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PERSONNEL POLICIES
EMPLOYMENT PRACTICES
RECRUITMENT AND HIRING
The library director is appointed by
and responsible to the library board. The director hires all other
employees.
The library strives to employ the
most qualified person for each position; therefore, employment decisions
are based on merit, qualifications, and abilities. To obtain a diverse
pool of qualified applicants, the library recruits internally and
externally by posting all positions in the library, advertising all
positions, and also advertising professional positions on library
employment websites including, but not limited to the KDLA website. The
following process applies to all vacancies except that of library
director.
All applications for employment must
be made on forms provided by the library. Resumes are accepted as a
supplement to the application form. (See Appendix for Application Form)
The Board of Trustees and Director
constitute the search committee for all openings. The search committee
screens the applications based on the requirements outlined in the vacancy
announcement, which is based on the position description. A minimum of
three applications chosen in this initial screening are invited to
participate in an interview and other job assessments. As stated in the
job announcement, only applicants selected in the initial screening are
notified. The search committee conducts interviews and assessments, and
checks references for applicants who successfully complete both the
interview and the assessment. Before recommending that the director make a
conditional job offer, the search committee obtains at least two positive
reference checks, ideally from previous employers.
The director will make the job offer
contingent upon completion of a criminal background check [for all
prospective employees age 18 and older; see form in appendix], and
verification of education, employment, or other general background, as
deemed necessary. The offer letter includes the start date, salary, and
other conditions of employment. (See Appendix for Offer Letter).
Applicants who were interviewed but
not recommended for the position are notified in writing. Application
materials for all non-successful candidates are destroyed, unless the
applicant was notified that his/her application will be kept on file in
the event another opening for the same position occurs in the near future.
For positions not requiring a master’s degree, every effort is made to
complete the selection process within two weeks of the application due
date. Outside agencies may be used to recruit employees at the discretion
of the director.
If the successful candidate is an
existing employee, the original date of hire is used for the purpose of
benefits. However, salary and performance review are based on the new
position anniversary date, rather than the hire date.
EQUAL OPPORTUNITY
All employment decisions and
personnel actions are administered with the purpose of promoting and
ensuring equal opportunity for all persons without regard to race, color,
sex, age, disability, or national origin. All hiring and promotional
decisions are made on the basis of valid, written job requirements set
forth in the appropriate vacancy announcement or job description.
AMERICANS WITH DISABILITIES ACT
To offer equal opportunity to all,
the library adheres to all applicable federal and state laws, regulations,
and guidelines with respect to providing reasonable accommodation to
people with known disabilities as required, i.e., where accommodations do
not cause an undue burden on the library.
WORK HOURS
Employees of the library district
shall be either full-time, or part-time.
Full-time employees are defined as
those who work at least 35 hours per week, and as salaried employees, will
be paid only for those hours scheduled. Overtime hours may only be
worked by prior signed permission of the director, and hours worked beyond
the scheduled hours shall otherwise be non-compensated hours.
Part-time employees are defined as
those who work less than 100 hours per month. Work beyond that scheduled
for their shift is uncompensated.
EMPLOYMENT OF RELATIVES
The employment of relatives may cause
conflicts and problems, real or perceived. Therefore, board members and
members of their immediate families are not employed by the library, in
compliance with KRS 173.740. Members of the immediate family of library
employees are generally not employed by the library, and may not be
employed without approval of the board. The library defines “immediate
family” as the employee’s parent, child, brother/sister, or the spouse of
any of them, or any person related by blood or affinity with a similar
close association.
CONFLICT OF INTEREST
Employees shall act with integrity
and good judgment and shall not engage in activities that create a
conflict of interest between their assigned duties and any other interests
or obligations. Employees may not make or participate in making decisions
if there is a conflict of interest. Employees may not accept personal
gifts or gratuities from customers or from those doing business or seeking
to do business with the library as doing so gives rise to legitimate
concerns about favoritism. Employment outside the library presents a
conflict of interest if it has an adverse impact on the library. Library
employees may not be given priority access to de-accessioned library
equipment and property that is offered for sale.
PROBATIONARY PERIOD
The probationary period for all new
library employees is six months from the first day of work. Some library
benefits may not be available to employees until they have successfully
completed the provisional period.
PERFORMANCE REVIEW / STAFF
DEVELOPMENT
The intent of the library’s
performance review process is to assess employee performance, recognize
accomplishments, create a positive motivational climate, enhance the
supervisor/employee relationship, communicate expectations, assist in
employee growth and development, and provide an objective means for
implementing the library’s pay plan. (See Appendix for Performance Review
/ Staff Development Form)
One month prior to the position
anniversary date, the supervisor provides the employee with a copy of the
performance review form, which they complete separately. Three weeks prior
to the position anniversary date, the supervisor and employee meet to
discuss what they have written. This discussion is intended to stimulate
constructive dialogue. Based upon this discussion, two weeks prior to the
position anniversary date the supervisor completes the final review
document and insures that it is signed by the employee, supervisor, and
director. If the review includes a change in salary, the director brings
that information to the attention of the Board of Trustees.
