The Unitarian Society of Hartford
HUMAN RESOURCES POLICIES 2026 update
INTRODUCTION
The Unitarian Society of Hartford (USH) desires to maintain a productive and harmonious work environment that meets the administrative and programmatic needs of the Society. This environment and the policies contained in this manual have been developed with a spirit of trust, good faith, and fairness between USH and its employees. This policy was updated in 2026 by the Human Resources Committee. Committee members at that time were Carl Shields (chair), Greig Shearer, Linda Duncan, Paul Cipriano, Laura Cipriano, Karolina Wojtysko, and Rev. Bob Janis.
STANDARDS OF EMPLOYEE CONDUCT
USH expects its employees to conduct themselves in a manner consistent with high standards of professional conduct, which are conducive to a harmonious, effective working environment. These standards include respect and courtesy toward others, punctuality, timely completion of tasks, and a cooperative approach to the work environment. Violation of these standards may result in disciplinary or corrective action. The following pages include many of the major HR concerns regarding violation of USH policies, but is not all inclusive. Some of these are: theft or misuse of USH equipment, supplies or other property; excessive absenteeism or lateness; inappropriate use of alcohol or drugs; falsification of records; violation of confidentiality standards. Continued employment at USH is based upon need and ongoing evaluation of employee conduct and performance. It is our hope that employees and USH are a good match. Employees are encouraged to evaluate their satisfaction with employment at USH and voluntarily terminate their employment at any time, and USH retains a similar right.
This manual is presented as information concerning policies and procedures and is always available in the USH office for review, setting forth guidelines.
The History, Governance, and Organization of USH is available as separate documents for employees or congregants.
Applicability of H.R. Policies
These policies shall apply to all employees of the Society, unless otherwise indicated in the policy statements themselves. Additionally, individual job descriptions or contractual agreements may supersede these general guidelines, when specifically stated. Any job descriptions or contractual agreements that contain content that does not conform to these general guidelines are to be reviewed by the Human Resources Subcouncil and approved by the USH Board of Directors prior to their implementation.
Employment Classifications Policy
Under the Fair Labor and Standards Act (FLSA), jobs fall into two major categories, “exempt” meaning the position is exempt from the regulations of the FLSA, and “non-exempt” meaning the position is governed by the regulations of the FLSA.
Non-Exempt Positions These positions are paid on an hourly basis. They could be generally characterized as involving fairly routine work to be performed during specified work hours, with the methods and means for carrying out the job well defined. A non-exempt position must be compensated for overtime work, according to FLSA regulations.
Overtime for Non-Exempt Staff
It is the intent of USH that employees not be required to work beyond their normal work hours. In unusual circumstances, however, it may be necessary to ask a non-exempt employee to work in excess of the standard 40-hour workweek. The workweek runs from Monday through Sunday. The employee’s supervisor must authorize all overtime work in advance. In the event of overtime worked, with the prior approval of the supervisor, the employee will be paid for the overtime hours at one and a half times their normal rate of pay.
Exempt Positions
These positions are exempt from the regulations of the FLSA. Exempt positions are paid on a salaried basis, and could be generally categorized as executive, administrative, or professional according to the provisions of the FLSA. These positions are paid to deliver a particular service or product, and have greater latitude in how and when they accomplish the service.
Exempt Staff Who Work Long Hours
It is expected that USH exempt staff will perform the duties and responsibilities required by their positions. This may require that employees work in excess of their regularly scheduled hours to complete their work without additional compensation.
However, we recognize that in an unusual circumstance that requires the employee to work a significant number of additional hours, particularly on weekends, there is a need for additional time off. Flexibility of scheduling is encouraged and communicated in a collaborative process among staff and supervisors. The employee must obtain their supervisor’s approval on the amount and the scheduling of such time off. This time is not accrued, should not be recorded on attendance sheets, and is not compensated when employment is terminated.
Employment Classifications
Full Time or Part Time Employee versus Independent Contractor
All persons receiving compensation and performing assigned duties at USH will be considered employees unless they meet the specific requirements of an independent contractor.
