OKANAGAN ARTISTS ALTERNATIVE ASSOCIATION HUMAN RESOURCES POLICIES

OKANAGAN ARTISTS ALTERNATIVE ASSOCIATION HUMAN RESOURCES POLICIES PAYROLL All personnel (employees, contractors, students) must track their daily hour...
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OKANAGAN ARTISTS ALTERNATIVE ASSOCIATION HUMAN RESOURCES POLICIES PAYROLL All personnel (employees, contractors, students) must track their daily hours of work and any banked hours accrued or used on weekly payroll sheets as provided. In the absence of this information, processing of paycheques will be delayed. All paycheques must be signed by the Treasurer, or one other Board member. Paycheques will be issued on a bi-weekly basis (every 2 weeks) unless otherwise arranged.

EXPENSE CLAIMS The Gallery will reimburse personnel for reasonable expenses incurred in the course of work. To claim reimbursement, please complete a written expense claim (forms provided). Original receipts should be attached. Expense reimbursements up to a maximum of $100 can be signed by any 2 signatories. Expense reimbursements exceeding $100 must be signed by at least one Board member. Employees who use their own vehicles and incur mileage on behalf of the Gallery may claim mileage expenses at the rate of $0.50/km. Please be aware that reimbursement for mileage is a taxable benefit and may affect your income tax return.

TIME BANKING Banking of extra hours worked is permitted provided that it is recorded in writing on weekly payroll sheets. Employees may exchange banked hours for time off with pay. Accumulated banked time cannot exceed the number of hours for which an employee is scheduled during a regular week and banked time must be used within six months of accrual. © Okanagan Artists Alternative Association – Human Resources Policies

Banked hours can be used at the request of the staff person provided that scheduling needs are met. Scheduling is at the discretion of the Director. PAID OVERTIME Any overtime must be expressly approved by the Director in advance. Please note that management employees and contractors are excluded from certain provisions of the Employment Standards Act dealing with hours of work, overtime entitlement and statutory holiday pay. ANNUAL GALLERY CLOSURE The gallery's annual closure during the Christmas season provides staff with the option of claiming banked time and/or annual paid vacation. Staff is encouraged to make these arrangements in advance with the Director. COMPENSATION The OAAA is committed to establishing and maintaining competitive salaries, reflective of current national rates. OAAA salary ranges are set at the midpoint of salary ranges for similar positions in artist-run centres, as determined through survey data. Individual employee salaries are set within the job salary range, based on their job performance and competency and the salary budget available. On hire into the job, salary is determined based on skills, knowledge and experience in relation to the job requirements and the anticipated level of performance. The OAAA aims to move employees to the midpoint of salary ranges as they become fully functional in their role. Annual adjustments are assigned based on performance and competence relative to the position and assigned objectives and as budget allows.

CONFIDENTIALITY The Confidentiality Policy defines and describes the management of confidential information for all employees and loaned representatives of the OAAA. Philosophy We believe that donor information is confidential and every safeguard should be taken to ensure information is kept confidential. Responsibility and guidelines All employees, volunteers and contracted workers shall keep confidential and shall not, during the continuance of their employment or any time after the termination thereof, without the express written consent of the OAAA, disclose to any person or organization © Okanagan Artists Alternative Association – Human Resources Policies

any donor, financial or business information of the OAAA which an employee may have acquired during the course of employment. Procedure All employees, volunteers and contracted workers shall sign a contract, which shall be maintained in their Personnel File.

CONFLICT OF INTEREST The association recognizes the importance of protecting the organization while preserving the rights of all employees, volunteers and contracted workers to participate as private citizens in the life of the community. Procedures 1. As the employer-employee relationship is founded on trust and commitment to strive for mutual benefits, it is expected that the employee's time/labour/skill and attention will be devoted to the business of the association as specified by the employment contract. 2. The association's property, materials and services will be utilized only as requested or authorized by the employment contract. 3. Participation of the employee in other business, organizations or activities that compromise the employment relationship or disadvantage the association will be considered conflict of interest. 4. The Director shall be responsible for identifying potential conflict of interest activities to employees. Employees must consult with their supervisor prior to engaging in any activities that may be seen as conflict of interest, such as, but not limited to: • Having a vested interest in an external business or organization which may provide materials, service or be in competition with the association • Being offered services or materials as a result of employment or position with the association • Making use of a position with the agency to solicit services or materials for personal gain • Utilizing association equipment, services or materials for an external business • Pursuing personal gain over the well-being or needs of people supported 5. Employees who fail to honour the provisions of this policy will be considered to be in breach of the employment contract with the Association and may be subject to disciplinary action up to and including termination of employment. © Okanagan Artists Alternative Association – Human Resources Policies

