HR Newsletter - Summer 2020

09 THE HR NEWSLETTER

IN THIS ISSUE 3-5 Employee Discipline 6 Congratulations on your appointment! 7-8 Unit Spotlight: Facilities an Property Management Branch 9 MEGJC Stories: Ann Marie Walker 11-12 Mental Wellness and Covid-19 Miss Simona Pitt “Calmness is a huge gift. And once you master it, Liaison Administrator you will be able to respond in a useful way Miss Pitt's duties include Overseas Travelling and Training and to every difficult situation that decides to walk into Development. Contact her at: [email protected] | 2960  your heart.” GERI LARKIN

HELLO

ISSUE 9 PAGE 3 Employee Discipline EXCERPTS FROM THE DISCIPLINARY POLICY FOR PUBLIC BODIES (2016) The Public Service maintains that Breaches of the Code of Conduct proper standards of personal and professional conduct of all its Breaches of the code of conduct can be employees are necessary to achieving categorised as: an orderly and efficient business process and to protect the employees, 1.Minor Offences the Government’s assets and its image. 2.Serious Offences These standards are outlined in 3.Very Serious Offences Chapter 4 of the Staff Orders for the Public Service and the organisations’ Minor Offences HR Manual/Policies where applicable. These are offences for which an employee would not be dismissed on the first Any action that is against good occurrence and for which advice and professional conduct and/or which correction are the recommended actions. impacts negatively on the achievement of For example: the organisation’s objective can be considered for disciplinary action. Refusing to sign the attendance register. Loitering on the organisation’s premises during working hours.

ISSUE 9 PAGE 4 Serious Offences the matter – i.e. the misconduct is These are offences which can result in loss disruptive to the organisation or affects its to the organisation and carry the reputation/image. minimum penalty of a written warning on the first offence. Serious offences include: The Disciplinary Procedure Any incident that breaches the code of Absence from work for two (2) to three conduct may be considered for (3) days without permission except in disciplinary action. This incident may be cases where by reason of illness or an allegation reported by the Head of other unavoidable circumstance Department, supervisor or any employee permission cannot be obtained prior or an occurrence where the facts are clear to such absence. and undisputed such as persistent Failure or refusal to follow lawful work lateness. Where a behavior that breaches instructions. the organisation’s Code of Conduct is Being late for work five (5) or more observed, employees are encouraged to times or in excess of four (4) hours per report such breaches at the earliest month without permission. possible time to ensure the organisation’s ability to take corrective action in a timely Very Serious Offences manner. Alleged breaches may be dealt These are violations which can result in with using an informal or formal considerable loss to the organisation and procedure. negatively impacts the organisation. Very serious offences can lead to dismissal The formal procedure should be invoked on the first offence. Very serious offences where the breach has been discussed with include: the employee informally and: Divulging confidential or secret The issue has not been resolved and information to unauthorized persons. the problem persists Using your position in the organisation The recommended improvements in for personal gain and/or to obtain conduct are not displayed favors from clients. Further information becomes available Physical violence or threat of assault that makes the matter more serious. or violence, e.g. fighting. Bullying or harassment of colleagues Disciplinary Penalties or clients, including sexual An employee against whom a disciplinary harassment. charge has been established may receive one of the following penalties: NB. Where an employee's misconduct occurs off the premises but impacts 1. Verbal warning negatively on the organisation, the 2. Written warning employer is entitled to take disciplinary 3. Final Written Warning action against the employee. In these 4.  Suspension circumstances, the employer has to 5.  Dismissal. establish that it has a legitimate interest in

