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Din Tai Fung, Deliveroo get pro-active in efforts to retain workers, build loyalty

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SINGAPORE - In an industry where workers commonly work long hours and have "little benefits" and "leave days", Mr Leroy Lin, a 23-year-old customer care associate at Din Tai Fung Singapore, is an exception. The Taiwanese, who has been working at the popular Chinese food chain

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Lazada Group announced on Thursday (31 January) that it will ramp up its supermarket business in Southeast Asia, starting by moving RedMart onto its platform in Singapore on 15 March (12.00am).

To spearhead this foray into the supermarket business, Roger Egan, Co-Founder of RedMart, has been appointed Lazada Group Head of Supermarket where he will oversee the expansion, launch and operations for Lazada's supermarket business and delivery network across the region.

Responding to Human Resources' queries on whether there will be redundancies in line with this move, James Chang, CEO of Lazada Singapore, said: "No jobs are affected with the move.

"The business is growing at a tremendous pace and Lazada is ramping up accordingly. For example, RedMart has grown by 65% year-on-year for the last two years and almost all delivery slots from 7am to 10am are snapped up, every day, 365 days a year. This move brings together the best of Lazada and the best of RedMart - two of the strongest teams coming together as one to deliver the best customer experience across supermarket and general merchandise offerings."

The move enables shoppers to buy groceries and fresh produce along with Lazada's other product categories on one single platform, boosting Lazada's grocery and supermarket offering to more than 165,000 products.

The new RedMart will feature similar design, tools and functions as the existing RedMart App and website. Users can expect the same shopping experience - from browsing to the ordering process - while enjoying the ease and convenience of shopping on one single platform.

Chang added: "This is a significant milestone for us. Together with RedMart, we have the best talents, operational infrastructure and an even bigger base of committed sellers and brands to create the best supermarket shopping experience for Singapore shoppers."

Elsewhere in the region, Lazada is looking to launch its grocery and supermarket business in at least one other city from the second half of 2019.
Photo / provided
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RedMart moves onto Lazada platform, no jobs will be affected

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Lazada Group announced on Thursday (31 January) that it will ramp up its supermarket business in Southeast Asia, starting by moving RedMart onto its platform in Singapore on 15 March (12.00am).

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SINGAPORE: Former employees from bike-sharing company Ofo, who had their contracts terminated this week, said that the firm's operations have "practically ceased" in Singapore as there were no personnel left.

The ex-employees, who spoke on the condition of anonymity, said that Ofo terminated around 10 members of staff from the operations division on Thursday (Jan 31), and there were no officials left to move and maintain its fleet of bicycles on the streets.

The contracts of hundreds of Ofo Singapore employees were also terminated in November, Channel NewsAsia had earlier reported.

A senior member of Ofo's operations team, said that the team was instructed to stop recovering bicycles parked indiscriminately on the final three days of their employment this week.

"Moving forward, any requests from the government to move the bicycles will not be attended to. There are no more Ofo officials in Singapore. They are all in China. The company has practically ceased its operations in Singapore," he said.

The employees who were sacked received a call from Ofo's acting general manager Jack Zhou last Monday. Mr Zhou, who is based in China, informed them that their contracts would end by Thursday and that they would be paid for their work in January.

Another employee who was retrenched told Channel NewsAsia that during his final days of employment, Ofo had instructed him to stop responding to customer queries on the firm's app and social media accounts.
NO NOTICE TO SURRENDER LICENCE: LTA
"We had a lot of complaints from customers about malfunctioning bicycles and some requesting a refund for their subscription fees. We felt bad but we were specifically instructed to ignore these," he added.

Responding to Channel NewsAsia, the Land Transport Authority (LTA) confirmed on Friday that it had not received any notice from Ofo that it intends to surrender its operating licence.

LTA added that it is in touch with Ofo on its compliance with all regulatory requirements, and it will continue to monitor the company's ability to meet the demands.

In January, LTA announced that Ofo had breached multiple rules, despite being given "an ample preparation period" for compliance. For instance, the company did not reduce its bicycle fleet to the stipulated maximum fleet size of 10,000, despite multiple warnings and regulatory action taken against them.

In its reply, LTA reiterated that it intends to suspend Ofo's licence if the company fails to meet regulatory requirements by Feb 13.

