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Employee Handbook & Review

Employee Handbook and Review

Equal Opportunity Employer – The SDCA is an Equal Opportunity Employer.  We pledge to continue to provide equal employment opportunities and affirmatively act to employ individuals without regard to race, color, religion, age, sex, or national origin.  This pledge applies to all employees and applicants for employment and relates not only to hiring but also to placement, upgrading, recruiting, and promotion, treatment during employment as well as advertising or solicitation for employment.

Application – The SDCA application form shall be completed by every new applicant prior to employment.  The Executive Committee shall investigate the references of the applicant to ascertain that he/she has the training and experience required by the position for which the applicant has applied.

Employee Performance Review – Employee performance is routinely reviewed by the Executive Committee. The Association will endeavor to review full-time employees at the conclusion of a period of six (6) months, and thereafter, on your anniversary date.  You always have the opportunity to express your opinions and make suggestions about your performance and work.

Open Door Policy – It is the desire of the SDCA to assure you that it is interested in any suggestions for improvements or complaints that you may have concerning your own or the SDCA welfare. You should feel free to express yourself, or to seek advice on any matter that troubles you. Your standing with the SDCA will not suffer in any way because of any subject that you may wish to discuss.

The SDCA feels that most matters can be satisfactorily handled by discussing them with the President.  You will find that open talk with the President is generally the easiest and most effective way of dealing with your problem.  This is because the President is responsible for seeing that you get fair treatment.  He/she is generally in the best position to assist you.

Sexual Harrassment – The SDCA strongly disapproves of any form of sexual harassment, and through this policy, seeks to make employees at all levels of the SDCA sensitive to this problem and to inform them of their equal employment rights.

Unlawful sexual harassment takes place when “unwelcome sexual advances, requests for sexual favors and other verbal or physical conduct of a sexual nature” are made a condition of employment or are used as a basis for decisions affecting an employee.  Sexual harassment may take place when certain types of improper sexual conduct interfere substantially with job performance or create an intimidating, hostile or offensive work environment. Sexual harassment is a very serious matter that, depending upon the circumstances, may result in termination of the offender’s employment with SDCA.

We urge employees who feel that they are the victim of any form of sexual harassment in our Association to promptly notify the President of the SDCA.

You can be assured that we will exercise care to respect the privacy of all persons involved and promise a prompt investigation, with the appropriate disciplinary action when any misconduct is detected.

Gifts, Gratuities & Entertainment – To outline the SDCA’S policy regarding acceptance of gifts, gratuities, or entertainment, the acceptance from companies or firms that we work with shall definitely be discouraged to the greatest possible extent.

Restrictions – Employees shall not accept gifts, gratuities, or entertainment from members or vendors except for incidentals that obviously and clearly are of a nominal value, not to exceed fifty (50) dollars, and that in no way would cause the SDCA embarrassment or obligations.

Procedures for Returning Gifts – Any gratuity or gift received exceeding the fifty (50) dollars shall be reported immediately to the President.  Gifts shall be returned with a written explanation of the SDCA’s policy within four (4) days of receipt.  A copy of the returning correspondence shall be forwarded to the Board of Directors.

Voluntary Resignation – Resignations are requested to be submitted at least thirty (30) days prior to your last day of employment to permit adequate time to find and train a replacement.  We recognize that you have unique job duties and skills and this time period will allow that the maximum effort will be made to replace you and train your replacement to allow the least disruption of SDCA events and activities.

SDCA Property – Upon termination, you must return all assigned SDCA items, including name tags, credit cards and any other properties loaned to you during employment.

CONDUCT ON THE JOB

Telephone – Proper telephone usage is important to everyone at the SDCA.

A. All telephone calls should be answered in a professional, cheerful manner.  Always identify yourself as you answer a call, remembering you are representing the SDCA.  Make sure it is a pleasant, good impression you leave with the caller.

B. To insure open and available means of communication at all times, we request that SDCA telephone not be utilized for personal business.

Personal Attire – Your personal attire while on the job reflects on the quality and general image of the SDCA.  Although we don’t have an exact and specific dress code, you will be expected to consider your appearance in relation to the image you project as your part of the SDCA.

Leave of Absence – A leave of absence for the purpose of this employee manual includes all situations that require time away from work without pay, not to exceed five (5) working days may be granted for compelling personal reasons. All leaves of absence must be approved by the President at least two (2) weeks prior to the intended leave of absence, if possible.

The SDCA recognizes that occasionally you may need time off for urgent personal reasons and may not be able to provide advance notice.  Such unpaid leaves of absence are granted at the discretion of the President, who have the responsibility for seeing that your work position is covered.

A request for a leave of absence, without pay, exceeding five (5) working days must be approved by the Board of Directors.  The employee must submit a written request for a leave of absence at least one (1) month before you wish to begin your leave.

In this request, state your reasons for wanting a leave of absence, the date on which you wish to begin your leave, and the length of time you wish to be gone.  In the event the leave is requested for reasons of health, it may be necessary to set the duration of the leave in consultation with your doctor.

