HRC

Question 1

What are the three elements of the Cintas Corporate Culture?

Answer 1

Principal objective, corporate character, management systems

Question 2

Recite the Principal Objective.

Answer 2

We will exceed our customers’ expectations to maximize the long-term value of Cintas for its shareholders and working partners.

Question 3

Give an example of when the Principal Objective was used to make a decision at your location.

Answer 3

Planning reroute – effect on customers, our people, efficiency, finances. That we don’t take shortcuts that will only benefit us today, but also help us in the future.

Question 4

What are some ways you can ensure the Cintas Corporate Culture is kept alive at your location?

Answer 4

By being honest, kind, and being positively discontent. Culture talks, coffee chats, face to face check ins. Partner engagement. DE&I.

Question 5

Provide an outline of our Cintas Vision.

Answer 5

1. To be recognized as a company that insists on honesty and integrity in everything we do.
2. To have a talented, diverse and engaged team of partners who work safely, are compatible with our culture and enjoy what they do.
3. To constantly increase our market share in each our businesses.
4. To penetrate our customer base with all the products and services we provide.
5. To take advantage of international expansion opportunities where markets provide for long-term profitable growth.
6. To identify additional products and services o that we can ultimately provide a product or service to every business in North America.

Question 6

On the Corporate WOR what are the numbers that are important for an HR Leader to know?

Answer 6

Growth numbers, revenues, projections, new business/lost business, adds vs. stops, sales staffing.

Question 7

Using the WOR, how do you know if your location is “Winning the Week?”

Answer 7

Compare to projections to actual number. Actual more than projections.

Question 8

Describe how a Salary Justification Form (SJF) gets approved.

Answer 8

Comp dept, FLA, SLA, additional if necessary. Outside of standard hiring ranges, reason for increase, fill out form. Send back to comp after approved by SLA and offer can be initiated.

Question 9

What are the qualifications for Outstanding Achievement Award (OAA) and who qualifies?

Define Internal Growth.
Earnings Growth.
Accounting Audit.

Answer 9

Policy 116. See image below. Top locations – celebrating best of the best.

Question 10

What is the OAA Policy? Explain how HR contributes to the location achieving OAA.

Answer 10

Policy No. C116. Hiring the right people for the job, helping to maintain low overhead costs (legal costs, OT), supporting our partners and maximizing partner engagement.

25 Winners in Revenue >28M category
15 Winners in Revenue >18M-27.99M category
10 Winners in Revenue >10M-19.99M category

Following criteria must be met:

Internal Growth Minimum 8%
Accounting Audit Score 80%+ on first score
Minimum Revenue Requirement 10M
TIRAL 3.0 or less
Total Recurring Rental New Business Meets or exceeds projections OR >15% contrib

Question 11

Describe the Sales Commission plan as if this panel was a Sales Candidate.

Answer 11

S-2210 (sharepoint)

Base (based on experience, performance, and local market) – paid weekly
+ Commission – paid monthly on the 3rd Friday of the Month (Sales Volume * Commission Multiplier (1:1) (0:1 for sales rep in training)
Quarterly bonus (after 13 weeks training, designated territory)

Commission paid through VISTEX, 3rd Fri of Month.

Max sales volume for comp on individ k is 5k
Max sales vol for a Matrix partner is 2500
MLA

1st year 80-90k
2nd year 100-110k
3rd year 130-140k

Question 12

How can a Sales Partner maximize their compensation?

Answer 12

New business, power adds, focus on selling big items

Question 13

When is sales commission paid out?

Answer 13

Monthly

Question 14

Where can you find the qualifying information for Sales Summit?

Are there any disqualifiers?

Answer 14

R-2215 (sharepoint)

Any partner who sells 39 ore more new accounts in any individual quarter will achieve Summit Club. OR Uniform/Rental/Market Development Reps achieve certain “amount installed” per quarter.

Disqualifier: At fault accident during the quarter forfeits for the quarter.

Question 15

Where can you find the qualifying information for Presidents Club?

Answer 15

R-2211 (Sharepoint)

Uniform/Hybrid Reps
Top 70 Uniform Sales Reps on May PC Ranking Report qualify.
Minimum of 12k in Uniform Rental Volume
Max of 1500 in paper volume credit

Facility Services Reps
Top 80 on the May PC ranking report qualify
Minimum of 7k in combo of mats/mops, chem, hygiene
Max of 2750 in paper volume credit

Question 16

What are the criteria to achieve ‘Diamond Level?”

