Essentials of an Employee Handbook

When you hire someone as an employee, you enter a relationship with that person. Setting

the parameters of that relationship as quickly as possible will minimize the potential for

future conflicts. An employee handbook is an excellent way to define those parameters. It

sets down your policies in black and white where any worker can find them and helps

ensure that employees are treated fairly and equally.

That said, a poorly written or incomplete handbook won't do your company much good.

Worse, a handbook that includes the wrong policies might interfere with your rights as an

entrepreneur. It could even cause legal problems for you. To avoid these problems, make

sure these five essential elements are included in your firm's handbook:

1. The disclaimer. Every employee manual should have a disclaimer (it's a good idea

to include it both at the beginning and at the end) specifying that the handbook is

not a contract of employment. Without such a notice, a fired employee might

attempt to sue you for breach of contract.

2. Employee definitions. Distinguish between full-time staff and contract employees,

but avoid using the word "permanent." "Permanent full-time" and "permanent part-

time" are not good definitions from a legal standpoint. Calling workers permanent

implies an arrangement that you can't terminate under any circumstances — an

implication that could make it difficult to fire an unsatisfactory worker.

3. Sexual harassment policy. Make it clear that you won't tolerate any such conduct.

Always designate more than one person with whom an employee can register a

complaint.

4. A carefully defined work week. Define your work week as the seven-day period

within which you calculate overtime. Never specify a "normal" work week of

Monday through Friday. Otherwise, employees might refuse to work after five

o'clock during the week or at all during the weekend.

5. Vacation policy. Specify that you must approve the timing of employee vacations.

That way you can still be flexible, but you will be able to maintain adequate staffing

throughout the year — including during peak vacation seasons.

Top 10 Employee Handbook Mistakes

All businesses with employees can benefit from having an employee handbook. By formally

writing down your policies and providing clear guidelines, you spend less time answering

questions and explaining the rules and regulations of the office. You also lessen your

chances of ending up in court. Some common mistakes that occur during the creation of

such a handbook are as follows.

1. Not having the handbook reviewed by a lawyer. There are many ways to state

your policies, some of which may be vague or potentially misconstrued. Have an

attorney who is well-versed in employment law review your handbook before

running off copies.

2. Not taking into account federal and state laws. You need to keep in mind that

laws such as the Family Medical Leave Act, among others, cannot be violated or

misstated in your handbook. The same holds true for violating personal rights. This

is another reason to have an employment lawyer review your handbook.

3. Creating the long version. While you want to cover all of the essentials, you also

do not want to go into such great detail that you hand employees a 250-page

volume. Employees will feel too restricted to produce quality work if they are

overwhelmed by rules and regulations. For more information.

4. Not providing a means by which employees can complain about harassment

or discrimination. These are very serious issues, and the law requires that

employers provide an opportunity for employees to voice such complaints.

5. Failing to read such a handbook first. It is unnecessary to try and re-create

the wheel. There are plenty of employee handbooks available to read as well as

templates that can be found to help you construct yours. Use other resources

before attempting to write such a handbook.

6. Failing to update your handbook. Reasons to update your employee

handbook include new laws, new technology, and various changes in how you

conduct business. Businesses are sometimes better off having no handbook than

having one that is years old and outdated. Therefore, once you have an employee

handbook, it is a good idea to update it at least once a year.

7. Not having a disclaimer. A disclaimer prevents an employer from being boxed

into a corner. Without a disclaimer, the handbook can be construed as a contract.

There needs to be some room for the employer to use discretion and work within

the general guidelines of the handbook. Therefore, do not make the mistake of

neglecting the disclaimer.

8. Not using straightforward language. If the handbook is too vague or technical

and not clearly understood by employees, then it may not serve the intended

purpose. Make sure everything is easy to understand and reader-friendly.

9. Not tactfully introducing the handbook to current employees. The sudden

introduction of an employee handbook can imply that the organization is not

happy with the way in which employees are conducting themselves. This is often

not the case. It is, therefore, preferable to make it clear that the handbook is just

a means of clarifying procedures and policies. Also, you should be prepared to

answer questions regarding the handbook.

10. Failing to make sure all employees have a handbook. You should have

everyone sign off that they have received the handbook.

