The COmpendium
Clark Outsourcing Employee Handbook
CO People Management
“A genuine care for people.”
Version 1.0
Welcome to Clark Outsourcing 4
Using this book 5
Terms of Employment 7
Training Bond 8
Employment Contracts 9
Confidentiality and Non-Disclosure Agreement 10
Staff ReassignmentStaff Reassignment 11
Temporary Layoff or Furlough 12
Separation 12
General Work Policies and Procedures 13
Onboarding Policy 13
Offboarding Policy 14
Client Staff Communication and Reporting Policy 15
WYS Attendance Policy 16
Attendance Rules 17
Working Hours and Rest Periods 18
Break Times 19
Smoking Policy 19
Absence/Tardiness Notification Policy 20
Locker Policy 21
Bonus from Clients Policy 22
Workstation Equipment Policy 22
Equipment Responsibility Policy 23
Dress Code 24
Slack Chat Policy 25
New Normal Policy 26
Compensation and Benefits 27
Compensation 27
CO Benefits 31
Leaves 35
Holiday 37
Overtime 39
Health Insurance Benefit or HMO 40
Retirement Benefit 41
Educational Loan Benefit 42
Salary Loan Benefit 43
Standards of Conduct & Corrective Action Policy 44
Complaint Resolution Policy 45
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Receipt and Acknowledgment of
Clark Outsourcing Employee Handbook
I, the undersigned, acknowledge receipt of the Employee Handbook (First Edition) for the employees of
Clark Outsourcing. I understand that the policies and benefits described in it are subject to change and
may be done so by Clark Outsourcing at any time for reasons it deems fit.
I further understand that my employment with Clark Outsourcing is governed by the following agreement:
1. That I agree to diligently perform the duties and responsibilities pertaining to the job which I have
been hired for and other such duties that the management may assign from time to time.
2. That I shall faithfully comply with the company rules and regulations and meet the standards of
performance prescribed by Clark Outsourcing, to qualify for regular employment.
3. That it is understood that in case of resignation, a thirty (30) days prior written notice of intention
to resign should be given to the Management.
4. That it is understood that if, at any time, I am found unqualified or unfit for employment after due
process and careful evaluation of my work performance vis-a-vis the prescribed standards of
performance, Clark Outsourcing may, in its exclusive discretion, lay me off.
Confidential Information
I am aware that during the course of my employment confidential information will be made available to me
(i.e. product designs, marketing strategies, customer lists, pricing policies and other related information,
etc.). I understand that this information is proprietary and critical to the success of Clark Outsourcing and
must not be given out or used outside of Clark Outsourcing's premises or with non-Clark Outsourcing
employees. In the event of termination of employment, whether voluntary or involuntary, I hereby agree
not to utilize or exploit this information with any other individual or company, or else risk litigation.
___________________________________
Employee's Printed Name & Signature
_________________________
Position
_________________________
Date
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Welcome to Clark Outsourcing
You have joined one of the country’s fastest-growing one-stop shop BPO for small to medium
size businesses. Whether you come to the company as an assistant or a supervisor, a technical
specialist or an associate, or director, please know that you play an invaluable role in the life of
our organization. We hope that you will find your stint here at Clark Outsourcing as a fruitful and
rewarding experience.
This handbook was prepared by the People Management Department to acquaint you with the
various HR policies of Clark Outsourcing. It is intended to give you a better understanding of
your responsibilities and the conditions under which you work. In a nutshell, it contains a brief
history of the organization, a description of its mandate, functions, and operations, and the rules
and regulations governing the workplace. This handbook should answer the questions most
frequently asked by employees and serve as a "ready reference" for you. Your supervisor or
account manager can help you with any questions you have that are not answered here.
We are pleased to have you as part of Clark Outsourcing. Our People Management team is
what makes this organization truly the company of choice.
Sincerely,
RUSSELL MEISELMAN
President
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Using this book
This handbook replaces and supersedes all prior employee handbooks regarding employment
or People Management (HR) matters effective as of October 1, 2020. The policies and practices
included in this handbook may be modified at any time. The entire content of this handbook is
available through the company’s trello at
https://trello.com/b/jEoow60I/the-compendium-co-employee-handbook. You will be informed as
soon as possible when this occurs.
Your account or department may have additional specific procedures outside the general
policies stated in this handbook. You are expected to learn your account’s or department’s
procedures and comply with them. You are also expected to conform to the professional
standards of your occupation. Please direct any questions or any other concerns to your
supervisor, accounts manager, or to the People Management department.
This handbook is intended for use by all employees of Clark Outsourcing. It is presented for
information purposes only.
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The Lead Tree Int Corp doing business under the name and style of Clark Outsourcing
Clark Outsourcing is an American owned and operated business process outsourcing company
strategically located in the heart of the Clark Freeport Zone in the Philippines. CO started in
Orlando, Florida in 2003 under the name of Lead Tree doing lead generation for mortgage. In
2013, Lead Tree officially came to the Philippines doing the same lead generation services and
other contact center type of work. The company grew in a few years and was able to cater to
many other industries and transitioned to a full-service Business Process Outsourcing company.
Our Vision
Clark Outsourcing strives to make a huge impact on small to medium enterprises in any
economy. The partner that you can always call upon.
Our Mission
Our mission is to bring the world of specialized resources, that were previously only available to
large firms and the Fortune 500, to small and mid-sized companies. We will deliver success by
providing highly driven people who will treat their business as their own and other business
inputs that promote continuous improvement to achieve maximum competitiveness.
Our Core Values
True Win, Win, Win Attitude
“Your success is our success” is our catchy slogan. The truth is we believe it to the core.
Professionals are employed by us or outgrow us. Clients partner with us or move on from us.
The most valued thing we bring to this world is the care and desire to see those whom we are
so lucky to connect with, actually succeed. No strings attached.
Transparency
Integrity, honesty, sincerity, trustworthiness; all words to describe a solid character. We believe
in full transparency from the board of directors to the custodian. Without true transparency we
are no longer a living, breathing, growing organism we call our company; we become a cold
lifeless machine that will eventually become redundant and die.
Action
Put your head down, keep your mouth shut, and let your actions speak for you. A long-lived
virtue taught to us by our parents; which was taught to them from theirs. A company is useless
without those whose actions, blood, sweat, and tears do all of the talking for them.
Passion
People say dedication is an attribute worth acquiring. Dedication loses zing, fire, and
excitement. Passion, however, never dies. Passion for what you do is the key to open endless
doors.
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Terms of Employment
● Recruitment, Selection, and Placement
Clark Outsourcing uses a number of methods to encourage qualified persons to apply for
jobs. Depending on the type of position open and the labor market that qualifies,
recruiting efforts may be local or expanded. For regular positions, the prospective
employee should at least meet the minimum position qualification requirements set by
Clark Outsourcing Qualification Standards. Clark Outsourcing Qualification Standards
are a set of competencies needed to perform satisfactorily the responsibilities of a
certain position. This includes but is not limited to education, experience, training, and
personality traits.
As far as practicable, hiring preference is given first to employees working for the
company. This is to provide opportunities for employees for their career growth. They will
however still have to meet the minimum qualifications set for their applied positions. For
client staff working under a specific client, transfer policies are discussed under staff
reassignment.
● Employment of Relatives
It is the policy of Clark Outsourcing that no employee may hire or cause to be hired, nor
supervise, any relative of the employee otherwise employed by the company within the
third degree of consanguinity or affinity, except with the prior approval of the CO upper
management.
● Outside Professional Engagement
A private professional engagement refers to a project entered into by an employee
whereby he performs some professional work for an individual or entity other than Clark
Outsourcing.
Clark Outsourcing employees are enjoined to devote their full professional time and
expertise to working for the company. Before accepting any outside professional
engagement, you should discuss the matter with HR to obtain clearance.
The required clearance is solely for the purpose of enabling the company to determine
whether the private professional engagement involves conflicts of interest and whether it
will, in any way, impair or diminish the efficiency and productivity with which the
employee concerned performs his professional duties at Clark Outsourcing.
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● Employee Classifications
Internal Staff- an employee that works for Clark Outsourcing and does not report
to a client/customer
Client Staff- an employee that reports both to Clark Outsourcing and the
client/customer
● Employee Ranks
Managerial Employee -refers to an employee who is vested with power or
prerogatives to lay down and execute management policies and/or to hire,
transfer, suspend, lay-off, recall, discharge, assign or discipline employees
Supervisory Employee -refers to an employee who, in the interest of the
employer, effectively recommends managerial actions if the exercise of such
authority is not merely routinary or clerical in nature but requires the use of
independent judgement
Rank-and-file Employee- refers to an employee who does not fall under the
definition of managerial and supervisory employee.
Training Bond
Clark Outsourcing values the needs of its employees for continuous professional growth
and learning.The company seeks to identify and reinforce educational, training and
development opportunities geared towards optimum improvement of employees’ job
performance and competencies in current and/or prospective positions. It aims to
continuously update Clark Outsourcing employees’ skills and other competencies to
deliver success to themselves and guarantee success to their clients.
Employees are advised to ask permission from their supervisor before attending certain
training/workshops to check with their training development plan.
