HomeMy WebLinkAboutOCSD 03-24 (REPEALED)RESOLUTION NO. OCSD 03-24
AMENDING RESOLUTION NO. OCSD 98-33
A RESOLUTION OF THE BOARD OF DIRECTORS OF ORANGE COUNTY
SANITATION DISTRICT AMENDING THE HUMAN RESOURCES POLICIES AND
PROCEDURES
*****************************
The Board of Directors of Orange County Sanitation District,
DOES HEREBY RESOLVE, DETERMINE AND ORDER:
Section 1: That Exhibit "A" of Resolution No. OCSD 98-33 is hereby amended by
amending Policy No. 8150.00, Recruitment, set forth in Attachment No. 1, attached hereto and
incorporated herein by reference.
Section 2: That Exhibit "A" of Resolution No. OCSD 98-33 is hereby amended by
amending Policy No. 0110.00, Catastrophic Illness, set forth in Attachment No. 2, attached hereto
and incorporated herein by reference.
Section 3: That all other terms and conditions of Resolution No. OCSD 98-33, as
previously recommended, shall remain in full force and effect.
Section 4: That all future amendments to Resolution No. OCSD 98-33 be made by
Resolution.
PASSED AND ADOPTED at a regular meeting held October 22, 2003.
ATTEST:
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REPEALED BY
OCSD 15-18
Orange County
Sanitation District
Subject: Recruitment
1.0 PURPOSE
Policy Number: 8150.00
Effective Date:
Supersedes: February 26, 2003
Approved by:
1.1 The purpose of this policy is to establish uniform guidelines and procedures for
the District's recruitment activities.
2.0 ORGANIZATIONAL UNITS AFFECTED
2.1 This policy applies to all District departments, divisions, sections and employees.
3.0 DEFINITIONS
3.1 Recruitment is the process of attracting qualified individuals to apply for jobs that
are open within the organization, whether internal or external.
3.2 Internal recruitment means considering only present employees as applicants for
job openings within the organization.
3.3 Open recruitment means attracting applicants from outside the organization, as
well as internally to apply for job openings within the organization.
3.4 Probationary Period -Initial as defined in applicable MOU provisions, includes at
least the first 6 months or 26 weeks of employment with the District beginning
with the date of hire. This period is regarded as an extension of the hiring
process, and provides an opportunity for both the employee and tAe District
management to assess, over a substantial period of time, whether or not the
hiring decision was appropriate.
3.5 Probationary Period -Promotional as defined in applicable MOU provisions,
includes at least the first 6 months or 120 days of employment with the District,
beginning with the effective date of promotion. This period is regarded as an
extension of the selection process, and provides an opportunity for both the
employee and tAe District management to assess, over a substantial period of
time, whether or not the decision was appropriate. "At-will" employees do not
serve a promotional probationary period.
3.6 Relative is any person related by one of the following familial relationships to any
employee at the agency: spouse, mother, father, brother, sister, child,
grandmother, grandfather, grandchild, cousin, aunt, uncle, mother-in-law, father-
in-law, brother-in-law or sister-in-law.
Page 1 of9
4.0 POLICY
4.1 It is the District's policy to provide nondiscriminatory, lawful and consistent
guidelines and procedures to its ~@~recruitment process~. whether internal
or open.
5.0 PROCEDURE
5.1 PERSONNEL REQUISITIONS
5.1.1
5.1.2 The hiring supervisor completes the personnel requisition and receives
the appropriate signatures required before sending it to Human
Resources.
5.1.3 Human Resources reviews the requisition to make sure the qualifications
are appropriate for the position. If changes are necessary, Human
Resources will work with the appropriate manager/supervisor.
5.2 EMPLOYMENT OPPORTUNITY BULLETINS/POSTINGS
5.2.1 The recruiter prepares the employment opportunity bulletin, also known
as a posting. Each posting will include the following information:
• Wage range
• Department
• Brief job description
• Required qualifications
• Desired qualifications
• Posting/closing dates
• Procedure for applying
• Brief benefits overview
5.2.2 The recruiter provides the draft posting to the hiring manager for
approval.
5.2.3
5.2.4 Department representatives are provided with postings for
communication within their designated departments.
Page 2 of9
5.2.5 Bulletin boards at Plant No. 1 where Employment Opportunity Bulletins
will be regularly posted are located in the Control Center, and
Warehouse, outside the Human Resources Office and in the
Administration Building lunchroom.
