Human Resources Training Guide For Managers by qhq29331

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									  Human Resources
  Training Guide For
       Managers




                        Updated by: Human Resources
                                March 2005

For more comprehensive Human Resources information please refer to the website:
                            www.hr.ubc.ca




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                                                  HR Training Guide for Managers
                                                                      March 2005
Introduction..................................................................................................................... 3
Staff Job Descriptions ..................................................................................................... 3
   General Guidelines for Writing A Position Description............................................. 3
   Template for Writing Position Descriptions ............................................................... 4
Contractual Obligations In Recruiting ............................................................................ 7
Posting Requirements ..................................................................................................... 8
Selection Interviewing .................................................................................................. 10
In Basket & Role Play Exercises .................................................................................. 11
   Department Recruiting Checklist.............................................................................. 12
Telephone Reference Check Form................................................................................ 14
Job Offers...................................................................................................................... 16
Orientation of New Employees..................................................................................... 16
Probationary Periods & Reviews .................................................................................. 17
   Length of probationary/orientation periods .............................................................. 17
Job Standards & Compensation Guidelines.................................................................. 19
Paying Hourly Staff ...................................................................................................... 19
Managing Attendance ................................................................................................... 20
Discipline ...................................................................................................................... 20
Layoff and Terminations............................................................................................... 20
Types of Student Appointments.................................................................................... 21
Preparing HR related paperwork .................................................................................. 22
   Staff Appointment Forms ......................................................................................... 22
   Student Appointment Forms ..................................................................................... 22
   Transfer & Severance Forms .................................................................................... 22
   Timesheets for hourly appointments......................................................................... 22
Contacts......................................................................................................................... 22




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                                                                                 HR Training Guide for Managers
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Introduction
The information provided in this guide is intended as an initial guide that will assist you
in responding to various human resource questions, concerns or situations related to staff
and student employees. It should be used in conjunction with the appropriate collective
agreement or handbook.

For information related to faculty please refer to the Faculty Relations website at
www.facultyrelations.ubc.ca



Staff Job Descriptions
General Guidelines for Writing A Position Description

       Use clear, concise language. The objective is to be literal in the description, not
       literary! Avoid the use of elaborate or ambiguous language.

       Use wording or language that is not discriminatory.

       Describe only the duties and requirements of the position, not the personal skills,
       knowledge, or traits of the incumbent.

       Describe the position, as it exists today, not how it was in the past or how it may
       be in the future.

       Avoid using technical terms, acronyms, or abbreviations. If it is essential to use
       acronyms or abbreviations, write the words out in full in the text the first time,
       followed by the acronym or abbreviation in brackets.

       Do not understate or overstate the duties and responsibilities or the qualifications
       of the position.

       When describing the skills, knowledge, and traits required to perform the duties of
       the position, specify the minimum levels required to satisfactorily perform the
       duties and responsibilities of the position.

       The skills, knowledge, traits stated as requirements for the position should be
       directly related to the duties and responsibilities performed in the position and
       listed in the work performed section.

       Education, certification or specific UBC training or experience should not be
       stated as requirements of the position unless they can be demonstrated to be
       essential to the duties and responsibilities of the position or they are required by
       law or a relevant licensing body.


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                                                          HR Training Guide for Managers
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Template for Writing Position Descriptions

1.     POSITION IDENTIFICATION

Position Classification:
Position Title (if appropriate):
Faculty:
Department:
Division:

2.     POSITION FUNCTION

A summary of the position and its overall purpose.

NOTE: This summary will be used in the postings to advertise your position

3.     WORKING RELATIONSHIPS

Describe the relationships, interactions and liaisons with other functions and the nature of
such relationships. Include the positions to whom this position: reports, works with,
contacts (internal and external to the university), and supervises)

4.     WORK PERFORMED

Prepare one clear statement for each major duty. Some statements may need to be
enhanced by additional support information and will form a paragraph for a major duty
rather than a single statement.

2.     List statements in descending order of importance.

3.     Begin each statement about work performed with an action verb.

4.     Construct each statement to include the following components:

       WHAT            Use a verb to describe what action is being performed.
                       Indicate the topic or subject of the action.

