The Wells Fargo Letter Head form is defined as a collection of comprehensive resources and guidelines outlined in the Wells Fargo Employee Handbook for U.S.-based employees, effective January 2022. This document functions as a crucial reference point, encapsulating essential human resources policies, employment practices, professionalism standards, anti-harassment protocols, and more, aimed at fostering a professional and productive work environment. For employees looking to familiarize themselves with the nuances of Wells Fargo's policies and expectations, the handbook serves as an indispensable tool, ensuring that each member of the workforce is well-informed and aligned with the company's values and operational standards.
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Embarking on a career or continuing your journey with Wells Fargo necessitates a comprehensive understanding of the guidelines delineated in the Wells Fargo Employee Handbook. This quintessential manual not only underscores the ethos of the company but also encapsulates a myriad of policies that are instrumental to your daily responsibilities and professional conduct within the corporation. From elucidating on "Employment & Hiring" practices that forge the foundation of your relationship with Wells Fargo to delineating "Professionalism" standards that foster a productive work environment, the handbook serves as a vital resource. It meticulously outlines "Anti-Harassment" policies, ensuring a safe and respectful workplace, alongside "Communications" protocols that guide your interaction with technologies and social media. "Performance Management" expectations are set clear, aligning with the company's objectives and your personal growth. The handbook further navigates through "Compensation Principles," offering insight into the rewards system, and "Time Away" policies, which support work-life balance during significant life events. "Safety & Health" regulations assert the commitment to a secure working environment, while the "Leaving Wells Fargo" section provides clarity should your tenure with the company conclude. Additionally, the handbook emphasizes the significance of "Information Security" and "Privacy & Solicitation," safeguarding the integrity and confidentiality of information. This comprehensive digest is not static; it's subject to updates, highlighting Wells Fargo’s adaptive and forward-thinking culture. Ultimately, it fosters a culture of fidelity and mutual respect, wherein each employee is positioned as a custodian of Wells Fargo's esteemed legacy and a contributor to its forward trajectory.
Wells Fargo Employee Handbook
For employees in the U.S.
January 2022
Table of Contents
Welcome . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Resources & References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Your Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Teamworks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Employee Assistance Consulting . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Communication Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Additional Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Employment & Hiring. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Employment at Will . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Affirmative Action, EEO, and Diversity,
Equity & Inclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Workforce Mobility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Internal Job Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Preferential Hiring (Job Reassignment) . . . . . . . . . . . . . . . . . . 18 External Recruitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Employee Referral. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Employment Eligibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Personal & Personnel Information . . . . . . . . . . . . . . . . . . . . . . . . 22 Personnel File . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Employment Verification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Employment References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Changing Personal Information . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Breach of Trust or Dishonesty . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Professionalism. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Workplace Conduct . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Personal and Family Relationships at Work . . . . . . . . . . . . . . . 24 Risk Management Accountability . . . . . . . . . . . . . . . . . . . . . . . . . 25 Attendance & Punctuality. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Travel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 International Travel & Visas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Driving on Company Business. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Distracted Driving. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Personal Appearance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Gambling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Solicitation & Distribution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Corporate-Sponsored Political Activities &
Personal Political Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Personal Property . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Mobile Devices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Recording Devices. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Cameras, Photos & Videos . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Wells Fargo Employee Handbook — For employees in the U.S.