5.2.6 Internal Job Announcement Notifications are sent via e-mail to all District
employees for internal ~ircl~r!al recruitments.
5.2.7 Employment Opportunity bulletin boards at Plant No. 2 are located in the
Operations Center, Maintenance Office, Maintenance lunchroom and
Warehouse.
5.2.8 Employment Opportunity Bulletins may also be found in other convenient
areas throughout both plants.
5.3 ADVERTISING
5.3.1 Advertising for positions at the District ensures positions are filled with
the best-qualified candidate for the job.
5.3.2 All positions are advertised on the Internet. Technical and hard-to-fill
positions are advertised on trade specific websites.
5.3.3 Trade magazines and other forms of advertising may be used for hard-
to-fill or specialized positions.
5.4 APPLICANT SCREENING
5.4.1 Resumes or applications that are received are reviewed and selected for
further consideration only if they meet the minimum job requirements.
5.4.2 The recruiter forwards copies of the resumes or applications of qualified
applicants to the hiring supervisor for review. Originals remain in HR in
the Recruiting files.
5.4.3 All materials (e.g., applications, resumes, interviewer notes, interview
packets, packets, etc.) submitted by applicants/candidates during the
interview process are confidential and are considered District property
and must be returned to Human Resources upon completion of the hiring
process.
5.5 INTERVIEW PROCESS
5.5.1 The interview panel members are selected along with the interview
date(s). Applicants are scheduled, interview questions are prepared,
and the interview panel conducts the actual interview.
5.5.2 The recruiter and the hiring supervisor work together to select the
interview panel. However, the recruiter makes the final decision to
ensure consistency. The ideal interview panel will include the hiring
supervisor, one employee within the department, two individuals outside
the department, and the recruiter, or another member of the Human
Resources Department. Normally, subordinates within the hiring
department are not included in the interview panel.
Page 3 of9
5.5.3 The recruiter and the hiring manager work together to establish a set of
questions for the candidates.
5.5.4 The recruiter prepares interview packets and distributes them to the
interview panel. Packets include:
• An overview of the interview process
• A copy of the interview schedule
• A copy of the employment bulletin opportunity/posting
• Copies of candidate applications
• Interview questions and evaluation forms for each candidate
5.5.5 The interview panel will meet at least one half hour before the interview.
The panel will finalize the interview questions that are recommended by
the hiring supervisor and the recruiter. The panel may add or delete
questions. The panel will gain an understanding from the hiring
supervisor about the criteria with which to select the ideal candidate, and
adopt the appropriate criteria.
5.5.6 The recruiter facilitates the interview process. When interviews are
completed, the interview panel members evaluate each candidate
interviewed. The top three candidates are identified and ranked in order
of preference based on the criteria established prior to the interview. The
recruiter collects the documentation at the end of the interview process.
5.5.7 The final candidate is selected from the top three candidates when a
majority decision is reached. If a majority decision cannot be reached,
the General Manager or designee will make the final determination
based on the input of the hiring supervisor, the panel, and the HR
representative. If a majority decision is reached, and the hiring
supervisor does not agree with the final decision, he or she may appeal
for a final decision from the General Manager or designee.
5.6 r;rE~f;fiY,l17iME${T//,j/qJi/E'AT!SlRJti:>'0E~S,
5.6.1
5.6.2
5.6.3
5.6.4
5.7 EMPLOYMENT OFFERS
Page 4 of9
5.7 .1 The recruiter and hiring supervisor determine an appropriate starting
salary for all candidates, except those designated as "at-will" employees,
based on a Salary Offer Analysis. This analysis will include the
applicant's:
• Qualifications
• Years of experience
• Educational background
• Salary history
• Parity within the department
§fWBThe HR Compensation Analyst reviews the recommended salary, and
approves or makes additional recommendations. All salary offers that are
either at or beyond the midpoint of the range will require the approval of
the Human Resources Director (or designee). Under no
5.7.3
circumstances should panel members (excluding the HR
representative) or any other District employee discuss salary offers
with candidates or make promises of an kind. iflR•s rn;
5. 7.4 When the status change form is approved ari~J}tti'e'11~cg§f.0)1'i,)'a,
the recruiter makes a verbal employment offer to
" contingent upon results of a pre-emplo ment . . .
