Employee Handbook Template

PLEASE CLICK HERE TO COPY AND EDIT THIS
DOCUMENT TO SUIT YOUR ORGANISATION.

Thanks for leaning on us for some help as you put together your organisation’s employee
handbook. When you’re inducting a new employee, you want to ensure from the outset that
they know how your organisation operates, why that’s the case, and how they can fit into your
culture in the most streamlined fashion.
These, no doubt, take significant investments of time to put together, but if you take our
example and use this as a reference, you’ll be better equipped to put together a handbook that
you can use for years to come.
In some cases, some examples used in the guide below might appear less applicable to your
company and its operations, so please take into account that this is a reference guide, and no
section should be copied into your handbook without proper examination of how this would
work in your business.
I hope you enjoy, and if there’s anything I can help you with, please get in contact with me
personally via LinkedIn or send an email to Best Practice to get in touch.
Kobi Simmat,
Director & CEO, Best Practice Group

OUR PASSION
“Insert Company Tagline”

PREFACE (EXAMPLE)
This handbook summarises our values and principles. As (insert company name) continues to grow, we hope
that these principles will serve each new person joining our Company. If you are new to (insert company
name), welcome. Although the goals in this book are very important, it’s your ideas, talent, hard work,
commitment and energy that will keep the business shining in the years ahead.
This handbook is about the choices you’re going to be making and how to think about them. Mainly, it’s
about how not to freak out now that you’re a part of our team.
I hope that you find this guide useful, and that your career with (insert company name) will be enjoyable and
fulfilling. If you have any comments or require additional information or clarification, please contact your
Manager/ Executive or the Office Manager.
Thanks for being here. Let’s make things great!
(INSERT MANAGER SIGNATURE)
(MANAGER NAME)
(TITLE)
This handbook provides information on how we work at (insert company name) – our core values, main
policies and codes of conduct as well as supplementary contractual information.
Please take time to read it carefully and note that along with your offer letter and employment contract, this
document will form part of the Terms and Conditions of your employment (the “Contract”).
From time to time, changes to this handbook may be necessary and, while you will be notified individually of
any variation to contractual terms that affect pay or benefits, we reserve the right to modify, add or
discontinue policies and terms and conditions described in these documents.
TABLE OF CONTENTS
WELCOME TO OUR COMPANY……………………………………………………………….………………………………. 6
COMPANY FACTS THAT MATTER………………….……………………………………………………………………….. 6
OUR CORE VALUES AND CULTURE...…………………….………………………………………………………………….…..……… 7
HIGH FIVE!..………………………………………………………………………………………………………….…………..……….. 8
EMOTIONAL INTELLIGENCE, TONE SCALE & 5 LOVE LANGUAGES…..…………………………………………………….…..……. 9
OUR STRATEGY ..…………………………………………………………………………………….………………………………….. 11
GWC (GET IT, WANT IT, CAPACITY TO DO IT)…...………………………………………………………..………………..……….. 12
YOUR CONTRACT.…………………………………………………………………………………….………………………….. 13
BASIS OF AGREEMENT ..…………………………………………………………………………………………….………………….. 13
SALARY .……………………………………………………………………………………………………….………………………... 13
HOURS OF WORK...………………………………………………………………………………………………………….…………. 13
TIME MANAGEMENT...………………………………………………………………………………………………………….………. 13
WORKING FROM HOME ..………………………………………………………………………………………………………………. 15
ANNUAL LEAVE .…………………………………………………………………………………………………………………………. 20
CHRISTMAS AND NEW YEAR’S SHUTDOWN ...………………………………………………………………………………………… 20
NOTICE OF TERMINATION OF EMPLOYMENT..……………………………………………………………………………………….. 20
THE OTHER IMPORTANT STUFF YOU NEED TO KNOW ………………………………………………………. 22
CONFIDENTIALITY POLICY.……………………………………………………………………………………………………………… 22
STATEMENT OF IMPARTIALITY.…………………………………………………………………………………………………………. 22
CODE OF CONDUCT POLICY..………………………………………………………………………………………………………….. 23
STAFF RIGHTS AND RESPONSIBILITIES...………………………………………………………………………………………………. 23
EQUAL EMPLOYMENT OPPORTUNITY..………………………………………………………………………………………………… 24
UNACCEPTABLE WORKPLACE CONDUCT...……………………………………………………………………………………………. 25
ALCOHOL AND DRUGS..………………………………………………………………………………………………………………… 25
DRESS CODE .……………………………………………………………………………………………………………………………. 26
OHS…..………………………………………………………………………………………………………………………………….. 27
COMPANY PROPERTY .………………………………………………………………………………………………………………….. 28
DATA PROTECTION …………………………………………………………………………………………………………………….. 29
BUSINESS TRAVEL ……………………………………………………………………………………………………………………… 30
TRAVEL EXPENSE CLAIM .………………………………………………………………………………………………………………. 31
CAR ALLOWANCE ………………………………………………………………………………………………………………………. 34
SETTLING IN ..………………………………………………………………………………………………………………………. 34
YOUR FIRST WEEK .…………………………………………………………………………………………………………………….. 34
YOUR FIRST MONTH..………………………………………………………………………………………………………………….. 34
YOUR FIRST SIX MONTHS ..……………………………………………………………………………………………………………. 35
YOUR CAREER AT (COMPANY) ...…………………………………………………………………………………….. 35
PERFORMANCE MANAGEMENT.……………………………………………………………………………………………………….. 35
PERFORMANCE REVIEW.……………………………………………………………………………………………………………….. 35
PERFORMANCE IMPROVEMENT PLAN ………………………………………………………………………………………………… 36
DISCIPLINARY PROCEDURE ……………………………………………………………………………………………………………. 37
PROFESSIONAL DEVELOPMENT.……………………………………………………………………………………………………….. 38
WHERE WILL YOU TAKE US?..……………………………………………………………………………………………… 39
ACKNOWLEDGMENT..…………………………………………………………………………………………………………. 40
ACKNOWLEDGMENT..…………………………………………………………………………………………………………. 41
WELCOME TO (INSERT COMPANY NAME)
This page of your Employee Handbook is a great place to give your new employee the background story of
your organisation.
Including but not limited to:
● Founders name and history

● Year the company was founded
● The unique features of the organisation
COMPANY FACTS THAT MATTER
“It is not hard to make decisions,

once you know what your values are.” - Roy E. Disney
Our Core Values and Culture Example

(insert company name) values and culture are what power our business.
Our Core Values shape our culture and support our passion. They are the essence of our identity.
● We are EMPOWERING
● We are PROGRESSIVE
● We are FRIENDLY
We strongly believe talented people are easily attracted to genuine core values and great culture. So having a
great set of core values and an awesome culture doesn’t just help us find amazing people like you, it also
amplifies our people’s own abilities and helps them do their best work.
So let’s talk a bit more about our values.
Best-Practice-Employee-Handbook-Template
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Values and culture are what power your business, therefore it’s important to explain how you
embrace these values within your organisation. Please see below for an example.
I am EMPOWERING: We foster an environment where we coach others to thrive,

achieve more, feel nurtured and be stronger than they ever believed they could
about their working lives. We encourage each other to think big, think about what
matters and do it creatively to embrace the future.
“Give a man a fish and you feed him for a day, teach a man how to fish and you feed
him for a lifetime” Chinese Proverb
I am PROGRESSIVE: We are early adopters of technology, we look for

innovation by growing professionally, seeking efficiency, being open minded and
sharing our learnings with others.
This fuels our passion to continuously improve our ability to adapt quickly to
any change, never losing focus on our powerful and tangible results. At work, at
home, everywhere.
“Education is a progressive discovery of our own ignorance” Will Durant
I am FRIENDLY: We develop rewarding friendships by being people centred and

having heart in making a positive difference in what we do. We are challenging,
thought provoking, interesting, inspiring, and attractive.
“Contribute with something unknown” Kobi Simmat
I live with INTEGRITY and do the right thing: We trust in our systems and one
another to do what we say we will do, consistently and without reservation. By
maintaining integrity in our dealings with others, we understand that this type
of exchange will lead us to increased performance, quality of life and
value-creation for others.
Use your moral compass.