Answer 16

Top 40% of uniforms and Top 40% of FS

Uniform/Hybrid Reps
Top 25 of those who qualified for President’s Club
Max 13k Uniform Rental Volume
Max 1500 in paper volume credit

Facility Services Reps
Top 30 of those who qualified for President’s Club
Minimum 8k in any combo of mats/mops, chem, hygiene
Max of 2750 in paper volume credit

Question 17

What is a Sales Captain?

How does a Partner become a Sales Captain?

Answer 17

S2504 (sharepoint) Captain’s Club
What: Leader on the team in sales that someone can look up to.
How: Nominated by Sales Manager; Fill out application; Letter of recommendation from GM; Interview with Captains Club Selection Committee (Sales Director/Sales VP); Sales VP to conduct Field Ride with the candidate.

Question 18

What is RBS?

Answer 18

Requirements Base Selling Sales process that we follow, this is what we train on helps have a better business conversation when prospecting - form. (See download)

Question 19

Describe the travel/meal/expenses.

Answer 19

A Cintas Partner who is able to travel for business purposes is responsible for submitting their expense report timely each month for the appropriate travel expenses.

Partner should refer to C103 – Expense Reports and Use of Credit Cards and C-7 Guidelines for Meal expenses.

$18 for breakfast, no lunch, $40 for dinner, one alcoholic drink

Question 20

For an SSR, what are “Seconds that count”?

Define the GREAT model:

Answer 20

STC: Wrap up and end of service: Explaining what I did, ask what else do you need, thank you.

GREAT: Greet with a smile
Reach out to right contact
Explain what was done/service provided to make connection on value of service provided
Ask if there’s anything else we can do
Thank them for choosing Cintas

Question 21

Please state the SSR Pay Plan Policy number applicable to your location.
R3702 (Sharepoint)

Role Play:
Describe the SSR Pay Plan as if you are talking to a SSR Candidate.

Answer 21

Starts as hourly. Then goes to ….

Base + rental volume commission
(Rental volume commission is based on 8 week average after on route for 8 weeks, 2 week avg until then)
Delinquent contract bonus, catalog sales, sales leads, CORE, referral bonus, Q growth bonus, CRT Bonus, Premium pay if you work OT.

Goes to SSR Unassigned hourly rate if no routes are available.

FS 4%
U 3%
Sanis 4%

24  25  Pay Plan

Route trainers get a 1k bonus when their trainees complete the program.

Question 22

Discuss the Road to Ready training program/process for a new SSR In Training.

Explain what happens when an SSRIT does not successfully pass the Phase 1 Solo Certification after their second attempt.

Answer 22

R2R

Cintas’ Road To Ready was developed to ensure new SSRs are supported both during and after their onboarding and initial training. The Road to Ready is intended to instill Cintas’ culture of positive discontent and lifelong learning by providing developmental deposits over the first year of a new SSR’s career with Cintas. It is divided into four phases, and each phase has a different focus. 12 month program.

1 New Partner Onboarding
2 Route Fundamentals
3 Retaining Customers
4 Advanced Customer Relations
Final Certification

What happens if: Partner with HR leader and with the HRD to be fair and consistent and determine if partner needs to be suspended, retrained, or . . .

Question 23

What are the 5 Core Competencies of a Service Leader?

Answer 23

Team Acumen
Process Mgmt
Training/Dev
Business Acumen
Transformational Leadership

Question 24

Please discuss your location’s current service staffing using the Service Staffing Report.

Answer 24

569 has 17 Industrial routes, 21 certified Industrial SSRs, 12 FS routes, 9 certified FS drivers, 3 helpers, 3 route specialists, 3 Supers, 3 SMs, 2 KAMs, and currently has 1 open route, unassigned. Is everyone coded correctly? Checking ratios. Make sure we’re staying on top of everything.

569 has 2 UC routes with 3 certified UC SSRs. AWV $11,469.12

Trends.

Question 25

In what ways does the HR department support the Service team?

Answer 25

Hire the right people, training/dev, endearment/engagement activities, make them feel seen/heard, answer questions for them, certification of R2R.

Question 26

When should an SSRIT get moved in PC to a route and what are the steps to ensure a smooth pay and position change transition?

Answer 26

After assigned a route – change position to SSR-Uniform or SSR-FS under correct super, change pay from hourly to base on pay plan that was provided from the SSR Pay Plan calculator, effective on a Sunday.

Question 27

Where would you find information about an SSR’s route volume? Why would it be important that you know this number?

Answer 27

Staffing report, Route Data 4 weeks tab, filter by location and route number. Time & Attendance. Part of SSR pay plan. 8 week lookback.