In December, Ofo's chief executive Dai Wei said the Chinese bike-sharing start-up was battling "immense" cash flow problems and disbanding the firm has been considered as an option.
NO COMPENSATION FOR SACKED EMPLOYEES
Dai has also been added to China's social credit blacklist, which bars him from buying property or going on vacation.

Another former employee, who was in the Ofo Singapore operations team for slightly more than a year and was let go on Thursday, said he was surprised by how the company did not offer him and his colleagues the one-month compensation they were due based on the terms of their employment contract.

However, he did not press Ofo's management for it because he was afraid the company would withhold their salaries for the month of January if they raised any objections.

"It dawned on us that if we don't accept the mutual termination of the contract with no other clauses, we might not be able to get our salary for January. And this is not something the team wants, especially with Chinese New Year coming," he said.

"We don't have a choice, we just want to bring home the bacon."

A fourth employee who was sacked told Channel NewsAsia that the manner in which they were informed of the termination was "unprofessional and rude".

"There was no document to explain the terms of the termination, no discussion with human resources to explain why there was no compensation. It was a take-it-or-leave-it offer," he said.

In response to queries from Channel NewsAsia, a Ministry of Manpower spokesperson from the Taskforce for Responsible Retrenchment and Employment Facilitation, urged the Ofo employees affected to approach the Tripartite Alliance for Dispute Management (TADM) for assistance "early" to help resolve their compensation woes.

"For employees who are retrenched, Workforce Singapore and NTUC's Employment and Employability Institute (e2i) will offer employment assistance services, such as career coaching and job matching, through the Adapt and Grow initiative," the spokesperson said.

Additionally, the spokesperson also urged employers to communicate any intention for retrenchment "early and before public notice" is made.

Channel NewsAsia has reached out to Ofo Singapore and its acting general manager Jack Zhou for clarification on the company's operational status in Singapore and on claims that it owes its former staff compensation.

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Ofo has 'practically ceased' operations, sacked employees say, no official notice made to LTA

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(Updated: ) Share on Facebook Share on Twitter Share via E-Mail SINGAPORE: Former employees from bike-sharing company Ofo, who had their contracts terminated this week, said that the firm's operations have "practically ceased" in Singapore as there were no personnel left.

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No one can miss the revolution that has shaken up workplaces over the past decade, not just in the way technology has replaced manual jobs, but also the attitude among youngsters who shun safe posts with big firms to job-hop and try new things.

This shake-up has forced companies to be agile in adapting to new trends so they can fully make use of their staff, says Mr James Lee, managing director for group human capital at insurer Great Eastern Holdings. He oversees the leadership and talent development of about 4,000 employees in Singapore, Malaysia, Indonesia and Brunei.

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Great Eastern Holdings' MD for group human capital on dealing with a different workforce and tech changes

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No one can miss the revolution that has shaken up workplaces over the past decade, not just in the way technology has replaced manual jobs, but also the attitude among youngsters who shun safe posts with big firms to job-hop and try new things.. Read more at straitstimes.com.

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The position of Vice President of Human Resources (HR) is crucial to any mid- to large-sized organization. The VP of HR is responsible for not only ensuring the success of the human resources department, but of the entire company's hiring, onboarding, retention, compliance, and training programs. This is a position that requires many years of experience and education at the highest level, which means that writing a job description for the VP of HR can be difficult.

Your job postings are part of your company's talent brand, while job descriptions like the one you see below are meant for your career site and for links in job postings to give your prospective VP of HR candidates more detailed information. Job descriptions must contain all the important information about the role and should be optimized with keywords that will drive traffic to the listing on your career site. We've put together a basic set of guidelines on how to write an effective job description posting and template .

Vice President of Human Resources Job Duties and Salary

The VP of HR is always a salaried position. Depending on the size of the organization, the vice president of human resources often reports directly to the CEO or COO of an organization although sometimes the CHRO or chief human resource officer has this distinction. Depending on the structure and size of the organization, the VP of HR works with the executive team to discuss business objectives. They view financial documents and work to understand how the focused programs and services they offer the organization drive revenue.