This application will be given consideration based upon the merit of the request provided, of course, that the leave does not significantly interfere with business operations of the SDCA.  It may not be possible to hold your original job open for extended leaves of absence, but if you notify us in advance of your leave, we will attempt to do so.  An employee’s salary is not continued during a leave of absence for personal reasons.

Compensation

Time of Pay - Employees of SDCA shall be paid on the 20th of each month.

Garnishments – “Attaching” part of an employee’s pay for debts owed to others because of a garnishment is an unpleasant duty that the SDCA dislikes to perform.  You are urged, therefore, to manage your financial affairs so that such procedures will not be necessary.

Paid Health Insurance - All full time employees will receive individual health insurance. Policy terms and benefits are as specified by the insurance provider which is selected by the Board of Directors.

Vacation - The SDCA provides paid vacations to all permanent full time employees.

Eligibility - The length of vacation is determined by the years of service:

Years of Service Days of Vacation
One year Five working days
Two through Five Ten working days
Five through Ten years Fifteen working days
Ten years and over Twenty working days

Determination of years of service will be based on full calendar years of employment.  Vacations will be given with full pay. No employee of SDCA will be scheduled a vacation of more than ten (10) working days at one time.  Any other earned vacation days shall be scheduled for a later time. Part-time or temporary employees will not accumulate credit for vacation time or pay.

Notification – All vacation times must be scheduled with the President.  Employee’s work load and personal preference will be considered when scheduling all vacations.  All
vacation requests must be submitted to the President no later than one (1) month prior to employees requested vacation time.

Jury Duty - Employees who are serving on jury duty will be compensated at their regular rate of pay.  Time spent on jury duty will be considered to be an excused absence. The payment of regular compensation to employees serving on jury duty shall continue at employee’s regular rate of pay.  However, any monies paid to an employee for jury duty services, exclusive of mileage compensation, shall be deducted from the employee’s regular rate of pay. This pay is contingent upon checking in with the President or reporting to work in the event you are dismissed from the jury or are released as a witness prior to the end of your regularly scheduled work day.

Claims -  Any job-related accident or illness must be reported to the President as soon as practical so that the necessary reports and claim forms may be prepared for your protection.

EMPLOYEE REVIEW
Please rank the following position elements. Provide additional comments on the back side of the page.

CORE COMPETENCIES
– Works with the board to articulate the vision, mission, and future of the organization.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- Developed and implemented meaningful goals and objectives to move the mission of the organization forward.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- Effectively led volunteers in implementation of the objectives and annual goals of the organization.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

ADMINISTRATION

- Displayed through knowledge of mission area and programs delivered to the organization.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- Managed successful delivery of programs meeting target numbers of individuals served.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- Recruited, developed and retained volunteers needed to implement the annual work plan.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- Minimized risk to the organization by maintaining and implementing organizational policies and procedures.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- Ensured compliance with all legal and regulatory requirements.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

BOARD RELATIONS

- Maintained an effective working relationship with the board including open communication, respect, and trust.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- Provided board members with information needed to support good decision-making and effective governance.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- Engaged board members individually and as a group in understanding or the organization’s opportunities, threats and potential for growth.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

FINANCIAL MANAGEMENT

- Made sound financial recommendations based on a thorough understanding of organizational priorities and overall financial picture.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- Allocated financial and human resources to achieve organizational goals and objectives.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- Consistently exercised internal controls to protect the organization from fraud or other abuses.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

COMMUNICATIONS AND PUBLIC RELATIONS

- Served as an articulate and effective spokesperson for the organization.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- Served as a vocal and effective advocate for the organization’s mission and programs.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- Established positive partnerships with stakeholders, other agencies, and groups having the capacity to impact the success of the organization.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

PERSONAL LEADERSHIP QUALITIES

- A clear commitment to the organization’s mission and values.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- An ability to motivate and engage others to advance the mission and goals of the organization.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- A willingness to ask difficult questions tactfully to challenge the status quo.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- An awareness of changing trends and external information that may impact the organization.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- A sense of innovation and creativity in work.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- Ability to learn from successes and failures and make adjustments in planning for the future.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

INTERPERSONAL SKILLS

- Effective problem-solving skills.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- Good judgement in decision-making skills.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- Effective communication skills.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- Ability to build trusting relationships inside and outside the organization.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- Ability to balance diverging and competing points of view.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

- Ability to deliver and accept constructive criticism.
Exceeds Expectations – Met Expectations – Failed to Meet Expectations – Cannot Evaluate

QUESTIONS:

1. What are the most significant achievements of the Executive Director over the past year?
2. Provide an example(s) of a difficult issue the organization faced this year. How did the Executive Director address this (these)?
3. What are the two most important organizational priorities of an Executive Director?
4. Identify two of the most important professional development goals you would recommend for the Executive Director in the next year.
5. Other comments

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