       HOW             Indicate how the action will be performed:
                       (based on; by using and working with)

                       Knowledge
                       Information
                       Tools/equipment/materials
                       People

WHY Indicate why the action is being performed by clarifying the goal to be reached:
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Is the goal to satisfy a need? If so, who has the need and what is it?

Duties which involve less than 5% of the job are not normally considered a major duty.
Unless the duties require specific expertise, knowledge or skill it is best addressed by a
general statement at the end of the work performed component (eg. Performs other
related duties).

Once you have completed the work performed, you are ready to move on to writing
another component of the position description.


5.     EXERCISING JUDGEMENT/IMPACT OF DECISIONS

Describe the types of situations or problems requiring the position to exercise judgement.

Describe the level of decision making held by the position.

Indicate if work is subject to check and by whom.

Describe the consequence of inappropriate judgement exercised by position.

6.     SUPERVISION RECEIVED

To whom does the position report? Describe the extent of supervision and direction
provided to the position.

7.     SUPERVISION GIVEN

List the number and type of positions supervised.

Describe the extent of supervisory responsibility outlining the role of the position in
determining priorities, assigning work and reviewing work performed.

8.     WORKING CONDITIONS

Description of place, type of work space, surroundings, illumination, atmosphere and
hazards.

9.     ORGANIZATION CHART (Required)

A schematic representation of the reporting relationship and interrelationships with other
positions in the immediate operating unit.




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                                                          HR Training Guide for Managers
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10.    MINIMUM QUALIFICATIONS & SKILLS

Education - knowledge requirements: include formal education and specialized training.
Experience: type and depth of experiences required to perform the position (not years of
experience of the incumbent).
Skills: specific abilities required in specialized fields or aptitudes such as technical or
interpersonal skills
List any additional specifications that further define the position.


11.    APPROVAL DATES

       Department:                                           Date:




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                                                          HR Training Guide for Managers
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Contractual Obligations In Recruiting
    Management & Professional Staff (AAPS) – Okanagan & Vancouver

             Article 5.3        Hiring is based solely on merit and is within
                                the University’s sole discretion; however,
                                familiarity with the University and its operation
                                may be considered as a factor in assessing
                                merit. All employees have the right to apply
                                for any positions for which they feel they are
                                qualified, and all internal applications shall be
                                considered.

    BCGEU - Okanagan

             Article 22.02 (2) Internal applicants with three or more
                               completed years of service with OUC shall
                               receive a percentage of the total point rating for
                               the vacant position for seniority. The points for
                               seniority shall be calculated on the basis of one
                               per cent for each year of service to a maximum
                               of 10 per cent of the total point rating.
             Article 22.03(1)   All applicants who are on the seniority lists and
                                possess the required qualifications or are in the
                                process of acquiring the required qualifications
                                within the provisions set out in clause 22.06
                                shall be entitled to an interview by the selection
                                committee

    *UBC will comply with the requirements outlined in the current BCGEU
    collective agreement subject to a new collective agreement negotiated
    between the BCGEU and UBC, or any orders made by the Labour
    Relations Board




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                                                   HR Training Guide for Managers
                                                                       March 2005
    CUPE, Local 2950 - Vancouver

             Article 22.03 (B) Applicants for posted vacancies shall be
                               appointed on the basis of ability, qualifications
                               and seniority. When the University is making
                               its selection and no applicant is clearly superior
                               in ability and qualifications, seniority shall be
                               the determining factor.


    CUPE, Local 116 - Vancouver

             Article 10.02      Role of Seniority in Promotions and Transfers
             The parties agree with the following principles:
             1. promotion within the service of the University;
             2. job opportunity increasing in proportion to the length of
                service; and
             3. recognition of efficiency and qualifications.



