Employees review safety plans and support plans of the people who use our services to determine level of care needed and required around assistive lifting devices to support the person. Based on the safety plans and support plans of the people who use our services, employees of Mains’l are trained by managers, nurses or other designated trainer(s). Employees lifting or transferring people who use our services do so in accordance with the person’s safety plan and support plan.

When there are new assistive lifting devices assigned, a designated representative from the vendor or manufacturer of the device will come out to the work location and do initial training on the new device. It is the responsibility of the supervisor/support coordinator to carry this training forward and to train all other employees that work at the particular work location on the device.  Whenever possible specific videos will be utilized for initial and refresher training.

Every effort is made to make assistive lifting devices and other equipment/aids accessible to employees. If an employee has identified that there is a need for an assistive lifting device and/or other equipment/aids to safely transfer, move or reposition someone; they communicate this need to their supervisor immediately. 

Employees inspect equipment prior to use to make sure it is functioning properly referring back to their training. Equipment that is damaged, broken, or not functioning properly is not used. Employees notify their supervisor if the equipment is damaged, broken, or not functioning properly to ensure that it is not used by other employees until the equipment can be repaired. When a piece of assistive lifting equipment is damaged, broken, or not functioning properly, and a person  who uses our services needs an immediate transfer, employees call for assistance which may include another nearby site or the supervisor up to point of calling local police or fire department to ask for assistance. In the event that there is a waiting period to repair/replace the equipment, the supervisor will contact a rental agency for temporary replacement. 

Mains’l Health and Wellness department is responsible for:

1. Supporting the implementation of this policy;
2.  Reviewing training documentation, in partnership with the supervisor/support coordinator at work locations with assistive lifting device(s) to ensure employees have completed specific training to the device(s);
3. Supporting the Mains’l culture of Safety;

If assisting with movement of people  that use our services, using lift equipment and other aids to prevent  physical lifting and movement of  people  who use our services, according to written safety and support plans. 

Supervisors/Support Coordinators/other qualified trainers of programs with assistive lifting devices are responsible for: 

1. Providing sufficient  equipment/aids to ensure safe movement of people who use our services;
2. Ensuring equipment/aids are well maintained and repaired in a timely fashion;
3. Supporting the implementation of this policy;
4. Supporting  the Mains’l culture of safety;
5. Ensuring employees complete training that is specific to the assistive lifting device and people who use our services; the completion of this training is documented in the medical data file;
6. Ensuring employees complete initial and  refresher equipment use training;
7. Report all employee injuries in accordance with Mains’l Workplace Injuries and Workers Compensation policy and procedure;
8. Using lift equipment and other aids to prevent physical lifting and movement of people who use our services according to written safety and support plans. 

Employees of Mains’l:

1. Follow this policy;
2. Complete training on site specific lifting equipment and other aids (if applicable to your work location);
3. Follow site specific training for safe use of lifting equipment, slings, and other equipment/aids (if applicable to your work location);
4. Use proper lifting  techniques, lifting devices, and other  equipment/aids;
5. Notify supervisor of any injury sustained to the employee or person that uses our services;
6. Report  equipment in need of repair to supervisor immediately;
7. Report an identified need for new or additional assistive lifting devices and/or other equipment/aids to safely transfer, move or reposition someone to supervisor;
8. Notify supervisor of need for  refresher training with any equipment and aids;
9. Use lift equipment and other aids to prevent  physical lifting and movement of  people  who use our services according to written safety and support plans;
10. Support  the Mains’l culture of safety
     

This attendance procedure establishes guidelines to provide clarity for excellent attendance and to address any concerns of employee’s attendance and punctuality.  

Definitions of terms used in this procedure:

1.     Scheduled Work Time: Any time an employee is scheduled to work, including scheduled attendance at orientation, required meetings, and training sessions.

2.     Approved Absence: When an employee notifies their supervisor, according to designated time lines, of any absence, lateness, or early departure from their scheduled work time for an acceptable reason. The supervisor approves the employee’s request prior to the absence.

3.     Unapproved Absence: An absence from the work site during scheduled work time that was not pre-arranged according to the timelines set forth in the policies on Paid Time Off – Salaried and Hourly Employees, or FMLA.

4.     Tardy: Any late arrival for a scheduled work time without the pre-approval of the supervisor.

5.     Occurrence: Any single instance of an unapproved absence or tardy.

6.     No Call, No Show: An absence that is not communicated to the supervisor in advance of the scheduled work time or at any time during the scheduled work time.

Guidelines

Employees at Mains’l receive scheduled work time that is created in partnership with their supervisor. Scheduled work time is defined as any time an employee is scheduled to work, including scheduled attendance at orientation, required meetings, and training sessions. Employees at Mains’l are expected to arrive on time and to be prepared for their scheduled work time Ongoing tardiness can result in separation of employment. Due to the variety of the roles and responsibilities within the work we do, schedules may be required to change.

Occasionally there will be times that an employee is unable to work their scheduled work time. This includes any needed absence, lateness, or early departure from their scheduled work time for an acceptable reason. In order for this to be an approved absence, an employee notifies their supervisor according to the designated time lines in the in Mains’l paid time off and unpaid time off policies and procedures. The supervisor must approve the employee’s request prior to the absence.   

Every Occurrence is recorded unless the Occurrence is the result of one of the following:

1. A situation recognized by the organization as unavoidable (i.e. car accident on the way to work verified by an accident or police report.)
2. The Occurrence is caused by a serious illness, where the illness is documented by a physician within one week of the absence.
3. The Occurrence is recognized as a verifiable permissible leave as defined by State or Federal Statute such as Family and Medical Leave Act.

A single occurrence of a No Call, No Show, as defined in this policy is considered a voluntary termination of employment. 

Supervisors or other designee will make available the schedule in advance of the pay periods noting the scheduled work times of all the employees.  If there is a significant deviation from the standard schedule, the supervisor will notify the effected employee(s) in advance of the deviation. We provide 24 hour services at certain locations, and as a result an employee may need to stay beyond the end of their shift if a replacement employee does not arrive.
 

A Background Study Form that provides all of the information required to run a background study is completed by the person for whom the study is being completed on. This form is completed when a person is being considered for employment at Mains’l. A background study is then submitted after the person has accepted employment with Mains’l. The procedures that follow are outlined below and vary slightly based on state and program. 
Minnesota

1. Traditional Services Employees: The HR Coordinator or another designee processes all background studies and fingerprint receipts for traditional services. In the absence of the HR Coordinator, the HR Generalist is responsible for performing responsibilities related to background studies. 

• A study authorization form is completed by the potential new employee during or after an interview or meet and greet. 
• The HR Coordinator or another designee enters the background study information in the DHS system; NETStudy 2.0. 
• The HR Coordinator or another designee ensures they have provided the study subject with the Department of Human Services (DHS) privacy notice prior to initiating the background study, that the study subject has been informed when a study subject’s background study may be transferrable, and that a Mains’l designee has verified the study subject’s identity by viewing one of the Acceptable Forms of Identification to confirm that the information that will be provided in the background study application is correct. 
• The HR Coordinator or another designee selects a provider from the drop down menu to affiliate the study subject with the appropriate entity. 
• Once all information has been entered (first name, last name, date of birth and social security number), the HR Coordinator or another designee will initiate the study and complete payment.
• The HR Coordinator or another designee will then fill in the applicant’s personal information (first name, middle name, last name, date of birth, address, race, sex, eye color, hair color, height, weight, place of birth, aliases and prior out of state addresses within the past 5 years). The personal descriptive information is required by the Minnesota Bureau of Criminal Apprehension (BCA) and Federal Bureau of Investigation (FBI) to conduct fingerprint-based criminal record checks. 
• Once completed NETStudy 2.0 will perform an automatic search of the Minnesota Nurse Aide Registry (NAR), the Minnesota Exclusion List, and the Federal Office of Inspector General List of Excluded Individuals and Entities (LEIE) to determine if there are potential matches to the background study subject in these databases. In addition, if the study subject has lived in any state other than Minnesota within the last five years and this information was recorded on the profile page, the system will provide links for any known professional licensing databases for those states. These registries are not required for the background study to be completed and the searches are manual.
  • In the event that there is a potential match to an individual on the Federal Exclusion List, the Minnesota Exclusion List, or the Minnesota Nurse Aide Registry, there will be a blue hyperlink in the Research Requirements column advising the user of a possible match.
  • It is the provider’s responsibility to determine whether the information is a match and if so, whether it affects the hiring decision. A match on one of these registries may not cause a background study disqualification. 
  • NOTE: NETStudy 2.0 performs automatic rap back-like searches on the federal List of Excluded Individuals and Entities (LEIE), the Minnesota DHS list of Excluded Individuals, and the Minnesota Nurse Aide Registry. As stated above, the information is only valid if accurate and complete identifying information was provided for the background study, including SSN, date of birth, and correct spelling of names.
• Based off of the results from the search of the applicant’s name on the Federal Exclusion List, the Minnesota Exclusion List, or the Minnesota Nurse Aide Registry, the study will continue.
  • A background study does not begin processing until the applicant is fingerprinted and photographed at a DHS authorized fingerprint and photo service location.
• The HR Coordinator or another designee will provide a copy of the Fingerprint Authorization form and receipt of payment for the fingerprints to the study subject. Background study subjects must show the fingerprint and photo technician a copy of the Fingerprint Authorization form prior to being fingerprinted. Study subjects may show a paper copy of the form or an electronic copy on a mobile device.
• Once the background study subject has gone to the designated fingerprint and photo location to get their fingerprints completed, the supervisor of the study subject will be contacted to schedule onboarding.
• Once the study subject is fingerprinted and photographed, DHS will notify the study subject and the program if the study subject must remain supervised while the background study is being completed, or if the study subject may provide unsupervised services.
• A Supervision Required status of:
  • “No”- means that the study subject does not require supervision while the determination is in process.
  • “Yes”- means that the study subject requires supervision while the determination is in process.
  • “Remove”- means that the study subject must be immediately removed from any position that provides direct contact services.
• The HR Coordinator or another designee will receive notification from DHS in regards to the study subject’s status throughout this time
  • For applicants with a status of Eligible: the study subject has cleared the background study.
  • For applicants with a status of disqualified: the applicant may request reconsideration. Mains’l will not continue to employ anyone that has been disqualified. 
• The HR Coordinator or another designee will contact the supervisor and let them know of the study subject’s status:
  • Study subject has passed and doesn’t require supervision at this time.
  • More time is needed to complete the background study and the entity may choose whether to allow the subject to work or volunteer while the background study is being completed. The entity is not required to provide continuous direct supervision.
  • More time is needed to complete the background study and the entity may choose whether to allow the subject to work. The subject must be under continuous direct supervision. 
  • For applicants with a status of disqualified: the applicant may request reconsideration. Mains’l will not continue to employ anyone that has been disqualified. 
• The HR Coordinator or another designee will close the study subject’s profile on NetStudy 2.0 once the subject’s status has been finalized. This will then add the study subject to the affiliated roster.
• The HR Coordinator or another designee will enter the date of clearance in ISS (ProviderPro).

2.    Participant Directed Employees: The director of participant directed services or the participant directed services (PDS) manager processes all background studies and fingerprint receipts for participant directed services. 

• Study authorization forms are completed by the new employee as part of their hiring packet given to them by their managing party.
• The PDS manager or director enters the background study information in the DHS system; NETStudy 2.0. 
• The study subject is provided with the Department of Human Services (DHS) privacy notice prior as part of their hiring packet, which includes information about when a study subject’s background study may be transferrable. The PDS manager or director verifies the study subject’s identity by viewing one of the Acceptable Forms of Identification to confirm that the information that will be provided in the background study application is correct. 
• The PDS manager or director selects the Fiscal Support Entity provider from the drop down menu to affiliate the study subject with the appropriate entity. 
• Once all information has been entered (first name, last name, date of birth and social security number), the PDS manager or director will initiate the study and complete payment.
• The PDS manager or director will then fill in the applicant’s personal information (first name, middle name, last name, date of birth, address, race, sex, eye color, hair color, height, weight, place of birth, aliases and prior out of state addresses within the past 5 years). The personal descriptive information is required by the Minnesota Bureau of Criminal Apprehension (BCA) and Federal Bureau of Investigation (FBI) to conduct fingerprint-based criminal record checks. 
• Once completed NETStudy 2.0 will perform an automatic search of the Minnesota Nurse Aide Registry (NAR), the Minnesota Exclusion List, and the Federal Office of Inspector General List of Excluded Individuals and Entities (LEIE) to determine if there are potential matches to the background study subject in these databases. In addition, if the study subject has lived in any state other than Minnesota within the last five years and this information was recorded on the profile page, the system will provide links for any known professional licensing databases for those states. These registries are not required for the background study to be completed and the searches are manual.
  • In the event that there is a potential match to an individual on the Federal Exclusion List, the Minnesota Exclusion List, or the Minnesota Nurse Aide Registry, there will be a blue hyperlink in the Research Requirements column advising the user of a possible match.
  • It is the provider’s responsibility to determine whether the information is a match and if so, whether it affects the hiring decision. A match on one of these registries may not cause a background study disqualification.
  • NOTE: NETStudy 2.0 performs automatic rap back-like searches on the federal List of Excluded Individuals and Entities (LEIE), the Minnesota DHS list of Excluded Individuals, and the Minnesota Nurse Aide Registry. As stated above, the information is only valid if accurate and complete identifying information was provided for the background study, including SSN, date of birth, and correct spelling of names.
• Based off of the results from the search of the applicant’s name on the Federal Exclusion List, the Minnesota Exclusion List, or the Minnesota Nurse Aide Registry, the study will continue.
  • A background study does not begin processing until the applicant is fingerprinted and photographed at a DHS authorized fingerprint and photo service location.
• The PDS manager or director will provide a copy of the Fingerprint Authorization form and receipt of payment for the fingerprints to the study subject. Background study subjects must show the fingerprint and photo technician a copy of the Fingerprint Authorization form prior to being fingerprinted. Study subjects may show a paper copy of the form or an electronic copy on a mobile device.
• Once the study subject is fingerprinted and photographed, DHS will notify the study subject and the program if the study subject must remain supervised while the background study is being completed, or if the study subject may provide unsupervised services. The PDS manager or director will receive notification updates from DHS throughout this process. The PDS manager or director will notify the employee and managing party when an employee may begin working or at any time if they must be removed or are disqualified. 
  • For study subjects with a status of Eligible: the study subject has cleared the background study and may begin working.
  • For study subjects with a status of disqualified: the applicant may request reconsideration. Mains’l will not continue to employ anyone that has been disqualified. Person may not work unless a disqualification has been set aside.
• A Supervision Required status of:
  • “No”- means that the study subject does not require supervision while the determination is in process and may begin working. 
  • “Yes”- means that the study subject requires supervision while the determination is in process and is not eligible to begin working.
  • “Remove”- means that the study subject must be immediately removed from any position that provides direct contact services.
• The PDS manager or director will contact the managing party and employee to let them know of the study subject’s status:
  • More time is needed to complete the background study and the entity may choose whether to allow the subject to work or volunteer while the background study is being completed. The entity is not required to provide continuous direct supervision. This person may begin working. 
  • More time is needed to complete the background study and the entity may choose whether to allow the subject to work. The subject must be under continuous direct supervision. This person may not begin working. 
  • For applicants with a status of disqualified: the applicant may request reconsideration. Mains’l will not continue to employ anyone that has been disqualified. 
• The PDS manager or director will close the study subject’s profile on NetStudy 2.0 once the subject’s status has been finalized. This will then add the study subject to the affiliated roster.
• The PDS manager or director will enter the date of clearance in the PDS background study tracking document.

Name Changes in Minnesota 
If an employee has gone through a name change, the employee is responsible for notifying Mains’l by completing an Employee Information Change Form and presenting necessary documents to show legal proof of change their name. 

The agency’s Sensitive Information Person and those with the Administrative Rights role have the ability to edit data in NETStudy 2.0. 

When an update is made to the last name or date of birth of the background study after the background study is submitted, whether the update is due to an error or a legal name change, the Background Study Profile Update Request must be submitted to DHS. The agency’s Sensitive Information Person or those with the Administrative Rights role are responsible for submitting the Background Study Profile Update Request. 

California

1. Traditional Services Employees: The HR generalist will process a pre-employment live scan fingerprinting for traditional licensed and non-licensed services. Background Studies for traditional services will be completed by the prospective employee immediately following the contingent job offer. 

• Once the live scan fingerprinting is conducted, the prospective employee will return the live scan form record to the HR generalist or designated representative.
• The live scan determination with be sent electronically to Mains’l via a SMSS electronic mailbox or posted on the licensure live scan fingerprint clearance website.
• A Criminal Background Clearance Transfer Request can be submitted for licensed facilities and substituted for a new live scan fingerprinting where applicable. The prospective employee must be active and clear in the licensing fingerprint system for the transfer to be possible. 
• Company policy is that all background studies are subjected to the Department of Social Services list of Non-Exemptible Crimes.
• The HR generalist or their designee will attach the original background study determination to the submission verification and file/scan into the personnel file.
• In the absence of the Generalist, another HR representative will be responsible for processing background studies and Criminal Background Clearance Transfer Requests.
• If clarification is needed regarding the background study process, the Human Resources Director will be responsible for interpreting this process.