Question 28

Role Play
Describe the “incentive based” pay component of an R/E Position as if speaking to a candidate.

What happens if the Partner does not make Reasonable Expectations?

What is HR’s role in this process?

Answer 28

What happens if: In order to be eligible for incentive pay, you must hit rate – rate varies by station (hanging, bulk). If rate is reached, incentive pay applies. Failure to meet expectations means disciplinary action. 4-6 weeks.

HR Role: Making sure candidates understand the process, hiring the right candidates for the role, supporting PM. Performance, labor audit.

Question 29

When does Overtime Start at your location? (i.e., after 40 hours in a week, after 8 in a day, etc.).

What is the average weekly overtime spend in your production department and how does that average compare to projections? Explain how HR contribute to managing this number?

HR can keep an eye on OT mid-week and communicate to PM. HR can also help by keeping these roles fully staffed so that OT isn‘t necessary. Below 2% is goal.

Answer 29

OT starts after 40 hours in a week.

569 Average OT: 1.74

HR: HR can keep an eye on OT mid-week and communicate to PM. HR can also help by keeping these roles fully staffed so that OT isn‘t necessary. Below 2% is goal.

Question 30

How often should a location create a new Production Wage Scale?

What are the criteria for needing an approved Production Wage Scale?

Answer 30

How often: C142. Initiated by compensation dept. GVP signs off on it. Market adjustments don’t change this form — it’s signed once a fiscal year.

Criteria: If it’s not outside of the max range, we can make adjustments. Comp, COO, SVP would have to do a policy exception to go outside the hiring range.

Question 31

What is a Labor Audit? How can you use this to understand headcount needs? What is HR’s role in a Labor Audit?

Answer 31

Looks at the minimum manpower needed to run the company. RE=Reasonable expectations. If partners aren’t reaching RE, we’ll need more manpower (or hold them accountable). Role: Look @ numbers, understand headcount needs, results on audit, run efficiently.

Question 32

Meticulous Hiring: What is the difference between a “Required” and a “Preferred”?

Answer 32

Required skills are needed to do the job; preferred are skills that would be nice to have but are not required.

Question 33

During the interview process, we want to ask behavioral questions and avoid leading or theoretical questions. Give an example of a behavioral, leading, and theoretical question.

Answer 33

Behavioral: Give an example of a time when .. How did you respond?
Leading: Don’t you think; leading them to answer
Theoretical: What would you do if; how do you feel about

Question 34

What is an Information Exchange Meeting? Why is it important in the Meticulous Hiring process? What is the risk of skipping this step?

Answer 34

Discuss thoughts on candidate’s qualifications and culture fit.

Question 35

Role Play:
Have the certifying HR partner sell Cintas to a potential hourly partner.

Operations & Sales ONLY:
Have the certifying HR partner sell Cintas to a potential SSR partner using at least one section of the Recruiting Binder.

Answer 35

Hourly: Answers will vary, but may include Total package, benefits, advancement, culture

Ops and Sales: Same as above, 4 day work week, pay plan, bonuses, no weekends, steady hours, training program, culture

Question 36

If you post a requisition externally, do you also have to post it internally? Why or why not?

Answer 36

Yes, to allow opportunity for existing partners to apply.

Question 37

How long do you have to post requisitions internally?

Answer 37

5 days.

Question 38

Do we accept paper resumes (why or why not)? What should you do if you receive a paper resume?

Answer 38

No. Should be done on our career site. Thank them for their interest and ask them to apply online. Shred it. (Except at job fairs.)

Question 39

What resources will you utilize to recruit diverse candidates into the Management Trainee program or name a few best practices you have already used for college recruiting. Please discuss your current target schools and if there are none, discuss how you engage local colleges and universities to fulfill MT openings.

Answer 39

Indeed, Yello, college career fairs, networking with college leadership, CTAM, multicultural orgs/events.

Question 40

What tools and resources are available to you and your location to assist with the training and development of your partners? What do you plan to do as a HR Business Partner to better train your partners at your location?

Answer 40

Development Plans – internal training, external training, books, videos . . .
Provide resources and Lunch/Learns and quick content at Production/Sales meetings – MTs present in staff meetings. Learning needs report.

Question 41

You have a manager and a direct report who are struggling to work well together. What could you suggest to help them?

Answer 41

Coach them on the differences in approach and to help them see each other’s POV – find common ground. Enneagram, EQ, HBDI. Mgr assimilation. 360 Feedback. DEI, Unconscious bias

Question 42

Where can you find job descriptions for Cintas?