● Training and Seminars
The company can offer various training opportunities for employees both for skills
relating to their position and for personal development/improvement. Outside seminars
may also be available either through invitation and sponsorship or upon the
recommendation of the employee’s immediate supervisor and/or the client. Clark
Outsourcing acknowledges that training is an important business investment and like all
investments, companies expect considerable returns. These returns can be measured in
terms of the amount of time the employee is able to utilize the new skill at work, hence
Clark Outsourcing will require employees to enter into an agreement for the employees
to return the investment through service tenure.
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● Training Agreement
Training bond is the amount to be repaid by the employee to Clark Outsourcing
representing the actual cost of the training or seminar in case of failure to finish the
training/seminar course without valid reason, termination for a cause, resignation prior to
completion of the training/seminar period, or resignation shortly after finishing the
course.
Following are the conditions that the employee needs to consider based on the
agreement:
● Commitment to the Company while on training and within the timeframe of the
agreement.
● Any tasks undertaken by the employee while on a bond will have the purpose of
promoting the employee’s competence, understanding and familiarity on the
agreed learning objectives
● The employee will be under an obligation to Clark Outsourcing to make
satisfactory progress on the training period, such progress will be agreed
between the Company and the employee.
● The employee will be expected to reach a reasonable standard of competence
and performance for each task for which he/she has been trained.
● Understand that the training contract / letter of agreement (LOA) is not an
employment contract.
Employment Contracts
An employment contract is a signed agreement between an employee and employer
encompassing the working relationship between them. It states the terms of employment fit to
the employee type to avoid confusion or future disputes, which includes job position and status,
job description, work schedule, working conditions, salary package and benefits, length and
condition of probationary period, code of conduct, employee grievance mechanism, and other
company policies that may apply. The employment contract upholds the right to security of
tenure which supports the aforementioned statements.
The following are categories of employment arrangements that are based on the nature of
employment of an employee with the employer:
1. Probationary Employment- T his category is where an employee’s employment is
subject to a period of not more than six (6) months unless agreed upon to be
extended. This will serve as the training period wherein an employee will be
observed and assessed through evaluation for his or her suitability for a Regular
Employment otherwise, the employee will be terminated if he or she fails to qualify
for regularization.
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2. Regular Employment- T his category is where an employee successfully passed the
assessment to be qualified as a regular or permanent employee. Employees with
regular employment can be terminated only for just and authorized causes and after
due process is done.
3. Fixed Term or Contractual Employment (Contractor Agreement)- T his category
is where an employee’s work is necessary or desirable in the business of the
employer and is predetermined in terms of date of completion or where the
employment has a specific date of termination.
4. Casual Employment- T his category is where an employee’s work is necessary or
desirable in the business of the employer for a definite period made known to him or
her at the time of engagement. After a year of employment in the same company
whether continuous or broken, the casual employee will be considered as regular.
5. Project-based Employment- T his category is where an employee’s work is
necessary or desirable in the business of the employer until completion of the project
agreed upon engagement.
6. Seasonal Employment- T his category is where an employee’s work is necessary or
desirable in the business of the employer and is seasonal in nature and the
employment is for the duration of specific season.
Due to the nature of the outsourcing business, client staff employment with Clark Outsourcing is
congruent with the client's need for an employee. Client staff employment contract is also
terminated if the client opted to terminate the service contract with Clark Outsourcing or the
services of the client staff.
Clark Outsourcing People Management Department will evaluate client staff performance,
competencies to determine if the staff is eligible to be reassigned to other accounts or clients to
ensure the continued employment of the staff.
Confidentiality and Non-Disclosure Agreement
● Clark Outsourcing employees are responsible for making certain that any confidential,
technical or business information must not be disclosed outside the company.
Throughout the course of an employee’s tenure with the company, employees may
acquire and access confidential information regarding the Company and its clients.
Confidential information is any non-public or proprietary information that employees may
obtain as a result of their employment and if such information is shared, posted,
forwarded, or disclosed in any medium, and is used against or causes harm to the
Company, its officers, and its reputation, Management will take action to the maximum
extent permitted by applicable laws.
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● Confidential information may include but not limited to: trade secrets, internal
documents, financial and expense statements/reports, client and customer data and
processes, strategy plans, employee salary information, software programs, etc.
Staff ReassignmentStaff Reassignment
Clark Outsourcing, as a global company, works with different clients from different parts of the
world. Employees working for a client shall have a dual reporting responsibility to the client and
of course, Clark Outsourcing.
.
● Transfers
Position transfers involve a change of job position, from one department to another,
within the same rank or classification. A classification transfer is an appointment to a
position within a different classification. In most cases, the employees are given five (5)
calendar days notice of the change. Before a transfer between departments is made,
approval of both department heads shall be required. The employee will need to sign an
Addendum for change of job position.
● Client or Account Transfers
Client transfers is when a client staff is being transferred from one client to another for
any unavoidable circumstance. This may include a change of contract that amends the
client’s account, job position and responsibilities and other employment conditions.
Since the client’s staff contract is co-terminus to the client’s contract with Clark
Outsourcing, the employment contract is terminated upon termination of the contract of
the client with Clark Outsourcing. In the event of termination, the client staff will be
terminated and will be evaluated for a client transfer. The client staff will usually undergo
necessary assessments and a series of interviews to secure a new job offer from a new
client.
Client staff requesting for a client transfer is NOT allowed. Any terminations (voluntary
and involuntary) thereof, a cooling period of 90 days shall be followed before the client
staff can apply to Clark Outsourcing again.
Clark Outsourcing reserves the right to transfer client employees to a different client
without prior notice. Provided that Clark Outsourcing places the staff to a different client
that offers the same compensation or higher.
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Temporary Layoff or Furlough
Layoff is the temporary suspension of employment of an employee . Layoff is not usually related
to employees performance, but may relate to economic status of the country or the company's
need to reorganize itself. Clark Outsourcing does not discriminate against employees with any
of the following such as gender, civil status, family status, age, disability, religious belief, etc. in
selection of employees to be put in layoff status. Employees being placed under layoff status
are usually being given 30 day notice prior to the start of their layoff status.
Separation
Resignation means the disengagement of the employee from Clark Outsourcing, which may
either be initiated by the company or by the employee.
Employee-initiated separation is commonly termed as resignation. An employee may terminate
without just cause the employee-employer relationship by serving at least one (1) month in
advance, complete the clearance procedures, and go through an exit interview.
Clark Outsourcing may terminate an employment for any of the following causes:
● Serious misconduct or willful disobedience by the employee of the lawful orders of the
company in connection with his work.
● Gross and habitual neglect by the employee of his duties.
● Fraud and willful breach by the employee of the trust reposed in him by the company.
● Commission of a crime or offense by the employee against the duly authorized
representative of the company.
● Other causes analogous to the foregoing
Employees, who have voluntarily resigned and wish to be re-employed by Clark Outsourcing,
either in their former capacity or in a different capacity, will be considered along with other
applicants on a case-to-case basis.
Generally, employees who are given preference for rehire are those who:
● Resigned voluntarily
● Gave proper resignation notice in writing
● Met performance expectations
Rehire is based on the availability of openings for which the employee is qualified. Other
applicants will also be considered, and the most qualified applicant will be selected. Other terms
and conditions of employment will be decided at the time of hire: e.g., pay, title, and work
location.
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General Work Policies and Procedures
Onboarding Policy
Pre Employment Screening and Requirement
● In order to create a safe and secure workplace and to ensure that Clark Outsourcing
employees are qualified to perform the jobs for which the company hires them, Clark
Outsourcing conducts pre-employment screening, including criminal background checks,
on all CO new hires.
● All new hires are required to submit all pre-employment requirements before the start
date stated on their job offer letter.
○ Government Documents (need to submit immediately)
■ SSS (E1 or ID)
■ TIN ID / TIN Number verification slip
■ BIR 1902 or 2316
■ Philhealth ID / Philhealth Form
■ Pag-ibig loyalty card / Pag-ibig Form
○ Personal Documents (need to submit immediately)
■ Birth Certificate
■ 1 pc 2x2 picture
■ NBI Clearance/Police Clearance
■ Barangay Clearance stating that you are not PUM or PUI or Health
Certificate from Rural Health Unit (very important if you will work at the
office)
○ Valid IDs: (need to submit immediately)
■ Philippine Passport, UMID, Driver’s License, PRC, Voter’s ID, Postal (Any
2 of these)
○ Other Relevant Documents (to follow):
■ Resident Visa, ACR Card (For foreign employment)
■ Marriage Certificate and Birth Certificate of Children (If married)
■ TOR
● In the event that a start date is urgent, the staff will be given 30 days from the start date
to complete the submission of their pre-employment requirements. Otherwise, automatic
work suspension without pay will be implemented up to and including termination of
employment contract. An agreement to submit pre-employment requirements will be
signed by the staff before their start date.
● Suspended new hires due to the failure to submit pre-employment requirements will be
given up to five business days to complete the said requirements. Otherwise, the
employment contract will be automatically terminated.
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● New employees' salary for the first 30 days will also be held pending complete
submission of the pre-employment requirements.
● All job offer letters and employment contracts are contingent upon the completion of the
pre-employment screening process and submission of pre-employment requirements.
