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Council Policy Manual: D. Human Resources The APA Policy Manual is a collection of policy actions taken by the APA Council of Representatives. This edition includes actions taken after 1960 and up to but not including August 2001. The texts included in the Manual are the texts of the actual motions passed by Council. I. EMPLOYMENT EQUALITY1. February 1993Council approved a motion that provides for a verbal summary of the APA Affirmative Action Report to be presented at each plenary session of Council; that Council receive a written report of actions taken to remedy concerns raised in the February 1993 report; and that such an update be presented at every August meeting of Council. 2. February 1995Council approved a motion providing that at the February meetings of Council, the APA chief executive officer will submit a written follow-up report and make an oral presentation as an "action response" to the recommendations of the Affirmative Action Report of the previous August. In so doing, Council will be better informed about the resolution of affirmative action issues within the Central Office and will be better able to make recommendations to expedite the resolution of such issues. II. GOVERNANCE STAFF INTERACTIONS1. August 1994On the recommendation of the Board of Directors, Council voted to approve the following motion concerning procedures for governance-staff APA interactions: [The text of paragraph 1 below has been altered to reflect amendments approved by Council in August 1995.] That the Board of Directors approve the following written procedures for adjudicating complaints against members regarding sexual or other harassment or discriminatory behaviors directed toward APA staff to be included in the American Psychological Association's Policies and Procedures Manual: 1) Complaints about sexual (or other prohibited) harassment or discrimination directed toward APA staff by APA members who are not also staff members should be presented to the Director of Human Resources, the Affirmative Action Officer or the Manager, Human Resources Operations. Employees who need guidance or assistance should contact one of these individuals immediately. Once a complaint is registered with any of the above individuals, the Director of Human Resources will concurrently notify the CEO or his/her designee and the APA's General Counsel of the complaint. The General Counsel, in collaboration with the Director of Human Resources, will determine whether an investigation is warranted. If so, an investigation will be conducted by the Director of Human Resources, under the supervision of the General Counsel, to gather all facts pertinent to the allegations of the complaint. The investigation will be conducted promptly and objectively. It will include interviews with the complainant(s), person(s) accused, and others as necessary. 2) The APA General Counsel has the authority to make a good faith effort to resolve the complaint through informal processes at any stage of the investigation. If these efforts fail, the General Counsel will have the following options:
3) A member who believes his or her rights were violated as a result of the investigation has the right to request consideration by the Committee on Constitutional Issues. 4) Every effort will be made to maintain confidentiality throughout the process, but total confidentiality cannot be guaranteed. APA will protect the privacy of both the complainant and persons accused in every way it can during the processing of the complaint and thereafter. 5) APA prohibits any form of retaliation against any employee for filing a bona fide complaint under this policy or for assisting in an investigation under this policy. Such retaliation will itself be considered the basis for disciplinary action. However, if after investigating a complaint, APA determines that the complaint is not bona fide or that an employee has knowingly provided false information regarding the complaint, disciplinary action may be taken against the individual who filed the complaint or who gave false information. Any retaliatory action of any kind taken against an individual who has made a complaint under this procedure is prohibited and will be the basis for a separate complaint and subject to disciplinary action. Further, that the Board of Directors direct staff to hold formal discussions at the consolidated committee meetings and November consolidated meetings in fall 1994 about appropriate governance-staff interactions from which written guidelines for appropriate governance-staff interactions can be developed and disseminated. 2. August 1995On the recommendation of the Board of Directors, the Board of Professional Affairs, the Board for the Advancement of Psychology in the Public Interest, and the Committee on Disability Issues in Psychology, Council voted to approve "Principles and Guidance in Governance-Staff Interactions" as provided below. Principles and Guidance Preamble APA has established several principles throughout its history regarding the roles and responsibilities of governance members and staff, some of which are listed below. The most recent principle was established in August 1994 by the Council of Representatives. Council passed a resolution to establish specific procedures for adjudicating complaints against APA members (who are not also APA staff members) regarding sexual or other harassment or discriminatory behaviors. These procedures have become part of APA's Policies and Procedures Manual. Council further directed staff to hold formal discussions with board and committee members and to develop written guidelines for appropriate governance-staff interactions. This document reflects review and comment by APA staff and by board and committee members. It is intended to provide broad parameters about expected behaviors and to develop a shared understanding and appreciation of the differences in the roles of staff and governance members. Association Rule 200-4 200-4.1 The chief staff officer shall assign staff to serve as liaisons to boards and committees. These staff shall inform themselves about the work of the board or committee and