The initial [provisional period]
performance review must be completed by the new employee’s six month
anniversary date.
PERFORMANCE IMPROVEMENT
At the discretion of the supervisor
and in conjunction with the library’s performance review process, a
Performance Improvement Plan is implemented when it becomes necessary to
help an employee improve his or her performance. The plan is designed to
facilitate constructive discussion between an employee and his/her
supervisor and to clarify the work performance that requires
improvement. With input from the employee, the supervisor develops a
plan whose purpose is to help the employee to attain the desired level of
performance. The plan should enable the supervisor and employee to
communicate with a high degree of clarity about specific concerns and
expectations. The required content of the plan is outlined in the
Performance Improvement Plan Form. (See Appendix for Performance
Improvement Plan Form). The supervisor must document feedback sessions in
writing, including but not limited to meeting dates, meeting results, and
final disposition of the matter. In general, employees who perform their
jobs effectively and meet expectations will not need to participate in a
Performance Improvement Plan.
DEMOTION
The director may demote an employee
to a lower classification or to a lower step in the same classification if
the employee fails to meet the requirements of the classification or at
the request of the employee.
TERMINATION OF EMPLOYMENT
Employment with the library is
voluntarily entered into, and an employee is free to resign at any time,
with or without cause. Similarly, the library may terminate the employment
relationship at any time, with or without notice or cause, as long as
there is no violation of applicable federal and state law. That being
said, causes for termination generally relate to incompetence; negligence;
inefficient performance of duties; violation of rules and regulations
including those related to health and safety; violation of personnel
policies; failure to follow reasonable direction given by the supervisor
or director; insubordination; misuse of library funds or property; a
pattern of absenteeism or tardiness, conviction of a felony; conviction of
any offense involving drugs or controlled substances; flagrant violation
of library policies, or other similar cause. Written notice specifying the
reason for dismissal is given by the director. The library follows the
tenants of due process when initiating the proceedings.
If an employee's position is
eliminated because of budgetary cuts or reorganization of the library
program, the employee with at least 1 year's service will be notified by
the Library Board at least one month prior to dismissal or given one
additional month's pay in lieu of such notice. The employee will also be
given preferential treatment in consideration for other library jobs for
which he/she is qualified. Employees with less than one year of service
will be given two weeks notice.
All citations for unsatisfactory work performance will be made in writing
by the Library Director. They will include a description of the
unsatisfactory performance and suggestions and/or directions as to the
means of improving performance. The citation will be the subject of a
conference between the Library Director and the employee. The employee
will sign the citation at the end of the conference and will receive a
copy. The employee will have the right to respond in writing to the
citation and the response will be included with the citation in his/her
personnel file. The first such citation will be considered simply as a
warning. The second such citation and all succeeding citations require
notification of the Library Board and will include a suspension without
pay up to a maximum of 3 days. The third such citation may, upon
recommendation of the Library Director, result in termination of
employment by the Library Board. If termination is not recommended, a
suspension without pay for 5 working days will be imposed. The fourth such
citation includes an automatic termination of employment notice to the
Library Board.
LAY-OFFS
The Library is an “at will” employer.
Employees may be involuntarily
terminated from employment with the library for budgetary reasons.
Financial restrictions, changes
in Library service, realignment of functions or adoption of new methods
may require the elimination of positions.
Should a reduction in force prove necessary, such employees will receive a
two-week notice or two weeks termination pay as conditions warrants. For
six months thereafter, a list will be kept of the names of those laid off
to be notified in writing, of subsequent job openings with the library.
Upon indications of interest in any openings, the laid-off employee will
be considered and interviewed for any positions for which he/she meets the
qualifications.
The needs of the
Library dictate all decisions regarding assignment of personnel, retention
of personnel and staffing of branches.
BENEFITS AT TERMINATION
All library workers, regardless of
status, will receive pay for all accrued vacation days and regular
overtime accumulated hours. No pay will be given for accrued sick leave
days. Professional and supervisory employees who choose to resign or to
retire should give at least four weeks written notice. All other employees
should give at least two weeks written notice. The effective date of
termination shall be the last day worked.
DISCIPLINARY ACTION
The procedure for disciplinary action
that may end in termination of employment is: verbal counseling, written
warning, written termination notice.
DISPUTE RESOLUTION / GRIEVANCE
Dissatisfaction with alleged
discrimination, unfair treatment, work schedules and assignments, library
policies and procedures, or working conditions should be brought to the
attention of the supervisor. Employees can raise concerns without fear of
reprisal. Informal resolution of disputes is encouraged. However if a
matter is deemed important, the following steps may be taken.
