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Human Resource Policies and Procedures for Nonprofit by Carol L. Barbeito

By Carol L. Barbeito

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Learn aboutorganizational regulations and methods, nondiscrimination/affirmative motion, recruitment, hiring, termination, reimbursement, supervision, employment stipulations, management, and volunteer policies--theframework for constructing a complete human source administration approach forpaid staff, volunteer employees, and outsourced paintings. This sensible guidehashandy good points like a customizable CD-ROMfull ofsample guidelines, approaches, and types that may be simply tailored to person nonprofit organisations of any dimension, and it useschecklistsextensively,enabling you to accomplish astep-by-step implementation of a whole, up to date human source administration procedure.

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Nepotism Rationale Combining work relationships and family relationships can cause problems. Family members are often suspected of favoritism, and family issues may spill over into the workplace. Many organizations have policies prohibiting nepotism (the hiring of family members) at least for permanent positions. In a larger organization, it may be possible to allow members of the same family to work in the organization in different departments, avoiding supervision of one family member by another.

Further, the person can make sure there is adequate funding in the budget for the new hire. Degrees, Licenses, and Certification Rationale Because high school graduation, college degrees, license, or certification normally are required for a prospective hire to qualify for a position, it is usual for the candidate to be responsible for obtaining and supplying proof of graduation and degree award and/or that his or her license or certification is active. Likewise, it is common for employees to have the responsibility for maintaining their own license of certification and supplying proof to their employers.

Initial performance reviews usually focus on demonstration that employees are able to successfully carry out the main functions identified in the job description that they were hired to fill and that they have adapted to the organization more generally. The organization should retain the right to extend the introductory period for up to three months. This covers the situation when employees have not fully achieved the expected competency levels to fulfill their job, but the employer wishes to give the employees additional time to demonstrate they can do the job.

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