Dealing with conflict is crucial in any environment, but especially critical for WCBCS employees as we must model the biblical examples of following Christ for our students to emulate. Knowing this, WCBCS team members at all levels are asked to adhere to the following principles of conflict resolution BEFORE filing a grievance. Additionally, the following information will form the basis for ALL staff discipline.
Conflict is not necessarily bad or destructive. Even when conflict is caused by sin and causes a great deal of stress, God can use it for good (see Rom. 8:28-29). As the Apostle Paul wrote in 1 Corinthians 10:31-11:1, conflict actually provides three significant opportunities. By God’s grace, you can use conflict to:
- Glorify God (by trusting, obeying, and imitating him)
- Serve other people (by helping to bear their burdens or by confronting them in love)
- Grow to be like Christ (by confessing sin and turning from attitudes that promote conflict).
These concepts are totally overlooked in most conflicts because people naturally focus on escaping from the situation or overcoming their opponent. Therefore, it is wise to periodically step back from a conflict and ask yourself whether you are doing all that you can to take advantage of these special opportunities.
1st G: Glorify God
When the Apostle Paul urged the Corinthians to live “to the glory of God,” he was not talking about one hour on Sunday morning. He wanted them to show God honor and bring him praise in day-to-day life, especially by the way that they resolved personal conflicts (see 1 Cor. 10:31).
As mentioned above, you can glorify God in the midst of conflict by trusting him, obeying him, and imitating him (see Prov. 3:4-6; John 14:15; Eph. 5:1). One of the best ways to keep these concerns uppermost in your mind is to regularly ask yourself this focusing question: “How can I please and honor the Lord in this situation?”
2nd G: Get the log out of your own eye
One of the most challenging principles of peacemaking is set forth in Matthew 7:5, where Jesus says, “You hypocrite, first take the plank out of your own eye, and then you will see clearly to remove the speck from your brother’s eye.” There are generally two kinds of “logs” you need to look for when dealing with conflict. First, you need to ask whether you have had a critical, negative, or overly sensitive attitude that has led to unnecessary conflict. One of the best ways to do this is to spend some time meditating on Philippians 4:2-9, which describes the kind of attitude Christians should have even when they are involved in a conflict.
he second kind of log you must deal with is actual sinful words and actions. Because you are often blind to your own sins, you may need an honest friend or advisor who will help you to take an objective look at yourself and face up to your contribution to a conflict.When you identify ways that you have wronged another person, it is important to admit your wrongs honestly and thoroughly. One way to do this is to use the Seven A’s of Confession.
The most important aspect of getting the log out of your own eye is to go beyond the confession of wrong behavior and face up to the root cause of that behavior. The Bible teaches that conflict comes from the desires that battle in your heart (James 4:1-3; Matt. 15:18-19). Some of these desires are obviously sinful, such as wanting to conceal the truth, bend others to your will, or have revenge. In many situations, however, conflict is fueled by good desires that you have elevated to sinful demands, such as a craving to be understood, loved, respected, or vindicated.
Any time you become excessively preoccupied with something, even a good thing, and seek to find happiness, security or fulfillment in it rather than in God, you are guilty of idolatry. Idolatry inevitably leads to conflict with God (“You shall have no other gods before me”). It also causes conflict with other people. As James writes, when we want something but don’t get it, we kill and covet, quarrel and fight (James 4:1-4).
There are three basic steps you can take to overcome the idolatry that fuels conflict. First, you should ask God to help you see where your have been guilty of wrong worship, that is, where you are focusing your love, attention, and energy on something other than God. Second, you should specifically identify and renounce each of the desires contributing to the conflict. Third, you should deliberately pursue right worship, that is, to fix your heart and mind on God and to seek joy, fulfillment, and satisfaction in him alone.
As God guides and empowers these efforts, you can find freedom from the idols that fuel conflict and be motivated to make choices that will please and honor Christ. This change in heart will usually speed a resolution to a present problem, and at the same time improve your ability to avoid similar conflicts in the future.