Be a high minded leader in what you do.
Who is someone with world-class integrity you look up to?
Set the world-class standard for others around you.
I put in the EFFORT and get the planned result: We work to get things done!
We demonstrate to one another and those interested in (insert company
name), that we will help each other and our clients.
Our intent is to be in ‘Action’ to achieve our plans, as individuals and as a

group, working shoulder to shoulder.
“The most practical, beautiful, workable philosophy in the world won’t work –
if you won’t.” Unknown
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High Five!
We promote and support a balanced and healthy lifestyle. Healthy happy people equals a healthy happy
business. We also encourage you to embrace your ideal scene and share it with us. That’s why we’ve put
together the ‘High Five,’ which are five simple principles to keep your mind, body and soul sharp for your
personal and professional development.
LIFE IS SHORT.
Work is an important part of life, and work that is meaningful and enjoyable can create a sense of wellbeing and
contribute to good health. In the same way health, fitness and emotional intelligence have a major impact on how
productive and happy people can be during the working hours, not to mention a major impact on the overall
Company results.
Since you’ve chosen to join the team, it is time to know how we do things around here. The company High Five is
our ideal scene:
The ‘HIGH FIVE’ Principle
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Emotional Intelligence, Tone Scale & 5 Love Languages
Emotional Intelligence Quotient (EQ) is the foundation for many critical skills. It affects how you manage
behaviour, navigate social complexities, and make personal and professional decisions that achieve positive
results. It has great impact on your professional success and a powerful way to focus energy in the right direction.
At (insert company name) we understand the important role the EQ plays at all different social environments and
have decided to incorporate it at our workplace because:
● You are more likely to be happier and more physically healthy; which means you are easier to be around, are
more creative and generative.
● The ability to understand and regulate your own emotions helps you stay calm under pressure, and staying
calm means staying rational and making the right decisions.
● Your ability to understand yourself and others’ emotions and motivations puts you in the driver’s seat.
● EQ skills makes you more effective in the workplace. People with higher EQ and resilience perform at higher
levels.
● EQ skills assist you with understanding the gap between appearance and reality. Most of the emotion that
disturbs your mind has incorrect perception as its basis.
● Emotions are in charge when it comes to motivation. It’s through emotions that your body motivates you to
fulfil your needs.
The bottom line is if you can think about emotions accurately and clearly, you may often be better able to
anticipate, cope with, and effectively manage change.
Emotional information plays a critical role in our working lives since the relationships we form are governed by
rules of behaviour that are triggered by our emotions. Being able to understand this information, and its impact on
the workplace is what will make us emotionally intelligent. Embracing the emotional side of (insert company
name) will infuse strength and meaning into our organisational structures, and bring them to life.
The Tone Scale is a model by Ron Hubbard and it was implemented at (insert company name) to accurately predict
or gauge our own or our colleague’s behaviour. It is a numerical scale containing the main emotional tones a
person experiences on a day to day basis. Skillful use of this scale enables one to both predict and understand
human behavior in all its manifestations.
Where are you on the Tone Scale today?
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At (insert company name) we aim to be well up the tone scale when we interact with each other and our
clients.
And last but not least, we encourage our people to read The 5 Love Languages or The 5 Languages of Appreciation
books by Gary Chapman. According to him there are five universal ways that all people express and interpret
feelings with each other. Each person will have one primary and one secondary language and he believes people
tend to give love or appreciation in the way they prefer to receive it. What language do you hear? And what
language do you speak?
Whether it’s a pat on the back, an award for a job well done, or some one-on-one time, we each have unique
emotions attached to what makes us feel appreciated or loved. Since we don't all have the same preferences when
it comes to giving and receiving appreciation, this is how any kind of relationship can start to get sticky. But by
understanding people’s inherent language, we can start to tear down walls in our lives, at home, at work,
anywhere.
So let’s learn a little about the 5 languages :

Words of Affirmation: this language uses words to affirm other people. For those who prefer the
words of affirmation language, hearing "Great work!" and other compliments are what they value
the most. Words hold real value within this language. Furthermore, negative or insulting comments
cut deep — and won't be easily forgiven.
Receiving Gifts or Tangible Gifts (workplace): for some people, what makes them feel most loved is
to receive a tangible gift. This doesn't necessarily mean the person is materialistic, but a
meaningful or thoughtful present it was makes them feel appreciated.
Acts of Service: For these people, actions speak louder than words. People who speak the language
of service want their partner to recognise that their life is hard work. Lending a helping hand shows
you really care. People who thrive on this language do not deal well with broken promises — or
perceived laziness — and have very little tolerance for people who make more work for them.
Basically, if you're not willing to show your appreciation by doing them a favour, you're saying you
don't value them.
Physical Touch or Appropriate Physical Touch (workplace): To this person, nothing speaks more
deeply than appropriate touch. Physical connections, like handholding, kissing, hugging for a
couples relationship or any type of appropriate re-affirming physical contact in the workplace is
greatly valued. A little touchy-feely does make them feel safe and loved. Any instance of physical
abuse is a total deal breaker. Obviously in the workplace only appropriate physical language is
accepted like a hand shake or a tap on the shoulder.
Quality Time: This language is all about giving the other person your undivided attention. Unlike
the words of affirmation language, talk is cheap and being the person’s focus leaves quality timers
feeling satisfied and comforted. Distractions, postponed dates, or the failure to listen can be
especially hurtful to these individuals. Being there for them is crucial.
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What makes you feel good?
Do you know what makes the others around you feel good?
At (insert company name) we take the time to understand and identify the languages of those around us in
the workplace and pretty much anywhere. If we can create and maintain a happy workplace, everyone and
ourselves will seamlessly work together, be more productive, and more engaged therefore more successful.
You can take a quiz on Gary Chapman’s website to determine what your personal love languages are. And we
would love to hear about it, if you feel like sharing this information with us!
Our Strategy
Our Strategy is (insert company name) Business Plan in one page. It includes in summary our core values,
marketing strategy, our uniques, 10 year, 3 year and 1 year plans along with quarterly objectives (Company
Projects).
It is one of the tools (insert company name) has adopted from the book 'Traction' by Gino Wickman. Our
Divisional Executives meet every quarter to discuss their achievements and set new projects for following
quarter.
Sample document:
Once the Executives set the Company and Divisional Projects for the new quarter, it is then communicated to
the team. Basically, everyone will have some responsibility and will directly or indirectly support their
Executives with accomplishing their divisional projects.
The last part of the document is named “Issues list” and it represents all items that are in mind but are not a
priority to become a project (yet).
Items in the issues list get reviewed in the next Executive quarterly meeting. Some of them will get deleted as
they become unimportant, others may stay there and others may even become a project for the next
quarter.
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GWC (Get it, Want it, Capacity to do it)
One of the most critical elements of any organisation is hiring the right people. It is a tough job! But doing it right,
is a Company’s best chance at achieving success, amazing teamwork and growth.
At (insert company name), we want to surround ourselves with great people to help us build a great Company. And
to achieve this we have adopted another amazing tool from Gino Wickman, the GWC. It stands for Get it, Want it
and Capacity to do it.
The GWC is used by our Senior Management to determine if (insert company name) has the right people in the
right seats. So, finding the right people is the first step, and ensuring we have the right people in the right seats
comes next and is just as important.
Everyone in every seat at (insert company name) is evaluated from time to time using these simple standards:
Do they “Get” it? Do they truly understand their role, the culture, the processes and systems, the pace of the
organisation, and how all of these elements come together to form a well-oiled machine?
Do they “Want” it? Do they genuinely like their job? Do they believe in what they are doing? Are they excited
about coming to work to see the progress that is occurring? Do they want to use their experience, talents, and
ideas to further the organization?
Do they have the “Capacity” to do it? Capacity is a multi-pronged word. It applies to mental, physical,
emotional, spiritual (in some cases), and intellectual capacity, as well as having the capacity of time to do a job
well.
The GWC Model makes decisions very black-or-white. Answers are yes or no, there is no intermediate area.
Grading someone a ‘no’ is a good indicator the Company has items to address with that person, if it is a current
employee. In those cases, the Management will follow our Performance Enhancement and Management
Procedure to make sure the best outcome is reached for both parties. If a candidate for a position is graded a no at
any point, it ends right there.
That is why we believe every new hire must be strategic and flawless. It must be made with an eye towards the
present and future version of our Company.
“Hiring the best is your most important task.”

– Steve Jobs
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YOUR CONTRACT
Basis of Agreement
Your contract of employment forms the basis of your employment with (insert company name) and incorporates
terms that are both expressed and implied.
You will be asked to sign your acceptance of this document as you have done with the Letter of Offer and
Employment Contract. This section of the handbook contains supplementary contractual terms. In the event that
there is any discrepancy between the supplementary terms contained in this handbook and the Terms and
Conditions of Employment document, the terms of the latter will apply.
Not everything concerning your employment can be, or indeed should be, reduced to a set of rules. Working
relationships demand common sense and good business practice, and discretion may be used in certain instances
to deal with matters affecting you and your employment.
The remainder of this section forms an integral part of your Terms and Conditions of Employment.
Salary
Your salary is shown in your Terms and Conditions of employment contract, or as subsequently notified to you.
Your salary will be paid (weekly, monthly, fortnightly) by direct transfer to your bank account on the (day) of each
calendar fortnight, or the following working day if (day) falls on a public holiday. Please note, as per your
employment contract, the company has up until (day) of the payroll week to make such payments.
Hours of Work
Your ordinary hours of work will be an average of (number) hours per week, plus any reasonable additional hours
as may be required from time to time having regard to operational and business requirements and in accordance
with the provisions of any applicable Award. The Company's normal business hours are 8:30 am to 5:00 pm,
Monday to Friday.
Lunch breaks are normally of (number) minutes’ duration, to be taken at a time

agreed with your Manager/ Executive.
Overtime is not paid for any additional hours worked.
Reasonable flexible start and finish times are usually accepted but should be
discussed and approved by the Manager who holds the right to decline any request.
Employees who have worked for (insert company name) for at least (number) months
can request flexible working arrangements if their circumstances have changed, for
example (become a parent or a carer, have a disability, are 55 or older, etc.). The
Company will consider it carefully and as best as possible try to reach an agreement
that balances both parties’ needs.
Time Management
(insert company name) has created a set of time management rules to be adopted by all employees. The Company
recognises time management skills in the workplace is a journey that requires practice and guidance along the
way.
The following time management tools are to be used by all permanent (full-time or part-time) employees:
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a) Set Your Goals
You first need to understand what the Company wants to achieve and how your role and division will support. You
can then set your objectives so you know where you are going and your action plan will reflect what needs to be
done to get there. Your Manager/ Executive must be involved and provide guidance, if required.
b) Have an Action Plan (Prioritised To-Do List)

