4 Other Policies

  Bonuses
  Borrowing Tools & Equipment
  Bulletin Boards
  Communications
  Community Activities
  Company Meetings
  Computer Software (Unauthorized Copying)
  Contributions
  Conversion Privileges
  Department Meetings
  Discounting
  Dress Code / Personal Appearance
  Employee Referral / Recruitment Bonus
  Entering & Leaving The Premises
  Entry After-Hours
  Exit Interviews
  Expense Reimbursement
  Fire Drills
  First Aid
  Gifts
  Grievances & Suggestions
  Housekeeping
  Inspection Of Packages
  Labor Unions
  Layoff & Recall
  Managers
  Open Door Policy & Counseling
  Outside Activities
  Parking Lot
  Payroll Advances
  Personal Phone Calls & Mail
  Personal Property
  Personal Use Of Company Property
  Promotion Policy
  Property & Equipment Care
  Recycling, Waste Prevention & Conservation
  Reinstatement
  Resignation
  Restricted Areas
  Return Of Company Property
  Safety Rules
  Safety Rules When Operating Machines & Equipment
  Security
  Seniority
  Service Awards
  Smoking
  Solicitations & Distributions
  Substance Abuse
  Theft
  Traffic Violations
  Transfers
  Uniforms
  Use Of Company Vehicle
  Visitors
  Violations Of Policies

List Of Additional Policies Not Included In This Manual


Bonuses

[] You may choose to omit this policy if you have a profit
sharing plan in place.

It has been a practice of (Company) to distribute annual merit
bonuses when profits permit.  Bonuses are determined on the basis
of attendance, attitude, cooperation, efficiency, initiative,
knowledge, performance, salary and length of service as evaluated
by your manager.  While this is not a "policy" which applies to
all, and is not guaranteed or automatic, we will continue this
practice so long as possible.


Borrowing Tools & Equipment

See "Personal Use Of Company Property" later on in this section.


Bulletin Boards

[] Though you may think this item is unimportant, a company
bulletin board is looked upon legally as an official "business
practice" for keeping employees informed

[] State that this is an official means of communication with
employees, and that only authorized people may put up, take down,
or alter items on the board.  Don't let items on the board get
outdated; otherwise people will stop reading the announcements.

Bulletins and bulletin board(s) are our "official" way of keeping
everyone informed about new policies, changes in procedures and
special events.  Information of general interest is posted
regularly on the bulletin board(s).  Please form the habit of
reading the bulletin board(s) regularly so that you will be
familiar with the information posted on it.

Only authorized personnel are permitted to post, remove or alter
any notice on the bulletin board(s).  If you want to have notices
posted on (Company) bulletin board(s), see your manager for
instructions.


Communications

Successful working conditions and relationships depend upon
successful communication.  Not only do you need to stay aware of
changes in procedures, policies and general information, you also
need to communicate your ideas, suggestions, personal goals or
problems as they affect your work.

In addition to the exchanges of information and expressions of
ideas and attitudes which occur daily, make certain you are aware
of and utilize all (Company) methods of communication, including
this Employee Manual, bulletin boards, discussions with your
manager, memoranda, staff meetings, newsletters, training
sessions, etc.

You will receive other information booklets, such as your
insurance booklets, from time to time.  You may take these
booklets home so that your family may know more about your job
and your benefits.

In addition, you may receive letters from (Company).  There is no
regular schedule for distribution of this information.  The
function of each letter is to provide you and your family with
interesting news and helpful information which will keep you
up-to-date on the events here at (Company).


Community Activities

(Company) recognizes the importance of community participation.
Our business is dependent upon the community for employees and
for customers, and the community is dependent on our business for
employment opportunities and for our [products/services].

(Company) encourages and supports your participation in service
activities that contribute to the community.  We will reimburse
up to three (3) hours per month at your regular hourly rate, and
allow you to take three (3) hours of normal work time to
participate in an approved community service activity.  The time
must be scheduled at least two (2) weeks in advance and approved
by your manager.