What to Leave Out of an Employee Handbook

A good HR manual is a valuable document that provides many uses for both small and large

companies. It records and communicates official rules and explains policies, benefits and

other important information to which employees need to refer from time to time. An HR

manual clearly documents what institutional memory will almost certainly distort over

time. But a poorly written or incomplete manual could leave your company open to

potential lawsuits. Building a useful HR manual shouldn't be too difficult as long as you pay

special attention to sensitive legal topics and avoid documenting policies in the following

areas.

1. Overtime restrictions. Wage and hour laws require that overtime be paid for any

work that exceeds more than 40 hours per week -- whether or not it is authorized by

the employer. Never require that overtime work be authorized in advance.

2. Regulations limiting workers´ rights as parents or potential parents.

Pregnant workers must be treated just as you treat other employees. Never require

that an employee disclose facts or plans related to pregnancy -- including a

pregnancy itself. Once the baby arrives, you will also have to adhere to regulations

governing maternity or family leave and related issues.

3. Anti-romance rules. As a rule, unless the nature of a job necessitates it, you

should avoid banning office romances. Such bans are difficult to enforce and

infringe upon workers' personal freedom.

4. Rules about giving notice. Never require that an employee give notice before

quitting. Such a rule might limit your legal right to fire an employee.

5. Rules requiring workers to keep information about their compensation to

themselves. Don´t include any rules that prohibit employees from discussing their

salaries with one other. Labor laws protect an employee´s right to discuss such

work-related issues with other employees.

6.

Develop an Employee Handbook

Sample Employee Handbook Contents

Overview and Employment Relationship

Introduction and Purpose of the Handbook

Welcome Message from the President/CEO

Company History

Company Vision

Company Mission

Company Values

Company Overall Goals

Company Commitment to Employees

Code of Conduct and Business Ethics

Employee and Employer Confidentiality Agreement

Non-compete Agreement

Employee Handbook Disclaimer

Employment Relationship: At Will Employment

Employee Signoff Signifying Receipt of the Handbook, the At-will Statement, and

Employee Acknowledgement That He or She Understands and Will Abide by the

Contents

General Employment Information

Equal Employment Opportunity Policy (article)

Accommodation for People With Disabilities (article)

Employment Eligibility

Internal Employee Application Process

Promotions

Employment of Relatives

Rehiring Policy

Open Door Policy

Personnel File Policy

Access to Personnel Records

Harassment and Discrimination

Harassment and Discrimination Reporting Procedure

Harassment Investigation Process

Office Romances

Attendance at Work

Exempt and Non-exempt Employee Definitions

Working Hours and Overtime

Break and Lunch Periods

Attendance Expectations and Policy

Severe Weather and Emergency Closings

Telecommuting Policy

Workplace Professionalism and Company Representation

Work Dress Code

Smoke Free Workplace

Drugs and Alcohol: Drug Free Workplace

Workplace Violence

Weapons at Work

Safety and Security

Parking

Workplace Visitors

Conflicts of Interest

Accepting and Giving Entertainment or Gifts

Travel for Business Policy

Mileage Reimbursement

Compensation and Benefits

Payroll Information

Compensation Schedule

Recording Time Worked

Benefits

Benefits Eligibility

Health Insurance

Dental Insurance

Vision Insurance

Group Life Insurance

Disability Insurance

COBRA

Health Care Flexible Spending Account (FSAs)

401(k) Plan

Bonuses

Workers' Compensation (article)

Unemployment Compensation (article)

Expense Reimbursement

Educational Assistance (article)

Employee Assistance Program (EAP)

Paid Legal Aid

Supplemental Insurance

Stock Options

Employee Discounts

Retirement

Employee Time Off From Work

Paid Holidays

Paid Time Off (PTO)

Vacation

Sick Leave

Attendance Policy

Family and Medical Leave (FMLA)

Bereavement Leave

Use of Company Equipment and Electronics

Telephone Use

Cell Phone Policy

Company Tools, Equipment and Supplies

Computer and Internet Use Policy

Blogging and Social Media Policy

Monitoring in the Workplace:

Email, Computer, Voicemail, Internet and Telephone Usage

Video Surveillance and Physical Searches

Performance Expectations and Evaluation

Performance Development Planning and Feedback Process

Employee Conduct and Performance

Immediate Employment Termination

Progressive Discipline

Conflict Resolution

Complaint Procedure

Employment Termination

Exit Interviews

Return of Company Property

Details of some of the above contents are given below

Your Company Name: The Purpose of the Handbook

This (Your Company Name), (hereinafter referred to as ("Your Company Name” or "the

Company") Employee Handbook establishes policies, procedures, benefits, and working

conditions that will be followed by all (Your Company Name) employees as a condition of

their employment at the Company. The Standards of Conduct describe the expected actions

and behaviors of employees while conducting Company business.