The action plan works as a to-do list to assist you in completing your tasks to successfully achieve your objectives.
The completed work is what you exchange for your salary.
It is easy to become overwhelmed by the vast quantity of tasks we get from day to day and very likely some of
them will be forgotten unless you keep track of them. One of the most important reasons for keeping an action
plan is organisation and prioritisation. Seeing a clear outline of completed and uncompleted tasks will help you
feel organised and stay mentally focused.
All employees should maintain a weekly action plan and submit it to their Managers/ Executives every Monday.
Items listed should be working towards the division’s objectives and/or Company rocks.
“Every minute you spend in planning saves 10 minutes in

execution; this gives you a 1,000 percent Return on Energy!”
Brian Tracy
You are also encouraged to set daily prioritised actions. You can for example end your day by making a quick list of
what you need to do the next day. Everything is still fresh in the mind and you don’t have to waste time to try to
remember it the next day.
c) Add Tasks to Your Calendar

Your main weekly actions or tasks will need to be added to your calendar as an
event with corresponding duration, location, description of the activity and any
other important detail.
The (team member) must add an event to every appointment they have offsite.
Office staff should also add events to calendar with main tasks from their action
plan. This is the new way forward superseding timesheet completion
requirements.
Everyone’s calendars should be maintained accurate and up to date at all times.
d) Prioritise
Decide what’s the best and more efficient order to do things, what needs to get done no matter what, and what
you can forget about. That may mean saying “no” to some people who want you to do things that will take you
away from your focus.
e) Keep Distance from Distractions and Stick to Your Schedule

There are lots of ways to get busy and get distracted. They create chaos and pull you in a thousand different
directions. Instead, just go along one path — limit your time browsing the Internet, messaging, checking emails,
making phone calls, etc. Instead, shut them all off, clear them away, and focus.
If you are working on a task that is going to take several days to complete, set aside a certain amount of time each
day for that task and then move on to others. This will help you slowly chip away at that task and will ensure you
don’t get carried away working on it and leave only a little time for the other tasks you need to take care of.
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Working from Home
Employees intending to work from home shall seek approval from their Manager/ Executive with at least 3 days’
notice. The Office Manager shall also be advised in advance. Working from home should not become a habit,
unless it has been approved by the CEO and/ or is part of the Employment Contract. For more information on
Working From Home, please see our guide below.
Working From Home Guide - Employee’s and Employer’s Perspective.
Employer’s Perspective
Purpose
This document should be tailored to your organisation’s operations to give everyone in the company access to the
clear guidelines that will keep your organisation moving forward, regardless of the geographical location of your
staff. The purpose of this template is to ensure that all members of your staff have the information they need, are
well-informed on their role, its responsibilities and the subsequent list of accountabilities they’ll be required to
meet while working remotely. In essence, it’s a simple guide that an employee should refer to if they feel a lack of
organisational support while working remotely.
Scope
The scope of this document extends past the physical boundaries of your office, and gives your employees the
information they need to achieve the organisation’s strategic goals while working remotely. Think in terms of how
your organisation would operate if everyone were in the office, and apply these principles to the context of
remote work..
Mission Statement and Vision

Just as you would in a face-to-face meeting, it’s vital to inform staff members of the organisation’s short and long
term goals, its mission statement and the reason why the organisation is moving in its current direction. Ensure
that each member of your staff is well-versed in the purpose of the organisation, and remains committed to
improving customer and supplier relationships, as well as the internal procedures that we’ll map out later in the
template.
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Rules, Roles and Responsibilities
The organisation should have already established its organisational chart, which maps out each role, and how that
role contributes to the overall performance of the organisation. If you haven’t already done this, plot out a simple
chart showing each of the organisation’s different departments, who they report to, and what their daily activities
achieve. Ensure that you have position descriptions on hand that you can refer members of your staff to, and
there’s a high level of communication with relevant management figures. The organisation should establish a
document that staff members can access remotely that reiterates the rules within an organisation, and this should
include a dress code for any external meetings to maintain a sense of professionalism, as well as smaller details
regarding streamlined communication and logging of their daily activities.
Accountability
Each member of your staff should be informed of their ‘number’, that is, the metric that they’ll be held
accountable to in the organisation’s next catch-up or formal meeting. If a member of your staff isn’t aware of their
number, they’re likely to become lost and unproductive. To mitigate this risk, establish a number of KPIs they’re
required to meet on either a weekly or fortnightly basis.
Remote Working Arrangement

Taking into account the data from the role, its responsibilities and the subsequent accountabilities, you should
establish your remote working arrangement that is tailor-fitted to each member of your team. This should cover an
employee’s hours, expectations, their accountabilities list and workload, and should be agreed upon by both
parties involved.
Communication Policy
It’s essential to ensure that members of your team are communicating regularly, but they’re also utilising just one
means of communication so important messages aren’t forgotten. If your organisation uses the Google Suite, for
example, make sure you’ve told staff that they should communicate via Gmail and the GChat function; reapply this
to your organisation’s preferred means of communication.
Meetings
Having staff-wide discussions is imperative while working remotely, so maintain a high level of communication and
keep some time free to have a meeting to inform everyone of any key changes to the organisation’s business
model or vision. Before you start one of these meetings, make sure there is one facilitator or mediator of the
conversation, as a group call with a dozen or more participants can be tricky to navigate. Establish a list of key
issues that will be discussed and pass this information on to all employees, so they’re briefed and ready for your
meeting.
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Management Responsibilities
The management team remains obligated to ensure that each member of the team is aware of their role and its
responsibilities while working remotely. Quick, informal ‘catch-up’ sessions via Google Hangouts or Zoom are an
effective way to make sure that members of staff are in-line with the short-term goals of the organisation, so every
member of the team is working together.
Equipment
It’s the employer’s responsibility to ensure that each member of its team has access to an adequate level of
technology, as well as a stable internet connection to operate with the same effectiveness as working in your
office.
Health Guidelines
The organisation has an obligation to maintain the health and psychological safety of its employees while working
remotely. This can include the encouragement of routine breaks to get some fresh air and sunlight, as well as staff
‘catch up’ sessions that spark conversation between employees to increase their sense of belonging. At Best
Practice, we’ve established what we call the ‘High Five’, which provides a solid foundation for the health and
wellbeing of your staff, and maintains their focus and productivity.
Cybersecurity
Day-to-day activities like emailing and accessing internal documents remotely poses a significant risk of
third-parties compromising the data that your organisation is obliged to keep secure. Make sure that your
organisation has an information security policy like ISO 27001 to maintain the integrity of the data stored.
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Employee’s Perspective
Maintain Your Routine
An important part of working from home effectively is maintaining your morning routine as you would if you were
headed into the office. Just because you don’t have to be out of bed at a certain time doesn’t mean you should set
your alarm clock any later; you should maintain a steady time to wake up, perhaps squeeze in some exercise and
slowly ease into your morning.
You could potentially replace any time you would have spent commuting to and from work for some meditation,
exercise, or anything that constitutes a productive, psychologically-beneficial activity. If you’re living in a
metropolitan area, this could be in excess of 90-minutes per day that you could leverage to read a book, go for a
walk, meditate or do some more vigorous exercise. Giving your brain a rush of endorphins on a regular basis is one
of the best ways to maintain your cognitive health, so consider how you could replace the time previously spent
commuting with something beneficial.
Customise Your Workspace to Boost Productivity

