| 1. | Recruitment, Assignment, and Orientation
a. | The Surrey Board of Education of School District No. 36 (Surrey) (the “Board”) believes that all employees should be recruited based on merit.
| | b. | All applicants for employment must be prepared to provide a criminal record review. The recruitment of personnel is the responsibility of District administration; but, except where it is not practicable to do so, personnel with direct supervisory responsibilities will carry out or participate in the selection of their staff.
| | c. | Personnel are to be recruited to the District within guidelines approved by the Board and budget provisions, and then assigned to a position within the District. Subsequent reassignments may be made by administration, as required, in accordance with statute, collective agreement, or policy.
| | d. | Newly-hired staff are to be provided with information regarding rates of pay, benefits provided, conditions of employment and the nature of their assignment, and the operation of the District.
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| 2. | Performance Evaluations
a. | Employee performance evaluations are to be carried out at regular intervals. The purpose of evaluations is to determine, as objectively as possible, employee ability to meet performance standards for the position held, to identify performance strengths and weaknesses, and to recognize strengths and provide support to assist employees to rectify performance deficiencies.
| | b. | Where collective agreements, individual contracts of employment, or applicable District administrative procedures specify times and/or procedures for employee evaluations those provisions are to be followed. In the absence of collective agreement or contract of employment, or an applicable District administrative procedure:
i. | Evaluations are to be carried out during probationary periods, every two years during service as a “regular” employee, on re-assignment to a new position, or when directed by the Superintendent, Deputy Superintendent, Secretary-Treasurer of their designees.
| | ii. | The procedures utilized may be formal and structured, such as those provided in collective agreements or contracts of employment, or less structured informal performance evaluation procedures common to employer/employee relationships may be employed. In the latter case, though the supervisor responsible for conducting the evaluation shall endeavor to obtain the agreement of the employee who is to be evaluated, as to the procedure and criteria to be utilized, and the results are to be written.
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| 3. | Discipline
a. | The Board expects personnel in administrative and supervisory positions to be aware of and to employ current and progressive employee relations practices. Prior to any disciplinary action the Human Resources Department should be consulted. Disciplinary action is subject to the provisions of collective agreements or contracts of employment and relevant appeal processes, and must be for just and reasonable cause.
| | b. | In the exercise of discipline, a distinction must be made between non-culpable and culpable behavior. In the former case, an employee does not have the capacity to correct a problem, and may not even recognize its existence; in the latter, the employee is capable of correcting a situation, and “progressive discipline” procedures are to be followed.
| | c. | Non-Culpable
i. | As progressive discipline procedures are intended to correct performance or behavior deficiencies, they serve no real purpose where a person is unable to bring about an improvement in a situation or even to recognize the need for such improvement. In a situation where it might be deemed advisable to relieve an employee of his/her duties because the employee’s physical or mental health poses a potential or immediate danger to others, as an example, discipline, as such would not normally be appropriate.
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| | d. | Culpable
i. | Where an employee has it within his or her power to correct a problem or improve a situation, on the other hand, culpability is to be recognized and progressive discipline is to be applied. As noted, progressive discipline is intended to afford employees the opportunity to correct performance deficiencies and to escalate the nature of the disciplinary action taken only if the opportunity to improve is not acted upon by the employee.
| | ii. | As a general rule, the following progressive steps will be taken in culpable instances:
1. | Consultation: Ensuring that the employee understands the problem and establishing performance and/or behavior expectations.
| | 2. | Verbal Warning: Advising the employee that more serious disciplinary action may follow if the situation is not corrected or improvements are not forthcoming.
| | 3. | Written Warning: Confirming verbal warning(s), and noting that expectations have not been met. Written confirmation that further and more serious disciplinary action may follow if the situation is not corrected or improvements not forthcoming. (Copy of written warning to Human Resources and, as applicable, to CUPE or STA.)
| | 4. | Suspension (with or without pay): Periods of suspension and attendant conditions will vary according to circumstances.
| | 5. | Dismissal: Authority to effect dismissal is generally determined by collective agreements or other contracts of employment.
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| | e. | Disciplinary Procedures
i. | Personnel who are authorized to effect disciplinary measures should consult with their supervisor and Human Resources staff, before effecting disciplinary measures (particularly with respect to suspensions or dismissal) because the circumstances may dictate an exception to the normal procedures outlined above.
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| 4. | Employee Charged with an Offence
a. | Where the Board or management is advised that an employee has been charged with an offence, management should consult with the Human Resources Department forthwith.
| | b. | Management will work in collaboration with Human Resources to determine whether the nature of the alleged offence and the position held by the employee indicate that some action is advisable pending receipt of additional information.
| | c. | In any event, management will provide the Board, as soon as possible, with a report on the findings of any investigation conducted and of any actions taken.
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| 5. | Retirement
a. | Suitable recognition shall be accorded personnel who retire from the service of the Board.
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| 6. | Return of District Assets
a. | All employees and their supervisors have a joint responsibility to ensure that District assets are returned in a timely manner upon long-term or permanent separation from their employer. This includes, but is not limited to retirement, resignation, termination, or certain long-term leaves of absence.
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