3rd G: Gently Restore
Another key principle of peacemaking involves an effort to help others understand how they have contributed to a conflict. When Christians think about talking to someone else about a conflict, one of the first verses that comes to mind is Matthew 18:15: “If your brother sins against you, go and show him his fault, just between the two of you.” If this verse is read in isolation, it seems to teach that we must always use direct confrontation to force others to admit they have sinned. If the verse is read in context, however, we see that Jesus had something much more flexible and beneficial in mind than simply standing toe to toe with others and describing their sins.
Just before this passage, we find Jesus’ wonderful metaphor of a loving shepherd who goes to look for a wandering sheep and then rejoices when it is found (Matt. 18:12–14). Thus, Matthew 18:15 is introduced with a theme of restoration, not condemnation. Jesus repeats this theme just after telling us to “go and show him his fault” by adding, “If he listens to you, you have won your brother over.” And then he hits the restoration theme a third time in verses 21–35, where he uses the parable of the unmerciful servant to remind us to be as merciful and forgiving to others as God is to us (Matt. 18:21–35).
Jesus is clearly calling for something much more loving and redemptive than simply confronting others with a list of their wrongs. Similarly, Galatians 6:1 gives us solid counsel on our what our attitude and purpose ought to be when we go to our brother. “Brothers, if someone is caught in a sin, you who are spiritual should restore him gently.” Our attitude should be one of gentleness rather than anger, and our purpose should be to restore rather than condemn.
Yet even before you go to talk with someone, remember that it is appropriate to overlook minor offenses (see Prov. 19:11). As a general rule, an offense should be overlooked if you can answer “no” to all of the following questions:
- Is the offense seriously dishonoring God?
- Has it permanently damaged a relationship?
- Is it seriously hurting other people? and
- Is it seriously hurting the offender himself?
If you answer “yes” to any of these questions, an offense is too serious to overlook, in which case God commands you to go and talk with the offender privately and lovingly about the situation. As you do so, remember to:
- Pray for humility and wisdom
- Plan your words carefully (think of how you would want to be confronted)
- Anticipate likely reactions and plan appropriate responses (rehearsals can be very helpful)
- Choose the right time and place (talk in person whenever possible)
- Assume the best about the other person until you have facts to prove otherwise (Prov. 11:27)
- Listen carefully (Prov. 18:13)
- Speak only to build others up (Eph. 4:29)
- Ask for feedback from the other person
- Recognize your limits (only God can change people; see Rom. 12:18; 2 Tim. 2:24-26)
If an initial conversation does not resolve a conflict, do not give up. Review what was said and done, and look for ways to make a better approach during a follow up conversation. It may also be wise to ask a spiritually mature friend for advice on how to approach the other person more effectively. Then try again with even stronger prayer support.
If repeated, careful attempts at a private discussion are not fruitful, and if the matter is still too serious to overlook, you should ask one or two other people to meet with you and your opponent and help you to resolve your differences through mediation, arbitration, or accountability (see Matt. 18:16-20; 1 Cor. 6:1-8; for more guidance on getting such help, click Get Help With Conflict.)
4th G: Go and be reconciled
One of the most unique features of biblical peacemaking is the pursuit of genuine forgiveness and reconciliation. Even though Christians have experienced the greatest forgiveness in the world, we often fail to show that forgiveness to others. To cover up our disobedience we often use the shallow statement, “I forgive her—I just don’t want to have anything to do with her again.” Just think, however, how you would feel if God said to you, “I forgive you; I just don’t want to have anything to do with you again”?
Praise God that he never says this! Instead, he forgives you totally and opens the way for genuine reconciliation. He calls you to forgive others in exactly the same way: “Bear with each other and forgive whatever grievances you may have against one another. Forgive as the Lord forgave you” (Col. 3:12-14; see also 1 Cor. 13:5; Psalm 103:12; Isa. 43:25). One way to imitate God’s forgiveness is to make the Four Promises of Forgiveness when you forgive someone.