When setting up your home office, it’s important to designate space purely for work. Operating remotely can
prove problematic when it comes to blurring the lines between your personal and professional life, so make sure
that you’ve established some clear boundaries - if possible - in your household to create a working environment
and a separate personal environment. Don’t hide away in a dark corner- move some furniture around in your
house and get a desk set up near a window or in a room filled with sunlight. This is also beneficial when it comes
to any video calls you’ll have internally, or with clients, where you need to optimise the lighting for the call. Ideally,
your face should be well lit, for example facing a window. It's a good idea to ensure that there is not a light fixture
in view of the camera, as the camera will expose for the light source and make your face dark. It's also important
to ensure that the lens of your webcam is level with your eye line. Try not to be looking down and the camera and
when you’re speaking “eye contact” is made with your audience by looking at the lens not your own face or the
audience. Ideally, you should be able to segregate yourself and your office from the rest of the house, but that’s
not applicable to all homes. At the very least, your workstation should be positioned away from the major
distractions in your home, and for psychological benefits, near some source of natural light.
If you’re not able to close off to distractions easily, invest in a set of noise cancelling headphones so you can more
easily enter a productive headspace with the elimination of background noise. It’s also important to keep your
workstation clean, and free of distractions. Try to take a minimalist approach, with your computer and any
necessary documents easily accessible, but avoiding overcrowded. When your desk becomes cluttered, it can
subconsciously signal to your brain that it’s a frantic day before it’s even begun.
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Treat It Like An Office
It’s important that while you’re working from home, you treat it as an office space. This means that you should
have already established a clear start and finish time with your employer, as well as break times. In exchange for
your wage, your employer expects a certain amount of work from you each day of the week, and you need to
acknowledge that first and foremost. From here, you can establish your routine, which should incorporate some
small ‘refresher’ breaks for you to walk away from your workstation. One of the most effective ways to get your
brain into ‘work-mode’ is to actually dress for the occasion. Whether or not you’ve got a meeting with colleagues
or clients, dressing for the part can make a significant difference when it comes to your productivity and work
ethic. Resist the urge to turn to distractions like a TV in the background, even if it’s playing something seemingly
productive like the news.
Managing Your Wellbeing

While remote working has enabled a completely new way of operating, it’s also proven to increase anxiety,
isolation and feelings of loneliness after a prolonged period. This, of course, is dependent on the individual’s
circumstance, but overall it’s important to cover a few of the basics in terms of managing your emotional state
while working from home. Don’t stay sitting in front of a screen all day- try to break it up with short ‘power breaks’
so you can break up your routine, distract yourself for a short time and return to your work feeling more focussed.
If you try to push through, you’re likely to get less achieved, and the quality of work can often slip to the point
you’ll make small errors that you otherwise wouldn’t have made if you were feeling fresh and focussed.
Make sure you stay in contact with your colleagues and loved ones through this period, and start each day with an
activity that you enjoy. However, this might mean you’ll have to manage your time using social media, because idle
time can be easily wasted while you’re scrolling through your feed.
Meetings & Staying Connected

An important part of the remote working process is staying connected with your colleagues, as well as your friends
and family. In the context of your organisation, you should move past having formal weekly meetings, and
condense this into short, more informal ‘catch up’ sessions. These catch-ups should revolve around work, but
shouldn’t only center on your daily activities. Talk about how you’re feeling, and ask how your colleagues are
dealing with the current situation. These candid conversations will build trust between colleagues, and foster that
sense of trust and belonging to the organisation that can often result in more motivated, productive members of
staff.
With your idle time, try to set up either a social call with your colleagues over a lunch-time break, or meet up just
before it’s time to log off for the day and go over what you’ve accomplished, and what your plan looks like for the
remainder of the week.
For any meetings you have with colleagues or clients, you should ensure that your computer or device is
positioned with the sun in front of you, rather than behind so you’re not silhouetted by the light. Try your best to
keep your device equal to your shoulders and head, so you don’t appear too dominant to the person you’re having
a conversation with; this can prove invaluable when communicating with clients. If you need to move to a separate
area to escape any background noise of traffic, family members or a TV, try to set up close to a wall with a plain
white background with no distractions behind you.
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Annual Leave
In addition to public and bank holiday, you are entitled to various forms of leave in accordance with the NES
(National Employment Standard) and other relevant legislation as amended from time to time.
Your annual leave will need to be submitted via Xero system to your Manager/ Executive with as much notice as
possible. It is important that we can maintain productivity whilst you are away and in some circumstances, we may
require another person to manage your role during that period.
Please note: 6 months’ notice is required for leave over 2 weeks in duration.
If you are absent from work owing to sickness or injury, you must call (not SMS) your Manager/ Executive or
appropriate person by 10.30 am on the first day of your absence, giving details of the sickness or injury and an
indication of when you hope to be able to return. You must also keep the Company fully informed until you return
to work. For each day you are off sick and claiming a sick leave, you are required to submit a doctor’s certificate.
For this and all other kinds of leave are required to be submitted via Xero.
Please note that annual and personal leave are paid based on the employee’s accrued leave balance. Otherwise
unpaid leave will prevail. For further information, please refer to the Fair Work Information Statement sheet
included in your induction pack.
Christmas and New Year’s Shutdown

A shut down is when a business temporarily closes during slow periods of the year, such as Christmas and New
Year. Every year (insert company name) closes for the festive season break. It gives people time-out and time to
reset and enjoy our amazing country in the summertime, usually 2 weeks. The Company may direct you to take
annual leave during this shutdown period and will provide at least 4 weeks’ notice before the leave needs to be
taken. The Company will discuss options with you should you not have enough leave accrued to cover the
shutdown period.
Notice of Termination of Employment

Your employment will initially be subject to a probationary period of six months’ duration, during which time the
notice period required to be given by either party is one week unless otherwise stated in your Terms and
Conditions of Employment.
The Company will schedule a probationary review meeting with you as the probationary period nears its
conclusion. The purpose of this meeting is for the employee and the Manager/ Executive to discuss the past six
months and highlight any areas that may need to be addressed as they move forward to permanent employment
or not.
On satisfactory completion of your probationary period, the notice period you are required to give will be as
stated in your Employment Contract.
If you wish to resign from employment with the Company, you must inform the Company in writing.
The period of notice will begin from the date of this written notification. Your last day of service will be mutually
agreed between you and your Manager/ Executive and details sent in writing.
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The Company reserves the right to terminate your employment without notice in cases of gross misconduct.
Examples of this include, but are not limited to:
• Any adverse action, negligence or breach of policy or procedure that may result in the potential or actual
imprisonment, financial penalty or material sanction of (insert company name), Companies’ Executives,
Managers or other employees;
• Professional and or commercial malpractice arising from wilful, negligent or persistent failure to comply with
the Company’s professional standards, compliance arrangements or procedures, or rules of the Company’s
regulatory bodies;
• Any action, omission or neglect of action that endangers the health and safety of other employees, clients or
visitors to the Company;
• Breach of trust including theft, fraud, dishonesty or deliberately providing false information to the Company;
• Behaviour such as fights or arguments, actual or threatened violence or behaviour which provokes violence;
• Bringing the name of (insert company name )into disrepute;
• Vandalism or wilful damage to property or belongings of the Company or of its employees or clients;
• Serious incapability and/or inappropriate behaviour through abuse of alcohol or non-prescribed drugs or
other substances or being under the influence of such substances during working hours and at work related
activities and events;
• Offering or receiving bribes or unauthorised acceptance of gifts, offered for direct or indirect commercial gain;
• Unauthorised use or disclosure of confidential information relating to the Company or its clients or
employees;
• Improper dealing, including insider dealing, in the stocks, shares or securities of its clients;
• Serious neglect of duty or gross insubordination or disregarding legitimate instructions or Company
procedures the result of which is likely to prejudice the Company’s business or reputation;
• Deliberate or serious breach of terms and conditions of employment, including any breach that would make
any further working relationship or trust impossible;
• Misuse of electronic communications in particular downloading, printing, sending, storing or re-transmitting
pornographic, unlawful, defamatory or disrespectful, obscene or offensive email or visiting pornographic,
unlawful, defamatory or disrespectful, obscene or offensive internet sites;
• IT Policies Harassment or unlawful discrimination or bullying of any other employees or clients;
• Assisting competitors in any manner which might be construed as harmful to the Company; and
• Unauthorised employment outside the Company.
Page 21 of 42
OTHER IMPORTANT CONSIDERATIONS
Confidentiality Policy
Employees are given access to documents and information that are highly confidential. We also work closely with
many clients that are in direct competition with each other. It is important to our business that we maintain a high
level of confidentiality for all our clients. This policy must be adhered to by all (insert company name) personnel.
General - Whilst most of our client’s information remains confidential, there is some information that is made
publicly available. This information includes the name and address of the organisation.
Where additional client information is requested by third party organisations such as government procurement
departments, the client will be advised, and no information will be released without the written consent of the
client (unless legally required).
Impartiality Committee - Impartiality committee members need to review information relating to the client in
order to perform their function.
Statement of Impartiality
(Insert company name) works to ensure that impartiality is maintained without exception whilst carrying out
services. Impartiality is achieved through managing conflicts of interest and ensuring the objectivity of our
activities is maintained.
(Team member) are assigned to clients to ensure impartiality is maintained. This includes signed declarations by all
(insert company name) representatives and detailed reviews of both the clients and (Team member) prior to
commencing any service.
All (insert company name) procedures for carrying out activities including assessments, client communication,
correspondence and the final (service) decision process have been documented to ensure that conflict of interest
does not exist.
Where conflicts of interest have been identified and the conflict cannot be removed through assignment of a new
(Team member), the (services) shall not be provided to the client.
Any concerns relating to impartiality of our services can be directed to the (insert company name) CEO.
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Code of Conduct Policy
All employees shall:
● Act professionally, accurate and in an unbiased manner always whilst performing (insert company name)
activities,
● Not represent conflicting or competing interests,
● Not discuss or disclose any information relating to an assessment unless required by law or authorised in
writing by organisation,
● Not accept any inducement, commission, gift or any other benefit from an organisation, their employees
or any interested party or knowingly allow colleagues to do so. (note: (insert company name) does not
consider acceptance of refreshments during the a (service) to be in breach of this requirement),
● Not intentionally communicate false or misleading information that may compromise the integrity of any
(service),
● Act in a polite manner always.
Above all, (insert company name) place high value in our customer relations. We respect
that the client has invited us into their organisation to help them and add value to their
business management system processes.
Any breach of this policy by staff shall result in disciplinary action.
Staff Rights and Responsibilities