An employee means an individual receiving compensation for assigned, supervised duties under the primary direction and control of the Society. An independent contractor is an individual who performs duties and receives compensation for those tasks, but does so under the specifications established for independent contractor status by State and Federal regulatory entities.
Full time employee means an employee designated by USH as a full time employee who fills a position for which there is a recurring work schedule which reflects 2,080 hours work annually. Part time employee means an employee working a recurring work schedule of less than 2,080 hours annually. (Note: 2080 hours annually is equal to 52 40-hour weeks.)
Attendance Policy
Attendance and punctuality are important aspects of satisfactory job performance. If an employee is unable to arrive at work at their scheduled time, they should call and speak to their immediate supervisor as far in advance of their work time as possible. If the employee’s absence extends beyond one day, the employee should call in each day, unless other arrangements have been made with their supervisor.
USH recognizes that circumstances beyond an employee’s control may cause them to be absent from work on occasion. However, USH defines generally accepted standards of attendance as no more than three percent (3%) of scheduled time off from work, or five occasions, during a one-year period. In calculating the 3% of scheduled time do not include vacation, bereavement leave, jury duty, or military leave. Absenteeism is reviewed every 6 months along with other performance measures between employee and supervisor.
Benefits Policy
Society employees are encouraged to participate in training opportunities that enhance their work-related knowledge and skills. Employees who wish to participate in training opportunities must have the approval of their supervisor prior to enrollment in a training event that takes place during working hours. Tuition expense or other training costs may be reimbursed by the Society, as funds are available.
Benefits – Flextime Policy
Flexible working hours are sometimes an option for staff members who desire slightly different work schedules due to such factors as transportation issues, child or family care, school hours, etc. Flextime is also an option for staff who attend evening or other “off hours” meetings or events as part of their job responsibilities. Flextime work schedules must be approved by the employee’s supervisor prior to implementation.
Benefits–Insurance Policy
HEALTH CARE INSURANCE
The Society will pay part of the premiums for health care insurance coverage, as determined by the Society, to each employee working at least full time. Staff working less than full time will not be entitled to such coverage.
WORKERS’ COMPENSATION
The Society provides workers’ compensation insurance benefits to staff persons sustaining an injury at work in accordance with the laws of the State of Connecticut. Accidents on the job must be reported immediately to the minister or the staff person’s Supervisor and an official accident report must be filed within 24 hours.
UNEMPLOYMENT INSURANCE
Staff persons who leave, are terminated or laid off from the Society are not automatically eligible for Unemployment compensation, and should check with the central office to clarify.
Benefits – Holidays
Employees scheduled to work on the following holidays will receive time off with pay on those days. If an employee must work on a scheduled holiday, he/she may take another day off with pay as arranged with their supervisor. Employees not scheduled to work on recognized holidays may not take another day off instead.
Designated paid holidays are:
- New Year’s Day (if holiday falls on a weekend, observed on the closest weekday)
- Martin Luther King Day (observed the third Monday in January)
- President’s Day (observed third Monday in February)
- Memorial Day (observed the last Monday in May)
- Juneteenth (Jun 19th)
- The Fourth of July (if holiday falls on a weekend, observed on the closest weekday)
- Labor Day (observed the first Monday in September)
- Thanksgiving Day
- Friday after Thanksgiving Day
- Christmas Day (if falls on a weekend, observed on the closest weekday)
- The Day After Christmas (observed the next weekday after Christmas is observed)
- Juneteenth-June 16th
Benefits – Jury Duty Policy
A regular employee who is called to serve on jury duty on a regularly scheduled work day will be compensated by USH for the difference between his or her normal daily regular time pay and the compensation received from the court for jury duty for a maximum of 10 business days. The employee shall notify their supervisor as soon as they are notified of jury duty.
Benefits – Leave of Absence: Bereavement
A regular employee may be allowed up to three days off with pay by reason of a death in the employee’s immediate family. “Immediate family” shall mean the following relatives of the employee or of the employee’s spouse/domestic partner:
Spouse or Domestic Partner, Child, Mother, Father, Sister, Brother, Grandmother, Grandfather, Grandchild, Aunt, Uncle, Niece, Nephew.
