Our Policies

Our Training Policy

Introduction

Crowned Grace is a company which continues to face changes, challenges and opportunities. The present period of change and growth is predicted to continue throughout the short to medium term future and clearly all employees have a vital part to play in meeting our key business objectives.

This policy statement recognizes that a competent, motivated and well-trained workforce is essential to continued company success. This policy document is designed to reinforce the commitment to employees’ development and outline the framework for its continuance.

It is Crowned Grace’s policy to train and develop all employees by providing appropriate access to relevant opportunities, both internal and external, with requisite support and guidance in line with company objectives, beliefs and culture.

Training and development is intended to equip employees with the skills, knowledge and understanding to enable them to function in the working environment with competence and confidence. Within this context, the fundamental task of all levels of management is to unite and mobilize the individual and collective resources of employees in the service of the company. Accordingly, every manager and supervisor holds a responsibility for active team support, as well as a responsibility for active self development.

This approach is in line with the company’s drive for cost awareness, quality and the attendant systems and procedures.

All steps will be taken to ensure equal access to opportunities for training and promotion. Crowned Grace will endeavor to provide appropriate training to enable staff to perform their jobs efficiently and pursue career development opportunities. Training will be given to all staff that requires it regardless of gender, age, responsibility for dependents, creed, race, religion or ethnic origins, sexuality or disability.

Objectives

Our policy is to provide and maintain all employees with skills, knowledge and understanding that will:

  • place the company in a formidable market position with sustainable competitive advantage.
  • ensure that all employees operate effectively at all times, are increasingly action focused, and are fully aware of what is expected of them.
  • foster a culture where “right” actions are carried out first time, and all employees remain cost and quality conscious.
  • provide all employees with agreed and recognized standards of performance expected of them, the basis of regular review and on the job effectiveness.
  • motivate and equip all employees to make their optimum contribution to the achievement of shared goals and tasks, particularly throughout periods of change and transition.
  • ensure employees conduct their work in a safe and healthy manner.
  • bring all new employees up to the required working performance in a minimum of time, whilst ensuring effective team integration.
  • adopt, and promote, sound training and development practices which support professional co-operation and teamwork at all levels.
  • rise, meet and exploit the opportunities presented within our field of business.
  • develop, in the widest sense, the latent potential of all employees.

This Training Policy Statement will be monitored and formally reviewed annually by the board of directors.

Responsibilities

Responsibility for the initial identification of training and development needs rests with company management and the individual employees concerned. The overall and final responsibility for training and development in the company is that of the Human Resource Director. The identification of training and development needs may take place formally and informally.

It is recognized that the process of needs identification must begin with the individual concerned. Self-development starts and ends with each individual. In fact the key to effective training interventions has to rest with the individual, for only he or she can provide the required level of commitment and motivation to gain maximum benefit from the opportunities on offer.

The company believes that the preferred learning styles of individuals should be responded to, but at the same time, to help overcome personal learning barriers, each individual employee needs to:

  • view new opportunities with an open mind
  • appreciate training and development activities as a chance to enhance skills, personal growth and wider learning
  • be willing to take active steps in terms of self-development

The Crowned Grace Board of Directors and the company’s leadership team pledge support to training and development actions which are appropriate to the achievement of stated key business objectives.

General Information

Recording of Training and Development

Centrally held records of training and development activity undertaken are maintained in the Human Resources Manager’s Office. Line managers and supervisors are responsible for the logging and processing of pertinent information.

Information is stored for the purpose of individual records, historical reference and in order to assess and evaluate the results of training conducted, as a basis for future human resource planning.

Planning for Training and Development

This planning will occur at management level and will be consistent with the process of wider business planning and coordinated by the project managers. At all times there will be available a Company Training Plan which details training and development activity scheduled to take place. This is a flexible document, capable of responding to change and unforeseen circumstances.

Communication of Intentions

Individual employees clearly need to know what is expected of them and how they will be equipped to rise to the challenge of an ever changing workplace and trading environment. Within Crowned Grace, the communication of training and development intentions will take place both formally and informally.

Meetings and dialogue with a recognizable purpose are to be encouraged. These may be at management level, or as part of each department. Less formal methods of communication include the utilization of in-house notice boards, memoranda, and direct access to management. Briefings may be undertaken on important issues affecting the company, e.g., new market opportunities, customer care, or Quality.

Delivery Agents

The company will support the training of employees internally and also by external agents who can make a significant contribution to revealed needs. Where external agents are to be used, decisions will hinge upon:

  • the revealed need for such a response.
  • cost-effectiveness.
  • past performance of training providers, previous results and positive evaluations.
  • the essential requirement to look outside company facilities and expertise.
  • requirements of a legislative nature.

Decisions here will be approved at management level and backed up with appropriate documentation.

Evaluation of Training and Development

It is the policy of Crowned Grace to strive to evaluate all training and development activity, in order to maximize benefits, and justify the investment in people. Measurement and evaluation must be designed into all activities from the outset, based upon pre-determined and quantifiable objectives. It is recognized that evaluation may occur at varying levels throughout the organization, but ultimately all training and development completed must show an improvement in some area of the company. In short, benefits must outweigh costs.

Individual appraisal, resulting in change in performance, is part of this overall process, hence the central importance of regular review and individual guidance. All training should have an impact upon job performance, but training remains only one of the many contributing factors to improved commercial results.

Drug Free Workplace

Crowned Grace International is committed to protecting the safety, health and well-being of all employees and other individuals in our workplace and the places we work. We recognize that alcohol abuse and drug use pose a significant threat to our goals. We have established a drug-free workplace program that balances our respect for individuals with the need to maintain an alcohol- and drug-free environment. This organization encourages employees to voluntarily seek help with drug and alcohol problems.