(Insert company name) is committed to providing a safe, flexible and respectful environment for staff and clients
free from all forms of discrimination, bullying and sexual harassment. We harness the diversity within and
between teams and we treat others with dignity, courtesy and respect.
All staff are entitled to:
● recruitment and selection decisions based on merit and not affected by irrelevant personal characteristics
● work free from discrimination, bullying and sexual harassment
● the right to raise issues or to make an enquiry or complaint in a reasonable and respectful manner
without being victimised
● reasonable flexibility in working arrangements, especially where needed to accommodate their family
responsibilities, disability, religious beliefs or culture.
All staff must:
● follow the standards of behaviour outlined in this policy

● offer support to people who experience discrimination, bullying or sexual harassment
● avoid gossip and respect the confidentiality of complaint resolution procedures
● treat everyone with dignity, courtesy and respect.
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Managers and Executives must also:
● model appropriate standards of behaviour

● take steps to educate and make staff aware of their obligations under this policy and the law
● intervene quickly and appropriately when they become aware of inappropriate behaviour
● act fairly to resolve issues and enforce workplace behavioural standards, making sure relevant parties are
heard
● help staff resolve complaints informally
● refer formal complaints about breaches of this policy to the appropriate complaint handling officer for
investigation
● ensure staff who raise an issue or make a complaint are not victimised
● ensure that recruitment decisions are based on merit and that no discriminatory requests for information
are made
● considering and providing reasonable accommodations where necessary
The Office Manager and the CEO are responsible for:
● ensuring all Managers/ Executives, and existing and potential employees are made aware of their
obligations, responsibilities and rights in relation to EEO
● identifying matters which do not comply with the principles of EEO and addressing them as promptly and
sensitively as possible
● dealing with EEO issues in a prompt and sensitive way
● providing ongoing support and guidance to all existing and potential employees in relation to EEO
principles and practice
Equal Employment Opportunity

Equal employment opportunity (EEO) refers to employment practices that are designed so that existing and
potential employees are able to compete for, or be awarded, employment, promotions, transfers, training and
other employment related benefits on their merits without reference to irrelevant characteristics. In Australia it is
unlawful to discriminate against a person on the basis of a particular personal characteristic.
(Insert company name) is an equal opportunity employer that values the contribution of our employees. We
believe that the effective utilisation of our people and their full capabilities will be the key to our success.
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Unacceptable Workplace Conduct
Discrimination, bullying and sexual harassment are unacceptable at (insert company name) and are unlawful under
the following legislation:
● Sex Discrimination Act 1984 (Cth)

● Racial Discrimination Act 1975 (Cth)
● Disability Discrimination Act 1992 (Cth)
● Age Discrimination Act 2004 (Cth)
● Australian Human Rights Commission Act 1986 (Cth).
Staff (including Managers/ Executives) found to have engaged in such conduct will be counselled, warned or
disciplined. Severe or repeated breaches can lead to formal discipline up to and including dismissal.
We strongly encourage any staff member who believes they have been discriminated against, bullied, sexually
harassed or victimised to take appropriate action by approaching the CEO or the Office Manager. Staff who do not
feel safe or confident to take such action may seek assistance from the Office Manager or any of the other
Manager/ Executive s for advice and support or action their behalf.
Alcohol and Drugs

The Business has a zero-tolerance policy on the consumption of alcohol and drugs when working on a job with a
client. Outside of this time it is your personal responsibility to consider your hazards, risk and legal responsibilities.
If you feel that you may need assistance with drug or alcohol-related problems, you should raise this with your
Manager/ Executive or the Office Manager. Sick leave may be granted by the business for you to seek professional
treatment, a treatment certificate or letter from the provider will be required to support your leave approval.
If the Company believes that you have an alcohol or drug problem and you refuse to accept referral or discontinue
a course of treatment before its completion, you will be subject to disciplinary action. In addition, the Company
reserves the right to terminate your employment should it consider that you are not making satisfactory
improvement in your job performance.
If you are identified to be impaired by drugs or alcohol by your Manager/ Executive or a client without a
self-declaration on commencement of your work day, you will be sent home on leave without pay. If you are
removed from a site for this reason, your return fares will not be covered by the Company or the client. This
applies to all travel and accommodation.
When alcohol is provided at any work function, it is the CEOs discretion to provide a (insert dollar value) taxi fare
for your journey home. Approval for this fare must be sort from the CEO 2 days prior to the work endorsed
function. Employees’ behaviours at work functions must comply with our workplace policies. Unacceptable
behaviour at any work function can result in disciplinary action.
Page 25 of 42
Dress Code
It is management’s intent that work attire should complement an environment that reflects an efficient, orderly,
and professionally operated organisation. All staff must look clean, well
presented and groomed always. Good grooming and appropriate dress
reflect employee pride and inspire confidence on the part of such persons.
“Get Dressed for
(insert company name) recognises the growing popularity of smart casual ACTION.” - Kobi
dress and the positive effects of this, therefore, smart casual attire will be
permitted on Fridays unless employee is required to attend pre-arranged
meetings with persons outside the organisation.
The key point to sustaining an appropriate casual attire program is the use of common sense and good judgment,
and applying a dress practice deems conducive to our business and service environment. If you question the
appropriateness of the attire, it probably isn’t appropriate.
(insert company name) staff working directly with clients may wear the
appropriate clothing for their client demographics and program needs (e.g.
“Dressing great makes construction site may require long sleeve shirt). OH&S always takes precedence
you feel GREAT!”- Kobi over this policy and the appropriate safety wear must be worn at all times if a staff
member’s role or duty dictates this.
Smart business attire is to be worn Monday to Thursday. Appropriate smart attire

for staff includes the following:
Women Men
Company Uniform Company Uniform

Blouses/smart tops/shirts Shirts with buttons and collars
Blazers, suits or jackets Polo shirts (if not meeting with a client -
Pants/trousers/dress,jeans/denim BDM’s)
Dresses/skirts (knee level or longer) Trousers/suit trousers/dress jeans/denim
Business shoes (ﬂat or heeled) or boots sweaters, cardigans, pullovers or polo neck
Sweaters, cardigans, pullover or polo neck Suits/jackets/blazers
Scarves Business shoes
Smart casual attire may be worn on Friday of each week. Appropriate smart casual attire for staff includes the
following:
Women Men
Slacks/Dresses/Skirts Sport coats or blazers
Dress Shorts Dress shorts
Sport coats or jackets Button up shirts (short sleeve)
Good quality/condition T Shirts Good quality/condition T-shirts
Smart trainers/sneakers Smart trainers/sneakers
Sport coats or jackets
Page 26 of 42
Unacceptable attire at all times: thongs of any kind / Ugg boots / bare feet, torn & ripped jeans, tank tops, tube
tops and singlets, excessively faded or sloppy clothing of any sort, excessively revealing or overly tight clothing,
underwear being visible, see through transparent clothing worn without camisole/ vests/ slips, short shorts or
board shorts, beach wear, onesies, workout/ fitness clothes, hats being worn indoors, clothing with slogans or
wording which may be considered offensive (political, religious, cultural, etc.), evening wear during day time.
Personal hygiene: maintain a high standard of personal hygiene. It is recommended to shower daily and use an
antiperspirant/ deodorant. Also be mindful of others when you choose a strong fragrance to wear for work. Some
people are legitimately allergic to perfumes and others may not like your favourite Chanel N.5 as much as you do.
The Executives are responsible for monitoring and enforcing this policy. If attire/grooming is questionable, the
respective Manager/ Executive will hold a private discussion with the staff member to advise and counsel the
employee regarding the inappropriateness.
OHS
a) Workplace Safety/ Security
The Company takes every reasonable precaution to ensure that employees have a safe working environment.
Ultimately, it is the responsibility of each employee to help prevent accidents.
You must be alert and aware of any potential dangers to yourself or your co-workers. Take every precaution to
ensure that your surroundings are safe and secure. Guard personal belongings and Company property. Report any
suspicious activity to a supervisor immediately.
You should use all safety and protective equipment provided to you, and maintain work areas in a safe and orderly
manner, free from hazardous conditions. If you observe an unsafe practice or condition you should report it to a
Manager/ Executive or Office Manager immediately.
Employees are prohibited from making threats against anyone in connection with his/her work or engaging in
violent activities while in the employ of the Company. Any questions regarding safety and safe practices should be
directed to the Office Manager.
If employees have a disability that requires reasonable adjustments to be made to the workplace or job to allow
you to work safely and productively, they should raise this with their Manager/ Executive. The Company will only
refuse such requests on fair and reasonable business grounds.
Page 27 of 42
a) Incidents at Work
(Insert company name) is required by law to keep a written record of accidents, incidents and dangerous
occurrences. If you suffer or witness an accident or personal injury while at work, no matter how slight or whether
treatment is required, it must be reported to your Manager/ Executive and the Office Manager immediately, so
that any necessary action may be taken. Physical discomfort caused by repetitive tasks must also be reported.
b) Emergencies
If there is a serious medical emergency, you should immediately dial 000 for an ambulance. You must remember to
state the casualty’s name and symptoms, your location, the telephone number from which you are calling and
your name.
Employees should recognise any potential fire hazards and be aware of fire evacuation procedures. If you hear a
fire alarm or other emergency alert system, proceed quickly and calmly to the nearest exit. Once the building has
been evacuated, only the Office Manager may authorise employees to re-enter.
Company Property
Laptops and mobile phones given to all employees are the property of (insert company name) and must always be
treated in this manner. You are expected to assume responsibility for the security of Company property and
proprietary information that is entrusted to you in the course of your employment, as well as your own personal
property.
Laptops and phones are set up by the Office Manager, who will be the first point of reference to troubleshoot any
issues along the way.
Any loss of a device or damage to it must be fully paid for by the employee.
Correct use of Company property:
● Exercise good judgment regarding the reasonableness of personal use on