● All new employees are required to attend the company orientation administered by the
People Success Department (T&D) and onboarding discussion with their respective
account managers.
Onboarding Requirements
● During the employees first month of employment and training, the daily Training
Feedback Form must be completed daily for the first two weeks and weekly for the last
two weeks. This feedback form will not only help the employee improve their work
performance but it will also help Clark Outsourcing and the client improve their training
processes.
● A 30-day employment satisfaction survey will also be conducted thirty days after the start
date.
● The People Management department along with the Account Managers will always be
available to help and guide new employees.
Offboarding Policy
● The People Management Department is hereby reminding employees regarding the
Offboarding Policy, whether that an employee resigns or got terminated due to just and
authorized causes they are still responsible to undergo the offboarding process, in order
for them to get cleared from the company and claim whatever is due to them.
● For RESIGNATIONS, the employee must submit a resignation letter with the complete
details: date of effectivity, reason, and signature must be attached. And, for
TERMINATIONS, the employee has 2 options whether to agree and sign the document
served to them by an Employee Relations staff or just sign the Refusal to Sign form in
case refusal arises.
○ Resigning employees are required to give a necessary notice period in line with
the employment contract terms and conditions.
○ Resigning employees are required to attend an exit interview or answer the exit
survey with People Management ER handling the employee’s offboarding.
● On the last day of work, the employees are required to surrender all necessary loaned
equipment along with the assigned company email accounts, company ID, HMO card,
locker key, and any other work-related item.
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● Once employees are able to surrender all the above said items, the 30 days processing
back wages will start. Within but not exceeding the 30 days period, the last-pay
computation which includes unclaimed salaries, Service Incentive Leave credits,
severance/separation pay if any, and deductions to be made in case they owe the
company, will all be made known to them before crediting their last pay. Once the
last-pay computation is reviewed and signed, employees shall receive a notification
when their last pay check is ready to be claimed.
● The Quit Claim Waiver will be presented thereafter and is also needed to be signed by
the employees before they receive their Certificate of Employment and BIR 2316 form.
● Failure to comply with the aforesaid will result in the delayed issuance or putting on hold
of last-pay.
Client Staff Communication and Reporting Policy
● Clark Outsourcing wants to ensure that all employees are happy and the company
provides all the tools needed, not only for the client’s success but also to help
employees succeed. To do that, the company needs to be sure to keep the promise to
the clients by not bothering them with anything HR, Administrative, or IT related. Hence,
employees should be aware of their reporting responsibility and follow the proper
procedures in escalating issues and communicating with clients.
HR Related
● Attendance → Leaves, sick days, lates, etc.
● Conflicts → Issues with other staff, issues with manager, issues with anyone
● Benefits → Any gov. benefit issues, any work hour issues, any and benefits
● Office → Anything office-related like; water, seat, work station, quiet space,
kitchen, etc.
● Evaluations → HR will handle all evaluations, raises, and or other bonuses
● Pay Related
● Payroll Disputes, Over-Time, anything money related
● IT Related
● Equipment → PC, Monitor, Keyboard, mouse
● Software → If you need to download something or need access to something
● Internet → If you need access to a certain website, or need more bandwidth
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Account Managers or Immediate Supervisor
● Work Assignments, Projects, Deadlines, Performance Feedback, or Tasks
WYS Attendance Policy
● Clark Outsourcing uses WYS as a timekeeping system to track employees’ time
and attendance for pay purposes. The consistent use of WYS to capture work
hours will ensure that employees are paid accurately and avoid payroll disputes.
● Pay disputes with employee’s negligence from updating their WYS attendance
will be dealt with seriously. Also, the reimbursement process may take longer to
make way for careful investigation and disciplinary action.
● All employees are required to clock in/out on time and on a daily basis and
review hours worked as reflected on employee WYS portal and should be
responsible for work time integrity and accuracy.
● Employees are advised to check their daily attendance by logging in on their
employee WYS portal and must report any inconsistencies. Employees may
check the following using the said portal:
○ Shift Schedule Plotted
○ Leave Application
○ Daily time in and out
○ OT Pay application
○ Out of office work
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● It is important for employees to familiarize themselves with WYS user interface
and functionalities. If additional training is needed, employees should inform HR
immediately to schedule necessary training.
● Any form of dishonesty will not be tolerated and will be subject to disciplinary
action as stated in this employee handbook.
Work From Home Feature (New Normal Policy)
● This feature was added for all employees that work from home. The function allows the
employees working from home to login on WYS portal right within or before their
schedule and punch out after the shift has been completed.
RFID (New Normal Policy)
● This is a proximity card that allows the employee to login on the biometrics without using
a fingerprint. The card has the information of the employee which serves the
identification card.
Training Link
● The training link below provides a comprehensive tutorial on how to use the employee
WYS portal.
● https://docs.google.com/presentation/d/1-nWhESDLWAfFBjhb_nz10t2v-jh2ngH42XNVbs
axJyc/edit#slide=id.g5bd4d96594_0_1597
Attendance Rules
Clark Outsourcing has set an attendance rule that will be clear to employees so that they may
be guided accordingly.
● Late In or Early Out of Less than 3 Hours
○ WYS STATUS: Present
○ Salary deduction will be calculated per minute.
○ Offsetting is not allowed in this case; regardless of client’s approval.
■ (NEW NORMAL POLICY)- special circumstance where offsetting
is currently allowed.
● Late In or Early Out of 3 Hours to 4 Hours
○ WYS STATUS: Half Day Present
○ Salary deduction will automatically be half of an employee's daily pay.
○ Employees taking an approved half day work are advised to make sure
that they are working for at least 4.5 hours (Biometric Punch in until
Punch out)
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● Late In or Early Out of More Than 4.5 Hours
○ WYS STATUS: Absent
○ An employee tagged as absent will not be paid for the day.
● Rest Day Work
○ WYS STATUS: Present Weekly Off (PWO) or Weekly Off (WO)
○ Present WeeklyOff (PWO) - status applies when an employee works at
least 9 hours in his/her day off.
■ No special WYS requests will be needed.
○ Weekly off (WO) - status applies when employee works LESS than 9
hours in his/her day off. Employees must request those worked hours
as OT in WYS to be calculated for payroll.
■ Example for weekly off: If an employee works from 10:00AM to
5:00PM (7 hours), he/she must file this through OT Regularization
in WYS.
● Rest Day Overtime (RDOT)
○ WYS STATUS: Present Weekly Off (PWO)
○ This is applicable when an employee works for MORE than 9 hours in his
or her rest day.
○ The excess hours should be requested as Rest Day Work Overtime
(RDOT).
■ Example: If an employee's shift is from 9:00AM to 6:00PM, but he
or she works from 9:00AM to 7:00PM, the employee's total worked
hours is 10 hours. So, the excess 1 hour is considered RDOT.
Hence, that 1 hour is the only
○ Approval from the client or manager for the excess hours is needed as a
supporting document.
Special working conditions may be applicable in certain cases.
Working Hours and Rest Periods
Clark Outsourcing provides employees with rest breaks and lunch breaks to ensure that
employees are able to remain productive at work. These breaks can be used for any reason
such as restroom use, smoking (in designated areas only), coffee breaks, meal or snack breaks,
telephone breaks, or short naps.
● All employees who work eight or more hours in a day are given an hour of meal
breaks.
● Any employee who works on their meal break will not be compensated as
overtime. Employees are all encouraged to take their meal breaks.
● Employees should notify immediate supervisor, AM, or ER on duty when a rest
break is needed to ensure work is covered while on break.
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● Slack status and other chat apps applicable with clients must also be updated to
show the employee is away from his or her workstation.
● Immediate supervisors or the account managers are responsible for the
scheduling of meal and rest periods. Employees who fail to return on time from
breaks or lunch will be subject to disciplinary action and docking of pay for time
missed.
● Employees are also encouraged to follow the client's break schedule to ensure
work hours are in sync with the client.
● In the event that breaks are not scheduled by the client, employees are
encouraged to take breaks and lunches on a set schedule per day.
● While our break time policy is generous, breaks will be monitored to ensure that
work does not suffer. Therefore, we reserve the right to discipline any employee
found abusing our break time policy by, for example, taking too many breaks,
taking breaks that are too long, disturbing staff that are not on break, or abusing
the use of any rest period.
Break Times
Rest/Break Periods and Lunch/Meal periods
● All employees are permitted a 15-minute rest break for each four-hour work
period and 1 hour meal period. Both breaks are not permitted at either the
beginning or end of the workday to offset arrival and departure times. Employees
who voluntarily work through their breaks will not be paid additional
compensation.
○ These 15-minute rest periods can be divided into a few small breaks to
allow employees to rest or use it for smoke breaks.
○ Overbreaks, excessive smoke breaks and other forms of abuse with rest
periods or lunch breaks will be subject to disciplinary action and loss of
divided 15 minute smoke break privilege.
Smoking Policy
● Clark Outsourcing maintains a smoke- and tobacco-free office. No smoking or other use
of tobacco products (including, but not limited to, cigarettes, pipes, cigars, snuff, or
chewing tobacco, electronic cigarette) is permitted in any part of the building or in
vehicles owned, leased, or rented by the Company.