Answer 42

Sharepoint, HR Home, talent acquisition, interview materials, Job Descriptions.
Sharepoint, HR, HR for HR, PayFactors

Question 43

Outline the steps a partner should take when communicating their questions, concerns, and/or problems to management.

Answer 43

Supervisor  Manager  GM  HR  HRD  Direct Line

Question 44

What type of information can be reported to the Direct Line?

Answer 44

Ethical or safety concerns. Improper conduct.

Question 45

What is the purpose of the Partner Reference Guide? When should each partner receive a copy and how do we keep track of it?

Answer 45

Handbook, policy/procedures/operations and frequently used policies. At orientation, signed acknowledgement.

Question 46

What is the difference between Performance Management and Progressive Discipline?

Answer 46

Performance management helps to create a plan of success. (Succession Planning/IDPS, development plans, follow up). Proactive.
Progressive discipline is a reaction to violations of policies and procedures. Reactive.
Performance Improvement Plan could be on both.

Question 47

What type of performance events should be tracked throughout the performance review cycle?

Answer 47

Training, certifications, attendance, keep updated file/notes, good things/not great things, accomplishments.

Question 48

What is the HR Manager’s role in succession planning?

Where can succession profiles be found?

Who is required to have a succession profile?

Answer 48

Role: ensuring managers are updating IDPs for new year and that they review the prior year with their team to make sure they’ve completed all tasks.

Can be found in partner profile, actions, development plan.

Supervisors and above, MTs, Sales Rep Captains. Make sure partners are getting their profiles updated – mobility, .

Question 49

What are some tools available for preparing development plans?

What activities may be included on the plans and how do we ensure they get executed?

Answer 49

Prior year performance evaluations, 1:1 meetings to discuss areas of challenge and interest in doing better; completed questionnaires;

Activities that are relevant to goals – internal or external training, books, articles, benchmarking, mentoring.

Question 50

You have a partner with a good work record that has been assigned a big project and the deadline is fast approaching. When reviewing payroll this week you noticed that she has worked 3 hours of overtime which you did not approve. What do you do?

How do you work with your location leaders to manage payroll accuracy on a weekly basis and compliance with FLSA/Wage and Hour laws?

Answer 50

Scenario:
Pay the partner for OT, but visit with his supervisor/managers to make sure this was approved. If not approved, could be disciplinary actionable. Ask if she needs resources. Have supervisor coach the partner on time management.

How: Starts with payroll training (time & labor). Monitor OT reports and approaching OT reports and hours being worked vs workload, ensure proper staffing, check payroll register every Wednesday. Enforce 7 minute rule. Make sure timesheet modification forms are filled out and saved.

Question 51

How can partner endearment and an active philanthropy/community involvement focus impact a location’s Safety culture?

Answer 51

Working with organizations who also promote safety – Shows leadership engagement, creates a good culture. Partners are proud to work at Cintas, more likely to take pride in housekeeping, safety results, promoting safety. Becomes the fabric of the location, spills over into their personal lives.

Question 52

How can changes in leadership impact the momentum of a location’s Safety culture?

As an HR Manager, what are some things you can do to keep your Safety systems on track?

Answer 52

Changes = upset conditions, disruption. Those who come from a different background where safety isn’t talked about can cause a setback.

As HRM, do CSOPs, make sure safety training is being done, that micro-messages are being delivered.

Check in with partners, engagement activities. Find ways to make the training engaging and not just check the box. Reach out to regional & safety coordinator to help provide training.

Question 53

How are Cintas’ customer service principles similar to how a location should approach Safety with its partners?

Answer 53

Be fully engaged in continuous improvement. Strive to be the best. Building trust that we’ll handle the issues, consistent communication. Should be giving us near misses and we should be following up with a sense of urgency.

Question 54

What is the Detail Allocation Report and how does an HR Manager use it from a Safety perspective?

Answer 54

Shows WC losses, claims status, reserves, expenditures for health care and lost wages
Shows AL losses, claims status, reserves, expenditures for repairs
Analyze causes, need for future training, etc. Control any added expenses. Track any dollars assigned to train

Every two weeks monitor Sedgwick claims. Hold them accountable.

Question 55

What is the difference between a “Tier 1” and “Tier 2” vehicle accident, and what is the process for reporting/investigating each?

Answer 55

Tier 1 = An involved party left the scene in an ambulance – severity, can result in immediate termination, Report to office of general council immediately.

Tier 2 = All others where damage has occurred to non-Cintas property. Report to regional safety center.

