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copyright employee manualTo further assist you in achieving that goal, we have developed the following guidelines for drafting and implementing a copyright compliance policy for your organization. We’ve also provided a sample policy that you can tailor for your own use. Please feel free to use these sample guidelines in creating a copyright compliance policy for your organization. In general, the laws that apply to printed materials also apply to visual and digital formats such as websites, streaming media, music downloads, mobile apps, CDs and DVDs. Employees can also e-mail articles of interest to other employees, share articles by posting them on our company intranet sites, store articles in shared folders, and scan content when a digital original is not available.All rights reserved. Click here to learn more. Various Perspectives on Employee Manuals (Employee Handbooks) Scan down the blog's page to see All employees should have read the manual to understand They should sign a form indicating so, and provide Note that courts may consider policies and procedures as The policies, procedures and guidelines contained If the answer starts with, “Well, If any of the above And even if you are not concerned with risk They like knowing what is expected and what consequences How will the updates Doing so, will encourage Each of the related topics includes free, online resources. Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature. That’s because the Act give employees, union or not, the right to do that. Do not share confidential information regarding business partners, vendors or customers.” To best serve these objectives, the company will respond to the news media in a timely and professional manner only through the designated spokespersons.” It is imperative that one person speaks for the Company to deliver an appropriate message and to avoid giving misinformation in any media inquiry.http://www.oecbtb.org/userfiles/ds7420-manual.xml

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To minimize the risk of a copyright violation, you should provide references to the source(s) information you use and accurately cite copyrighted works you identify in your online communications.Serving clients nationwide, Eric is a Partner at FisherBroyles, LLP, which is the largest full-service, cloud-based law firm in the world, with approximately 210 attorneys in 21 offices nationwide. Eric is also a volunteer EEOC mediator, a paid private mediator, and publisher of The Employer Handbook ( www.TheEmployerHandbook.com ), which is pretty much the best employment law blog ever.So What Does. Join our growing community of business leaders and get new posts sent directly to your inbox. Think again. Your employee handbook should provide guidance to reinforce your policies. Outline the policies that affect your employees. It’s a roadmap of how they should act, and it speaks to your company culture. Set expectations and establish the consequences for not meeting those expectations. Or, if male employees are expected to wear suits and ties, but a rogue employee insists on foregoing the tie, how willing are you to relax some rules? Whatever you decide, you’ll set you and your staff up for success by including this information in your employee handbook. Do you really know how those devices are being used. How often are your employees using company equipment to surf the net, make personal phone calls, store photos, text friends or post on social media ? Employees should have a clear understanding that when they use company equipment, they’re acting as a representative of your company. Tell them, for example, that sending bullying texts to someone on company equipment can get them fired. You want employees to know that your organization will not tolerate discrimination or harassment in any way, shape or form. These include but are not limited to: Even good managers can slip and unintentionally discriminate among employees.http://www.sial.pl/galeria/ds70046-manual.xml Are employees complaining about the perfect, five-star rating one employee received on his review when no one else did. Maybe they believe it’s because he and his supervisor are lunch buddies. Regardless, this is a huge area for potential liability, and a strong handbook can be a good defense if charges are filed against your company. Make yours aware of your policies and provide supervisory and leadership training on nondiscrimination. You can use your employee handbook to remind them about employee benefits, including general information and vacation time. There are no absolutes in business, and a change in circumstances, benefits or policies will mean you need to update your employee handbook. You don’t want to outline the specifics of yearly merit increases and then find you can’t provide them because of business demands. Be careful about the details you include. Do you provide relocation assistance for employees who transfer to another office within the company. If employees are terminated by you, are they paid for vacation time (if not required by state law)? Is your employee handbook available online. Can the online version of the handbook be printed? A good handbook will: Likewise, if you have employees who travel for business, address the issues surrounding that, e.g., per diems, expense reimbursement, etc. Be sure you include key state and federal policies, and realize that new laws and regulations mean revisions to your handbook to remain compliant. Try to keep your handbook to a maximum of 30 to 40 pages, if possible. If it’s too long, it may not get the attention it deserves. Thank you for your feedback. Glad you found this article helpful! Some are essential to make our site work; others help us improve the user experience. By