Interview Team (at least 2

certified staff approved by whole

staff)

Conduct InterviewsContact HR for

Approval

· Licensure· Background Checks

Offer Position

AcceptDecline

Complete ePAR to hire

Finalize

· Form I-9· Licensure· Payroll Paperwork· BOE Packet

Start Date

Select 5 internal candidates/displaced

teachers

Select External Candidates

Vacancy to Hire Flow Chart

Any displaced teacher must be given a hard-copy letter of displacement (see definition)

Displaced

Probationary Teacher

Displaced

Non-Probationary Teacher

Utilize Applitrack to apply for

positions for which he/she is

qualified

Utilize Applitrack to apply for

positions for which he/she is

qualified

Displaced teacher(s) must be

interviewed for positions for

which he/she is qualified

Displaced teacher(s) must be

interviewed for positions for

which he/she is qualified

Teacher earns a mutual

consent placement (see

definition) in a school in D6

Teacher earns a mutual

consent placement (see

definition) in a school in D6

The teacher cannot secure

a mutual consent

placement (see definition) in

a school in D6

The teacher cannot secure

a mutual consent

placement (see definition) in

a school in D6

Employment continues with

a contract offered for the

subsequent school year

Employment continues with

a contract offered for the

subsequent school year

No contract will be offered

for the subsequent school

year

As the teacher cannot

secure a mutual consent

placement, the teacher will

be placed by Human

Resources in a limited-term

placement (see definition)

that could include teaching,

substitute, or instructional

support for the subsequent

school year

From September 1 through August 31,

of the limited-term assigned placement

(see definition), the teacher must

continue to apply for D6 positions for

which he/she is qualified in an attempt

to secure a mutual consent placement

If a mutual consent placement

is secured before August 31,

employment continues, the

teacher is no longer

considered displaced, and he/

she will be offered a contract

for the subsequent

school year

If a mutual consent placement

is not secured by August 31,

the teacher will be placed on

permanent unpaid leave (see

definition) with no contract

offered for the subsequent

school year

DefinitionsDisplacement: The district determines that a teacher’s services are no longer required because of a drop in enrollment,

turnaround, phase-out, reduction in program or reduction in building, including closure, consolidation or reconstitution.

Limited-Term Placement: A placement made by Human Resources that is not a mutual consent placement and requires the

teacher to find a mutual consent placement within the prescribed timeframe. If the timeframe expires without a mutual consent

placement, the teacher shall be placed on permanent unpaid leave.

Mutual Consent: A hiring principal agrees to employ a teacher at his/her school with input from at least two teachers chosen by

the faculty to represent them in providing input on hiring decisions.

Permanent Unpaid Leave: The teacher is no longer employed by the district, but is eligible to apply for positions for which he/

she is qualified. A teacher on permanent unpaid leave is not guaranteed an interview for any position(s).

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Teacher Displacement(Determination is made between January 1 and August 31)

PRE-EMPLOYMENT TELEPHONE REFERENCE CHECK

__________________________________ ____________________________________________ Name of applicant Position applied for Grade Level __________________________________ ____________________________________________ Person Contacted Position/Title of Person Contacted __________________________________ ____________________________________________ Business/School/District Telephone Number __________________________________ City State Zip

1. I would like to verify information given to us by _______________________who is applying for a position with our district. What were the dates of his/her employment with you?______________

2. What was the nature of his/her job? __________________________________________________

3. How would you compare his/her performance to the performance of others with similar positions?

4. How would you describe his/her attitude?

5. How did he/she relate to the students/clients?

6. How did he/she get along with staff members?

7. What were his/her relationships with parents/community/business like?

8. Is there anything of significance that we should know?

9. What are 3 or 4 words you would use to describe this person?

______________ __________________ _________________ __________________ 10. What are some real strengths this person has? 11. Is there an area in which this person needs to grow? 12. Would you re-employ this person in your district without reservation? As this is a reference check for an applicant we are considering, a principal/supervisor/administrator from our district may call prior to a final employment decision being made. _____________________________ _________________________________________________ Date Checked By

Make at least two reference checks for a top-ranked applicant from outside the district.

HUMAN RESOURCES

Interview Summary Sheet

Position: _____________________________________ Job # _____________________

Site:_______________________________________________________________________

Candidate Name In/Out District

Date Interviewed

Date Notified

1. 2. 3. 4. 5. 6. 7. 8.