work devices.
● Personal international calls and international data roaming will be paid by you;
● Report Loss or Theft of Company property to office manage immediately;
● Take all reasonable measures to ensure the physical and digital security of the devices by locking the laptop in a
secure location when it is not in use
● Always secure devices with a password/ passcode/ pin and change passwords as often as possible;
● Accept any systems updates received by the device;
● Never use mobile phones or laptop while driving. Only make/ take calls in the car if phone can be operated
without touching (via car Bluetooth) and is not in any way in contact with you, the driver.
Any loss or theft of a (insert company name) supplied mobile device must be reported to the police and a crime
incident / reference number obtained. This should be done immediately after the loss or theft has been
discovered. Once the crime reference number has been obtained, the loss or theft must be reported to the Office
Manager.
In the event of employment termination, all Company property must be returned to employer in perfect state and
working condition.
Page 28 of 42
Data Protection
The Company and its employees share a joint responsibility for the protection of confidential data.
We handle sensitive customer and internal information daily. Sensitive Information must have adequate
safeguards in place to protect them, to protect customer privacy, to ensure compliance with various regulations
and to guard the future of the organisation. The Company commits to respecting the privacy of all its customers
and to protecting any data about customers and its employees from outside parties.
To this end management are committed to maintaining a secure environment in which to process customer
information so that we can meet these promises. All employees should ensure the following measures are taken:
● Handle Company and customer information in a manner that fits with their sensitivity;
● Limit personal use of the Company information and telecommunication systems and ensure it doesn’t
interfere with your job performance;
● Do not use e-mail, internet and other Company resources to engage in any action that is offensive,
threatening, discriminatory, defamatory, slanderous, pornographic, obscene, harassing or illegal;
● Do not disclose sensitive customer and personnel information unless authorised;
● Be particularly cautious when disclosing information over the telephone;
● Keep passwords and accounts secure and reset them regularly;
● All hard copies data must be manually destroyed when no longer required for valid and justified business
reasons.
● Request approval from management prior to establishing any new software or hardware, third party
connections, etc.;
● Do not install unauthorised software or hardware, unless you have management approval;
● Always leave desks clear of sensitive customer or employees’ data and lock computer screens when
unattended;
● Information security incidents must be reported, without delay to your Manager/ executive or the Office
Manager.
Use extreme caution when opening email attachments received from unknown or even known senders, which
may contain viruses, phishing emails, ransomware, e-mail bombs, Trojan horse code, etc. If an email with an
attachment or link is received unexpectedly, treat it as suspicious and confirm with the person (if known) on a
separate email or by phone before you open it or click on it.
We each have a responsibility for ensuring our company’s systems and data are protected from unauthorised
access and improper use. If you are unclear about this matter you should seek advice and guidance from your
The Company reserves the right to monitor, access, review, audit, copy, store, or delete any electronic
communications, equipment, systems and network traffic for any purpose.
Page 29 of 42
Business Travel
Business travel is defined as travel in connection with your work which is not commuting to your normal place of
work.
Approval for travel should normally be sought at least 15 working days in advance of proposed travel and
last-minute travel requests will be dealt with on a case by case situation.
You are expected to spend Company funds prudently. Business travel expense may be claimed if they are
reasonable, appropriately documented, properly authorised and within the guidelines of this section.
You are also responsible for your own tax liabilities. (Insert company name) does not accept responsibility for tax
liabilities incurred by employees.
(Insert company name) Executives and the Office Manager have primary responsibility for ensuring all travel
requests are compliant. They must verify that travel expenses were incurred while conducting (insert company
name) business, the information in the claim and attached documentation are accurate and in accordance.
The Office Manager and Travel Agent are the only persons authorised to book travel for employees. The only
exception is when last minute travel bookings need to be made outside standard business hours for next day
travel.
a) Air Travel
All domestic air travel must be Economy Class. Domestic Travel is defined as travel
within Australia and New Zealand. All International Air Travel must be approved by
CEO (and Client if applicable). Our preferred carrier for domestic travel is Virgin
Airlines.
b) Accommodation
Accommodation will be booked by the Office Manager or the Travel Agent and
paid for in advance. Travellers will stay in a standard room at a 3 or 4-star hotel.
Generally, the best available rate will be used to determine accommodation but
consideration will be given to location for traveller’s ease of use and business
convenience.
c) Car Hire
Car hire will be booked by the Office Manager or the Travel Agent and paid for in advance. A car hire should be
considered when:
- Driving is more convenient than airline or rail travel;

- Driving is necessary to transport large or bulky material; and
- Driving is less expensive than other transportation modes such as taxis and airport shuttles.
- A hire car will be more economical for the client than using your own vehicle
Reimbursable costs include the mileage fee (if any), petrol charges, tolls and authorised insurance charges.
Non-reimbursable costs include, but are not limited to, tickets, fines and traffic violations.
d) Cancellations
It is the traveller's responsibility to notify the Office Manager of any cancellations to travel already booked by the
Company or Client with as much notice as possible. If it’s on the weekend prior to travel, travellers must contact
the Hotel, car hire agency and/or the Travel Agent to cancel services directly.
Car hire, accommodation and flight bookings hold different cancellation policies and sometimes a few hours or a
day make a great difference for processing reimbursement of fees.
Page 30 of 42
Travel Expense Claim
Employees whose duties require them to be absent from their normal work location overnight or part day may be
reimbursed reasonable out of pocket expenses for meals and incidentals. Accommodation, flights and car hire
will be booked and paid for in advance by (insert company name) (when required and authorised for).
An expense will be considered reasonable where it does not exceed the relevant amounts set by the Australian
Taxation Office (ATO) as adjusted from time to time.
Employees must submit official receipts with any claim as soon as practical after the event as evidence of
expenditure incurred. A declaration from the employee that the expense was incurred may be accepted if the
receipt is lost or misplaced and suitable verification can be made.
Expense Claims should be submitted within 10 days of completing the travel.
The onus for justifying an expense lies with the employee. The Manager/ Executive must be satisfied that the
expenses were official, reasonable, necessary and actually incurred, before any reimbursement for personal
expenses can be processed for payment by Finance Division.
a) Expense Claim Processing

An expense claim must be completed and submitted for approval via Accelo. Only items with an attached tax
invoice will be considered by the approver (Direct Manager/ Executive) for reimbursement. Once approved by
Manager/ Executive expense is then forwarded by Accelo to Finance Department for final approval and payment.
Accelo will reimburse expenses by including it to the salaries payment (fortnightly payroll). Only
approved expenses, by both Manager/ Executive and Finance Manager, will be included in the following payroll
run.
If an invoice has been misplaced the employee will not be able to claim it. Credit card receipts or other paper that
is not a tax invoice, are not accepted.
The employee may approach the Manager/ Executive or Finance Manager should there be any concerns about
expense claim processing.
b) Allowable Travel Expenses

Travellers may be reimbursed for the following miscellaneous incurred while travelling on (insert company name)
business:
- Business office expenses (fax, copy services, postage)