using the site, you consent to the placement of these cookies. Read our privacy policy to learn more. The policies, procedures and standard practices described in this manual are not conditions of employment. This manual does not create an express or implied contract between XYZ and any of its employees located in New York or any other designated locations where this manual is applicable. XYZ reserves the right to terminate any employee, at any time, with or without notice or procedure, for any reason deemed by the Company to be in the best interests of the Company. I understand that the information in this handbook represents guidelines only. We periodically review personnel policies in part or as a whole, to ensure that they continue to reflect current thinking in the field of Human Resources Management and are consistent with trends and legislative requirements. I further understand that no manager or representative or XYZ, other than a Senior Officer of XYZ, is authorized to enter into any employment agreement on behalf of XYZ, other than the Chairman or President. I also understand that any such agreement, if made, shall not be enforceable unless it is a formal written agreement signed both me and an authorized XYZ Senior Officer. I also understand that this manual is the property of XYZ, and is to be returned to the Human Resources Department should my employment be terminated. Its objectives are: It is the policy of the University that all rights in copyright shall remain with the creator unless the work is a work-for-hire (and copyright vests in the University under copyright law), is supported by a direct allocation of funds through the University for the pursuit of a specific project, is commissioned by the University, makes significant use of University resources or personnel, or is otherwise subject to contractual obligations. Such works include those of students created in the course of their education, such as dissertations, papers and articles. The University claims no ownership of popular nonfiction, novels, textbooks, poems, musical compositions, unpatentable software, or other works of artistic imagination which are not institutional works and did not make significant use of University resources or the services of University non-faculty employees working within the scope of their employment. B. Institutional Works The University shall retain ownership of works created as institutional works. Institutional works include works that are supported by a specific allocation of University funds or that are created at the direction of the University for a specific University purpose. Institutional works also include works whose authorship cannot be attributed to one or a discrete number of authors but rather result from simultaneous or sequential contributions over time by multiple faculty and students. For example, software tools developed and improved over time by multiple faculty and students where authorship is not appropriately attributed to a single or defined group of authors would constitute an institutional work. The mere fact that multiple individuals have contributed to the creation of a work shall not cause the work to constitute an institutional work. C. Patent and Copyright Agreement: Stanford Form SU-18 All faculty, staff, student employees, graduate students and postdoctoral fellows, as well as non-employees who participate or intend to participate in research projects at Stanford are bound by this policy. They are also required to sign the Stanford University Patent and Copyright Agreement (referred to as SU-18). See Research Policy Handbook, entitled Inventions, Patents, and Licensing. Except as described in Section 2.A. above, this agreement assigns rights to copyrightable works resulting from University projects to Stanford. This policy applies, and those subject to this policy are deemed to assign their rights to copyrightable works, whether or not a SU-18 is signed and is on file.? Physical embodiments of copyrightable works may also be subject to the University's policy on Tangible Research Property, also in the Research Policy Handbook document. D. Works of Non-Employees Under the Copyright Act, works of non-employees such as consultants, independent contractors, etc.As it is Stanford's policy that the University shall retain ownership of such works (created as institutional rather than personal efforts, as described in Section 2.B, above), Stanford will generally require a written agreement from non-employees that ownership of such works will be assigned to the University.? Examples of works which the University may retain non-employees to prepare are: Any courses which are videotaped or recorded using any other media are Stanford property, and may not be further distributed without permission from the cognizant academic dean (or, in the case of SLAC, by the director). Blanket permission is provided for evanescent video or other copies for the use of students, or for other University purposes. Prior to videotaping, permission should be obtained from anyone who will appear in the final program. In this regard, see the University's policy on Consent to Use of Photographic Images, which is found in the Privacy of Student Records section of the Stanford Bulletin. F. Contractural Obligations of the University This Copyright Policy shall not be interpreted to limit the University's ability to meet its obligations for deliverables under any contract, grant, or other arrangement with third parties, including sponsored research agreements, license agreements and the like. Copyrightable works that are subject to sponsored research agreements or other contractual obligations of the University shall be owned by the University, so that the University may satisfy its contractual obligations. G. Use