The VP of HR works to integrate people into the full scope of business operations evaluating how the impact of human capital benefits the overall organization. This position is heavily focused on business metrics, reporting, and analytics directly in contrast to the administrative roots of the industry. This is an exempt level position and often a key decision maker at the company. This position is sometimes called the VP of People.

The average pay for a Vice President of HR is $134,000 per year. Those in the 90th percentile make $193,000 per year, and those in the 10th percentile have an income of $87,000.

Vice President of Human Resources Job Description

Company ABC is a staffing agency in the U.S. known for our creative, marketing, and executive talent placement. We place permanent and contract-to-hire professionals in hard-to-fill positions for organizations from startups to the Fortune 50.

We're looking for an experienced Vice President of Human Resources for an internal role in at our corporate headquarters in beautiful Duluth, Minnesota. This is a salaried position, full-time, onsite, and responsible for organizational development, recruitment, and staffing, compensation and benefits packages, employment law, human resources leadership, as well as employee relations for our workforce.

A typical day as VP of HR includes:

Develop and drive organizational effectiveness and support the president or CEO on all major initiatives.

Management, leadership, and direction for the entire HR department, as well as outside consultants such as recruitment specialists.

Facilitating and providing guidance to management teams in HR matters, directing staff on HR functions, and developing, interpreting and implementing policies and procedures according to federal and state laws and regulations.

Avoiding litigation and other potential losses by overseeing participation in Equal Employment Opportunity, Americans with Disabilities Act, Family, and Medical Leave Act, and other federal and state regulations.

Establishing short- and long-term goals, budgeting for HR expenses, and networking with outside peers and organizations when needed to achieve goals.

What you'll like most about working in Human Resources at Company ABC:

We take great pride in offering our workforce the best benefits and compensation packages in our industry, and we think you will too.

Everyone at ABC Company contributes to the development of programs, regardless of role. Your input will not only be heard; it will be encouraged.

As a leader of our HR team, you'll be driving our company culture and what makes us an amazing place to work.

We're looking for candidates who:

Have a Master's Degree in Human Resources Development and Administration or equivalent degrees in marketing, business or related field.

Have SHRM or HRCI HR certification.

Have 8-10+ years of experience gained through increasingly responsible management positions within Human Resources.

Are experienced with employment law and compliance on state and federal levels.

Have specialized training in organizational planning, compensation, and preventive labor relations.

Preferred qualifications:

Experience working with more than two divisions within the same organization.

Proven experience developing, testing and analyzing company human resources programs.

Direct experience in People Operations and workforce planning.

What we offer our employees:

A competitive compensation and benefits package, plus performance-based bonus incentives. Our corporate HQ offers on-site concierge services for dry cleaning, laundry, and grocery shopping delivery, as well as catered lunches and a stocked snack and drinks pantry. We're a culture that thrives on training and development and offers several ongoing management training and leadership programs.
About COMPANY:
With three decades in the staffing industry, Company ABC has become a standout among its peers as a talent-driven, creativity-focused agency. Our employees and contract workforce have ranked us in the top 50 Best Places to Work by Glassdoor every year since 2002. Talent is what makes Company ABC successful, and we're proud of our ability to deliver top talent to hundreds of well-known organizations for their unique marketing and creative staffing needs.
EEOC statement Equal Opportunity Employer/Protected Veterans/Individuals with Disabilities. Please view Equal Employment Opportunity Posters provided by OFCCP here . The employee will not discharge or in any other manner discriminate against employees or applicants because they have inquired about, discussed, or disclosed their own pay or the pay of another employee or applicant. However, employees who have access to the compensation information of other employees or applicants as a part of their essential job functions cannot disclose the pay of other employees or applicants to individuals who do not otherwise have access to compensation information, unless the disclosure is (a) in response to a formal complaint or charge, (b) in furtherance of an investigation, proceeding, hearing, or action, including an investigation conducted by the employer, or (c) consistent with the contractor's legal duty to furnish information.
Like what you see? Check out the rest of our human resources job titles, HR salary information, and templates .

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VP of Human Resources Job Description [Template]

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The position of Vice President of Human Resources (HR) is crucial to any mid- to large-sized organization. The VP of HR is responsible for not only ensuring the success of the human resources department, but of the entire company's hiring, onboarding, retention, compliance, and training programs. This is a position that requires many years of experience and education at the highest level, which means that writing a job description for the VP of HR can be difficult.

