1. Employee Relations & HRBP raci charts
PROPRIETARY & CONFIDENTIAL

2. RACI Role Definition Responsible
Those who do the work to achieve the task
Accountable
The one ultimately answerable for the correct and thorough completion of the deliverable or task (CAN BE ONLY ONE ENTITY)
Consulted
Those whose opinions are sought (SMEs) and with whom there is two-way communication
Informed
Those who are kept up-to-date on progress, often only on completion of the task or deliverable; and with whom there is just one-way communication
PROPRIETARY & CONFIDENTIAL

3. Overview of Employee Relations
(1) Provide guidance to managers on appropriate level of Disciplinary Actions to ensure adherence to policies/guidelines and consistent application
(2) Conduct Investigations into allegations of harassment, discrimination, retaliation, etc. and respond to governmental agency charges and attorney demand letters
(3) Ensure appropriate management of requests for Workplace & Leave Accommodations under ADA and other protected leaves of absence requests
(4) Review all recommendations for Termination, conduct risk assessment and provide guidance to managers
(5) Coach managers on ongoing Performance Management process; guide through development and implementation of performance improvement plans
(6) Partner with other functions on issues with HR impact (e.g., HRBPs, Compliance, Corporate Security, Employment Counsel)
(7) Manage ER cases, monitor ER trends, analyze key metrics, and recommend Proactive Measures

4. Employee Relations: Involuntary Termination Process
Manager recommends termination (performance/conduct)
Employee Relations
Primary POC for Manager
Gathers necessary information, reviews relevant documentation
Completes termination review form
Conducts risk analysis with guidance from employment attorney as appropriate
Provides recommendation for term
HRBP
Is made aware of significant issues
Provides business insight (and historical context/past practice for legacy CHC)
Influences high-risk termination requests
Manager
Initiates request with ER
Provides ER with relevant information and documentation
Executes termination decision
PROPRIETARY & CONFIDENTIAL

5. Scenario 1 – Termination RACI
Activity
Employee Relations
HR Business Partner
Employment Attorney
Manager/
Supervisor
Senior Management
Other
Understand the Business Context for the Termination Request
Accountable - Responsible
Consulted
Informed
N/A
Conduct Due Diligence
Responsible
Complete the Termination Review Form
Consulted as appropriate
Conduct Review with Law Department (if needed)
Prepare a Final Recommendation
Communicate Final Recommendation to Business
Accountable – Responsible
Conduct Termination Meeting (if applicable)
Responsible as applicable
Accountable-Responsible
PROPRIETARY & CONFIDENTIAL

6. Employee Relations: ADA Process
Employee requests an accommodation under the ADA
Matrix / Hartford
Conducts intake, sends and maintains required documentation
Facilitates the interactive process
Follows up with employee and manager post approval
Serves as primary point of contact for employees, managers and ER
Employee Relations
Serve as ADA Subject Matter Experts
Provide final approval/denial of accommodations in complex cases or where there is lack of alignment
Address issues/concerns related to accommodations through Matrix/Hartford and the manager
Managers
Have a general understanding of ADA and expectations
Actively participate in the interactive process
Manage and monitor approved workplace accommodations
Interact with Matrix/Hartford and ER as necessary
Report any concerns or issues to Employee Relations
PROPRIETARY & CONFIDENTIAL

7. Scenario 2 – ADA RACI PROPRIETARY & CONFIDENTIAL Activity
Employee Relations
HR Business Partner
Employment Attorney
Manager/
Supervisor
Senior Mgmt
Matrix/ Hartford
Begin process by sending ADA packet to employee
Informed
N/A
Accountable - Responsible
Review Medical Evaluation Form
Accountable – Responsible
Informed – re request, not medical info
Paperwork sent to ERC
Speak with Employee and Manager
Accountable-Responsible
Informed as appropriate
Consulted
Understand the Business Implications
Accountable-
Responsible
Conduct Risk Analysis; Determine other Options
Make Recommendation to the Business
If Leave or Accommodation is Approved, Determine Strategy for Filling or Holding Position Open
Accountable
If leave or accommodation is denied, legal MUST be consulted.
Document the Action
Accountable to send letter
PROPRIETARY & CONFIDENTIAL