5.7.5 The recruiter schedules the pre-employment physical for the candidate,
works with the supervisor to establish a potential start date initiates the
background check and prepares a formal offer letter for the candidate.
The recruiter then prepares regret letters for unsuccessful open
candidates or contacts unsuccessful internal candidates.
5.7.6 When the Safety Manager (or designee) has cleared the pre-
employment physical results and the recruiter has cleared the
background checl< results, the recruiter will contact the applicant to
confirm the employment offer.
5.7.7 The recruiter coordinates the candidate's start date.
6.0 EXCEPTIONS
6.1 EMPLOYMENT OF FORMER EMPLOYEES
6.1.1 Employment of former employees for full-time equivalent or part-time
positions shall be subject to and conducted in accordance with this
policy.
Page 5 of9
6.1.2 Employment of a former employee is subject to the approval of the
General Manager and the Director of Human Resources.
6.1.3 In all cases, approval of the General Manager and the Director of Human
Resources shall be received prior to an offer of employment to a former
employee.
6.1.4 The General Manager may, with the written approval of the Board Chair,
employ on a part-time or as-needed basis, a former employee retired
from the District when the individual possesses knowledge and expertise
of unique and particular benefit to the District and when the services are
required. The length of service performed in any one year shall be limited
in accordance with the provisions prescribed by the Orange County
Employees' Retirement System (currently 120-day maximum).
6.1.5 Part-time or as-needed service shall be compensated at the same
current hourly rate of the retired employee's position classification, or if
no such classification exists, at a rate not to exceed that paid for the
most comparable classification. The retired employee shall not be
entitled to receive any benefits otherwise payable to District employees.
In the event any employment under this provision involves work
assignments outside of Orange County, the current expense
reimbursement policy established for regular employees will apply.
6.1.6 If any former employee commences doing business wherein the
employee, his/her spouse, or members of his/her immediate family are
sole proprietors, or majority or controlling shareholders or owners of a
corporation, partnership or other business entity, such business shall not
be retained as an independent contractor or consultant to provide service
directly to the District for a period of one year after leaving District's
employment. Thereafter, said business entity shall be allowed to
contract with the District upon compliance with all resolutions and
regulations of the District then in effect, relating to the procurement of
services.
6.1. 7 If any former employee becomes employed by any firm or business
entity in which the former employee, his/her spouse or members of
his/her immediate family own less than the majority or controlling interest
in said entity, said entity shall not be prohibited from contracting with the
District. However, the former employee shall not perform work on District
projects for a period of one year after leaving District employment; nor
shall such former employee contact District officers or employees for the
purpose of attempting to influence any District decision, including but not
limited to, the award of contract, issuance of permits, or compromise of
administrative civil penalties, for a like period of one year. Said services
shall be obtained only in accordance with all rules and procedures of the
District relating to procurement.
6.1.8 Any District employee who receives an offer of employment or a request
to discuss potential employment from any person or business entity
performing services for the District shall report such contact to his or her
immediate supervisor, who shall decide whether any change in
assignment is necessary or appropriate while the offer or discussions are
pending.
Page 6 of9
6.1.9 The prohibitions of this policy may be waived by the Finance,
Administration and Human Resources Committee of the Boards of
Directors if, on a case-by-case basis, it is determined to be in the best
interests of the District to do so.
6.2 EMPLOYMENT OF RELA T/VES
6.2.1 ~~~s1~om-11Wrse~~~eCl~tella,we employee, prospective
employee or applicant shall be denied employment or benefits of
employment solely on the basis of his or her familial relationship with an
employee of the agency ~El'[':'.~r1@11t~;~~JQl@l~~:9.t~S,.
6.2.2 The District will make reasonable efforts to assign job duties to eliminate
any potential for an adverse impact on supervision, safety, security or
morale, or potential conflicts of interest.
6.3 LATERAL TRANSFERS
6.3.1 Employees may request a lateral transfer to a vacant position in the
same classification in another department providing they have
demonstrated at least six months of continuous competent or above
performance in their current position, and the transfer is of benefit to the
District.
6.3.2 Employees who wish to be considered for a lateral transfer should notify
Human Resources in writing of their intent. In the event a transfer is
approved and accepted by the employee, the department from which the
employee is transferring may determine the effective date based upon
operational requirements and a reasonable period of time to acquire a
suitable replacement.