2.    Consumer Directed Employees: Background checks for consumer directed programs are not required in California.
 

While impossible to detail every work situation and recommended appropriate behavior, the following are some examples of positive and role modeling behaviors that are expected of employees at Mains’l:

1. Arrive on time and to be prepared for their scheduled work time;
2. Using respectful and courteous language (abusive language is not acceptable behavior and doesn’t align with who we are as an organization);
3. Abiding by the Employee Pledge. Employees should be proud of their decisions and their actions. It is expected that employees are truthful in written documentation and statements;
4. Decisions and actions are aligned with Mains’l’s mission, vision, and core values;
5. Wearing clothing appropriate for the work being performed. All clothing should be of a business and/or casual nature; that is, covered midriffs and backs, skirts and shorts longer than finger-tip length. Appropriate footwear (no bare feet or open toed shoes) and concealed undergarments;
6. Complying with safety standards--use of transfer belts, back braces, proper assistive lifting devices, seat belts, wheelchair belts;
7. Maintaining work place cleanliness and orderliness;
8. Implementing Person Centered Practices;
9. Using work time efficiently and effectively so as to promote the best interests of the people served;
10. Restricting personal cell phone use to emergency situations.

Although it is not possible to list all forms of behavior that are considered unacceptable in the workplace, the following are examples of behavior that is not in alignment of who we are at Mains’l (this kind of behavior may result in written performance feedback, up to and including separation of employment):

1. Failing to follow any of the above mentioned positive and role modeling behaviors;
2. Theft, destruction, inappropriate removal, or misuse of Mains’l or person’s property;
3. Failing to report unethical, suspicious, or illegal conduct by other employees; 
4. Insubordination or other disrespectful conduct;
5. Possession of dangerous or unauthorized materials, such as explosives, firearms, or other weapons in the workplace. Physical assaults or threats to others;
6. Borrowing money or purchasing personal items from a person receiving services, selling merchandise or personal services to a person receiving services;
7. Working or being at work under the influence of alcohol or illegal drugs;
8. Possession, distribution, sale, transfer, or use of alcohol or illegal drugs or any prescribed drugs that could impair the ability to work in the workplace, while on duty, or while operating employer-owned vehicles or equipment;
9. Sleeping on the job during any time, except for those employees who work within an asleep overnight position;
10. Sexual or other unlawful or unwelcome harassment;
11. Conduct that is offensive, or discriminatory;
12. Violation of Mains’l policies or procedures;
13. Falsification or misrepresentation of information in applying for a position;
14. Failure or inability to complete all required training that is part of a job assignment;
15. Unsatisfactory performance or behavior;
16. Excessive absenteeism or any absence without notice;
17. Failure to obtain or maintain a current license or certificate required by Mains’l or by law;
18. Any other act that threatens the safety, health, or well-being of another person, or which is so serious that it disrupts work or discredits Mains’l in the community.
     

Employees disclose material or potential conflicts and any relationships, personal or professional, that may create the appearance of a conflict of interest to their supervisor as soon as they become aware of them so that safeguards can be established to protect all parties. 

The supervisor then reviews the situation with their senior leader and Human Resources to determine appropriate action.

The types of activities and relationships employees avoid include, but are not limited to:

1. Accepting or soliciting a gift, favor, or service that is intended to, or might appear to, influence the employee’s decision-making or professional conduct;
2. Accepting, agreeing to accept, or soliciting money or other tangible or intangible benefit in exchange for the employee’s favorable decisions or actions in the performance of his or her job;
3. Accepting employment or compensation or engaging in any business or professional activity that might require disclosure of confidential information or business secrets;
4. Accepting employment or compensation or engaging in any business or professional activity that is in direct or indirect competition or results in a possible or real negative impact on Mains’l’s business or customers; *
5. Accepting employment or compensation or any other activity that could reasonably be expected to impair the individual’s independent judgment in the performance of official duties.
6. Accepting employment or compensation or engaging in any business or professional activity that is in direct or indirect competition,*
7. Ownership by employee or family member in any outside agency that does or seeks to do business with Mains’l or is doing business in the human services field or,
8. Any other arrangements or circumstances, including family or personal relationships, which may dissuade the employee from acting in the best interest of the company.

 Rev. 10-08-2019
 

Reimbursable Employee Property
1.    Clothing, eye glasses, and wrist watches;
2.    Employee vehicles;
3.    Other personal property at the discretion of Mains’l.

*Damage to personal property resulting from negligence of the employee or violation of training protocols is not reimbursable. 

Reporting

1. Within two (2) working days of an incident in which personal property has been damaged, the employee completes the “Employee Property Damage Report” with the following information: 

• Date of incident; Description of incident;
• Item/article of damage;
• Type of damage;
• Cost of repair or replacement;
  • When there is damage to an article of clothing or a watch, the maximum reimbursement is $25.00.
  • Eye glasses are reimbursed at the actual cost of repair or replacement. The cost of an eye exam is not reimbursable.
• If applicable, name of person receiving service responsible for the damage.
• If the damage exceeds $250.00, 3 estimates are submitted.
• The supervisor analyzes the report, recommends necessary action, signs the report, and forwards it to the vice president of administration or HR designee who will investigate the incident and damage and make a determination.
• The vice president of administration or HR designee will request that a check is made payable to the store or repair center upon submission of a written estimate or invoice or to the employee upon submission of a paid receipt for the repair or replacement.
• The “Employee Property Damage Report” is maintained by the vice president of administration.

Mains’l supports a workplace that is free from the effects of drugs, alcohol, chemicals, and abuse of prescription medications. This Drug and Alcohol Free Workplace Policy and Procedure is provided to all employees in orientation and is available for employees to view on the portal at any time. 
Behavior Expectations 

• All employees must be free from the abuse of prescription medications or under the influence of a chemical that impairs their ability to perform their job responsibilities. 
• In almost all circumstances, the consumption of alcohol is not allowed while working. Consuming alcohol is never allowed while directly responsible for a person receiving services, in our vehicles, using machinery, or using equipment (owned or leased), and will result in corrective action up to and including termination. 
  • Exceptions to the possession or consumption of alcoholic beverages are allowed only for special events/functions expressly approved by a member of the senior leadership team. However, if you choose to consume alcohol at such events, you must do so responsibly and maintain your obligation to conduct yourself properly and professionally at all times.
• Being under the influence of a controlled substance, alcohol, or illegal drugs in any manner that impairs or could impair an employee’s ability to perform their job, is prohibited and will result in corrective action up to and including termination.
• In almost all circumstances, the use of a controlled substance is not allowed while working. The sale, manufacture, distribution, or possession of a controlled substance while working, while on our property, in our vehicles, using our machinery, or equipment, is never allowed and will result in corrective action up to and including termination.
  • Exceptions to the possession or use of doctor prescribed controlled substances are allowed only for expressly approved by a member of the senior leadership team. 
• Any employee convicted of criminal drug use or activity must notify their supervisor and human resources no later than five (5) days after the conviction. Criminal conviction for the sale of narcotics, illegal drugs or controlled substances will result in corrective action up to and including termination.
• Mains’l will notify the appropriate law enforcement agency when we have reasonable suspicion to believe that an employee may have illegal drugs in his/her possession while on duty during work hours. Where appropriate, we will also notify licensing boards.
• If any employee has reasonable suspicion that any of the situations noted above have occurred, they are required to immediately contact Mains’l as follows:
  • Call the supervisor of the employee who you suspect is not meeting the expectations above.
  • If the supervisor cannot be reached, contact the supervisor’s supervisor or human resources. 
  • If you cannot reach the above parties, contact the on call administrative personnel. 
  • The supervisor and/or the on call administrative personnel notify the director of human resources or the human resource generalist immediately to receive direction about the appropriate next steps and expectations. 

Voluntary Treatment
Mains’l encourages employees who may have a substance abuse problem to seek voluntary treatment. Employees who need assistance may obtain evaluation and/or counseling through the various private and public agencies that are available. The decision to seek diagnosis and accept treatment is the employee's responsibility. When requested, human resources will provide information regarding any available drug counseling, rehabilitation and employee assistance programs that an employee may enter through his or her health insurance.

Costs associated with any treatment or rehabilitation program may be covered by the employee's health insurance. However, costs not covered by the employee's health insurance, and that are not otherwise required to be paid by any applicable plan, are the employee's responsibility.

Requests for leave are handled in accordance with the Mains’l general leave policies and any applicable medical leave or disability discrimination laws. Except as otherwise required by law, Mains’l cannot guarantee that the employee is reinstated to the same or a comparable position upon return to work. 

Employees who voluntarily come forward to request assistance with a substance abuse problem or request a leave of absence to participate in treatment are not subject to disciplinary action for making the request. However, voluntary requests for assistance do not prevent disciplinary action for violations of this or any other policy or performance expectations. Employees may not escape discipline by requesting assistance and/or a leave after being selected for testing or violating this policy or other rules of workplace conduct. Employees who voluntarily seek treatment must still continue to meet all Mains’l job performance expectations and conduct standards. Mains’l may take disciplinary action up to and including termination of an employee who fails to meet our standards.

Drug, Alcohol, or Chemical Testing

• Reasonable Suspicion Testing: To protect against drug, chemical, and alcohol abuse in our workplace, testing may be required. The method of testing shall be determined by Mains’l and the company it uses for drug testing. The testing methods may include, among others, a breath test, saliva test, blood test, and/or urine test. 

Mains’l may test an employee for drugs and alcohol when there is a reasonable suspicion that the employee: 

• Is under the influence of drugs, alcohol or chemicals that may impair their ability to perform their job;
• Has violated rules prohibiting the use, possession, sale or transfer of chemicals, drugs, or alcohol while working, while on Mains’l premises, or while operating Mains’l vehicles or equipment.

It is strongly encouraged that whenever possible, at least two (2) supervisory employees agree that there is reasonable suspicion for a drug test. 

• Treatment Program Testing: Mains’l may require an employee to undergo drug, alcohol, and chemical testing with or without prior notice:
  • If the employee has been referred for chemical dependency treatment or evaluation, 
  • While the employee is participating in a chemical dependency program. 
  • For up to two years following completion of any prescribed chemical dependency treatment program.

Treatment program testing may include a return-to-work duties test to ensure the employee is able to perform their job responsibilities. 

Actions Taken for Positive Test Results 
Employees who receive a positive test result on a drug or alcohol test, refuse to undergo a required chemical, drug and alcohol test, or engage in other conduct that violates this policy are subject to discipline, up to and including termination.
Mains’l will not automatically terminate the employment of an employee for having a positive test result if;

• It is the first time the employee has had a positive test result and,
• The employee is meeting all other performance and conduct expectations with the agency and,
• The employee participates in an appropriate drug and alcohol counseling or rehabilitation program while maintaining employment. The employee is solely responsible for the cost of any such counseling or rehabilitation program, unless otherwise covered by the employee's health insurance plan.

Any employee who refuses to participate in a required drug and alcohol counseling or rehabilitation program, fails to successfully complete the required program, is also not meeting other performance and conduct expectations, or subsequently receives a second positive test result, will face discipline up to and including termination.

When an employee returns to work after a voluntary or required leave of absence, Mains’l attempts to reinstate the employee to his or her former position, if possible, provided the employee is still qualified to properly perform the requirements of the job. However, Mains'l cannot guarantee that the employee can return to the same or a comparable position upon return to work.    

Rights and Protections
Mains’l requires employees to undergo chemical, alcohol, and drug testing in the above circumstances. However, it is important that employees understand that they have the following rights and protections under this Drug and Alcohol Policy:                       

1. Right to Refuse Testing: Employees have the right to refuse to undergo chemical, drug, and alcohol testing. However, failure to undergo testing is treated as a failure to comply with this Policy and may result in termination of employment. A refusal to undergo testing includes attempting to or actually substituting, adulterating, tampering with a specimen or otherwise interfering with the collection or testing process.
2. Opportunity to Explain Positive Test Result: Within three working days after receiving notice of a positive test result on a test, the employee may submit information to the medical review officer (MRO), director of human resources, or human resource generalist  to explain the test result. 
3. Right to a Retest: If an employee receives a positive test result, the employee may request a retest (a second test) of the original sample at the employee’s own expense to confirm the positive test result. If the retest does not confirm the original positive test result, then no action will be taken against the employee based on the original sample. If the employee wishes to exercise this right, then the employee must notify the director of human resources, or human resources generalist in writing within five working days after receiving notice of the positive test result. The employee is responsible for paying the cost of the retest before the test is performed.
4. Right to Receive Test Results: Any employee or applicant has the right to obtain from Mains’l a copy of the test result report on any chemical, drug, or alcohol test. The request must be made in writing and submitted to the director of human resources, or human resource generalist.
5. Confidentiality of Test Results: Unless Mains’l receives the employee’s prior written consent, or as otherwise provided by law, neither Mains’l nor its testing laboratories discloses test result reports and other information acquired in the drug or alcohol testing process:

• to another employer, 
• to any third-party individual, 
• to any government agency,
• to any private organization. 

Evidence of a positive test result on a confirmatory test may be used without the individual's consent in a judicial, administrative, or arbitration proceeding; as required by federal law, regulation, or order; for the purpose of evaluation or treatment of the individual to a substance abuse treatment facility; or as otherwise authorized by law.

6. Access to Employee Medical and Personnel Files: Employees are allowed access to any and all information in the employee’s medical or personnel file relating to 

• positive test results,
• other information acquired in the drug and alcohol testing process, and
• conclusions from and actions taken based on the preceding.

     
Rev. 8/25/2020, HR Policy Team
 

Eligibility
Eligible employees are regularly scheduled (full time or part time), have successfully completed their training requirements and have been employed by Mains’l for a minimum of six (6) months prior to the course.

Eligible employees are in good standing with the agency, and have had no written performance feedback conversations within the last six months.

Educational opportunities eligible for assistance are those which develop the employee’s competence in his/her current position, or prepare them for a position to which they may be interested within Mains’l. 

Eligible courses for education assistance are those that require attendance during off-work hours.

Eligible courses for education assistance are provided by:

1.    Accredited colleges or universities;
2.    State or public school systems, adult education systems;
3.    Vocational or trade schools;
4.    Institutions offering seminars, programs, or conferences.

Funding
Mains’l will reimburse staff up to a maximum of $300 per course up to maximum of $1200 per 12 month period. 

Employees will secure a passing grade of “C” or above to receive any reimbursement. Expenses are validated by receipts and a copy of the final grade or certification presented to human resources prior to reimbursement. 

Covered expenses include tuition, fees and books required to satisfactorily complete the coursework. Other miscellaneous expenses such as, but not limited to parking, supplies, athletic fees and day care are not reimbursable. Mains’l will not reimburse any expenses covered by any other financial aid that does not have to be repaid (i.e. GI Bill, scholarships, and grants). 

Applications are approved quarterly (end of March, June, Sept & Dec.)

Approval does not entitle the employee to automatic, ongoing assistance. Each time an eligible employee would like to receive education assistance they need to apply for it.

How to Apply
Applicants complete the Education Assistance Application. Application forms are available on the Mains’l website through the employee portal. 

Submit the completed application to the Human Resources Department. Applications and grades submitted later than one year after the date of the course will not be reimbursed.

Interpretation
The Human Resources Department is responsible for interpreting the Educational Assistance Policy and Procedure. Deviations to this policy and procedure must be approved by the Human Resources Department. 
 

Definition and Explanations
Fair Labor Standards Act Job Classification: Refers to the standard by which an employee is paid and their eligibility for overtime. The three (3) categories of employee status at Mains’l. are:

1. Salaried Exempt: paid a predetermined salary and are exempt from overtime pay based on Fair Labor Standards Act. 
2. Salaried Non-Exempt: paid a weekly salary that equates to at least minimum wage for all hours worked and is entitled to overtime pay in addition to the salary. 
3. Hourly Non-Exempt: paid an hourly wage for every hour worked and are eligible for overtime pay for hours worked based on State and Federal wage and hour laws. The Mains’l work week is the seven (7) day period from Sunday at 12:01 am to Saturday at Midnight. See Payroll Policy/Procedure for your state regarding information on how overtime is calculated. 

*See Payroll Policy and Procedure for your state for more information.

Status 
Refers to the number of hours an employee is scheduled to work. There are three (3) categories. Hours picked up by employees that are not regularly scheduled or guaranteed to them in the future do not count towards time classification 

1. Full Time: Employees whose regular, predictable schedule is 35 hours or more per work week. Full time status is lost if the employee does not maintain this schedule for two consecutive pay periods. 
2. Part Time with Benefits: Employees whose regular, predictable schedule is between 30-34 hours per work week. Part time with benefits status is lost if the employee does not maintain this schedule for two consecutive pay periods. 
3. Part Time: Employees whose regular, predictable schedule is less 30 hours per week (Employees whose status is “on call” are categorized as part time).

Eligibility for Insurance
Refers to an employee’s eligibility to participate in the group medical, dental, vision, and life policies offered by Mains’l.