For reimbursement, provide your manager with a voucher from the
community organization where you served, indicating the date and
amount of time contributed.  Some eligible service activities
might include:

* Blood drive

* Community health screening

* Community clean-up projects

* Big Brothers/Big Sisters activities

* Food drives

* Toys for Tots

* United Way drives

* Community recycling center

* Local museum

* Red Cross

* Assisting physically challenged or confined individuals (This
must be through a community organization.)

* Assisting elderly citizens (This must be through a community
organization.)


Company Meetings

[] Wage & Hour laws are stringent on this issue for non-exempt
employees.

On occasion, we may request that you attend a company sponsored
meeting.  If this is scheduled during your regular working hours,
your attendance is required.  If it is held during your
non-working hours and you decide to attend, you will be paid for
the time you spend traveling to and from the meeting as well as
for time spent at the meeting, but only if you are one of our
"non-exempt" employees.  (If you are qualified for overtime pay
by virtue of working more than forty hours that same work week,
then you will receive your overtime rate.)

If you are a "non-exempt" employee, you are under no obligation
to attend a company meeting which is held outside of regular
working hours.  No one in management is permitted to exert any
degree of pressure on you to attend.


Computer Software (Unauthorized Copying)

[] For more information contact:  The Software Publishers
Association, 1730 M St., NW, Suite 700, Washington, D.C. 20036,
(202) 452-1600, Piracy Hotline 1-800-388-7478

(Company) does not condone the illegal duplication of software.
The copyright law is clear.  The copyright holder is given
certain exclusive rights, including the right to make and
distribute copies.  Title 17 of the U.S.  Code states that "it is
illegal to make or distribute copies of copyrighted material
without authorization" (Section 106).  The only exception is the
users' right to make a backup copy for archival purposes (Section
117).

The law protects the exclusive rights of the copyright holder and
does not give users the right to copy software unless a backup
copy is not provided by the manufacturer.  Unauthorized
duplication of software is a Federal crime.  Penalties include
fines of as much as $100,000, and jail terms of up to five years.

Even the users of unlawful copies suffer from their own illegal
actions.  They receive no documentation, no customer support and
no information about product updates.

1. (Company) licenses the use of computer software from a variety
of outside companies.  (Company) does not own this software or
its related documentation and, unless authorized by the software
manufacturer, does not have the right to reproduce it.

2. With regard to use on local area networks or on multiple
machines, (Company) employees shall use the software only in
accordance with the license agreement.

3. (Company) employees learning of any misuse of software or
related documentation within the company shall notify the
department manager or (Company) legal counsel.

4. According to the U.S.  Copyright Law, illegal reproduction of
software can be subject to civil damages and criminal penalties,
including fines and imprisonment.  (Company) employees who make,
acquire or use unauthorized copies of computer software shall be
disciplined as appropriate under the circumstances.  Such
discipline may include dismissal.


Contributions

(Company) makes donations to worthwhile charities and colleges in
its own name.  Contributions considered worthwhile include the
United Way, health drives and community youth activities.

Contributions are made only in communities where we have a store
location or where our employees benefit from these contributions.
We make no contributions to churches or other organizations where
such contributions will only benefit the members of that
organization.  The general rule is that the cause must be for the
good of the entire community.  All decisions concerning
contributions are made by an officer of (Company).  (Company)
does not exceed its budgeted allowance for contributions.

Please make others aware of this policy should you be asked to
solicit (Company) for contributions which don't meet these
standards.


Conversion Privileges

[] Employees' health, medical and other insurance policies vary
in conversion options beyond their termination.  (COBRA law
applies.)

At your exit interview or upon dismissal, you will learn how you
can continue your insurance coverage and any other benefits you
currently enjoy as an employee that are eligible for
continuation.


Department Meetings

From time to time, your manager will schedule department meetings
before, during, or after work.  It's to your advantage to be at
these meetings.  They give you and your fellow workers a chance
to receive information on (Company) events, to review problems
and possible solutions, and to make suggestions about your
department or your job.

If your attendance at Department Meetings is mandatory, you will
be informed in writing.  Failure to attend may involve a penalty.

Note:  See "Company Meetings" earlier in this section for further
information.


Discounting

[] Abuse of the employee discount system and "no charging"
customers are very serious forms of business/workplace abuse
(same as theft) in many firms.  It is easy for employees to
rationalize discount abuse, because discounting is not considered
"stealing."  Compounding this perception is the fact that
companies often promote a discounting program without nearly
enough emphasis on the program's limitations.