● Employees may smoke outside in designated areas during breaks.
● No additional breaks beyond those allowed under the Company's break policy may be
taken for the purpose of using tobacco or similar products.
● The two 15-minute breaks given to employees can be used and divided into a few small
smoke breaks. Nonetheless, any abuse with smoke breaks will be reprimanded
accordingly.
CO People Management | Version 1.0 | Confidential | 19
● When smoking or otherwise using tobacco or similar products outside, do not leave
cigarette butts or other traces of litter or tobacco use on the ground or anywhere else.
● Dispose of any litter properly in the receptacles provided for that purpose.
● All employees are expected to abide by this policy in all respects while at work. Being
permitted to use tobacco products during breaks is a privilege, as long as such use does
not interfere with the employee’s work, fitness for duty, or professional appearance. If
abused, Clark Outsourcing has all the means of withdrawing it altogether.
Absence/Tardiness Notification Policy
● Any Clark Outsourcing employee who is unable to report for work and who is not on
previously approved leave of absence, is required to give reasonable notification to
People Management (HR).
● Notification must be made as soon as the employee is aware that he or she will not be
able to report to work and preferably no later than 120 minutes prior to the employee’s
scheduled start time.
● Simple ways to notify People Management:
1. Two (2) hours before your shift, notify HR using the notification template
2. HR will reply to your notification confirming the receipt of notification
3. Submit to HR proof of absence for approval
Absence notification template
Name:
Account:
Reason:
Date of Return:
Note: I will submit supporting documents upon return to work on (date).
Late Notification Template
Name:
Account:
Reason:
Note: I will submit supporting documents upon arrival.
● People Management Hotline: 0945-213-9630 / 0920-386-2644
● If the employee is out for more than one day, the employee is required to notify the
People Management (HR) each day, in accordance with the initial notification procedure,
of the continued absence.
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● Failure to submit documents upon return to work means that your absence is unexcused
and subject to disciplinary action.
● For extended absences due to sickness or injury, employees seeking Sickness Benefit
from SSS must coordinate with HR NOT later than 3 days after the start of sickness
or injury.
● No Call/No Show - Not reporting to work and not calling to report the absence is a no
call/no show and is a serious matter. Each day of absence without notifying is equivalent
to one strike of major offense. Any no call/no show lasting three days is considered job
abandonment and will result in immediate termination of employment.
Locker Policy
● Employees are assigned with shared lockers during their shift and must leave their
personal belongings inside the locker. Items allowed to be taken to their workstation are
the following:
○ personal drinking cup (spill proof only)
○ snack food
○ coat / scarf
○ mirror/cleaning alcohol
● Employees sharing the locker will be provided with a padlock and a key.
● Any damages on the locker or lost keys will be replaced by the employee at their own
expense. Employees will be required to pay the amount of two hundred pesos (200php)
to cover the replacement cost.
● Management may perform random checks on lockers to make sure no harmful objects
are inside.
● Employees are advised to empty the lockers after their shift to make way for other
employees using the lockers. Lockers must be maintained in a clean and sanitary
manner and kept free from accumulation of food and trash. NO FOOD ITEMS are
allowed in the lockers.
● Employees must NOT add labels, tags, posters, stickers, etc. in the locker. Absolutely
NO graffiti, writing, painting, or any other form of vandalism will be allowed. This will
constitute as destruction of company property as defined in this employee handbook and
be subject to disciplinary action up to and including termination.
● Clark Outsourcing does not assume responsibility for the loss, damage or theft of
personal property.
CO People Management | Version 1.0 | Confidential | 21
Bonus from Clients Policy
● Bonuses, either cash or gift items of non-monetary value, may be given by Clark
Outsourcing and its clients to encourage, recognize and reward exceptional performance
of employees.
● All bonuses, given to client staff or CO internal, will be subject to approval of immediate
supervisor, account manager and/or finance department whichever is applicable.
● Bonuses in the form of incentives or commissions promised by the client to client staff is
also subject to client approval. Bonuses without client’s approval will be considered
invalid.
● Bonuses given and approved by the client will only be paid to client staff upon full
payment of the same amount to Clark Outsourcing. The company will not be made liable
for any unpaid bonuses.
● All staff are advised to coordinate with their immediate supervisor and accounts manager
to set clear expectations of when an incentive plan is set and achieved.
Workstation Equipment Policy
This policy applies to all employees of Clark Outsourcing, to help us build the minimum
requirements for attaining a clean working area and a part of standard basic privacy controls.
● Employees are required to make sure that all sensitive or confidential information either
hard copy or online copy is secured in their work area within your work schedule and at
the end of your shift. Computers must be locked whenever it is unoccupied, then shut
down both CPU and monitor after your shift.
● All documents must be removed from the working station, hence hard copies of
confidential documents should be endorsed to Team Leads, Account Managers, or to
People Management (HR) staff on duty. An employee is not allowed to take home hard
copies of any work related documents.
● Boxes and other storage items should remain out of sight within a workstation or placed
in other storage items.
● Employees should leave public areas like the conference room, restrooms, canteen,
sleeping area, waiting area & smoking area clean and orderly condition. That includes
cleaning your own mugs, tucking your chairs, leaving the public area within the office
clean and turning off the lights/AC after being used.
● Only spill proof mugs will be allowed on your work station during your work schedule.
● Remove all non-work related items on your workstation such as scarf, mirror, snack,
slippers etc. when you leave.
● Only the IT department staff is allowed to remove hardware & software from your
computer.
CO People Management | Version 1.0 | Confidential | 22
● An employee is not allowed to use CPU as a footrest
● Downloading of files using torrent, copying of movies and songs from personal devices,
use of proxy servers to access social media sites and use of game emulators are strictly
prohibited
● Food that is not allowed to eat at your work stations:
○ Anything smelly - such as Fish, Bagoong
○ Anything messy - Spaghetti, Shawarma
○ Anything greasy - Fries, Burger
○ Anything with Soup
All staff is requested to cooperate in implementing this policy without any deviation. Disciplinary
action will be served for those who will violate this policy.
Equipment Responsibility Policy
● Clark Outsourcing is lending equipment to the employee solely for company use only.
Any loss or damage to any equipment shall be deducted to the employee’s salary after
careful investigation and proves employee’s liability.
● Damage- This pertains to any physical breakage while the staff is on duty and
does not include normal wear and tear and/or force majeure.
● Loss- T his pertains to any missing equipment (internal pc components,
peripherals, monitors, etc.) Each employee has their own computer workstation
and all the specifications are recorded in the IT inventory.
● Shared Computers- For all shared computers; last touch basis w ill apply, the
employee who last used the workstation will be liable for any damage or loss
thereof.
● Employees are advised to check all equipment and their condition as they arrive at their
workstation before starting to work. Staff are advised to report any missing or damaged
equipment to their immediate supervisor or account manager before working. Otherwise,
the last touch basis will apply and the last person using the damaged or lost equipment
will be held liable.
● All Clark Outsourcing property – including desks, storage areas, work areas, lockers, file
cabinets, credenzas, computer systems, office telephones, cellular telephones, modems,
fax machines, duplicating machines, copying machines and vehicles – must be used
properly and maintained in good working order. Employees who lose, steal, or misuse
company property may be personally liable for replacing or repairing the item.
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● Some employees may be given their own work laptop, headset and/or any other portable
office equipment they may use. Such scenario, employees are required to sign an
Equipment Responsibility Form which states the item/s they will be responsible for.
Employees are advised to double check that the correct equipment is being listed in the
said form.
● In case of termination of the employment contract for any reason whatsoever, the
employee agrees to clear himself/herself of any responsibility and accountability
including the return of any company property.
● Failure to return company property upon instructions of management will be considered
as theft and shall lead to serious legal action.
● To protect the Clark Outsourcing’s legitimate business interests, Clark Outsourcing
reserves the right to question and inspect or search any employee or other individual
entering or leaving the company premises, with or without notice. The inspection or
search may include any packages or items that the individual may be carrying, including
briefcases, handbags, knapsacks, shopping bags, etc. The individual may be requested
to display the contents of any packages and/or turn out his or her pockets, et cetera, in
the presence of a representative of the company, typically a management employee of
the same gender, subject to availability.
● Whether information is entered or sent during or outside of working time, employees
have no right of privacy as to any information or file maintained in or on company
property or transmitted or stored through company computer systems, voice mail, e-mail
or other technical resources. If, during the course of your employment, you perform or
transmit work on company computer systems or other technical resources, your work
may be subject to the investigation, search and review of others in accordance with this
policy. In addition, any electronically stored communications that you either send to or
receive from others may be retrieved and reviewed when doing so serves the legitimate
business interests and obligations of the company.
● Employees are advised to return lost or misplaced company property to HR when found.
Dress Code
Clark Outsourcing operates in a fairly loose dress code policy. The easiest way to summarize it
is to say "dress appropriately”.
That said, the only exceptions are:
For men and women
CO People Management | Version 1.0 | Confidential | 24
● No sando shirt
● No rubber slippers/flip flops / sandals / open toed rubber shoes
● Women who wear open toed shoes may do so as long as they are not rubber flip flops or
sandals.