shall support the board or committee in the conduct of its business. The committee shall keep Central Office informed of its activities through staff assigned to serve as liaisons unless, in the opinion of the committee's chair, the matter is privileged. APA Policies and Procedures Manual Equal Employment Opportunity B.1.01 The American Psychological Association (APA) provides equal employment opportunities to all employees and applicants for employment without regard to race, color, religion, national origin, gender, age, sexual orientation, marital status, number of dependent children or the ages of the children, physical or mental disability (visible or nonvisible), or any other basis on which discrimination is prohibited by federal, state, or local law. This policy applies to recruiting, hiring, training, promotion, and all terms, conditions, and privileges of employment. Sexual Harassment B 8.01 APA in its effort to maintain a safe, fair, humane, and respectful working environment for all employees sets forth its policy regarding sexual harassment. The principles and practices described in this policy apply equally to harassment due to race, color, religion, national origin, age, disability, sexual orientation, or any of the other characteristics enumerated in B1.01. APA deplores such conduct and will not tolerate any acts that violate this policy. APA employees, agents, and supervisory staff are prohibited from harassing other APA employees on the basis of the enumerated characteristics. General Principle I Staff and members are professionals; all interactions should be on a professional-to-professional basis. 1. Harassment or intimidation of any nature is not tolerated. Civility, courtesy and mutual respect in all interactions are expected. 2. Relationships among professionals require equality. Requests made of one party should stand the test of reciprocity. 3. Over time relationships can often become more personal. It is important that mutual respect continue to be part of the ongoing relationship. General Principle II Staff's primary responsibility is to facilitate the work of the group; requests from board or committee members should relate to the goals of the group. 1. Staff are responsible for providing support for the board or committee. This includes, but is not limited to, making meeting arrangements, developing agenda items, working with chairs to facilitate meetings, acting as resources at the meeting, and carrying out and managing complex and extensive activities subsequent to the meetings. 2. Requests from members from staff that go beyond staff responsibility such as personal favors (i.e., picking member up at airport, making reservations for personal activities, etc.) are not appropriate, and generally will not be honored. 3. A member with a disability may request special assistance or a specific accommodation that may initially appear personal in nature, i.e., holding a door for a person in a wheelchair, carrying meeting materials for a person with a disability, or reading written material for a person who is blind or visually impaired. Such accommodations may allow the member with a disability to carry out functions or tasks consistent with the purpose of the meeting and may aid in that person's interaction or participating in the meeting. There are some requests that are personal in nature, i.e. a member asking for staff to pick up dry cleaning or arrange for tours of a popular local museum. Staff should always be at a personal level of comfort when providing a requested service or accommodation. Requests may be denied if determined personally inappropriate or clarified as inappropriate by senior staff. It is not the responsibility of the staff person to anticipate any personal accommodations or requests. General Principle III In meetings after regular working hours and in social situations, staff are still performing work-related duties. 1. Social functions and/or meetings outside regular working hours or outside regular meeting locations are characterized by more informal and sometimes personal interactions. It is important to remember that in these situations, staff and members are expected to remain professional and courteous. 2. Staff and members can view social situations differently. Members may find these settings a time to relax and to enjoy the company of others. For staff, these events are part of their professional obligations. It is important to recognize that individuals may experience these situations in different ways. General Principle IV All staff ultimately report to the CEO of APA and receive work instructions from their supervisor. 1. Members should recognize that work priorities for staff are set by the staff's supervisor. It is not appropriate for members to give work direction to staff, except in cases in which the chair directs implementation of decisions made by the board or committee. If members make an unusual and unreasonable request of staff, it is appropriate for the staff to notify their supervisor of the request. 2. If a project requires unusual resources from a specific staff person, the chair may contact the Executive Director to request that priorities be re-assigned, if possible. 3. Some staff may be asked to leave during executive sessions of the board or committee, however all staff may not be excluded without prior approval of the CEO or his/her designee, and without a member of the Board of Directors (which includes the CEO or his/her designee) being present during the executive session. Council Policy Manual: Table of Contents | Introduction | A. Elections | B. Awards | C. Membership | D. Human Resources | E. Ethics | F. Board of Directors | G. Divisions and State and Provincial Associations | H. Organization of APA | I. Publications and Communcations | J. Convention Affairs | K. Educational Affairs | L. Professional Affairs | M. Scientific Affairs | N. Public Interest - Part 1 | N. Public Interest - Part 2 | N. Public Interest - Part 3 | N. Public Interest - Part 4 | N. Public Interest - Part 5 | O. Ethnic Minority Affairs | P. International Affairs | Q. Central Office | R. Financial Affairs |
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