Remember that forgiveness is a spiritual process that you cannot fully accomplish on your own. Therefore, as you seek to forgive others, continually ask God for grace to enable you to imitate his wonderful forgiveness toward you.
Step 1: Counseling and verbal warning
Step 1 creates an opportunity for the immediate supervisor to schedule a meeting with an employee to bring attention to the existing performance, conduct or attendance issue. The supervisor should discuss with the employee the nature of the problem or the violation of company policies and procedures. The supervisor is expected to clearly describe expectations and steps the employee must take to improve performance or resolve the problem.
Within five business days of this meeting, the supervisor will prepare written documentation of a Step 1 meeting. The employee will be asked to sign this document to demonstrate his or her understanding of the issues and the corrective action.
Step 2: Written warning
Although WCBCS hopes that the employee will promptly correct any performance, conduct or attendance issues that were identified in Step 1, [Company Name] recognizes that this may not always occur. The Step 2 written warning involves more formal documentation of the performance, conduct or attendance issues and consequences.
During Step 2, the immediate supervisor and a division manager or director will meet with the employee to review any additional incidents or information about the performance, conduct or attendance issues as well as any prior relevant corrective action plans. Management will outline the consequences for the employee of his or her continued failure to meet performance or conduct expectations.
A formal performance improvement plan (PIP) requiring the employee’s immediate and sustained corrective action will be issued within five business days of a Step 2 meeting. A warning outlining that the employee may be subject to additional discipline up to and including termination if immediate and sustained corrective action is not taken may also be included in the written warning.
Step 3: Suspension and final written warning
There may be performance, conduct or safety incidents so problematic and harmful that the most effective action may be the temporary removal of the employee from the workplace. When immediate action is necessary to ensure the safety of the employee or others, the immediate supervisor may suspend the employee pending the results of an investigation.
Suspensions that are recommended as part of the normal progression of this progressive discipline policy and procedure are subject to approval from the President.
Depending on the seriousness of the infraction, the employee may be suspended without pay in full-day increments consistent with federal, state and local wage-and-hour employment laws. Nonexempt/hourly employees may not substitute or use an accrued paid vacation or sick day in lieu of the unpaid suspension. Due to Fair Labor Standards Act (FLSA) compliance issues, unpaid suspension of salaried/exempt employees is reserved for serious workplace safety or conduct issues. HR will provide guidance so that the discipline is administered without jeopardizing the FLSA exemption status.
Pay may be restored to the employee if an investigation of the incident or infraction absolves the employee.
Step 4: Recommendation for termination of employment
The last and most serious step in the progressive discipline procedure is a recommendation to terminate employment. Generally, WCBCS will try to exercise the progressive nature of this policy by first providing warnings, a final written warning or suspension from the workplace before proceeding to a recommendation to terminate employment. However, WCBCS reserves the right to combine and skip steps depending on the circumstances of each situation and the nature of the offense. Furthermore, employees may be terminated without prior notice or disciplinary action.
Management’s recommendation to terminate employment must be approved by the President. Depending upon the circumstance, final approval may be required from the Boar d of Directors.
Employees will have the opportunity to present information that may challenge information management has used to issue disciplinary action. The purpose of this process is to provide insight into extenuating circumstances that may have contributed to the employee’s performance or conduct issues while allowing for an equitable solution.
If the employee does not present this information during any of the step meetings, he or she will have five business days after that meeting to present such information.
Performance and Conduct Issues Not Subject to Progressive Discipline
Behavior that is illegal is not subject to progressive discipline, and such behavior may be reported to local law enforcement authorities.
Similarly, theft, substance abuse, intoxication, fighting and other acts of violence at work are also not subject to progressive discipline and may be grounds for immediate termination.
The employee will be provided copies of all progressive discipline documentation, including all PIPs. The employee will be asked to sign copies of this documentation attesting to his or her receipt and understanding of the corrective action outlined in these documents.
