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Policies and Guidelines for LCWP |
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(ADMINISTRATIVE) POLICIES AND GUIDELINES FOR LAY CHURCH WORKERS AND PERSONNEL IN THE DIOCESE OF MARBEL
6.2. Diocese/Parish-Sponsored Benefits 6.2.1. Hospital, Medical and Disability Insurance Besides Philhealth and SSS, the parish may provide health insurance like SAGIP KA which is a prepaid health care system and others to take care of the basic hospitalization, surgical and medical expenses of the lay personnel. 6.2.2. Personal Services Benefits Personal services benefits include: counseling services like family counseling for marital problems and the like, career counseling, legal counseling, retreat and recollection, social and recreational opportunities sports fest, Christmas party, picnics, etc. 6.2.3. Job-related Benefits Job-related services benefits like: free uniform; subsidized or free employee transportation fare; free lunch; educational subsidies to poor but deserving students, that is, convent boys are free of tuition 6.2.4. Birthday Leave Lay personnel may, on the occasion of his/her birthday, file a prior written application/request for leave of absence not chargeable to his/her salary. 6.2.5. Marital Leave This is given to those get married with a minimum of five calendar days. These five calendar days may be enjoyed before or after the wedding. 6.2.6. Bereavement Leave Lay personnel are given seven days of absence in case of death of a member of their immediate families. Members of the family are brothers, sisters, parents, spouse and children. 6.2.7. Sick Leave Lay personnel who have been in the Parish for at least one (1) year are granted paid sick leave at the maximum of five (5) working days per calendar year. Unexcused absence is not chargeable to sick leave. Sick leaves are earned yearly but are not cumulative. Neither are they convertible to cash. Malingering is considered an offense and is punishable under Parish rules and regulations. The procedure for availing of the sick leave is as follows: a. When there are scheduled visits to the physician, a sick leave notification form must be filled out and duly approved. b. Any sickness for which the leave is availed of shall be certified by the attending physician. c. Should visits to the physicians and admission to hospitals were immediate and were in the nature of emergency, the employee or his authorized representative must inform the Parish through his immediate superior at the first available instance of his sickness or admission to the hospital. d. Sickness or admission to the hospital must be certified in writing by the attending physician. e. Sick leave benefits may not be availed of by the employee if such fact was not certified by the attending physician, or when said sickness or injury did not actually take place or that if indeed they did, they were self-inflicted due to drunkenness, drug addiction, or other similar causes. Extended sick leaves shall be upon the written recommendation of the attending physician and approved by the applicant’s parish priest. Such extension shall be charged against the employee’s service incentive leave credits. Any excess shall be considered leave without pay for a maximum period of six (6) months.
6.2.8. Emergency Loan The Parish is granting emergency loans to employees in case of death in the family and for medical reasons due to accident only. The maximum amount is equivalent to three (3) months salary. The said amount has to be liquidated before or within one (1) year from the time of borrowing. In no event will an employee be allowed to apply for an emergency loan while the existing emergency loan has an outstanding balance. Emergency loans are approved by the Parish Priest or the Parochial Vicar. 6.2.9. Salary Advances Regular workers/employees are granted salary advances in case of payment for children’s tuition fees or purchase of school necessities. The maximum amount is equivalent to one (1) month salary and is deductible in two months (2) period from the time of release of the salary advance. In no case will an employee be granted another salary advance while the existing salary advances has not been fully liquidated. 6.2.10. Field Trips/Retreats/Recollections The Parish provides employees with one (1) field trip or picnic yearly. A fixed amount is assigned for this purpose, and is dependent on availability of funds.Parish employees are given chances for spiritual renewal through recollections and retreats at least once a year. The Parish shoulders the expenses of all employees. 6.2.11. Honorarium Advances (Program Coordinators) Volunteer workers as in the case of Program/Ministry Coordinators are granted honorarium advances in case of emergencies. The maximum amount is equivalent to one (1) month honorarium/allowance and is deductible in two months (2) period from the time of release of the honorarium advance. In no case will a Volunteer Worker be granted another honorarium advance while the existing honorarium advances has not been fully liquidated. 6.2.12. Lay Church Workers Welfare Program The diocese provides welfare program benefit for its full time regular workers/employees. Regular workers/employees who have rendered fulltime and continuous years of exemplary service to the Parish are eligible for registration in this welfare program. 6.2.13. Death Aid The parish shall give a financial aid to the family of deceased lay personnel as well as if one of the family members of the lay personnel and both parents are deceased. Lay personnel may avail of the financial aid only once a year and upon presentation of the necessary documents. 6.2.14. Non-Financial Incentives A number of non-financial incentives maybe noted like: good management; pleasant working condition; fair treatment of employees; opportunity for advancement, that is, promotion to position of higher responsibility and higher pay; recreational facilities; giving of service and loyalty awards in the form of medals, wristwatches, plaque of appreciation, certificate of merit and others. Other things that money cannot buy like: esteem; love; freedom of expression and an opportunity to learn and understand. When employees enjoy these things, it follows that they exhibit a high degree of morale.