This (Your Company Name) Employee Handbook is not a contract of employment nor is it

intended to create contractual obligations for the Company of any kind.

The policies and procedures outlined in this handbook will be applied at the discretion of

(Your Company Name). (Your Company Name) reserves the right to deviate from the

policies, procedures, benefits, and working conditions described in this handbook.

Furthermore, the Company reserves the right to withdraw or change the policies,

procedures, benefits, and working conditions described in this handbook at any time, for

any reason, and without prior notice.

The Company will make every effort to notify employees when an official change in policy

or procedure has been made but employees are responsible for their own up-to-date

knowledge about Company policies, procedures, benefits, and working conditions.

No provision in this employee handbook and expected Standards of Conduct can be waived

without written permission from the Company’s President, or designee. Such a waiver, if

granted, applies only to the employee for whom the waiver was granted at the time of the

waiver.

(Your Company Name) strives to provide an employee-friendly environment in which goal-

oriented individuals thrive as they achieve ever more demanding challenges. Your

Company commitment to serving customers and to providing quality products at

competitive prices is unwavering. These policies, procedures and working conditions

provide a work environment in which both customer interests and employee-interests are

served.

(Your Company Name) values the talents and abilities of our employees and seeks to foster

an open, cooperative, and dynamic environment in which employees and the Company alike

can thrive. The Company provides an Open Door Policy in which employees are encouraged

to take problems to the next level of management if they are unable to resolve a situation

with their direct supervisor.

(Your Company Name) is an equal opportunity employer. Religion, age, gender, national

origin, sexual orientation, race, or color does not affect hiring, promotion, development

opportunities, pay, or benefits. (Your Company Name) provides for fair treatment of

employees based on merit. The company complies with all applicable federal, state, and

local labor laws.

Employment at (Your Company Name) is on an “at will” basis, which means that either you,

the employee, or (Your Company Name), may terminate the employment relationship at any

time, for any reason, with or without cause. Only a written agreement, signed by the

President of (Your Company Name), can change the “at will” nature of the employment of

any individual.

Please review the policies, procedures, working conditions, and benefits described in this

handbook. You will be asked to affirm that you have read, understand, agree to abide by,

and acknowledge your receipt of this employee handbook and employee Standards of

Conduct.

Regards,

Company President

Build a Strategic Framework: Mission Statement, Vision, Values ...

Strategy and Vision Statements

Both people and organizations need to establish a strategic framework for significant

success. This framework consists of:

a vision for your future,

a mission that defines what you are doing,

values that shape your actions,

strategies that zero in on your key success approaches, and

goals and action plans to guide your daily, weekly and monthly actions.

What Is a Vision and a Vision Statement?

A vision is a statement about what your organization wants to become. It should resonate

with all members of the organization and help them feel proud, excited, motivated, and

part of something much bigger than themselves. A vision should stretch the organization’s

capabilities and image of itself. The vision gives shape and direction to the organization’s

future. The normal vision ranges in length from a couple of words to several pages.

The vision is translated into actions via the development of a vision statement that

expresses the overall vision. Create a shorter vision statement because employees will

remember their shorter organizational vision statement better than they will remember a

long vision statement.

When employees internalize the vision statement, they take action to make the vision

statement come true.

What Is a Mission Statement?

Mission or Purpose is a precise description of what an organization does. The mission

should describe the business the organization is in. The mission is a definition of why the

organization exists currently. If the mission has been assimilated and integrated into your

company culture, each member of your organization should be able to verbally express this

mission. Each employee's actions should demonstrate the mission statement in action.

Your company or organization mission or purpose is most frequently expressed and shared

as a mission statement.

Personal Mission Statement

Additionally, each person needs a mission for his or her life. The alignment of your life

mission with your organization’s mission is one of the key factors in whether you are happy

with your work and workplace. If your personal and organizational mission statements are

congruent, you are most likely happy with your work choice. Take the time to develop your

mission statement for your own life; compare your personal mission statement with the

mission statement of your organization.