1. Eligible: Achieved under two (2) conditions:

• Employees hired for a regular schedule of 30 hours or more per work week. Upon completing the necessary paperwork, insurance is effective on the first of the month following sixty (60) days of employment. (See Insurance Benefits Policy/Procedure)
• A current employee whose regular, predictable schedule is increased to 30 hours or more per work week. Upon becoming eligible and choosing to participate in the group insurance program, the insurance is effective on the first of the month following sixty (60) days of eligibility. (See Insurance Benefits Policy/Procedure)
• Employees who work in our Participant Directed Services program are eligible for group medical only

2. Ineligible: 

• Employees hired to work less than 30 hours per work week based on a regular, predictable schedule. If an eligible employee’s scheduled hours fall below 30 per work week for two (2) consecutive pay periods, the insurance is ended and the employee is given the opportunity to continue insurance benefits in accordance with COBRA. (See Insurance Benefits Policy/Procedure)

The above classifications do not guarantee employment for any specific length of time. Employment is subject to the employee’s and the company’s respective rights to end the employment relationship at any time. Accordingly, unless expressly agreed to otherwise in writing, signed by the CEO, or the Corporate Human Resources Director. 
 

Coaching and Development Conversations

Coaching and development conversations describe a process by which Mains’l Services helps encourage employees to maintain accountability within their work performed and to support their development. 
Coaching and development conversations are intended to assist employees with their career development while helping the agency retain a high performing workforce of people engaged in work that has meaning and purpose. It is the policy of Mains’l to provide employees with ongoing support through continuous coaching and development. 

When a supervisor identifies areas for improvement within an employee’s job responsibilities, typically the first step is coaching and development conversations with the employee. As a guideline the conversation may include:

• The supervisor expressing what is working and not working with the employee’s execution of their job responsibilities;
• Identification of any additional training or support is identified, if needed;
• The employee and supervisor collaborate and partner to seek solutions to reach the needed improvement
• A summary of this meeting is captured and stored in a manner that can be produced at a later time. 

If coaching and development conversations are not successful, the employee may be engaged in a written performance  feedback process. The drafted written performance feedback (Success Plan) is reviewed by Human Resources before it is provided to the employee. The supervisor schedules a meeting with the employee and presents it to the employee.  The document includes the following information: 

1. The areas of improvement are described with specific dates and supporting data;
2. The needed outcomes for obtaining the expected performance is developed by the employee in conjunction with their supervisor. 
3. The success includes criteria that can be measured and quantified;
4. The supervisor and employee both sign the document;
5. A date is scheduled for the supervisor and employee to follow-up on progress within the plan;
6. The written performance feedback document will be filed in the employee’s file.

Management may vary from this procedure if circumstances demand. Although not the desired outcome of Mains’l, immediate separation of employment may be needed depending on circumstances.

90 Day Feedback

Employees may receive a written performance feedback evaluation after 90 days following the date of hire. In the case of a job transfer or change in job classification, an evaluation may be conducted 90 days after the change. Managers are responsible for initiating and conducting 90-day evaluations and completing them within two weeks of the due date. The manager and the employee will review different aspects of the employee’s job including the core responsibilities, training and documentation, and team work. The manager and the employee will review together what is working and not working and if there is further improvement needed. The employee can then set personal goals they would like to achieve before their annual feedback. 

Annual Review

Employees may receive an annual review at the anniversary of their hire date. Managers initiate and conduct these evaluations annually or bi-annually depending on the job title or as needed. During an annual review, the employee will review themselves and discuss what people like and admire about them, what they have accomplished within their work and what is working and not working related to their position. The supervisor will provide their comments as well with the employee. Together, the employee and the supervisor will discuss developmental areas that the employee may be interested in to grow within their role. The employee receives a copy of their review as well. 

360 Degree Feedback Tool (Internal and External)

360 Degree Feedback is a tool also available for all managers, senior managers, vice presidents and senior leadership team as supervisor or employee discretion.  A director, vice president or senior leadership team member may use the 360 degree feedback tool to determine progress after a performance issue has been addressed or prior to a promotion. The employee provides names of people to be contacted – which may include people receiving services, parents, county and district stakeholders, colleagues, etc.  The supervisor reviews the list and may add to it.  The manager e-mails the 360 Degree Feedback forms, collects the data, and summarizes what is learned to share with the employee.  There may be improvement or development goals resulting from the 360 degree feedback.
 

The primary method for soliciting employee feedback is through survey. The methods Mains’l uses to solicit feedback are in person meetings, paper surveys, or digital mediums. Additionally, employees are also able to provide comments directly through the Mains’l website or employee portal. 

These feedback requests are administered at times or intervals determined by Mains’l. The person requesting the information from an employee is also typically the designee for collection of the feedback. Additionally, exit surveys may be administered by, a human resources representative or supervisory level employee. 

Participation in the exit survey is voluntary. The responses remain confidential where possible. The responses will be used to identify circumstances around an employee’s exit from Mains’l. 

Questions may include:     

1. Why are you leaving?
2. What could we have done differently?
3. Would you refer someone you know to work at Mains’l?
4. Other questions as requested.

We ask that in any and all feedback you provide throughout your employment, that you do so honestly and truthfully. We thank you in advance for your feedback as it assists Mains’l in learning what is working and not, and allows us to improve as an organization.

     
 Rev. 10-09-2019
 

Employee files will be maintained on all active Mains’l employees by human resources. The following information generally is contained in all personnel files:

1. Employment application;
2. Letter confirming employment and work location;
3. Employee evaluations and performance records;
4. Any licenses, professional affiliations, or certificates;
5. Documentation of changes in employment status;
6. Documentation of changes in wage or salary status;
7. Written communication between Mains’l and the employee;
8. Employee training records and documents;
9. W-4 forms;
10. References;
11. Orientation Checklists and Log;
12. Copy of automobile insurance coverage, if applicable;
13. Any other pertinent data as determined by the employee's supervisor and/or human resources.

The following documentation is maintained in a separate file or document imaging file, due to the private nature of the information:

1. I-9 Employment Verification;
2. Benefit information;
3. Medical information including documentation relating to the Americans with Disabilities Act;
4. 401K Information;
5. Workers’ Compensation.

Employee files may be kept in paper form in a locked cabinet or in electronic form in a password protected document management system. Keys for these cabinets are kept by human resources staff. The following classifications are permitted to view employee file records as it pertains to their work:

1. Managers;
2. Senior Managers;
3. Directors;
4. Executive Team members;
5. Human Resources staff;
6. Finance staff.

Access to the files for viewing can be obtained by contacting human resources. For control and security purposes, the files can only be viewed in a designated location in the office and in the presence of human resources staff. The only exception to this policy will be at the request of licensing or other officials who have legal authority to access these records. 

No files or documents are removed from human resources files.

If a current or former employee personally requests a copy their own employment information, Mains’l requires a signed release; when the employee requests information via telephone or email, the requested information may:

1. be mailed directly to the employee’s home address, 
2. picked up by the employee in the main office, or 
3. faxed to the employee as requested.
    

The following steps should be followed when an employee has a job-related problem, question or complaint:

1. Under normal conditions, Mains’l employees talks to the person with whom you have the job-related problem, question or complaint. The simplest, quickest and most satisfactory solution often will be reached at this level. 
2. If you are not able to resolve the complaint, problem, or get your questions answered directly to the person, the next step is to go to your supervisor or the supervisor of the person you spoke to that did not resolve the issue with you. 

If an employee feels they have been treated unfairly or if they disagree with the decision of their supervisor, an employee may have their questions or concerns addressed by the process outlined in this procedure. The employee initiates the grievance within ten (10) calendar days of the event.

The employee submits written documentation describing the problem and the efforts attempted to resolve the complaint to their supervisor’s supervisor. If the grievance involves a suspension or separation of employment, the grievance is submitted to the Human Resources Generalist. 

The supervisor’s supervisor or Human Resources Generalist will respond, in writing, as soon as possible after the grievance is received. A meeting between the concerned individual(s) may be utilized to assist in the recommendation or decision. Documentation of any meetings or conversations is the responsibility of the person with whom the grievance was submitted.

This action will not prejudice the employee's interest in any manner.

Process:

1. The employee writes up and submits a report describing why they believe they were treated unfairly. The report includes any documents or statements to support the grievance.
2. The employee submits their report to their supervisor’s supervisor or Human Resources Generalist within ten (10) days of the event first giving rise to the grievance.
3. The supervisor’s supervisor and Human Resources Generalist will conduct an investigation into the allegation(s) and provide feedback to the employee.
    

The following set forth the periods of retention: 

Personal Data Category	Longest Retention Period	Laws/Regulations Requiring Retention
Recruitment, Hiring and Job Placement Records  * Employment applications  * Resumes  * Other job inquiries sent to     employer  *Employment referral records  *Applicant identification records  *Help Wanted advertisements	2 years or the duration of any claim or litigation involving hiring practices	Title VII FEHA ADA ADEA GINA
Payroll Records *Name, employee number,   address, age, sex, occupation *Individual wage records *Regular hourly rate *Hours worked (daily and weekly)  * Weekly overtime earnings *Daily or weekly straight time earnings *Deductions from or additions to wages * Wages paid each pay period *Payment dates and periods * Time cards * Shift schedules *Employment tax records	7 Years	FLSA Unemployment Insurance Codes Labor Codes IRS  FMLA ADEA
Employment Eligibility Forms Verification (I-9 Forms)	The later of 3 years from hire date or 1 year after termination.  Note: I-9 for currents employees are never destroyed	Immigration Reform and Control Act (IRCA) Immigration and Nationality Act (INA)
Child Labor Certificates and Notices	3 years	FSLA
Employee Personnel Files *Disciplinary Notices  *Promotions or demotions  *Performance evaluations  *Discharge, layoff, transfer and recall files  *Training and testing files  *Background checks  *Applications	3 years after employee has been terminated	Title VII ADEA FEHA ADA
Affirmative Action Programs and Documents	5 years	Title VII HRA
Employee Health Records  *Health Assessment  *Benefits applications/changes  *Physician statements  *Worker’s compensation records (except exposure records)  *Drug and alcohol test records  *OSHA Records	5 years	ADA ERISA OSHA
Work related safety/health exposure records	30 years	OSHA
Family Medical Leave (FMLA)	3 years	FMLA
California Family Rights Act (CFRA)	2 years after the files are created or received or 2 years after an employment action is taken	FEHA CFRA
Employee Benefits Data  *Summary plan descriptions  * Plan changes COBRA  *Beneficiary designations/changes  * Earnings	6 years	ERISA COBRA
401(k)  * All documents related to 401(k)	Indefinitely	ERISA
Unlawful Employment Practices, Claims, Investigations and Legal Proceedings Records *Personnel and payroll records about complaining parties *Personnel and payroll records about all others holding or applying for similar positions	Until disposition of case	Title VII FEHA ADEA ADA FLSA HRA

 

Internal

Two conditions may apply if an employee is interested:

1. If an employee is interested in a current job opening, and the opening is in addition to the current position the following apply:

1. The scheduled hours of the new position plus those of the current position must not exceed forty (40) per week;
2. The employee will notify their manager that they are interested in picking up more hours.
3. Human Resources or manager will connect with the supervisor of the new program and shares with them the employee’s interest in the position;
4. The employee provides full disclosure of his/her current schedule;
5. The supervisor of the new program will connect with the employee to discuss the job opening further (this may include a formal/informal interview, conversation, and/or meet and greet with key people).
6. The employee lets the current supervisor know that they are interested in taking on a secondary position at another location.
7. The supervisor lets HR know that an employee is taking on a second position and what their new status, department, secondary manager will be through a PSCF- Payroll Status Change Form.  

 

2. If an employee is interested in a new job opening, and the new opening will replace what the employee is currently doing, the following details apply:

1. An employee should be in their current position for a minimum of six (6) months to be eligible for a transfer.

• Note: Employees may be promoted if in a position for less than 6 months if in the best interest of the agency and/or people receiving services.

1. The employee completes an Internal Application and forwards to Human Resources.
2. Human Resources will connect with the supervisor of the new program and share that there is a current employee interested in the opening.
3. The supervisor of the new program will connect with the employee to discuss the job opening further (this may include a formal/informal interview, conversation, and/or meet and greet with key people). If the employee is hired for the new opening, we ask that the employee submit a 30-day written notice to the current supervisor (If agreed to by all parties, shorter notice may be allowed.)
4. If an employee accepts a new position, the supervisors will mutually agree on a transfer date based on the needs of the people receiving services, team, and schedule. In addition there may be a transition plan that the employee and supervisor complete to support a successful transfer.

In both of the above situations, the current supervisor shares information regarding the employee’s work performance, training record, dependability, flexibility, and other skills and attributes. The human resources department provides access to the personnel file for review by the new supervisor upon request. Selection is based on the preceding factors and the needs of the person or people in the new program, work location or team.

If the employee has received written performance feedback within the last six months, they will not be able to transfer until the employee has shown sustained improvement that is documented by the existing supervisor and employee.

 

External

Job openings at Mains’l are advertised on the company website by position type, in newspapers, at job fairs, college career centers, Workforce Centers, and/or the internet. Applicants proceed through the following process:

1. The applicant completes an application or submits a resume.
2. The applicant is pre-screened by human resources or hiring supervisor.
3. When an applicant meets the basic qualifications, the applicant will be invited to meet with the supervisor to have a discovery conversation in hopes that Mains’l may find out if the applicant is a good fit for Mains’l and if Mains’l is a good fit for the applicant.
4. The applicant may be invited to go and visit the person or people that they be working with (if applicable).
5. The applicant for a Personal Supports position in the Participant Directed Services program is interviewed by the family/person receiving services. Any assessments or reference checks are conducted at the discretion of the family/person receiving service.

Employment at Mains’l is dependent on successful completion of all State and licensing requirements. The offer of employment letter will specify all requirements.

The content of orientation and annual trainings are based on:

1. Job duties at Mains’l
2. Applicable licensing and contract requirements 
3. Requirements of the program the employee is working in
4. Mains’l policies and procedures
5. State and federal laws

Employees are paid for trainings when they are required by Mains’l. If an employee chooses to take additional training beyond what is assigned, the employee will not be paid by Mains’l for that time. 

Orientation training is completed by all new employees and current employees transferring to a new position or department within Mains'l. Additionally, all employees are encouraged, and in some cases required, to participate in ongoing annual professional and educational training. Mains'l provides information to employees on important conferences, workshops, and training opportunities. When attendance at training is required by Mains’l, the agency covers the cost of training and pre-approved expenses. Supervisors may consider certain trainings required or optional based on the unique experience and role of each employee. Employees are notified if training is required or optional. 

Training and development may be conducted by members of the human resources teams, administrative team, supervisors, senior supervisors, directors, people receiving services, parents and other stakeholders, and direct care employees. Employees may receive online training, classroom instruction and competency testing, site specific instruction and competency testing, and on the job training and coaching. Some training may be completed over the phone if approved by the supervisor. 

What are my training expectations?
Each Mains’l employee is expected to demonstrate the knowledge and skills needed to be successful in his or her role. Employee training and development involves building skills and knowledge that enhances the employee’s skills, knowledge and abilities, both personally and professionally. Training instructions and expectations are given to the new employee at their first day- Welcome Aboard. 

Orientation Training and Development
There are six (6) parts to Mains’l orientation process:

1. First Day – Welcome Aboard
   • First day orientation is the employee’s welcome to Mains’l. New employee paperwork is reviewed with the supervisor or other designee and completed by the employee. This is the employee and employer opportunity to learn about each other and begin to establish their working relationship. Expectations for how and when to complete the rest of orientation are provided. 
2. Orientation to the Individual (for direct support services)
   • Orientation to the Individual is the process of getting to know the person with whom the employee will be working with by reviewing documentation and information from the person and his or her support team. After completing Orientation to the Individual, the employee should have a good understanding of the support and service needs of the person and your role and responsibilities as an employee on his or her support team. 
3. Orientation to the Site
   • Orientation to the site is the process of getting to know the place the employee will be working by reviewing documentation and information and visiting the location(s) he or she will work at. After completing Orientation to the Site the employee should have a good understanding of the setting or settings he or she will be working at. 
4. Orientation to Job Responsibilities
   • Orientation to job responsibilities involves getting to know the supervisor and learning what to do and how to do it by reviewing in detail the job description, policies, procedures, and other information related to the person’s role. After completing Orientation to Job Responsibilities the employee should have a good understanding of how to succeed as a Mains'l team member and have a good foundation of understanding what resources guide their work. 
   • Included in orientation to job responsibilities are a variety of online, person to person, and classroom trainings that provide knowledge and skill building opportunities and communicate job expectations for the employee. Online, person to person and classroom trainings are assigned to each employee based on their specific job. 
5. Job Specific Competency Test (for services)
   • A job specific competency test provides the employee the opportunity to recall information, and demonstrate the skills and abilities needed to perform the job. This allows the employee and supervisor to know what information the employee has remembered from their orientation so far, and to clarify where further follow up information, training or practice is needed. 
6. On the Job Training
   • On the Job Training occurs when the employee takes all of the information he or she has learned so far and begins to apply it on the job. This is the time when the employee and supervisor can decide if this is the right job for this person. While there will always be opportunities to learn more, after completing On the Job Training the employee should have demonstrated competence to do the job with minimal or no supervision. 

Ongoing Training and Development
There are two (2) parts to Mains’l ongoing training and development

1. Annual and as needed trainings 
   • There are a variety of in-person, online, and classroom trainings that are required for some or all employees based on the needs of the person or people they support, their position within the agency and the specific program or programs they work in. Annual trainings are the employee’s opportunity to refresh and enhance knowledge and skills and the agency’s opportunity to ensure a competent workforce.
2. Ongoing Employee Development
   • In addition to training, each employee may collaborate with their supervisor to create an individualized plan as it relates to their work/career development. The process is ongoing with the expected result that each employee of Mains’l will have clear goals and objectives that are personally meaningful and contribute to the mission and vision of Mains’l. 