- Business phone calls (if work mobile is not available)
- Hotel internet service fees (if work mobile hotspot is not available)
- Currency conversion fees (international travel)
- Petrol (hire car)
- Ground transportation (taxi, bus, train)
- Laundry/ dry cleaning for trips of 7 consecutive days or more
- Parking (for assessment staff when billable to the client)
- Visa/ consulate fees when travelling overseas for business
- Excess luggage (when transporting Company materials)
Page 31 of 42
Travellers are encouraged to minimise transportation costs by sharing taxis with other staff, volunteers or
associates. Where reasonable, the use of Uber, Airport Transit buses or train should be considered.
Short distance travel within the away location should be via public transport.
Airport parking may be reimbursed, but travellers are urged to use long term, lower cost parking lots where this
service is available. If public transport or Uber/taxi to and from the airport or other business location would result
in a lower cost, the traveller is encouraged to take advantage of these savings. Travel costs incurred must be
reasonable and reimbursement is at the discretion of the COO or the CEO.
a) Non-Reimbursable Travel Expenses

Travellers will not be reimbursed for the following expenses:
- Airline club or lounge fees

- Bar bills
- Barbers and hairdressers
- Clothing, accessories or toiletry, regardless of the circumstances
- Gym, athletic clubs
- Personal entertainment and recreation
- House-sitting, pet-sitting, baby-sitting or child care costs
- Lost luggage
- Loss or theft of personal funds or property
- Magazines, books, newspapers, personal related materials
- Hotel extras: mini-bar, in hotel house movies, saunas, massages, etc.
- Optional travel or baggage insurance
- Parking tickets, traffic violations and towing charges
- Personal accident insurance
- Personal automobile routine maintenance service
- Personal calls in excess of reasonable calls home
- Rental car or hotel room upgrades
- Souvenirs or gifts
- Interest fees on personal credit cards
- All costs associated with additional travel days (personal choice, not work related)
- Tourist attractions
- All travel expenses of companions/ spouses or non-employees who accompany employees on (insert company
name) business
a) Meals
An employee must normally have travelled in excess of (number) km radius from their base location to be eligible
to make a claim for part day or overnight meal expenses.
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Part-day Travel EXAMPLE: For part day meals expenses to be billable and reimbursable the following criteria
applies:
- travelling in excess of (number) km radius from their base location; and
Leave base location Return/ Arrive at base Entitlement

before: location after:
6.30 am 6.00 pm breakfast & lunch
6.30 am 7.00 pm breakfast, lunch & dinner
Overnight Travel: An employee is eligible to claim expenses where they are necessarily absent overnight from
their base in the course of their duty.
Time Entitlement
leave before 6.30 am breakfast, lunch, dinner
leave between 6.30 am to 11.59 am lunch, dinner
leave between 12.00 noon to 8.00 pm dinner
return before 8.30 am nil
return between 8.31 am to 12.00 pm breakfast
return between 12.01 pm to 7.00 pm breakfast, lunch
return after 7.01 pm breakfast, lunch, dinner
In relation to claims for meals employee should refer to the rates provided by the Australian Taxation Office, which
will apply as a maximum amount for reimbursement unless higher expenses are unavoidable. If unavoidable,
written justification will need to be noted on or with the Expense Claim.
a) Kilometres
Indicate the number of kilometres travelled before a reimbursement for kilometres travelled is paid.
b) Client Entertainment
Indicate the policy for client entertainment.
Page 33 of 42
Car Allowance
For the regular users of a vehicle where it is needed to do your daily tasks a car allowance may be offered as part
of the salary package. This allowance is to cover all costs in getting around using the vehicle or another form of
transport on business.
The allowance will cover an employee's cost of petrol, tyres, registration, insurances, ongoing servicing and
maintenance.
SETTLING IN
Your First Week
So, you’ve gone through the interview process, you’ve signed and returned the Contract, you’ve read all the above
information and your first week is here. Congratulations!
On your first day you will be taken through the basics about (insert company name), policies and procedures,
working tools and office facilities. The Office Manager will sit with you for about (number of hours) to cover these
and other important items which may be completed on your first day or spread over several days, depending on
how it ties in with your induction schedule.
A laptop (or a Tablet) and mobile phone will be ready for your day one and a desk prepared (if you are an office
based employee) with a monitor, keyboard, mouse, etc.
As part of your induction plan you will also catch up with our Executives and the CEO for a 30 minute one-on-one
discovery session. They will take you through their divisions, their team, their numbers and share with you how
your role will support them, directly or indirectly. Don’t be shy, ask questions.
There will be a lot to take in, but don’t stress too much as we understand questions will come to you when you
actually start doing work. And we will always be there to guide you!
“Knowledge is having the right answer.

Intelligence is asking the right question” – Unknown
Your First Month
This is when you should not be freaking out anymore. A month later and you are comfortable with the company,
the way we operate and what exactly your role is about. You also know everyone’s names, have a feel for the
different personalities and may have even recognised what your colleagues’ love languages are!
In fact, you’re ready to show up to work this morning, sharpen those pencils, turn on your laptop, and take that
nice cup of tea or coffee back to your desk to start a cracking day. Well done!
The Office Manager will schedule a catch up with you to follow up on how you are going and how we are going.
Throughout the first month you will also be having regular catch ups with your Manager/ Executive about the
health of the division, your performance and projects ahead.
We wrote this manual to help new people like you find your way and feel comfortable with us. But a manual can
only go so far. And we spent a lot of time and effort with finding and hiring great, accomplished and capable
people like you, so we just want to make sure you are nicely settled and ready to shape your future at (insert
company name). And of course, help us shape the future of the Company.
Page 34 of 42
Your First Six Months
The first six months are the equivalent to a new employee’s probationary period. This is the time that we, the
Company, want to convince you, the new employee, that you have made a great decision by coming to work at
(insert company name). And obviously vice-versa.
Just before your probationary period ends, a meeting will be scheduled between you and your Manager/
Executive to discuss the past six months and highlight any areas that may need to be addressed as both parties
move forward to permanent employment.
Examples of probationary review meeting items include, but are not limited to:
● Planning
● Communication
● Work load
● Expectations & deliverables
● Training
● Retention
● Presentation
● Follow through
● Attention to detail
● Adherence to deadlines
This is an important meeting when both parties will discuss performance, ideal scene and next steps for a bright
future. The following chapter will cover your career and your annual performance reviews in more depth, which is
the next step once you finally become a permanent employee at (insert company name).
YOUR CAREER AT (COMPANY NAME)
Performance Management
Effective performance management creates a harmonious and productive workplace which is beneficial for both
employees and employers. At (insert company name) the Performance Management is an ongoing coaching
process represented by both informal and formal conversations. It begins immediately following the initial hiring
process and continues throughout the employee’s employment at (insert company name). We believe that it is
through performance management that the manager and employee gain a shared understanding of job
expectations.
Performance Review
All employees will undergo a formal Performance Review with their immediate Manager/ Executive once per year,
then a follow up Review will take place roughly 6 months later.
The flowchart below represents what the formal process looks like. Detailed instructions for employees and
managers are communicated a couple of months prior to the Reviews.
Page 35 of 42
Outside of this process, all employees are encouraged to raise issues they have when they arise with their
Managers/ Executives with the view of resolving any problems as quickly as possible.
Performance Improvement Plan

Managers hold a big responsibility to mentor and coach their team using the company’s policies and procedures. A
lot of mentoring and coaching takes place in various informal ways every day in the workplace. However, there are
times when a specific and more formal conversation with an employee is warranted. When such a scenario
occurs, a Performance Improvement Plan (PIP) is required to enhance the employee’s skills, as well as to address
or correct areas of concern.
A Performance Improvement Plan may include counselling, possible retraining and verbal or written warnings.
Should such improvement processes be unsuccessful in improving a employee’s performance, (insert company
name) may decide to end that person’s employment adhering to relevant employment legislation and guidelines.
A PIP will generally only start when other day to day informal coaching or corrective actions have failed.
The Performance Improvement Plan (PIP) can also be requested by an employee who requires a more structured
and formal support to the current position or even wish to change roles. Wherever possible and reasonable, the
Company will make all efforts to attend to such requests. After all, we want to work with happy people, who love
what they do and contribute to our success!
If an employee deliberately breaches business policy or procedure, or engages in misconduct, (insert company
name) will start a Performance Improvement Plan, or, in cases of serious misconduct or breach of policy, the
Company may dismiss that team member.
Each employee should seek to understand the responsibilities associated with their roles, be coached and given
the opportunity to reach the standards expected of them. The Company will give an employee the opportunity to
explain themselves before any further action is taken.
Page 36 of 42
Disciplinary Procedure
The Company’s disciplinary procedure is designed to help and encourage all employees to achieve and maintain
required standards of conduct and job performance. Its aim is to ensure consistent and fair treatment of all
employees. It is hoped that the employee will generally be able to resolve performance or conduct problems
quickly through discussions with Manager/ Executive in the normal course of work. Where this informal approach
fails to resolve difficulties, Manager/ Executive may feel it appropriate to initiate action under the Company’s
disciplinary procedure.
Where the Company feels it is appropriate to follow the disciplinary procedure, generally, the steps outlined below
will be taken to help and encourage improvements in standards of performance or conduct.
Stages Of Procedure (after probation period)