© Okanagan Artists Alternative Association – Human Resources Policies

PERFORMANCE MANAGEMENT All employees have bi-annual performance review meetings with the Human Resources Committee. The performance reviews are documented on the Annual Performance Review form, and signed off by the employee and the Human Resources Committee. The first performance review is to be scheduled for a date no later than 4 months after a contract begins. Performance is evaluated on: • Demonstrated skill, knowledge and ability in carrying out job functions, as established in the job description • Achieving results in a manner consistent with the organizations culture (values, behaviours and operating principles) The OAAA requires that the HR Committee meet with their employees and provide a formal and documented annual performance review once per year. Additionally, managers are encouraged to meet with employees at mid-year to review performance and achievement to date, and are expected to provide employees with informal, timely performance feedback throughout the year. Employees may request a performance meeting with their manager at any point in the year. PERFORMANCE Where an employee is not performing to the standard required to perform their duties at work, an employer should adopt a capability procedure in relation to that employee. This procedure is designed both to encourage the employee to improve, but also, where no improvement or insufficient improvement results, to ensure that the employer has acted reasonably and fairly if it ultimately becomes necessary to consider dismissing the employee. The procedure is set out in stages as follows: Informal Discussion The initial step involves an informal discussion with the employee focusing in particular on how the employee is thought not to be performing satisfactorily. It is necessary for the employer to ascertain whether the employee accepts there is a problem and, if so, whether he or she will respond to constructive moves and suggestions to aid improvement. The response of the employee will generally be one of the following: * the employee accepts there is a problem and leaves it to the manager to suggest what should be done * the employee expresses doubt there is a problem, but indicates willingness to respond to any suggestions the manager may make * the employee acknowledges the problem and asks for help to resolve it * the employee denies the existence of any problem © Okanagan Artists Alternative Association – Human Resources Policies

The employer should make and keep an informal note of the date, time and conclusions reached for his or her own use later if the need to refer back to this initial conversation arises. Non-Critical Approach – Willingness to Respond Where the employee expresses a willingness to respond to any suggestions for improvement or asks for help to resolve the problem, the employer should adopt a nonthreatening and non-critical approach with the aim of helping the employee to find a solution through a sensitively-handled discussion. The employer should encourage the employee to describe the problem ensuring that pertinent questions are not evaded by the employee. Ultimately the employer should ensure that the discussion is shaped so that the real problem is unearthed, the factors contributing to it are explored, possible solutions are identified and discussed, and if possible an action plan agreed to help the employee to overcome the problem. After the discussion it may be appropriate for the employer to put any agreed action plan into a separate note and give a copy to the employee.

Monitoring Arrangements should be set in place to monitor the employee's continuing performance with the observations on it being recorded. The employee's performance should be assessed as objectively as possible and as frequently as appropriate, bearing in mind the nature of the employee's duties and the length of time, which would be reasonable to allow for improvement. If the employee has already indicated that he or she does not accept that his or her performance at work is inadequate the employee is unlikely to respond constructively to persuasion to improve. This type of response can justify shortening the monitoring period, which might otherwise be allowed for improvement. If after the agreed period of monitoring there has been a failure to improve or continued unsatisfactory performance, the employee should be invited to a formal interview to discuss the matter and informed that there will then be an opportunity to put forward an explanation and to be accompanied by a colleague or board representative of their choice.

© Okanagan Artists Alternative Association – Human Resources Policies

Formal Interview – Written Warning At the interview the employee should be reminded of the earlier informal discussion and of the steps taken to encourage improvement, and be told as precisely as possible of the complaints about his or her performance. If the explanation offered is not accepted, a formal written warning should be given to the employee as soon after the interview as possible. It should inform the employee that his or her job may be at risk if satisfactory performance is not achieved and sustained. Following the issue of the written warning a second period of monitoring and assessment should continue as appropriate. The length of this second period must be reasonable and the employer must be able to demonstrate this. Consideration of Alternative Employment If the employee's improvement following the formal warning is insufficient to enable him or her to be regarded as capable of doing the work he or she is employed to do, the employer should consider whether alternative (but not necessarily equivalent) employment can be offered to the employee, and, if so, make the offer in writing, explaining why it is being made and the possible consequences of refusing it. The employee should then be given sufficient time to consider the offer. Dismissal / Further Monitoring Where no offer of alternative employment is made (or the employee has rejected it) a further formal interview with him or her is necessary. Again the employee should be informed of it in advance and the reasons for it. At the meeting a history of the case should be discussed and the employee's explanations, if any, listened to and considered before a decision is taken whether or not to allow further time for improvement, backed by a further warning or caution, or whether dismissal is the only alternative.