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The position of Chief Human Resources Officer (CHRO) is a complicated one and one that has a variety of jobs and responsibilities making this role very unique for each organization. Writing job descriptions for C-Suite positions like CHRO is a challenge. A job posting is part of your company's talent brand marketing, while job descriptions like the one you see below are meant for your career site and for links in job postings to give your prospective CHRO candidate more detailed information. Job descriptions must contain all the important information about the role and should be optimized with keywords that will drive traffic to the listing on your career site. We've put together a basic set of guidelines on how to write an effective job description posting and template .

Chief Human Resources Officer (CHRO) Job Duties and Salary

For larger organizations, the CHRO or Chief Human Resources Officer reports directly to the CEO. This individual is part of the executive team and often working with the board of directors and investors to provide updates, reports, and information relative to the overall business plan and strategic direction of the company. The CHRO is focused on the strategy people human capital and how HR programs grow revenue and the organization for the broad and often global organization and for the longer term. A number of companies are calling the CHRO role the Chief People Officer. This position is truly strategic and is an exempt level executive position.

The average pay for a Chief HR Officer is $156,000 per year. Those in the 90th percentile make $249,000 per year, and those in the 10th percentile have an income of $92,000.

Chief Human Resources Officer (CHRO) Job Description

Company ABC is a staffing agency in the U.S. known for our creative, marketing, and executive talent placement. We place permanent and contract-to-hire professionals in hard-to-fill positions for organizations from startups to the Fortune 50.

We're looking for an exceptional Chief Human Resources Officer (CHRO) for a leadership role in human resources at our corporate headquarters in beautiful Duluth, Minnesota. This is a salaried position, full-time, onsite, and responsible for benefits and compensation packages as well as employee relations for our contract workforce.

A typical day as Chief Human Resources Officer (CHRO) includes:

Design human resources practices and regulations, as well as present any proposals for changes to senior management and oversee implementation.

Manage the day to day operations of the human resources department.

Oversee and ensure rewards programs are comprehensive, competitive, and align with business goals.

Develop and improve recruiting practices and succession planning strategies.

Account for and maintain human resources disciplines such as compensation, benefits, training, talent acquisition, and diversity.

Communicate frequently with departmental and executive stakeholders to understand the unique needs of our workforce.

What you'll like most about working in Human Resources at Company ABC:

We take great pride in offering our workforce the best benefits and compensation packages in our industry, and we think you will too.

Everyone at ABC Company contributes to the development of programs, regardless of role. Your input will not only be heard; it will be encouraged.

As a leader of our HR team, you'll be driving our company culture and what makes us an amazing place to work.

We're looking for candidates who:

Have a bachelor's degree in HR, business administration, or related field.

Have SHRM PHR certification.

Have 8+ years of experience that includes supervising human resources staff.

Working on the compensation and benefits aspect of human resources with proven success metrics.

Have solid communication and time management skills.

Preferred qualifications:

Master's degree in HR, Business Administration, or related field.

Proven experience in designing human resources practices and regulations.

Experience in analytics, statistics and reporting on specific HR metrics and KPIs.

What we offer our employees:

A competitive compensation and benefits package, plus performance-based bonus incentives. Our corporate HQ offers on-site concierge services for dry cleaning, laundry, and grocery shopping delivery, as well as catered lunches and a stocked snack and drinks pantry. We're a culture that thrives on training and development and offers several ongoing management training and leadership programs.
About COMPANY:
With three decades in the staffing industry, Company ABC has become a standout among its peers as a talent-driven, creativity-focused agency. Our employees and contract workforce have ranked us in the top 50 Best Places to Work by Glassdoor every year since 2002. Talent is what makes Company ABC successful, and we're proud of our ability to deliver top talent to hundreds of well-known organizations for their unique marketing and creative staffing needs.
EEOC statement Equal Opportunity Employer/Protected Veterans/Individuals with Disabilities. Please view Equal Employment Opportunity Posters provided by OFCCP here . The employee will not discharge or in any other manner discriminate against employees or applicants because they have inquired about, discussed, or disclosed their own pay or the pay of another employee or applicant. However, employees who have access to the compensation information of other employees or applicants as a part of their essential job functions cannot disclose the pay of other employees or applicants to individuals who do not otherwise have access to compensation information, unless the disclosure is (a) in response to a formal complaint or charge, (b) in furtherance of an investigation, proceeding, hearing, or action, including an investigation conducted by the employer, or (c) consistent with the contractor's legal duty to furnish information.
Like what you see? Check out the rest of our human resources job titles, HR salary information, and templates .