The supervisor may assign to another trained and competent person parts of training and employee development with pre-approval from their supervisor. Trainers document the training topics, and the dates and times they train an employee. The employee and trainer(s) sign off after training is completed. 

Alternative Sources of Training
Employees who choose to attend training offered outside of the agency should check with their supervisor to clarify if the training will count towards their Mains’l trainings and if time or training costs will or will not be paid by Mains’l. Trainings from sources other than Mains’l may count toward the orientation or annual training requirements if:

1. The training occurred within the same 12 month period as the current annual training time period.
2. The documentation includes the topic/instructor/date.    
   • Prefer it also includes the hours.
3. The employee provides Mains’l acceptable documentation of the training and staff person's competency in the required area. The documentation is reviewed by the HR Generalist to determine if it meets our standards. 

Due to the considerations of our nurse’s licenses, we do not accept Medication Administration from other agencies. 

Supervisors may schedule and complete trainings with employees over the phone to fulfill annual training requirements. Phone training must be approved by the supervisor. Phone trainings are documented on the Training Log and submitted to Human Resources for data entry. Supervisor approved trainings completed over the phone may be entered on a timesheet.

Team Meetings
Team meetings are defined as in-person or over the phone correspondence with one or more employees and their supervisor or a trainer approved by the supervisor. 

Employees are expected to meet with and correspond with their supervisor as requested. Supervisors communicate team meeting expectations during Orientation to Specific Job Responsibilities and will inform employees of additional meeting and training requirements as they occur to ensure employees are properly trained and competent to perform their jobs.

Mains’l expects that employees working in houses that are licensed as Community Residential Settings and office staff attend a monthly in-person team meeting. All other employees are expected to meet with and correspond with their supervisor as requested. Supervisors communicate team meeting expectations during Orientation to Specific Job Responsibilities and will inform employees of additional meeting requirements as they occur to ensure employees are properly trained and competent to perform their jobs. 

Employees communicate with their supervisor if they are unable to attend a team meeting. Unapproved absence from a team meeting or frequently missing meetings is a performance issue that supervisors are expected to address with employees. 

How much training is needed?

Minnesota Employees:

1. For employees who work in licensed services, each employee completes orientation sufficient to create staff competency for direct support within 60 days of hire. This combines supervised on-the-job training with review of and instruction on multiple topics that are described in the employee’s orientation training plan
    

   Service Type	Years of Experience	Orientation Training Hours Required	Annual Training Hours Required
   Basic Licensed Services – Respite, Personal Support, Homemaker	0-4 years	10 Hours	12 Hours
   	5 or more years	10 Hours	6 Hours
   Intensive Licensed Services or all other Licensed Services	0-4 years	30 Hours	24 Hours
   	5 or more years	30 Hours	12 Hours

    

2. Administrative employee traiing is determined by position and the supervisor

California Employees:

1. Employees who work in licensed services must complete thirty (30) hours of orientation training within ninety (90) days of hire.
2. Employees who work in un-licensed services must complete thirty (30) hours of orientation training within ninety (90) days of hire.Service Type    Years of Experience    Orientation Training Hours Required    Annual Training Hours Required
3. Additionally there is a list of topics for licensed services staff to learn about and demonstrate competency in. 
    

   Service Type	Years of Experience	Orientation Training Hours Required	Annual Training Hours Required
   Licensed Day Program Services	Any	8 Hours	8 Hours
   Licensed Level 4-In Home	Less than 12 months	32 Hours	20 Hours
   	Greater than 12 months	20 Hours	20 Hours

    

4. Administrative employee training is determined by position and the supervisor. 

There may be variations on the required hours and topics of training based on the employee's experience and/or person being supported. 

How is training recorded?

Mains’l maintains a training record for each employee. Proof of attendance for in-person, over the phone, or trainings offered outside of Mains’l is submitted by the trainer to the human resources or support services department immediately following the training (within 2 business days), and then it is entered in our Human Resource Information System. Online training is automatically recorded in the Human Resource Information System.

Documentation of training completion, competency tests, and a record of the amount of time credited towards training are recorded in the Human Resource Information System. The employee, human resources, support services, and the supervisor are able to view where the employee is at with completion of training.

On a monthly basis, training reports are provided to all supervisors who in turn notify employees of training requirements and/or hours not yet completed. It is the responsibility of the employee to assure that these trainings and hour requirements are fulfilled. Participation in trainings must be documented and turned in on a timely basis to ensure accurate training records.

The Key to Your Success is You!

We are committed to being guided by our mission, vision and values, as well as the rules and regulations that set standards for our work. Successful completion of training requirements and ongoing participation in employee development is a collective responsibility of the Mains’l Team, with you as the centerpiece. We succeed in large part because of the training and development we undertake and subsequent skills and abilities we demonstrate and expand on.

 

Honoring the Mains’l standard of excellence

1. If you are struggling with understanding, ask questions or ask for help.
2. You will be asked to show competency and will be tested on your knowledge.
3. If you continue to struggle with understanding or demonstrating knowledge through skills, we will help by creating a plan that may include retraining, practice and active coaching.
4. Trainings are expected to be completed by the assigned dates. If you are struggling, please ask for help in a timely manner so that trainings are still completed within the needed time frames.
5. Mains’l believes that all employees have the ability to successfully meet training requirements. However, in the event that training requirements are not completed as assigned within the required time frames, it may result in written performance feedback that could include removal from work until the employee successfully completes training.
6. Mains’l is committed to excellence in who we are, what we do, and how we do it. If there are concerns regarding training completion, skill demonstration, or the wellbeing of the individuals we serve, it could lead to an employee no longer working for Mains’l.
7. It is the goal of Mains’l to coach and mentor employees to successfully meet training requirements.

Rev. 10-08-2019

Mains’l has appointed the HR Director to manage the Equal Employment Opportunity program in collaboration with the Human Resources Departments in each state. Their responsibilities will include monitoring all Equal Employment Opportunity activities and reporting the effectiveness of this Affirmative Action Program as required by Federal, State and Local agencies. 

At least annually, internal audit reports will be prepared. Data collected for these reports include applicant flow, new hires, promotions, transfers, and separations (voluntary and involuntary) by job group. Figures for each personnel process show a breakdown by sex, minority classification, and disability status. Reports are shared within the appropriate levels of management, and any problem areas are addressed as promptly as possible. The Chief Executive Officer of Mains’l. receives and reviews reports on the progress of the program. 

If any employee or applicant for employment believes he/she has been discriminated against, they should contact Director of Human Resources, 7000 78th Avenue North, Brooklyn Park, Minnesota 55445 or call 763-416-9136.
 

All requests for employment information, by outside agencies or current or former employees are forwarded to and answered by the human resources department. 

All requests from outside agencies must be in writing and must include a signed release from the employee. Any information provided to an outside agency must also be in writing.

The requested information cannot be transmitted by Mains’l to an outside agency.

Mains’l releases information according to the following guidelines. These guidelines are in accordance with MN Statute: (H.F. No 3092 sec. 4 [604A.33]):

Upon written request from an outside agency, Mains’l may disclose, in writing, the following information about a current or former employee. This information cannot be provided without the written authorization of the current or former employee:

1. Dates of employment;
2. Compensation and wage history; and
3. Position.

Mains’l has a 72 hour turn-around time for all verifications of employment. 

Employees have the right to review the content of their employee file, upon written request to Human Resources, once every 6 months, and once a year after separation of employment. Mains’l has a 7 day turn-around time for personnel file requests (see Employee File and Employee Request for Records Policy and Procedure).
 

Benefits and Protections
Mains’l provides eligible employees up to 12 weeks of unpaid family and medical leave annually in accordance with the Family and Medical Leave Act (FMLA).  FMLA may be taken for any of the following purposes:

1. For incapacity due to pregnancy, prenatal medical care or child birth;
2. To care for the employee’s child after birth, or placement for adoption or foster care;
3. To care for the employee’s spouse, son or daughter, or parent, who has a serious health condition; or
4. For a serious health condition that makes the employee unable to perform the employee’s job;
5. Military Family Leave for certain qualifying circumstances.  26 weeks of leave may be granted to care for a covered service member during a single 12-month period.

Eligibility

1. Employees are eligible for FMLA leave if they have:        
   • worked for Mains’l for at least one year, and;
   • Worked at least 1,250 hours over the previous 12 months.
2. If an employee does not meet the eligibility requirements and has a medical condition that requires them to be off of work for more than three days, please call Human Resources.
3. An eligible employee is entitled to take up to 12 weeks of leave in a 12-month period.  An employee’s 12 month leave period is a “rolling” 12 month period measured backward from the date an employee uses any FMLA leave.  Each time an employee takes FMLA leave, the remaining leave entitlement is any balance of the 12 weeks which has not been used during the immediately preceding 12 months

Employee Responsibilities

1. Mains’l requests that employees provide 30 days advance notice of the need to take FMLA leave when the need is foreseeable. Employees submit the Request for Leave of Absence Form to their supervisor as soon as possible. When a 30 day notice is not possible, it is expected that the employee provide notice as soon as possible. 
2. Employees need to provide sufficient information for Mains’l to determine if the leave may qualify for FMLA protection and the anticipated timing and duration of the leave.  Employees need to inform the employer if the requested leave is for a reason for which FMLA leave was previously taken or certified.  Employees also may be required to provide a certification and periodic certification supporting the need for leave or may be required to provide a fitness-for-duty certification prior to returning to work.
3. Mains’l may delay or deny leave if employee fails to provide certification in a timely manner. If employee fails to provide certification, any leave taken will not be protected under FMLA.  
4. If an employee fails to return to work on the agreed upon return date, Mains’l will assume that the employee has resigned.

Mains’l Responsibilities

1. Mains’l will inform employees requesting leave whether they are eligible under FMLA and the amount of leave counted against the employee’s leave entitlement.  If they are, the notice will specify any additional information required as well as the employees’ rights and responsibilities.  If they are not eligible, Mains’l will provide a reason for the ineligibility.  
2. Supervisors are responsible for contacting human resources as soon as possible if an employee:
   • requests leave;
   • requests a change in their leave status;
   • requests to return to work.
3. Human Resources is responsible for approving/denying FMLA, sending required notices and following up with employees and supervisors and interpreting this policy.

Definition of Serious Health Condition
A serious health condition is an illness, injury, impairment, or physical or mental condition that involves either an overnight stay in a medical care facility, or continuing treatment by a health care provider for a condition that either prevents the employee from performing the functions of the employee’s job, or prevents the qualified family member from participating in school or other daily activities.  

Subject to certain conditions, the continuing treatment requirement may be met by a period of incapacity of more than 3 consecutive calendar days combined with a least two visits to a health care provider or one visit and a regimen of continuing treatment, or incapacity due to pregnancy, or incapacity due to a chronic condition.  

Military Family Leave Entitlements
Eligible employees with a spouse, son, daughter, or parent on active duty or call to active duty status in the National Guard or Reserves in support of a contingency operation may use their 12-week leave entitlement to address certain qualifying exigencies.  Qualifying exigencies may include attending certain military events, arranging for alternative childcare, addressing certain financial and legal arrangement, attending certain counseling sessions, and attending post-deployment reintegration briefings.

FMLA also includes a special leave entitlement that permits eligible employees to take up to 26 weeks of leave to care for a covered service member during a single 12-month period.  A covered service member is: (1) a current member of the Armed Forces, including a member for the National Guard or Reserves, who is undergoing medical treatment, recuperation or therapy, is otherwise in outpatient status, or is otherwise on the temporary disability retired list, for a serious injury or illness*, or (2) a veteran who was discharged or released under conditions other than dishonorable at any time during the five-year period prior to the first date the eligible employee takes FMLA leave to care for the covered veteran, and who is undergoing medical treatment, recuperation, or therapy for a serious injury or illness*.

The FMLA definitions of “serious injury or illness” for current service members and veterans are distinct from the FMLA definition of “serious health condition”.

Use of Leave
FMLA Leave can be taken in one block, intermittently or on a reduced leave schedule based on the employee’s healthcare provider’s statement or other certification.  Employees are required to make reasonable efforts to schedule leave for planned medical treatment so as not to unduly disrupt operations.  

Use of Paid Time Off and/or Sick Leave and other approved leaves
An employee who is taking FMLA may use sick leave, accrued PTO, Mains’l paid parental leave, unpaid leave or a combination of all as the employees chooses. See Paid Time Off Policy for additional information.  Any period of leave during which an employee received workers’ compensation benefits will be counted toward the employee’s entitlement to family and medical leave, provided the leave is due to the employee’s serious health condition as defined in this policy.  Any period of parental leave or other leave under state law will count toward the employee’s FMLA entitlement.
 

Eligibility
Employees hired to work an average of thirty (30) hours per week or more are eligible for insurance benefits including medical, dental, vision, short-term disability, accident insurance, basic life, and voluntary life. Salaried employees meeting this status also are eligible for long-term disability insurance.

Enrollment is explained in the graphic below:

1. Medical Coverage

• Any employee who is not regularly scheduled a minimum of 30 hours or more a week, may be eligible for medical coverage only if they average 30+ hours a week during a twelve month measurement period as required by the Affordable Care Act. A variable hour employee is an employee who is not regularly scheduled to work 30 hours or more per week. If the variable hour employee works a minimum of 30 hours during a twelve month measurement period, insurance will be offered effective the first of the month after a full month’s administrative period and the insurance, if chosen would be effective for a minimum of a twelve month stability period. This is explained in the graphic below:

• Limitations: Employees in participant directed services that are classified as joint employees are eligible for medical insurance benefits only if eligibility requirements are met. Employees in this group have set hours and are not treated as variable hour employees unless indicated by their Manager.

Enrollment
The eligible employee receives information on the insurance plans after attaining eligibility. Enrollment elections must be made through Colonial Life during the enrollment period listed in the information packet. Failure to enroll through Colonial Life during the enrollment period results in the employee voluntarily declining coverage. 

Once the initial enrollment period has passed, the employee is not eligible to reapply for coverage until the designated annual open enrollment. Open enrollment for all benefits is in November/December with effective coverage January 1st, or for variable hour workers, after meeting the hour requirement after a measurement period. If you are newly hired during the year or have a status change that makes you eligible enrollment will be the first of the month following 60 days of employment with your qualifying status. During open enrollment, any eligible employee can apply for coverage, or add dependents to their coverage.

Dependents may be added or dropped from your insurance policy at the time of marriage, birth or adoption. Other qualifying events may allow an employee or dependents to enter the plan.

Enrollment in the Mains’l paid life insurance and long term disability plan is mandatory for all eligible employees. All employees will be enrolled. There is not an open enrollment for the Mains’l paid life and disability insurance.

Cost of Coverage
The exact amount of the employee contribution for the insurance is provided to employees with the enrollment information. The employee contribution for coverage is deducted from payroll. Employees acknowledge payroll deductions verbally and with an electronic signature through Colonial Life during enrollment.

The cost for the medical insurance depends on the coverage elected. For employee only, the cost is based on the age band of the employee. If electing spousal coverage, the cost for the spouse is based on the age of the spouse. Also, if electing coverage for children, the cost is based on number of children enrolled in the coverage. 

The cost for the dental insurance depends on the coverage elected – employee only or family.

The cost for the vision insurance depends on the coverage elected – employee only, employee plus spouse, employee plus child (ren) or family.

The cost for voluntary short term disability insurance depends on the coverage elected and is age based. Coverage can be elected for legal dependents. 

The cost for voluntary accident insurance depends on the coverage elected – employee, employee plus spouse, one parent family, or two parent families. 
            
The cost for voluntary life insurance depends on the coverage elected and is age based. Coverage can be elected for legal dependents. 

The cost for the mandatory life insurance and long term disability insurance (employee coverage is available) is paid by Mains’l

Please note that in order to enroll any spouse or children where coverages are available, the employee themselves must be enrolled in the coverage.

Ineligibility and Termination of Coverage
The federal Consolidated Omnibus Budget Reconciliation Act (COBRA) and state law gives employees and their qualified beneficiaries the opportunity to continue health, dental, vision and life insurance coverage under the Mains’l sponsored plan when a “qualifying event” would normally result in the loss of eligibility. Typical qualifying events include resignation, separation of employment, or death of an employee; a reduction in an employee’s hours or a leave of absence; an employee’s divorce or legal separation; and a dependent child no longer meeting eligibility requirements.

If the employee is still employed, but is no longer eligible due to reduction of hours, the following will occur: 

1. Employees that are regularly scheduled 30+ hours a week who voluntarily reduce to part-time status (<30 hours a week), benefits will continue until the last day of the month of the status change.
2. Employees that are regularly scheduled 30+ hours a week that involuntarily have their schedule reduced due to changes in business needs will be given thirty days to find a position in the agency that allows them to keep their status. If a position isn’t found after thirty days, benefits will continue until the last day of the month after the thirty day mark.
3. Variable hour part-time employees that met the 30 hours a week average through a measurement period will be sent a notice prior to termination that they will have one month to obtain regularly scheduled hours for at least 30+ hours a week if they would like to maintain medical insurance. Failure to find additional hours in the time frame will result in loss of coverage on the last day of the month following the notice.