Value statement

Your values are the core of what your organization is and what your organization cherishes.

Values are traits or qualities that are considered worthwhile; they represent an individual’s

highest priorities and deeply held driving forces and beliefs. (Values are also known as core

values and as governing values; they all refer to the same sentiment.

Value statements are developed from your values and define how people want to behave

with each other in the organization. Your value statements provide a measuring device

against which you evaluate all of your actions and behaviors. Your value statements give

words and meaning to the values that you decide to live by daily.

Value statements are declarations about how the organization will value customers,

suppliers, and the internal community. Value statements describe actions that are the

living enactment of the fundamental values held by most individuals within the

organization.

The values of each of the individuals in your workplace, along with their experiences,

upbringing, and so on, meld together to form your corporate culture. The values of your

senior leaders are especially important in the development of your culture. These leaders

have a lot of power in your organization to set the course and establish the quality of the

environment for people. Your leaders have selected employees who they believe have

congruent values and fit your workplace culture.

Develop Your Strategies, Goals, and Action Plans Within Your

Strategic Framework

In a strategic business framework for organizational planning and success, your strategies,

goals, and action plans intertwine and build upon each other to create the appropriate

steps to accomplish your mission and vision and live your values.

Organizations need strategies, goals, and action plans to cascade the mission through the

organization and engage the talents of all employees. Here is how strategies, goals and

action plans fit together to accomplish your mission and vision.

What Are Strategies?

Strategies are the broadly defined four or five key approaches the organization will use to

accomplish its mission and drive toward the vision. Goals and action plans usually flow

from each strategy. One example of a strategy is employee empowerment and teams.

Another is to pursue a new worldwide market in Asia. Another is to streamline your current

distribution system using lean management principles.

A university Human Resources Development department established several broad

strategies for growth. These included becoming the training and education resource of

choice for all employees by offering one-stop access to any and all existing education and

training resources. Additionally, they determined key strategies for expanding their

funding base and moving courses online for customer convenience.

Another Human Resources department devised strategies to develop a superior workforce.

These included eliminating poor performers; hiring from several choices of excellent

candidates, not just "settling" on a candidate; developing succession planning; and

increasing training and cross-training opportunities

Develop Goals and Action Plans

After you have developed the key strategies, turn your attention to developing several goals

that will enable you to accomplish each of your strategies. Goals should reach beyond the

terms in the traditional SMART acronym: specific, measurable, achievable, realistic and

time-based. Take a look at a more modern translation of SMART goals.

Once you have enabled strategy accomplishment through setting goals, you will want to

develop action plans to accomplish each goal. Continuing with HRAGD as the example, to

offer a quarterly seminar, you will need to follow an action plan:

Establish a cross section of professionals as a committee and meet to plan the sessions.

Determine budget.

Perform HRAGD member needs assessment.

Select topics based on member needs assessment.

Locate exceptional speakers.

Pick speaker and negotiate workshop length, pay, topic and objectives.

Determine location and schedule the seminar.

Plan advertising strategies, and so forth.

Make action plans as detailed as you need them to be and integrate the individual steps

into your planning system. An effective planning system, whether it uses a software

program, a paper and pen system, an Apple iPad, or any other choice that works for you,

will keep your goals and action plans on track and on target.

Non-Disclosure Agreement

A non-disclosure agreement is a written legal contract between an employer and employee.

The non-disclosure agreement lays out binding terms and conditions that prohibit the

employee from disclosing company confidential and proprietary information. A non-

disclosure agreement is in effect for the duration of an employee’s employment and for a

period of time following employment termination.

A non-disclosure agreement is also used in other circumstances including:

management and senior level job interviews during which company confidential

information is discussed,

consultant or contractor contract and assignment discussions and products resulting

from contractual work,

vendor discussions that involve products, parts, and other proprietary information

sharing, and

situations involving stock or company purchase, due diligence, or any interaction during

which confidential information is shared.

Employers benefit from non-disclosure agreements because they keep these parties from

sharing proprietary knowledge, trade secrets, client or product information, strategic

plans, and other information that is confidential and proprietary to the company with

competitors.

Non-disclosure agreements state that the signer cannot disclose or in any way profit from

company confidential information supplied.

Non-disclosure agreements frequently claim company ownership of anything that is

developed, written, produced, or invented during or as a result of employment, contracts,

services, or interviewing if it is in any way related to the scope of the company’s business.