Speak Up and Nonretaliation Policy. . . . . . . . . . . . . . . . . . . . . . . . . . 34
Anti-Harassment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Sexual Harassment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Other Forms of Harassment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Faith in the Workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Reporting Harassment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Communications. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Digital Communications and Social Media . . . . . . . . . . . . . . . . 38 Work-related Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Wells Fargo Mail Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Recording Conferences with Third Parties and
Business Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Accessible Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Media Contact. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Language . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Personal Profile, Business Cards,
and Email Signatures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Use of Legal, Medical, and Other
Professional Designations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Performance Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
Career & Problem Solving . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Career Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Tuition Reimbursement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Problem Solving . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Corrective Action. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Contact Employee Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
Dispute Resolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
Dispute Resolution Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
Termination Decision. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Third-Party Representation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Compensation Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Total Rewards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Employment & Pay Definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Exemption Classifications. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
Exempt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
Nonexempt. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
Shift Differential . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Work Hours. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Overtime Pay. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Holiday Pay . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Annual Base Pay Review. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Promotions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
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Incentive Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 Recognition. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 Job Changes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 Getting Paid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 Payment Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 Pay Discrepancies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 Pay Voucher . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 Reporting Procedures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Time Away . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58 Responsibilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58 Paid Time Off. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58 PTO Eligibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 PTO Accrual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 Eligibility Changes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 Using PTO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 Carryover & Accrual Cap. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 PTO at Termination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 Other Paid Time Away . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 Bereavement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 Community Service Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 Voting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 Jury Duty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 Paid Sick or Safe Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 Testifying in Court . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 Nonroutine Time Away. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 Military Duty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 Relocation Time Away. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 Other Protected Time Away . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 Observed Holidays . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 Personal Holidays . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 Floating Holidays . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 Impacts to Observed Holidays . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68 Working on Observed Holidays . . . . . . . . . . . . . . . . . . . . . . . . . . . 68 Leaves of Absence. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68 Leaves of Absence General Requirements. . . . . . . . . . . . . . . . 69 Family and Medical Leave Act . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70 Family and Medical Leave Act Poster . . . . . . . . . . . . . . . . . . . . . 71 Extended Absence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 Administrative Leave. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 Critical Caregiving Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72 Family Leave. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74 Job Search Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76 Medical Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
Military Exigency Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80 Military Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83 Parental Leave. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85 Personal Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88 Servicemember Care Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 Workers’ Compensation Leave. . . . . . . . . . . . . . . . . . . . . . . . . . . 90 Required Absence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
Safety & Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93 Violence-Free Workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93 Drugs & Alcohol . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94 Smoke-Free Workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95 Workplace Accommodations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95 Lactation Accommodation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97 Workers’ Compensation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97 Fitness for Duty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97 Safety & Health Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . 97 Enterprise Resiliency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98 Emergency Preparedness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
Leaving Wells Fargo. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100 Voluntary Termination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100 Involuntary Termination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100 Performance Problems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100 Immediate Termination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100 Employment Ineligibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101 Displacement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101 Retirement Information. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102 Employee Obligations at Termination . . . . . . . . . . . . . . . . . . . 103 After Leaving . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104
Information Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105 Information Security Policy Overview . . . . . . . . . . . . . . . . . . . 105 Appropriate Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105 Monitoring of Company Equipment . . . . . . . . . . . . . . . . . . . . . 105 Reporting Security Incidents. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106 Protecting Company & Consumer Information. . . . . . . . . . 106 Information Classification. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107 Information Handling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107 Work Area Security. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109 Protecting Company Hardware & Software Assets . . . . . 110 Protecting Electronic Communication Systems . . . . . . . . . 110 E-Messages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111 Internet Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111 Personal Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112
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Wireless Transmissions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112
Working Off-Site . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112
Understanding Security Responsibilities . . . . . . . . . . . . . . . . 112
References & Contacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
Privacy & Solicitation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114
U.S. Privacy Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114
Privacy for Employees in the U.S. . . . . . . . . . . . . . . . . . . . . . . . . 115
Privacy Preferences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115
Solicitation Choices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115
Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
Affirmative Action, Equal Employment Opportunity,
and Diversity, Equity, and Inclusion Policy . . . . . . . . . . . . . . . 117 Global Background Screening Policy . . . . . . . . . . . . . . . . . . . . . 120 Speak up and Nonretaliation Policy . . . . . . . . . . . . . . . . . . . . . . 127 Conflicts of Interest and Outside Activities Policy . . . . . . 131 Required Absence from Sensitive Positions Policy . . . . . . 145 Violence-Free Workplace Policy . . . . . . . . . . . . . . . . . . . . . . . . . 148 Personal and Family Relationships at Work Policy . . . . . . . 154
The primary version of the Wells Fargo Employee Handbook exists online, on Teamworks, Wells Fargo’s intranet. The online Wells Fargo Employee Handbook is updated as policies change and should be your first resource when looking for current information. Additionally, the online version includes links to other content within the handbook and on Teamworks. This printed version is for the convenience of certain employees. Furthermore, it is not updated frequently and does not contain links to other content within the handbook or on Teamworks. Some policy change announcements may be distributed between printings of this printed version of the Wells Fargo Employee Handbook.
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Welcome
Here you will find essential information about Wells Fargo Human Resources (HR) policies and certain other corporate policies that will be valuable to you as you begin or continue your career with us.
Note: Additional corporate and business policies can be found in the Policy Library and in the HR Services & Support site, under HR Information. As an employee, it is important — and your responsibility — to be informed about the policies that affect you.
This content applies to employees paid on a Wells Fargo U.S. payroll system, with the exception of the Information Security Policy Overview, which applies to all Wells Fargo employees. The handbook is not a contract of employment nor can it offer an answer for every situation. Employment at Wells Fargo is on an “at-will” basis.