Posting Requirements
    Management & Professional Staff (AAPS) – Okanagan & Vancouver

             Article 5.3: Job Postings
             All vacancies within the bargaining unit for regular positions and
             term positions with terms exceeding twelve (12) months shall be
             posted for a minimum of (1) week




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                                                   HR Training Guide for Managers
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BCGEU – Okanagan


         Article 21.01     All positions anticipated by OUC to be five
                           consecutive months or more in duration shall
                           be posted on OUC's designated bulletin boards
                           for a minimum of 10 calendar days exclusive
                           of statutory holidays. For auxiliary positions
                           which are anticipated by OUC to be more than
                           four consecutive months, but less than five
                           consecutive months in duration refer to clause
                           22.05(2).
         Article 21.03     The position vacancy notice shall contain the
                           following information: nature of the position as
                           detailed in the job description in keeping with
                           the job evaluation plan; type of appointment;
                           required qualifications related to education,
                           experience, knowledge, skills and abilities;
                           shift; salary; closing date; location and
                           bargaining unit.

*UBC will comply with the requirements outlined in the current BCGEU
collective agreement subject to a new collective agreement negotiated
between the BCGEU and UBC, or any orders made by the Labour
Relations Board.
CUPE, Local 2950 - Vancouver

         Article 22.01: Job Postings
         All vacancies for continuing and sessional positions shall be
         posted on all Union bulletin boards and such other places as may
         be agreed upon between the university and the Union for at least
         five (5) working days. All vacancies of three (3) months or more
         duration shall be posted, with the exception of Leave of Absence,
         including Maternity Leave, which may be filled by temporary
         promotion under Article 22.07




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                                              HR Training Guide for Managers
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       CUPE, Local 116 - Vancouver

                   Article 10.01:
                   The University agrees that before filling a vacancy of six (6)
                   months duration or longer, notice of such vacancy shall be posted
                   for five (5) working days on Union bulletin boards and in such
                   other places as mutually agreed by the parties in order that any
                   employee of the university shall have the opportunity of applying
                   for the vacancy…
                   Temporary vacancies resulting from Article 18.03, 18.08, 18.09
                   or temporary transfers or promotions that may last longer than
                   three (3) months, but less than six (6) months, shall require a
                   posting unless they are filled by the temporary transfer of an
                   employee in the applicable department or unit as defined in
                   Appendix “A”.




Selection Interviewing
The interview is a vital step in the hiring process, so you want it to be as effective as
possible. Occupational Development & Learning offers a workshop that is focused on the
essential skills of behavioural interviewing.

Through group exercises, discussion and role-play, participants will:
      Develop questions and practice behavioural interviewing skills
      Develop tools to select the best candidate for the position.
      Understand basic concepts of human rights, employment equity and Freedom of
      Information/Protection of Privacy legislation

This workshop is designed for managers and administrators who currently have
responsibility for the hiring and selection of staff. For more information regarding
eligibility and scheduled offerings this term, please go to www.hr.ubc.ca/odl

In the event that you find yourself in the position of having to hire an employee prior to
taking this course, please contact your HR Advisor or Associate.




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In Basket & Role Play Exercises
An additional measure of the candidate’s skills and abilities can be made with in-basket
or role-play exercises. In-basket exercises are timed and best when developed using
materials or samples of work that the successful candidate will have to perform. Role-
plays involve presenting the candidate with a scenario and asking him/her to respond as
they would in that situation. Both exercises allow measurement of knowledge and skills.
Before you build your exercises, determine what you will measure. Rate the measure and
then the candidate’s performance against that measure.

Examples
1.    The position requires specialized technical knowledge.
      Exercise:
      Ask the candidate to complete a questionnaire that could only be answered by
      someone who has the specialized knowledge required. Ensure that you include
      complex questions.
      Time this exercise and give the candidate an undisturbed place to complete it.
2.    The job description requires the incumbent to do presentations.
      Exercise:
      In advance of the interview, provide the candidate with a presentation topic, and
      outline your expectations of the presentation.
      In the interview, allow 5 to 10 minutes for the candidate to make the presentation,
      and the panel to ask questions.
3.    The job description requires the incumbent to be skilled at handling difficult
      situations.
      Exercise:
      Role-play a situation requiring tact and diplomacy to satisfy a difficult
      customer/client/student.
      The interviewer plays the role of the customer/client/student and the candidate
      responds as the employee.