[] One way to demonstrate your concerns is to distribute a memo
addressing the issue of discounting.  A copy of this policy has
been converted into a sample memo that might be used (with
appropriate revisions) to meet the specific needs of your
organization.  The sample Discounting memo is included on
diskette as a separate file.

Employees giving discounts to friends is one of the most common
abuses any company can face -- we understand that it can be
tempting to give friends a "good deal."

Yet, for every free or reduced-price item that a customer
receives, there's yet another dent in the company's
profitability.  Remember, the smaller that this profitability
becomes...

* the less merchandise we can afford to buy;

* the higher the prices we will have to charge;

* the less likely we can afford to increase your pay;

* the fewer employees we can afford to keep; and

* the lower the chances that we can hire some much needed help.

This is our company's policy concerning employee discounting:

    The discount privilege is offered for the use of employees and
the members of their immediate family.  Under no circumstances
should company products be removed from the premises unless
accompanied by a receipt from (Company).  Employees are permitted
to buy company products at a discount for personal use or to give
as gifts, but it is an abuse of the discount privilege to buy
items from (Company) on behalf of people outside your immediate
family.  (Company) considers such behavior a form of theft and
violators will be treated accordingly.

When faced with the temptation to give discounts to friends,
please decide against it.  If you're being pressured, explain
that you could lose your job over it (you could!).

If you become aware of a fellow employee about to give a friend
(or customer) an unauthorized discount, drop a hint -- tell him
or her something like "I don't think that's a good idea," or
"Remember, that discount's just for employee use."  If you know
of others who have discounted or given away items in the past,
please discuss the matter with your manager at your convenience.

We must continually work together to remove the threats posed by
unauthorized discounting.  This is a (Company) priority.

Note:  See "Theft" later on in this section for further
information.


Dress Code / Personal Appearance

[] Codes for grooming, dress, and behavior may be enforced -- as
long as they're not used to hinder the advancement of any
particular group (according to Professor Theodore J. St.  Antoine
of the University of Michigan Law School).  Consult your attorney
and you'll likely find that interpretations of labor laws have
been softened in recent years.  This allows for staff development
policies and programs with the best interests of your company,
employees and customers in mind.

[] You may want to send employees to special seminars or bring in
consultants to assist your employees in improving their personal
image -- just assure them that your interest is a reflection of
their value, not a concern about their shortcomings.  Investing
in your company's image and that of your employees can help you
to successfully differentiate yourself from your competitors.
Employees' loyalty may be increased toward a company that makes
this kind of investment in their professional development.

Please understand that you are expected to dress and groom
yourself in accordance with accepted social and business
standards, particularly if your job involves dealing with
customers or visitors in person.  Each manager or department head
is responsible for establishing a reasonable dress code
appropriate to the job you perform.  However, sun dresses with
bare backs and/or shoulders, men's undershirts, and shorts, for
men or women, are not appropriate.

[] If shorts are acceptable or desirable attire, you may need to
include some guidelines regarding length, freedom of movement
while wearing them, and finished edges (e.g. no frayed cut-offs).

A neat, tasteful appearance contributes to the positive
impression you make on our customers.  You are expected to be
suitably attired and groomed during working hours or when
representing (Company).  A good clean appearance bolsters your
own poise and self-confidence and greatly enhances our company
image.  When working at a customer's site, please observe what
the customer is wearing and dress appropriately.

Personal appearance should be a matter of concern for each
employee.  If your manager feels your attire is out of place, you
may be asked to leave your workplace until you are properly
attired.  You will not be paid for the time you are off the job
for this purpose.  Your manager has the sole authorization to
determine an appropriate dress code, and anyone who violates this
standard will be subject to appropriate disciplinary action.


Employee Referral / Recruitment Bonus

[] Consider the risks in using this method:  you may incur some
hurt feelings when you have to turn down a relative or close
friend of one of your present employees.  However, employee
referrals have been proven to be an effective method of
recruiting.

[] You may not want to post all openings.