Call in to Sedgwick within 24 hours. (Health and Safety site, Auto)

Question 56

Please explain the following aspects of OSHA Recordkeeping at Cintas

OSHA Summary Description requirements:

OSHA 300A posting requirements:

What makes an injury recordable:

Requirements for updating case information in Risk-Console once it is called in to Sedgwick:

Answer 56

OSHA Summary Description requirements:
Short and to the point. List specific injury, specific body part, what caused it (in as few words as possible).

OSHA 300A posting requirements:
Feb 1 through April 30 of the year following year covered by form

What makes an injury recordable:
Lost time, restrictions, prescriptions, medical treatment

Requirements for updating case information in Risk-Console once it is called in to Sedgwick:
(IRM) OSHA status to submitted, actual restricted days and/or lost days. Medical treatment beyond first aid. LOC. OTC meds at rx strength can be recordable.
Feeds over to the database as “open.” Update to pending or submit in IRM within 7 calendar days of occurrence/open in IRM.

Question 57

What types of injuries require special OSHA notification and what is that notification process?

Answer 57

Hospitalization, amputation, loss of eye – must notify within 24 hours.
Death – must notify within 8 hours.

Question 58

What are some effective ways for leaders to communicate with partners the location’s Safety goals, expectations, opportunities, and performance?

Answer 58

Training, slides, micro-messages, debriefs, CSOPs, route rides, SIC meetings, safety wall/tv, near miss program

Question 59

What is Cintas’ method for learning and improving its processes after an accident or significant near-miss occurs?

Answer 59

HOP investigations, stop calls

Question 60

What are some effective ways to predict and prevent injuries and accidents at your location?

How do you promote partner participation in those initiatives?

Answer 60

Predict: Watch for trends, upset conditions. Know the season of the year, example: summer = heat stress. Fall winter = slips trips falls. Promote near miss program – be able to report any hazards, CSOP, HOP learning session

Promote participation: Safety Partner of the Month. Safety Celebrations for zero AL, zero TIR in a year – CELEBRATE THE WINS.

Question 61

Scenario: It’s the end of the month and it’s been very busy and hectic. Multiple departments are short-handed this week due to PTO and several partners being out sick. Your GM approaches you and says, “You know what, let’s cancel this month’s SIC meeting so that we can all focus on getting our work done. We can catch up on Safety on next month’s SIC meeting.”

How do you respond?

Answer 61

No. We need to hear from our people what’s going on and keep people engaged! Can’t be too busy to stop driving the safety culture. Maybe compromise for a shorter meeting.

Question 62

What are the 5 core attributes of the Cintas Diversity, Equity, and Inclusion Strategy and highlight some components of each?

Answer 62

Partner Engagement: Engagement survey, ever 3 years.
Supplier Diversity: Focused on increasing our spend with minority, women owned businesses
Corporate Citizenship: Business ethics. Philanthropy, sustainability,
Multicultural Marketing: Diverse customers with customized solutions
Governance: AAP, EEO1 report, OFCCP compliance review

Question 63

What things can you do at your location to support an inclusive environment? What are you doing to support this initiative this year?

Answer 63

Recruit from diverse groups – colleges, veterans, specific orgs, reach out to those in the area who work with people of diverse backgrounds: PurposeConnect; flags, diversity board, celebrations of cultural holidays (veteran’s day, too), engagement,

Question 64

What is the Simple 6 and how can you leverage the Simple 6 to create an issue free environment?

Answer 64

Take Care of business,
know your partners,
develop go to partners,
develop routines so they can know when to expect you,
hold formal and informal social events,
hold partners accountable

Clear is kind. Predictability = Is something they can trust and rely on.

Question 65

What do the 3 C’s stand for and provide examples of each?

Answer 65

Communication, Caring, Consistent

Question 66

What are some things you can/are doing at your location to promote security, trust, loyalty, and goodwill to partners (as we do our customers) which promotes an issue free environment?

Answer 66

Say what you mean, mean what you say.
Hold FORMAL and INFORMAL Events
-Business updates
-Birthdays, Anniversaries, regular location wide events (bbq, Gatorade in summer, hot choc in winter), walk arounds

Question 67

If a supervisor comes to you asking what he/she should say to a partner who asked about joining a union, what would you tell him/her?

Answer 67

Our corporate culture, competitive benefits, growth opportunities, and work environment were built without the help from any union. We solve problems by working together in a spirit of teamwork. Tell them they have a legal right to say no.