Copies of these documents will be placed in the employee’s official personnel file.
Important note: Nothing in this policy provides any contractual rights regarding employee discipline or counseling, nor should anything in this policy be read or construed as modifying or altering the employment-at-will relationship between WCBCS and its employees.
Grievance Policy and Procedure for Academic Support Staff
a) The aim of the WCBCS's Grievance Procedure is to provide a fair process for individual employees to obtain a speedy resolution to problems relating to their employment. This includes problems or concerns about work, management, working conditions, working relationships with colleagues, health and safety, new working practices, organizational change and equal opportunities. This procedure also applies to cases of alleged bullying and harassment, i.e. where an individual feels that they has been subjected to unwelcome and unwarranted treatment thereby causing him/her a detrimental effect or where an individual wishes to complain of behavior directed at others that they find offensive.
b) One of the key aims of the policy is to enable WCBCS to provide a working environment in which all employees feel comfortable and in which everyone is treated with respect and dignity, regardless of gender, marital or family status, color, race, nationality, ethnic or national origins, creed, culture, religion or belief, age, disability or any other personal factor or quality.
c) Grievances can damage working relations and/or cause low morale or ill health, therefore both employees and managers have a responsibility to raise and deal with grievances as speedily as possible. The information disclosed should be treated in strict confidence as far as it is possible to do so.
d) Where possible concerns, problems or complaints should be raised at an early stage, informally proposing a possible solution with the immediate line manager, or the next most senior manager if the complaint is against the line manager, in order to try to resolve the issue promptly. Mediation using a third party may, subject to agreement, be an alternative option for informal resolution.
e) Where it is not possible or appropriate to resolve matters on an informal basis the formal procedure for handling a grievance should be used. This formal procedure should usually only be used when other attempts have failed, and not as the first option.
f) The objective of all grievance meetings will be to understand and seek to resolve the issue.
g) WCBCS requires employees responsible for carrying out investigations of formal complaints to be trained beforehand or to seek advice and support from a trained colleague.
h) The Board of Directors will monitor the use of the procedure across WCBCS on an annual basis. The results will be reported to President and VP of Academics.
2. Scope of the Procedure
a) This procedure applies to all Academic Support Staff groups.
b) The definition of a manager for the purposes of this procedure is any member of WCBCS, including Heads of Departments, with line management responsibility for one or more members of academic support staff.
c) The definition of the investigator is the line manager or the person nominated by the line manager to carry out the investigation. If the line manager is the cause of the grievance then the investigator should be the line manager’s manager.
d) Subject to the agreement of all parties involved in the grievance, the procedure may be suspended at any stage for mediation or discussions to discuss options with the aim of promoting a more speedy resolution of the grievance.
a) This procedure relates to all individual grievances concerning matters for which there are no separate agreed procedures. Therefore, it does not apply to:
- collective disputes, a grievance brought by an appropriate representative for more than two employees involving two or more employees that that should be dealt with under the School’s procedural agreement with the School’s recognised trade unions;
- matters which fall within the remit of the Public Interest Disclosure Procedure.
b) Where a grievance is raised in connection with one of the procedures below, it will be considered under the School’s Appeal Procedure.
- Disciplinary and Dismissals Policy and Procedure for Academic Support Staff,
- Capability – Performance Policy and Procedure for Academic Support Staff,
- Capability - Health Policy and Procedure for Academic Support Staff,
- Redundancy Procedure for Academic Support Staff.
c) This procedure does not apply to grievances initiated after the end of employment.
4. Roles and Responsibilities
a) Employees have a responsibility to:
- raise a grievance with their manager within a reasonable amount of time;
- clearly state the basis of their grievance and provide the manager with all relevant details (section 9b refers);
- where possible, attempt to deal with the grievance informally before resorting to the formal stages of the procedure;
- indicate what would be a satisfactory outcome to their complaint;
- attend meetings held under the grievance procedure and provide therelevant details in relation to the grievance.
b) Failure to comply with these responsibilities could prevent the School from offering support it might otherwise be able to provide.
c) Managers have a responsibility to:
- deal with grievances promptly, fairly and consistently in accordance with the relevant procedure and with advice from the relevant HR Partner; clearly explain the reasons behind a decision in respect of a grievance and provide any necessary details if a hearing is held.
