Ethics definition

1.
moral principles that govern a person's or group's behavior.
"Judeo-Christian ethics"
synonyms moral code, morals, morality, values, rights and wrongs, principles, ideals, standards
:
(of behavior), value system, virtues, dictates of conscience
"your so-called newspaper is clearly not burdened by a sense of ethics"
o

2.

2.
the branch of knowledge that deals with moral principles.

noun
1.
(used with a singular or plural verb) a system of moral principles:
the ethics of a culture.
2.
(used with a plural verb) the rules of conduct recognized in respect to aparticula
r class of human actions or a particular group, culture, etc.:
medical ethics; Christian ethics.
3.
(used with a plural verb) moral principles, as of an individual:
His ethics forbade betrayal of a confidence.
4.
(used with a singular verb) that branch of philosophy dealing withvalues relating
to human conduct, with respect to the rightness andwrongness of certain action
s and to the goodness and badness of themotives and ends of such actions.
Compare axiological ethics, deontological ethics.
Source: http://www.dictionary.com/browse/ethics

ILLEGAL PRACTICE

Simple Definition of ILLEGAL

: not allowed by the law : not legal

: not allowed by the rules in a game

Full Definition of ILLEGAL

1.

: not according to or authorized by

law : unlawful , illicit ; also : not sanctioned by offi cial rules (as of
a game)

Simple Definition of PRACTICE

: to do something again and again in order to become better

at it

: to do (something) regularly or constantly as an ordinar y

par t of your life

: to live according to the customs and teachings of (a

religion)

Full Definition of PRACTICE

practiced

also
practised
practicing

also

practising

1.

transitive verb

2.

1a : carry out , apply <practice what you preach> b : to do or

per form of ten, customarily, or habitually <practice politeness> c :
to be professionally engaged in <practice medicine>

3.

2a : to per form or work at repeatedly so as to become

profi cient <practice the act>b : to train by repeated
exercises <practice pupils in penmanship>

4.

3obsolete : plot

5.

intransitive verb

6.

1: to do repeated exercises for profi ciency

7.

2: to pursue a profession actively

8.

3archaic : intrigue

9.

4: to do something customarily

10.

5: to take advantage of someone <he practised on their

credulity with huge success Times Literar y Supplement>

5 COMMON ILLEGAL WAGE PRACTICES AND

WHAT TO DO ABOUT THEM
August 20, 2015
AndersonDodson

Far too many employers will do whatever they can to try to save a
buck or two, and far too often those savings come at the expense of
the wages you, as the employee, deserve.
Make no mistake, underpayment or nonpayment of wages you have
earned is a violation of the law, and you have the right to seek
proper compensation. However, unscrupulous employers can be
very sneaky and creative in the ways they take advantage of their
employees.
Below weve detailed five common illegal wage practices to watch
out for and what to do about them.
1) Overtime issues
Many employers hate overtime, and will do whatever they can to
avoid paying it or to underpay it. For example, an employer may pay
less than the time-and-a-half of your normal wage that is required
for overtime hours. They may also attempt to make you work off the
clock to avoid having to pay overtime or make you work beyond 40
hours in a week and simply not pay you any overtime for the extra
hours. None of these actions are legal.
2) Misclassifying employees
Generally, employees do not have to pay overtime to their salaried
employees, so they will often attempt to classify their employees as
salaried when they should rightfully be classified as hourly. In
order to avoid paying certain benefits, some employers may also
attempt to classify workers as independent contractors when,
under the law, they should be classified as actual employees.
3) Improper deductions for breaks
The law requires that most employees be given break time for
things like lunch. Some employers may try to illegally deduct time
for breaks from your paycheck, often even when you never took the
break, in order to pay you less.
4) Skimming

This one is pretty straightforward. Employers may simply skim

money that you have earned off your paycheck in hopes you will not
notice. They may also skim hours off your time log and try to claim
you did not work as much as you did.
5) Tip issues
Employees who work for tips are at high risk for illegal wage
practices. Employers will attempt to not pay their tipped employees
minimum wage or force the employee to share their tips with
management. As a tipped worked, you are entitled to all your tips as
well as minimum wage, even if you dont make minimum wage in
tips in a given week.
For all five of these wage issues, the first thing you need to do is
carefully track your hours. Keep a log of the precise dates and times
you worked, when you took breaks, and details about the work you
were doing. Scrutinize every paycheck you receive closely and make
sure it adds up with your calculations for the hours you worked.
Next, if you believe your employer is acting illegally when it comes
to your wages and benefits, contact Anderson Dodson. We can
advise you about what steps you need to take and fight to ensure
you get paid every penny you are owed.
Remember, this is not an exhaustive list of illegal wage practices.
Employers are constantly finding new ways to take advantage of
their employees. Dont allow yourself to be a victim, fight for your
wage rights as an employee and give us a call today.