6.3.3 Lateral transfers do not normally involve increased levels of duties and
responsibilities, or otherwise qualify as promotions, and therefore do not
involve salary adjustments.
6.3.4 In the event an adjustment appears warranted based on extenuating
circumstances, the adjustment must have written approval from the
department head prior to being extended to the employee.
7.0 PROVISIONS AND CONDITIONS
7.1
7.2 The District's Board of Directors must approve unbudgeted positions for new
hires or promotions before any internal or open recruitment effort is initiated.
7.3 Hiring an individual into a budgeted position requires the approval of the
Department Head and General Manager.
7.4 Promoting an individual into a budgeted position requires the approval of the
Division Manager, Department Head or General Manager.
Page 7 of9
7.5 The District retains the right to refuse to place a relative under the direct
supervision of a District employee where such has a potential for creating an
adverse impact on supervision, safety, security or morale.
7.6 The District retains the right to refuse to place relatives in the same department,
division, or facility where such has a potential for creating an adverse impact on
supervision, safety, security or morale, or involves potential conflicts of interest.
7.7 INITIAL PROBATIONARY PERIOD
7.7.1 All persons hired by the District, except those designated as "at-will"
employees, are considered to be probationary employees for a period of
at least the first 26 weeks or 6 months of employment, depending upon
the applicable MOU provisions, beginning with their date of hire. This
probationary period is regarded as an extension of the hiring process,
and provides an opportunity for both the employee and District's
management to assess, over a substantial period of time, whether or not
the hiring decision was appropriate and resulted in a relationship that
adequately meets the needs of both the individual and the District.
7.7.2 The probationary period may be extended by mutual agreement between
the District and the employee, prior to the expiration of the probationary
period. An employee's probationary period may be extended when there
is a need to further assess the individual's abilities to satisfactorily
perform the duties required for their job classification. Probationary
employees may be released by the District at any time during the
probationary period (including any extension) without cause or reason.
7.7.3 A probationary employee's work performance is closely monitored during
this period to ensure that the employee understands the duties,
responsibilities and management expectations of the position, and to
allow an opportunity for the supervisor or manager to provide proper
direction and guidance. Employees who do not demonstrate the potential
for meeting performance expectations for their position within a
reasonable period of time may be released prior to the completion of the
Probationary Period. Probationary employees shall serve at the will of
the District during this period. In the event of release of a probationary
employee, the employee shall not be entitled to receive any severance
pay.
7 .8 PROMOTIONAL PROBATIONARY PERIOD
7.8.1 All promoted employees, except those designated as "at-will" employees,
shall serve a promotional probationary period lasting at least 120 days or
6-months, depending upon the applicable MOU provisions, beginning
with the effective date of promotion. This period is regarded as an
extension of the selection process, and provides an opportunity for both
the employee and the District management to assess, over a substantial
period of time, whether or not the decision was appropriate.
7 .9 REFERENCE CHECKS
7.9.1 Employment with the District is contingent upon a pre-employment
screening process which includes a physical examination, drug/alcohol
test and background investigation. Candidates must also be able to
Page 8 of9
provide documentation authorizing their legal right to work in the United
States as per the Immigration Reform and Control Act of 1986.
7.9.2 The District may verify information contained in the job application of a
prospective employee with the prospective employee's authorization.
7.9.3 Inquiries to District employees regarding reference or employment
verification checks of former or present employees, shall be discussed
with or referred to Human Resources prior to any response.
8.0 RELATED DOCUMENTS
8.1 501, OCEA and SPMT memorandums of understanding (MOUs)
8.5 Policy C180.00, At-Will Policy
Page 9 of9
Subject:
Orange County
Sanitation District
Catastrophic Illness
Leave Bank
Program
Policy Number: D110.00
Effective Date:
Supersedes: D40.00
Approved by:
1.0 PURPOSE
1.1 The purpose of this policy is to establish uniform guidelines and procedures for
use in the administration of the District's Catastrophic Illness Leave ~
.@Straati~ Program.
2.0 ORGANIZATIONAL UNITS AFFECTED
2.1 All District employees.
3.0 DEFINITIONS
3.1 Catastrophic Illness or Injury
• Debilitating illness or injury which is expected to incapacitate the employee
for an extended period of time and which creates a financial hardship due to
the exhaustion of all accrued leave.
