1 - Norm



3.1

TIME RECORDS

Your time record is a legal document of time you have worked. It is the basis upon which you are paid.

Hourly employees must record their time when work is started and stopped each day and, with the exception of approved breaks, any periods of time away from work during the work day (e.g., lunch, appointments, etc.).

Hourly employees are assigned a time record (time card or badge) and instructed in its use upon employment. Please remember:

▪ The time record should be signed by the employee at the end of each pay period.

▪ All away time should be indicated on the time record (e.g., vacation, sick, holiday, etc.)

▪ All entries should be clearly indicated in ink and must be explainable.

▪ Recording work time for another employee may result in disciplinary action, up to and including dismissal.

Where a time clock is used, employees’ time should be punched on the time card and not handwritten. If you fail to clock in and/or out, you may indicate your time by writing it in ink on your time card. Any additional changes, alterations or notations must be indicated and explained by employees. Have management initial such entries. If you have questions see management.

If your hours are not recorded on your time record it is assumed that you are not on duty.

If you leave the premises any time during work, for any reason other than official business, you are required to note the absence.

It is each employee's responsibility to see that his/her time record is completed accurately by the end of the pay period. When an employee returns from an absence from work (e.g., holiday, sickness) should update the time record by the end of the first working day back to work. Employees who will be on vacation or other planned leave when time records are to be submitted must complete and submit their time record prior to taking leave. Records with errors or omissions may result in delaying the receipt of your payroll check or not receiving pay for time away from work.

3.2

OFFICE HOURS

________ maintains standard hours and schedule of operation. Hours are subject to change. See management for current hours.

The office remains open until the last patient is seen (although the front door may be locked at the designated closing time).

Office(s) will be open during lunch. Exceptions may be made when only one person is at the office or for an officially sanctioned office event.

3.3

EMPLOYEE WORK SCHEDULE

If you have any questions concerning the work schedule please see management. You will be notified as soon as possible whenever it is necessary to change the schedule [assignment(s) or starting/quitting time(s)] due to varying practice needs. Occasionally, illness, leave of absence, vacation or other circumstances may make it necessary to transfer an employee temporarily to a job or task "outside" their specific job description. This is the reason for cross-training. When such a circumstance occurs, you are expected to respond cheerfully and enthusiastically to such a change in the normal schedule. There is no job too large or too small for anyone here. You are a member of a team and as such, you are expected and required to work as a team member. We all have to do whatever it takes to ensure the best possible care for each and every patient.

Each employee should have his/her own job description. If you have not received one, please let management know. The job description represents those duties for which you have been hired, those for which you will be evaluated and those for which you are unconditionally responsible. However, job descriptions are not fixed company policies, they are guidelines and may change overtime.

The basic work week is 32-36 hours unless authorized or specified differently by management. Each workweek stands alone. The normal work week will begin at 12:01 a.m. on Monday and ends at 12:00 midnight Sunday.

The normal workday, exclusive of meal time, will be as designated by management. Employees are expected to follow their work schedule. Everyone is expected to be on time to begin work. Please, this is not the time for a coffee break or breakfast. Do not leave your position unattended if patients are still being seen and work areas are not clean and orderly. If there is a problem see management.

Hourly employees should not report to work in more time than is normally needed to reach their work station (10 minutes). At the conclusion of the work shift, employees must leave work in the same reasonable time frame. Any deviation should be specifically approved by management.

Employees “at work” must be working. If you do not have work to do immediately see management. Idle time is unacceptable. Employees who continually disregard this expectation will be subject to disciplinary action.

If regular scheduled employees are off, other employees may be asked to cover. Substitute coverage, when practical and possible, will be done on a rotating basis. Schedule and position changes without the authorization of management is prohibited. In the event this happens, disciplinary action may be taken.

3.4

PERFORMANCE EVALUATION

______ has a performance evaluation program called the “Performance and Planning Review.” It is designed to:

▪ Evaluate an employee’s level of work, including quality and quantity of work, attendance and conduct.

▪ To commend the employee for good performance and to counsel in areas in which improvement is needed.

▪ Provide direction for future growth.