Violations of Law in the Workplace

by Karen Lawson, studioD
Violations of the law in a workplace can occur in multiple ways. Employees engaging in
illegal activities at work, an employer violating labor laws or engaging in illegal activity, or
an employer dealing with third parties engaged in illegal activities all pose hazards to
employers and workers. Employees fearing the consequences of reporting illegal activity at
work may protect themselves by not reporting illegal activity or even denying knowledge of
such activities when questioned.
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Employees and Illegal Activity

Employees may engage in theft, embezzlement or other criminal activity for financial gain.
Security systems and staffing assist employers with minimizing theft and losses due to
employee's illegal activities. Equipment like video surveillance and electronic security
systems are used for documenting and preventing employee crimes. Security guards and
undercover security personnel track and apprehend criminal employees. Employees may
also engage in crimes like abusing drugs or alcohol at work; driving company vehicles or
operating equipment under the influence puts employers and employees at risk. Employees
abusing or selling illegal substances at work also pose safety and legal hazards. Employees
harassing or stalking co-workers are breaking the law. Employees engaging in discrimination
against protected classes are a liability; employers can be fined for violating equal
opportunity employment laws.

Employers Engaging in Illegal Activity

Not long after landing a new job, you become suspicious of what your company is really
selling, or you suspect that your boss is dealing drugs at work. You've overheard shady
conversations, and your co-workers have suggested that you look the other way when
certain people visit the office. Employees suspecting employers of illegal activity can risk
being implicated in criminal acts if illegal activities are discovered; you could be accused by
a co-worker or boss in their attempts to avoid arrest or termination. Don't tolerate threats or
coercion at work. Leaving and reporting an employer engaging in illegal practices protects
your safety and integrity.
Related Reading: The Use of Polygraphs in the Workplace

Criminal Business Associates

Illegal activity involving your employer's business associates can be difficult to prove, but
heeding your gut instincts is a good way to avoid being implicated or involved in criminal
activities at work. Verifying third-party crimes in the workplace can be difficult unless you
witness a criminal act. Examples of third-party crime include money laundering or altering
accounting records to cover business associates' crimes. Maintaining your safety is critical
when you suspect or observe illegal activity at work. Report criminal activities to law
enforcement using an anonymous tip hot line if you feel unsafe or fear retaliation.

Safety and Ethics

Discovering and reporting crimes in the workplace involves risks and can potentially ruin
innocent careers and lives if handled improperly. Don't report crimes at work unless you
personally witness such activity. Although turning your head the other way and not reporting
workplace crime may seem like the easiest solution, your silence may jeopardize your
employer's reputation, or worse, the safety of you and your co-workers. Leaving a job where
illegal activities are occurring may be your only safe course of action if you're reporting your
employer or co-workers to law enforcement.

STEALING

1.

take (another person's property) without permission or legal right and without
intending to return it.
"thieves stole her bicycle"
synonyms purloin, thieve, take, take for oneself, help oneself to, loot, pilfer, run off
:
with,abscond with, carry off, shoplift; More

2.

2.
move somewhere quietly or surreptitiously.
"he stole down to the kitchen"
synonyms:
creep, sneak, slink, slip, slide, glide, tiptoe, sidle, edge
"he stole out of the room"

Simple Definition of STEAL

: to take (something that does not belong to you) in a way
that is wrong or illegal

: to take (something that you are not supposed to have)

without asking for permission

: to wrongly take and use (another person's idea, words,

etc.)

Full Definition of STEAL

stole

play \stl\
stolen

play \st-ln\
stealing

1.

intransitive verb

2.

1: to take the proper ty of another wrongfully and especially

as a habitual or regular practice

3.

2: to come or go secretly, unobtrusively, gradually, or

unexpectedly

4.

3: to steal or attempt to steal a base

5.

transitive verb

6.

1a : to take or appropriate without right or leave and with

intent to keep or make use of wrongfully <stole a car>b : to take
away by force or unjust means <they've stolen our liberty> c : to
take surreptitiously or without permission <steal a kiss>d : to
appropriate to oneself or beyond one's proper share : make
oneself the focus of <steal the show>

7.

2a : to move, convey, or introduce secretly : smuggle b : to

accomplish in a concealed or unobser ved manner <steal a visit>

8.

3a : to seize, gain, or win by tricker y, skill, or daring <a

basketball player adept at stealing the ball> <stole the

election>b of a base runner : to reach (a base) safely solely by

running and usually catching the opposing team off guard

WITHHOLDING INFORMATION
You can withhold things such as permission, emotion, or information. You might get into
trouble if you withhold information from your parents or the police. The verb withhold
means to deduct from a payment and hold back. Your job willwithhold money from your
paycheck for things like taxes.

Information and Power

Hoarding at Work
Posted By Suzanne Benoit on May 9, 2014 | 2 comments
Information management problems? Maybe its just poor workflow or maybe you are
dealing with information hoarding! A good friend emailed me recently about the concept
of hoarding at work. I write and speak extensively about individuals who sabotage
others performance and damage workplace culture. The act of withholding information
is a common tactic used by toxic employees. This article will outline examples
of informationwithholding and power withholding, both aimed at maintaining the
offending employees informal power at work.

Merely poor workflow?