Benefits-Parental Leave Policy
Employees who know they will be taking parental leave are asked to give their supervisor and the HR Office as much notice as possible. Employees do not accrue vacation time during parental leave.
BIRTH PARENT AND ADOPTION PARENT BENEFIT
*More information on CT Paid leave from the CT Paid Leave website: https://www.ctpaidleave.org/how-ct-paid-leave-works/qualifying-reasons/i-m-starting-or-expanding-my-family?language=en_US
Legal: The Family Medical Leave Act (CT FMLA) applies to employees with >3 months service, allowing up to 12 weeks/year (paid or unpaid) for each parent, whether adoptive or birth. No medical certification required.
In the case of a birth where there are medical complications for either birth parent or child the USH will consider up to six months of additional unpaid leave on a case-by-case basis.
Benefits – Leave of Absence: Personal
A leave of absence without pay can be granted at the discretion of the Board. Pension, vacation, or other paid time-off benefits do not accrue during the leave period.
Benefits – Retirement Plan
The Society will offer the pension plan provided by the UUA to employees who meet the stipulated eligibility criteria. Employees may participate in the defined contribution pension plan available under the auspices of the UUA if they meet the following conditions: the employee must be employed on at least a half time basis or greater; they must have reached their one year anniversary date of continuous employment at the Society; and they must be 21 years of age or above.
USH will make an annual contribution reflecting a percentage of the annual salary of each eligible employee, subject to the availability of funds. The percentage of contribution will be determined by the USH Board of Directors and shall apply equally to all staff members. Vesting (ownership) of the funds by the employee occurs upon enrollment. Employees may contribute additional funds to this plan based on the rules set forth in the plan.
Benefits – Sick Leave
Sick leave is accrued at the rate of six days per year (1/2 day per month worked) for full time staff, and prorated for part time staff. There is no payout for any unused sick leave at the point of resignation or termination.
Employees who are sick shall contact their supervisor by their scheduled starting time on the day their illness keeps them from coming to work. Thereafter, the employee shall keep their supervisor informed as to their probable date of return to work.
The supervisor may request a doctor’s letter after 3 days of continuous or intermittent absences within any twelve-month period. The Society may request a doctor’s certificate verifying an employee’s ability to return to work.
Sick leave may be used for employee illness or the illness or injury of an immediate family member. Sick leave may also be used for an employee’s medical and dental appointments.
Benefits – Vacation
Vacation time will be accrued according to the following guidelines for regular full-time employees:
1st Calendar Year – 10 days (accrued at rate of .833 days per month)
Calendar Year 2 and Year 3 – 15 days (accrued at rate of 1.250 days per month)
Calendar Year 4 and Year 5 – 18 days (accrued at rate of 1.500 days per month)
Calendar Year 6 and Beyond – 20 days (accrued at rate of 1.667 days per month)
Although vacation time accrues from the first day of employment, it cannot be used until after the successful completion of the first six months of employment without approval of the Minister.
All vacation taken must be coordinated and approved by the appropriate supervisor. Vacation time will be prorated for part time employees. Employees are encouraged to use their vacation time in the year it is earned. Unused vacation time cannot be carried over to the next calendar year.
Vacation time accrued but not used will be paid to regular employees upon their separation from employment from USH, except where (a) the employee fails to provide two-weeks written notice of resignation, or (b) the employee is terminated for willful misconduct or gross negligence.
Confidentiality
In the course of their employment at the Society, employees and members of the congregation will receive sensitive information about other members of the staff, the congregation, or the wider community. This information may be in written or verbal form. This information shall be protected, maintained in confidence, and shared only when such sharing is part of the effective performance of duties as a staff member, and sharing of information is done with discretion on a “need to know” basis. Questions on matters of confidentiality should be directed to a supervisor.
Breach of this policy can result in disciplinary action including but not limited to termination.
