Welcome to the IPMA-HR HR Resources page, designed to give our public sector HR professional members quick and easy access to critical, time-saving “best practices” and peer-provided solutions specific to their own challenges. These resources keep our members current on trends and developments within the profession. HR Resources provides quick and easy access to sample policies and RFPs to help solve unique challenges within human resources.

Members can now earn points toward recertification by submitting policies and programs for inclusion in the database. Qualified members will receive one point per submission per year, for a maximum of three points toward recertification.

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Policy Topics

  • Finance Department Staffing Experience 2018

    City of Alexandria

    A look back at the Finance Department's huge year recruiting in FY 2018, including a comparison of recruitment volume for all City departments for the four fiscal years from FY 2015 to FY 2018.

    • Topics
  • Remote Work Program

    City of Rancho Cucamonga

    The Remote Work Program (RWP) is a management tool that may be used to increase productivity and morale of employees, boost efficiency in the use of space, reduce operational costs, lessen the environmental impact of vehicle travel, and accommodate special needs of employees.

    The City encourages the use of the RWP where it will be to the mutual benefit of employees, the City, and the City’s stakeholders. The RWP is not an employee benefit intended to be available to all City employees, rather, it is a work option used at the supervisor's discretion, such as flexible work schedules and alternate work schedules. The purpose of this program is to define remote work guidelines and procedures

    • Personnel
    • Retention
    • Topics
  • City Hound Program

    City of Rancho Cucamonga

    The City Hound Program is pilot program allowed under Section VII of the City’s Service and Support Animals Policy. City Hound allows employees to bring in their dog to work on a regular basis. The Human Resources Department will review this program at six months in February of 2020 and again in a year in September of 2020 to determine its efficacy.

    • Retention
    • Compensation
    • Health
    • Topics
  • Dress for your Day Policy

    City of Rancho Cucamonga

    The purpose of this policy is to allow City employees to safely perform their job, while maximizing comfort and maintaining an appropriate and professional image. The City trusts its employees to provide superior service to internal and external customers without feeling obligated to dress in traditional business casual attire day after day. While maintaining your professionalism remains important, the City will provide employees the option to "Dress for Your Day'' - everyday.

    • Retention
    • Topics
  • Baby on Board Program

    City of Rancho Cucamonga

    It is the policy of City of Rancho Cucamonga to provide a positive work environment that recognizes parents’ responsibilities to their jobs and to their babies by acknowledging that, when an baby is able to stay with a parent, this benefits the family, the employer, and society. The City of Rancho Cucamonga’s Baby on Board Program (“Program”) encourages new mothers or fathers to return to work sooner by allowing the new parents to bring their baby to work with them until the child is 6-8 months old, or begins to crawl, whichever comes first.

    • Retention
    • Health
  • Workplace Violence Prevention and Response Policy

    City of Rancho Cucamonga

    The City of Rancho Cucamonga has developed specific guidelines for all employees regarding workplace violence. These guidelines must be followed not only to deter the potential of violence, but also to ensure that the City is taking measures to address and mitigate any occurrences. Each City employee shall sign and follow the "City of Rancho Cucamonga Workplace Violence Prevention and Response Policy."

    • Topics
    • Conflicts
  • Check-in Performance Evaluation Policy

    Prince George's County Memorial Library System

    The Check In performance evaluation provides a means for discussing, planning and reviewing the performance and expectations (goals) for each employee.

    • Personnel
    • Retention
    • Topics
  • Check-in Performance Evaluation Procedures

    Prince George's County Memorial Library System

    While there is no schedule for the Check Ins, the overall process is designed to occur from employee anniversary date to anniversary date. Managers and employees should discuss proposed expectations and outline them in a written format prior to their anniversary date. Expectations should be reviewed, referenced, and adjusted as appropriate throughout the year. The basis of effective feedback is ensuring a shared understanding of the expectations, both what needs to be accomplished and how. The frequency of Check Ins are to be a minimum of quarterly but could be more frequent depending on the nature of the work being done and workflow of the unit. For example, employees who work on projects might have their Check Ins based on the project timelines and not on quarters or months.

    • Retention
    • Personnel
    • Topics
  • Individual Expectation Plan

    Prince George's County Memorial Library System

    The Library seeks to model a high performance culture that encourages, supports, and invests in the development of its staff. Performance review is an ongoing process to ensure that employees are staying current, if not one step ahead in their duties and mission-critical competencies.

    • Retention
    • Compensation
    • Topics
  • Succession Plan

    Land of Lincoln Goodwill Industries (LLGI)

    Purpose

    LLGI Board of Directors and leadership recognize that changes in management are inevitable.  LLGI has established a succession plan to provide continuity in leadership and avoid extended and costly vacancies in key positions.  LLGI’s succession plan is designed to identify and prepare candidates for high level management positions that become vacant due to retirement, resignation, death or new business opportunities.