If coverage is cancelled, the employee will be offered continuation of insurance through COBRA. Under COBRA, the employee or beneficiary pays the full cost of coverage at Mains’l group rates plus an administration fee. Mains’l provides each eligible employee with a written notice describing rights granted under COBRA and state law when the employee becomes eligible for COBRA continuation coverage. Contact the human resources department for additional information.
 

For employees to return to work from a known communicable disease, workers compensation injury, or a medical leave of absence, the employee provides a medical clearance directly to their supervisor who will submit to Human Resources. Once provided, the employee is able to return back to work. 

For absences from work for three days or more due to illness, employees whom are requested will provide a medical clearance directly to their supervisor who will submit to human resources. Human Resources will maintain a record in the medical portion of the personnel file.    

California only: Mains’l Human Resources department will provide employees with the employee health screening report and this is completed with a TB test by the employee prior to beginning employment. Mains’l reserves the right to designate the health care provider and incurs the expense.
 

Personal Time Off

Eligibility:

All full time employees, after one (1) year of full time employment, are eligible for Personal Time Off (PTO).

On the employee’s first anniversary of full time employment, and on every subsequent anniversary date, the employee receives PTO according to the schedule in the Paid Time Off – Full time Hourly Employees policy.

Use: 

PTO is used in four (4) hour increments or for a regular scheduled shift, if less than four (4) hours.  (For example, a typical morning shift is two (2) hours - PTO can be used). PTO cannot be used if an employee wants to come in two (2) hours late for a regularly scheduled 8-hour shift, unless it has been arranged in advanced.  Exceptions to this guideline may be pre-approved by the supervisor.  

PTO requests for less than three (3) days needs to be given, verbally or in writing, to the immediate supervisor with as much notice as possible. Employees are asked to help find their own coverage.

PTO requests for three (3) days or more need to be given, verbally or in writing, to the immediate supervisor two (2) weeks in advance.   Employees are asked to help find their own coverage.

PTO requests for two (2) weeks need to be given, verbally or in writing, to the immediate supervisor four (4) weeks in advance of the first PTO day. Employees are asked to help find their own coverage.

Advances on PTO are not permitted. Requests to increase pay by cashing out PTO is not permitted.

Managers have the right to approve or deny vacations requests, if policy is not followed or it is not conducive to the program at that time.

Limits: 

Employees need to use their PTO within their individual full time year of service. The PTO balance is not carried over from one service year to another.  (For example, if an employee’s start date is June 1^st, all accrued PTO must be used within the pay period of June 1^st of each subsequent year).  If the PTO is not used by the end of the service year, the employee loses it.

Employees should be aware of their PTO balance as they approach their anniversary date.  The PTO balance is stated on the bi-weekly payroll advice.  Employees can also check your PTO balance on Solana under the “My Time Off” tab. Mains’l Services does not notify an employee of their approaching anniversary date and the possible loss of PTO.

If overtime is worked during a week in which PTO has been used, the employee will not be paid for overtime until the actual hours worked exceeds forty (40) hours. Also, replacement employees cannot incur overtime by working replacement shifts, unless approved by the supervisor.

When staffing schedules dictate, the immediate supervisor after consulting with human resources, may cancel or postpone previously approved PTO requests.  When this is necessary, as much notice as possible is given.

Termination: 

An employee cannot use PTO as part of the notice given before resigning

PTO is not paid to the employee at the time of resignation or termination

Comment:

PTO accounts are maintained by the payroll department. The PTO balance is recorded on the payroll advice or payroll check stub. 

Interpretation:

The Human Resource Department is responsible for interpreting the PTO policy and procedure. 

Sick  Leave

Eligibility:      

All full time hourly employees are eligible for sick leave and receive it at the beginning of full time employment and on every subsequent employment anniversary date. 

Before using sick leave, employees need to successfully complete three (3) months of employment.

The amount of sick leave credited to the employee remains the same throughout the length of employment (six (6) days per year).

Use:    

Sick leave may be used for illness, injury, or medical/dental appointments of employees or their spouse, children, parents, sibling, mother-in-law, father-in-law, grandchild, grandparent, or stepparent.                             

Sick leave may be used for an employee or relative (as listed above) to provide or receive assistance because of sexual assault, domestic abuse, stalking, or harassment.

We ask that unexpected sickness or injury is telephoned to the supervisor at least four (4) hours prior to the scheduled shift. If sick leave is anticipated the employee is asked to help find replacements for their sick time.  Replacement employees must not incur overtime by working the replacement shift, unless approved by the supervisor.

Limits:    

If overtime is worked during a week in which sick leave has been used, the employee will not be paid                      overtime until the actual hours worked exceeds forty (40).

Sick leave is not earned on overtime hours. 

 An employee cannot use sick leave as part of the notice given before resigning.

A doctor’s statement may be required to verify absence. A doctor’s statement may be requested upon return to work if the sick leave is (3) days or more.

If absence exceeds three (3) consecutive days, Family and Medical Leave policy may apply and continuing absences are counted toward the FMLA leave.

Limit on sick leave balances is twenty (20) days.

If an employee changes status from FT to PTWB or PT and has accrued Sick Leave, they will be eligible to use that sick leave until their next Anniversary date. Whatever sick leave is not used by that time will be lost and their Sick leave balance will be set back to zero (0) days.

Termination:

Sick leave is not paid upon termination.

Comment:

The payroll department maintains the sick leave accounts.  The sick leave balance is recorded on the payroll advice or payroll check stub.  

Interpretation:

The human resource department is responsible for interpreting the sick leave policy and procedure.

 

Bereavement Leave

Eligibility:

All full time hourly employees are eligible for Bereavement leave. 

Use:    

Up to three (3) days can be used in the event of the death, loss of pregnancy, funeral or estate settlement of an immediate family member. The number of hours per day of funeral leave is based on the regular scheduled hours the employee would normally work on that day.

Bereavement Leave may be used for employees who experience miscarriage, ectopic pregnancy, or stillbirth as well.

Immediate family members include spouse, parents, children (including unborn children), siblings, grandparents, step-children, parents-in-law, sister-in-law, brother-in-law, daughter-in-law, and son-in-law.

If the Funeral Leave is needed, employees notify the supervisor, verbally or in writing, with as much notice as soon as possible.

Limit:

No Limit

Termination:

Bereavement leave benefits do not accrue and no payment is made for unused funeral leave benefits upon termination.

Interpretation:

The human resources department is responsible for interpreting the Bereavement Leave policy and procedure.

 

Jury Leave

Eligibility:

All full time hourly employees are eligible for paid time off while serving on a jury.

Use:

Up to a maximum of two (2) weeks of pay to supplement jury pay. 

The employee is asked to help find replacements for their jury leave.  Replacement employees should not incur overtime by working the replacement shift.

If Jury Leave is needed, employees notify the supervisor, verbally or in writing, with as much notice as soon as possible. Documentation of Jury Duty from the County, District or Federal court is also submitted to the employee’s supervisor, who partners with human resources to coordinate jury pay.

Limits:    

Paid jury leave from Mains’l Services supplements the Jury Duty Pay from the court.  The money received from the court system is deducted from the paid jury leave that Mains’l Services pays the employee.   If the court reimbursement exceeds the compensation lost through not working, supplement pay is not made.

The employee and the supervisor determine the extent of the employee‘s job responsibilities while on jury duty.

Termination:    

Jury leave benefits do not accrue and no payment is made for unused jury leave benefits upon termination.

Interpretation:

The human resource department is responsible for interpreting the jury leave policy and procedure.  

Parental Leave

Eligibility:    

All full time hourly employees, who have been employed for a minimum of one consecutive year prior to the leave request, and have been full time during that year, are eligible for paid time off following the birth or adoption of a child.

Use:

Parental leave is available following the birth or adoption of a child. The employee completes the “Mains’l Parental Leave” with approximate dates of the leave, and submits to the immediate supervisor. 

Limits:  

Paid leave is equivalent to the regular schedule of the employee.  For example, if an employee works 37 hours per week, the employee is eligible for 4 weeks at 37 hours of paid parental leave or 148 total hours.  Mains’l will not exceed 160 hours of paid parental leave.

The leave must be taken within the first six (6) months of the birth or adoption. 

The cost of medical, life, and dental benefits must be assumed by the employee effective on the first of the month following four (4) weeks of leave.  For employees who are eligible for Family and Medical Leave benefits, other arrangements may apply.  (See policy Family and Medical Leave).

Termination:

Parental leave benefits do not accrue and no payment is made for unused parental leave benefits upon termination.

Comment:

If the employee requests a leave in excess of four (4) weeks, the Family and Medical Leave policy or the Unpaid Leave of Absence policy is followed.

Interpretation:

The human resource department is responsible for interpreting the parental leave policy and procedure.
 

Personal Time Off

Eligibility:     

Salaried employees are eligible for Personal Time Off (PTO) and receive it at the beginning of full time employment and on every subsequent employment anniversary date according to the schedule as stated in the Paid Time Off – Salaried Employees policy.

Before using PTO, employees must successfully complete three (3) months of employment.

Before using PTO, employees must satisfactorily complete the orientation training requirements as determined by the immediate supervisor.

Use:     

PTO requests for less than three (3) days needs to be given verbally or in writing to the supervisor with as much notice as possible. A contact person is designated in the employee’s absence. 

PTO requests for three (3) days or more needs to be given verbally or in writing to the immediate supervisor two (2) weeks in advance.  The employee will discuss and make arrangements for any pending meetings, appointments, and other commitments that are planned during their absence.  A contact person is designated in the employee’s absence.

PTO requests for two (2) weeks or more needs to be given verbally or in writing to the immediate supervisor four (4) weeks in advance of the first PTO day. The employee will discuss and make arrangements for any pending meetings, appointments, and other commitments that are planned during their absence.  A contact person is designated in the employee’s absence.

Advances on PTO are not permitted.

PTO must be used for all time off and cannot be used to supplement income over full time status.  

Limits:     

Employees need to use their PTO within their individual year of full time service.  The PTO balance is not carried over from one service year to another.  (For example, if an employee’s start date is June 1st, all PTO must be used by May 31st of each subsequent year).  If the PTO is not used by the end of the service year, the employee loses it.

Employees should be aware of their PTO balance as they approach their anniversary date.  The PTO balance is stated on the bi-weekly payroll advice. Employees can access their PTO balance on Solana under the “My Time Off" tab.  Mains’l Services does not notify an employee of their approaching anniversary date and the possible loss of PTO

Termination:    

An employee cannot use PTO as part of the notice given before resigning.

PTO is not paid to the employee at the time of resignation or termination.

Comment:    

PTO accounts are maintained by the payroll department. The PTO balance is recorded on the payroll advice or payroll check stub.  

Interpretation:

The Human Resource Department is responsible for interpreting the PTO policy and procedure.  

 

Sick Leave

Eligibility:

All salaried employees are eligible for sick leave and receive it at the beginning of employment and on every subsequent employment anniversary date.

Before using sick leave, employees need to successfully complete three (3) months of employment.

Before using sick leave, employees need to satisfactorily complete the orientation training requirements as determined by the immediate supervisor.

The amount of sick leave credited to the employee remains the same throughout the length of employment (six (6) days per year).

Use:

Sick leave may be used for illness, injury, or medical/dental appointments of employees or their spouse, children, parents, sibling, mother-in-law, father-in-law, grandchild, grandparent, or stepparent.                             

Sick leave may be used for an employee or relative (as listed above) to provide or receive assistance because of sexual assault, domestic abuse, stalking, or harassment.

Sick leave which can be anticipated should be requested with as much notice as possible.

We ask that unexpected sickness or injury is telephoned to the supervisor at least four (4) hours prior to the scheduled shift.

Limits: 

An employee cannot use sick leave as part of the notice given before resigning.

A doctor’s statement may be required to verify absence. A doctor’s statement may be requested upon return to work if the sick leave is (3) days or more.

Limit on sick leave accrual is twenty (20) days.

If absence exceeds three (3) consecutive days, and is considered a “serious health condition,” the Family and Medical Leave policy applies and continuing absences are counted toward the FMLA leave.

If an employee changes status from FT to PTWB or PT and has accrued Sick Leave, they will be eligible to use that sick leave until their next Anniversary date. Whatever sick leave is not used by that time will be lost and their Sick leave balance will be set back to zero (0) days. 

Termination:

Sick leave is not paid upon termination.

Comment:

The payroll department maintains the sick leave accounts.  The sick leave balance is recorded on the payroll advice or payroll check stub.  

Interpretation:

The human resource department is responsible for interpreting the sick leave policy and procedure.

 

Bereavement Leave:

Eligibility:    

All salaried employees are eligible for Bereavement Leave. 

Use:

Up to three (3) days can be used in the event of the death, funeral or estate settlement of an immediate family member.

Bereavement Leave may be used for employees who experience miscarriage, ectopic pregnancy, or stillbirth as well.

Immediate family members include spouse, parents, children (including unborn children), siblings, grandparents, step-children, parents-in-law, sister-in-law, brother-in-law, daughter-in-law, and son-in-law.

If the Funeral Leave is needed, employees notify the supervisor, verbally or in writing, with as much notice as soon as possible.

Limit:    

No Limit

Termination:    

Funeral leave benefits do not accrue and no payment is made for unused funeral leave benefits upon termination. 

Interpretation:    

The human resource department is responsible for interpreting the Funeral Leave policy and procedure.

 

Jury Leave

Eligibility:    

All salaried employees are eligible for paid time off while serving on a jury. 

Use:    

Up to a maximum of two (2) weeks of pay to supplement jury pay.

The employee is asked to help find replacements for their jury leave.  Replacement employees should not incur overtime by working the replacement shift.

If Jury Leave is needed, employees notify the supervisor, verbally or in writing, with as much notice as soon as possible. Documentation of Jury Duty from the County, District or Federal court is also submitted to the employee’s supervisor, who partners with human resources to coordinate jury pay.

Limits:    

Paid jury leave from Mains’l Services supplements the Jury Duty Pay from the court.  The money received from the court system is deducted from the paid jury leave that Mains’l Services pays the employee.   If the court reimbursement exceeds the compensation lost through not working, supplement pay is not made.

The employee and the supervisor determine the extent of the employee‘s job responsibilities while on jury duty.

Termination:

Jury leave benefits do not accrue and no payment is made for unused jury leave benefits upon termination.

Interpretation:

The human resource department is responsible for interpreting the jury leave policy and procedure.  

 

Parental Leave

Eligibility:    

All salaried employees, who have been employed a minimum of one consecutive year prior to the leave request, and have been full time during that year, are eligible for paid time off following the birth or adoption of a child.

Use:   

Parental leave is available following the birth or adoption of a child. The employee completes the “Mains’l Parental Leave” with approximate dates of the leave, and submits to the immediate supervisor.  

Record Parental Leave hours on the Salaried Employee Time Sheet, noting date and total hours taken. Write the hours in the “Parental” column.  The time sheet must be approved by the supervisor who then submits it to payroll.

Parental leave is paid on the basis of an eight (8) hour day/forty (40) hour week.

Limits:    

Four (4) weeks, or 160 hours, is the maximum of paid leave.

The leave must be taken within the first six (6) months of the birth or adoption.  

The cost of medical, life, and dental benefits must be assumed by the employee effective on the first of the month following four (4) weeks of leave.  For employees who are eligible for Family and Medical Leave benefits, other arrangements may apply.  (see policy Family and Medical Leave.)    

Termination:   

Parental leave benefits do not accrue and no payment is made for unused parental leave benefits upon termination.

Comment: 

If the employee requests a leave in excess of four (4) weeks, the Family and Medical Leave or the Unpaid Leave of Absence policy must be followed.

Interpretation:    

The human resource department is responsible for interpreting the Parental Leave policy and procedure.

 

*For information on paid holidays, see Holiday Schedule Policy and Procedure
 

The Fair Labor Standards Act (FLSA) is a law that requires employers to classify jobs as either exempt or nonexempt. Nonexempt employees are covered by FLSA rules and regulations, and exempt employees are not covered by FLSA rules and regulations.

• Nonexempt Mains’l employees are paid for each hour worked based on hours reported on a timesheet
• Exempt Mains’l employees are paid a salary

Exempt or non-exempt status is determined by Human Resources and communicated to each employee on the Offer of Employment Letter.

The following information applies to both exempt and nonexempt employees:

• Pay Periods: Each pay period is made up of two (2) weeks for a total of fourteen (14) days. Each week starts on Sunday at 12:01 a.m. and ends the following Saturday at 11:59 p.m. Pay periods are listed on the payroll calendar that is given to each employee during orientation and can be accessed on the portal at any time.
• Paydays: Employees are paid every other Friday by an electronic direct deposit to a bank, credit union, or pay card of your choice. If a regularly scheduled payday falls on a holiday that the Federal Reserve (bank) is closed, employees receive their pay before the regularly scheduled payday as coordinated by the payroll department. Advances of payroll are not made for any reason. Mains’l is not responsible for any delays in mail service or electronic deposits in your bank account. Errors in electronic deposits resulting in funds not being deposited will be re-issued after verification has been received from the bank that the funds have been returned to Mains’l. Pay dates are listed on the payroll calendar that is given to each employee during orientation and can be accessed on the portal at any time.
• MN Wage Disclosure Protection Law: Under the Minnesota Wage Disclosure Protection law, you have the right to tell any person the amount of your own wages. Your employer cannot retaliate against you for disclosing your own wages. Your remedies under the wage disclosure protection law are to bring a civil action against your employer and/or file a complaint with the Minnesota Department of Labor and Industry at 651-284-5070 or 800-342-5354.
• Review your pay advice: A few days before pay day, a document called a pay advice is mailed or e-mailed to each employee who reported work time for that pay period. You indicate to Mains’l how you want to receive your pay advice on the Payroll Direct Deposit Authorization Form. Each payroll advice includes year to date earnings, amounts withheld for taxes, garnishments, and other deductions or reimbursements. To ensure that you are paid properly and that no improper deductions are made. Please review your pay advice each time you receive. 
• Ask if you have a question or concern about your pay or a payroll deduction: Mains’l makes every effort to ensure that our employees are paid correctly. Occasionally mistakes happen. When mistakes occur Mains’l will promptly make any corrections necessary to provide you with the pay you were entitled. Please review your pay stub when you receive it to make sure it is correct. If you believe a mistake has occurred or if you have any questions, please use the following procedure.