- consider whether a group grievance against an individual should be investigated on a separate or group basis.
5. Support and Advice
a) To ensure consistency of the application of this procedure, managers should seek the advice of the relevant HR Partner before making any decisions. The HR Partner, can also give advice on the practical application of the public sector equality duty.
b) Should an employee need assistance in setting out a grievance, the employee may seek advice from a trade union representative. HR Partners can provide general advice to employees on possible options and procedural advice but do not provide employees with specific advice relating to individual circumstances.
c) Subjects of a grievance who wish to seek advice in responding to the complaint against them should approach a work colleague or trade union representative. The relevant HR Partner is also available to provide advice on possible options and procedural advice where necessary but do not provide guidance on responding to a specific grievance.
d) Witnesses who are called to a grievance meeting may also seek procedural advice from the relevant HR Partner. Specific advice on the detail of the grievance should be sought from a work colleague or trade union representative.
e) ACAS also provide a helpline for employees who need advice in dealing with employment issues. The number is 08457 47 47 47 http://www.acas.org.uk.
f) Employees may also find it helpful to seek general support from a School network group for example: EMBRACE (Black and Ethnic Minority Staff Network), SPECTRUM (Lesbian, Gay, Bisexual and Transgender Network), Gender Equality Forum, Disabled Staff Network, Parents and Parents-to-be Network and Network for Carers of Adults.
g) The School has a duty of care to all employees who are the victims of bullying or discrimination and will provide support to any employee who believes they are a victim of such behaviour.
a) Mediation is a process that involves the appointment of a third-party mediator, who will discuss the issues raised by the employee’s grievance with all those involved and seek to facilitate a resolution for agreement by the parties. It may be requested or recommended at any stage in dealing with a grievance. However, while it is usually preferable for mediation to take place before formal grievance proceedings are commenced it may form part of the proposed remedies for the settlement of a grievance.
b) If mediation is an appropriate option, the parties should contact the relevant HR Partner. If the HR Partner agrees that mediation may help to resolve the grievance, the HR Partner will appoint an internal or external mediator to help towards a resolution.
c) Agreement to mediation does not preclude the employee from submitting a formal grievance either in parallel or subsequently, bearing in mind the responsibility to raise the grievance within a reasonable amount of time.
7. Formal Procedure
a) There are two main steps to the Formal Grievance Procedure:
1. Employee submits the statement of grievance form
2. Formal grievance meetings are held.
8. Setting out the Grievance
a) If informal attempts to resolve the issue do not do so to the employee’s satisfaction or are considered inappropriate in the circumstances, the employee should progress to the formal stages of the Grievance Procedure by setting out their grievance in writing using the Statement of Grievance Form (Appendix 1) and submitting it to the relevant HR Partner with all relevant documentation, whilst retaining a copy for themselves.
b) The employee, the complainant, should set out the facts of the specific complaint in the Grievance Form including any examples in support of the complaint, any steps already taken to try to reach a solution and how the employee would like to see the matter resolved. Further particulars may be requested of the employee where the specifics of the complaint are not clear to the manager dealing with the grievance.