Slack Chat Policy
● Clark Outsourcing has made it easier for employees to communicate with each other
through the use of Slack. Slack gives employees the opportunity to access real-time
conversations with any teammate. Unlike email, where every new message is weighted
alike, it’s easier to grab someone’s attention with a notification when you need a quick
response, making communications much easier and secure.
● All Clark Outsourcing employees are required to login and always be available on slack
during their work hours.
● Employees are discouraged from spamming the slack channels. If back and forth
communication is needed, employees are advised to use the “threads feature” of slack.
Send consolidated messages as much as possible.
● All employees are expected to be courteous, respectful and professional at all times.
Basic netiquette must be observed, “treat people like you would want to be treated” as a
rule to stick by.
● Do not type in ALL CAPS nor use sms shortcut type messaging.
● Please use the slack channels appropriately.
○ Work related: Your team channel
○ Announcements/Feedback: CO General channel
○ Water-cooler conversations: CO lounge channel
○ Selling: CO Marketplace channel
○ IT related: IT chat channel
○ Personal: Direct Message
● All employees are required to set appropriate status when going on break (lunch or quick
snack) or any situation where an employee is away from their desk or cannot reply to
slack.
● No sending or distributing, disseminating or storing images, text or materials that might
be considered indecent, pornographic, obscene or illegal.
● No sending or distributing, disseminating or storing images, text or materials that might
be considered discriminatory, offensive or abusive, in that the context is a personal
attack, sexist or racist, or might be considered as harassment.
● Slack accounts are company property and shall be subject to Company Equipment
Responsibility Policy.
CO People Management | Version 1.0 | Confidential | 25
New Normal Policy
New normal of Clark Outsourcing
● https://docs.google.com/presentation/d/1Hx6cop7yjwUbhorpxhnWrny0S9hT8WKWDdD6
ofg8TF0/edit#slide=id.g77f4b7e49f_0_26
New Normal Workforce and Workplace Management Plan of Clark Outsourcing
● https://docs.google.com/document/d/19Qrvhf2Y24KCPRNS69atU2TZPllaJbQgsQfVuaY
yWJU/edit
CO People Management | Version 1.0 | Confidential | 26
Compensation and Benefits
Compensation
It is Clark Outsourcing's desire to pay all employees wages and salaries that are
competitive in a way that will be motivational, fair and equitable. Salaries are based on a
salary structure approved by Upper Management or the Client.
Changes in salaries may be implemented through:
● Merit increases are adjustments based on the individual’s meritorious work
performance. This is usually done during performance evaluations held every 6
months or when client requests for one.
● Increases due to Promotion or Re-classification are adjustments that may or may
not be given when there is a change of position from one job to another of a
higher classification.
Payment of Salary
Salaries of all employees are paid semi-monthly through the designated bank
(Unionbank) or cash voucher/cheque every 20th (1st-15th cutoff) and 5th (16th-end of
month cutoff) days of the month or earlier if the scheduled days falls on a Saturday and a
day late if scheduled days falls on a Sunday.
Any disputes in salary should be reported to your immediate supervisor or Accounts
Manager to initiate investigation. Steps on submission of dispute:
● Wait for the copy of payslip.
● Identify the dispute you have.
● Submit the dispute on this form - https://bit.ly/33syLF5
● Make sure to put the exact information for the dispute.
In case a dispute is approved, staff may expect the payment on the following payroll
from the approval date. Otherwise, staff will be notified via email about the details of the
disapproval. The cut off for the submission of dispute will be after five days after the
payout.
CO People Management | Version 1.0 | Confidential | 27
The CO Payslip
● Employee details
○ Shows the details of employees such as Employee Number, Name, TIN,
SSS, Philhealth and Pagibig Numbers together with the Pay period (Cut
off dates) and Pay Out Date.
● Monthly Rate
○ Shows the actual monthly compensation as stated in the employee
contract
● Daily Rate
○ Shows the computation of monthly basic rate multiplied by 12 months in a
year divided by the number of days in a year, usually 261 days.
○ Daily rate will be the basis for the deduction of absences.
○ Daily rate will be calculated instead of monthly rate when the employee
only worked less than half of the work days at a given pay period.
● Hourly Rate
○ Computed based on the daily rate. The daily rate will be divided by 8
which is the regular working hour per day.
● Night Shift Differential
○ It shows the night differential for those who have night differential on their
contract exclusion in the monthly basic rate
● Holidays and Overtime
○ Calculation of holidays and overtime depends on the percentage required
by the statutory and monetary benefits mandated by DOLE.
● Allowance
○ Shows the allowance of computed as stated above i.e. the monthly salary
is Php25,000. The Php5,000 will be the allowance and Php20,000 will be
the base.
○ Proration of allowance will be done if the worked days in a given pay
period is less than half.
● Backpay
○ Shows the dispute from the previous cut off or any pay discrepancies filed
by the employee.
● Special Allowance for Net Pay
○ Placeholder of all the deductions the employee may acquire. Deductions
on all statutory benefits will be in total and will show here. Take note that
this is only for the employees who are receiving net pay or the employees
whose contract agreement states that their client will be the one paying
for their contributions and shall receive the full salary amount.
● Gross Pay
○ Total summary of all gross pay breakdown.
● Contributions
CO People Management | Version 1.0 | Confidential | 28
○ Shows the number of deductions based on the statutory contributions
tables depending on the amount of the monthly salary. Deductions of SSS
are made every 20th payout; Pagibig and Philhealth are made every 5th
payout.
● Deductions
○ Shows the deducted amount for absences, lates, SSS Loan and/or
Pagibig Loan deductions, cash advances, fines health insurance, and any
other deduction the employee may acquire.
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Below is the figure showing the actual Payslip of Clark Outsourcing.
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CO Benefits
Statutory Benefits
Clark Outsourcing is taking full accountability for its employees once they’re hired. One
of its responsibilities is to observe a range of payroll compliance regulations, which
include monthly withholding obligations.
The three main statutory contributions deducted from employees’ salaries each month
are:
● Social Security - privatized social insurance program established to protect
members and their families against the hazards of disability, sickness, maternity,
old age, death and other contingencies resulting in loss of income or financial
burden.
SSS Contribution Schedule
Employer - Employee SE / VM /
OFW
Monthl SOCIAL SECURITY EC Total Contribution Total
y
TOTA Contribu
Salary
Range of Compensation Credit ER EE L ER ER EE Total tion
0 2249.99 2000 0 0 000 0 0 0
2250 - 2749.99 2500 200 100 300 10 210 100 310 300
2750 - 3249.99 3000 240 120 360 10 250 120 370 360
3250 - 3749.99 3500 280 140 420 10 290 140 430 420
3750 - 4249.99 4000 320 160 480 10 330 160 490 480
4250 - 4749.99 4500 360 180 540 10 370 180 550 540
4750 - 5249.99 5000 400 200 600 10 410 200 610 600
5250 - 5749.99 5500 440 220 660 10 450 220 670 660
5750 - 6249.99 6000 480 240 720 10 490 240 730 720
6250 - 6749.99 6500 520 260 780 10 530 260 790 780
6750 - 7249.99 7000 560 280 840 10 570 280 850 840
7250 - 7749.99 7500 600 300 900 10 610 300 910 900
7750 - 8249.99 8000 640 320 960 10 650 320 970 960
8250 - 8749.99 8500 680 340 1020 10 690 340 1030 1020
8750 - 9249.99 9000 720 360 1080 10 730 360 1090 1080
CO People Management | Version 1.0 | Confidential | 31
9250 - 9749.99 9500 760 380 1140 10 770 380 1150 1140
9750 - 10249.99 10000 800 400 1200 10 810 400 1210 1200
10250 - 10749.99 10500 840 420 1260 10 850 420 1270 1260
10750 - 11249.99 11000 880 440 1320 10 890 440 1330 1320
11250 - 11749.99 11500 920 460 1380 10 930 460 1390 1380
11750 - 12249.99 12000 960 480 1440 10 970 480 1450 1440
12250 - 12749.99 12500 1000 500 1500 10 1010 500 1510 1500
12750 - 13249.99 13000 1040 520 1560 10 1050 520 1570 1560
13250 - 13749.99 13500 1080 540 1620 10 1090 540 1630 1620
13750 - 14249.99 14000 1120 560 1680 10 1130 560 1690 1680
14250 - 14749.99 14500 1160 580 1740 10 1170 580 1750 1740
14750 - 15249.99 15000 1200 600 1800 30 1230 600 1830 1800
15250 - 15749.99 15500 1240 620 1860 30 1270 620 1890 1860
15750 - 16249.99 16000 1280 640 1920 30 1310 640 1950 1920
16250 - 16749.99 16500 1320 660 1980 30 1350 660 2010 1980
16750 - 17249.99 17000 1360 680 2040 30 1390 680 2070 2040
17250 - 17749.99 17500 1400 700 2100 30 1430 700 2130 2100
17750 - 18249.99 18000 1440 720 2160 30 1470 720 2190 2160
18250 - 18749.99 18500 1480 740 2220 30 1510 740 2250 2220
18750 - 19249.99 19000 1520 760 2280 30 1550 760 2310 2280
19250 - 19749.99 19500 1560 780 2340 30 1590 780 2370 2340
19750 - OVER 20000 1600 800 2400 30 1630 800 2430 2400
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● PhilHealth - the Philippine Health Insurance Corporation scheme aims to
administer the National Health Insurance Program, which will prioritize the needs
of the underprivileged, sick, elderly, disabled, women and children.