Right of Appeal If notice of dismissal is given the employee should be told of any available right of appeal.

TERMINATION The Director does not have the authority to terminate any contractual or employment relationship without the express approval of the Human Resources Committee.

© Okanagan Artists Alternative Association – Human Resources Policies

HIRING The Board Executive (Chair, Vice-Chair, Secretary and Treasurer) is designated as the Human Resources committee, which shall form part of any interview panel convened. Additional panel members may, at the discretion of the Director, be added in order to ensure a fair and thorough selection process. BOARD OF DIRECTORS Board members shall confirm in writing that they have received and read the Director’s Code of Conduct at the first meeting of the board of directors that they attend following their election. Non-compliance of this code of conduct on the part of the board members shall constitute cause for removal from the board.

PROBLEM RESOLUTION POLICY The Organization is committed to sustaining a positive work environment in which employees, volunteers and contracted workers work constructively together. The problem resolution policy and process has been established as a foundation for ensuring that the work environment remains positive. The problem resolution policy is intended to: • Provide the opportunity to resolve a conflict or complaint quickly, fairly and without reprisal • Improve communication and understanding between employees; and between employees and the Director • Ensure confidence in management decisions by providing a mechanism whereby management decisions can be objectively reviewed • Support a positive work environment by allocating supervisors responsibility for preventing and resolving conflicts and complaints • Identify organization policies and procedures which need to be clarified or modified Employees who are experiencing a work related conflict or have a complaint are encouraged to resolve it through discussions with the Director whenever possible. All requests for conflict resolution, complaints and appeals shall be fully investigated and a reply will be given as quickly as possible.

© Okanagan Artists Alternative Association – Human Resources Policies

Penalty or retaliation against an employee who initiates conflict resolution or makes a complaint, or participates in a problem resolution investigation will not be tolerated and will be subject to disciplinary action. Procedures Note: Although not required, employees are encouraged to follow the informal approach to problem resolution prior to making a formal complaint. Informal conflict resolution and complaint process 1. Employees who experience a work related conflict or who have a complaint should first attempt to discuss the matter with the Director. In some situations this may be difficult or inappropriate. In these cases, the employee may request a meeting with a Human Resources representative from the Board to discuss the problem. 2. The Director or the Human Resources representative from the Board of Directors will analyze the merits of the conflict resolution request or complaint, and within two (2) working days will meet with the employee to inform the employee of the proposed plan of action. 3. If the employee is not satisfied with the informal resolution of the problem, he or she may proceed with the formal problem resolution process.

Formal conflict resolution and complaint process 1. Employees who have a complaint or require management intervention in relation to a work related conflict and wish to initiate the formal problem resolution process must prepare written documentation, with supporting details, of the conflict situation or complaint and submit it to the Director. 2. The Director will investigate the merits of the conflict resolution request or complaint. The supervisor will consult with a Human Resources representative from the Board of Directors and other relevant individuals, if necessary. 3. Within five (5) working days of receiving the conflict resolution request or complaint, the supervisor will complete the investigation and prepare a written response. The supervisor will forward a copy of the response along with a request that the employee sign and date the copy to confirm he or she has received the reply and agrees or disagrees with the Director’s plan of action.

© Okanagan Artists Alternative Association – Human Resources Policies

4. If the employee agrees with the recommended plan of action, the Director will keep a copy of the signed reply for inclusion in the employee’s personnel file.

5. If the conflict or complaint has not been resolved to the employee’s satisfaction, the supervisor will forward the complete file, including the conflict resolution request or complaint, documentation of relevant factual information, analysis of the information, the conclusion, and the recommended resolution, to the Human Resources representative from the Board of Directors. 6. The Human Resources representative from the Board of Directors will investigate any relevant issues in the file and any newly discovered evidence or information that may arise during the problem resolution process. The Human Resources representative from the Board of Directors will forward a response to the employee either concurring with the previous resolution or proposing an alternative resolution. 7. If the employee agrees with the resolution at this stage, The Human Resources representative from the Board of Directors will send a copy of the signed reply to the Director for inclusion in the employee’s personnel file. 8. If the complaint has not been resolved, the employee can request the complaint be investigated by the Human Resources Committee. The decision and recommendations made by the committee will be final.

© Okanagan Artists Alternative Association – Human Resources Policies