Drug and Alcohol Abuse
USH has a legitimate concern when an employee’s use of alcohol or other chemical substance has an adverse effect on job performance. Therefore, the inappropriate use of alcohol or other chemical substances by any employee during work hours is unacceptable. Employees found to be intoxicated or to be abusing other chemical substances during working hours will be subject to disciplinary procedures, up to and including dismissal. The employee should not consume alcohol or other chemical substance that could affect judgment or behavior within a reasonable time prior to the start of the workday. The criteria used to determine this will be that no evidence of the consumption will be present, as determined by their supervisor, when the employee reports to work
An employee’s dependence on alcohol or other chemical substances is regarded as a treatable disease. USH is committed to assist employees to utilize programs that evaluate and treat such a disease. However, employees must be willing to accept evaluation and recommended treatment or they may be subject to termination for inappropriate work performance and/or behavior.
While USH wishes to be supportive of individuals seeking treatment, it does not assume any financial responsibility for evaluation or treatment services.
Employee Grievance
An employee, other than the Minister, experiencing a work-related problem should first discuss the matter with their supervisor. If the employee cannot reach a satisfactory resolution, the employee may submit their grievance in writing to the HR Subcouncil. If resolution is not reached with the HR Subcouncil, the employee should present his/her grievance to the Board President in writing who will investigate the situation. The Board President will discuss the issues with the Executive Committee of the Board , which will make a recommendation to the Board at their next meeting. The decision of the Board will be final.
The Minister will discuss any work-related problem they may experience with the Ministerial Relations Committee and follow procedures outlined in his/her contract with the Society.
Expense Reimbursement
It is the policy of the Unitarian Society of Hartford to reimburse its employees for all pre-approved necessary and reasonable expenses incurred in the performance of their job duties.
PROCEDURE:
Program Staff Expenses
The following expenses are reimbursable, to the extent budgeted for the positions:
- Automobile expenses to perform work requirements. Does not include cost of traveling to or from work at USH.
- Travel expenses while away from home including airfare, taxis, rental cars, lodging, food costs.
- Books and periodical subscriptions. All books or manuscripts become the property of the Society after purchase.
- Educational expenses including tuition, books, and supplies.
- Professional dues and fees including membership in professional organizations.
- Professional convention and conference expenses including General Assembly and UUA Regional meetings.
Method of Reimbursement:
Submit a monthly Professional Expense Report to the Treasurer which will include: purpose of the expense, amount, date incurred, receipt for any expense more than $25, auto mileage reported on a Mileage Report showing date, reason for trip, and miles for each trip. Expenses incurred are often the result of trainings attended to meet goals identified by employee in evaluations, agreed upon with supervisor.
Expense reimbursement must be submitted within 60 days of expense.
Support Staff Expenses
Support staff will be assigned a pool of funds from which pre-approved professional activity expenses can be reimbursed. Activities may include attending classes, workshops or conferences to upgrade work skills. See Professional Development Plan as specified as part of the staff evaluation process. Support staff shall submit required reimbursement forms to the Treasurer in a timely manner, usually within 60 days of the expense. Reimbursement requests must include receipts. Reimbursement requests must be reviewed and signed by the employee’s supervisor, prior to submission to the Treasurer for payment.
Harassment
USH expects all of its employees to conduct themselves in a professional, respectful manner in regard to all people, including colleagues, members of the church, visitors, and guests.
Any harassment on the basis of age, color, ethnicity, gender, handicap, national origin, race, religion, or sexual orientation will not be tolerated. Such harassment includes unsolicited remarks, gestures, physical contact, display or circulation of derogatory written materials or pictures directed at any of these categories. In addition, sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitute sexual harassment when:
- Submission to such conduct or communication is made a term or condition either explicitly or implicitly to obtain or maintain employment; or
- Submission to or rejection of such conduct or communication by an individual is used as a factor in decisions affecting such individual’s employment; or
- Such conduct or communication has the purpose or effect of substantially interfering with an individual’s employment or creating an intimidating, hostile, or offensive employment environment.