9. Dealing with the Grievance
a) On receiving the statement of grievance the HR Partner shall contact an appropriate person to act as the investigator who may be the line manager or a person nominated by the line manager within two working days. An example of where a person, other than the line manager, may be contacted to deal with the investigation in full or part is where the manager’s predetermined commitments would lead to an unacceptable delay in dealing with the grievance. If the grievance is against the line manager, the line manager’s manager or a person nominated by the line manager’s manager will be contacted by the HR Partner. Awareness of the circumstances of the case shall not preclude an investigator from dealing with the grievance unless the grievance specifically relates to their behaviour. The employee who submits the grievance is hereafter referred to as the complainant.
b) The complainant shall be notified of the name of the investigator and the date for the initial meeting within five working days of the submission of the statement of grievance form. Wherever possible the meeting will be held within ten working days of the submission of the grievance at which they shall be given the opportunity of explaining their grievance, submitting any witness statements if appropriate, answering questions and suggesting how they would like the issue(s) resolved. Where it is not possible to hold the meeting within ten days of the submission of the grievance, the complainant will be informed of the reasons for the delay. If further details or examples emerge at the meeting that were not included in the original statement of grievance, the meeting may be adjourned and the individual asked to put these in writing to form part of the grievance. At the end of the meeting, the investigator shall sum up their understanding of the grievance, explain the proposed next steps and provide an estimate of the timescale. Where possible, a date for the next meeting shall be agreed.
c) The investigator will forward a copy of the completed Statement of Formal Grievance Form and any supporting documentation to the subject of a grievance and invite the person to a meeting. The person complained against will also be given the opportunity to respond to the grievance in writing within five working days of the request. Where it is not possible for the individual to respond within the timescale of five working days, the manager dealing with the grievance, with the advice of the relevant HR Partner shall consider a request for an extension and, if agreed, this will be communicated to the complainant.
d) If, after the initial meetings, the investigator dealing with the grievance decides to interview other members of staff, the investigator shall notify both the complainant and the person against whom the complaint has been made.
e) A work colleague or trade union representative may accompany the complainant who has submitted the grievance as well as the subject of the grievance at meetings. In cases of bullying and harassment people whose statements make reference to instances of bullying or harassment they have suffered may also be accompanied. Records of all meetings shall be typed up and sent to each individual to confirm they are accurate and to have the opportunity to correct any errors normally within two working days.
f) After receipt of confirmation or correction of the records of meetings, the complainant shall be given at least five working days’ notice of the date, time and location of the second meeting. At the meeting, the investigator shall explain their findings to date listen to the complainant’s comments and ask further questions of clarification. The meeting shall be adjourned for a short period to allow the investigator time to make a decision on the grievance and reconvened to communicate the decision to the complainant. The investigator shall also inform the person complained against of the outcome.
g) If further advice or information or further meetings with witnesses is required before the investigator is able to reach a valid decision, the investigator may choose to adjourn the meeting. Where delay in reconvening the meeting is unavoidable the investigator should inform the complainant as soon as possible.
h) The outcome of the grievance will be confirmed to the complainant in writing within five working days of the final meeting. The letter shall explain the right of appeal should the complainant not be satisfied with the outcome (seesection 15).
i) Where the investigator is the person nominated by the line manager of the complainant, the investigator will inform the line manager of any relevant issues arising from the outcome of the grievance that need addressing in order to ensure effective management of the issues in the future.
j) The subject of a grievance shall be informed of the outcome and may request that this be sent to them in writing. The aforesaid person will not receive a copy of the full written statement of the outcome sent to the complainant.
k) The HR partner responsible for the grievance shall monitor the progress of the grievance. The partner shall inform the HR Director of any grievance not resolved 60 days after the submission of the grievance. If the HR Director believes there to have been undue delay they shall raise the issue with the relevant Head of Department/Service to promote a speedy conclusion.
l) Where the grievance arises from a change of work role or practices the way things were before shall prevail until the Investigator has determined the outcome of the grievance.
m) In the case of an allegation of bullying or harassment, where the Investigator has good cause to believe that there is a risk of further bullying or harassment they will inform the relevant Head of Department or Service (or their manager if they are the perpetrator) and require them to take interim steps, without prejudice to the eventual findings, to prevent any recurrence.