Recommendation: _______________________ Alternate:______________________ References Checked: Name: Name: Name: Date: Date: Date:

Members of Interview Committee:

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

Notes:

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_________________________________________ _______________________________ Administrator Signature Date

Original – Human Resources Copy – School/Department Attach additional pages as needed

Department

Memorandum

TO: Joe Blower, General Custodian

FROM: Jan First, Department Manager

SUBJECT: Unsatisfactory Performance, Conference of Concern

DATE: November 21, 2013

In our conference on November 21, we discussed your excessive absences. Present at this meeting of concern were Jan First and Joe Blower.

On November 15 you called and left a message stating you would not be in for your shift that day. The reason you gave for not being able to work your shift was you were “feeling ill.” I viewed your attendance summary for the current year and to-date you have missed 9 days, 8 of which have been Fridays. I also viewed the attendance summary document for 2012-2013, and you missed 13 days or 5 percent of your scheduled work days, all without documentation of a serious illness. Furthermore, 11 of the 13 days, last year, were on Mondays and Fridays.

Your excessive absences are negatively impacting the department. The absences are causing your work to not get completed in a timely manner. Other employees have to cover your shift causing their work to get behind and we had to bring in extra Sweepers causing a direct financial cost to the department.

During the conference, you were provided with the following directive(s) and assistance, to take effect starting immediately.

• Please be advised that effective immediately, you are expected to report for your shifts as scheduled. • If illness prevents you from reporting for any future shifts, a doctor’s note verifying your illness will be required upon

your return. School Board policy GDCA allows a requirement of a physician’s note, “Evidence of illness may be required for approval of sick leave pay”.

• Per board policy GDCB, all discretionary leave must be entered and approved a minimum of 5 days prior to the leave.

Failure to comply with any of the above directive(s) will result in further disciplinary actions including impacts on evaluation status, work suspension, and/or employment termination. The employee’s signature acknowledges review of this document. The document will be placed in the employee’s building/district personnel file. The employee’s signature indicates advisement of performance status, and does not necessarily imply agreement with this document. The employee may prepare a response, which will also be placed in the building/district personnel file.

______________________________________ _____________________________ Employee Signature Date ______________________________________ _____________________________ Supervisor Signature Date

INSERT NAME OF DEPARTMENT INSERT PHONE NUMBER INSERT FAX NUMBER

Memorandum TO: Employee Name

FROM: Supervisor Name, Title

SUBJECT: Unsatisfactory Performance, (always use this as the beginning) Conference of Concern (Level)

DATE:

In our conference on _(date)_ in regards to ____________. Present at this meeting of concern were__________________________.

During this conference, the following conduct was discussed: (Fact: Pinpoint the specific conduct and describe the conduct in complete and explicit terms. Specific examples are needed to create a proper factual foundation.)

In a review of your conduct, as it relates to the following rules(s) [directive(s), labor contract provision(s), expectation(s)]: (Rule: Include the rule, policy, authority or expectation relating to the deficient performance or misconduct. This is where you would include prior same rule violations.)

Your conduct negatively impacted the ___________ inasmuch as ____________. (Impact: Facts which describe the negative or adverse effect of the employee’s conduct on the discipline, department, school, and/or district, especially on other employees and students.)

During the conference, your were provided with the following directive(s) and assistance, to take effect _____________________. (A statement of corrective action(s) and suggestions)

Failure to comply with any of the above directives will result in ____________________. (Suggestions: Clear and unequivocal directions on the proper conduct you expect the employee to follow, effective timelines, and consequences if the employee fails to comply. Include suggestions for improvement and resources that could be made or are available to support the employee in complying with the directives).

The employee’s signature acknowledges review of this document. The document will be placed in the employee’s building/district personnel file. The employee’s signature indicates advisement of performance status, and does not necessarily imply agreement with this document. The employee may prepare a response, which will also be placed in the building/district personnel file. (Knowledge: Notify the employee of the right to file a response to a derogatory document prior to the document’s placement in the personnel file.)

______________________________________ _____________________________ Employee Signature Date ______________________________________ _____________________________ Supervisor Signature Date

Human Resources Department

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School District 6 provides a quality education for every learner within a system of high expectations and rigorous, focused instruction.

Investigations: Questions

Several times in a year, administrators are called to investigate a situation at their site. It is important that consistent investigative practices are followed so that all people involved are protected by their due process rights. Additionally, good practice will also protect the district from legal issues. Remember to conduct an investigation with an open mind. Try to presume positive intent when talking with others. Offering due process is critical and is simply giving a person the opportunity to hear the charges and evidence presented and finally, giving them the chance to respond to the allegations. In the event that a supervisor or administrator conducts an investigation, the suggestions below may come in handy.