1. If you have questions about your pay (over or under payment) or any deduction from your pay, immediately contact your supervisor/manager. If your supervisor is unavailable, you may contact the Payroll Department or the Human Resources Department at 763-494-4553 or 1-800-441-6525. State, Federal, Social Security and Medicare taxes are deducted automatically per State and Federal regulations. No other deductions are made unless required or allowed by law or prior authorization.
2. Mains’l will assess your report by reviewing appropriate time and payroll records.
   • If you have been paid incorrectly, or if Mains’l determines that a deduction was improperly made, Mains’l will reimburse you as promptly as possible; which will be no later than one pay period from the time you report the suspected problem.
   • If you have been overpaid,  the employee returns all funds to Mains’l immediately upon discovery of the error. Mains’l will then reissue to you the corrected amount. ​

• Understand and prevent timesheet fraud: It is a violation of policy and state and federal laws for any person to:
  • Falsify or lie on a timesheet
  • Alter another employee’s timesheet
  • Instruct an employee to incorrectly or falsely report hours worked or alter another employee’s timesheet.

If anyone instructs you to falsify or lie on a timesheet or to instruct someone else to falsify or lie on a timesheet you must report the situation immediately to Human Resources at 763-494-4553/800-441-6525.

Certain edits may be made to an employee’s timesheet by Mains’l that does not constitute a violation of this policy or state and federal laws. Allowable edits are limited to:

1. Correcting the Department or  Number of the person receiving services when it is certain you have the wrong number.
2. Correcting the pay code when it is certain you have the wrong pay code.
3. Human Resources Generalist entering timesheet information on behalf of an employee when it is certain that the Generalist has accurate data to create the timesheet. The data must be provided by the employee or the manager to the Generalist. This may only occur in very rare circumstances where the employee is unable to enter the data on their own. 

Any person who is suspected of committing timesheet fraud will be reported to the Office of the Inspector General. Mains’l will not continue to employ or do business with an individual who has committed timesheet fraud. 

• Keep your information up to date: It is your responsibility to inform the payroll department as soon as possible of any changes to:

1. Bank account information: Submit a revised direct deposit/payroll authorization form.
2. Your address: Submit an Employee Information Change Form.
3. Your e-mail that pay advices are sent to: Submit a revised direct deposit/payroll authorization form and an Employee Information Change Form.
4. The amount of withholdings you want to claim: Submit a revised W-4 Form.

Notification of changes to your direct deposit information must be submitted to the payroll department on a Payroll Direct Deposit Authorization Form no later than one week before payday. If an employee fails to submit a change one week before payroll, payroll deposits will be made to the account on file, if no account is on file a Visa Rapid! PayCard will be issued. 

• Holidays: Due to the variety of work environments and services that Mains’l provides, we have holiday pay practices that are different based on the type of work being performed.
  • Twenty four (24) hour per day direct support services provided by Mains’l often require employees to work on national and religious holidays. The agency provides an incentive to facilitate the scheduling of holidays in 24 hour direct support services when staffing is required. 
  • Non-exempt employees working in 24 hour support services, where Mains’l is required to provide staffing, are eligible to receive the benefit of time and one half pay. To receive this benefit the employee must enter the time worked under the Holiday pay code only when they work on the following holidays:

New Year's Day- January 1	Independence Day- July 4th
Martin Luther King Jr. Day- Third Monday of January	Labor Day- First Monday in September
President's Day/Washington's Birthday- Third Monday of February	Thanksgiving Day- Fourth Thursday of November
Easter- Date Changes	Christmas Eve- December 24 from 12pm-12am
Memorial Day- Last Monday in May	Christmas Day- December 25
Juneteenth National Independence Day- June 19	New Year's Eve- December 31 from 6pm-12am

Whenever there are two premium pay rates for hours worked (i.e. overtime and holiday) only one premium pay rate is paid. 

• Non-24 hour per day direct support services provided by Mains’l usually do not require employees to work on national and religious holidays and the reimbursement rates to pay for these services do not include funds to pay time and a half to employees. Employees working in non- 24 hour hourly services who work on a holiday as define above will receive their regular pay rate and should NOT submit their time as Holiday pay. If an employee in a non-24 hourly service is required to work, they may be eligible to receive time and a half pay and should discuss this with their supervisor and HR before the holiday. Use the pay code that is assigned to the service being provided.
• Office and management staff, including exempt (salaried) and non-exempt are usually not expected to work on holidays and are not eligible for time and one half pay. When the office is closed including the holidays listed above, full time 35-40 hour per week nonexempt and exempt office and management staff will receive pay at their regular pay rate for the number of hours they would have been scheduled to work if the office was open. Part time office and management staff can take the day off, or work hours on different day that the office is open. If you observe different religious holiday’s than those provided by Mains’l, please contact your supervisor to discuss swapping your preferred religious holiday with one identified in this policy. The agreement to swap holidays should be documented and provided to HR for the employees file. 
• Logging case notes: When the person receiving services has unit-based or hour-based services, each employee working with that individual both, nonexempt (hourly) and exempt (salary), is responsible for completing a notes entry to record the amount of time spent on approved activities. These notes entries are completed for all direct care (billable) hours to provide legal documentation of the services being provided. The notes entry field is located:

1. In the timesheet system: When you choose a department number that requires a notes entry it will appear on your screen. You can record your work activities online when you enter your hours worked.

Without an electronic notes entry, the hours cannot be billed. Employees who are required to complete notes entry should do so each day they work and must submit no later than due date and time listed on the payroll calendar. The supervisor is required to review note entries before approving the hours to be paid for that employee. 

 

NONEXEMPT  EMPLOYEES (PAID OVERTIME FOR WORKING OVER 40 HOURS PER WEEK)  

The following information applies to nonexempt employees only:

• Recording your work: It is your responsibility to submit an accurate and complete record of each time you work. We offer  two ways to do so.
  • Online at www.mainsl.com  or directly at dataplus.solanapro.com
  • Mobile phone app at www.mainsl.com/mobi

Both options for recording your work time create an official record called a timesheet. A permanent record of your timesheets is stored in the timesheet and reimbursement system..

Mains’l employees enter time as it is worked. When it is not possible to enter your time at the start and end of each shift, it is your responsibly to enter your time soon as possible and no later than the due date and time listed on the payroll calendar.

It is the goal of Mains’l to train employees to successfully submit time records as part of their documentation responsibilities and to ensure employees are paid accurately. We expect that after proper training, all employees will enter their time as it is worked and ensure the data that is entered is accurate and fully complete before the due date and time.

In the event that time records are not completed within the established time frames or within the expectations required for billing and pay purposes, Mains’l expects that the supervisor and employee form and follow a plan to correct the performance issue. If you are struggling with time entry, ask questions or ask for help immediately. 

 

Many of the services that Mains’l provides are billed in 15-minute units. So, our timesheet system requires time to be entered in 15 minute units. Start and end times must be rounded to the nearest fifteen (15) minutes using the 7 minute rule. The 7 minute rule states 0-7 minutes is rounded down to 0 and 8-14 minutes is rounded up to 15 minutes.

Mains’l expects that employees arrive to work and leave work on time. Arriving early or leaving late to intentionally increase the time you are paid for is unethical.                                                                               

• Reviewing and approving timesheets: You are responsible for making sure the information you enter on your timesheet is accurate and entered on time. A user guide, online training, and on the job training are provided to teach you how enter timesheets. A payroll calendar is provided for each employee to ensure you know important dates.

The payroll calendar provides:

• Dates included in each pay period
• Dates and time your timesheet must be accurately completed by to ensure you are paid on time.
• Pay dates

Your supervisor is responsible for reviewing and approving your timesheet before it is sent to payroll. You will be paid on time if your timesheet is entered accurately and on time and it is approved by your supervisor.

• Fixing timesheet errors: We understand that mistakes can happen. However, it is critical that if there is an error on your timesheet, it gets fixed right away. Your timesheet is used to pay you and may also be used to bill for the services you provided. If your timesheet is submitted with errors, it can cause billing and payroll errors.

You may not be paid on time if one of the following errors is made:

• You do not provide the required information to create your timesheet.
• The information you provide is not complete, or is not accurate.
• You do not enter your time worked by the timesheet due date and time.

If you make an error, it is your responsibility to correct any information that is not accurate. Once your timesheet is entered accurately and approved, it will be processed on the next timesheet due date and paid with the next pay date.

If your supervisor makes an error, it is your supervisor’s responsibility to work with the payroll department to issue your pay on the correct pay date. If there is a system error, Mains’l will work to correct the error as soon as possible.

• Unapproved work time: Non-exempt (hourly) employees are expected to only perform work as instructed by their manager/supervisor. It is your responsibility to ensure you work within the timeframe of your shift and/or assigned hours per week. You should not work any time that is not scheduled or requested of you unless you are given permission by your manager/supervisor before doing the work. Unapproved work is a performance issue that supervisors are expected to address with employees.  ​

Unapproved work time includes:

• Starting work before your scheduled time, 
• Stopping work ater your scheduled time, 
• Overtime that is not pre-approved by your manager/supervisor, 
• Working more than your allotted or assigned hours, 
• Doing work that is not based on the service needs of the person receiving services,
• Working when you have been instructed not to
• Off the clock: Non-exempt employees are not allowed to do “off-the-clock” work. “Off-the-clock” work means work you perform but fail to report on your timesheet. If you do work, you need to enter it on your timesheet. Please be sure to communicate with your supervisor if you are performing work that is not normally scheduled for you, will lead to overtime or will exceed your typical hours worked. Working unapproved hours is a performance issue.

The following are not considered “off-the-clock work” and should not be entered on your timesheet:

• Completing work related documentation, such as entering your timesheets, completing timesheet summaries, or mileage logs outside of your scheduled shift. Entry of time and related documentation should be completed at the end of each shift.
• Being in the presence of the person you work with or at the work site after your work shift ends if you are no longer responsible for work duties.
• Time spent with an individual you work with outside of work activities. For example, if you are a family member or close friend of the person you work with, it is expected that you will spend time with the person outside of work time.

• Overtime: Mains’l employees keep track of all hours they work and ensure they do not accidently go into overtime. If an employee is asked to or expected to work any hours over 40 per work week, they must first contact their supervisor to explain how many hours they have worked and receive approval before working any time over 40 in the workweek. Working unapproved overtime is a performance issue that supervisors are expected to address with employees.

Non-exempt employees are paid overtime at the rate of one and one-half times their regular rate of pay for hours worked over 40 hours per work week. Overtime pay is based on actual hours worked. PTO, Sick, or any leave of absence is not considered hours worked. Overtime is not paid more than once for the same hours worked. Overtime is calculated to the nearest fifteen (15) minutes.

• Travel Time: Time spent driving during normal work hours is considered paid work time. When the time spent driving is with a person receiving services, the time is direct work time and should be entered under the pay code assigned for the type of service being provided. Time spent driving to and from work is considered commute time and is not paid time. Additionally, employees cannot enter Travel Time for trips made during the work day that are not required by Mains’l. This includes travel for personal meals, personal errands, and the commute to and from work.           

When Mains’l requires an employee to travel to more than one work site within the work day, the employee is paid at their primary pay rate for the amount of time required to travel to the next work site. Time spent driving from one work site to another that is not with a person receiving services, should be entered into the timesheet system as Travel Time. The supervisor is responsible for informing the employee which department number to use when entering travel time. In general travel time is assigned to the department for which the employee is traveling on behalf of (department you are driving to the next location for) or the department that the employee primarily works in.

• Day Light Savings: Twice a year during daylight savings time hourly employees working overnights will either gain an hour worked (fall backwards) or lose a hour worked (spring forward). Payroll will make the adjustment for the employee automatically.

EXEMPT EMPLOYEES (SALARIED AND NOT PAID OVERTIME)                                                          

The following information applies to exempt (salaried) employees only:

1. Salary basis of compensation: Exempt employees receive a salary to compensate for all hours worked for Mains’l. The salary is a predetermined amount that is not subject to deductions for variations in the quality of the work you perform.
2. Recording your time: Although exempt employees are not paid by the hour, all exempt employees are required to account for their time. This is important for a variety of reasons, but it is not for the purpose of paying an exempt employee other than on a salary basis. Exempt employees are required to document time worked if their time is used for billing purposes or as requested by their supervisor.      
3. Workdays: The regular business workday for salaried employees varies based on position. A supervisor/manager may specify expectations. Mains’l generally expects that an exempt employee will work forty or more hours in each workweek. Exempt employees are required to meet attendance standards.
4. On call time: Exempt employees who are assigned on-call duty or administrative cell phone duty do not receive additional pay for that duty.
5. Pay for working direct care hours: Managers who are assigned direct care hours do not receive additional pay for that duty. Exempt employees who are not assigned direct care hours and work an overnight shift on an emergency basis will be paid the equivalent of minimum wage for hours worked. Exempt employees must receive pre-approval from their director and must enter the time in the Timesheet System for the stipend to be approved and paid.  
6. Deductions from your salary: A deduction from salary results in a lower gross pay amount on an employee’s paycheck. Deductions will only be made in good faith and in compliance with applicable law. No manager or other employee has the authority to order any deductions from an exempt employee’s salary without the approval of the CEO or Corporate Director of Human Resources. Federal and state law limits the deductions that can be made from the salary of an exempt employee. Mains’l intends to fully comply with these limitations.
   1. Allowable deductions from salary: The salary of an exempt employee may be reduced for any of the following reasons:
      • Full day absences for personal reasons. 
      • Full day absences for sickness or disability (which absence may otherwise be paid through any sick time benefits available to the salaried employee, if any). 
      • Full day suspensions for infractions of Mains’l policies and procedures.
      • Full day suspensions for violations of workplace safety rules of major significance.
      • To offset amounts received as payment for jury and witness fees or military pay.
      • The first or last week of employment in the event the employee works less than a full week.
      • Certain types of deductions such as the employee’s portion of health, dental or life insurance premiums; state, federal or local taxes, social security; or, voluntary contributions to a 401(k) retirement plan.
      •  
   2. Un-allowable deductions from salary: In a work week in which an exempt employee performs any work, the exempt employee's salary amount will not be reduced for any of the following reasons: 
      • Absence because the facility is closed on a scheduled work day.
      • Absences for jury duty, attendance as a witness, or military leave in any week in which you have performed any work.
      • Any other deductions prohibited by state or federal law.
7. Deductions from Paid Time Off (PTO) or Sick Time balances: A deduction from an employee’s PTO or sick time balance reduces the amount of an employee’s unused personal time off (“PTO”) or sick time off. It does not reduce the employee’s salary. Mains’l reduces an exempt employee’s PTO or Sick balance for full and half day absences. Exempt employees use the timesheet and reimbursement system to record deductions from the PTO or Sick Time account balances each payroll that time off is used by the established deadline. The information is then approved by your supervisor.

 

Mains’l employees use their personal phones during employee breaks or at any time in emergency situations.

If a situation arises that requires an employee to make a call that carries an additional charge, the employee may be required to reimburse the agency for the amount of the call plus applicable taxes.  

It is requested that the employee identify that they need to make a call that may carry additional charges and the employee is asked to notify the agency to make arrangements for payment.

Rev. 10/08/2019, HR Policy Team
 

Any suspicions of fraud, abuse, and waste should be directly reported to our Public Funds Compliance Officer, the Vice President of Administration. 
The Public Funds Compliance Officer conducts an internal investigation. In the event that our Public Funds Compliance Officer, the  Vice President of Administration is suspected or alleged to be involved in fraud, the Corporate Director of Human Resources completes the investigation. The investigation will include at least the following:
1.    Whether fraud, abuse, or waste occurred;
2.    Whether written policies and procedures were adequate;
3.    Whether written policies and procedures were followed;
4.    Whether there is a need for additional staff training;
5.    Whether there is a need for external reporting.

If it is determined after a thorough investigation that any employee has committed fraud, their employment will end immediately. 

If it is determined that a vendor, person who uses services, or other business partner has committed fraud, Mains’l reserves the right to end the relationship. 

