Creating a Policy Manual

According to (Zwell, 2000), “a policy can be defined as a set of a predetermined plan of action designed to act as a guide towards accepted strategies and objectives of a given organization. A policy manual therefore stands to be a kit for communicating ideas and information to employees. ” (p. 14). It is known to be the fastest method used by organizations in communicating management roles and guidelines to employees. It is a composition of employees’ wants and concern documented in black and white.

In addition, it is a policy guide that helps to communicate and announce the organizational structure and culture to employees by clearly spelling out the company’s investment plans and its future expectations from the employees. Policy manuals are of great significance in any institution and they are designed to assist both employees and the management team to run the organization. In their best usage policy manuals perform strategic roles in an institution .

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They are however, designed in light of a company’s objectives and mission statement and they become the medium through which management duties , intents business processes and plans are communicated and documented to all the staff (Wignaraja, 2002, p. 5). In his research findings, (Lanza, 1998), postulated that “carefully designed policy manuals and procedures save an institution countless hours and periods of the management time” (p. 12).

Consistent use of policy manuals by institutions is an evenhanded and fair means which reduces the management concerns on legal issues and problems pertaining an organization. It is of great importance that policy manuals should be made the first thing an employee is issued with immediately she /he reports on job. Basics things to consider in creating a policy manual The first and the most basic thing to consider in creating a policy manual is to first agree on the what kind of a policy are you planning to design and how does it differ from other procedures.

These two aspects are frequently used interchangeably and they do differ in many occasions depending on how they were applied (Rupert, 2002, p. 25). For simply drafted manuals, a policy only outlines what the management team wants the employees to do and a simple procedure is developed that explains to the employees the methods and procedures for performing the tasks given. The procedures given are comprehensive and they exactly describe how the task should be carried out and they also contain much more details about the tasks (Boynton, 2001, p. 40).

In yet another study, (Barry, 1999) found that “in the absences of such policies the baselines and boundaries relating to the organization’s objectives and mission statements would not exist” (p. 32). When designing policies it is therefore, very important to out line your mission and your objectives. These works as a compass direction that gives all procedures the right course or direction to take in order to achieve the intended goals and targets. According to (Selnow and Crano, 1987), “a mission statement should be a clear but a simple clause about your organization and who are you trying to serve.

It should however be a cultural reflection of the philosophies, values and beliefs of an organization” (p. 13). In addition, it should be very brief clear and specific so that each and everyone in the company can clearly comprehend it and therefore give a reflection of the objectives as steps towards achieving the mission of the company. In their research study, Paul and Pail, 1993 comprehended that “a well composed mission statement can give a cheap outline for deducing the organizational objectives.

Therefore it is true to conclude that a mission statement is a clear preliquisite in policy development just as strategic objectives are” (p. 3). Objectives on the other hand are like targets. They are goals and they direct the attention of the staff to keys factors in managing the institution. They assist in the process of defing unique ways towards enhancing the performance of individuals and the institution as a whole. Therefore objectives are designed to reflect the critical success of the organization (Fletcher, 1996, p. 25). What the policy Manual should contain

Apart from the company’s mission and vision statements, the policy should also cover personnel policies and general procedures including conduct of the office, meetings for sales, and terminations of contracts, office attire and vacations. It will be of great importance to also encompass some policies and procedures that have specific significance to the firm (Beeler, 1994, p. 19). These will include the following: Advertising; which covers the rules and guidelines concerning signage, language for advertising, when slogans and logos should be put into use.

Some advertisement samples should be illustrated to show what’s permitted and what is not. According to (Corby, White, 1999) “an acknowledge form is another requirement that should be included in the policy manual. The form should be presented to employees to sign as a prove that they have got the office policy manual and that they have comprehended the firm’s policies” (p. 10). Relationships or agency disclosure provides information for customers to evaluate several business relationships with the firm.

Business procedure encompasses the firm’s policies for giving offers, disclosure statements and delivering of paperwork (Suchan, 1995, p. 11). It should also contain information concerning other basic information of the company’s properties. Commission and fee structure should also be included. This comprises of splits, bonus plans, and entitlements to commissions as well as the mode of resolving inter office disputes as far as commissions are concerned. Do-Not-Call rules are important in the policy manual (Donnelly, 1991, p.