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Chief Human Resource Officer Job Description [Template]

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The position of Chief Human Resources Officer (CHRO) is a complicated one and one that has a variety of jobs and responsibilities making this role very unique for each organization. Writing job descriptions for C-Suite positions like CHRO is a challenge.

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How to Make Salary Decisions without Performance Review Ratings [Video]

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In the last few years more and more companies have made the decision to move away from the big, annual performance review to more frequent, informal conversations about performance on the job. But the biggest question I'm hearing is "what happens to our compensation decisions?"

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How to Make Salary Decisions without Performance Review Ratings [Video]

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In the last few years more and more companies have made the decision to move away from the big, annual performance review to more frequent, informal conversations about performance on the job. But the biggest question I'm hearing is "what happens to our compensation decisions?"

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According to a report in Vulcan Post, staff from Lazada Malaysia have worked for 24 hours from November 10 leading up to November 11, as part of their Online Revolution (OR) sale, which is also one of the biggest online shopping and selling events in Southeast Asia.

To encourage its employees to get through this intense period, Lazada has created employee survival kits which include coffee mugs, t-shirts, and other commemorative collectibles across all markets.

In fact, Lazada Malaysia is not the only country with such perks. All of its markets have organised different activities to support the staff during OR. From town hall meetings with the CEO, kick-off celebrations, group coordinated dances, pizza and coffee parties and in-office massages, these perks have been chosen by the people teams, admin teams and local markets, with strong support from its CEO.

"Online Revolution is for all. It is the biggest event of our year and Lazadians (its employees) really go the extra mile during this period and we want them to feel excited and appreciated. We want to unite all Lazadians and get them excited for the next month of activity. The energy and participation has been amazing and we're happy for the celebratory spirit our employees have, we're really in this together," said Tim Rath, Lazada's chief people officer.

Not only that, Lazada has created a Yammer page dedicated to OR, where teams can post photos, updates and news about their respective work. This way, employees across all of its markets and functions are aligned and informed about what is happening in the lead up to OR.

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Lazada rewards employees working 24 hours for its Online Revolution

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According to a report in Vulcan Post , staff from Lazada Malaysia have worked for 24 hours from November 10 leading up to November 11, as part of their Online Revolution (OR) sale, which is also one of the biggest online shopping and selling events in Southeast Asia.

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SINGAPORE - More than 30 lush potted houseplants, including hanging plants cascading down a wide window, surround Ms Pepper Teo as she does her work on her computer.

The 36-year-old is not working out of a garden-themed cafe, but at her desk in an open-concept office.

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'Corporate jungle': More offices bringing the great outdoors indoors

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SINGAPORE - More than 30 lush potted houseplants, including hanging plants cascading down a wide window, surround Ms Pepper Teo as she does her work on her computer. The 36-year-old is not working out of a garden-themed cafe, but at her desk in an open-concept office.

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Companies use employee codes of conduct to help workers understand how to uphold company values in everything they do.

Employee codes of conduct, usually documents with many text-heavy pages, go further than mission and value statements, handbooks, and charters. Codes of conduct don't leave the day-to-day specifics of a company's mission up for interpretation; they give employees a manual for practicing mission-driven behavior.
Exhibit A:

Mission statement: We make the world better by innovating waste management solutions.

Code of conduct: We expect employees to make the world better by, at least while on our campus, maintaining compliance with our waste disposal guidelines.

Codes of conduct also save the day in times of legal or ethical uncertainty. For example, if an employee is convicted of ethical misconduct, the may enjoy a reduced sentence by having codes of conduct in place. (Yes, one bad egg can implicate the entire company!) Our justice system evaluates the "presence of an effective compliance and ethics program" when determining a company's level of responsibility for one employee's misconduct. A company might leverage well-documented codes of conduct to earn mitigated culpability.