While Mains’l prefers that reports of suspected fraud and abuse are made internally, you have the right to report suspicions of Medicaid abuse or fraud to a state agency. 
In Minnesota:     Department of Human Services Provider Fraud: 800-657-3750 Recipient Fraud: 800-627-9977
http://mn.gov/dhs/general-public/licensing/report-fraud/index.jsp
In California:     Department of Health Care Services/Health Care Programs at 800-822-6222 or 
http://www.dhcs.ca.gov/individuals/pages/stopmedi-calfraud.aspx
Office of the Attorney General 800-722-0432 or http://www.ag.ca.gov/bmfea/medical.htm

Mains’l will not discharge, discipline, threaten, or discriminate against, or penalize an employee, who in good faith reports or participates in an investigation of fraud, abuse, or waste internally or externally. However, failure to report suspicions of fraud, abuse, and waste will result in disciplinary action, up to and including separation.
 

The goal of this procedure is to provide guidance which establishes steps around a timely process where Mains’l will collaborate with employees and/or applicants to explore reasonable accommodations. 

To request a reasonable accommodation, submit in writing a request to your supervisor. All requests must have the following information (applicants to seek a request from HR):

1. Who is making the request for accommodation (must be employee and/or applicant) 
2. What specific reasonable accommodation is needed
3. Why reasonable accommodation is needed
4. Clarify how the accommodation will assist the employee or applicant to complete essential job duties
5. Expected amount of time the accommodation is needed. For example, 3 months or permanently
6. Documentation from a medical provider if applicable

For employees, the supervisor is to review the request and send the request to Human Resources for approval or denial. As HR receives requests from applicants, HR will partner with interviewing supervisors to share the request. Human Resources will guide the supervisor on next steps and expectations.

Human Resources review the request and determine:

1. If more information is needed
2. If the request is reasonable 
3. Next steps and expectations for the supervisor

Once all information is received and within a reasonable time frame, a determination of approval, denial or alternative accommodation is sent to the employee or applicant within 10 working days. 

Mains’l will check in periodically with the employee to ensure that the accommodation is effective. If the accommodation is not effective, Mains’l will reengage in an interactive process.
 

Rev. 3/13/2019, HR Policy Team
 

1. All use of personal vehicles or personal funds for business purposes must have prior approval of the immediate supervisor. Every approved work-related vehicle trip can be documented in the “My log” area of Sandata’s timesheet and reimbursement system. Every expense is logged in our online tracking system.

   • Each time an employee uses their vehicle for work related purposes, they can enter this information in to Sandata. They will need to include the dates of travel, destination, and total trip miles. The total miles are multiplied by the reimbursement rate and the resulting number is the amount of reimbursement.

   • Each time an employee uses their own funds for purchases; they will need to submit an image of their receipt and submit the information into Sandata. 

   • The supervisor will then review these entries and approve the entries for reimbursement.  

2. The due date for all expenses and mileage is consistent with the due date of entries for time worked of Mains’l’s payroll calendar. The calendar is sent to all employees at the beginning of the year, and given to new employees at orientation. The calendar is also in Sandata Crews Quarter’s document center in the payroll information folder.

3. The deadline for reimbursement of expenses, including reimbursement for mileage, is one (1) month after the due date. If submissions are not put into Sandata by that time, they may not be paid at any time.  

We ask employees to submit a written notice of resignation to the immediate supervisor which includes the date that notice is given, the last day of work, the reasons for the resignation and the employee’s signature (The Mains’l form, “Letter of Resignation” may be used.)  If there is a forwarding address, that information should also be provided at this time. 

Employees are encouraged to provide a thirty (30) day written notice in advance of resigning from their position with Mains’l. The thirty (30) day notice is essential to facilitating a smooth transition out of the company as well as to hire a new employee to the position.  

The employee is responsible for returning all Mains’l property (keys, phone, etc.) to the supervisor prior to their last day of employment.  The final paycheck is mailed/direct deposited to the resigned employee at the time of the next scheduled payroll.  When an employee resigns from Mains'l, PTO is not paid and the PTO account is reset to zero.  

An in person exit survey may be scheduled with the employee’s supervisor and/or a human resources representative.  Otherwise an electronic exit survey may be administered. 

Employees Separated for Performance/Misconduct
When an employee is separated from Mains’l for performance/misconduct, the employee is furnished with a letter stating the reason(s) for separation as requested by the employee. The request is made in writing by the employee within 15 working days of separation. The employer has 10 working days from receipt of the request to provide a letter.  If negligent or criminal behavior or abuse or neglect are the grounds for separation, possible criminal charges may be filed against the employee.

It is the employee’s responsibility to make arrangements to return all Mains’l property (keys, phone, etc.) to the supervisor at the main office within 24 hours.  The final paycheck is mailed/direct deposited at the time of the next scheduled payroll unless otherwise requested by the employee. When an employee is separated from Mains’l for performance/misconduct, PTO is not paid and the PTO account is reset to zero.

Employees That Are Separated From Mains’l for Reorganization or Economic Necessity
When a separation occurs due to reorganization or economic necessity, employees who are interested in resuming employment with Mains'l should submit a written statement of interest.   Employees are rehired according to the skill needs of the agency. 

When an employee has been separated by Mains'l for reorganization or economic necessity, PTO is paid. The employee is responsible for returning all Mains’l property (keys, phone, etc.) to the supervisor prior to their last day of employment.  

Inactive Employees
The personnel files of inactive employees who have not worked for three (3) months are separated; PTO is not paid and the PTO account is reset to zero.  If an employee is rehired more than six (6) months after their last day of work, they are considered a new employee and all orientation training requirements need to be fulfilled.
 

Employees report to Mains’l the following as soon as they occur:

1. Any auto accident that involves a person receiving services
2. Any auto accident that involves an employee during their work time
3. Any auto accident, damage to, or maintenance need involving an agency owned vehicle.
4. Loss of ability to drive, including a suspended or revoked license, no car insurance, lack of an operable vehicle.
5. Issues or concerns about supplies or equipment that is used to transport a person who receives our services
6. Any tickets or tows while working. Please note that parking tickets or tows from towing zones for employees that occur while driving on the job are not paid by Mains’l. They are the responsibility of the employee. 

Employees who drive for work purposes:

1. Maintain the vehicle in safe working order with an adequate supply of fuel.  (1/4 tank minimum in winter).
2. Wear seatbelts at all time when driving for work and ensure any passengers in the vehicle are also wearing seatbelts.
3. Use defensive driving techniques.  
4. Demonstrate safe driving habits.
5. Not be on medications that impair your ability to drive.
6. Willing and able to evacuate the person or people they are driving if necessary.
7. Check first aid kits to be sure full stocked in agency vehicles.
8. Use hands free driving. This includes:
   
   1. Don’t use cellular phones while driving. (Minnesota and California state law).
   2. Don’t text while driving (Minnesota and California state law).

Assistive techniques:

When people need assistance the following techniques are used:

1. Provide physical support when necessary.
2. Assist with the use of any ramp or step stools.
3. Properly secure all supplies and equipment (i.e. wheelchairs) before driving
4. Assist with seatbelts, as needed, so they are correctly fastened.
5. Follow seat belt and child passenger restraint system laws.

Driver eligibility guidelines:

To ensure safe transportation, employees who drive for work purposes:

1. Have a valid driver’s license from the state in which they live without any current revocation or suspension
2. Report to the HR Generalist any status changes or written violations, including speeding, that occur following the initial driving record check.  Failure to report any changes may result in disciplinary action up to and including separation.  Mains'l also reserves the right to check any staff driver’s driving record at any time to assure continued driver eligibility.
3. Having valid insurance coverage is important when driving for Mains’l. To ensure coverage in case of an accident, any employee who is eligible to drive either a company vehicle or their own vehicle for work purposes will be asked to provide a copy of their personal auto insurance. Employees will be assigned a task through Sandata to send in their most current auto insurance card and expiration date as it occurs. Mains’l also reserves the right to check any staff driver’s insurance validation at any time to assure continued driver eligibility. If an employee does not have their own personal insurance they may still be able to drive for Mains’l using a company vehicle.

If circumstances occur where employees are not able to furnish personal auto coverage. the employee will need an exemption on file and should contact their manager and HR for more information.

A state department of motor vehicle report is processed for each potential driver. Mains’l may check employee driving records at any time to verify driver suitability.  Mains'l follows the recommendations of our commercial general liability insurance company on driving histories as to the eligibility of the employee to drive the vehicle.

Driver’s licenses are not required for working at Mains'l, however not having one limits employment options for those employees.  This can even result in separation of employment if no acceptable position exists where driving is not required.

Mains’l uses a ten (10) point aggregate system. Points are assigned for each driving infraction in one’s history. Employees with driving records of ten (10) points or more within the look-back period are considered to be an ineligible driver for employment purposes. The look-back period is three years for all violations.

 

10 Point System

Driving Without License	10 Points
Driving While License is Suspended/Revoked/Withdrawn	10 Points
Driving Under the Influence or while Impaired	10 Points
Reckless/Careless Driving	10 Points
Any Speeding Violation	4 Points
Child Restraint/Wheelchair Restraint Violation	5 Points
Driving Without Insurance	5 Points
Any Moving Violation (excluding speed)	2 Point
Texting While Driving	4 Point
Cell Phone Use While Driving	4 Point
Seatbelt Violation	2 Point

Use of an employee owned vehicle for work

At work sites where no agency owned vehicles or modes of transportation, such as buses, are not available or appropriate, use of employee vehicles to transport a person receiving services is permitted.

 

1. Requirements: The following are requirements when an employee uses their own vehicle to transport a person we support.

• Keep the vehicle well maintained and in good working order.
• Report immediately any mechanical concerns to the manager.
• Use only vehicles registered in the employee’s name or that of an immediate family member. 
• Never use a borrowed vehicle to transport a person we support.
• Report to the manager if you purchase a different vehicle.
• Report to the manager that day if you arrived to work in a borrowed vehicle. 

2. If damage occurs to an employee owned vehicle: When there is damage to an employee’s vehicle, the following guidelines apply:

• The employee writes and submits an incident report to the manager.
• If the person receiving services caused the damage Mains’l will cover the cost of repair.
• There is no coverage for the physical damage to an employee-owned vehicle under the Mains’l Business Auto policy. This applies whether an employee was alone in the vehicle or was transporting a client. Every employee is responsible for the damage to their personally owned vehicle and should make sure that they carry comprehensive and collision coverage if they want the physical damage to their vehicle repaired. If the other driver is at-fault for the accident it is possible that the employee’s personal auto insurance may subrogate against the responsibly insurance and recover the deductible.
• When an employee is driving their own vehicle for work, Mains’l Business Auto insurance is secondary over the employee’s personal auto insurance for liability when the employee is at-fault for an accident. This means that the employee will need to first make a claim under their own personal insurance policy and if their personal limits are exhausted, then Mains’l policy would be triggered.

Use of an agency owned vehicle:

1. When agency vehicles are provided: Mains'l provides agency owned vehicles for selected work sites.  Agency owned vehicles are used for the transportation of the people we support, and are not for the personal use of the employee. Use of Agency Owned Vehicles, without pre-approval from a manager, will result in immediate separation. Drivers are responsible for the security of agency vehicles assigned to them.
2. Age requirements: All drivers of agency vehicles should be 21 years of age or older.  Drivers under 21 years of age may operate low seating capacity (8 or less) vehicles if they have no MVR infractions. This includes both minor and major infractions. If a driver under the age of 21 has any MVR infractions, they will be disqualified from driving until they are able to meet the driving requirements. Agency vehicles typically include passenger automobiles, mini vans and full size vans.  Drivers of 15 passenger vans must be 25 years of age or older.
3. Safe Driving Training: All Driver’s of Mains’l will partake in safe driving training through Mains’l. This training is assigned at the beginning of employment and is taken annually. Employees who work at a CRS home will be assigned a similar training that is combined with home maintenance topics.
4. GPS Trackers: It is a requirement of the agency’s insurance carrier that all agency owned vehicles have a GPS tracker. These transponders have been supplied by our insurance company and are installed in all agency vehicles. The GPS monitoring system will collect data during all hours of operation. Information from GPS system will not be used or disclosed for purposes other than those for which it was collected, except with the consent of the individual or as required by law.
   
   1. Use of Retention of Data: The company reserves the right to report information gained from the GPS system to comply with requirements from our insurance company or law enforcement. Information may also be viewed in cases of emergency for the protection of all vehicle passengers. At no time will persons other than those designated by Mains’l have access to the data collected during surveillance.
   2. Enforcement: Employees who fail to follow this policy or who use GPS data inappropriately will be subject to disciplinary sanctions, up to and including termination.
   3. GPS Surveillance Consent Form: All employees will be required to sign the “GPS Surveillance Policy & Consent Form” before operating a Mains’l owned vehicle.

While using an agency vehicle:

1. Record beginning and ending odometer reading on the mileage log.
2. Shut off the engine, remove the keys and lock the doors if leaving the vehicle unattended
3. Have agency vehicles which transport wheelchairs and have lifts or ramps inspected by Minnesota State Patrol each year when the inspection dates and locations are announced.
4. Apply the state patrol inspection sticker to the windshield.  

 

Manager responsibilities:

1. Keep agency owned vehicles in good condition, performing necessary inspections, service and documentation. 
2. Managers make sure agency vehicles contain the following:
   
   1. Emergency phone numbers including site, manager, senior manager, and a towing company.
   2. First aid kit and first aid handbook
   3. Proof of insurance card
   4. Vehicle registration card
   5. Current license tabs
   6. Written vehicle accident protocol
3. All agency vehicles which transport wheelchairs and ramps or lifts will have properly working securement belts and web cutters.
4. If either the insurance card or the license tabs are expired, the manager contacts the Customer Specialist at the main office and the missing document will be replaced as soon as possible.

Vehicle accidents (Accident Protocol): 

If an employee has an accident while working:

1. The employee remains at the scene of the accident and calls 911 to report the accident. The employee does not leave the scene of the accident until the police officer has either dismissed the parties involved or, in cases where the police will not respond, the employee and the other driver, if that is the case, have exchanged names, addresses (use Mains’l office for agency owned vehicles), telephone numbers (use work number for agency owned vehicles), license plate numbers, and insurance company contact information.
2. In cases where the police respond, the employee asks the police officer for a business card and a case number.
3. The employee immediately reports the accident to the supervisor, who reports the accident to the Senior Manager. 
4. All accidents with agency owned vehicles are reported to the agency’s commercial, general liability insurance company by the Senior Manager working together with Administration.
5. The employee completes the required paperwork which may include an employee incident/accident report.
6. Mains'l conducts an investigation, which may result in the employee being disqualified from driving any agency vehicle.

Training on agency vehicles:

1. Training will occur for all people who are unfamiliar with wheelchair transports, who work at sites where a person uses a wheelchair, in the use of securement belts to properly secure passengers in wheel chairs. 
2. The manager, once trained, trains all new staff in the use of restraint belts and reports the training completion list of employees to human resources.
3. The manager confirms that all team members are familiar with, and follow, the procedures as outlined in this document

Agency owned vehicle maintenance:

In California:

1. For routine maintenance please check with the manager. The location for maintenance may vary depending on dealership coverage.
2. All agency vehicles are repaired at Affordable Automotive 2106 Park Avenue Chico, CA 95928 530-892-1774.

In Minnesota:

1. All agency vehicles are serviced at Noble Mobil, 9500 Noble Parkway, Brooklyn Park, MN; 763-315-2886; Cornerstone Chevrolet, Intersection of I-94 and State Highway 25, Monticello, MN; or other designated and approved sites.  
2. Services include preventative maintenance (oil changes, tire rotations, transmission flushes, etc.), inspections, and repairs.  Any exceptions to this procedure are approved by the maintenance technician.
3. In the event of roadside breakdown, employees may contact the maintenance technician or call Nobile Mobile at 763-315-2886.  If after hours, Noble Mobil may direct you to call City Wide Towing at 763-424-4900. If directed to call City Wide Towing report this information immediately to the manager.  After hours towing, car start, flat fixing services are through City Wide Towing who will perform the service and submit an invoice for payment to the vice president of administration.
   
   1. Managers arrange all necessary vehicle repairs and services (including scheduled oil changes, tire replacement, mechanical repairs, etc.), on a timely basis. 
   2. If the manager needs assistance in assessing or scheduling repairs, they may contact the Mains’l maintenance technician. 
   3. All invoices, including all receipts, are submitted to the maintenance technician for coding and recording, who will forward to the accounts payable manager for payment.  If advised of repairs that are in excess of $250.00, while having routine maintenance completed, the manager contacts the Mains’l maintenance technician.  The maintenance technician advises whether to proceed with the repair or offer other direction.

Managers and/or support coordinators are directed to periodically inspect the agency vehicle for dents and verify that the lights, wipers, signal and horn work all work.

Disability Parking Permits: 

1. Used only in agency vehicle for transporting physically disabled persons receiving services.
2. Disabled people must apply for their own individual permit in their name
3. Mains’l keeps a list of which permits go to which sites
4. Mains’l keeps copies of the certificate letters with each permit
5. Copies of each letter are sent to the respective manager to review with their staff
6. Permits must be displayed by hanging from the rearview mirror

Agency Vehicle Inspections: 

The Maintenance Committee inspects all agency vehicles and log books during regularly scheduled routine inspections.  Any corrective action will be documented and forwarded to the manager.

This policy and procedure is reviewed during orientation and on an annual basis by employees who provide transportation.