of University Resources Stanford University resources are to be used solely for University purposes and not for personal gain or personal commercial advantage, nor for any other non-University purposes. Therefore, if the creator of a copyrightable work makes significant use of the services of University non-faculty employees or University resources to create the work, he or she shall disclose the work to the Office of Technology Licensing and assign title to the University. Examples of non-significant use include ordinary use of desktop computers, University libraries and limited secretarial or administrative resources. Questions about what constitutes significant use should be directed to the appropriate school dean or the Dean of Research. H. Reconveyance of Copyright to Creator When copyright is assigned to Stanford because of the provisions to this policy, the creator of the copyrighted material may make a request to the Dean of Research that such ownership be reconveyed back to the creator. Such a request can at the discretion of the Dean, be granted if it does not: (i) violate any legal obligations of or to the University, (ii) limit appropriate University uses of the materials, (III)create a real or potential conflict of interest for the creator, or (iv)otherwise conflict with University goals or principles. Back to top 3. Explanations of Terms A. Copyright 1. Copyrightable Works. These works include: For example, a written description of a manufacturing process is copyrightable, but the copyright only prevents unauthorized copying of the description; the process described could be freely copied unless it enjoys some other protection, such as patent. Ownership of copyright is distinct from the ownership of any material object in which the work may be embodied. For example, if one purchases a videotape, one does not necessarily obtain the right to make a public showing for profit. Certain commissioned works also are works for hire if the parties so agree in writing. Works for hire subject to his principle include works that are developed, in whole or in part, by University employees. For example, under section 1.G of this policy, significant use of staff or student employee programmers or University film production personnel will typically result in University ownership of the copyright in the resulting work. Where a work is jointly developed by University faculty or staff or student employees and a non-University third party, the copyright in the resulting work typically will be jointly owned by the University and the third party. In such instances, both the University and the other party would have nonexclusive rights to exploit the work, subject to the duty to account to each other. Whether the University claims ownership of a work will be determined in accordance with the provisions of this policy, and not solely based upon whether the work constitutes a work-for-hire under the copyright law. For example, copyright in pedagogical, scholarly or artistic works to which the University disclaims ownership under this policy shall be held by the creators regardless of whether the work constitutes a work-for-hire under copyright law. University ownership in a work for hire may be relinquished only by an official of the University authorized to do so by the Board of Trustees. 4. Attachment A. Policy Clarifications Concerning Online Instruction Date: February 19, 2013 The committee issued a report in June 2012 in which the committee expressed its belief that Stanford’s primary educational mission is to educate students admitted to the University’s programs. At the same time, the committee recognized faculty interest in extending the impact of their scholarship through external distribution of courses. In light of the committee’s findings and recommendations, the following policy clarifications will be made to the Research Policy Handbook and the Faculty Handbook. Under longstanding University policy, a faculty member is normally not permitted to accept or hold a regular teaching, research or administrative position at another institution. This is true regardless of whether the faculty member is on regular duty at Stanford, on sabbatical, or on leave without salary. The policy is consistent with the expectations of our students that, through their admission to the University and payment of tuition, they will receive a unique educational experience from exceptional Stanford faculty that is not available elsewhere. Merely limiting the creation of course materials for another institution to consulting hours, a vacation or an off duty quarter does not address the potential conflict with the faculty member’s obligations to the University and its students. Such outside teaching activities can be at odds with University policies on conflict of commitment and interest by diverting attention from the appointee’s work at Stanford, competing with existing programs offered by the University, or undermining the development of new programs at the University. In addition, such activities may inappropriately rely upon University resources (including its personnel and students) that are funded by tuition payments and by contributions from donors and extramural funders for the non-profit teaching and research activities of the University. However, they may not use their Stanford title or affiliation in any way to promote the teaching activity at the other institution or to imply that there is Stanford sponsorship of the activity. The committee noted that the University’s name is a significant University resource and implicates the interests of not only the University, but also the reputation and academic standing of the professoriate. Accordingly individuals who are permitted to teach elsewhere should prevent the other institutions with whom