Section 7: Grievances and Complaints A grievance is a complaint about an organization policy, procedure or managerial practice that creates dissatisfaction or discomfort, whether it is valid or not. A complaint refers to any dissatisfaction on the part of an employee that is work-related in an organization. Grievances may arise due to: Perceive unfair treatment of the employee by his/her superior or ineffective or inadequate supervision due to dictatorial tendencies; refusal to listen to employee complaint; unfair or inconsistent disciplinary actions; display of take-it-or-leave attitudes for subordinates; unclear and insufficient instructions; failure to inform employees of changes. 7.1. Grievance Machinery and Procedure Grievance Machinery and Procedure shall be established in the Parish as provided in the Labor Code[62] for the adjustment and resolution of grievances arising from the interpretation or implementation or enforcement of parish’s personnel policy. Grievance Machinery and Procedure shall be composed of the following steps: 1. Presentation of employee problem to the parish priest who is expected to settle the problem within the specified period of seven[63] calendar days. 2. If not satisfied, the employee can elevate the complaint to the next higher level, that is, the Vicar Forane and then to the Bishop to resolve the grievance. 3. The problem or case maybe taken to arbitration in DOLE for final decision if no satisfactory solution has been reached by the above procedures. 4. The decision of the Arbitration Committee shall be in writing and shall be concurred in and signed by at least two members of the Arbitration Committee. The decision of the Arbitration Committee shall be final and shall be binding by the parish and the lay personnel. 5. The expenses of the arbitration shall be borne equally by the parish and the lay personnel.
Section 8: Employee Performance Appraisal 8.1. Objectives of Performance Appraisal The objectives are: 1. Provide information upon which promotion, transfer, demotion, layoff, discharge and salary decisions can be made. 2. Provide opportunity for the parish priest and the lay personnel to review and identify the lay personnel’s strengths and weaknesses or work-related behavior. This in turn lets both of them develop a plan for correcting any deficiencies the appraisal might have unearthed and reinforce the things the lay personnel do right. 3. Basis in identifying the training needs of lay personnel. 4. Help the parish in planning because it provides a good opportunity to review the person’s personal plans in the light of his/her exhibited strengths and weaknesses. 5. For easy monitoring and supervision.
8.2. Who Should Evaluate or Rate Lay Personnel Those who will evaluate are the following: 1. Parish priest and parochial vicars – Hierarchical arrangement of formal authority in the parish gives the parish priest and the parochial vicars the legitimate authority to evaluate lay personnel. 2. Lay Personnel – Upward or lay personnel appraisals provides unique information because they know better than anyone else whether leadership is good or bad. It also creates incentives to change and reduces power differentials. It makes the parish office more democratic and responsive to human needs as well as increases the flow of communication. 3. Peers. Research on peer evaluations has found them to be predictive of success. It also yielded good reliability and validity. It also has the potential to increase the interaction and coordination between peers. 4. Self. Very valuable for personal development and the identification of training needs but not for evaluative purposes.
8.3. Feedback or Appraisal Interview This is an interview in which the parish priest and lay personnel review the appraisal and make plans to remedy deficiencies and reinforce strengths. Annual discussions of performance should include: 6. Review of overall process 7. Discussion of problems that were encountered 8. Agreement about how performance can be improved 9. Discussions of how current performance fits with long range career goals. 10. Specific action plans for the coming year and how to reach short and long term objectives.
8.4 How to Insure that the Appraisal Interview Leads to Improved Performance[64] In one study, the researchers found that whether or not lay personnel expressed satisfaction with their appraisal interview depended mostly on three factors:
a.
Not feeling threatened during the interview Research also shows that the following actions can consistently lead to improved performance:
a.