Some workplaces flow work and information seamlessly from one work group to
another. This doesnt happen by accident. Optimum efficiency requires the identification
of the key information required by each work group as products or information flow from
a point of origin to the point of delivery.
Few companies have the discipline to step back from operational concerns to make a
sound analysis of this key work process. But the concept of efficient work process
assumes that workers are either attuned to effective processes or, are neutral and just
passing work through to the best of their ability. Theres another story.

Rule of 1/3rds
When thinking of workplace dynamics, its helpful to picture three groups along a
continuum. More details follow:
1.

Those who support the company, sound processes and strong personal performance;

2.

Those who are neutral, undecided and who want to do reasonably well but are averse to
confrontation and not particularly ambitious; and

3.

Employees, who are suspicious of management, dont particularly like the company and
in some cases work against company goals to their own personal ends.

This last type of toxic employee is not guided by a code of ethics or duty to support
coworkers to do their best. They are often motivated by personal gain. Their coworkers
are either favored allies or those by whom they feel threatened. Information withholding
is a means to marginalize those out of favor. More information on this dynamic can be
found at: All about Toxic Employees in the Workplace.

Information Hoarding
Somewhat more benign information control might include individuals who wish to control
certain kinds of information with good intent. A forms manager may be a little obsessed
about ensuring that no one else makes changes to forms without going through the
proper channels. This might serve a useful purpose forms are well-organized and
only the most recent versions are available.
Information Hoarders are at the more destructive end of the information-control
continuum. These individuals deliberately deprive folks of needed information. This
tactic increases their power and diminishes the power of those who are missing timely
or crucial information. Examples can include:

Withholding or delaying key information that other departments need to do well.

Leaving names off invitations or the notice of a change in location or time of important
meetings (think about the scene in the movie, Baby Boom where the lead female character is
surprised when she comes into work and finds an important meeting is underway at an earlier
time).

Omitting a name from a printed list of department staff or printing an alternative name so
that the proper resource never receives calls and requests.

Omitting names from email distribution of updates, marketing information or other data
that helps individuals do their best.

Denying access to electronically stored data or interfering with information needed to

access this data.

Purposely ignoring email or voice mail requests for information or help.

Power Hoarding
Similar to Information Hoarding, Power Hoarding involves inflating ones value or
diminishing the value of others. Examples are:

Sabotaging the performance results of other employees.

Giving assignments that are impossible to carry out successfully.

Withholding credit or taking credit for others performance or ideas.

Limiting access to people who are powerful in the company hierarchy.

There are ways for Leaders to mitigate these tactics. Among them, speaking directly to
the offending employee when he or she is caught using these tactics. If it was an
innocent mistake it wont happen again. If it is part of a pattern, consequences can be
increased. If you are a coworker, the social dynamics and informal power structure at
play may make you a target if you speak up. Dont power struggle directly with these
clever employees. You wont win. My blog includes several other articles with
comprehensive strategies for dealing with toxic employees in the workplace.

Simple Definition of WITHHOLD

: to hold (something) back

: to refuse to provide (something)

: to take out (an amount of money for taxes) from someone's

income

Full Definition of WITHHOLD

withheld

play \-held\
withholding

1.

transitive verb

2.

1: to hold back from action : check

3.

2archaic : to keep in custody

4.

3: to refrain from granting, giving, or

allowing <withhold permission>

5.

4: to deduct (withholding tax) from income

6.

intransitive verb

7.

: forbear , refrain <withhold from commenting>

LACK OF COMMUNICATION
1
2

an insufficiency, shortage, or absence of something required or desired

something that is required but is absent or in short supply
vb
when intr, often foll by: in or for to be deficient (in) or have need (of)

How Does a Lack of Communication Cause Conflict

in the Workplace?
by Chris Joseph, studioD

Lack of communication in the workplace can occur on a large scale, such as between
management and employees, as well as on a smaller scale between individual employees.
Failure to communicate effectively often leads to conflict, which can harm an organization.
Poor communication can create conflict in a number of ways.
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Creating Uncertainty
A lack of communication can create uncertainty that leads to stress and conflict. For
instance, one worker may be waiting for a colleague to deliver key information so he can
complete a task on time. If the colleague does not respond to the worker's request for a
status report or the colleague neglects to keep the worker "in the loop," the worker may
begin to worry that the colleague will not deliver in a timely manner. As a result, conflict
between the two may occur.

Sharing Resources
Companies with limited resources, such as office equipment, may experience conflict if
workers don't communicate their needs for the resources. For example, a worker who fails to
notify others in advance that she will need to use the lone office computer for an entire day
to complete a project may draw the ire of the rest of the staff who may also need to use the
machine.
Related Reading: How Managers Can Handle Conflict in the Workplace

Poor Teamwork
Companies often rely on teams to complete special projects or even to carry out the routine
functions of a department. If members of the team do not communicate well with each
other, it may not be clear what roles and responsibilities each member must assume. Some
tasks might overlap while others might be overlooked completely, leading to confusion and
conflict between team members and the ultimate failure to achieve objectives.