they work from using the Stanford name or its insignias, identifying them as Stanford instructors (as opposed to instructors at the institution in which the courses are offered), or making statements that imply that Stanford sponsors, endorses or otherwise vouches for their courses. In extended biographical descriptions, such individuals may refer to the fact that they have taught at the University. However, approval from the cognizant dean is required before any electronic materials created in connection with such teaching may be used as a course or a significant portion of a course by another institution after the conclusion of the faculty member’s visit. The committee noted that this policy should continue to apply regardless of the form of expression, including courses captured on video or in other digital forms. However, faculty are permitted to make written course materials they personally create available to peers at other academic institutions for noncommercial academic or personal use outside the University. Additionally, if a faculty member leaves the University, he or she may continue to use, at another non-profit academic institution, course material he or she created at Stanford. Faculty may include course materials owned by the University in textbooks under a free license from the University; however, the faculty member’s contract with a publisher should contain terms acknowledging the University’s ownership interest in the course materials and require prior consent by the University for the creation and distribution of derivative works. The University will not, however, undertake any commercialization without the agreement of the faculty-creator and will ensure that any revenue arising from commercialization will be shared with the creators, their departments and schools, as is done with patent income. Back to top Non-Faculty Research Appointments 11. Establishing and Managing Independent Laboratories, Institutes and Centers 12. Skeletal Remains 13. Definitions and Types of Agreements 14. Sponsored Project Proposals 15. Financial Aspects of Sponsored Projects Administration 16. Subawards 17. Property Management 18. Committees and Panels That Support Research. Plus, you may further customize existing policies, remove policies you don’t need, and add policies specific to your company. A good handbook serves many purposes. Is your handbook a useful tool for your company. A strong employee handbook will: We’ve organized this guide into five sections: Firstly, it’s essential for smooth operations. It should be the go-to authority for policies. Secondly, it’s critical for more than new hire training. It expresses formal policies. It is the first place to look for legal clarification, for instance. Thirdly, you can use it to showcase your company culture. After all, it’s a user’s manual for new employees, managers, and executives. Take your time. Get input from everyone. A Human Resources Management System ( HRMS) makes it easy. Therefore, review it frequently. Update when needed. Proactive updates prevent problems. For instance, businesses that created a social media policy 20 years ago saved a lot of hassle. Similarly, companies that trained their hiring managers on illegal interview questions avoided lawsuits. In addition, those that addressed sexual harassment were ahead of the game. Does the law require it? However, they do require you to inform employees of their rights. As a result, some employers forego a handbook for workplace signs. During onboarding, they hand out a stack of papers. I was never told this, I just assumed I couldn’t until my three months happened. I started poking around and found out I was supposed to do it beforehand apparently. Is there anything I can do. I really could use the health coverage. Reddit If you have employees in more than one city or state, you will need location-specific sections, for example. In all states except Montana, you assume this agreement by default. Therefore, if you have employees in Montana, make sure you spell this out. Make sure you describe unacceptable behavior in detail. In addition, tell your employees what to do if they are subject to harassment or see it happen to a co-worker. Plus, outline what you will do if an employee claims harassment. As a result, if an employee needs to take leave, they can see your handbook for detailed instructions. How do you do this? First, teach these in many different ways. Use in-person training. And the required posters so employees keep them top of mind during the day. Above all, present them in the handbook on day one. After all, you want your new hires to understand your commitment to safety. However, your state may have a similar program. Therefore, it’s a good idea to have a substance abuse policy whether or not you are required. If you do drug testing, for example, your policies must not discriminate. Bottom line, make sure you know the laws and state them in your handbook. Because of this, talk to your legal team. Some states, for example, require employers to pay out unused PTO. If you offer health benefits, former employees have the right to enroll in COBRA. (COBRA is an acronym for the federal Consolidated Omnibus Budget Reconciliation Act. Among other things, it provides continuing health coverage after separation. In practical usage, it refers to the benefits plan offered by the company under COBRA.) Former employees who apply for COBRA will need enrollment forms. Therefore, if you have an HRMS, include a link to these forms in your handbook. As a result, knowing how to track hours is essential. Include rules for meals and breaks, PTO, minimum wage, overtime, and fair workweek, for instance. Protect yourself from outdated or poorly-written policies that were created before current laws. State clearly that the