• A debilitating illness or injury of a child, parent or spouse that results in the
employee being required to take time away from work for an extended period
to care for the family member, therefore creating a hardship due to the
exhaustion of the employee's accrued leave.
4.0 POLICY
4.1 Employees may on occasion face catastrophic medical conditions involving
themselves or their immediate family that results in the exhaustion of all accrued
sick, vacation, personal or other paid leave. Such employees may request, or be
nominated for allocations of leave time fFem -zt;:;;w ·mg~ the,~
Catastrophic Illness Leave ~
4.2 Employees may, in accordance with the provisions of the District's policy
regarding the Catastrophic Illness Leave~ etiorra'tj_gj Program, elect to donate
accrued and unused ersonal leave, vacation leave or compensatory time off to
the Leave Bank Leave bank hours may be used by any
e_mplo,t~e 9ualifying ,; ;. ~:~•d.~ to receive leave bank allocations m
Wtamfi~ due to the exhaustion of his or her own paid leave as a direct result of
a catastrophic medical condition.
4.3 With the approval of the Director of Human Resources, leave bank contributions
for the benefit of a specific individual will be accepted for use by that individual as
long as the qualifying need remains. However, any unused balances will remain
in the leave bank for use by other indiividuals.
Page 1 of3
4.4
4.5
Employees ma,,y donate 1(~8:~e\tir~'e'reffg'il51eJtQlbed§>JjafeClcb}7l¥CS!fe:fem~l0\~'~e\tcf ~'''!°<m:z;t~ , . "'"'"""~ ,,~~"'"'• . =~-..,;.;;"'"-·~·-·~"'"'""'}~ ~~:.,.,.-},;. fil!OJn~htilii'.Gltfqe vacation, compensatory or personal leave time to the leave bank.
Solicitations of leave donations for the bank are to be made on an annual basis
or on an as needed basis to replenish the bank to ensure adequate Catastrophic
Leave Time is available.
5.0 PROCEDURE
5.1 Requests or nominations for allocation of §.~11'.a~ leave 9af!.k time are subject to
the approval of the Director of Human Resources or designee, pursuant to this
policy.
5.2 Requests for Ci~lea~~g allocations from the leave bank are to be
submitted to the Director of Human Resources for approval using the
form "Application for Use of Baflk Wa ~ Leave IBP.Cilt~". This form is
located on the HRJ.rn intranet site.
5.3 Communicating the request to District employees for leave time donations shall
be made in the following manner:
a. The employee or nominator will submit a draft e-mail to Human Resources
for review informing employees of the request for leave time donations
b. Human Resources will send the approved e-mail announcement to the
employee's immediate work division, and may also send it to the department.
It can later be sent to other divisions or departments if requested.
5.4 To make a l~ave Jim'e 9aAA donatlo~&,~~~oyees _sh~uld complete a ..
"Catastrophic Illness Leave Baflk ,lqpnatloJil Contnbut1on Form" and submit it the
form to the Director of Human Resources. This form is located on the HRJ.rn
intranet site.
5.4 The vacation, compensatory or personal leave time donated by an employee
shall be converted to a dollar value based on the hourly rate of the donor. GA6e
leave time is donated it remains in the bank even if not used by a specific
individual.
5.5 At the time of allocation, those dollars shall then be converted into sick leave or
personal leave at the hourly rate of the recipient of the donated leave time.
6.0 EXCEPTIONS
6.1 Employees who have not exhausted their paid leave -vacation, sick, personal
and compensatory time off -at the time of request or nomination will not be
considered for allocation of leave 9aAA time until their paid leave time is
exhausted.
7.0 PROVISIONS AND CONDITIONS
7.1 To be eligible to receive allocations of leave time fFem W§'.Jfil'Q'.V'iaecF~ the
Catastrophic Illness Leave Baflk .~':0fuafiQ~fggJ!@U, e~loyees m'~t have
exhausted all of their paid leave, including vacation, sick, personal and
compensatory time off.
Page 2 of3
7.3 Employees will be requested to provide medical documentation of a catastrophic
health condition involving their child, parent or spouse, or involving the
employee's own catastrophic health condition.
7.4 Donations must be made in whole hour increments, and are irrevocable.
8.0 RELATED DOCUMENTS
8.2 Catastrophic Illness Leave Bank Contribution ~ER form
Page 3 of3