– Human Resources Division. If a mutually acceptable solution has not been reached in Step 1, the written grievance shall be filed with the Human Resources Director or designee within five (5) working days of the Communication Director’s notification of a decision. The Human Resources Director or designee, shall, within five (5) working days of receiving the grievance, make a determination of whether the grievance is a matter for which the Grievance Procedure is appropriate after consultation with the Union. In making such determination, the Human Resources Director or designee, shall determine if: (1) the grievance has been filed in a timely manner; (2) the initial step has been followed; (3) the grievance contains the required information; and (4) if the grievance alleges that a specific Memorandum of Understanding article(s) has been misinterpreted, misapplied, or violated. If the Human Resources Director or designee, determines that the grievance is not subject to this procedure, is untimely or that the steps in the procedure have not been followed, such decision shall be noted on the grievance form and the grievance shall be advanced to Step 3.
– Human Resources Division. The Human Resources Division (HRD) is a strategic business partner to Mintek Divisions that provides consultative and administrative support to Mintek on people-related issues impacting on productivity, profitability and sustainability. The work of HRD is organised into three strategic units, namely: Organisational development, HR planning and Training & development; Employee Relations, and Wellness; and Human Resource Management and administrative systems. Delivery of HR services is by a team of Generalists who provide operational support to the Divisions as well as managing recruitment and a team of Specialists who provide more strategic support to the Divisions. The HR Division has three focus areas and a number of goals which align to Mintek’s strategic objectives. In terms of Mintek’s objectives to enhance visibility and credibility to all stakeholders as well as to uphold good governance practices, HRD strives to execute its work with excellence, complies with standards and legislation and ensures that Mintek has effective HR systems in place. Most of HRD’s projects are executed under the Mintek strategic objective which is to develop human capital and organisational skills to build world class R&D excellence. These projects include the development of skills and leadership and the transfer of these skills, to build a talent pipeline and retain this talent, accelerate transformation, drive high performance culture, cultivate good EE/ER relations and enhance employee health and wellness. The Organisational development, HR planning and Training & development unit provides a comprehensive service related to the recruitment, selection and on-boarding of employees and development initiatives undertaken for continuous professional improvement. Recruitment is geared towards addressing short, medium and long term human capital requirements of Mintek. Mintek also maintains a talent pipeline through a full-time study bursary scheme, which ensures a steady flow of young engineer and scientist graduates into the organisation. The training and development programmes support two categories of human capital development initiatives. The first category includes Mintek’s contribution to the country’s human capital in the mineral and metallurgical resources sector. In pursuit of this goal, Mintek participates actively in the promotion of Science, Technology, Engineering, Mathematics and Innovation (STEMI) as fields of study that are essential in creating a human c...
– Human Resources Division. If a mutually acceptable solution has not been reached in Step 1, the grievant shall submit the grievance in writing on appropriate forms supplied by the Human Resources Division which shall provide, in order to be considered, a detailed statement of the grievance, including the date of occurrence, names of witnesses or individuals involved, location, applicable Agreement Articles alleged to have been violated, date discussed with immediate supervisor, and the specific remedy or action requested. The written grievance shall be filed in triplicate with the Human Resources Division within ten
– Human Resources Division. 000 X. Xxxxxxx Avenue, Room 508 • Xxxx Xxxxxxxxxx, Xxxxxxx 00000 June 23, 2011 Xxxx Xxxxxxxx, President Government Supervisors Association of Florida 0000 Xxx Xxxx – Xxxxx 000 Xxxxxxx, XX 00000 RE: Letter of Understanding – Remaining Furloughs for FY 10/11 and Furloughs for FY 11/12 Dear Xx. Xxxxxxxx: The purpose of this letter is to document our mutual understanding of an agreement between Broward County and the Government Supervisors Association of Florida, Supervisory Unit, regarding the furlough program for Supervisory employees. As part of the tentative Addendum from the re-opener provisions in the current Collective Bargaining Agreement approved by the Board of County Commissioners on April 5, 2011, for Fiscal Year 2011/2012, the parties have agreed that the Supervisory Unit employees shall not be required to observe any furlough days for FY 2011/12. Furthermore, we agree that if the Addendum to the Collective Bargaining Agreement referencing this letter is properly ratified by the bargaining unit members and approved by the Board of County Commissioners prior to July 1, 2011, GSA - Supervisory Unit employees shall be paid for each of the two remaining furlough days for FY 2010/11, which are currently scheduled for July 1, 2011 and September 2, 2011. Should the content of this letter accurately reflect our mutual understanding, please indicate your concurrence by signing below and returning to my attention. KBK/rr