Any and all possible violations of this policy should be reported immediately to the employee’s supervisor, the Minister or to the HR Subcouncil. All such reports will be promptly and fairly investigated and appropriate action taken. Standardized protocols will be used to investigate. To the highest degree possible, while allowing for a fair investigation, all such reports will be treated in the strictest confidence. Please refer to the USH Grievance Policy for specific procedures.
Hours of Work
The administrative offices of USH are generally open Sunday 9:00 AM-2:00 PM and Monday-Thursday 10:00 AM-2:00 PM.
Full time employees shall be scheduled for 40 hours of work each week. The 40-hour workweek includes a paid half-hour meal break and two fifteen minute breaks each day. Employees are encouraged to coordinate breaks and meal times as necessary to promote coverage of basic office functions.
Specific work schedules for each staff member will be determined by their supervisor. Schedules of work will not exceed fair labor practices. Work schedules and actual hours worked by an employee shall be documented to maintain current balances on sick leave, vacation time, etc., as well as for other record keeping purposes of the Society.
Inclement Weather
In the event of snow or other extreme weather conditions the Unitarian Society of Hartford will follow the decisions made by the West Hartford Public Schools. The Minister and / or the Society President will decide on non-school days. Employees should utilize radio or television reports on such days to determine their attendance at work. If feasible, supervisory staff may call and inform staff of the church closure status.
If it is determined that the church remains open, employees who decide to not come in must take vacation time. If the church is closed for inclement weather, no vacation time need be used.
Employees will not be penalized for additional travel time needed to arrive at work on days of inclement weather; they will be expected to be at work if the church is open. Common sense is encouraged. USH does not want employees to take undue risk.
Non-Discrimination, Reasonable Accommodation
Non-Discrimination
USH is committed to promote full participation of persons in all of its activities and personnel practices. USH does not discriminate in employment and personnel practices on the basis or race, gender, color, national origin, ethnicity, creed, religion, age, sexual orientation, marital status, veteran status, citizenship, the presence of any sensory, mental or physical disability.
All personnel actions such as compensation and benefits will be administered equitably to all employees.
Reasonable Accommodation
Employees with disabilities are entitled to reasonable accommodations to enable their performance of the essential functions of their jobs. Employees who believe they are in need of accommodation must make their specific needs known to their supervisor. USH will make every effort to reasonably accommodate employees with disabilities. Employees may be requested to provide verification or documentation regarding their disability.
Pay Periods and Compensation
Employees shall be paid on such schedule as determined by the USH Board of Directors at the beginning of the fiscal year. Salaries will be reviewed annually by the HR Subcouncil, with recommendations for any adjustment made to the USH Board of Directors . Any salary changes must be approved by the USH Board of Directors , either by inclusion in the annual budget, or by specific motion if done at a time other than the approval of the annual budget of the Society.
USH will strive to provide compensation that is fair and internally equitable as well as comparable to that of peer institutions.
Performance Reviews
All employees’ performance shall be reviewed at semi-annually in writing by their supervisor. Supervisors will complete a Performance Review Form for each staff member and share it with staff members in individual conferences with their supervisor at such time determined by the Employee and Supervisor. Attendance is to be included in this review. The Performance Review will include supervisory review data as well as employee self-evaluation information.
PROCEDURE:
The supervisor will distribute Performance Review Forms to each employee under their supervision; the employee will be requested to complete the self-evaluation portion of the Review and schedule an appointment with their supervisor. The supervisor will complete their portion of the Review Form and ensure that the conference with the employee occurs. Upon completion of the evaluation, the Review Form will be signed by the supervisor, the employee, and the Chair of the HR Subcouncil. The Ministerial Review will be conducted under the terms of the minister’s contract. A copy of the completed Review shall be given to the employee, with the original placed in the employee’s personnel file.
(See USH Annual Performance Review Form attached.)
Unitarian Society of Hartford Performance Review of Employee
Employee Name:____________________________________________________
Title of Position:____________________________________________________
Position Reports to:__________________________________________________
Date of Evaluation_________________________________________________________
Employee’s time in present position:_____________ Total time at USH:________
Evaluator’s name(s) and title:____________________________________________
It is the stated policy of the USH to conduct an annual review of each employee by their supervisor. This shall be done in writing and includes the employee’s self-appraisal, as well as the supervisor’s appraisal. The review will be placed in the employee’s file and a copy will be given to the employee.
