BGC Employee Handbook The following content presents raw ideas. This page needs massive edits. Do not quote this material in any source. It is not sanctioned in any way. Rather, this page is more of a place holder for more editing to come.

Our workplace runs more smoothly when we are all on the same page. All employees need to read and review this document.

With swimming and our activities, there are risks and looming legal issues that must be understood. The health and wellness of our students and our workers is vital. This document can play a role by communicating workplace policies and employee responsibilities.

Experienced workers are encourage to contribute to this page. Your edits and additions are welcomed.

Recruits are going to need to spend some time exploring our digital assets before you are hired. Reading this handbook can tip the balance in your favor for being hired. Joining our team after you know what you'll be dealing with and if you have the skills to master this workflow.

Throughout the years, one of my biggest workplace war has been with teamwork in terms of digital contributions. Some are great at taking photos and helping with the courses. Others seem to be mind-dead and not able to show any initiative or desire to get their brains engaged. The mind leads and the body follows. We need to do more than just take the kids to the pool and bring them home in one piece.

Job descriptions[edit | edit source]

The framework for inducting new people to our mission is with plenty of overlap. We have lifeguards. But, everyone needs to act like a lifeguard every day, from time to time. We have jobs to do, but the tone of a cooperative ‘we’ culture” occurs as all the workers on a staff understand and perform in plenty of different roles, minute to minute.

Lifeguard[edit | edit source]

Junior Guard[edit | edit source]

Swim Instructor[edit | edit source]

Squad Captain=[edit | edit source]

Head Coach[edit | edit source]

Assistant Coach[edit | edit source]

Workout leader[edit | edit source]

Digital Director[edit | edit source]

Assignments[edit | edit source]

New employees should receive a handbook as part of a thoughtful orientation. The new employee should be given a tour of departments and be introduced to the managers. Every individual is part of a larger organization. All are equally important in the success of the organization.

Well-written and well-understood handbooks reduced legal risk. Suppose, for example, one of our customers is harmed by an employee impaired by alcohol or drugs. Having a record of an anti-drug policy can help mitigate liability. When sued, the first question an attorney asks is ‘did you have a policy covering this?’

With smaller businesses and organizations, supervisors have limited time to communicate all the vital information employees need. Handbooks help to fill the gap. At the same time, they communicate a valuable business image.

=Topics[edit | edit source]

Sensitive topics:[edit | edit source]

  • Email. Even if allowed to use personal devices for business purposes, employees have no right to privacy regarding any business emails that go through those devices, or any personal emails that go through the business system.

“Your policy should state that your business owns all emails that goes over your business system, even personal ones,” says Gregg. “Employees should not use the system for anything they do not want company management to see. They should also be informed that even if they hit the delete key the emails will be retained on the company hard drive or in the cloud.”

  • Overtime. The 2004 revisions to the Fair Labor Standards Act created a “safe harbor” from liability for unpaid overtime when employers have adequate policies granting employees the opportunity to request wage corrections. “If you do not have such a policy employees can sue you for unpaid overtime without telling you first,” says Gregg. “On the other hand, if you have a clear, correctly worded policy, you can win the case.”
  • Privacy statement. “Include a statement of your right to inspect computers, desks, and telephones,” advises Gregg. “If you don’t have it you can be sued for invasion of privacy for looking through what you considered company property.”
  • Compliance with the Genetic Information Nondiscrimination Act. State that your business will not collect any genetic or family medical history information from employees. This will give your organization a “safe harbor” against a lawsuit for discrimination based on such knowledge.

“You should also tell medical providers you do not want information about your employee’s family medical history,” says Gregg. When communicating with your business about medical topics, the providers should use general language. For example, the physician might state “Mary has a serious medical condition” rather than “Mary is absent for a heart condition that is common to her family.”

What to Omit[edit | edit source]

While handbooks can help protect from charges of discrimination or other illegal personnel acts, certain sources can also create legal problems of their own.

For example, you may be tempted to include morale-boosting statements such as “You will always be treated fairly here” or “We know you will enjoy your long-term employment” or “Our policy is to promote from within.” These can end up coming back to haunt you later when disgruntled worker sues for a perceived violation of promises that he or she considers contractual.

Avoid falling into the trap of including policies that are not required by law. Suppose, for example, your business has only 30 employees. You are not required to comply with the Federal Family and Medical Leave Act, which only applies to businesses with 50 or more employees. Including a page about compliance with the FMLA can create a condition in which you are covered by that law even if you normally would not be.

Seemingly innocuous requirements can land a business in hot water. Some policies that seem good on their surface can violate federal, state or local laws.

In a related area, be aware of city and state laws and regulations that can require you to follow specific policies and prohibit others. Many cities have laws covering such areas as family and sick leave.

Some policies are best left out of the manual altogether. Suppose an employee will be late coming to work. Whom should they call? And how far in advance? These are specifics that you might want to communicate orally, to avoid tying down your operations to procedures you might want to change later in response to changing conditions.

A handbook can end up creating too many restrictions for the business. Indeed, that is precisely the reason why some companies eye them with suspicion. Many employers fear getting locked in to the handbook’s wording. Consult an HR expert and make sure an attorney reviews the document so you are in compliance with federal, state and local laws.

The employee handbook can be in a three-ring binder Make sure everyone reads it and signs a document stating so. Then make sure everyone understands the policies must be followed consistently.

Update Regularly[edit | edit source]

Researched, written, published, distributed, and signed off on. Once you have completed the employee handbook cycle you have positioned your business to operate more efficiently and profitably. But the handbook is not a “set it and forget it” affair. Laws, regulations, and workplace conditions undergo constant change. Keep asking this question: Does our handbook wording need to be altered to reflect new realities?

“It’s critical to review your handbook on a regular basis,” advises Gregg. Add policies that reflect new challenges and opportunities. And toss those no longer valid. “Clean out your policies like you would old clothes from your closet,” he says. “Handbooks should not be designed by hoarders.”

What[edit | edit source]

  • What is your policy on sick leave and vacation? On attendance and tardiness?
  • May employees drink alcohol at lunch? Will you be testing for drug use?
  • Will the employer be inspecting desks, email and voicemail messages?
  • What insurance and other benefits will employees enjoy?
  • How can employees ask for pay corrections related to overtime?
  • Lay out policies prohibiting workplace harassment, as well as the gathering of any genetic or family medical information.
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