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        THE UNIVERSITY OF BRITISH COLUMBIA
              DEPARTMENT OF HUMAN RESOURCES




Department Recruiting Checklist

Position:
Department:
Competition #:
Department Interviewer: ___________________________________
H.R. Associate:
Telephone #:                                  Date:

PLEASE CHECK OFF EACH OF THE FOLLOWING STEPS AS THEY ARE BEING
COMPLETED

1. Receive resumes

2. Review resumes

3. Shortlist candidates for interviews using criteria guide

4. Develop behavioural interview questions

5. Review behavioural interview questions with H.R. Advisor

6. Interview candidates (document questions & responses)

7. Decide on best candidate

8. Book candidate for office testing by Human Resources, if required

9. Obtain typing test results from candidate, if required

10. Conduct at least two reference checks on prime candidate

       For former & internal candidates, check with H.R. Advisor

       Check with current employer

11. If references are favourable, contact H.R. Associate

12. If references are unfavourable, conduct reference checks on next most
    qualified candidate


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                                                            HR Training Guide for Managers
                                                                                March 2005
    EMPLOYMENT OFFERS ARE MADE ONLY BY THE DEPARTMENT OF
                               HUMAN RESOURCES
The Board of Governors’ resolution #14 states that if a staff appointment is not offered
by Human Resources, the offer is not valid and will not be honoured by the University
.
13. Provide H.R. Associate with:

     Name of preferred candidate: __________________________________________

     Start date of preferred candidate: _______________________________________

     Salary of preferred candidate (as applicable): ______________________________

     Telephone #: _______________________________________________________

     Names of candidates interviewed:




     Human Resources has confirmed offer of employment

14. Make thank you (regrets) telephone call or send letter to unsuccessful candidate(s)
    interviewed

15. Retain all resumes received and interview notes for one year
    (Freedom of Information & Protection of Privacy Act, November 1994

16. Forward this completed checklist, dated & signed, to the H.R. Advisor




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                                                        HR Training Guide for Managers
                                                                            March 2005
Telephone Reference Check Form
 GENERAL INFORMATION
 Name of Applicant

 Reference given by
 (Relationship & how long)
 Position

 Company
 QUESTIONS
 Dates worked in position?
 What are responsibilities/duties
 performed by the position?
 How would you rate the quality
 of the work and why?
 How would you compare the
 candidate’s performance to the
 performance of others with
 similar responsibilities?
 Was the person able to meet
 deadlines?
 What were the candidate’s
 principal strengths, successes
 and failures? Can you give me
 an example of each?
 What is the employee’s attitude
 toward work? How was that
 demonstrated?




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                                             HR Training Guide for Managers
                                                                 March 2005
Telephone Reference Form (Part II)
 What areas of professional
 development does the
 candidate need to pursue?
 How did the candidate
 resolve conflict between
 herself and her staff/co-
 workers?
 In this position ________
 is an essential task. In
 what way has the employee
 demonstrated skill in this
 area?
 How is/was the employee’s
 attendance record and
 punctuality?
 What other information can
 you give that would help to
 develop a more complete
 picture of the candidate?
 Remarks



 Would you re-hire this
 person? If no, why not?
 Date

 Signature




     Thank you.




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                                        HR Training Guide for Managers
                                                            March 2005
Job Offers
Contact your HR Associate who will make the formal job offer on behalf of the
University when you are ready to proceed with an offer of employment.

Orientation of New Employees
Things to remember:
1. Introduction to other staff members

2. Confirmation that offer letter was received (and signed/returned to
   Financial Services if M&P)

3. Confirm the employee attends either an online or in person benefit
   orientation offered by Human Resources.

4. Job description reviewed

5. Tour of building conducted (e.g. lunch room, bathrooms, etc)

6. Building access cards, keys and codes issued

7. Computer network access activated (e.g. electronic mail, system ID’s,
   LAN access, etc)

8. I.D. cards issued

9. Signing authority and company credit cards arranged for (e.g. financial
   accounts, store accounts and purchasing).

10. University property issued
       a. University equipment for home use (e.g. computer, cell phone,
           etc.)

       b. Office equipment (e.g. binders, reference materials, files,
          textbooks, etc.)

       c. Work tools, equipment and protective gear

       d. Uniforms, security identification, name tags, etc.

       e. Other _________________________________________

11. Desk and cabinet keys issued and voice mail activated

12. Department policies and procedures reviewed (e.g. security
    precautions, vacation request procedures, etc.)
                                          - 16 –
                                                       HR Training Guide for Managers
                                                                           March 2005
Probationary Periods & Reviews

Length of probationary/orientation periods

BCGEU - Okanagan


                 Article 24.01    New employees granted regular appointments,
                 and employees on auxiliary appointments who obtain a regular
                 appointment, shall be required to successfully complete a six-
                 month probationary period calculated from their date of
                 appointment to a position. If unsuccessful, they may be released
                 from employment.