The annual evaluation is an opportunity to review the past year together and set goals for the upcoming year. The structure of the performance review is focused on communication and is designed to allow the dialog to have real meaning.
Reflect on and discuss strengths and weaknesses. Qualities covered in the evaluation include (but are not limited to):
- meeting job objectives
- planning and organizing
- communication skills
- decision making and problem solving
- interpersonal skills
A Smart Goal should be ambitious, but something you want to do and maybe were planning to do anyway. The idea is to discuss it, make a plan with a timeline, and get credit for your accomplishment.
The objectives of my job are:
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My self-assessment for the 2025-26 church year:
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Action Plan for the Upcoming Year
Date: ____________________
Employee: ________________________________
1. Goal: Begin to define your goal concepts using SMART goal guidelines.
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Write a List of Actions: List as many ideas as possible – brainstorm but do not edit yet.
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Analyze, Prioritize and Prune: Review the above list of actions. What can be eliminated in achieving your Reality Goal Concept? Cross them out. What is essential to achieving your goal? Highlight these things. How will you evaluate your progress.
2. Create your plan:
During your meeting with HR or your supervisor, work together using the Googledoc SMART Goal form to organize your list of highlighted actions into a plan. What steps need to be taken to complete each action listed? Place your list of actions into sequential order. Review the plan once again to make sure you have not forgotten any necessary steps. Who will be responsible for each action? Who will be responsible for the completion of each action? Consider what resources (things, people, time) you will need to complete each action. List those.
Consider the timetable. How long will each action take? Give a reasonable amount of time. Assign a date for completion of each action.
3. Monitor and review:
Review progress toward goal, using the criteria you identified in your SMART goal to measure and evaluate progress. Set dates and times to review progress. What new information have you gathered? How does that impact your plan? Is it necessary to revise your plan (target dates, resources needed)? Who will meet, where, and when?
Who will meet? Where? When?
Defining Your SMART Goals
Based on your self-reflection and discussion, write a SMART goal for the upcoming year. Include how progress will be evaluated and a meeting schedule to review ongoing progress. In defining your goal, it is essential to set and follow some simple guidelines to assist you in setting SMART goals.
What is a SMART goal?
SMART stands for: Specific, Measurable, Ach
Each of these elements turns a vague intention into a goal you can actually achieve. This approach removes confusion, sets a clear deadline, and makes it easier to measure your progress (or adjust if things go off course). This is from https://www.uhs.wisc.edu/how-
Specific:
See clearly what it is you want to achieve
Have specific standards for that achievement
Write your goal down
Measurable:
Determine how to measure progress
What criteria can you use to measure goal achievement
Attainable:
Visualize realistic path for things you plan to accomplish this year
Consider obstacles
Rewarding and Relevant:
Clarify why you want to reach this goal – what is your motivation
Write down your reasons – use visuals if you want
Imagine how you will feel once the goal is reached
Timely:
Set specific time limit for goal achievement – deadline
Protection from procrastination or perfectionism
Write an Action Plan
Writing an action plan will greatly assist you in achieving your SMART Goal.
Clarify your goal:
Create a visual picture
Make it a SMART goal
Write a list of actions:
Brainstorm – write down all the actions you may need to take in order to reach goal
List as many ideas as possible
Do not edit during this phase
Analyze, prioritize and prune:
Review your list of actions to determine what is absolutely necessary – highlight those that are essential
What can be eliminated without consequences – strike them off your list
Organize your list into a plan:
Review each action and what steps need to be taken to complete the action
List the steps
Place actions in a sequential order
Assign responsibility for each action, i.e.: mentor or employee
Consider resources needed to complete each action
Think about how long it will take to complete each action
Assign a date of completion for each action
Review plan once again
Monitor and review
Review progress toward goal regularly, using the criteria you identified in your SMART goal to measure and evaluate progress
What new information have you gathered
Revise plan when necessary