ISSUE 9 PAGE 5 Administration of Penalties PENALTY AUTHORITY Verbal Warning Immediate Supervisor First Written Warning Immediate Supervisor Final Written Warning Head of Department / Head of HR Suspension Head of HR / Disciplinary Committee Dismissal Authorised Officer Application of Disciplinary Penalties OFFENCE MINOR SERIOUS VERY SERIOUS 1st OFFENCES OFFENCES OFFENCES Verbal warning First or Final Final written written warning warning, suspension or dismissal 2nd First Written Warning Final written warning Suspension or Dismissal 3rd Final Written Warning Suspension Dismissal 4th Suspension Dismissal 5th Dismissal A few points to note... A supervisor may be liable for disciplinary action where he/she No supervisor has the right to excessively penalises an employee in a implement a disciplinary penalty manner which is not supported by the without referring to the Disciplinary action or presumed offence or is not in Policy. accordance with this Policy or the The penalty imposed should be organisation’s code of conduct. consistent with the nature and gravity During the contractual term, all of the infraction, frequency of its contract officers will be subject to the occurrence and the attitude of the provisions of this Policy and their employee to the offence that was contracts for the administration of committed. discipline

ISSUE 9 PAGE 6 Congratulations on your appointment ADRIAN DWIGHT ALLEN AJANI ALLEYNE NELSON Systems Administrator, Research and Records Clerk, DIAS ICT Development Officer, CCB DONNA KATHRINA NAKEISHA THOMAS WELCH CHARLTON Inspector, Rent Secretary 2, HRM&D Public Procurement Services Administrator, PPB KEISHA CLARKE ARTHUR OMAR GUNTER KENNEDY Public Procurement Officer, PPB Gardener, FPMB Driver, FBMB NICOLE RAHEEM FABIAN WILLIAMS RUDDOCK WALKER Records Officer, DIAS Records Officer, DIAS Driver, FPMB STACY ATKINS NORMA WATT AINSWORTH SADDLER Records Clerk, DIAS Messenger, FPMB Senior Meteorological ROHAN BROWN RANFORD Technician, MSB CAMPBELL Meteorologist, MSB GIS Project Manager, NSDMB

ISSUE 9 PAGE 7 UNIT SPOTLIGHT: FACILITIES AND PROPERTY MANAGEMENT BRANCH The Facilities & Property Management Left to Right: Branch provides support services to Cleveland the Ministry and its staff through its five (5) main arms of operation, which Hood, Director, are detailed as follows: Transport, Transport Security and Emergency Facilitates the delivery of external Management mails to the Ministry’s various Georgina Linton, stakeholders.  Senior Secretary Provides transportation for members of staff who are conducting site Lisa visits, seminars, workshops, etc., as Jackson, per approved request(s). Director, Facilities and Asset Management Property Management Develops, manages and maintains a Oshane McKay, comprehensive asset management system to enable the efficient Asset control and security of the Ministry’s and Inventory fixed assets. Manager Rose Sudlow- Brown, Office Manager Yasheka Bryan, Office Attendant Omar Gunter, Gardener Melody Hylton, Part-Time Cleaner Hortense Smith Joel Moodie Marie Williams, Part-Time Cleaner Akeem Bryan Ryan Spence Lizette Foster, Messenger Karene Harrison

ISSUE 9 PAGE 8 Property Management Maintains properties owned and rented by the Ministry to ensure building services are effective and adequate for employee comfort, health and wellness. Security Develops and implements strategies and policies to enable the safety of the Ministry’s staff and its assets. Office Services Provides Telephone, Office Attendant and photocopy services to the various Divisions, Branches and Units within the Ministry to enable a smooth and efficient business process flow. Kimalee Bryan Andrew Donovan Andre Holms, Arthur Kennedy Stephaney Sophia Brown, O'Conner Marsden, Driver Driver Edwards, Office Linnybeth Henry, Messenger Attendant Telephone Andrea Atkinson, Fabian Walker, Ann-Marie Attendant/ Fern Hamilton Operator Attendant Driver Walker, Senior Messenger Norma Watt, Donovan Niki-Ann Derrick Shernett Hayles, Lambert, Attendant Part-Time Cleaner Messenger Vassell, Attendant Prendergast, Veleta Murray, Attendant Driver Office Attendant Garfield Lee, Administrator Andre Walker Driver