Revised by HR Policy Team 7/2022

The AWAIR Program is intended to:

1. Establish an executive policy statement (we’re committed to safety)
2. Develop strategies to reduce workplace accidents and injuries
3. Provide for the safety inspection of worksites
4. Establish enforcement strategies to insure compliance
5. Provide for a training program (blood borne pathogens)
6. Provide for the assessment and control of hazards

Strategies to reduce workplace accidents and injuries
Once each year; CRS sites will conduct an exercise to list together 3-4 workplace conditions or behaviors that can cause accidents and/or injuries. In turn the supervisor will elicit solutions from the participants to address these conditions or behaviors. The results will be sent to the vice president of administration for review and any follow up action necessary.

Inspections of Work Sites
Home Safety Inspection Checklists will be used by CRS site staff to identify potential conditions that might also cause accidents or injuries. These checklists are to be completed once every two months and sent to the vice president of administration for review and any follow up actions necessary.

Enforcement Strategies
Employees who fail to follow safety rules or requirements will be subject to employee discipline as described in HR policies.

Training:
The primary training for safety in the workplace is blood borne pathogens. Otherwise CRS sites will acquaint employees with local safekeeping practices.

Assessment and Control of Hazards
Mains’l prohibits use and storage of hazardous materials.

Safety Coordinator
The safety coordinator for Mains’l is the vice president of administration.

 

Mains’l encourages employees to report all claims of sexual and other harassment immediately to their supervisor. If the supervisor is unavailable or an employee believes it would be inappropriate to contact that person, they should immediately contact human resources or any other member of management. 

Mains’l Services does not retaliate or take any adverse action against any person who, in good faith, makes a claim of sexual harassment.

All allegations of sexual and other unlawful harassment are quickly and discreetly investigated. To the extent possible, employee’s confidentiality and that of any witnesses and the alleged harasser are protected against unnecessary disclosure. When the investigation is completed, the employee is informed of the outcome of the investigation. The investigation is comprised of the following steps:

1. Confidentiality – Mains’l protects the confidentiality of employee claims to the best of its ability. At the same time, HR conducts a prompt and effective investigation. Therefore, it may not be possible to keep all information gathered in the initial complaint, such as interviews and records, completely confidential. All information gathered remains confidential to the extent possible for a thorough investigation. Some information is revealed to the accused and potential witnesses, but that information is shared only on a “need to know” basis.
2. Interim Protection – Separation of the alleged victim from the accused may be necessary to guard against continued harassment or retaliation. A schedule change, transfer or leave of absence may be necessary. Mains’l works with the complainant to ensure that he or she feels safe during the duration of the investigation.
3. Selection of the Investigator – HR staff have special training in conducting sexual harassment complaint investigations and are responsible for conducting investigations of these types.
4. Creation of an Investigation Plan – A plan is constructed which includes an outline of the issue, the development of a witness list, sources for information and evidence, interview questions targeted to elicit crucial information and details, and a process for retention of documentation.
5. Development of Interview Questions – Questions are developed during the planning stage, although additional questions may be added throughout the investigation as more evidence and information are shared. 
6. Interviews – The investigator informs all parties involved of the need for an investigation and explain the investigation process. Questions may be asked to relevant parties orally, and in some cases in writing.
7. Decision – Once the investigation is complete, credibility is assessed and all information is evaluated. A final decision of any employment actions that are warranted are made at this time and all parties are informed of the decisions made.

Rev. 2/28/2019, HR Policy Team
 

In consideration of others, maintaining a smoke-free environment is a role we all play a part in as employees of Mains’l. Employees work with people receiving services in several venues: 

• in a person receiving services’ home (leased by Mains’l or owned/rented by the consumer);
• in the employee’s home;
• in the community (in public and private places);
• in vehicles while transporting a person receiving services (owned by Mains’l Services, Inc. or by the employee).
• Mains’l office(s).
• This procedure addresses each of these situations with directives for maintaining a smoke-free environment.

A Person Receiving Services’ Home (leased by Mains’l or owned/rented by a person receiving services)

1. There is no smoking or use of tobacco products in a person receiving services’ home by employees, at any time. 
2. Designated smoking areas are individualized to each house, but every smoking area for employee use are to be at least twenty-five (25) feet from the entrance.
3. All materials used for smoking, including cigarette butts and matches, are to be extinguished and disposed of in appropriate containers.
4. If a person receiving services chooses to smoke in his/her home, she/he will be encouraged to use the designated smoking area. However, there is no obligation to do so. Employees are required to smoke in designated areas so as not to contribute to the second hand smoke in a person receiving services’ home. 
5. If an employee wants to work in a smoke-free environment, and is currently working with a person receiving services who smokes, a transfer may be requested. 

Employee’s Home (for employees who provide respite services)

1. While a person receiving services is in the employee’s home, smoking shall be in designated smoking areas. These areas are to be outside the house.
2. Even though this is the employee’s home, while a person receiving services is staying with the employee, Mains’l ensures a safe and healthy living environment, which includes freedom from second hand smoke.
3. If the employee cannot abide by this expectation, a person receiving services cannot stay in the employee’s home.
4. A guardian or a person receiving services may waive this section of the procedure.

In the community (in public and private places):

1. There is no smoking or use of tobacco products, at any time, while the employee is with a person receiving services. 
2. Arrangements should be made if the outing is for an extended period of time, to allow the employee to have a smoking break, in a designated area, at least twenty-five (25) feet from a person receiving services. 

In vehicles while transporting people receiving services (owned by Mains’l or by the employee):

1. There is no smoking or use of tobacco products, at any time, while the employee is with a person receiving services in a vehicle.
2. There is no smoking or use of tobacco products, at any time, while the employee is in an agency vehicle, with or without the person receiving services.
3. If the employee smokes in their vehicle, prior to a person receiving services being in the vehicle, the window should be down and ventilation systems operating. The high concentration of smoke in a small, closed compartment substantially increases the concentration of strong irritants and cancer causing substances in the vehicle.
4. If a person receiving services has known allergies or respiratory conditions, employees who smoke in their vehicles should not transport a person receiving services. 

At Mains’l office(s):

1. There is no smoking or use of tobacco products, at any time, while the employee is with a person receiving services. 
2. Designated smoking areas are individualized to each location, but every smoking area for employee use are to be at least twenty-five (25) feet from the entrance.
3. All materials used for smoking, including cigarette butts and matches, are to be extinguished and disposed of in appropriate containers.

Once again, maintaining a smoke-free environment is the responsibility of all employees. Thank you for playing your role as an employee at Mains’l to support this. Also, employees are informed of this policy and procedure at the Human Resources Policy and Procedure training and can access it through the employee portal. Employees who do not meet these expectations may receive written performance feedback.                                            

Rev.4/24/19, HR Policy Team
 

1. Senior management is notified immediately of any serious incident - suspected, alleged, or actual – involving an employee.
2. If a preliminary review of the report verifies the incident as serious, the employee is suspended, without pay, pending an internal investigation. 
   • The designated HR representative notifies the employee, personally and in writing, of the suspension. 
   • The manager is informed to remove the employee from the schedule.
3. An internal review will be completed as soon as possible by an objective administrative employee.
   • A report will be completed by the administrative employee assigned to the internal review. 
   • The Vice President of Administration and the designated HR representative are responsible for the decision to reinstate employment with or without corrective action and with or without paid time during the suspension. Separation of employment may also be the result.
4. The employee is provided with a written notification of the results of the internal review as soon as possible after the internal review is completed. 
   • The rationale for the decision is provided to the employee. 
   • If the employee feels that the decision is unjustified, an appeal through the established grievance procedure may be initiated.
5. Management may vary from this procedure if circumstances demand
    

Eligibility

Full time and part time employees may request an unpaid leave of absence if they have complete at least six (6) months of employment.  If the leave is not covered under any other leave policy or regulations, a position with Mains’l is not guaranteed following an unpaid leave of absence.

Use  
The use of unpaid leave is requested by the employee and will be approved at the discretion of Mains’l.

Limits
Eligible employees may request up to three (3) calendar months of unpaid leave within a one year period.

How to Request       
Requests for unpaid leave or any extension of an unpaid leave should be submitted in writing to the
employee’s immediate supervisor 30 days prior, or as soon as possible to the beginning of the leave period or extension of the leave period. The request needs to include the start and end date of the leave.

The supervisor will partner with the designated HR representative to discuss if accommodation can be made without negatively impacting the organization.   

The employee is notified in writing of the decision. The signatures of the supervisor and the designated human resources representative indicates the final decision.   

If a request is not received or not approved and the employee takes the leave, the employee will be considered to have abandoned their employment with Mains’l. 
        
Insurance Benefits     
Employees may continue the coverage in effect before their leave of absence according to the provisions of the insurance contract as well as the Minnesota Insurance Omnibus Bill and the Federal COBRA legislation. Information concerning provisions, restrictions, and cost of insurance under COBRA is sent to the employee. 

If the employee returns to full time work following the leave of absence, they must re-enroll in the insurance plan and are subject to the waiting period.

Other Benefits   
Holiday pay (salaried employees) will not be paid during an unpaid leave of absence.
    
Return to work        
It is expected that an employee will contact the supervisor prior to the end of their approved leave of absence. If the position is not available, the employee will be referred to human resources to apply for other positions with in Mains’l.  If an employee does not contact the supervisor at the end of their approved leave of absence, the employee is separated from their employment. Upon returning to work it is important for an employee to complete any missed trainings that would have occurred for their position during their absence. 

Interpretation 
The human resource department is responsible for interpreting the Unpaid Leave of Absence policy and procedure.
    

Rev. 2/18/2020, HR Policy Team
 

Eligibility  
Part time employees, after three (3) months of employment, can request unpaid time off. The supervisor approves all unpaid time off requests.    

Use     
Unpaid time off requests for less than three (3) days need to be given, verbally or in writing, to the immediate supervisor with as much notice as possible. Employees are expected to help find their own replacements. If the need for unpaid time off is unexpected, at least four (4) hours’ notice is requested.

Unpaid time off requests for three (3) days or more need to be given, verbally or in writing, to the immediate supervisor two (2) weeks in advance. Employees are expected to help find their own replacements for their unpaid time off. 

Unpaid time off requests for two (2) weeks or more need to be given, verbally or in writing, to the immediate supervisor four (4) weeks in advance of the first unpaid time off day. Employees are expected to help find their own replacements for their unpaid time off. 
 
How to Request
Notify the supervisor, verbally or in writing to receive approval. Replacement employees should not incur overtime by working the replacement shift.

Interpretation
The Human Resource Department is responsible for interpreting the unpaid time off policy and procedure. 

Rev. 02/18/2020, HR Policy Team
 

When an employee encounters sudden circumstances that compromises or eliminates child care and is scheduled to work, it is Mains’l policy that children or visitors of the employee should not come to the service location for the following reasons:

1. Confidentiality of information about people receiving services;
2. Compromise of supervision of the person/people as defined in each person’s Services Questionnaire and Safety Plan);
3. Distractions in emergency procedures;
4. Distractions from providing quality services;
5. Potential for injury.

If all other options by the employee, including attempting to find replacement staff, have been exhausted, the following procedure shall be in effect:

1. The staff will call their supervisor as soon as possible and explain the circumstances and what they have done to try to make other arrangements,
2. The supervisor will ask the staff questions to ensure that all attempts to find other solutions have been exhausted, 
3. The supervisor will verify that there are no issues in the person’s/people’s plans or emergency procedures that might prevent an exception to the policy from being granted for a short term basis,
4. The supervisor should confer with the senior manager to reach a decision.  At a minimum supervisor(s) notify the senior manager if/when an employee would need to bring a visitor to the workplace. 
5. The supervisor will communicate that decision to the requesting staff.
6. The decision by the supervisor and senior manager is final.

If an exception is granted in advance by the supervisor and senior manager, it is expected that the child (ren) or visitors are not napping or sleeping at the work location as this might compromise any emergencies requiring evacuation.

Mains’l ensures a safe and secure home for the people we support and the workplace for employees. Notwithstanding the fact that employees may have a lawful permit to carry a firearm, employees are prohibited from using, possessing, or storing weapons whenever they are engaged in work for Mains’l. Weapons include firearms, ammunition, knives, explosives, or similar dangerous items. 

Employees work with people in several venues as well as at the central office:

1. In a person’s home (leased by Mains’l or owned/rented by a person we support);
2. In the employee’s home;
3. In the community (in public and private places);
4. In vehicles while transporting for work purposes (owned by Mains’l Services, Inc. or by the employee).

This procedure addresses each of these situations with directives for maintaining a safe and secure environment.

In a Person’s Home (leased by Mains’l or owned/rented by a person we support) 
Employees are prohibited from using, possessing, or storing weapons while in the person receiving services home. If an employee believes that a visitor has a weapon in the person receiving services home, the employee will give an oral warning that weapons are prohibited on the premises. If the visitor refuses to comply, he/she will be ordered to leave the premises. If the visitor remains, law enforcement officials will be called.

In the Employee’s Home: (for employees who provide respite services)
Employees are prohibited from using, possessing, or storing weapons in their home while a person receiving services is in their home. If the employee cannot abide by this expectation, the person receiving services must not stay in the employee’s home.

In the community (in public and private places)
Employees are prohibited from using or possessing weapons while with a person receiving services in the community. 

In vehicles while transporting for work purposes (vehicles owned by Mains’l or by the employee)
If the employee is using their vehicle, the employee is prohibited from carrying, on their person or in the vehicle, any type of weapon. If the employee is using a vehicle owned by Mains’l the employee is prohibited from carrying, on their person or in the vehicle, any type of weapon. 

At the Office
Employees are prohibited from using, possessing, or storing weapons at the office. If an employee believes that a visitor has a weapon at the office, the employee will give an oral warning that weapons are prohibited on the premises. If the visitor refuses to comply, he/she will be ordered to leave the premises. If the visitor remains, law enforcement officials will be called.

Once again, maintaining a safe and secure environment is the responsibility of all employees. Anyone who has information of any potential violation of this policy must immediately inform a supervisor or office personnel. Failure to do so will result in employee discipline up to and including separation of employment. Furthermore, an employee who violates the directives in this policy as to their personal use, possession or storage of weapons will be separated from employment immediately.

Employees are informed of this policy at orientation.

Rev. 8/07/2019, HR Policy Team
 

The following procedure will govern the reporting of workplace injuries and reporting of such to Mains’l’s workers’ compensation insurance company:

1. Any employee who sustains a workplace injury reports the injury on the same day of the injury to their immediate supervisor.
2. The immediate supervisor will fill out at the time of notice the MAINS’L SERVICES, INC. CLAIMS INFORMATION REPORT with as much information as possible and directly fax that form to Mandi Irkfetz at Workers Compensation Modifier Controllers, Inc. (WCMC) 651-501-1493. The MAINS’L SERVICES, INC. CLAIMS INFORMATION REPORT may also be scanned and e-mailed to Mandi Irkfetz at claims@wcmcinc.com.
3. The immediate supervisor will see the employee as quickly as possible and ask the employee to sign and date the PATIENT AUTHORIZATION FOR RELEASE OF INFORMATION form where it says “Date” and “Signature of Patient/Guardian.”; the EMPLOYMENT AUTHORIZATION AND CONSENT form where it says “Dated this day…By…”; the AUTHORIZATION AND CONSENT TO RELEASE INSURANCE RECORDS AND INFORMATION form where is says, “Dated…By…”; and the AUTHORIZATION FOR FILE REVIEW OR RELEASE OF COPIES OF WORKERS’ COMPENSATION CLAIMS FILE where it says “Dated…By…”.
4. The immediate supervisor will fill in the current date, the injury date, and the employee’s full name on the top of the LIGHT DUTY AVAILABILITY form.
5. In California the injured employee will also be provided with a DWC-1 form. The immediate supervisor and/or human resources is required to date the DWC-1 form and provide copies to WCMC and to the employee within one working day of receipt of the form from the employee.
6. Lastly, the immediate supervisor will either directly fax or e-mail these forms to Mandi Irkfetz at the above phone number or e-mail address.
7. The Claim form and the release forms, with the exception of the California DWC-1 form, are accessible at the conclusion of this procedure. 
8. The immediate supervisor will direct any questions or concerns the injured employee may have to Mandi Irkfetz at 651-501-1490.
9. The immediate supervisor will inform the injured employee that light duty work will be available to meet basically any restrictions the doctor may feel appropriate and that the employee will be required to work light duty if any time is lost from work.
10. The immediate supervisor will direct the injured employee to immediately bring all medical papers to their supervisor who will copy and fax or scan those documents to Mandi Irkfetz directly.
11. The immediate supervisor will finally e-mail a copy of the MAINS’L SERVICES, INC. CLAIMS INFORMATION REPORT to their Human Resource Generalist A designated Human Resources Generalist will prepare and maintain the required OSHA 301 reports on each reported injury.

In Minnesota the injured employee may select their own medical provider for treatment. It is the employee’s decision whether to be treated for an injury.

In California the injured employee will have either designated at the time of employment a medical provider of their choosing or will be required to seek treatment from a provider listed in the State Medical Provider Network (MPN). The MPN is available at the main office through human resources.

If the employee uses work time to go to the doctor on the day of the injury, the employee will be paid through the end of the shift. If additional time is required, the employee can use accrued sick time or Paid Time off (PTO).
 
Employees are on notice that all comments, job refusals, refusals of employment, or statements that may have a bearing on a workers compensation claim will be reported to WCMC.

WCMC will issue weekly progress reports to Mains’l Services, Inc. on all claimants and claims activities which will be reviewed carefully for progress on recovery and compliance with medical requirements.