16). To safe guard the company from lawsuits due to failure to compliance with rules, you should come up with an office policy regardless of whether you are going to outsource services in order to assure the rules are adhered to. This should include the manner in which you are going to follow he set rules, training the employees to adhere on the rules, maintaining the do-not-call-list and the approach you will take to inhibit telephone solicitation to phone numbers on the list (Osigweh, 1987, p. 47).

E-mail communication will include computers, e-mail and solicitation of telephone as well as the internet use in the company. There should be rules concerning the sales representatives’ use of the firms name and logos on the web site and e-mails by giving rules that comply with the opt-in e-mail marketing and CAN-SPAM Act. Copy write issues should also be addressed here (Guffey, Helms, 2001, p. 31). The policy manual will have, in addition to these, include Ethical standards by providing a copy of the code of Ethics followed by an explanation of the way of filing an ethics complaint.

In yet another research study, (Levinson, 2000) argued that “equal opportunity in the policy manual will be expressed by a statement giving the firms stand. The statement should express how the company is committed to equal employment opportunities” (p. 20). This should apply to all applicants, employees and independent contractors regardless of their race, religion, sex, nationality, age and disability. It is essential that the policy manual explains clearly on who carries the responsibility for Board dues, MLS fees and fees on education.

Also to be included in expenses is information on overhead costs which may include local and long distance calls, postage and photocopying (Lund, 1998, p. 4). The policy manual will elaborate on independent contractor Agreement that says that sales representative will be compensated on commission basis only, that he is not an employee and that he or she will be carrying out business according to the state’s laws and regulations.

Legal assistance if needed to handle sales associates and lawsuits, threats of action, arbitration as well as code of ethics and license law violations should be explained in the policy manual (Layne, 1989, p. 12). Other requirements to be in the policy manual includes information about errors and omissions (E&O) liability insurance, professional memberships, periodic employees review, personal assistance policy, sexual harassment where to report it and necessary procedures to be followed if it is alleged and the company’s work privacy which includes access to performance and medical records, alcohol and drugs testing.

How the manual should be produced and where should it be placed. In their proposal, (Turk, Kirkman, 1999) argued that, “you should decide how to write the policy manual depending on the size of your budget and the availability of a core manual to draft from. You should buy a manual, revise and frame it to suit your expectations” (p. 74). A human resources consultant can also be outsourced to draft it. This copy can also be borrowed from another company as guide to draft your own.

If your company can’t outsource a consultant, it can be assembled from existing policies and procedures which are in line with the states laws. An attorney will also be required to review it before printing. The manual should be placed so that everyone can have access of it within the company and in the website (James, 1990, p. 17). Reference Barry Eckhouse (1999) Competitive Communication: A Rhetoric for Modern Business. Oxford: Oxford University Press, pp. 32 Beeler Cheryl (1994) Roll out the Welcome Wagon; Structuring New Employee Orientations.

Public Management, Vol. 76, pp. 19 Boynton Randall (2001) Running on Manual. Security Management, Vol. 45, June, pp. 40 Corby Susan & White Geoff (1999). Employee Relations in the Public Services: Themes and Issues. London: Routledge, pp. 10 Donnelly John (1991) The New and Improved Industrial Security Manual. Security Management, Vol. 35, July, pp. 16 Fletcher William (1996) The Painless Path to Policy Revision. Security Management, Vol. 40, pp. 12 Guffey Cynthia & Helms Marilyn (2001).

Effective Employee Discipline: A Case of the Internal Revenue Services. Public Personnel Management, Vol. 30, pp. 31 James Hershauer (1990) Information Systems for Managers in a Global Economy. Business Perspectives, Vol. 4, pp. 17 Lanza Richard (1998). Take My Manual Audit, Please. Journal of Accountancy, Vol. 185, pp. 12 Layne Stevan (1989) A Closer Look at Hiring and Firing. Security Management, Vol. 33, pp. 12 Levinson Nan (2000) How to Sharpen Your Business Writing Skills. New York: American Management Association, pp. 20

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