Clearing up job-related problems with the appraisee. 8.4. Sample Appraisal Form See Appendices APPENDICES Appendix A: Permitted and Prohibited Questions during Interview: Examples of prohibited questions: a. What year did you graduate from high school? (Can learn of age) b. Please enclose a photograph with your resume. (Can learn of race, national origin, sex or age) c. Are you married? What is your maiden name? (Illegal inquiry about marital status) d. 4) What is your native language? Are you a Filipino citizen? Where were you born? (Tribal origin discrimination) e. 5) Are you disabled? What is the nature or severity of your disability? What caused your disability? (Disability discrimination) f. 6) How old are you? What is your date of birth? (Age discrimination) g. 7) Do you plan to have children? Do you have children? What are you childcare arrangements? (Sex discrimination) h. 8) Are you pregnant? (Pregnancy discrimination) i. 9) Do you have a drug or alcohol problem? (Disability discrimination)
Examples of permitted inquiries (job related): 1. Have you ever been fired or otherwise had your employment involuntarily terminated? 2. There is a gap in the time frames shown on your resume. Tell me about that. 3. If hired, can you prove you are at least 18 years of ages? 4. Can you show proof of eligibility to work in this particular job? 5. Are you able to perform essential functions of this job with or without accommodation? 6. Would you be willing to travel? 7. What would your last boss tell a new potential employee about you? 8. What skills do you think you bring to this job? 9. How much do you know about the parish? 10. Who and what has motivated you in the past? 11. Why did you leave your last position? 12. When were you last responsible for doing this kind of work? 13. How were you able to demonstrate teamwork in your last position? 14. What do you consider your greatest work accomplishment? 15. What goals did you set for yourself during your last position? 16. What does service mean to you? 17. How might your skills be improved? 18. Where do you see yourself a year from now? In three years? Five years? Ten years? 19. Tell me about the last time you broke the rules to serve a client/parishioner in need. (Flexibility, judgment) 20. Tell me how you have used humor to diffuse a tense situation. (Tact) 21. Give me an example of a time you went above and beyond the call of duty to assist a co-worker when you received no recognition or credit. (Unselfishness,teamwork) 22. Give me an example of how you worked with an extremely difficult co-worker. How did you handle it? (Adaptability) 23. Describe a time when a co-worker failed to pull his or her weight. What did you do? (Adaptability) 24. Tell me about the most difficult client/parishioner you’ve ever dealt with. How did you handle it? (Service focus) 25. What’s the most important thing you’ve learned in the last six months? What new skills, knowledge or experience have you gained? (Willingness and ability to learn) 26. Tell me about the last time you tried something new or took on additional responsibility when there was no guarantee for success. (Willingness to take risks) 27. Tell me about the last time you asked someone for feedback. What did you do with that information? (Willingness to learn/listen) 28. Tell me about the last time you had to work with others to accomplish a critical result. What did you do? (Teamwork)
Appendix B: Social Security System Benefits.[65] All lay personnel shall be covered by the Social Security which shall provide the following benefits: Sickness Benefits The sickness benefit is a daily cash allowance paid to a member for the number of days the member is unable to work due sickness or injury for at least four days. The amount is computed as the daily sickness allowance times the approved number of days. The daily sickness allowance is (since May 24, 1997) 90% of the average daily salary credit. A member can be granted sickness benefit for a maximum of 120 days in one 91) calendar year. There is no carry-forward for unused balances in previous or subsequent years.
Maternity Benefit The SSS maternity Benefit is a daily cash allowance granted to a female member who is unable to work due to childbirth or miscarriage. The amount is 100% of the member’s average daily salary credit multiplied by 60 for normal delivery or miscarriage or by 78 days for caesarean cases.
The maternity
benefit shall be paid only for the first four deliveries and
miscarriages on or after May 24, 1997. Maternity benefit availments on
or after March 13, 1973 are included in the counting. The fifth delivery
or miscarriage shall no longer be paid, even if no availments were made
on the previous deliveries or miscarriages. Disability Benefit The SSS Disability Benefit is paid to a member who becomes permanently disabled, either partially or totally. Examples of permanent partial and permanent total disabilities are:
A member who suffers partial or total permanent disability, regardless of the number of monthly contributions paid to the SSS is qualified for the following: · Monthly pension (with qualifications for a lump sum release) · Supplemental allowance of P500. The allowance is intended for additional financial assistance to meet extra needs arising from the disability. · Philhealth benefits · Dependent’s pension of 10% of the member’s monthly pension or P250 whichever is higher for each dependent legitimate, legally adopted and illegitimate children conceived on or before the date of contingency of a totally disabled pensioner for a maximum of five minor children. This is received until the dependent reaches 21, gets married or gets employed. The amount of the monthly pension will be based on the member’s number of paid contributions and years of membership. Only totally and permanently disabled members will receive a lifetime monthly pension. However, the pension will be suspended if the pensioner recovers from the illness, resumes employment or fails to report for physical examination when notified by the SSS. The monthly pension of a partially disabled member is limited to a certain number of months, according to the degree of disability. If with deteriorating and related permanent partial disability, the percentage degree of disability of the previously granted claim shall be deducted from the percentage degree of disability of the present claim. The monthly pension is given in a lump sum if it is payable for less than 12 months.