● Home Development Mutual Fund - a housing program designed to provide
short term loans and access to housing programmes for all workers in the
Philippines.
Monthly Compensation Employee Share Employer Share
₱1,500 and below 1% 2%
Over ₱1,500 2% 2%
PAY SCHEDULE AND DEDUCTIONS
Date Salary Issuance Deduction (after 30 days)
1st to 15th 20th of the month SSS & SSS Loans, Withholding Tax
16th to 30th/31st 5th of the month Philhealth & Pag-ibig, Pag-ibig Loans,
Withholding tax
CO People Management | Version 1.0 | Confidential | 33
NOTE: During the first 30 days of the employee, no deductions shall be made. All payments will
be made via check or ATM deposit payment to each employee.
● Withholding Tax - although not necessarily part of statutory benefits, it is included in the
deductions table.
TAX TABLE FOR Semi MONTHLY COMPUTATION
Compensation Upper Limit Minimum Tax Tax in Excess of
Level CL
0.00 10,417.00 0.00 0.00%
10,417.00 16,667.00 0.00 20.00%
16,667.00 33,333.00 1,250.00 25.00%
33,333.00 83,333.00 5,416.67 30.00%
83,333.00 333,333.00 20,416.67 32.00%
333,333.00 10,000,000.00 100,416.67 35.00%
Example Computations:
1. 9,000 income after deductions falls on 0% Tax.
● No tax will be deducted.
2. 16,000 income after deductions falls on 20% Tax.
● (16,000 salary - 10,417 CL) * 20%
● Total: 1,116.6 PHP.
3. 30,000 income after deductions falls on 25% Tax.
● (30,000 salary - 16,667 CL) * 25% + 1,250pesos minimum tax
● (13,333*25%)+ 1,250
● Total: 4,583.25 PHP.
NOTE: Annual Computation will be done every December to factor in 13th month +
allowances, Overtime Pay, Holiday pay, etc. to determine tax refund or liability amount.
"Net" Pay Structure for some employees will still get a full salary, net pay allowance line
item will be added on the payslip.
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Leaves
Clark Outsourcing acknowledges that work life balance is important to people. Time off,
paid or unpaid, can be taken advantage of all CO employees. The following are:
● Vacation Leave - VL (For Client-Based Employees)- F oreign Leave is
exclusive to all Client-based employees of Clark Outsourcing. This type of leave
is five (5) days per year and is being given to employees subject to Client’s
discretion. A notification must be made at least 10 days prior to the date of
absence. Clients may approve this type of leave and deemed not paid, the staff
should replace the leave by re-filing it as unpaid leave. This leave cannot be used
for sickness or other emergencies, absent status will be applied to the
attendance if there is no 10-day prior approval. Cannot be converted into cash.
● Foreign Leave - FL (For Client-Based Employees)- F oreign Leave is exclusive
to all Client-based employees of Clark Outsourcing. This type of leave is being
given to employees subject to Client’s approval and taken during Clients’ Home
Country Holidays, whether the employees need to be working (paid) or not
(unpaid). Clients may approve this type of leave and deemed not paid, the staff
should replace the leave by re-filing it as unpaid leave. Cannot be converted into
cash.
● Unpaid Leave - UL (During the 1st Year of service in absences of SIL)- This
type of leave is exclusive to all employees of Clark Outsourcing, especially during
their probationary period until before their anniversary. A notification must be
made at least 10 days prior to the date of absence. This leave cannot be used for
sickness or other emergencies, absent status will be applied to the attendance if
there is no 10-day prior approval. Cannot be converted into cash.
● Service Incentive Leave -SL- A n employee of Clark Outsourcing who reached
one (1) year of service is entitled to receive the Service Incentive Leave that is
five (5) days paid leave. The employee can use it for emergency leave, sick
leave, vacation leave, and other eligible types of leave. Additionally, Clark
Outsourcing grants the employee one (1) more leave of absence every after a
year of service (i.e 1st year = 5 SIL; 2nd year = 6 SIL; 3rd year = 7 SIL).
Moreover, unused service incentive leaves are being converted into cash at the
end of the year.
● Maternity Leave- T he Maternity Leave is exclusive to all female employees of
Clark Outsourcing, regardless of marital status meaning whether the employee is
CO People Management | Version 1.0 | Confidential | 35
married or not she is entitled to 105 days paid for each pregnancy. A pregnant
employee of CO can avail this type of leave provided she has made at least three
(3) months of contributions to the Social Security System (SSS) in the twelve (12)
‘months upon notifying CO.
■ In case of miscarriage, an employee of CO is still entitled to 60 days paid
maternity leave.
■ An additional thirty (30) days can also be availed however this time it will
be unpaid and the employee must notify CO at least forty five (45) days
before the end of the Maternity Leave period.
■ An additional fifteen (15) days paid can be availed by the single-mother
employees.
■ Seven (7) days of maternity leave can be transferred to the father of the
child, but is subject to approval by completing notification requirements of
both employers (CO & the employer of the father of the child).
Clark Outsourcing female employees who are in maternity leave are protected
from any type of discrimination including demotion and layoff. And, in some
cases upon return from maternity leave the female employee of CO can be
transferred or reassigned to another task/ job post depending on the sensitivity of
the physical and emotional health condition.This is because CO truly cares about
its people.
● Paternity Leave- The Paternity Leave is exclusive to all married male employees
of Clark Outsourcing, regardless of employment status (probationary or regular
status). Seven (7) working days, with prior notification and supporting documents
of the pregnancy, can be availed up to the 4th child of the legitimate spouse
either before or after the delivery. It’s also applicable to miscarriage to be availed
within sixty (60) days from delivery/miscarriage.
● Solo Parent Leave- T he Solo Parent Leave is exclusive to all employees of
Clark Outsourcing who already reached their one (1) year of service. Seven (7)
working days paid but not convertible to cash can be availed whether continuous
or staggered within a year provided the employee has a SOLO Parent ID from
DSWD in support of availing the said leave.
● Magna Carta for Women (Special Leave)- This special leave is exclusive to all
female regular employees of Clark Outsourcing. The employee is entitled to up to
sixty (60) days paid leave provided that it was due to Gynecological disorder
(condition which affects the female reproductive organs, namely the breasts and
CO People Management | Version 1.0 | Confidential | 36
organs in the abdominal and pelvic area including the womb (uterus), ovaries,
fallopian tubes, vagina and vulva).
● Leave for Victims of Violence Against Women and their Children (VAWC)-
Republic Act 9262 known as the Violence against Women and their Children
states ‘"V iolence against women and their children" refers to any act or a series of
acts committed by any person against a woman who is his wife, former wife, or
against a woman with whom the person has or had a sexual or dating relationship, or
with whom he has a common child, or against her child whether legitimate or
illegitimate, within or without the family abode, which result in or is likely to result in
physical, sexual, psychological harm or suffering, or economic abuse including
threats of such acts, battery, assault, coercion, harassment or arbitrary deprivation of
liberty.
● An employee of Clark Outsourcing who will be a victim of the said R.A 9262 can avail
upto ten (10) days paid leave provided she has a certification from the Barangay or
prosecutor or the Clerk of Court as proof in support of the availing of the VAWC
leave. And, it can only be extended depending if necessary and with supporting
evidence.
● Bereavement Leave - C lark Outsourcing grants five (5) working days paid
Bereavement Leave to all its employees as an extension of help and care to the
bereaved employee. A notification to HR must be done and upon return a copy of
the death certificate of the deceased immediate family member of the employee
must be submitted in support of the Bereavement Leave filed.
Holiday
Holidays are intended to allow individuals to celebrate or commemorate an event
or tradition of cultural or religious significance. Holidays may be designated by
governments, religious institutions, or other groups or organizations. The holiday
is grouped into two categories:
● Regular holidays are those that usually have a fixed date, such as New Year's
Day, Independence Day, and Christmas Day. The only exceptions to this rule are
National Heroes Day and the religious holidays of Maundy Thursday, Good
Friday, Eid'l Fitr, and Eidul Adha. Every employee covered by the Holiday Pay
Rule is entitled to the minimum wage rate. This means that the employee is
entitled to at least 100% of their minimum wage rate even if they did not report for
work, provided that they are present or are on leave of absence with pay on the
work day immediately preceding the holiday.