Question 68

List the type of questions you would ask to start an investigation. What are some examples of open-ended questions that should be prepared in advance of interviewing the complainant and witness?

Answer 68

Start: Do you know why you’re here today? What can you tell me about …?

Examples: What can you tell me about …? What did you witness? How did they/you react? What else you’d like to add?

Question 69

Describe key indicators in determining witness credibility.

Answer 69

Consistent facts. Support of facts by evidence. A history of honesty and integrity. Confidence in telling details without interjecting their feelings. Non-verbal behaviors that match what they’re saying. Bias. Being forthcoming. Clarity of memory. Demeanor. Willingness to testify.

Question 70

When conducting an investigation that may require descriptive details such as an injury or an accident, what is the one important step the investigator should complete?

Answer 70

Investigate – look at the environment, make notes. Secure any evidence in danger of being lost or erased. Partner Incident Report and Supervisor Incident Report

Question 71

What must a witness statement include?

Answer 71

Full name, position, department (or name/address if non-partner). Who, what, when, where.

Question 72

Jane contacted her manager suspecting that Mike, a partner in the Finance office, was stealing money from Cintas.

Mike is a 20-year partner with no history of performance related problems, until a new manager arrived a year ago. The new manager made a few changes at the location that has upset many of the partners and has caused tension, especially with Mike. On several occasions, the manager and Mike have had confrontations regarding the changes implemented by the manager.

The manager believes the allegation to be credible. The manager wants to bring in and terminate Mike immediately for theft. How should the HR Manager handle the situation?

Answer 72

Since this is a major infraction – reach out to HRD, potentially suspend pending investigation.

Written statement from Jane. (Arguable.) Follow the Disciplinary Check List; Secure evidence, Interview Jane, and any other witnesses that come forward or that she mentions. Interview the manager, ask for documentation of Mike’s performance, debriefs, coaching sessions, discipline, etc. Interview Mike and get his side of the story.

Because of partner’s tenure, must get approval from GM, Group VP, HRM, Director of Employment Practices.

Question 73

Once an investigation is done, what steps do you take to close the investigation?

Answer 73

1. Check in with HRD, EP, determine substantiated/unsubstantiated, discipline/no discipline.
2. Complete investigation summary – keep separate from p file.
3. If a partner returns to work from a suspension, the HR Director or HR Manager records the actual return to work date, which updates the partner’s status to active.
4. If the partner is disciplined, the Manager or HR Director/HR Manager will complete the discipline transaction.
5. If the partner is termed, the Manager or HR Director/HR Manager initiates the appropriate termination.

Question 74

What is the difference between a coaching session and a verbal warning?

Answer 74

Coaching/counseling is undocumented. Discussing with the bad actor that there is an issue and how it needs to be corrected.

Verbal warning is documented. Describes the problem what improvement is expected, time-period for improvement, advises of additional discipline should no improvement be made. Placed in personnel file.

Question 75

There are 12 examples of major infractions in Corporate Policy C-123, Please name at least five.

Answer 75

There are 12 examples of major infractions in Corporate Policy C-123, Please name at least five.
1. Unsafe work practices
2. Willful destruction of property
3. Gross misconduct
4. Insubordination
5. Fighting
6. Use, possession, being under the influence of drugs
7. Refusal to take or positive result from post-accident test
8. Dishonesty
9. WPH
10. Possessing a weapon
11. Illegal activities on premises
12. WPV Deliberate injury to partner or customer (or threat)
13. Conduct that precludes continued employment as decided by mgmt

Question 76

Is a partner required to sign a Partner Disciplinary Documentation?

Answer 76

No

Question 77

If a partner asks for a copy of a write-up, do we give them a copy?

Answer 77

In most cases, no. Can prepare a written request to review their file. No pictures/photocopies allowed. Check with HRD.

Question 78

What is the role of Human Resources during disciplinary and termination events?

Answer 78

To serve as an investigator. Impartial, neutral third party. SHOULD NOT BE a witness to term or disciplinary actions.

Question 79

Do we complete a write-up for a partner that is about to be terminated?
Yes. D2.

Answer 79

Yes. D2.

Question 80

What are the two types of sexual harassment specifically prohibited under the Workplace Harassment Prevention policy? Explain each type.

Answer 80

Sexual Demands: Threats by super/mgr that some adverse action will be taken unless they agree to sexual demands.