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Step One: To encourage informal
resolution, within one week after the occurrence of the event, an
employee shall orally discuss the dispute with the supervisor. They will
discuss it and agree upon a plan to resolve it.
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Step Two: If informal resolution is
not successful or if the dispute is with the employee’s supervisor, a
written statement of the dispute shall be submitted to the director.
He/she will meet with the employees involved in the dispute and they
will agree upon a plan to resolve it. This step should be initiated no
more than two weeks after the occurrence of the event.
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Step Three: If the employee is
still not satisfied or if the supervisor is the director, the employee
may appeal the decision in writing to the library board for
consideration at their next regularly scheduled meeting. The written
request must be submitted via the director and must be received at least
one week prior to the meeting. A hearing before the board will be
granted. Within two weeks of the meeting, the library board shall
communicate its decision in writing to the employees involved, including
the director.
CERTIFICATION
Kentucky state law requires that its
public libraries be administered and staffed by appropriate certified
personnel. Certification is administrated by the Kentucky State Board for
Certification of Libraries and is required for all employees who are
covered by the Board for Certification. Certificates are valid for five
years. Upon expiration, staff must qualify for renewal. The Certification
fee is paid by the library as is the cost of classes and workshops
required to achieve and maintain certification.
RELATIONS WITH THE PUBLIC
The single most important function of
the library is to serve the public. This requires, on the part of the
library employee, a commitment to meeting the informational needs of
library users. Respect, courtesy, patience, tact and a diligence in the
use of the library's resources are necessary attributes of the library
employee's relations with the public. Offensive language (such as
swearing, obscenities, shouting, ethnic slurs, etc.) on library property
will not be tolerated.
DRESS CODE
The Library enjoys an excellent
reputation among the citizens of Bell County. While there are many reasons
for this reputation, one of the ways to help maintain it is for all staff
to present a professional image to the public. It is important that the
public have confidence in the staff and the staff members have confidence
/ pride in themselves when transacting business. To help present this
image and foster public confidence, staff members must dress appropriately
for their work assignment. Supervisors will discuss inappropriate dress
with individual staff members.
Staff will wear clean and
well-maintained attire appropriate to the type of work they do. Shoes are
required and must also be well-maintained. Good grooming is required.
The following are never appropriate:
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Clothing
that is tight or sloppy
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Jeans that are worn, faded, torn,
frayed, stained, hip-hugging, or the like
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Exercise apparel, sweat pants,
jogging clothes
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Above-the-knee garments, including
shorts/culottes and mini-skirts
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Clothing that reveals midriff,
cleavage, or shoulders – including low-rise pants, crop and tube tops,
and tops with low/open necklines or spaghetti straps
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Shoes
that are inappropriate for a public service environment, including
flip-flops, mules, and stilettos, as well as shoes that are dirty or in
poor repair
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Extreme or poorly maintained
hairstyles
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Hats, caps, jewelry, and
accessories that are inappropriate or excessive for a
business/professional environment
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Visible facial jewelry, torso body
piercings, and tattoos
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Offensive body odor, poor personal
hygiene, strong perfumes/scents
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Clothing/accessories with slogans
or advertising that is inappropriate for a library setting
It is impossible
to cover all contingencies of dress, so questionable attire should be
cleared in advance with the supervisor or director. Employees who dress
inappropriately will be asked by their supervisor to leave the workplace
until properly dressed/groomed. This is unpaid time.
COMPENSATION
HOURS
All salaried fulltime employees are
expected to work from 9:00 to 5:00 p.m.; 10:00 to 6:00 p.m.; or from 11:00
to 7:00 p.m. Monday through Friday, and from 10:00 to 4:00 or Noon to 4:00
on Saturday, with one hour (unpaid) off for lunch. In Kentucky, an
employee whose shift is at least 4 hours in duration must be given a 10
minute break, and an employee whose shift is at least 5 hours in duration
must be offered a lunch break of at least 30 minutes, which must be taken
between the 3rd and 5th hour. A worker scheduled to
work on Saturday will have the preceding Friday or Monday off. Time
sheets are posted to record each worker's arrival to and departure from
work.
Staff persons who arrive at work late
or leave early have two options. If arriving late, they may make up those
minutes by working a portion of their lunch hour, or by working late an
equal amount of time. If leaving work early, that time may be made up the
following day during the lunch hour or by staying late an equal amount of
time. Vacation hours may also be used to replace this time off. For
example, a staff person earns seven hours of vacation time per month. If
he/she arrives to work thirty minutes late, and is not able to make that
time up during the lunch hour or at the end of the day, thirty minutes of
vacation time may be used.
Hours not made up within a 24-hour
period or subtracted from accumulated vacation hours will be docked from
that person's pay.