    • Retention
    • Hiring
    • Personnel
    • Topics
  • Executive Compensation Project

    Land of Lincoln Goodwill Industries (LLGI)

    Land of Lincoln Goodwill Industries (LLGI) is a growing organization.  When I started here in September 2006, there was no HR infrastructure in place.  Over the next 10 years, a true HR system was developed, however, a true compensation program was not a part of that.  Many years, we struggled to provide pay for our entry level employees at minimum wage.  Salaries were established based on labor market information, internal comparables and ability to pay.  As a result, we had no compensation philosophy for the organization as a whole and no executive compensation program for the same reason, and also because of disinterest by the Board of Directors in establishing one.  

    • Topics
    • Compensation
  • Drug and Alcohol Testing Policy and Program

    Land of Lincoln Goodwill Industries (LLGI)

    Land of Lincoln Goodwill Industries, Inc. (LLGI) is firmly committed to providing a productive, safe and healthy work environment. The use, misuse or abuse of illegal drugs, abuse and misuse of alcohol, prescription drugs and lawful products (including cannabis on any local or state level), adversely affects those objectives by increasing absenteeism, lowering productivity and quality and most of all, jeopardizing the health and safety of our service participants, employees, customers, donors, and all others who conduct or transact business with us.

    The following policy and testing program requires compliance by all employees who are not subject to the U.S. Department of Transportation Regulation on drug testing, as a condition of employment and continued employment with LLGI.

    • Hiring
    • Health
    • Topics
  • Drug and Alcohol Free Workplace

    Contra Costa Water District

    To confirm the District's commitment to employee and public safety with a drug and alcohol free workplace, and to comply with applicable state and federal laws.

    • Health
    • Topics
  • Sick Leave Policy

    Contra Costa Water District

    To provide clear procedures for the consistent and wairnnted utilization of sick leave in compliance with legal mandates, memoranda of understanding, and employment agreements.

    • Health
    • Topics
  • Equal Employment Opportunity

    Contra Costa Water District

    PURPOSE:
    To set forth the policy of the Contra Costa Water District (District) concerning Equal Employment Opportunity for applicants, employees, and contractors, as well as the policy prohibiting work-related discrimination, harassment, retaliation, and abusive conduct.

    • Hiring
  • Professional Development Temporary Assignment Program

    City of Roanoke, VA

    The purpose of this document is to provide guidance for the city’s Professional Development Temporary Assignment Program (PD-TAP). PD-TAP is a career developmental program in which an employee is temporarily assigned to an office to support special tasks, projects, and/or to temporarily fill a vacant position, also referred to as “stretch assignment”.

    This program seeks to enhance and develop the knowledge, skills and abilities of city employees by educating them in other areas of their department or within the city organization and to different types of work in order to facilitate development and growth of our workforce. If an office is experiencing a shortage in a particular competency or is in need of extra support in order to produce a specific project or to provide a specific service, this program may be used as a tool to temporarily increase that office’s capacity as long as the learning and development of the employee remains the primary objective of the assignment.

    • Hiring
    • Topics
  • Professional Development Temporary Assignment Program Handout

    City of Roanoke, VA

    Professional Development Temporary Assignment Program (PD-TAP) is a career developmental program in which an employee is temporarily assigned to an office to support special tasks, projects, and/or to temporarily fill a vacant position, also referred to as “stretch assignment”.

    • Hiring
    • Topics
  • Diversity & Inclusion Report

    City of Roanoke, VA

    Historically, the organization reviews employee demographic data on an annual basis. This information is typically limited to measurement of gender and race among new hires, promotions and terminations within a 12‐month period. As we now have accumulated data from 2008 to 2018, we were able to survey the current trajectory. This report contains a statistical review of the City’s historical experience as well as a report of the current situation. It contains administrative activities such as recruitment efforts, training efforts, and efforts made by the City Manager’s directorate. Overall, we have strived to evolve our diversity and inclusion efforts to being purposeful, and away from compliance and conventionalism.

    • Topics
  • Step Challenge

    Ramona Municipal Water District

    Many District employees already enjoy walking, hiking and running rural trails and roads throughout Ramona and San Diego County. As a wellness initiative, we’d like to reward those who participate in healthy habits like these by holding a monthly “Step Challenge” raffle. Our hope is that this will encourage all employees to exercise regularly and bring an awareness to the benefits of staying active.

    • Health
  • Internal Standards

    USDA NFC

    Purpose

    The purpose of this Internal Communications Standard is to clearly define how we at the National Finance Center (NFC) Human Resources Management Staff (HRMS) communicate with our clients, and how we communicate internally with each other. There are several basic principles that we follow within HRMS.

    • Personnel