                 Article 24.02      Employees on regular appointments who are
                 granted a regular appointment to another position in OUC shall
                 be required to complete a three-month probationary period
                 calculated from date of appointment to the latter position. In the
                 event that such employees prove unsatisfactory during the
                 probationary period, they will be returned to their former
                 position or failing that, they will be placed in a position of equal
                 salary and similar classification as determined by the Joint
                 Committee

*UBC will comply with the requirements outlined in the current BCGEU collective
agreement subject to a new collective agreement negotiated between the
BCGEU and UBC, or any orders made by the Labour Relations Board.

CUPE 116 – Vancouver


                 Article 9.05: The probationary period for newly hired full or part-
                 time employees shall be the first 65 days worked or 180
                 consecutive calendar days, whichever comes first.
                 Article 10.03: Employees who are transferred or promoted will be
                 appointed to their new position on a trial basis for a period of
                 sixty-five (65) days worked or one hundred and eighty (180)
                 consecutive calendar days, which ever comes first.




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                                                       HR Training Guide for Managers
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CUPE 2950 - Vancouver


                  Article 4.01: A probationary employee shall mean a new
                  employee serving a trial period to determine suitability. The
                  probationary period shall be three (3) calendar months or sixty-
                  six (66) days of accumulated service.
                  Article 22.08: When promoted, transferred, or voluntarily
                  demoted, the employee shall be on an orientation period for three
                  (3) months.


Non-union Technicians & Research Assistant’s - Vancouver

                  There is a probationary period of six months for new staff and
                  for staff transferring into other positions.


Non-union Clerical/Secretarial – Okanagan & Vancouver


                  There is a probationary period of six full consecutive calendar
                  months or one hundred thirty two (132) days of accumulated
                  service, whichever comes first.


Management & Professional – Okanagan & Vancouver

                  Article 5.1: There is a twelve (12) month probationary period for
                  new staff and for staff transferring into other positions.
                  Article 6.1: The University shall ensure that at least two
                  performance evaluations are conducted during the staff
                  member’s probationary period, prior to the final month of
                  probation




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                                                       HR Training Guide for Managers
                                                                           March 2005
Probationary/Orientation Process:
      Orientate new employees from day one.
      Make sure employees have a copy of their job description.
      Review the job description and expectations so that there are no surprises.
      Tell employee how often reviews will be scheduled.
      Stick to that schedule.
      If there are any concerns, ensure that the employee has representation at the
      meetings.
      Be clear and concise about problems and areas where progress needs to be made.
      Give positive feedback. No not cancel review just because things are going well.
      People need to hear the good stuff too!

Probationary/Orientation Questions:
      Has the employee been fully trained for the duties that they are required to perform?
      Does the employee understand the job requirements?
      How is the quality and accuracy of the work?
      Does the quantity of work meet expectations?
      Is the supervision level appropriate for the classification?
      Does the employee deal with others in a helpful and courteous manner?
      Is the individual able to follow instructions?
      Review the employee’s attendance. Do any trends exist regarding absences? Is the
      employee on time for work?
      Where is the employee meeting the key requirements of the position?
      Are there any areas where the employee needs improvement?
          o Give specific examples
          o Set goals for improvement that are measurable and attainable
      Are there any areas where the employee requires assistance in order to improve?


Job Standards & Compensation Guidelines
If you receive questions regarding UBC compensation rules please refer to the following
website:http://www.hr.ubc.ca/comp/ . Should you still have questions please contact HR
for assistance.