Arriving late on a Saturday may not
be made up. If a staff person is less than 30 minutes late, that time will
automatically be taken from vacation hours. If more than 30 minutes late,
that time may be taken from vacation time or docked from the paycheck.
OVERTIME
Overtime hours, being anything over
35 hours a week, may be accumulated by staff who receive approval in
advance for overtime work. The Overtime
Permission Form must be submitted to the Library Director stating
what work will be done and when the overtime hours will be worked. The
director will approve the request for overtime and sign the Permission
Form. No more than seven overtime hours may be accumulated during any
month. Payment at the normal hourly wage for that employee are paid for
hours more than 35, up to 40 hours, after which payment of 1 ½ times the
normal hourly wage will be made.
Time spent in quarterly staff
meetings does not qualify as overtime hours for pay.
Staff should not sign in earlier or
sign out later than their scheduled work time unless that time is
previously approved by the Library Director as paid overtime hours. Work
done before or after hours without prior approval is uncompensated time.
Hourly staff are not to work more hours than scheduled for their shift.
Should they choose to stay late to finish a task, that time is
uncompensated.
Bookmobile staff, by the nature of
their duties, will need to follow a different system. A three-week
schedule of 105 hours (an average of 35 hours per week) will be followed.
Hours over this amount may not automatically be worked, but must be
approved in advance. If bookmobile staff see that they will work more than
105 hours within a 3-week period, they must arrange to arrive at work
later or leave earlier in order to meet their limit. If less that the 105
hours are worked, those hours will be taken off vacation time or docked
from the employee's paycheck.
The bookmobile may not be on the road
after 7:00 p.m.
RECORD KEEPING
Federal and state laws require the library to keep an accurate record of
time worked – as well as paid vacation leave, sick leave, and holidays.
Record keeping is the responsibility of the employee, supervisor, and
director. This information is used to calculate pay. Time worked is
defined as all the time actually spent on the job performing assigned
duties. Other paid time off is addressed elsewhere in this handbook.
Altering, falsifying, tampering with time records or recording time on
another employee’s time record may result in disciplinary action, up to
and including termination of employment.
ABSENTEEISM & TARDINESS
Employees are expected to be at their work place prepared to work at the
scheduled time. Regardless of the reason, absenteeism and tardiness are
subject to disciplinary action. Absenteeism is defined as failure to
report for work without prior approval of the supervisor or the
director. Tardiness is defined as arriving late for work or returning
late from breaks/meals, or early departure from work.
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Step One: At the first and second instance of unscheduled absence or
tardiness, the employee member receives verbal counseling.
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Step
Two: When an employee accumulates three unscheduled absences or tardies
in a three month period, the employee receives a written warning
informing them that any additional occurrences will result in further
disciplinary action.
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Step
Three: Any two additional occurrences in the next three months will
result in a one day suspension without pay.
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Step Four: Any two additional occurrences in the next three months may
result in termination.
COMPENSATORY TIME
To
meet library service needs an employee may occasionally need to accumulate
compensatory time. Compensatory time should be authorized in advance by
the director via the Overtime Permission Form. In those cases when it is
not possible to receive permission in advance, an Overtime Permission Form
must still be completed, detailing the date and time of the accrued hours
and describing the activity performed. Compensatory time may not
accumulate to more than 70 hours for fulltime staff or 40 hours for
part-time staff, and must be used within the quarter in which it was
earned or it is lost. A conference or workshop is considered to be a
standard 7 hour work day, so compensatory time is not earned. This policy
applies to both non-exempt and exempt employees. Compensatory time may
only be taken at the convenience of the library and with advance approval
from the Library Director.
PAYDAYS
Each employee will be paid on the
15th and the 30th of each month. The Library Director may elect to be paid
monthly on the 30th. In case of dire emergency, an employee may receive a
paycheck early but never before the 10th or the 25th of the month.
Payment for approved overtime hours
will be made at the end of each month.
EMERGENCY CLOSING
The decision to close the library due to an emergency is made by the
director or his/her designate. An employee who decides not to come to
work, is delayed in arriving, or leaves early due to inclement weather
must inform the director or his/her designate. To make up the missed work
time, the employee may use vacation time or may make up the hours during
the pay period, so long as the library’s overtime policy is not violated.
Up to three “calamity days” are granted staff who cannot come to work due
to inclement weather or other emergencies. Calamity days are totaled
for a calendar year rather than a fiscal year.
If the library is closed due to an emergency, including but not
limited to inclement weather, employees are paid for the hours they were
scheduled to work unless they previously decided not to come to work, to
arrive late, or to leave early, or were on vacation or sick leave.
SALARY INCREASES
Salary increases will be made on an
annual basis depending upon the revenue of the Library District. Merit
increases may also be awarded by the Board.
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