Rumors and Gossip

Poor communication can lead to the spread of rumors and gossip, which can create tension
among employees. If management fails to address speculation that the company may be
downsizing, for example, rumors may spread about certain employees or departments to be

eliminated. Morale may deteriorate as the speculation continues, and employees who fear
they will lose their jobs may resent those who they believe are on more solid ground.

The single biggest problem in communication is the illusion that it has

taken place.
George Bernard Shaw
Communication is a core part of the human experience. And yet, we still struggle with it.
Despite the explosion of communication technology, under-communication remains a
major challenge at work. It prevents organizations, and employees, from reaching their
full potential.
A 2014 survey from About.com found the top three reasons why people do not like
their jobs accounting for 62 percent of responses were communication related.
The biggest issue, a lack of direction from management, was followed by poor
communication overall, and constant change that is not well communicated.

Under-communication, lack of communication, miscommunication, whatever you want

to call it, is a widespread and detrimental problem.
Lets consider that there are three main types of communication in a business:

company to employees

employees to company

employees to employees, and other people (including potential

employees, customers, partners, etc.)
Each form is unique, with its own set of problems and possible solutions. But all three of
these start with what you say or dont say. Your power to pull together, lead, and
motivate your company hinges on your ability to influence these three streams of
communication.

MAKING DECISIONS FOR YOUR PERSONAL GAIN

1.
2.
3.

Small Business >

Business Planning & Strategy >
Making Business Decisions

How to Address Ethics in Your Personal Decision

Making
by Gregory Hamel, studioD

The success of a business depends on whether the products and services it sells produce
enough revenue to pay for its costs, but profit is not the only consideration that can weigh
on business decisions. Ignoring considerations like the violation of laws and accepted
business norms, or the effects decisions can have on others, can result in unethical
decisions. Addressing ethics in personal decisions requires a thoughtful approach to decision
making.
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Basics of Ethics
Ethics are the set of standards that you adhere to that dictate how you should act. Different
people adhere to different ethical systems, so people commonly disagree about what
constitutes an ethical decision. Common ethical systems include utilitarianism, which seeks
to maximize overall happiness of all people, egoism, which states that a person should
always act in his own self-interest, and altruism, which states that people should work for
the benefit of others. Societies often have a set of accepted ethical standards and violating
those standards may be viewed as unethical. Therefore, it is important for business owners
to take into account the ethical standards of society as well as their own personal ethical
standards when making decisions.

Identify Ethical Decisions

It is impossible to make ethical decisions unless you take the time to identify decisions that
have ethical implications. Before making any decision, weigh the possible consequences of
the decision and whether they have ethical implications. If a decision violates a law, human
rights or accepted business practices, it is likely to violate your own ethical standards or
societal norms.
Related Reading: What Does a Universal Approach to Ethical Decision Making Mean?

Consider Alternatives
If a decision has ethical implications, consider alternative courses of action and the ethical
implications of those alternatives. For example, if you know that your company could force a
competitor out of business by setting prices at a very low level for a few months, it might
not be considered ethical because predatory pricing is against the law. On the other hand, if
you improved upon an existing product, which helped you gain more customers, it could
force the competitor out of business without violating any laws or prevailing ethical codes.

Make a Decision and Learn from the Outcome

A key aspect of addressing ethics in business decisions and personal decisions is learning
from the outcomes of past decisions. One of the most difficult parts of making ethical
decisions is that you cannot be sure about the consequences of decisions at the time that
you make them. Going back and considering whether you could have made better choices in
the past can help inform decisions you make in the future.

personal ethics
Definition
The basic principles and values that govern interactions among individuals. Sound
personal ethics are typically those that positively impact the experience of others when
used to govern an individual's social or business related behavior, and at the very least,
such ethics should not have a negative impact on others.

Read more: http://www.businessdictionary.com/definition/personal-ethics.html#ixzz4GYNWkEc2

An act of fraud, deception, or false deeds and statements against another for the purpose of personal
gain, ("personal gain" meaning, any money, property, or other assets gained by the deception.)
Or as in graft, to take illicit or unfair advantage of an office or position of trust for personal gain. As in, a
politician who uses his position for personal gain or advantage.

Simple Definition of PERSONAL

: belonging or relating to a par ticular person

: made or designed to be used by one person

used to describe someone whose job involves working for

or helping a par ticular person

Simple Definition of GAIN

: something wanted or valued that is gotten : something that

is gained; especially : money gotten through some activity or
process

: something that is helpful : advantage or benefi t

: an increase in amount, size, or number

Simple Definition of DECISION

: a choice that you make about something af ter thinking

about it : the result of deciding
: the ability to make choices quickly and confi dently
: the par ticular end of a legal or offi cial argument : a legal or
offi cial judgment

FALSIFYING INFORMATION
mid-15c., "to prove false," from Middle French falsifier (15c.), from Late Latin falsificare
(see falsify). Meaning "to make false" is from c.1500. Earlier verb was simply falsen (c.1200).
Related: Falsified; falsifying.

Simple Definition of FALSIFY

: to make (something) false : to change (something) in order

to make people believe something that is not true

Full Definition of FALSIFY

falsified
falsifying

1.

transitive verb

2.