The disability
benefits is given under the employee’s Compensation Program wherein the
employer remits contributions on behalf of employees, equivalent to 1%
of the employee’s monthly salary credit. Retirement Benefits The SSS Retirement benefit is paid to a member who can no longer work due to old age (60 years). This can be either a monthly pension or a lump sum amount. The monthly pension is a lifetime cash benefit paid to a retiree who has paid at least 120 monthly contributions (10 years) to the SSS prior to the semester of retirement. The lowest monthly pension is P1,200 if the member has 120 monthly contributions; P2,400 if contributed for at least 20 years. The exact monthly pension amount is the highest of: · The sum P300 + 20% of the average monthly salary credit + 2% of the average monthly salary credit for each credited year of service in excess of 10 years or · 40% of the average monthly salary credit or · P1,200, provided that the monthly pension is paid for not less than 60 months. First time retirees have the option to receive the first 18 monthly pensions in lump sum discounted at a preferential rate of interest to be determined by the SSS. Only advance payments shall be discounted on the date of payment. The dependents’ and the 13th month pensions are excluded from the 18 months lump sum pension.
Aside from the retirement benefit, the retiree is entitled to: · 13th month pension payable every December · Philhealth benefits · Dependent pension for the retiree’s dependent legitimate, legitimated, legally-adopted and illegitimate children conceived on or before the date contingency at 10% of the member’s monthly pension or P250 whichever is higher for a maximum of five minor children and only until the child reaches 21, gets married or gets employed.
Death Benefit The death benefit is paid in cash to the beneficiaries of a deceased member. The primary beneficiaries are the legitimate dependent spouse until the person remarries, and legitimate, legitimated, legally adopted or illegitimate dependent children of the member. In the absence of primary beneficiaries, the secondary beneficiaries are the dependent parents of the member. In their absence, the person designated by the member as beneficiary in the member’s record will be the recipient. The death monthly pension benefit is granted only to the primary beneficiaries of a deceased member who has paid 36 monthly contributions before the semester of death. The pension depends on the member’s paid contributions including the credited years of service. But there is a minimum monthly pension of P1,000 if the member has less than credited years of service, P1,200 with at least ten and P2,400 if with at least 20 years of credited years of service. Aside from the death monthly pension benefit, the beneficiaries are entitled to: · 13th month pension payable every December · Philhealth benefits · Funeral grant of P12,000 to cover burial expenses The lump sum is the amount granted to the primary beneficiaries of a deceased member who has paid less than 36 monthly contributions before the semester of death. This death benefit is given under the Employee’s Compensation program wherein the employer remits contributions on behalf of employees, equivalent to 1% of the employee’s monthly salary credit.
Loans The principal mandate of the SSS is to give social security protection. For this reason, its funds and programs are geared towards the retirement, death and disability programs. However, at the same time, the SSS provides various loan programs from which members can borrow for various purposes including: dependent education, increase in savings, housing and investment. Salary Loan A loan intended to meet a member’s short-term credit needs can be made through SSS. The loanable amount is based on the highest salary credit of the last monthly contributions of the member that are posted in the SSS master file. An annual interest of 8% applies. The lean is payable within two years. Privatization Fund Loan Program The Privatization Fund Loan Program is a lending program with an original allocation of P2 billion which enables members to increase their savings or investments through the purchase of privatized share of stocks on an installment basis and to provide them with an additional source of income. The maximum loanable amount is P50,000 or 10 times a member’s latest monthly salary credit, whichever is lower. The annual interest rate is 6%. The loan is payable within five years. Appendix C: Health Insurance Programs Benefits (formerly called Medicare) The Philippine Health Insurance Corporation or Philhealth is the mandated administrator of the Medicare program (since April 1998). Those covered by this health plan are the employee and the employee’s dependents (spouse and children for married employees; parents and brothers and sisters for singles. The benefits under Philhealth are: · Out-patient and annual physical examination: Ø out-patient services through consultation with accredited doctors and dentists; Ø health maintenance service, including quarterly medical lecture and annual physical exam (covering laboratory tests of blood count, urinalysis, stool examination, ECG, pap smear) · Maternity benefit as part of a health maintenance coverage Ø Eligibility condition (enrolled 280 days before delivery) · In-patient benefits with various provisions covering Ø Room and board Ø ICU confinement Ø Doctor’s professional fees Ø General nursing services Ø Anesthesia and its administration Ø Drugs and medications during confinement Ø Dressings, sutures, casts Ø Blood and blood plasma transfusions Ø Ambulance services Ø Emergency cases · Dental benefits – prophylaxis, treatment for relief of pain, treatment of oral wounds, burns and blisters, extractions (excluding impacted molars and complications), adjustment of dentures and minor repair, gum treatment (excluding surgery), crown re-cementing or inlays, 2 permanent amalgam fillings, 25% discount on other services. · Out-patient medicine reimbursement coverage · Eyeglass benefit and reimbursement procedure · Surgical expenses · Physical check ups · Etc.