Covered Employees

Any individual who conducts business for the organization, is applying for a position or is conducting business on the organization’s property and/or our customer’s property is covered by our drug-free workplace policy. Our policy includes but is not limited to executive management, managers, supervisors, full-time employees, part-time employees, off-site employees, 1099 Contractors/Consultants and applicants.

Applicability

Our drug-free workplace policy is intended to apply whenever anyone is representing or conducting business for the organization. Therefore, this policy applies during all working hours, whenever conducting business or representing the organization, or while on call or paid standby.

Prohibited Behavior

It is a violation of our drug-free workplace policy to use, possess, sell, trade and/or offer for sale controlled substances or alcohol. The presence of an amount of any controlled substance that results in a positive test is prohibited.

Controlled Substances

As used in this policy, controlled substances include any drug that is illegal under federal or state law, or that is legally obtainable but has not been legally obtained. The term includes prescribed drugs which are not being used for the prescribed purpose or in the prescribed manner. Examples include but are not limited to:

  • Marijuana*
  • Opiates
  • Amphetamines
  • Cocaine
  • Crack, Phencyclidine (PCP)
  • Narcotics, Barbiturates
  • Stimulants, Depressants
  • Alcohol In One’s Body Above The State’s Legal Driving Limit

*Despite Article XVIII, Section 14, of the Colorado Constitution, marijuana for medical use is a Drug Enforcement Administration listed Schedule I controlled substance and therefore is prohibited.

Equal Opportunity & Affirmative Action Policy

Crowned Grace Incorporated is committed to establishing and maintaining a diverse workforce which is representative of its constituents. We are committed to an affirmative action program that provides equal opportunities for all people.

We strive to create and promote a respectful work environment free from any kind of harassment. We are committed to diversifying and developing a work environment which is both inclusive and tolerant of individual differences.

We are committed to more than just practicing non-discrimination in management and employment practices. We strive for a work environment where employees respect and value each other as individuals and one where we treat all employees and customers of our multicultural society with dignity and fairness.

Environmental Policy

Environmental management is no longer a “nice to have” piece of corporate philanthropy, but a business necessity, even within the current economic climate. This is why we at CGI continue to make strides in our environmental performance and have established a clear set of strategies to address our environmental performance in areas where we have both control and influence, namely our products, services, sites and supply chain

As a result CGI will:

  • Comply with all relevant global environmental legislation and regulatory controls.
  • Minimize waste, maximize use of resources and prevent pollution in all parts of the business.
  • Identify significant environmental & social impacts and establish objectives and targets for improvement.
  • Review, monitor and improve the Company’s environmental performance against set targets.
  • Audit the Company’s activities against this policy to confirm environmental improvement.
  • Communicate this policy and the Company environmental performance to customers, suppliers and the public.
  • Ensure all employees are made accountable for these policy goals through training and communication of environmental issues throughout the company.
  • Encourage all employees to be proactive in the maintenance and further development of the company environmental management system.
  • Increase stakeholder involvement in corporate environmental initiatives.

This policy will be reviewed on an annual basis to ensure its continuing effectiveness.
Chief Executive Officer
May 4, 2010

Whistle Blower Policy

This policy is intended to encourage Board members, staff (paid and volunteer) and others to report suspected or actual occurrence(s) of illegal, unethical or inappropriate events (behaviors or practices) without retribution.

  1. The Whistleblower should promptly report the suspected or actual event to his/her supervisor.
  2. If the Whistleblower would be uncomfortable or otherwise reluctant to report to his/her supervisor, then the Whistleblower could report the event to the next highest or another level of management, including to an appropriate Board committee or member.
  3. The Whistleblower can report the event with his/her identity or anonymously.
  4. The Whistle blower shall receive no retaliation or retribution for a report that was provided in good faith – that was not done primarily with malice to damage another or the organization.
  5. A Whistleblower who makes a report that is not done in good faith is subject to discipline, including termination of the Board or employee relationship, or other legal means to protect the reputation of the organization and members of its Board and staff.
  6. Anyone who retaliates against the Whistleblower (who reported an event in good faith) will be subject to discipline, including termination of Board or employee status.
  7. Crimes against person or property, such as assault, rape, burglary, etc., should immediately be reported to local law enforcement personnel.
  8. Supervisors, managers and/or Board members who receive the reports must promptly act to investigate and/or resolve the issue.
  9. The Whistleblower shall receive a report within five business days of the initial report, regarding the investigation, disposition or resolution of the issue.
  10. If the investigation of a report, that was done in good faith and investigated by internal personnel, is not to the Whistleblower’s satisfaction, then he/she has the right to report the event to the appropriate legal or investigative agency.
  11. The identity of the Whistleblower, if known, shall remain confidential to those persons directly involved in applying this policy, unless the issue requires investigation by law enforcement, in which case members of the organization are subject to subpoena.

Board of Directors
May 4, 2010

Time & Attendance Policy

The attendance of all hourly employees is recorded daily by each department and is submitted on a weekly basis (unless other wise defined by customer). Our attendance records are Company records and care must be exercised in recording the hours worked, overtime hours and absences. Employees are not to clock or sign in or out for other employees. Violations of this policy may result in appropriate disciplinary action, up to and including immediate discharge.

All employees, exempt, non-exempt, full-time and part-time employees must record the time they arrived/departed, each day, on his/her time record. Each employee is responsible only for his/her own recordkeeping.

Information Security Policy

It is the policy of Crowned Grace International and its affiliates that information, as defined hereinafter, in all its forms–written, spoken, recorded electronically or printed–will be protected from accidental or intentional unauthorized modification, destruction or disclosure throughout its life cycle. This protection includes an appropriate level of security over the equipment and software used to process, store, and transmit that information.

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