1: to prove or declare false : disprove

3.

2: to make false: as a : to make false by mutilation or

addition <the accounts were falsifi ed to conceal a theft> b : to
represent falsely : misrepresent

4.

3: to prove unsound by experience

5.

intransitive verb

6.

: to tell lies : lie

falsification
Also found in: Thesaurus, Medical, Legal, Encyclopedia, Wikipedia.

falsify
(fls-f)
v. falsified, falsifying, falsifies
v.tr.

1. To state untruthfully; misrepresent.

2.
a. To make false by altering or adding to: falsify testimony.
b. To counterfeit; forge: falsify a visa.
3. To declare or prove to be false.
v.intr.
To make untrue statements; lie.

1 falsification - any evidence that helps to establish the falsity of something

. disproof, refutation
evidence, grounds - your basis for belief or disbelief; knowledge on which to base belief; "the evidence
thatsmoking causes lung cancer is very compelling"
reductio, reductio ad
absurdum - (reduction to the absurd) a disproof by showing that the consequences ofthe proposition ar
e absurd; or a proof of a proposition by showing that its negation leads to a contradiction
confutation - evidence that refutes conclusively
counterexample - refutation by example
2.

falsification - a willfu
l perversion of facts
misrepresentation
actus reus, wrongful
conduct, misconduc
t, wrongdoing - activi
ty that transgressesmoral or civil law; "he d
enied any wrongdoing"
overrefinement, twisting, straining, tortu
re, distortion - the act of distortingsomethi
ng so it seems to mean something it was n
ot intended to mean
tergiversation, equivocation - falsification
by means of vague or ambiguous language
lying, prevarication, fabrication - the deli
berate act of deviating from the truth
dissimulation, deception, dissembling, d
eceit - the act of deceiving

3.

falsification - the act of rendering somethi

ng false as by fraudulent changes (of docu
ments or measures etc.) orcounterfeiting

falsehood
knavery, dishonesty - lack of honesty; act
s of lying or cheating or stealing
frame-up, setup - an act that incriminates
someone on a false charge
sophistication - falsification by the use of
sophistry; misleading by means of specious
fallacies; "hepracticed the art of sophisticati
on upon reason"
forgery - criminal falsification by making or
altering an instrument with intent to defraud
4.

falsification - the act of determining that s

omething is false
falsifying, refutal, disproof, refutation
determination, finding - the act of determi
ning the properties of something, usually by
research orcalculation; "the determination o
f molecular structures"

ABUSING CONFIDENTIALITY AGREEMENTS

Simple Definition of CONFIDENTIAL

: secret or private
: showing that you are saying something that is secret or
private
: trusted with secret or private information

Full Definition of CONFIDENTIAL

1.

1: marked by intimacy or willingness

to confide <a confi dential tone>

2.

2: private , secret <confi dential information>

3.

3: entrusted with confidences <a confi dential clerk>

4.

4: containing information whose unauthorized disclosure

could be prejudicial to the national interest compare secret , top
secret

Definition of ABUSE
1.

1: a corrupt practice or custom

2.

2: improper or excessive use or

treatment : misuse <drug abuse>

3.

3obsolete : a deceitful act : deception

4.

4: language that condemns or vilifi es usually unjustly,

intemperately, and angrily

5.

5: physical maltreatment

IGNORING PROCEDURES AND POLICIES

What are the legal implications of ignoring

hospital policies and procedures?
1.

Jeanette Whyman
Wright Hassall LLP, Leamington Spa, Warwickshire, UK
Jeanette Whyman, Wright Hassall LLP, Leamington Spa, Warwickshire, UK.
Email:jeanette.whyman@wrighthassall.co.uk
1.

1.

Abstract
Hospital policies and procedures are designed to help prevent patients being harmed during the course of their
treatment. The same principles apply as they do in business: by implementing a process-driven approach to

ensuring that every component of the product is manufactured to the highest possible specification, customer
satisfaction and safety can be secured. The more safety conscious the business, such as aerospace
engineering, the tighter the procedures and controls. Hospitals should be no different; they are dealing with life
and death and, as such, straightforward, fully tested procedures that are put in place to eliminate medical
negligence mistakes should not be ignored. So why, as medical negligence lawyers, do we still see failures by
both hospitals and health professionals to follow well-established procedures resulting in serious harm to
patients? And particularly when such failures can and do lead to legal sanctions resulting not only in the loss of
reputation and livelihood but also, in extreme cases, to liberty? In this article, which is a personal view, I explore
some of the reasons why some medical practitioners fail to follow procedures and policies and outline the
sanctions, both civil and criminal, for that failure.

A set of policies are principles, rules, and guidelines formulated or adopted by an organization to reach its longterm goals and typically published in a booklet or other form that is widely accessible.
Policies and procedures are designed to influence and determine all major decisions and actions, and all activities take
place within the boundaries set by them. Procedures are the specific methods employed to express policies in action in
day-to-day operations of the organization. Together, policies and procedures ensure that a point of view held by the
governing body of an organization is translated into steps that result in an outcome compatible with that view.