handbook supersedes any other rules. Both of which could contradict official policies or law. At the very minimum, protect yourself by stating that the policies are subject to change. Employees can read the policies in digital form. Then sign that they understand and will follow them. Employees, managers, and admin staff can search the database quickly for any document. Electronic documents simplify reporting. See how these HR departments made their employee handbook come alive. It is our calling card to be irreverent. To instruct and amuse. And to speak the truth. So our Core Values can be summarized simply as “Be Foolish.” Motley Fool Employee Handbook You can talk with your manager. Uou can talk to your manager’s manager. You can talk directly to a VP in another department.Complete with charming pictures of adorable dogs and cats. You can see it here. This is especially true for small companies without an HR director. In some companies, writing and updating the handbook is a dreaded task. As a result, no one is eager to take ownership and the buck gets passed around and around. Secondly, printing costs sink tight budgets. This is unfortunate. After all, small businesses need a good handbook as much as larger ones. An outdated handbook can do more harm than good. Especially if the policies aren’t legally compliant. An incomplete handbook causes confusion. Furthermore, it can be particularly problematic for new hires. Suppose your company has a 60-day waiting period. The employee ends their previous coverage before the new benefits become effective. Then the new hire has a major medical expense. You are going to have an angry employee with a mountain of medical bills. Here is a better scenario: The handbook clearly explains the waiting period. New hires are emailed a link to the employee handbook as soon as they accept the job offer. In the email, encourage the new hire to read the handbook soon. Especially the section about benefits policies. The new hire signs that they read it and agree to it. Talk to your business attorney or state Department of Labor. For example, if you are based in California, you may need a separate section for workers in specific cities. California also passed a new anti-harassment training law in 2019. In addition, New York state expanded qualified leave beyond the federal law. As a result, pretty soon everyone ignores it. Employees have to ask their manager or the HR staff every time they have a question. Incorrect information and informal policies spread through the workforce. It is necessary for legal compliance. It’s important to remember it can and will be used as a legal document. You will be held to the standards you document. If you haven’t updated your handbook for coronavirus emergency sick leave and expanded FMLA, now’s the time. Millions of U.S. companies are turning to Learning Management Systems (LMS) for affordable and effective employee compliance training. SwipeClock is excited to announce a new partnership with Syntrio, a premier LMS and provider of business ethics training. The Syntrio Ethics and Code of Conduct Course is now integrated into WorkforceHUB onboarding. Administrators can include the Syntrio ethics training as part of the new hire process. For more information, visit WorkforceHUB. Cannabis remains illegal at the federal level. As a result, there is confusion about what this means at the local level. If your state has legalized marijuana, it’s time to update your employee handbook. Discovering THC in a drug test in a state that has legalized recreational pot use may not imply a crime. However, your business may align with federal laws. For instance, recently there have been significant changes to laws related to scheduling. This includes overtime and paid time off (PTO). The best practice is to assign an HR manager to track changes in employment law. Talk to your attorney and payroll company for help in this area. Many state legislatures are considering new regulation. As our laws evolve, it’s important to maintain pace in your employee handbook. By the way, many companies have adopted a policy that’s stricter than the feds. Employees should be able to find the official address of your new location. You should also communicate purpose and function. So employees know which areas of your business are responsible for issues that come up. The handbook is the best place to list official addresses, site functions and contact information. When new products come out, add them to the product section of your employee manual. Don’t simply remove them. Label them discontinued. Employees need an official method for product availability. You may be adding independent contractors, seasonal workers, temps or non-residents. Outline special considerations or exclusions where needed. For example, new independent contractors may be ineligible for a specific benefit. Some generations are using social media as their primary communication mode. Social media can be a powerful form of communication, promotion, and marketing. It can also be a drain on productivity. Thus, clarify your policy on personal and company use of social media. Be specific about the consequences for violations. Public cases, activism, and nightly news stories have everyone thinking about it. If not an update, perhaps a clarification. It can help employees better understand your policy. Make sure your employee handbook is clear and concise about sexual harassment. Retaliation is when an employer punishes an employee for a protected action. For example, whistleblowing or filing a complaint. Assure your employees that they can raise issues. Explain procedures for reporting problems. If your handbook has instructions, you are less likely to get into a messy situation.

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