Because the handbook is a key resource outlining employee policies, all employees paid on a Wells Fargo U.S. payroll system are required to sign an acknowledgment that they have been shown how to access it and understand its application to their employment with a Wells Fargo company. This acknowledgment typically occurs at the time of hire.
The handbook contains information on the following topics:
•Resources & References. This section provides you with additional HR, communication, and other resources that might be helpful during your employment, including a Glossary that lists frequently used handbook-related terms and
their definitions. This section also provides helpful links to “Who we are.”
•Employment & Hiring. This section provides you with information about our employment practices.
•Professionalism. This section provides you with information on what you can do to help us maintain a professional and productive work environment.
•Anti-Harassment. This section provides information on the various forms of harassment, including sexual harassment, and how to report any prohibited conduct.
•Communications. This section provides information on using company equipment to communicate with customers and your team and offers information about our social media policy.
•Performance Management. This section provides you with information about Wells Fargo’s performance management expectations.
•Career & Problem Solving. This section provides you with information about how you can develop the skills and knowledge you need to be successful in our company.
•Compensation Principles. This section provides you with information about our compensation program.
•Time Away. This section provides you with information about how you can use time away to support your life events, such as illness, caring for a family member, vacation, volunteering, birth or adoption of a child, and loss of a family member.
•Safety & Health. This section provides you with information about our priority to maintain a work environment that promotes and protects the safety and health of our employees.
•Leaving Wells Fargo. This section provides you with information when your employment ends with the company.
•Information Security. This section provides you with information about your responsibility to protect our information, communication systems, and other assets.
•Privacy & Solicitation. This section provides you with information about the significant role you play in protecting our customers’ information and privacy.
•The Wells Fargo Code of Ethics can be found on the Wells Fargo Ethics site.
Updates to the handbook
The handbook exists online on Teamworks and HR content can be found in the HR Services & Support site. Policies change from time to time, and the online content will be updated as needed (see Changes as of January 2022). Within the content is a published reference date. That date refers to the last date on which that particular policy was updated.
Wells Fargo & Company created the policies in this handbook, and many Wells Fargo companies have adopted them. Throughout this handbook, when you see the terms “Wells Fargo” or “the company,” it means the Wells Fargo company that employs you directly.
Additional policies
At Wells Fargo, the business groups that form our organization’s structure have a great deal of the decision-making authority. This handbook, for the most part, covers the employment policies adopted by the family of Wells Fargo companies. In many cases, however, specific legal entities or your business group may have additional policies, standards, guidelines, procedures, or approval requirements. You can find out about these from your manager.
It starts with you
Remember, every employee contributes to the culture of Wells Fargo — with the words we use, the actions we take, the way we treat each other, and how we treat our customers. We will build a strong culture together by meeting companywide expectations that align to “Who we are.” These clear and common expectations ensure that everyone understands and lives the Wells Fargo culture in our interactions with each other, our communities, and our customers.
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Resources & References
Our approach
Our employees are our greatest assets. Giving you the resources you need to be successful is one of our highest priorities. Beyond this handbook are many additional resources you can turn to for information, help, and guidance.
Your Manager
Your manager is the first person you should go to, whenever possible, when you have questions about:
•Wells Fargo policies, guidelines, and programs
•Workplace issues
•Performance feedback
•Job expectations
•Pay
•Career development
Your manager is one of your most valuable resources at Wells Fargo. You and your manager depend on each other to succeed professionally; he or she is accountable for the work you do and is committed to helping you do the best job you can. In turn, your working relationship contributes to the success of the other employees in your business unit and our overall company goals.
Teamworks
Wells Fargo’s intranet offers online access to a variety of employee resources, including:
•Policy and benefits material
•Tools for viewing and changing personal and payroll information
•Look-Up
•Internal websites maintained by departments throughout the company
•Tools to help you improve your skills and manage your career
Teamworks is an important resource for employees and is used as the primary resource for employee communication at Wells Fargo. You can also access many Teamworks tools and functions from home, at teamworks.wellsfargo.com.
Human Resources
The HR Services & Support site offers you a streamlined way to access, request, and manage your HR support needs in a central location. You can find self-service information, answers to frequently asked questions, a virtual agent, live chat with an HR support specialist, online HR request forms, and guided workflows. In addition, you will get answers and the help you need when you need it — anytime and anywhere through self-service mobile apps.
See the Contact Human Resources article within the HR Services & Support site if you need additional assistance from the HR support team.
Employee Care
Chat (U.S.-based employees only)
Chat online with an HR support specialist by clicking Chat in the top right corner on the navigation menu or clicking on the chat bubble.
Online
For non-urgent HR inquiries, submit an HR Request.