Read more: http://www.businessdictionary.com/definition/policies-and-procedures.html#ixzz4GYQO9JMw

Simple Definition of IGNORE

: to refuse to show that you hear or see (something or

someone)

: to do nothing about or in response to (something or

someone)

Full Definition of IGNORE

ignored
ignoring

1.

transitive verb

2.

1: to refuse to take notice of

3.

2: to reject (a bill of indictment) as ungrounded

Workplace policies and procedures

NSW Industrial Relations runs interactive workshops that provide employers/managers with the
practical knowledge and skills to more confidently manage their employees.
What is a workplace policy?
Benefits of having workplace policies
Developing and introducing workplace policies
Policy checklist
Types of workplace policies
Sample workplace policies
Social media

What is a workplace policy?

A policy is a statement which underpins how human resource management issues will be dealt with in
an organisation. It communicates an organisations values and the organisations expectations of
employee behaviours and performance.
Workplace policies often reinforce and clarify standard operating procedure in a workplace. Well
written policies help employers manage staff more effectively by clearly defining acceptable and
unacceptable behaviour in the workplace, and set out the implications of not complying with those
policies.
A workplace policy consists of a statement of purpose and one or more broad guidelines on action to
be taken to achieve that purpose. The statement of purpose should be written in simple terms, free of
jargon. The length of the policy may vary depending on the issue it addresses.
A policy may allow discretion in its implementation and the basis of that discretion should be stated as
part of the policy. A policy may also be required where there is a diversity of interests and
preferences, which could result in vague and conflicting objectives among those who are directly
involved.
Not all workplace issues require a policy. Many routine matters can be dealt with through simple
workplace procedures and processes being put in place.

Benefits of having workplace policies

Well-written workplace policies:

are consistent with the values of the organisation

comply with employment and other associated legislation
demonstrate that the organisation is being operated in an efficient and businesslike manner
ensure uniformity and consistency in decision-making and operational procedures
add strength to the position of staff when possible legal actions arise
save time when a new problem can be handled quickly and effectively through an existing
policy
foster stability and continuity
maintain the direction of the organisation even during periods of change
provide the framework for business planning
assist in assessing performance and establishing accountability
clarify functions and responsibilities.

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Developing and introducing workplace policies

Step 1 Management Support
It is crucial to have senior management support for the implementation or modification of a policy,
especially where policies relate to employee behaviour. The endorsement and modelling of the
behaviour by senior managers and supervisors will encourage staff to take the policies seriously. While
management support for a policy is an important first step before actively seeking employee feedback
on a proposed policy, the idea for the policy and some of its details may in fact come from staff.
Step 2 - Consult with staff
Involve staff in developing and implementing workplace policies to promote stronger awareness,
understanding and ownership of the outcome. Staff involvement also helps to determine how and
when the policies might apply, and can assist in identifying possible unintentional outcomes of the
policy.
Step 3 - Define the terms of the policy
Be explicit. Define key terms used in the policy at the beginning so that employees understand what is
meant. The policy should explain what is acceptable and unacceptable behaviour in the workplace. You
may wish to include specific examples to illustrate problem areas or unacceptable types of behaviours.
For example:
An individual shall be deemed to be under the influence of alcohol if he/she exceeds a blood alcohol
level of 0.05% (0.02% for heavy vehicle drivers).
Be clear about who the policy applies to. For example, does it only apply to employees of the company
or to contractors and sub-contractors engaged to perform work on business premises? This is
particularly important, for example, with occupational health and safety which covers everyone in the
workplace.
The policy may also need to contain information about what to do if it is not possible to follow the
policy. For example, if you have a policy relating to punctuality, you may need to include a procedure
outlining what to do if the employee is going to be late.

The policy should also contain procedures to support the policy in its operation, such as the
implications for not complying with the policy.
Example 1: Occupational health and safety
No employee is to commence work, or return to work while under the influence of alcohol or drugs. A
breach of this policy is grounds for disciplinary action, up to and including termination of employment.
Example 2: Email policy
Using the organisation's computer resources to seek out, access or send any material of an offensive,
obscene or defamatory nature is prohibited and may result in disciplinary action.
Step 4 - Put the policies in writing and publicise them
To be effective, policies need to be publicised and provided to all existing and new employees. This
includes casual, part-time and full-time employees and those on maternity leave or career breaks.
Policies should be written in plain English and easily understood by all employees. Consider translating
the policies into the appropriate languages for employees whose first language is not English.
Ensure all staff understand what the policies mean. Explain how to comply with the policies and the
implications of not complying.
Step 5 - Training and regular referral
The policies may be explained to staff through information and/or training sessions, at staff meetings
and during induction sessions for new staff. They should also be reiterated and discussed with staff
regularly at staff meetings to ensure they remain relevant.
Copies of policies should be easily accessible. Copies may be kept in folders in a central location or
staff areas, in staff manuals and available on the organisation's intranet system.
Step 6 Implementation
It is important that policies are applied consistently throughout the organisation. A breach of a policy
should be dealt with promptly and according to the procedures set out in the policy. The consequence
of the breach should also suit the severity of the breach whether it be a warning, disciplinary action
or dismissal.
Case study
An organisation which dismissed an employee for sexual harassment was subsequently ordered to reemploy the sacked staff member as they had failed to follow their own policy. The company had a
policy of zero tolerance to sexual harassment but failed to exercise the provision when the policy was
breached. The Commission hearing revealed that the company had breached its own policy when it
issued the employee numerous unofficial warnings instead.
Step 7 - Evaluate and review
Review policies regularly to ensure they are current and in line with any changes within the
organisation. Where policies are significantly changed they should be re-issued to all staff and the

changes explained to them to ensure they understand the organisation's new directions. These
changes should also be widely publicised.