Open positions will be posted on our bulletin board.  You are
encouraged to recommend and refer qualified candidates for
employment with (Company).  If you know of someone who would like
to work here, we will be glad to consider them for appropriate
openings.  Notify your manager and be sure the individual
mentions your name when contacting (Company).

Should your candidate be hired by (Company) to a full-time
position, and that person satisfactorily completes six (6) months
of employment, you will receive a $XXX (bonus amount) bonus for
an exempt position referral or a $XXX (bonus amount) for a
non-exempt position referral.  This bonus entitlement does not
apply to individuals who are normally responsible for the
recruiting and hiring functions, nor to corporate executives.


Entering & Leaving The Premises

[] The specifics of entry and departure should be spelled out in
a written document, and included in a collection of company memos
or procedures (Standard Operating Procedures).

At the time you are hired, you will be advised about the proper
entrances and exits for our employees.  You are expected to abide
by these rules at all times.  Failure to do so will lead to
disciplinary action.


Entry After-Hours

[] You may want to eliminate this policy if your employees
regularly need to come into the office during non-business hours.

You are not allowed to enter (Company) property after normal
working hours for any reason without the express approval of your
manager or the manager on duty.


Exit Interviews

[] This interview can provide significant insights into
management flaws -- the employee is leaving and therefore may be
more comfortable "clearing the air."  Hopefully, you will be able
to gather this kind of information and act on it long before any
other employees have a problem.

In instances where an employee voluntarily leaves our employ,
(Company) management would like to discuss your reasons for
leaving and any other impressions that you may have about
(Company).  If you decide to leave, you will be asked to grant us
the privilege of an exit interview.  During the exit interview,
you can express yourself freely.  It is hoped that this exit
interview will help us part friends, as well as provide insights
into possible improvements.  All information will be kept
strictly confidential and will in no way affect any reference
information that (Company) management will provide another
employer about you.


Expense Reimbursement

You must have your manager's written authorization (requisition /
purchase order, etc.) prior to incurring an expense on behalf of
(Company).  To be reimbursed for all authorized expenses, you
must submit an expense report / voucher accompanied by receipts
and approved by your manager.  Please submit your expense report
/ voucher each week, as you incur authorized reimbursable
expenses.

If you are asked to conduct company business using your personal
vehicle, you will be reimbursed at the rate of XXX (mileage
reimbursement rate) per mile.  Please submit this expense on your
weekly expense report / voucher.


Fire Drills

We schedule drills throughout the year for employee safety.  Your
manager can answer any questions you may have about what to do.


First Aid

[] Be sure you have all required OSHA posters on display in your
facilities.  If you have more than 11 employees, you are required
to complete Form 200, which summarizes your 1991 injuries and
illnesses.  The Form should be signed by a company officer to
certify the data.

[] For posters, forms, or more information, contact the OSHA
office nearest you or call the Occupational Safety & Health
Administration offices in Washington, D.C. at (202) 523-9667.

Federal law ("OSHA") requires that we keep records of all
illnesses and accidents which occur during the workday.  The XXX
(name of state) state Workers' Compensation Act also requires
that you report any illness or injury on the job, no matter how
slight.  If you hurt yourself or become ill, please contact your
manager for assistance.  If you fail to report an injury, you may
jeopardize your right to collect workers' compensation payments
as well as health benefits.  OSHA also provides for your right to
know about any health hazards which might be present on the job.
Should you have any questions or concerns, contact XXX
(Name/Department) or your manager for more information.

We have made an arrangement with XXX (name of medical clinic) to
provide first aid in medical emergencies.


Gifts

Advance approval from management is required before an employee
may accept or solicit a gift of any kind from a customer,
supplier or vendor representative.  Employees are not permitted
to give gifts to customers or suppliers, except for certain
promotional "premiums" (t-shirts, coffee mugs, pens, key chains,
etc.) imprinted with the (Company) logo or sales information.


Grievances & Suggestions

[] Your company should have some basis for appeal in the event an
employee feels a manager's policies are unjust.  All union
contracts cover this procedure.  Having a suitable vehicle for
employees to communicate ideas, suggestions, complaints,
grievances and proposed solutions to problems should help morale
considerably.