CO People Management | Version 1.0 | Confidential | 37
A. If it is an employee’s regular workday
● If unworked, employee shall be paid 100% of his/her basic daily
rate – (Basic Daily Rate x 100%)
● If worked, employee shall be paid 200% of his/her basic daily rate
for the 8 hours – (Basic Daily Rate x 200%)
● Excess of 8 hours – plus 30% of hourly rate on said day
B. If it is an employee rest day
● If worked – 1st 8 hours – plus 30% of 200%
● Excess of 8 hours – plus 30% of hourly rate on said day
There are 9 regular holidays in the Philippines:
● New Year’s Day – January 1, 2020 (Wednesday)
● Araw ng Kagitingan – April 9, 2020 (Thursday)
● Maundy Thursday – April 9, 2020 (Thursday)
● Good Friday – April 10, 2020 (Friday)
● Labor Day – May 1, 2020 (Friday)
● Independence Day – June 12, 2020 (Friday)
● National Heroes’ Day – August 31, 2020 (Monday)
● Bonifacio Day – November 30, 2020 (Monday)
● Christmas Day – December 25, 2020 (Friday)
● Rizal Day – December 30, 2020 (Wednesday)
● Special Holidays, on the other hand, are more flexible. Apart from being
enacted by Congress, they can also be declared by the President. This is the “No
work, No pay” principle applies and on such other Special Holidays as may be
proclaimed by the President or by Congress.
A. If unworked
● 0% pay, unless the client wants the employee to be paid.
B. If worked
● First eight (8) hours – plus 30% of the basic daily rate of 100%
● Excess of eight (8) hours – plus 30% of hourly rate on said day
C. Falling on the employee’s rest day and if worked
● First eight (8) hours – plus 50% of the basic daily rate of 100%
● Excess of eight (8) hours – plus 30% of hourly rate on said day
CO People Management | Version 1.0 | Confidential | 38
Special (Non-Working) Holidays
● Chinese New Year – January 25, 2020 (Saturday)
● EDSA Revolution Anniversary – February 25, 2020 (Tuesday)
● Black Saturday – April 11, 2020 (Saturday)
● Ninoy Aquino Day – August 21, 2020 (Friday)
● All Saints’ Day – November 1, 2020 (Sunday)
● Feast of the Immaculate Conception of Mary – December 8, 2020
(Tuesday)
● Last Day of the Year – December 31, 2020 (Thursday)
Special Days
● All Souls’ Day – November 2, 2020 (Monday)
● Christmas Eve – December 24, 2020 (Thursday)
● Other national and local holidays
Overtime
On occasion, staff may be required by their supervisor to work more hours than their
normal schedule. Such work is treated as overtime (OT) and requires a minimum of half
(.5) hour to be considered, in addition to the official daily hours of work stipulated on the
contract.
Employees who engage in overtime work are required to obtain consent from their
immediate supervisor or Account Manager by requesting approval prior to the overtime
work.
Below are the steps for requesting a paid overtime in WYS Employee Portal:
● This is not a request to do OT. It is a request to get an OT paid after the fact.
■ Employees cannot request an OT if they did not have overtime for at least
30 minutes.
■ Pre or Post OT request is allowed.
● Employees are advised to ask permission first from their immediate supervisor if
doing overtime.
● Apply OT regularization on WYS account.
● Proof of the approval of the client for OT is a must and may be requested by the
People Management (HR) department.
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Health Insurance Benefit or HMO
Clark Outsourcing is after the health and wellness of its employees. This HMO benefit
applies to all CO employees to help reduce the healthcare costs. Clark Outsourcing
partnered with Maxicare as their HMO provider because of the quality service they
provide.
● All employees will be enrolled on Maxicare 30 days after their hired date,
provided they have completed their requirements as those were needed for
health card application.
● Entry Level to Supervisory position is covered for up to Php 80,000for the
whole year & will reset annually.
● Managerial levelsare covered for up to P hp 120,000for the whole year & will
reset annually.
● Non convertible to cash.
● Dependents can be added after 1 year of employment and one additional
dependent per year thereafter.
DEPENDENTS COVERAGE DETAILS
● The employees who stayed in Clark Outsourcing one year and above are
qualified to add their dependents in Maxicare.
○ 1st dependent -- 1-year tenure
○ 2nd dependent -- 2 years
○ 3rd dependent -- 3 years and above tenure
● Dependents are included upon approval of Maxicare.
● Upon approval of Dependents, the employee must agree to the terms and
conditions of the dependent's coverage based on a pay-back scheme to the
company.
Dependent Enrollment/Maintenance Details and Pay-Back Scheme
● One time fee for HMO Card (200 PHP)
● Annual membership access fee (647 PHP)
● A maximum of 25% of the total dependent medical costs will be covered by the
company in full and will not be required for Pay-Back.
● The remaining 75% of the total dependents medical costs will be a debt of the
employee to the company.
● Pay-back will be taken directly from the employee's salary per payroll cutoff and
or any other amount due to this employee in the form of back pay and/or
13th-month pay or bonuses of any sort.
CO People Management | Version 1.0 | Confidential | 40
● Pay-Back Terms can be negotiated on a case by case basis if Clark Outsourcing
and employee can come to another written agreement.
● In the case another written agreement cannot be made the employee will agree
to the following:
○ 9% of the total Pay-Back amountwill be deducted per payroll until the
full 75% pay-back amount is paid
○ In this case the employee’s salary cannot cover 9%; the company can
deduct this amount from any 13th month and or other money due to the
employee along with the remaining salary.
○ In the case, the employee's employment is ended before the Pay-back is
complete the company is within its right to withhold any and all further
payment to the employee upon exit.
○ In the case, the company has not received at least 80% of the pay-back
total, including that of 13th month and other money due, by the end of the
employee's employment the company can sue for collections not
exceeding 200% of the total due medical cost of the dependent.
Retirement Benefit
Clark Outsourcingprovides retirement benefits to its employees who are entitled to
receive such retirement benefits as the employee may have earned based on the
company’s retirement benefits policy. All Employees w ho are entitled to receive
retirement benefits as provided under this policy.
The purpose of the Retirement Benefits Policyis to provide employees with retirement
benefits upon reaching the retirement age and to comply with the requirement of the law
in providing retirement benefits to employees who are entitled to receive such retirement
benefits. Clark Outsourcing provides the best possible retirement package to all
employees.
Criteria for Retirement Benefits Eligibility
a) Employees must be 60 years of age.
b) Must have served at least five (5) years in the company as a regular employee.
An Employee upon reaching the age of sixty (60) years and have served the company
for at least five (5) years is entitled to retirement benefits based on the following:
● 5 Years of Service - O ne and a Half ( 1 ½) month salary for each year of service
CO People Management | Version 1.0 | Confidential | 41
● More than 5 Years of Service -One and a Half ( 1 ½) month salary for each
year of service for the first 5 years plus Two (2) months salary for each year of
service in excess of the first 5 years;
A fraction of at least six (6) months shall be considered as one whole year.
In addition, the employee shall also receive the following:
● One-twelfth (1/12) of the 13th month pay for every year of service
● Cash equivalent of unused service incentive leaves
Clark Outsourcing also offers a V oluntarily Retirement Contribution (VRC) by
Employee to Retirement this “VRC” money will be given back to the employee, in full,
without capital gains in the case the employment ended prior to retirement.
Educational Loan Benefit
Clark Outsourcing provides educational loan benefits in which the Employees can
withdraw an amount of 40,000php annually or 150% of the salary for employees under
30,000php. The said amount can be renewed every 12 months of regular employment.
Employees can withdraw the entire education benefits annually for their use with receipt
from the educational establishment. Amount requires an official receipt to be collected.
Clark Outsourcing educational loan benefits is only available to regular employees with
at least one month regular status in the company. Below are the eligible dependents and
items for this benefit:
Eligible Dependents
● Biological Children
● Legal guardian/ dependant
● Direct siblings
● All employees of CO
Eligible Items
● Same school Tuition
● Same school book fees
● Same school Registration fees
● Same school Lab fees
● Same school School Uniform
○ “School” clothes for non-uniform schools, shoes, bookbags, etc. cannot
be included.
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Any and E DUCATION costs incurred by a covered dependent will be paid in full by the
company directly to the entity so long as the employee agrees to the Pay-Back terms
and conditions which are written in the Employee Education Benefit Policy.
Salary loan can be applied as an alternative to Educational loan where the latter cannot
be used and can be taken advantage by eligible employees for several purposes:
● Medical Emergencies
● Calamity Assistance
● House Renovation
● Investment Purchase
● And other situations requiring financial assistance.
Salary Loan Benefit
Eligibility for Salary Loan:
● Regular Employee
● No existing Educational or Salary Loan
● Letter of Request has been sent attached with any document as proof of reason
for claim addressed to [email protected]
● Approval from CO and client if necessary
**Letter of Agreement (LOA) and signed Employee Education Benefit or Salary Loan
Policy is required for every availment.
CO People Management | Version 1.0 | Confidential | 43
Standards of Conduct & Corrective Action Policy
Employees are expected to perform job duties and responsibilities in a manner that
reflects the highest ethical and Clark Outsourcing’s standards. We, as a growing
company, seek to resolve conduct and performance problems in the most informal and
positive manner possible, such as through counseling, coaching, training, and
supervision. Clark Outsourcing developed specific disciplinary actions that should be
followed when an employee did not meet expectations for conduct and/ or performance.
These procedures will be administered consistently and in a manner that is intended to
be corrective.
To ensure the equitable processing of corrective actions, the Account Managers and/or
People Management department will be responsible for the proper handling of such. All
are expected to take advantage of the many resources available to support a successful
performance.