10. Right of Accompaniment
a) The complainant shall take all reasonable steps to attend meetings held in connection with the grievance and may be accompanied by a work colleague or certified trade union representative. Should the chosen companion be unavailable on the proposed date of the meetings, the complainant shall immediately request that the meeting is postponed once to another reasonable date and time that should be within five working days of the given date. Where this is not possible, the complainant shall choose an alternative person to accompany him/her to the meetings.
b) If the reason for the complainant or companion being unable to attend the meetings is for reasons that were unforeseeable at the time of arranging the meetings, the complainant will be notified of a new date, time and location by the trained investigator dealing with the grievance.
c) Should a complainant or other members of staff that the investigator decides to interview wish to be accompanied, it is their responsibility to notify HR of the name of their companion the chosen companion of the details including the date, time and location of the meetings as well as sending them the details and necessary documentation relating to their case.
d) The companion will be able to confer with the complainant during the hearing and will be allowed to address the hearing in order to put forward and sum up the complainant’s case, respond on the complainant’s behalf to any view expressed at the hearing and ask questions of clarification. The companion will not be able to answer questions on the complainant’s behalf.
e) Complainants and the subjects of a grievance can choose to be accompanied at meetings by a work colleague or trade union representative subject to the chosen companion being able to attend on the proposed date.
f) External lawyers by profession, other than those who are employees of a recognised trade union, cannot act as companions under this procedure.
11. In Attendance
a) Formal meetings shall be chaired by the Investigator, who may be accompanied by a member of the relevant HR Partner acting as advisor and a second member of Human Resources, who will take a written record of the hearing.
b) The complainant will attend to present their grievance and answer questions of clarification in relation to the original written submission.
c) Given the variety of organisational arrangements within the School, some modification from this procedure may, on occasions, be necessary in terms of the selection of the Investigator.
12. Possible Outcomes of Grievance Meetings
If the grievance is upheld
a) The Investigator should decide what steps and related timescale should be taken to resolve the grievance or underlying issues and either implement the steps or report to the relevant manager with authority to make a decision on the grievance and implement the steps.
b) If the Investigator concludes there has been bullying or harassment they shall report this to the offender’s line manager with a view to instigating appropriate disciplinary action. In the case of bullying and harassment there will be no presumption that the issue will be resolved by moving the person bullied or harassed. It will be the responsibility of the School to take such measures, wherever practicable, to enable them to continue their existing duties free of the fear or threat of further bullying or harassment.
If the grievance is not upheld
c) The investigator should report the outcome to the manager responsible for taking action and include in the report any steps that need to be taken to address any underlying issues that have been disclosed as part of the grievance.
a) Complainants should refer to the separate Appeals Procedure for information about the right to appeal against decisions made in accordance with this procedure and the steps to be followed in doing so.
14. Grievance against the Director
a) Where the grievance is against the Director personally and the matter has not been resolved informally, the aggrieved member of staff may submit the Statement of Formal Grievance Form to Council through the School Secretary. The formal grievance will be considered and determined by a panel of three independent Lay Governors appointed by the Chair of the Court and Council. Any appeal will be determined by the Chair of the Court and Council him/herself and two independent Governors not previously involved in the grievance.
Statement of Formal Grievance Form
Complainant's job title:
Does your grievance relate to your line manager? Yes/No
Summary of complaint: Yes/No
Please set out the details of your complaint (providing as much detail as possible, particularly dates, times, locations and the identities of those involved). You may attach additional sheets if required.
Please provide the names and contact details of any people involved in your complaint, including witnesses.
Please set out what outcome you would like to see your complaint dealt with, and why and how you believe that this will resolve the issue(s) as described above.
I confirm that the above statements are true to the best of my knowledge, information and belief.
WCBCS offers employees promotions to higher-level positions when appropriate. Unless outside recruitment is considered to be in the company’s best interest, we prefer to promote from within our organization. Accordingly, we may first consider current employees with the necessary qualifications and skills to fill vacancies above the entry level. WCBCS is committed to promoting the most qualified employees within the organization without regard to race, color, sex, national origin, religion, age, disability, genetic information, or marital or veteran status.