The job standards used to classify M&P positions can be found on the HR website at:
http://www.hr.ubc.ca/comp/standards_index.html


Paying Hourly Staff
Timesheet must be sent to Payroll for all hours that hourly staff work. To ensure that
your staff is paid in a timely manner, please contact your Payroll representative for
information related to payroll deadlines

Time sheets can be found on the following website http://www.hr.ubc.ca/forms/


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Managing Attendance
The HR website has helpful information on managing attendance:
http://www.hr.ubc.ca/adv_srv/managing_staff/attendance_mgmt.html
It is important to note that each unit or department is responsible for identifying a person
to track attendance (including vacation and sick balances). Tools for tracking vacation
and sick balances are available on the following website:
http://www.hr.ubc.ca/forms/


Discipline
Contact your HR Advisor prior to proceeding with discipline



Layoff and Terminations
Contact your HR Advisor prior to proceeding with layoffs or terminations




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                                                          HR Training Guide for Managers
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      Types of Student Appointments
  Type of                 Affiliation                Definition of Work                    Processing
Appointment
 Undergraduate        Must comply with             Performs work that is not            Forward directly to
 Academic             Employment Standards         academic in nature that is not       Payroll for processing
 Assistant (UAA)      Wages are considered         performed by a TA and is not
 Graduate             100% ordinary.               directly related to students field
 Academic             Monthly wages are            of study. Example: Performing
 Assistant (GAA)      inclusive of 4% vacation     research for a faculty member
                      pay                          that is not of direct benefit to
                                                   student’s academic field of study
 Graduate             100% scholarship or          Conducts research that is an         Forward directly to
 Research             fellowship (subject to       integral part of the student’s       Payroll for processing
 Assistant (GRA)      income tax but not CPP,      graduate requirements.
                      EI, or holiday pay)
 Work Study           Varies                       Varies                               Contact Student
                                                                                        Development regarding
                                                                                        the program
 Graduate             Must comply with CUPE        Duties include: instruct in labs,    Forward directly to
 Teaching             2278 Collective              discussion periods, tutorials and    Payroll for processing
 Assistant 1          Agreement in Vancouver       lectures; mark exams, tests and
 (TA1)                Must comply with             assignments; associated
                      BCGEU Collective             invigilation duties; academic
                      Agreement in the             assistance to students in office
                      Okanagan                     hours
                                                   Holds a master degree and/or is
                                                   registered in a doctorate degree
                                                   program at UBC

 Graduate             Same as above                Duties same as above                 Forward directly to
 Teaching                                          Holds a bachelor degree and is       Payroll for processing
 Assistant II                                      enrolled in a masters program at
 (TA2)                                             UBC
 Undergraduate        Same as above                Duties same as above                 Forward directly to
 Teaching                                          Is registered in a bachelor degree   Payroll for processing
 Assistant (UTA)                                   program at UBC



 Marker               Same as above                Marks exams, tests or                Forward directly to
                                                   assignments which require only       Payroll for processing
                                                   objective marking
 Student Assistant    Must comply with CUPE        Performs work that is clerical       Forward to Human
                      2950 Collective                                                   Resources for review
                      Agreement in Vancouver
                      Must comply with
                      BCGEU Collective
                      Agreement in Okanagan

      Please note that Student Appointments have restrictions on hours of work. Refer to
      Policy 76: Student Service Appointments:
      http://www.universitycounsel.ubc.ca/policies/policy76.html
                                                 - 21 –
                                                                 HR Training Guide for Managers
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Preparing HR related paperwork
Staff Appointment Forms
Need a copy of the form?
http://www.hr.ubc.ca/files/ms_word/staff_appointment_form.doc

Need help filling out the form?
http://www.hr.ubc.ca/forms/staff_appointment_help.html

Student Appointment Forms
Need a copy of the form?
http://www.hr.ubc.ca/files/ms_word/student_appointment_form.doc

Need help filling out the form?
http://www.hr.ubc.ca/forms/student_appointment_help.html

Transfer & Severance Forms
Need a copy of the form?
http://www.hr.ubc.ca/files/ms_word/transfer_&__severance_form.doc

Need help filling out the form?
http://www.hr.ubc.ca/forms/transfer_&_severance_help.html

Timesheets for hourly appointments
http://www.finance.ubc.ca/payroll/forms/timesheet.doc

Contacts
Feel free to contact us if you have any questions
http://www.hr.ubc.ca/resources_dept_admin




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                                                        HR Training Guide for Managers
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