[] Even though you'll want to maintain an "open door" policy,
encourage employees to try to resolve things among themselves and
to talk things over with their managers first to avoid employees
bypassing their managers.

[] A sample "Bright Idea" form is included in the Forms section
of the EmployeeManualMaker product manual and is a file on your
diskette.

An efficient, successful operation and satisfied employees go
hand in hand.  Employee grievances/suggestions are of concern to
(Company), regardless of whether the problems or ideas are large
or small.

In order to provide for prompt and efficient evaluation of and
response to grievances/suggestions, (Company) has established a
formal Grievance/Suggestion Procedure for all employees.  It will
always be (Company)'s policy to give full consideration to every
employee's opinion.  There will be no discrimination against or
toward anyone for his or her part in presenting
grievances/suggestions.

Under this policy, a grievance is defined as any event,
condition, rule, or practice which the employee believes violates
his or her civil rights, treats him or her unfairly, or causes
him or her any degree of unpleasantness or unhappiness on the
job.  This covers a wide range of circumstances, everything from
the workplace, the environment, and other working conditions to
policies or practices which interfere with or hinder his or her
performance.  A grievance may also deal with an attitude, a
statement, or an opinion held by a manager or a fellow employee.

Talking things over usually helps.  When you have a grievance or
other problem, the person you report to is the person to see
first.  If this does not settle the matter, you are entitled to
go to his or her immediate supervisor to see what can be done.
Please, never leave your work area without notifying your manager
first.

The Grievance/Suggestion Procedure is as follows:

1. See Your Manager First.

If there is anything bothering you, or if you have a suggestion,
we would like to hear about it.  If you feel that any working
condition, policy, practice, or action by (Company) or by any
member of management is unjust, you should tell your manager
about it and discuss the matter confidentially and in private
with him or her.  If you decide to do this, please stay in your
workplace and contact your manager, or one of the other managers
that may have been designated for you to contact, before leaving.
Establish with your manager an appropriate time and place to
discuss your concern.  If for some reason your manager fails to
offer you the opportunity to discuss the matter, or if the
discussion does not lead to a satisfactory conclusion, then
proceed to the next step.

2. Put It In Writing.

It makes a difference when you put your grievance/suggestion in
writing -- understanding the situation and what you think the
ideal condition should be, as well as some ideas for achieving
your desired condition, will help your manager go to work for
you.  Ask your manager for a "Bright Idea" form to assist you
with presenting your complaint or proposed solution to a problem
or situation.  Explain the present situation, the desired
condition, and your proposed solution/suggestion.  Submit this
completed form to your manager.

If, after discussion with your manager, the situation remains
unsettled, the matter should be referred to senior management.
You may need to elaborate your complaint or proposed solution by
expanding on the "Bright Idea" form.  Further describe the
situation or problem, name any witnesses if applicable, and be
sure to mention any times, dates, and places.  Also, include a
summary of your communications with your manager on the subject.
Put this information into an envelope, seal it, and either mail
or deliver it to the immediate manager of your manager.  (If you
are in doubt as to who this individual is, contact the personnel
administrator to find out.)  Of course, your grievance/suggestion
may not require all this information, but could be a brief
statement of a minor complaint about a working condition or a
simple cost-saving idea.  Whatever it is, we want to know about
it.  An appropriate member of senior management will schedule a
discussion with you.

3. Grievance/Suggestion Conference.

Your manager's immediate manager will review the
grievance/suggestion and call you in for a scheduled conference.
This may, at his or her discretion, be with or without the
presence of your immediate manager.  At this conference, you
should feel free to openly discuss your complaint and
substantiate your reasons for feeling the way you do; the senior
management member will consider your input and render a decision.
In most cases, the matter will usually be resolved at this stage.

If you are still displeased with the decision rendered, you
should bring the problem directly to the President.  The problem
will be discussed with all concerned and a final decision
rendered.  The President's decision will be binding on all.

The sole purpose of this Grievance/Suggestion Procedure is to
give each employee and (Company) a chance to clear up any
problem, complaint, friction, or grievance and to evaluate
employee suggestions.  In order for this policy to work, each
employee and each member of management must want it to work, and
be willing to do whatever it takes to make it work.


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