– Human Resources Division. If a mutually acceptable solution has not been reached in Step 1, the grievant shall submit the grievance in writing on appropriate forms supplied by the Human Resources Division which shall provide, in order to be considered, a detailed statement of the grievance, including the date of occurrence, names of witnesses or individuals involved, location, applicable Agreement Articles alleged to have been violated, date discussed with immediate supervisor, and the specific remedy or action requested. The written grievance shall be filed in triplicate with the Human Resources Division within ten (10) working days of oral notification of the immediate supervisor’s decision. The Human Resources Division shall make a determination of whether the grievance is a matter for which the Grievance Procedure is appropriate. In making such determination, the Human Resources Division shall determine if: (1) the grievance has been filed in a timely manner; (2) the initial step has been followed; (3) the grievance contains the information required; and
– Human Resources Division. If a mutually acceptable solution has not been reached in Step 1, the grievant shall submit the grievance in writing on appropriate forms supplied by the Human Resources Division which shall provide, in order to be considered, a detailed statement of the grievance, including the date of occurrence, names of witnesses or individuals involved, location, applicable Agreement articles alleged to have been violated, date discussed with immediate supervisor, and the specific remedy or action requested . The written grievance shall be filed in triplicate with the Human Resources Division Manager, County Fire within ten (10) working days of oral notification of the immediate supervisor’s decision. The Human Resources Division Manager, County Fire, or designee, shall make a determination of whether the grievance is a matter for which the Grievance Procedure is appropriate. In making such determination, the Human Resources Division Manager, County Fire, or designee, shall determine if: (1) the grievance has been filed in a timely manner; (2) the initial step has been followed, (3) the grievance contains information required, and (4) if the grievance alleges that a specific Memorandum of Understanding article(s) has been misinterpreted, misapplied, or violated. The determination and notification to the grievant and CWA will be made within five (5) working days of receipt of the grievance. If the Human Resources Division Manager, County Fire, or designee, determines that the grievance is not subject to this procedure, the employee or CWA may appeal this decision directly to an arbitrator, in accordance with the provisions of this procedure, within five (5) working days of the receipt of the Human Resources Manager, or designee’s decision.
– Human Resources Division. If a mutually acceptable solution has not been reached, the grievant shall submit the written grievance to the Human Resources Division within five (5) working days of the receipt of written response of the Communication Director. Step 5 – Pre-Arbitration Process. If the grievance has not been satisfactorily resolved at Step 4 by County Fire and the grievant, a written appeal to arbitration must be filed concurrently with the Human Resources Division Manager, County Fire and CWA within five (5) working days of notification of the decision by the Human Resources Division Manger or designee. The appeal must be presented on the aforementioned grievance form along with a copy of any pertinent documents.
– Human Resources Division. With a staff strength of 2,394 (1,438 technical and 956 non-technical), SESB continues to develop the competency and capability of its employees through smart partnership programmes with Institut Latihan Perindustrian (ILP) Sabah as part of the key strategy to enhance productivity and efficiency of the company.
– Human Resources Division. 000 X. Xxxxxxx Avenue, Room 508 • Xxxx Xxxxxxxxxx, Xxxxxxx 00000 November 15, 2012 April X. Xxxxxxxx, President VIA EMAIL: xxxxxxxxxx@xxxxxxx.xxx Amalgamated Transit Union – Local 1591 000-X XX 00 Xxxxxx Xxxx Xxxxxxxxxx, XX 00000 RE: Letter of Understanding – Amalgamated Transit Union – Local 1591
– Human Resources Division. The downsizing of the Human Resources Division from 14 to 6 staff as a result of the split with the SGIO Insurance Ltd has meant that the functions and responsibilities of the area, which have not diminished, are spread amongst fewer staff. In order to provide the required level of service to their clients, the staff of Human Resources Division have had to undergo multiskilling and intensive on the job training. These staff are now able to fulfil a variety of roles within this small specialist Division. The following table provides a comparison of Human Resource Division salary expenses. $295,000 $222,000 Salary saving from 1992/93 to 1993/94 = $73,000. During 1994/95 the SGIC has been able to further reduce its salary costs by $818,000. The productivity improvements gained during 1993/94 have been added to during 1994/95 whereby the existing workforce have continued to provide similar or improved service at a lower cost per unit.