Conducting the Interviews Create the two-person investigation

team NEVER conduct group interviews

Contact HR if needed

Interview in this order-complainant, witnesses, accused

Distribute relevant board policies

Do not promise confidentiality (you may have to release info)

Be careful not to expose any details to those who do not need to know

Ask only open-ended questions

Get details, details, details

Determine what the complainant/victim is seeking

Find others to interview

Collect statements from witnesses

Write a statement

Asking Key Questions What did the person do to stop the behavior?

Explain process Did s/he tell the accused the behavior was offensive?

Did s/he take steps to prevent the behavior?

How did the accused respond to the complainant’s efforts?

Was the incident reported? If so, what was the response?

If the response was negative, where there any other steps taken?

Advise the complainant or witnesses to immediately report any further incidences that may occur

Talking with the Accused Allow representation-always!

Explain process

Ask questions – responses are voluntary

Explain consequences to retaliation

Share Board policies-give copies

Explain s/he does not have the right to confront the complainant

Provide due process: o Oral/written notice of charges o Explanation of the evidence o Opportunity to be heard

Follow-up in writing

Meet with accused to share written document (do not have a written document prior to due process)

Completing the Investigation

Make the determination (contact HR if needed) Do you have proof beyond reasonable doubt?

Meet with accused to share written document Follow-up with complainant in writing Keep records in school file or submit to HR if

required

Human Resources Department

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Investigations: Documentation

After completing an investigation, it is important to prepare a written statement. Keep in mind that District 6 uses the FRISK format for all documentation of performance from Conversation Notes to Letters of Reprimand. Here are some key items to keep in mind when you are writing your statement.

Use the FRISK format: Facts – Rules – Impact – Suggestions – Knowledge

Meet with the person first and prepare written documentation afterward

Do not prepare documentation when you are emotional or angry

Focus on specifics and avoid general conclusions (Use direct quotes including exact language even if it may be offensive or uncomfortable)

Make sure the current date is on the document (do not backdate documents)

Consider writing the document in first person to personalize the document

Be sure directives are clear, concise, and to the point

Apply documentation of deficiencies or problems uniformly to everyone – be consistent

Avoid cc’ing people on the memo (find out who needs to know and provide copies)

Prepare the document as if it is going to be public (it may be released in legal proceedings)

Spell check!

Always, Always, Always include a section for employee and supervisor to sign acknowledging receipt of the document. (Use language dictated in the FRISK template)

Determine if the file goes to human resources or stays in the building working file

Revised 3/31/2014

Separation Checklist for Employee Employee Name: _____ Supervisor Name: _ Last Day of Work: __

Step 1: Submit a formal resignation letter (paper or via email) to human resources.

Step 2: Return all district-issued purchasing cards (p-card) to Office Manager or Finance

Secretary at your work site.

Step 3: Return all district assets (e.g., computers, software, pagers, cell phones, headsets, manuals, files, etc.).

Step 4: Return facility keys and/or badges, and nametags.

Step 5: Benefit coverage ends on the last day of the month of your final day of employment. For example,

if your final day of employment is July 18th

, benefit coverage ends July 31st. Wage Works will

contact you regarding COBRA coverage.

If you have any questions regarding COBRA, please contact Wage Works at 800-800-0133.

Step 6: Call PERA for information on funds in 401K account, and Pension.

If you have any questions regarding PERA, please contact PERA Colorado General Information at 1-800-759-7372.

Step 7: Use the Infinite Visions portal to update your mailing address for your W-4 by January 31.

Step 8: Complete the exit interview survey with human resources. A link will be sent to your email address. Please provide your personal email address:

__________________________________________ Please turn in this completed form to human resources on your last day of work. Make a copy for your records.

Revised 2/8/2013

Separation Checklist for Supervisors Employee Name: _ Supervisor Name: _ Termination Date: _ When an individual ends his or her employment with Greeley-Evans School District 6, either voluntarily or involuntarily, the employee's immediate supervisor is responsible for executing the following steps:

Step 1: Notify human resources immediately of the employee's resignation/separation by promptly completing the ePar indicating the employee's tentative last day of work. Human resources will contact employee regarding completion of an exit survey (for voluntary separations).

Step 2: Make sure a written resignation letter has been submitted to human resources.

Step 3: Contact OIT by EMAIL ([email protected]) to remove employee’s access to critical equipment and technology, computer access, telephones, voicemail, email, remote access, Infinite

Visions, etc.

Step 4: Collect district assets (e.g., computers, palm pilots, cell phones, software, pagers, headsets, manuals, files, uniforms and any equipment at home, etc.).

Step 5: Collect all facility keys/fobs, badges/nametags, parking/gate passes and return them.

Step 6: Collect and cancel all district-issued purchasing cards (P-card). Please turn in this completed form to human resources on or before the employee’s last day of employment to be included in the employee’s personnel file.

mailto:[email protected]

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