Hostile Work Environment: Verbal, physical, written conduct creating intimidating, intolerable, offensive or hostile work environment. Sex oriented jokes, unwanted sexual flirting, verbal abuse of sexual nature, graphic or degrading comments; visual conduct including leering, sexual gestures, etc.; unwelcome pressure for sexual activity; obscene letters, jokes, emails, notes.; physical contact

Question 81

How do we train our hourly partners regarding workplace harassment?

Answer 81

C130 Training upon hire and annually thereafter trained by immediate supervisor and sign acknowledgement.

Question 82

A partner contacts you about another partner at the location who has repeatedly asked her out on a date and is calling her cell phone constantly. She has told him “no” and asked him not to call her several times. She has asked you not to tell anyone.
What should you do?

Answer 82

Initiate an investigation. Advise partner that we are obligated to investigate. Notify HRD and EP. Follow up with partner who notified of concern, and let them know it’s been addressed.

Question 83

What is Affirmative Action? Why is it necessary for Cintas to have an Affirmative Action Plan?

Answer 83

AA is to ensure there is no discrimination in hiring practices and that all people have equal opportunity – diverse workplace, geared towards underrepresented demographic.

AAPs are important because they show that we are abiding by EEOC guidelines.

Question 84

What agency monitors our affirmative action to ensure compliance?

Answer 84

OFCCP (Department of Labor)

Office of Federal Contractor Compliance Programs

Question 85

What is the HR Manager’s role in an OFCCP audit?

Answer 85

Notify HRD. EP. Answer questions and provide documentation regarding personnel and compensation data. Provide them good faith efforts log.

Question 86

When would a Reduction in Force be needed at a location?

Answer 86

C126: Plant closing, closing a shift, consolidation of locations, to reduce overhead costs, when there is not sufficient work available in present positions.

Question 87

How do you determine who should be impacted by a Reduction in Force?

Answer 87

If there is not sufficient work available in a partner’s present position, the Company will make every reasonable effort to place the partner in another position within the Company. If there is no position where the partner’s services can be utilized effectively at that time, the partner’s employment will be terminated. It is at the Company’s sole discretion whether open positions exist which are appropriate in which to place a partner in lieu of termination

Performance, tenure, position need, eliminating shift, etc.

Question 88

What steps are needed to start the process of preparing a reduction in force?

Answer 88

Notify HRD, EP. Give notice. Prepare information supporting the why for the reduction; severance agreements; benefit protection act list; talking points provided by EP; any other needed docs a directed by EP.

Question 89

Under what reduction in force situation is the Older Workers Benefit Protection Act list used? What information is required to be on the list?

Answer 89

Ensures older partners aren’t laid off just because of their age; list has to be given out if more than one partner who is 40 or older. Job titles and list of partners and ages provided to all employees over 40 who are impacted by reduction.

Question 90

Explain WARN (Worker Adjustment and Retraining Notification Act of 1988).

Answer 90

Discusses notices required, amount of advanced notice required, etc. 60 days of a plant closing or a mass RIF. 50 or more partners being affected. 33% of active workforce is affected.

Question 91

Give two examples of when a Cintas location would be affected by WARN.

Answer 91

Closing of a plant or 33% reduction in force.

Question 92

How many weeks of FMLA are Cintas partners entitled to? (Please describe both Federal and State regulations in the states you support)

Answer 92

Cintas: 12 weeks plus 4 weeks of equivalent for extended LOA (Up to 16 weeks total)
Federal 12 weeks.
Missouri 12 weeks

Question 93

What is intermittent FMLA leave and what situations qualify a partner to utilize intermittent FMLA?

Answer 93

Taking it 15 minutes at a time to preserve job – taking a family member or self to doctors appointments; caring for sick family member or self.

Question 94

Which leaves can run concurrently with FMLA?
STD, LTD, WC, PTO

Answer 94

STD, LTD, WC, PTO

Question 95

Leave taken under FMLA is job protected. What does this mean?

Answer 95

Employee cannot be terminated because of needing this time off; protects an equivalent position of equal pay and benefits. (a job, not necessarily their job).

Question 96

Why is a personal leave different from other leaves of absence? Please explain a recent example in which a personal leave was used.

Answer 96

Personal leave can be used if employee does not qualify for FMLA yet, in situations where PTO has been exhausted, etc.

Question 97

You have a partner who comes to you and states that when he informed his manager that he would be gone the two weeks prior to the 4th of July holiday for his annual National Guard training, the manager got angry and stated that time off during the holidays were not permitted. The manager stated that if he had to be off then he was going to have to use his vacation time because he couldn’t afford for him to be off during the holiday and then be off an additional two weeks during the year. What do you do?