A non-disclosure agreement should offer a clause that allows an employer to sign off on or

give permission to the signer to use company proprietary information.

Non-Compete Agreement

A non-compete agreement is a written legal contract between an employer and employee.

The non-compete agreement lays out binding terms and conditions about the employee’s

ability to work in the same industry and with competing organizations upon employment

termination from the current employer. Generally, the non-compete agreement states that

the employee may not work for a competing firm for six months to two years following

employment ending.

Employers Benefit from a Non-Compete Agreement

Employers benefit from non-compete agreements because they keep a former employee

from sharing industry experience, knowledge, trade secrets, client lists, strategic plans,

and other information that is confidential and proprietary to the employer with

competitors.

Employees Benefit From a Non-Compete Agreement

Employees benefit from non-compete agreements because they receive something of value

in return for signing the non-compete. In most cases the item of value is the job. Current

employees may also be asked to belatedly sign a non-compete agreement. A promotion or

raise in return for the signature also qualifies as something of value.

What Else Does a Non-Compete Agreement Cover?

A non-compete may also cover additional factors such as limiting a former employee’s

ability to recruit the employer’s staff to a competing enterprise. A non-compete frequently

prohibits the former employee from calling on customers of the employer and prohibits the

use of sales leads obtained while employed. A non-compete may also disallow employment

in a particular region of the country. A non-compete almost always prohibits the former

employee from working on or developing similar products or starting a competing business.

Are Non-Compete Agreements Legally Enforceable?

The legal system favors employees in non-compete litigation. The courts interpret the

employee’s right to make a living as more important than enforcing the terms of a non-

compete.

Generally speaking, a non-compete agreement that is not too restrictive in terms of length

of time covered and the amount of territory covered is more enforceable. As an example,

the six months to two years recommended earlier is rarely seen as too restrictive.

A non-compete agreement that covers integral components of the actual job description

and responsibilities is more enforceable. A non-compete agreement that is tied directly to

the possession of confidential and proprietary information, which if revealed, could

seriously damage the former employer's business interests, is also more enforceable.

Finally, if the employer has provided something of value to the employee in return for

signing the non-compete, such as a job, the non-compete will be more enforceable.

A non-compete agreement should offer a clause that allows an employer to sign off on or

give permission to the former employee to work for a particular firm, in a particular region,

to cooperatively start a competing business, and so forth.

Employment at Will Sample Policy

The Company does not offer tenured or guaranteed employment. Either the Company or

the employee can terminate the employment relationship at any time, with or without

cause, with or without notice. This is called Employment at Will.

This employment at will relationship exists regardless of any other written statements or

policies contained in this Handbook or any other Company documents or any verbal

statement to the contrary.

Progressive Discipline and Employment At Will:

While the Company may elect to follow its progressive discipline procedure, the Company

is in no way obligated to do so. Using progressive discipline is at the sole discretion of the

company in an employment at will workplace.

Exceptions to the Employment at Will Policy:

No one except The Company’s CEO/President can enter into any kind of employment

relationship or agreement that is contrary to the previous statement. To be enforceable,

such relationship or agreement must be in writing, signed by the CEO/President, and

notarized.

Sample Employee Handbook Acknowledgement of Receipt

I acknowledge that I have received a copy of the (Your Company Name) Employee

Handbook dated: (date). I understand that this handbook replaces any and all prior verbal

and written communications regarding (Your Company Name) working conditions, policies,

procedures, appeal processes, and benefits.

I, understand that the working conditions, policies, procedures, appeal processes, and

benefits described in this handbook are confidential and may not be distributed in any way

nor discussed with anyone who is not an employee of (Your Company Name).

I have read and understand the contents of this handbook and will act in accord with these

policies and procedures as a condition of my employment with (Your Company Name).

I have read and understand the Standards of Conduct expected by (Your Company Name)

and I agree to act in accord with the Standards of Conduct as a condition of my

employment by (Your Company Name).

I understand that if I have questions or concerns at any time about the handbook or the

Standards of Conduct, I will consult my immediate supervisor, my supervisor's manager,

the Human Resources staff, or the President for clarification.