8. Employee Relations: Performance Mgmt & Disciplinary Process
Manager seeks guidance on employee performance/misconduct
Employee Relations
Primary POC for Manager
Gathers necessary information requested from manager, reviews relevant documentation
Assists manager with drafting PIP/corrective action form (CAF)
Provides guidance on PIP check-ins/coaching/ discipline delivery
Provides recommendation
HRBP
Is made aware of significant issues
Provides business insight (and historical context/past practice for legacy CHC)
Partners to influence key/sensitive recommendations
Has visibility to CAF and PIP history
Manager
Initiates request with ER
Provides ER with relevant information and documentation
Creates initial draft of PIP/CAF
Executes PIP/CAF
PROPRIETARY & CONFIDENTIAL

9. Scenario 3 – Perf Mgmt & Discipline RACI
Activity
Employee Relations
HR Business Partner
Employment Attorney
Manager/
Supervisor
Senior Management
Understand the Business Context for the Request
Accountable - Responsible
N/A
Responsible
Consulted
By manager
Conduct Due Diligence
Complete the CAF or PIP
Deliver the CAF or PIP to employee – get a signature and upload
Informed (ensure visibility to CAF/PIP)
For PIP: Meet at 30 day and provide feedback to date
For PIP: Meet after 60 days end of PIP
Informed as appropriate
Informed if failed FWW or PIP as part of Term Review
Accountable-Responsible
Informed
PROPRIETARY & CONFIDENTIAL

10. Employee Relations: HR Investigations Process
Employee alleges harassment/discrimination/retaliation
Employee Relations
Crafts investigation strategy with guidance from attorney as needed
Conducts investigation (including interviews, review of relevant documentation) and drafts investigation report
Recommends remedial action and other outcomes
HRBP
Is made aware of high-risk investigations
Provides business insight (and historical context/past practice for legacy CHC)
Partners to influence key recommendations, including remedial action
Employee
Initiates investigation via various channels by raising concerns
Provides ER with relevant information and documentation
PROPRIETARY & CONFIDENTIAL

11. Scenario 4 – Investigations RACI
Activity
Employee Relations
HR Business Partner
Employment Attorney
Manager/
Supervisor
Senior Management
Compliance/ other functions
Inform and Engage Investigative Resources
Consulted
Accountable - Responsible
N/A
Inform Senior Business Leaders
Informed as appropriate
Informed
Develop Investigation Strategy
Consulted as appropriate
Conduct Investigation
Accountable – Responsible
Reach Investigation Findings
Determine Whether Discipline or Corrective Action is Appropriate
Responsible
Accountable
PROPRIETARY & CONFIDENTIAL

12. Sample scenario #1
An anonymous letter is sent to a facility raising concerns about culture and poor leadership, with no mention of specific individuals
Depends on size of facility or whether there are multiple businesses/teams located there
If no details or specifics, HRBP can make leadership/ER aware, incorporate engagement survey results, possibly hold roundtables
If there are some identifying characteristics that allow for follow-up, HRBP and ER partner/interview employees
ER will only investigate if there are specific allegations of wrongdoing by specific individual(s) that, if substantiated, would result in remedial action
PROPRIETARY & CONFIDENTIAL

13. Sample scenario #2 AN2N question about sit/stand desks
Example of issue that is handled inconsistently across businesses
If related to medical issue, triggers accommodation request and ADA process with Matrix/Hartford
Remember to consider other functions responsible, here, Facilities would be consulted
PROPRIETARY & CONFIDENTIAL

14. Sample scenario #3
Question about application of attendance policy in particular team
Business owns attendance policy (until policy harmonization across enterprise)
HRBP can interpret policy and address general issue on applicability
If related to a specific employee’s attendance that may potentially involve corrective action, ER guides manager on drafting and delivering discipline
PROPRIETARY & CONFIDENTIAL

15. Agreements from RACI Sessions
Recognize we are all one HR team, united front, there are no “vetoes” either way
In this period of transition, overcommunicate
ER will inform (not consult) HRBPs of all involuntary terminations
ER will ensure HRBPs have awareness of PIP/CAF
HRBPs will update ERCs on business changes that may impact ER issues
ERCs and HRBPs will partner to set cadence for regular meetings
HRBPs will continue to upload PIPs/CAFs to legacy CHC employee files until Workday go-live
Ongoing discussion (TBD post-launch):
Risk tolerance in employment decisions
How to encourage accountability by managers to follow ER recommendations