ISSUE 9 PAGE 9 Ann-Marie Walker's story is one of hard work, sacrifice and defying the odds. As we spoke she revealed how much her journey has shaped her, freed her and given her the opportunity to achieve her goals. She started out in 1998 as a Summer Worker, whose work ethic led to further employment as a full time employee in the Ministry where she has remained for twenty-two inspiring years. Walker  grew up in the inner-city in an environment she wanted to escape. In her first employment she saw a way out - and she took it. There were several challenges ahead of her of course, but Walker was unfazed by them. By nature she sought to solve these challenges and move ahead. When her lack MEGJC STORIES: of appropriate clothing embarrassed her, she used her very first paycheck from her ANN- full time employment to purchase material for uniforms. When it was suggested that working at a higher level would be too hard MARIE for her she did it anyway, and she continues to excel. Now she is a proud home-owner, far away WALKER from the inner-city she grew up in.  Walker lit up when she spoke about her work. She enjoys it and credits it for much \"NO REGRETS\" of her personal growth. The experiences she's had have made her stronger and more determined. However, when asked about what she will miss the most once she retires next year, Walker revealed she would miss her co-workers. These individuals are something like a family to her and provide a source of community and strength she is grateful for. In particular, Ms. Charmaine McCalla was highlighted as a friend and confidant that has been her counsel for many years. Walker is a reminder of the value of hard work and determination. She is also a reminder of the value of community even in work spaces. She hopes her story will inspire us to achieve our goals regardless of our limitations and the negative words of others. Live your life in aN OwMaAy DtIhCat | w2il4l allow you to join her in smiling and saying, \"No Regrets\".

ISSUE 9 PAGE 10 HAVE A STORY OR SOMETHING YOU WANT TO SHARE IN THE NEXT NEWSLETTER? SEND IT IN TO BE FEATURED: [email protected] OR ANONYMOUSLY VIA THE E-SUGGESTION BOX

ISSUE 9 PAGE 11 Mental Wellness & Covid-19 Finding Balance in the Pandemic To say this summer was different from any other we have experienced is quite the understatement. Our realities have changed in ways that we must accept and adjust to as the new normal - for the moment at least. The pandemic has not slowed and as a result our defenses must remain in place in our collective effort to survive. However,  though we are limited, the real test is to continue to thrive as well as survive and find balance in our lives again. Prioritizing Mental Wellness At the best of times mental wellness is unintentionally neglected in favor of matters that feel more pressing. In the midst of this worldwide pandemic this remains true when, ironically, we need to prioritize our mental wellness more than ever.

SI SESPUTEE M9 B E R 2 0 2 0 , I S S U E 1 T H EP AVGOEI C1E2 Listen, Everyone is Stressed The pandemic has been stressful for all of us. The CDC advises \"Fear and anxiety about a new disease and what could happen can be overwhelming and cause strong emotions in adults and children. Public health actions, such as social distancing, can make people feel isolated and lonely and can increase stress and anxiety. However, these actions are necessary to reduce the spread of COVID- 19.  Coping with stress in a healthy way will make you, the people you care about, and your community stronger.\" Coping with Stress in a Health Way Be kind to yourself. Keep physical — not social — Avoid Giving to others Have compassion and distance from others. Find self-medicating. helps you. Donate. patience for your own new ways to stay connected struggles. to your support system. Find ways to stay Stick to your routine as Find a positive Release your creative entertained while best you can. moment in each side for an afternoon. you manage your day, big or media intake. small.  Need local support? Helpline– 1-888-NEW-LIFE (1-888-639-5433) ‘Share Your Story’ – This is an online community that is geared toward promoting self- expression for people struggling with the daily concerns of COVID-19. www.moh.gov.jm/mental-health/how-to-share-your-story/ For further information on the MOHW’s Mental Health Clinic schedules, visit– https://www.moh.gov.jm/wp-content/uploads/2019/03/MOH-Mental-Health-Clinic- Schedules.pdf

PREPARED BY THE HRM&D BRANCH PUBLISHED AUGUST 2020