Question 98

A 2-year SSR had a personal injury 8 months ago and was out on FMLA and STD for 4 weeks. Unfortunately, this SSR is requesting for 4 months of leave due to a reaggravation of the same injury. Explain how you would help this partner process his leave and determine what he would most likely be entitled to (in your current state).

Question 99

What partners are eligible for participation in the Cintas Health and Welfare benefits plans?

Question 100

Who is considered an eligible dependent under the Cintas benefit plans?

Answer 100

Legal spouses, children under 26

Question 101

If a new partner is unsure about whether or not they would like to enroll in benefits during their initial enrollment period, what would you tell them regarding their eligibility to enroll or make changes to their Health and Welfare benefits?

Answer 101

Discuss inability to enroll except in events of life changes and next open enrollment (provide the date)

Question 102

How would you explain the Partner’s Plan program to a new partner?

Answer 102

Retirement savings that includes 401k, profit sharing, ESOP, Cintas matches a portion of your contribution

You don’t have to be an expert to manage it – Cintas has professionals who manage these programs for us.

The money you put in your 401k plan is always yours. The money Cintas contributes is determined based on years of service (vested interest –100% after three years of employment for profit sharing and ESOP)

ELIGIBILITY: 401k can start withholding after 90 days. For match: must be employed on the last day of the fiscal year, have at least 1000 hours of service during previous calendar year, work in an eligible class, contribute a portion of your salary to the 401k – for 401k match eligibility.

Auto enrolled at 3% for 401k Auto enrolled to profit sharing and ESOP.

Contribs made at end of fiscal year by a points system based on years of service and compensation.

Question 103

If a partner comes to you with questions regarding assistance available to them for personal family related issues, what resources could you direct them to?

Answer 103

SupportLinc.

Question 104

What is COBRA?

Answer 104

At termination, employee’s ability to continue health insurance as if you still work for the employer (18 months)

Question 105

Name other benefit programs that Cintas offers to our partners and provide highlights of each program.

Answer 105

EAP, beneplace, discounted products, vision, dental, life, STD, LTD, etc.

Question 106

Family Medical Leave Act (FMLA) was enacted in 1993, allows partners to take reasonable unpaid leave for certain family events and medical reasons. What policy outlines FMLA? Who is eligible to receive FMLA?

Answer 106

Policy 158.
Those employed at least 12 months cumulative service, worked 1250 hours during previous 12 month period immediately prior to leave begin date.

Question 107

What events qualify for Family Medical Leave?

Answer 107

Caring for self or immediate family member during serious health condition, birth/adoption/fostering of child, armed service members and immediate family.

Question 108

Religious accommodation scenario:
After two months with Cintas, a Muslim partner approaches his manager requesting a quiet, clean place to perform his prayers five times a day. What do you do?

Answer 108

Provide the partner with a quiet, clean place to perform his prayers five times a day. This is nothing that will interfere with the regular course and scope of business and is not a hardship for the company.

Question 109

You have reasonable suspicion to believe that a partner is currently impaired by drugs or alcohol on the job. What steps do you take?

Answer 109

C115 – consult with HRD and EP to discuss if the police should be contacted for advice and assistance including taking possession of the illegal substance. Corroborate with another manage, obtain approval from HRD/VP of HR and EP to take partner to get a drug/alcohol screening. Explain they why to partner. Give partner notice

Question 110

What is USERRA?

Answer 110

Uniformed Services Employment and Reemployment Rights Act. It protects military service members and veterans from employment discrimination on the basis of their service, and allows them to regain their civilian jobs following a period of uniformed service.

Question 111

What is ADA? Explain the ADA Accommodation process and an example of one.
Americans with Disabilities Act.

Answer 111

Accommodation is made when an employee requires a modification (extra equipment, modified process, a brace) in order to do their job. An accommodation only is required if it does not create a hardship on employer.

Question 112

Come Prepared to present and discuss a current “best practice” that you consistently deliver to impact our current HR Wildly Important Goal.

Answer 112

I constantly engage with our partners on the floor, in the breakroom, in the hallway. I want them to feel seen and heard and appreciated. I do check ins regularly especially with those who have brought concerns to me.

Question 113

Rule Score

Answer 113

Adjusted Growth + Net Income

Question 114

Define: Earnings Growth

Answer 114

Growth rate of earnings/net income

Question 115

Define: Internal Growth

Answer 115

Company uses its resources and tools to grow and expand - increase production, develop new products or services or developmental strategies.

Question 116

Define: Accounting Audit

Answer 116

Examination and evaluation of financial statements and other accounting practices.