Bon Ton Associate Handbook Examples
The Bon-Ton Stores, Inc. Scholarship was created through the generosity of the Bon-Ton Stores, Inc., and other businesses in the fashion and retail industries. The scholarship is awarded to three students with financial need who reside in Maryland, Pennsylvania, or western New York. The Bon Ton Stores, Inc. Fine Jewelry Associate Handbook The Bon. Bon ton employee handbook,bon ton employee handbook.pdf document,pdf search for bon ton employee handbook. Bonton Associates. Members may download one copy of our sample forms and templates for your personal use within your organization.
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Without a formal rehire eligibility policy, the decision whether to rehire a terminated employee can be a difficult one because there are no employment laws or regulations that provide guidance on rehire eligibility. Generally speaking, a former employee who was terminated will contact the human resources department to learn whether he's eligible for hire before even starting the application process. When you're contacted by a former employee concerning rehire eligibility and you don't have a policy in effect, contemplate what impact rehiring the employee would have on the employee's future with the company, as well as the morale and perception of your existing workforce.
1.Review the employee's personnel file from her previous tenure with the company. Examine performance appraisals, disciplinary and attendance records, commendations, peer evaluations and supervisor notes. Determine the reason why she was terminated. Possible reasons could include performance deficiencies, poor attendance, workplace misconduct, policy violation or business closure or slowdown resulting in layoff that was classified as a termination.
2.Talk to the former employee's supervisor concerning the details about terminations related to performance and attendance. Ask questions about the former employee's performance, such as what steps the company took to help the employee improve and whether the employee expressed any interest in improving his performance. Review attendance records to ensure that he wasn't terminated for excessive absenteeism related to medical reasons or properly administered leaves of absence, such as FMLA. FMLA is the Family and Medical Leave Act enforced by the U.S. Department of Labor that provides a job-protected leave of absence to an eligible employee for serious medical condition of the employee or a family member of the employee. If the employee was wrongfully terminated based on misinterpretation of FMLA guidelines, then you should have no problem with rehiring the employee.
3.Read workplace policies for a complete understanding of possible violations for which she may have been terminated. If she engaged in gross misconduct or violated company policies that cost the organization money or affected its reputation, seriously reconsider whether you can rehire her, maintain employee morale and the keep the company's reputation intact. Rehiring someone who committed egregious violations could have an impact on your current employees who might not be so forgiving. Existing employees could interpret your decision to rehire her a sign of poor leadership and decision-making.
4.Meet face to face with the former employee, preferably before he embarks upon the formal application process. The purpose of your meeting is to discuss the company's rehire policy; tell him that you will consider his application among other qualified applications or that you want to get his version of the events that led to his termination. If you're satisfied that he can justify performance or attendance issues, then emphasize that you are unsure whether rehiring him would be a wise move. Ask the former employee if you can trust that he will reform his previous missteps concerning performance and attendance.
Tip
- If your organization doesn't have a written policy concerning rehire eligibility, draft one based on these steps and your experience in contemplating whether to rehire a terminated employee.
Warning
- Proceed with caution about meeting to discuss rehire eligibility with someone who was terminated for gross misconduct or serious policy violations. Your meeting could be misconstrued by the former employee as an admission of the company that it may have erred in the the employee's discharge. Consult legal counsel to discuss the ramifications of discussing the potential rehire of an employee terminated for these reasons.
References (4)
About the Author
Ruth Mayhew has been writing since the mid-1980s, and she has been an HR subject matter expert since 1995. Her work appears in 'The Multi-Generational Workforce in the Health Care Industry,' and she has been cited in numerous publications, including journals and textbooks that focus on human resources management practices. She holds a Master of Arts in sociology from the University of Missouri-Kansas City. Ruth resides in the nation's capital, Washington, D.C.
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