I also acknowledge that the handbook contains an employment-at-will provision that states:

Either (Your Company Name) or I can terminate my employment relationship at any

time, with or without cause, and with or without notice;

That this employment-at-will relationship is in effect regardless of any other written

statements or policies contained in this handbook, in any other (Your Company Name)

documents, or in any verbal statements to the contrary; and

That no one except the President can enter into any differing employment relationship,

contract, or agreement. To be enforceable, any such out-of-the-ordinary relationship.

contract, or agreement must be in writing, signed by the President, notarized, and in the

employee file.

Finally, I understand that the contents of this employee handbook are simply policies and

guidelines, not a contract or implied contract with employees. The contents of the

employee handbook may change at any time.

Please read this Handbook and these employee Standards of Conduct carefully to

understand these conditions of employment before you sign this document.

______________________________________________________________

Employee Signature

____________________________________________

Date

_______________________________________________

Employee Name (Please Print)

Open Door Policy

Your company has adopted an Open Door Policy for all employees. This means, literally,

that every manager's door is open to every employee. The purpose of our open door policy

is to encourage open communication, feedback, and discussion about any matter of

importance to an employee. Our open door policy means that employees are free to talk

with any manager at any time.

Responsibilities Under an Open Door Policy:

If any area of your work is causing you concern, you have the responsibility to address your

concern with a manager. Whether you have a problem, a complaint, a suggestion, or an

observation, your company managers want to hear from you. By listening to you, the

company is able to improve, to address complaints, and to foster employee understanding

of the rationale for practices, processes, and decisions.

Before You Pursue the Open Door Policy:

Most problems can and should be solved in discussion with your immediate supervisor; this

is encouraged as your first effort to solve a problem. But, an open door policy means that

you may also discuss your issues and concerns with the next level of management and/or

Human Resources staff members. No matter how you approach your problem, complaint,

or suggestion, you will find managers at all levels of the organization willing to listen and to

help bring about a solution or a clarification.

Benefits of the Open Door Policy:

By helping to solve problems, managers benefit by gaining valuable insight into possible

problems with existing methods, procedures, and approaches. While there may not be an

easy answer or solution to every concern, your company's employees have the opportunity

at all times, through the open door policy, to be heard.

Sample Personnel File Policy

A personnel file is maintained for each employee of (Your Company Name). These

personnel files contain confidential documents and are managed and maintained by Human

Resources staff.

Typical documents in a personnel file include the employment application, a family

emergency contact form, documented disciplinary action history, a resume, employee

handbook and at-will employer sign off sheets, current personal information, and job

references. Not all personnel files contain the same documents but each personnel file has

some documents that are the same.

Payroll files are also maintained; payroll files contain a history of the employee's jobs,

departments, compensation changes, and so on.

An employee medical file is also maintained. The contents of the medical file are not

available to anyone except Human Resources designated staff and the employee whose

records are retained in the file. At Your Company Name), medical files receive the highest

degree of safe storage and confidentiality.

An employee may view his or her personnel file by contacting a Human Resources staff

person during normal business hours. No employee may alter or remove any document in

his or her personnel file which must be viewed in the presence of an HR staff person.

All employees, former employees, and representatives of employees may view certain

contents of their personnel file with advance notice to Human Resources staff. Documents

that relate to the employee's qualifications for hire such as the application, promotion,

disciplinary action, and transfer may be viewed. Additionally, the employee may review

policy signoff forms and training records.

Documents that the employee may not review include: references or reference checks,

records of any investigation undertaken by management, medical records, documents

related to a judicial proceeding, any document that would violate the confidentiality of

another employee, and documents used for employee planning.

Procedure

An employee who wants to review the allowable contents of their personnel file should

contact Human Resources with 24 hours’ notice. Former employees, or people unknown to

the Human Resources staff, must present identification and / or proof of permission to

access the personnel file.

Personnel files must be reviewed in the presence of a Human Resources staff person. No

part of the personnel file may be removed from the office by the employee.

Photocopies of the file, or portions of the file, may be requested by the employee. Within

reason, the Human Resources staff person will provide photocopies. For extensive copying,

the employee will need to pay for the photocopies.

If the employee is unhappy with a document in his or her personnel file, in the presence of

the Human Resources staff person, the employee may write an explanation or clarification

and attach it to the disputed document.

The employee may also ask to have a document removed from the personnel file. If the

Human Resources staff person agrees, the document may be removed. If the Human

Resources staff person disagrees, the matter may be appealed in the manner proscribed in

the Company Open Door Policy.