A note if you work with senior financial officers: Sarbanes-Oxley Act or Corporate Responsibility Act of 2002 (Sec. 406) mandates a "code of ethics for senior financial officers." So in that case, establishing employee codes of conduct and ethics is not just a good idea; it's a requirement.

The bottom line? A code of conduct is an easy-to-reference backbone of company culture and policies. Even if codes gather dust for years, they make all the difference when a "situation" springs up unexpectedly.

Here's everything you need to know to develop or refresh employee codes of conduct for your company.

Employee Codes of Conduct Essentials

Prescriptive, not restrictive, language

If the language of your codes of conduct defines only what employees cannot do, then employees might feel stifled, restricted, and maybe even a little irritated. (Most people don't love being told what they can't do.) That's why codes of conduct should state rules in positive language whenever possible. See the subtle differences between the two examples below:

Restrictive: Employees must never arrive to work more than 45 minutes past their scheduled clock-in time.

Prescriptive: We expect employees to be prompt and provide reasonable notice of delays.

Tip: As you write your codes of conduct, be sure to include examples to make the concepts easy to understand. We'll explain how in some of the examples below.

General codes of conduct

In this section, list commendable behaviors that apply to all people and processes in the company. Many companies base these codes on their core company values. (Some even have values already written in the form of a code.)

Some companies make their codes and ethics easy to understand by assigning principles one key term that describes the behavior. For example, the International Federation of Accountants created five fundamental principles of ethics : integrity, objectivity, professional competence and due care, confidentiality, and professional behavior. The federation clarifies each principle with prescriptive language; for example, "objectivity" is followed by "A professional accountant should not allow bias, conflict of interest or undue influence of others."

Policies

A codes of conduct document makes the perfect platform for outlining key policies and procedures. (In a way, policies and procedures are also simply codes of conduct.) For example, recommends including guidelines related to respect in the workplace (also known as anti-harassment policies), treatment of property, attendance, appearance, and dress codes.

Process-specific codes of conduct

Ethical and conduct-related issues can come up in a variety of workplace processes. Adding plenty of context and examples will make your codes of conduct easy to understand and uphold.

To cover as many topics as possible...

Make a list of your regularly occurring company processes. If you bill clients on any kind of system, this task should be relatively easy. Otherwise, simply make a list of all company processes, including things like billing, client relations, procurement, and accounting.

For each process, include one simple code of conduct. Example: Employees at all levels will treat clients with respect and professionalism.

For each process, include at least one example of commendable conduct. Example: Sarah sent a client a handwritten thank-you note for a lovely working lunch.

For each process, include at least one example of poor conduct. Example: Jeanine texted a client after work hours to ask an unimportant question.

Universally unacceptable behaviors

Common categories for this section include:
Illegal Acts
Although it may seem like common sense, you may want to add a blanket statement announcing that all illegal behaviors, both civil and criminal , are unacceptable.
Unethical Acts
To clarify what an unethical act looks like, many companies juxtapose two different scenarios: one that demonstrates admirable ethics and another that demonstrates questionable ethics.

For example, for an ethical principle of "fairness," you might cite the following behaviors:

Admirable fairness: A hiring manager knows an applicant well and believes she would be perfect for an open position. The hiring manager chooses to thoroughly interview all internal applicants regardless of her relationship to the ideal candidate.

Questionable fairness: A hiring manager chooses to save some time and avoid the interview process for an open position; she already knows the absolutely perfect applicant.

Tip: Focus some unacceptable behaviors on potential risks for your specific company.
Deloitte Corporate Governance Services recommends companies cover their particular areas of risk. The firm cites the following example in their helpful guidelines: "For example, a manufacturing company would place greater emphasis on environmental responsibilities than a professional services firm."

Guidelines for reporting

Project Include recommends specifying how employees can report any code-of-conduct breaches they witness. Additionally, the company recommends adding some detail to quell the employees' fears about the idea of reporting a colleague.

Be sure to specify if the reporting process is anonymous, and outline precisely what will happen after submitting the report. (Will the employee have to come in for a meeting? Will the employee be informed when someone has apprehended the person reported?)

An anti retaliation disclaimer

Paired with the guidelines for reporting codes of conduct breaches, an anti retaliation disclaimer lets employees know that the company will not penalize them for reporting a code of conduct breach, even if said breach implicates the reporting employee's boss or another top official.