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Policy checklist
A workplace policy should:

set out the aim of the policy

explain why the policy was developed
list who the policy applies to
set out what is acceptable or unacceptable behaviour
set out the consequences of not complying with the policy
provide a date when the policy was developed or updated.

Policies also need to be reviewed on a regular basis and updated where necessary. For example, if
there is a change in equipment or workplace procedures you may need to amend your current policy
or develop a new one.
Employment law changes, changes to your award or agreement may also require a review of your
policies and procedures. Stay up to date with relevant changes by regularly checking Fair Work
Online [Fair Work Ombudsman]

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Types of workplace policies

Here are some examples of common workplace policies that could assist your workplace:

code of conduct
recruitment policy
internet and email policy
mobile phone policy
non-smoking policy
drug and alcohol policy
health and safety policy
anti-discrimination and harassment policy
grievance handling policy
discipline and termination policy
using social media.

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Sample workplace policies

Policies on leave

While legislation and awards and agreements cover employee entitlements to various types of leave, it
is helpful to have a policy that sets out how leave is managed in the workplace. For example, a policy
on annual close downs will ensure staff understand what happens during this period.

Sample policy annual close down

The company closes for two weeks over the Christmas period each year. All staff will be given at
least four weeks notice of specific dates of the close down. Any leave due at the time must be taken.
If an employee's entitlement does not cover the period required, the remainder must be taken as
leave without pay.
All employees will receive paid leave for gazetted public holidays during the period.
Annual leave loading will be paid in accordance with the award.

An employer may wish to develop a policy for taking other forms of leave. Such a policy would need to
identify:

types of leave available

procedure for applying for leave
administrative forms to be completed
who has the authority to approve the request
whether the leave is paid or unpaid

Code of conduct
A code of conduct sets standards of behaviour or appearance in the workplace. These standards will
vary depending on the industry, the role of the employee and work undertaken by staff. A code of
conduct may include dress standards at work or email and internet use.

Dress standard
A policy on dress standard will depend on a number of issues, including:

if the industrial award covering staff requires their employer to provide them with uniforms
if the employer wants staff to be in uniform
whether the employer will provide the uniform or subsidise the cost of the uniform
if a uniform is not required, what is appropriate dress for the workplace.

'Business dress' or 'smart casual' are terms that are often used in workplaces. However, the
employer should specify what these terms mean. For example, the business may wish to exclude
particular items of clothing such as midriff tops, hipster pants, singlets, short and open shoes if safety
is an issue.
Remember, the policy cannot discriminate between men and women. If men are not allowed to wear
jeans or earrings, neither can women.

If introducing a uniform or dress standard in the workplace, it is important to include employees in the
decision making. Some employees have very strong views about being asked to wear a uniform and
these need to be considered before taking any action.
Job applicants may dress more formally to an interview than they will on a day-to-day basis and may
not be aware of the business's dress standards. Ensure the business's dress requirements are outlined
to every new employees before they start. This information should also be included in their
appointment letter.

Internet and email usage

Determining what is or is not acceptable usage of the internet during working hours is of concern to
many employers. Companies have valid reasons for wanting to manage the use of personal email,
internative gaming and social media sites.
In developing a policy on the use of the internet and email at work it is important to ensure that all
terms such as 'offensive' and 'inappropriate' are clearly explained and understood by all staff. The
policy should outline that the company will not tolerate any form of offensive or inappropriate material
being accessed, transmitted or stored on the business system. Ideally the policy should meet the
needs of the business as well as complying with any legal requirements.
Unlike personal property kept in a desk drawer or locker, electronic messages sent or received at work
are not legally considered to be personal property. As the owner of the server or personal computer on
which staff email is stored, many employers reserve the right the check emails as a precaution against
fraud, workplace harassment or breaches of confidence by employees.
However, employees also have legitimate expectations of privacy in relation to their email
communications. A failure to acknowledge these expectations can affect the usefulness of providing
email facilities. Try and balance staff privacy with the legitimate interests of the business. Restrictive
or intrusive policies or practice could have a negative impact on morale and productivity.
Any email and Internet policy should cover:

requirements for storing email where it relates to the core business of the organisation
whether back-up copies are stored on the server and who has access to them
whether the company monitors logs of Internet usage which may reveal information such as
which servers (including websites) have been accessed by the employee and email addresses used
level of privacy employees can generally expect for their email
circumstances in which management reserves a right to read and take action on employee
email
confirmation that email can be subject to production in litigation or other investigations
that it is unacceptable to use email to abuse or harass other employees.