WCBCS encourages all employees to seek advancement opportunities and to obtain promotion and career guidance from their supervisors, department heads and the President.
Employee eligibility for promotion will be determined by the requirements of the position to be filled. To be eligible, employees must have held their current position for at least 12 months, have a satisfactory performance record and have no disciplinary actions during the same period. WCBCS retains the discretion to make exceptions to the policy when deemed necessary or in the company’s best interest.
Job openings and promotions for which employees may be eligible will be posted on the employee bulletin board and announced on the company’s website. When job openings or promotion opportunities are posted: a) interested employees must complete an internal application form and submit it with a cover letter to the President prior to the cutoff date specified in the posting, b) department heads may initiate the procedure within the same time period and propose employees for the position, and c) the HR department may, at its discretion, solicit outside candidates during or after the posting period.
Employees who are candidates for job openings and promotions will be considered for the position according to the procedures outlined in the Transfer Policy.
Employee candidates for promotion will normally be screened and selected based on work records, performance appraisals and job-related qualifications, including, in some instances where permissible by law, aptitude or achievement tests. Seniority will be considered if required by a current collective bargaining agreement. Employees seeking promotion may be required to have a medical examination if the examination is job-related and consistent with business necessity and is required of all candidates for the position. Promoted employees will be subject to an evaluation period and periodic managerial review in their new positions.
According to the U.S. Copyright Office, copyright is "a form of protection grounded in the U.S. Constitution and granted by law for original works of authorship fixed in a tangible medium of expression. Copyright covers both published and unpublished works." Under the law, the individual or entity that owns the copyright of a work has the following rights:
- Reproduction: Making copies
- Adaptation: Changing a work in some way
- Distribution: Giving the work to others
- Public Performance: Playing/performing a work in front of others
- Public Display:Displaying a work for others to view
- Digital Transmission of Sound Recordings: Capturing audio files on the internet and burning CDs/file sharing
Items in public domain
An item is in public domain when it is no longer protected by copyright because of the age of the work (created before January 21, 1923), or it did not meet copyright requirements to begin with. These items may be used freely without permission from the author.
What does copyright protect?
Copyright protects original works of authorship including literary works (including computer software and compilations), music, dramatic works, pantomimes, choreographic work, pictorial, graphic, and sculpture works (such as maps and blueprints), motion pictures and other audio/visual works, sound recordings, and architecture.
What cannot be copyrighted?
- Ideas or facts in the public domain.
- Words, names, slogans, or other short phrases
- Government works or works created by federal government employees as part of their official responsibility.
ALL WCBCS STAFF, FAULTY, ADMINISTRATION, BOARD MEMBERS, AND STUDENTS ARE REQUIRED TO ABIDE BY INTERNATIONAL COPYRIGHT LAWS. INFRINGEMENT ON COPYRIGHT LAWS IS IMMORAL, UNETHICAL, AND IS COMPLETELY AGAINST OUR CHRISTIAN VALUES...IT IS STEALING, WHICH IS SIN!
Data Protection Policy
WCBCS takes student and employee data very seriously. All data storage is encrypted and password protected. A private contractor works with WCBCS to ensure all data is safe from security breaches.
In Data Protection and Privacy 2014, Sotto and Simpson outlined the standard framework for data protection in the US. WCBCS staff and students processing personal information as part of their employment or studies must comply with the following minimum requirements:
1) Student and employee data may only be processed in accordance with the data subject's rights. It may only be given to the student, employee, or to others following the written permission and verbal confirmation of the student or employee.
2) Student and employee data may only be obtained for a specified and lawful purpose and shall not be processed in any manner incompatible with that purpose.
3) Student and employee data may only be adequate, relevant and not excessive for those purposes.
4) Student and employee data may only be accurate and kept up-to-date.
5) Student and employee data may not be kept for longer than is necessary.
6) Student and employee data must be kept safe from unauthorized access, accidental loss or destruction.
7) Student and employee data may not be transferred to a country outside the US unless that country has adequate levels of protection for personal data.