For example, here's the language tech giant Google uses in their publicly available code of conduct:

"Google prohibits retaliation against any worker here at Google who reports or participates in an investigation of a possible violation of our Code, policies, or the law. If you believe you are being retaliated against, please contact Ethics & Compliance."

Enforcement policies

Make the nuts and bolts of enforcement clear-even if you're choosing not to enforce any of the policies.

Your goal in this section is to:
Make sure employees know how you plan to measure their compliance with general codes of conduct, or in other words, gauge how an employee measures up to overall values.
In this section, specify

If employees will be held accountable for memorizing all the codes of conduct

If any aspect of performance evaluation will include an employee's adherence to codes

Make sure employees know the consequences of breaching codes of conduct.
In this section, specify:

Which (if any/breaches) qualify as fireable offenses

The less severe punishments (probation, community service, etc.) for other breaches

Contact information

Make sure employees know who to contact if they have questions about the codes of conduct.

Employee Codes of Conduct Templates

Choose your template and fill in the fields (with help from all the information above) to get started on your own codes of conduct.
Template 1
Company Name:

Date created or updated:

How the codes of conduct contribute to the mission:

General codes of conduct:

Zero-tolerance behaviors:

Process-specific codes of conduct:

Enforcement details
Template 2
Company Name:

Date created or updated:

Company ethics:

Zero-tolerance behaviors:

Enforcement details:
Template 3
Company Name:

Date created or updated:

General codes of conduct:

Enforcement details:
Template 4
Company Name:

Date created or updated:

Process-specific codes of conduct:

Enforcement details:

Employee Codes of Conduct Checklist

Ready to distribute the codes of conduct document you created? Run your draft through this checklist first!

Does your codes of conduct document include...

An accurate date?

Name and information for the contact person for conduct questions?

Headings and bullets that make the document easy to read?

A balance of restrictive and prescriptive information?

A list of codes?

Real-world examples that clarify the codes?

Now there's one last important question: Does your conduct document make sense?
You first instinct might be to say, "Yes; of course it does!"

But you should really consider this question, especially when evaluating something as crucial to your organization as your codes of conduct. That's why we recommend giving your document a little test before you put it out into the world.

Ask a few of your trusted co-workers to read through the codes.

Sit down with each reader in turn. Ask each person to describe what each of the codes means. Do this even if you've included an illustrative example for any of the codes; you may have included examples that others don't find easy to understand.

Talk with each person until you both agree that you've clearly outlined everything.

How do you feel about codes of conduct? We'd love to hear any of your thoughts and questions!

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Everything You Need to Write a Stellar Employee Codes of Conduct

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Companies use employee codes of conduct to help workers understand how to uphold company values in everything they do. Employee codes of conduct, usually documents with many text-heavy pages, go further than mission and value statements, handbooks, and charters.

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Posted by Peter DeBellis and Kathi Enderes on February 19, 2019.

As Bersin's™ recent High-Impact Performance research indicates, the discipline of performance management is in the midst of deep and fundamental changes. ¹ As this evolution has moved from the halls of HR, to the C-suite, to the popular press, and the forefront of many employees' minds, we've noticed that a couple of key terms have come to be used interchangeably along the way-specifically, ratings and rankings. This blog offers a quick perspective on how Bersin uses these terms and why we think it is important to distinguish between the two.

Ratings
Ratings are a way to evaluate a person's performance relative to a standard or expectations. Pick a scale-numbers, letters, descriptors, or whatever you like-define it, and assign performance of people (or teams) to the various points on the scale. Voilà! You have a rating system.

In an earlier blog post on Ratingless Rewards, we discussed how few individuals "like" performance ratings, but the vast majority of organizations use them. And outside the workplace, we are rated and evaluated every day-by various methods, and often, by our own choosing. Just think about your smart watch's trigger to stand up if the activity monitor detects that you've been sitting down for too long or the feedback your smartphone provides about the amount of time you've spent online.

Our recent High-Impact Performance research confirmed that ratings are not dead-and simply eliminating them is not the answer to improve performance management. ² We'll dig deeper into ratings and their future in upcoming research.