The policy should also define what the business considers is acceptable and unacceptable use.
For example, employees may use the Internet access provided by the company for:

any work-related purposes

accessing the web for personal purposes, provided that personal use is moderate in time, does
not incur significant cost to the company and does not interfere with the duties of the employee or
his or her colleagues

sending and receiving personal emails, provided that if emails are sent with a company
address, a disclaimer is attached stating that the views of the sender may not represent those of
the company.

Employees may not use the Internet access provided by the company to:

create or exchange messages that are offensive, harassing, obscene or threatening

visit web sites containing objectionable (including pornographic) or criminal material
exchange proprietary information, trade secrets, or any other confidential or sensitive
information about the company (unless in the authorised course of their duties)
create, store or exchange information in violation of copyright laws (including the uploading or
downloading of commercial software, games, music videos or movies)
use Internet enabled activities such as gambling, excessive gaming, conducting a business or
conducting illegal activities
create or exchange advertisements, solicitations, chain letters and other unsolicited or bulk
email.

Sample disclaimer
This email (and any file transmitted with it) is intended for the addressee only and may contain
confidential information. If you have received this email in error, please delete it and notify the
originator of the message. Any views expressed in this message are those of the individual sender
except where the sender (with authority) states them to be the views of the company.

Smoking in the workplace

As an employer, there are legislative requirements for the employer to provide a healthy and safe
workplace for employees. The employer has the right to designate the workplace as smoke free and
can indicate that in job advertisements.
There is no legal requirement for an employer to provide smoke breaks. While an employer may be
prepared to recognise the needs of a smoker, they also need to avoid the problem caused by an
employee disappearing on a regular basis for a 'smoke break'.
Setting guidelines (morning, afternoon tea and lunch breaks) makes it clear to staff about what is
acceptable and also overcomes the antagonism that may come from non-smoking employees when a
smoker takes excessive breaks.

Points to be considered when drafting a non-smoking policy

The following information will assist when introducing a smoking policy in the workplace:

identify the aim of the policy, which is to achieve a workplace free of environmental tobacco
smoke when the smoking ban comes into place
list the specific areas affected
indicate if professional advice about coping without cigarettes and quitting smoking is available
and where to get help
ensure that new employees are told when applying for a job that the workplace has a nonsmoking policy
be clear that staff cannot be disciplined when they smoke away from the workplace or during
their own time

be clear that staff who fail to consider the safety of others at work by not complying with the
non-smoking policy may be personally liable to a fine of up to $3,300 under Section 20
the Occupational Health and Safety Act 2000
emphasise that smokers are not entitled to smoke in the workplace even if staff in a particular
area all want to smoke
be clear that even those who work in isolation are prohibited from smoking as they are likely
to affect others who come into the area or through the airconditioning system
specify that designated smoking areas must be outdoors with no possibility of contamination
of indoor areas
set out the times during which smokers are able to use the designated smoking areas.

Drug and alcohol policy

Drug and alcohol use in the workplace is covered by the Occupational Health and Safety Act
2000 which requires that employers:

ensure the health, safety and welfare at work of all their employees and any other person in
their place of work
take all practical measures to protect workers in relation to health, safety and welfare
take reasonable care for the health and safety of persons at their place of work who may be
affected by their acts.

Drug and alcohol use in the workplace creates a range of problems. Employees with drug and alcohol
problems can cause injury to themselves and others and damage their physical and mental health.
Workmates of a drug or alcohol user are faced with a risk of accidents, covering poor work
performance, disputes and the need to 'dob in a mate' for their own good. Other problems include
lateness and absenteeism, lost time and production from accidents and inefficiency and damage to
plant, equipment and other property.

What should be contained in an alcohol and drug policy?

A policy to manage alcohol and drugs in the workplace should include information and procedures on:

measures to reduce alcohol- and drug-related problems in the workplace through consultation
between you and your employees
measures to prohibit or restrict the availability of alcohol and drugs in the workplace
preventative measures such as education and training sessions and awareness programs
measures outlining the availability of treatment and rehabilitation for employees
rules governing conduct in the workplace relating to alcohol and drugs including the
disciplinary procedures up to and including dismissal.

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Social media
The use of social media has increased dramatically over the last few years and it is essential that
employers introduce appropriate policy to deal with the use of social media. Many organisations use
social media to enhance and promote their business while employers must also ensure that employees

who use social media outside of the workplace do not post damaging or inappropriate comments or
photos on social media sites.
It is a must that employers attempt to proactively manage social media risks. To manage these risks
employers must provide employees with a policy on the use of social media. Advising employees that
they are not:

to defame the employer on any social media site

share information that may be considered confidential information or intellectual property
to bring the employer into disrepute
to bully or harass other employees within the organisation

Employees must be made aware of this policy and its practical implications. The policy itself or
subsequent training should provide clarification on what is considered acceptable and unacceptable
use of social media eg. what may be considered defamation and confidential information