Successful job performance is dependent upon many factors. Employees are expected
to understand and follow job and workplace performance standards under Clark
Outsourcing’s manner. Thus, Account Managers and/ or HR may use counseling,
coaching, feedback and performance improvement plans and corrective actions to assist
and guide them in resolving unsatisfactory job performance, misconduct or behavior that
violates Clark Outsourcing’s policies, procedures, and practices.
Here are Clark Outsourcing’s principles that are inclined to counseling actions:
● Performance Counseling: The intention or goal is for the employee to improve
their performance to an acceptable standard.
● Employee Counseling and Grievance Counseling: Just as each individual
issue is unique from each other. Account Managers together with HR, this
process can take place in a comfortable private space that is conducive to
openness.
● Work/Life Balance Counseling: It is personal and individual, no two are the
same. Recognizing a work-life balance is as significant as an employee doing its
job responsibilities. Achieving this can bring a win-win situation for both
employees and Clark Outsourcing.
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Complaint Resolution Policy
It is the policy of Clark Outsourcing to provide for an orderly process whereby employees
may have their complaints considered as fairly and rapidly as possible without fear of
repercussions. The complaint resolution procedure is confined to violations of Clark
Outsourcing policy affecting the complainant. Every effort shall be made to find an
acceptable solution by informal means at the lowest possible level of supervision.
Due process: These are the steps that are followed by People Management upon
receiving an incident report to instill a fair process and help resolve concerns with both
employees and management in mind. All information from the due process will be
documented and will be kept confidential as part of our confidentiality clause.
Due process would include the following:
a. Initial Investigation - Upon receiving an incident report, People Management
would conduct its Initial investigation to get the full grasp of the report and all
parties involved. Documentation of Initial investigation findings would also be filed
as proof of due process.
b. NTE (Notice To Explain )- If People Management determines that the incident
report is valid upon initial investigation, a written warning with a Notice to Explain
will be sent to the employee/s in question. This would ensure that employees'
side or reason will be documented and filed for the final report.
c. Corrective Interview - Depending on the gravity of the offense committed,
People Management would conduct a Corrective interview with the employee.
This is where an erring employee could further expound on his/her side
concerning the incident report and try to resolve concerns by informal means.
This may include all parties involved depending on the offense.
d. Admin Hearing - A presentation of statements, documentation, and evidence
shall be administered and definite resolution is to be reached by the end of the
hearing to be submitted to upper management. To make sure of confidentiality,
the Admin hearing will only involve the following:
● Erring Employee - employee in question
● Human Resource employee to conduct the hearing
● Witness - to serve as a witness for the entire admin hearing process and
document minutes.
CO People Management | Version 1.0 | Confidential | 45
e. Deliberation - All information gathered shall be carefully assessed by People
Management and will cooperate with upper management to come up with the
best course of action. A short report would also be created to properly document
the decision making process.
f. Notice of Decision - A document being delivered to the staff involved regarding
the decision and what disciplinary action/s may be taken.
Disciplinary Actions:
Minor and Major Offense: m inor and major misconduct occurs when an employee performs
actions in the workplace that are unacceptable but not criminal. Disciplinary action can vary
from a simple write-up, work suspension without pay, or dismissal.
Minor Offense:
1. Verbal Warning (Document may be needed)
2. Written Warning
3. 3-5 days suspension without pay
4. 5 days to 1-month suspension without pay
5. Dismissal
Major Offense
1. Written Warning (may come with 3-day suspension without pay)
2. 5 days to 1-month suspension without pay
3. Dismissal
Grave Offense: is usually punishable by dismissal for your first offense. Disgraceful and
immoral conduct is classified as a grave offense for which the imposable penalty is immediate
termination/ removal upon deliberation.
Note that disciplinary action progresses within the same classification regardless of the type of
offense committed.
A. OFFENSES AGAINST PERSONS CLASSIFICATION
1. Provoking or instigating a quarrel, or Major Offense
fighting in Company premises causing slight
physical injuries which incapacitates a person
to work for or shall require medical
attendance for 3 days or less
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2. Threatening, intimidating, coercing, or Major Offense
harassing a fellow employee or anybody on
the jobsite or on Company property at any
time. When the offense is committed against
a superior, the penalty insubordination shall
be imposed.
3. Inflicting less serious physical injuries Grave Offense
(which incapacitates a person to work for ten
days to thirty days or which shall require
medical attendance for the same period).
4. Inflicting serious physical injuries (which Grave Offense
incapacitates a person to work for more than
thirty days or which will require medical
attendance for the same period)
5. Taking the life of a company official, Grave Offense
employee or any person willfully or thru gross
negligence on company premises or job site.
The offenses in item 1-5 under this rule shall
apply even if committed outside of company
premises or during non-company time if the
cause of action is work-related or one that
arises from a “subordinate-superior”
relationship.
6. Endangering the safety of other employees Major Offense
through negligence.
7. Causing physical injuries to co-workers on Major Offense
account of carelessness or negligence.
B. OFFENSES AGAINST PROPERTY
1. Malversation of Company funds. Grave Offense
2. Any form of theft, actual or frustrated, of Grave Offense
Company property or property of
co-employees, visitors or clients, or third
parties committed within Company premises
3. Attempting to steal from Company, Grave Offense
co-employees, visitors, clients or third parties
committed within company premises;
removing Company property from premises
CO People Management | Version 1.0 | Confidential | 47
without approval from authorized personnel.
4. Willful destruction of Company property. Grave Offense
5. Damaging Company property thru Major Offense
negligence or reckless, negligent or improper
use of company tools and equipment.
6. Unauthorized use of Company tools, Major Offense
equipment.
7. Driving or operating Company vehicles Major Offense
without valid license.
8. Vandalism/Graffiti (such as destroying Major Offense
office equipment / furniture; walls, restrooms,
etc.)
9. Possession of Company tools or property Grave Offense
without authority or valid reason for
processing the same.
C. FRAUDULENT ACTS
1. Falsifying Company records, reports, Grave Offense
receipts, papers or other document; Forgery
or attempted forgery
2. Falsifying daily time records. Major Offense
3. Falsifying signatures, using another’s Grave Offense
name, or acting in the name of the Company
without express authority.
4. Falsifying employment records, giving or Grave Offense
submitting false statements in applying for
employment.
5. Obtaining or attempting to obtain materials Major Offense
in a fraudulent manner.
6. Substituting Company material or Grave Offense
equipment with other property; Altering or
tampering, in any form or manner, any
information, or content of email, messages, or
postings either with intent to mislead or
destroy, or commit fraud or deception;
CO People Management | Version 1.0 | Confidential | 48
7. Unauthorized disclosure of information, Grave Offense
trade secrets, and unauthorized access to
information/data.
8. Unauthorized solicitation in any form such Major Offense
as requests for assistance, contributions and
donations either in the form of cash or
otherwise.
9. Breach or abuse of trust reposed by the Grave Offense
Company or duly authorized representative
that may result in personal gain or possible
damage or loss to the Company.
10. Willful failure to report a clear violation of Same penalty as the offense not reported
the policies, standard operating procedures,
or processes established by the Company.
11. Covering up a clear violation of the Same penalty as the offense not reported
policies, standard operating procedures or
processes established by the Company or the
client
12. Destruction/Concealment of any evidence Same penalty as the offense not reported
to prevent the discovery of an offense
whether or not there is a pending
investigation.
13. Planting or tampering in any form or Grave Offense
manner any evidence involving
himself/herself or another associate for the
purpose of: (i) exonerating himself/herself or
another; (ii) implicating the latter in the
commission of an offense; or (iii) evading
responsibility for the commission of the crime
or offense.
D. OFFENSES AGAINST PUBLIC MORALS
1. Using indecent, abusive, derogatory and/or Grave Offense
indecorous words whether verbally or used in
letters or social media sites or
communications addressed to the Company
or to any of its officers, or in any written
communication with clients, suppliers, third
parties, or co-employees.
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2. Circulating false or malicious information Grave Offense
tending to malign or besmirch the good name
of the Company or any of its officers or
employees; Making false or malicious
statements, spreading or disseminating
misleading information against any member
of Management, the Directors, co-employees,
clients or visitors that may harm the
reputation and authority of those concerned
or that of the Company, whether such
statements are done orally, in print,
electronically, online or in other digital
formats.
3. Taking part in or promoting any gambling Major Offense
or any other game of chance or unauthorized
lottery on Company job site or company
premises.
4. Committing immoral, indecent acts, or Major Offense
willful indecent exposure inside company
premises, property or job sites or during
company-sponsored activities.
5. Using profane or obscene language in Major Offense
addressing another person on Company
premises, property or job sites.
6. Exhibition or distribution of pornographic Major Offense
materials including possession of the same in
Company premises or job sites.
7. Engaging in an illicit relationship with Major Offense
co-employee under scandalous
circumstances, which may affect work
performance; Scandalous acts or acts of
immorality committed with a co-employee
within Company premises or during
Company-sponsored or organized activities,
whether or not done within Company
premises.
E. OFFENSES AGAINST SECURITY
1. Neglect use of ID or any other system of Minor Offense
identification provided or required by the
CO People Management | Version 1.0 | Confidential | 50
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