Rating distribution
Take a rating scale as described above and overlay the decision that only a certain percentage of a given population should or can receive each rating. For example, consider a three-point scale. It might dictate that 20 percent of the population should be rated High, 70 percent of the population rated Middle, and the remaining 10 percent rated Low. There's your rating distribution.

Unlike ratings, distributions are not something we encounter in our daily lives. Walking 2,000 steps daily does not make us healthy just because everyone else walked only 1,000 steps. Distributions also tend to create competition rather than improve performance or productivity.

A key reason why organizations establish rating distributions is to enable differentiation of pay based on performance. Budgets are a zero-sum game, so there can't be too many high performers, or the rewards math doesn't work.
Organizations take varying approaches to enforcing adherence to a rating distribution:

A distribution guideline merely suggests that ratings follow a certain distribution.

A recommended distribution allows deviation from the distribution on a case-by-case basis.

A forced distribution strictly forces ratings into adherence with the distribution.

Many organizations use some version of the bell curve as their rating distribution model-even though that model may encourage mediocrity. ³ As discussed in one of our recent blog posts about Pay for Performance, a power law distribution is more representative of actual contributions.

Rankings
Rankings (also known as "Forced Ranking," "Stacked Ranking," "Rank and Yank," etc.) involve comparing people to each other in lieu of-or in addition to-comparing them to a standard. In a ranking system, there are winners and losers-but no ties. Take a group of employees and rank the highest performer as number one, the next best as number two, and so on for the entire population being evaluated. In some cases, this can be a whole company, depending on the performance management approach used. As such, many people feel that, regardless of whether the final rankings are ever shared with employees, their mere existence encourages a culture of competition-sometimes to the detriment of teamwork, collaboration, and the greater good of the organization.

Some "ratingless" organizations have adopted a "behind-the-scenes" ranking approach to help determine pay. We describe the benefits and challenges of this approach in more detail in our Ratingless Rewards research. ⁴

Derived ratings
Another permutation of ratings and rankings is that, with a ranking system in place, ratings can easily be derived using a formula. For example, a group of 100 employees-ranked 1 to 100-could be assigned ratings using the three-point rating scale and distribution discussed above. In this situation, employees ranked 1 to 20 are High, 21 to 90 are Middle, and 91 to 100 are Low. But the converse-attempting to derive rankings from ratings-would, of course, not be possible.

We've seen some confusion of these terms in recent business media, so we wanted to clarify their definitions and touch on the merits and challenges of each approach. Please keep an eye out for future Bersin research on the topics of performance management and rewards. If you have an interesting story about how ratings, rankings, or both are used at your organization, we would love to hear from you. Please contact Kathi Enderes ( kenderes@deloitte.com) or Pete DeBellis ( pdebellis@deloitte.com).

Bersin members can access the High-Impact Performance Management series and The Ratingless Rewards Dilemma: How to Determine Pay without Performance Ratings in the Bersin Library. Not a Bersin member but want to know more? Visit the Bersin website.

Peter DeBellis is a vice president and the total rewards research leader at Bersin™, Deloitte Consulting LLP.

Kathi Enderes PhD, is a vice president and the talent & workforce research leader at Bersin™, Deloitte Consulting LLP.

¹ Seven Top Findings for Enabling Performance in the Flow of Work, Bersin, Deloitte Consulting LLP / Kathi Enderes, PhD, and Matt Deruntz, 2018.
² Ibid.
³ The Myth of The Bell Curve: Look for The Hyper-Performers, Forbes.com / Josh Bersin, February 19, 2014,
https://www.forbes.com/sites/joshbersin/2014/02/19/the-myth-of-the-bell-curve-look-for-the-hyper-performers/
⁴ The Ratingless Rewards Dilemma: How to Determine Pay without Performance Ratings, Bersin, Deloitte Consulting LLP / Kathi Enderes and Pete DeBellis, 2018

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Ratings and rankings are not the same! - Capital H Blog

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Posted by Peter DeBellis and Kathi Enderes on February 19, 2019. As Bersin's™ recent High-Impact Performance research indicates, the discipline of performance management is in the midst of deep and fundamental changes.1 As this evolution has moved from the halls of HR, to the C-suite, to the popular press, and the forefront of many employees' ...