Appendix D.1: Graphic Rating Scale Using this technique, the rater is presented with a set of traits such as the one shown below. The rate is asked to rate employees on each of the characteristics listed. Carefully evaluate employee’s work performance in relation to current job requirements. Check rating box to indicate the employee’s performance. Indicate NA if not applicable. Please assign points for each rating within the scale and indicate in the corresponding points box. Points will be totaled and averaged for an overall performance score.
Employee’s name:_____________________________________________
Position:_____________________________________________________
Year of Birth: (optional) ________________________________________
Date employed:_______________________________________________
Parish:______________________________________________________
Years of experience: in the parish_______ outside the parish:__________
Date of last Appraisal__________ Scheduled Appraisal Date:__________
General Factors Rating Scale Points
a. Quality – the accuracy, O ( ) ______ Thoroughness and acceptability V ( ) of work performed. G ( ) I ( ) U ( )
b. Productivity – the quantity and O ( ) ______ efficiency of work produced V ( ) in a specified period of time. G ( ) I ( ) U ( )
c. Job Knowledge – the practical and O ( ) ______ technical skills and information V ( ) used in the job. G ( ) I ( ) U ( )
d. Reliability. – the extent to which O ( ) ______ an employee can be relied upon V ( ) regarding tasks completion and G ( ) follow up. I ( ) U ( )
e. Availability – the extent to which O ( ) ______ an employee is punctual, observes V ( ) prescribed work break/meal G ( ) periods and the overall attendance I ( ) record. U ( )
f. Independence – the extent of work O ( ) ______ performed with little or no V ( ) supervision. G ( ) I ( ) U ( )
g. Alertness – Ready to perceive to O ( ) ______ meet changing conditions and to V ( ) solve novel or problem situations. G ( ) I ( ) U ( )
h. Creativity – It is the extent for O ( ) ______ producing new ideas, innovations; V ( ) for finding new and better ways G ( ) of doing things and for being I ( ) imaginative. U ( )
i. Friendliness – The heart and warm O ( ) ______ feelings an individual imparts V ( ) in his/her attitude toward G ( ) clients, other employees, priests I ( ) and persons he/she supervise. U ( )
j. Personality – An individual’s dis- O ( ) ______ tinguishing characteristic. This V ( ) exceptional quality makes him/her G ( ) suitable for the job. I ( ) U ( )
k. Personal Appearance – The O ( ) ______ impression in individual makes V ( ) on others. (Consider grooming, G ( ) cleanliness, neatness and I ( ) appropriateness of dress on the job U ( )
l. Housekeeping – The orderliness and O ( ) ______ cleanliness in which an individual V ( ) keeps his/her work area. G ( ) I ( ) U ( )
m. Stability – The ability to withstand O ( ) ______ pressure and to remain calm and V ( ) poised even during periods of stress G ( ) and strife. I ( ) U ( )
n. Courtesy – Genuine habitual O ( ) ______ politeness that an individual gives V ( ) other people. G ( ) I ( ) U ( )
o. Overall Evaluation – A comparison O ( ) ______ with other employees having the V ( ) same length of service on the job. G ( ) I ( ) U ( )
Final Comments:
Parish Priest’s Recommendation
Parochial Vicar’s Recommendation
This Review was Discussed with Employee on:________
Employee’s reaction was: Appendix D.2: Critical Incident Method This technique requires raters to maintain a log of behavioral incidents that represent either effective or ineffective performance for each employee being rated. Such incidents are actual behavioral accounts recorded as stories or anecdotes. Parish priests describe briefly the behaviors of the subordinates, noting any favorable or unfavorable incidents. If employee logs are used, the critical incidents that are recorded are valuable for performance evaluation interviews. It can help avoid many common rating errors and help facilitate discussions about how an employee’s performance can be improved.
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