The first such evaluation may occur during the introductory period. Thereafter, an annual evaluation may be conducted on or near as possible to the employee’s anniversary date. Informal reviews may be made by management in the form of verbal discussions about your work performance at any time. Evaluation of an employee is the responsibility of management in consultation with the physician. Naturally, we want to listen to your input. You will be asked to sign the appraisal simply to acknowledge that it has been presented to you and discussed. Space is provided on the form for your comments, if any. ______ encourages its employees to keep ongoing communication about job performance with management between reviews.

Evaluations will be based heavily on your job responsibilities and performance of the various objective components of your work assignments. Some subjective evaluation of your overall conduct and motivation will also be a part of the evaluation.

Any corrective action necessary to correct performance deficiencies should be discussed and appropriate time frames established.

Employment, promotions, and pay increases with the practice are based on performance. Raises will not typically be granted as cost of living increases. Management will attempt to review salary and hourly wages on an annual basis. Raises are not given simply because a review date has arrived. This time period only means an employee is eligible for increase consideration. At the discretion of management, and in consultation with the physician(s), a wage review may be indicated at the end of the introductory period for new employees.

If your performance evaluation is satisfactory or higher, you may be eligible for a merit increase in pay. An employee who receives an unsatisfactory rating will not receive a merit increase and may be placed on probation in that position. Merit increases will mean more, be fairer, and further motivate us if granted only when earned.

Merit increases will become effective after the performance evaluation and as determined by management. Increases are influenced by: ability of the practice to pay, employee’s performance on the job, current position in the job’s pay range, general pay practices in the region, and general economic conditions.

3.5

PAY CHECKS

Paychecks are issued 26 times a year, or biweekly. When a payday falls on a holiday management may opt to pay employees on the day prior to the holiday. When a payday falls on a weekend, management may opt to distribute paychecks on Wednesday, otherwise, paychecks are not distributed early, except in unusual circumstances and at the discretion of management.

_________ takes reasonable precautions to ensure that employees are paid correctly; however, if an error does occur, the employee should notify management immediately. Every attempt to adjust the error will be made no later than the employee’s next pay period.

If an employee is absent on pay day and instructs someone to pick up his/her pay check, the employee must notify management and give the name of the person who will be picking it up. The employee must send a signed and dated note with the third party authorizing the company to present the employee’s check to a third party. This policy protects the employee and the practice. No pay check will be given to a third party without the employee’s permission.

Compensation is a private and confidential matter between the practice and each employee! Please keep it that way! Discussions of compensation may result in disciplinary action.

3.6

PAYCHECK DEDUCTIONS

All payroll deductions as required by law may include: FICA (Social Security Taxes), Medicare, Federal and State Income Taxes.

Other examples of possible paycheck deductions include: (1) selected discretionary benefit premiums for employee welfare benefits, (2) any reimbursement due employer for employee uniforms, overpayment, breakage, shortages, and theft, or (3) negative paid time off balances, etc.

At the end of the calendar year, each employee will be provided with a Wage & Tax Statement (W-2) form that summarizes their income and deductions for the year.

You may take the opportunity to complete and sign an updated W-4 tax withholding form at your discretion.

3.8

MILEAGE REIMBURSEMENT

When an employee’s car is used for pre-approved business travel, the owner of the vehicle is eligible to be reimbursed at the allowed IRS rate per mile for mileage and gas expenses.

Mileage reimbursement will be considered for:

▪ Attendance of approved courses, seminars or meetings outside of the city or surrounding area.

▪ Frequently, while on the way to work or home, going out of the way to do company business (e.g., pick up supplies or go to the post office).

Mileage reimbursement will not be considered for:

▪ Infrequent travel within the city or surrounding area.

▪ Travel between work locations.

▪ Travel en route to work or home.

Other circumstances will be considered on a case-by-case basis.

When gas expenses are charged to the practice the mileage reimbursement will be prorated as follows: (Current IRS mileage allowance x Mileage = Total Possible Reimbursement), then (Total Possible Reimbursement ! Gas Receipts = Prorated Mileage Allowance). The Prorated Mileage Allowance is the amount of reimbursement the owner of the driven vehicle will receive.

The employee must present management with sufficient receipts, and/or a completed and signed travel report.

3.9

LUNCH

Employees wanting to voluntarily work through lunch on an on-going basis must provide a signed written request to management. The employee may rescind such a request at any time.

If it does become necessary, the employee will be paid for time worked or for the entire lunch break if none was taken.

Employees returning from lunch must have work to do. No employee should be at work and be unproductive.

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