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You want to have the necessary policies and procedures to ensure a safe, organized, convivial, empowering, nondiscriminatory work place. Yet, you do not want to write a policy for every exception to accepted and expected behavior. Policy development is for the many employees not for the few exceptions.

Consequently, you do not want to create policies for every contingency, thus allowing very little management latitude in addressing individual employee needs. Conversely, you want to have needed policies, so that employees never feel as if they reside in a free-for-all environment of favoritism and unfair treatment. These ten steps will take you from determining the need for a policy through distributing and integrating a policy.
Check Out These Guidelines to See if a Policy Is Needed

For each of the reasons provided about why a policy might be necessary, I have provided examples of the policies that might fall into that category of need for a policy. A policy is necessary:

* if the actions of employees indicate confusion about the most appropriate way to behave (dress codes, email and Internet policies, cell phone use),

* if guidance is needed about the most suitable way to handle various situations (standards of conduct, travel expenditures, purchase of company merchandise),

* when needed to protect the company legally (consistent investigation of charges of harassment, non-discriminatory hiring and promotion),

* to keep the company in compliance with governmental policies and laws (FMLA, ADA, EEOC, minimum wage),

* to establish consistent work standards, rules, and regulations (progressive discipline, safety rules, break rules, smoking rules)

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5 Tips for Developing Policies for Your Business

1. Think ahead. Establish policies before you need them. Doing so helps avert crises and awkward situations, and helps solve problems before they arise.
2. Determine what policies you need. Some you’ll want early in your business include a mission statement, as well as compensation, performance evaluation and employee policies.
3. Get input from key employees, as well as from members of your advisory board, your board of directors, and/or your professional advisors and consultants.
4. Communicate policies to everyone in your business.
5. Review policies on a regular basis—once a year, for example—and revise them as necessary.


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Just another week in Human Resources... We have an employee who was fired claiming to have been laid off. Another employee who left with no notice thinks we should give her a positive reference. A third at a client company is unhappy because the client's policy about references is to confirm dates of employment but provide little additional information.Recently, a client company received a reference request for a former employee who had not done well in her most recent job. Yet, in earlier roles with the company, she had apparently performed well. This sparked the question about how to respond to a request for a reference. After typing about a five paragraph response, it dawned on me that I needed to make this question into an article since I covered the topic of reference checking nowhere else on my site.

Responding to a reference check request can be tricky. Fear of reprisal and lawsuits keep many employers from responding at all. These reference check recommendations will help you respond reasonably to reference checking requests while protecting the legitimate interests of your company and your current employees.

#Print a disclaimer regarding ethical standards on each publication and form that comes from your central office. This disclaimer offers the recipient an opportunity to report questionable ethics through the proper channels
#Demonstrate the right and wrong ways to deal with ethical conflicts in your business during training. Role-playing and taped scenarios allow you to put some depth behind your policies for new employees.
#Train every manager and supervisor in your business to mediate ethical issues in a deliberate manner. Your policies on business ethics must guide mediators to a neutral and objective approach to resolving staff and corporate ethical issues.
#Reward employees and departments with an exemplary ethics records as part of your business ethics policy. You can recognize success in maintaining high standards in your business through personnel citations, newsletter notes and employee promotions and bonuses.
#Facilitate a whistle-blowing program within every department in your business to gain insight into lesser-known ethical issues. This program should be confidential and allow legal protection for employees involved to avoid future litigation.
#Amend your company's ethics statement to reflect changing industry issues and dynamics. You should place your statement of principles up for review by employees and stockholders at least once every 5 years to develop a current policy.

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To often, policy development is left up to a Global Mobility department or single HR staffer working in a vacuum. This generally is not effective. Utilizing teams of key stakeholders provides greater breadth of ideas, broader input from key functions and business operating units, and greater understanding of and buy-in to the end product. The team must be led by someone with significant depth of IA program expertise and include Global Mobility, Tax, Accounting, Payroll, HR Business partners from units that utilize international assignments.

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One must be able to balance between disciplinary policies and the policies, which affect employee moral. Keep in mind that if the company is too restrictive in its policies then this will affect the general atmosphere within the workplace, but at the same time, the company must protect its image and brand. This can be done by remembering the policies of the companies that one has worked for. Some of these policies seemed as though they were enacted for no good reason, but to control every aspect of the conduct of the employees.

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