It is expected that most problems can be resolved on an informal basis. During the informal process a verbal
warning may be issued. Where this informal approach fails, or the matter is more serious, a formal procedure will
normally be implemented.
In situations of incapability any sanctions applied as a result of lack of improvement will escalate in three stages:
• Written warning;
• Final written warning;
• Termination.
In cases of misconduct the sanction issued to the employee will be reflective of the severity of the incident
therefore, even if the issue is a first occasion the outcome could be a final written warning or dismissal.
Appeals Procedure
Employee may appeal against formal disciplinary action taken by the Company. Appeals must be submitted in
writing to Manager/ Executive or Office Manager within five working days of the decision against which employee
is appealing and should state briefly the grounds of appeal.
Appeals against a warning or dismissal will be heard by an appropriate person appointed by the Company. The
Manager/ Executive hearing the appeal will, where possible, be senior to the Manager/ Executive who took the
original decision. Every effort will be made to hear the appeal shortly after the request has been received.
Employee may choose to be accompanied by a work colleague or, if relevant, a Trades Union official at the appeal,
and where possible a management representative will be present to keep a record of the proceedings.
At the appeal meeting employee will be given full opportunity to state the grounds on which appeal is made. The
Manager/ Executive who acted under the capability and disciplinary procedure will also have the opportunity to
explain their decision. The Manager/ Executive conducting the appeal may however exercise discretion as to
whether the two parties will be present together or separately during the proceedings.
The outcome of any appeal hearing is final. Decisions previously taken may be reviewed but any warning or
penalty previously given cannot be increased.
Wherever possible employee will be informed verbally of the decision reached. This will be confirmed in writing
within 48 hours of the date on which the decision was taken.
In cases where a decision to dismiss is upheld, the termination date will be the date of the original dismissal. If a
decision is taken to overturn a dismissal, both parties revert to the position as it was on the day of termination and
continuity of service is preserved.
Page 37 of 42
Dismissal Without Warning
In rare circumstances, an employee can be summarily dismissed without notice or pay in lieu of notice if, after
investigation and hearing version of events, the Company decides whether an employee has committed an act of
gross misconduct or has breached the employment contract. In such cases, it may be necessary to suspend
employee with full pay pending necessary investigations. The decision to suspend and/or dismiss will be taken
after the Manager/Executive has consulted with the CEO.
For more information about employment rights and entitlements please visit the Fair Work Online website
(fairwork.gov.au) or call their info line on 13 13 94.
The Company can also dismiss an employee without warning if employee is still working under the probation
period.
Professional Development
In alignment with our organisational values of being empowering and progressive, the CEO encourages the
continuous learning of employees. (insert company name) is committed to a working environment which enables
employees to develop their skills and effectiveness within the Company, and to promote improved performance in
support of its goals and rocks.
An annual Training and Development Plan and Budget is established and shared with the Executives. The Training
and Development Plan identifies:
● Organisational knowledge acquirement and skill development required

● Functional knowledge acquirement and skill development required
Executives identify, with input from employees, opportunities for individuals to attend conferences, meetings or
training sessions that will result in the acquirement of the knowledge and skills identified in the Plan. Employees
may also request to attend conferences, meetings or training sessions that will further their personal career
development.
The learning and development of an employee is an ongoing process of potential benefit both to the Company and
the employee. There are several ways in which learning, and development can be facilitated. These include, but
are not limited to:
✓ Coaching
✓ Mentoring
✓ On-the-Job Training
✓ Off-the-Job Training Courses
✓ Special Work Assignments
✓ Internal Transfers
✓ Conferences/Seminars
✓ Further Education
✓ Membership of Professional Associations
Page 38 of 42
Rearrangement of working hours, leave requirements and additional resources involved with an employee’s
development plan must be given consideration and planned accordingly.
Sign off from the Manager and/or the CEO is required for all employee attendance at conferences or training
sessions where investment is of $500 or more. Travel costs involved with training must also be approved by the
Manager.
All the above is great but (insert company name) also believes that high performance people are generally
self-improving. And we like to think that we only recruit people in that category!
Most people who fit well at (insert company name) will be better positioned after their time spent here than they
could have been if they had spent their time anywhere else. So…
…are you ready to start your amazing journey with us?
WHERE WILL YOU TAKE US?
(Insert company name) will be a different company a few years from now because we are growing every day and
because you are going to change it for the better.
The services, products, features, and experiences that you provide for our clients are the things that will define
(insert company name).
Whether it’s a marketing idea, a new training course, a great customer service, a way to save our clients some
money, a quote that teaches us something beautiful, something that protects us from legal threats, an idea on
how to be healthier while we work, a more efficient system for managing delivery of services, a funny joke, or
something nobody has thought of yet—anything that can contribute to our growth and success, we are all ears.
Page 39 of 42
We appreciate your time spent reading this handbook. Please provide any suggestions or feedback to your
ACKNOWLEDGEMENT
(Employee Copy – Keep with handbook)
I acknowledge that I have received a copy of the Employee Handbook. I understand that I am responsible for
reading the information contained in the Handbook.
I understand that the handbook is intended to provide me with a general overview of the Company’s policies and
procedures. I acknowledge that this handbook is to be interpreted as a complement of my employment contract.
I understand and accept that my employment with the Company is at-will. I have the right to resign at any time
with or without cause and the Company may also terminate my employment at any time during my probation with
or without cause, subject to applicable laws.
I acknowledge that the Company may revise, suspend, revoke, terminate, change or remove, prospectively or
retroactively, any of the policies or procedures outlined in this handbook or elsewhere, in whole or in part, with or
without notice at any time, at the Company’s sole discretion.
_________________________________
(Signature of Employee)
__________
(Date)
_________________________________
(Signature of Manager)
(Position)
Page 40 of 42
ACKNOWLEDGEMENT
(Company Copy – Please sign and return to Office Manager)
I acknowledge that I have received a copy of the Employee Handbook. I understand that I am responsible for
reading the information contained in the Handbook.
I understand that the handbook is intended to provide me with a general overview of the Company’s policies and
procedures. I acknowledge that this handbook is to be interpreted as a complement of my employment contract.
I understand and accept that my employment with the Company is at-will. I have the right to resign at any time
with or without cause and the Company may also terminate my employment at any time during my probation with
or without cause, subject to applicable laws.
I acknowledge that the Company may revise, suspend, revoke, terminate, change or remove, prospectively or
retroactively, any of the policies or procedures outlined in this handbook or elsewhere, in whole or in part, with or
without notice at any time, at the Company’s sole discretion.
_________________________________
(Signature of Employee)
__________
(Date)
_________________________________
(Signature of Manager)
(Position)
Page 41 of 42

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DOCUMENT TO SUIT YOUR ORGANISATION.

Director & CEO, Best Practice Group

“Insert Company Tagline”

Thanks for being here. Let’s make things great!

(INSERT MANAGER SIGNATURE)

Including but not limited to:

● Founders name and history

COMPANY FACTS THAT MATTER

“It is not hard to make decisions,

Our Core Values and Culture Example

So let’s talk a bit more about our values.

I am EMPOWERING: We foster an environment where we coach others to thrive,

I am PROGRESSIVE: We are early adopters of technology, we look for

“Education is a progressive discovery of our own ignorance” Will Durant

I am FRIENDLY: We develop rewarding friendships by being people centred and

“Contribute with something unknown” Kobi Simmat

Use your moral compass.

Our intent is to be in ‘Action’ to achieve our plans, as individuals and as a

The ‘HIGH FIVE’ Principle

Where are you on the Tone Scale today?

So let’s learn a little about the 5 languages :

“Hiring the best is your most important task.”

Lunch breaks are normally of (number) minutes’ duration, to be taken at a time

Overtime is not paid for any additional hours worked.

b) Have an Action Plan (Prioritised To-Do List)

“Every minute you spend in planning saves 10 minutes in

c) Add Tasks to Your Calendar

Everyone’s calendars should be maintained accurate and up to date at all times.

e) Keep Distance from Distractions and Stick to Your Schedule

Working From Home Guide - Employee’s and Employer’s Perspective.

Mission Statement and Vision

Remote Working Arrangement

Maintain Your Routine

Customise Your Workspace to Boost Productivity

Managing Your Wellbeing

Meetings & Staying Connected

Christmas and New Year’s Shutdown

Notice of Termination of Employment

Any breach of this policy by staff shall result in disciplinary action.

Staff Rights and Responsibilities

All staff must:

● follow the standards of behaviour outlined in this policy

● model appropriate standards of behaviour

Equal Employment Opportunity

● Sex Discrimination Act 1984 (Cth)

Alcohol and Drugs

Smart business attire is to be worn Monday to Thursday. Appropriate smart attire

Company Uniform Company Uniform

Correct use of Company property:

● Exercise good judgment regarding the reasonableness of personal use on

- Driving is more convenient than airline or rail travel;

Expense Claims should be submitted within 10 days of completing the travel.

a) Expense Claim Processing

b) Allowable Travel Expenses

- Business office expenses (fax, copy services, postage)

a) Non-Reimbursable Travel Expenses

- Airline club or lounge fees

- travelling in excess of (number) km radius from their base location; and