Phone
Call Employee Care at 1-877-HRWELLS (1-877-479-3557) and select option 2. We accept all relay calls, including 711. This line is available Monday through Friday 7:00 a.m. to 7:00 p.m. Central Time. For additional options, see the HR WELLS call tree (PDF).
Employee Relations
For non-urgent inquiries, including corrective action reviews, attendance and punctuality issues, time away questions, behavioral issues, policy interpretation, or initiation of the Wells Fargo Dispute Resolution process, submit an HR Request for Employee Relations support.
Generally, most matters will be non-urgent. If you are not able to complete an online request or if this is an urgent matter that truly requires immediate ER consultation (e.g., employee impairment or arrest in the workplace which causes workplace disruption) call 1-877-HRWELLS (1-877-479-3557), select option 3, and a representative will notify Employee Relations or the appropriate team. This line is available Monday through Friday 7:00 a.m. to 7:00 p.m. Central Time. You will receive
a callback within one hour from the time of your call on any urgent matter.
Accommodations Management
To request an accommodation for you or your employee who requires assistance performing one or more of the essential functions of the job due to a medical condition or disability, pregnancy, or lactation needs, submit an Accommodation Request.
Call 1-877-HRWELLS (1-877-479-3557), option 2, 3, 4. We accept all relay calls, including 711. This line is available Monday through Friday 7:00 a.m. to 7:00 p.m. Central Time.
2
Employee Assistance Consulting (EAC)
U.S.-based managers and corporate partners can complete the Employee Assistance Consulting Management Consultation Request for a callback from EAC by the following business day.
For time-sensitive personal concerns or workplace issues, call 1-877-HRWELLS (1-877-479-3557) and select option 4. EAC accepts all relay calls, including 711. EAC services are available 24 hours a day, 7 days a week.
International Employees can find phone numbers for the Employee Assistance Program (EAP) by location at Global Employee Assistance Program Contacts on Teamworks.
Contact with EAC for individual assistance concerning personal or work-related problems is strictly confidential except in certain legally required situations, such as, circumstances that are imminently life-threatening, abuse or neglect of a child
or vulnerable adult, or if EAC receives a court order for EAC records, those records may have to be turned over to a judge. If an employee gives permission, the EAC consultant may speak with the supervisor or manager about how best to deal with the situation.
Employee Assistance Consulting
Many situations and changes in life are complex and may seem overwhelming. With Employee Assistance Consulting (EAC), you have a proven and trustworthy resource to help you and your team through difficult times. EAC offers a comprehensive menu of free services, 24 hours a day, 7 days a week for employees and their household family members. These services include the following:
Services for employees
•Confidential individual consultations and referrals for employees to assist with personal or work-related problems, including:
–Personal, relationship, and family difficulties
–Depression, anxiety, or other emotional concerns
–Work or performance concerns
–Alcohol and drug use
–Child and elder abuse
–Health matters
–Grief and loss
–Financial or legal matters
–Crisis support
•Support for workgroups following robberies, natural disasters, and other critical workplace events
•Individual support for situations involving possible threats and intimate partner violence in and outside of the workplace
Confidentiality
Contact with EAC for individual assistance concerning personal or work-related problems is strictly confidential and voluntary. Participation in any individual EAC services is not communicated to your manager or anyone else without your expressed permission. All EAC records are kept completely separate from official personnel files.
Exceptions to confidentiality are made only when you give EAC explicit permission to release your records to an identified person or when required by law, such as:
•Situations that are imminently life-threatening
•Abuse or neglect of a child or vulnerable adult
•If EAC receives a court order for EAC records, those records may have to be turned over to a judge
Separate services for managers
•Management consultations on a variety of employee behavioral health situations often involving risks to the workgroup or enterprise, including:
–Concerning displays of emotion or behavior in the workplace
–Conflict in the workplace
–Reports of suicidal thoughts or self-harm
–Suspected substance abuse
–Erratic or unusual changes in behavior
–Accidents, serious illnesses, or a death
–Fitness-for-duty evaluations
–Workplace gender transition
•Post-robbery support services
•Threat assessment and management services including intimate partner violence
•Critical incident response and recovery support services (e.g., bomb threats, accidents, or natural disasters)
•Business group support services including: facilitations, trainings, and product development on behavioral health topics
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Communication Resources
The table below provides the different communication resources that are available to you.
Business communications
In addition to companywide communications and publications, your region or business group
might have additional internal communications resources. Check with your manager for
information about the resources in your business group.
Corporate communications
From time to time, you’ll receive publications — on paper or electronically — from Corporate
Communications. They provide you with news and information about our company’s vision,
strategy, and organization and our achievements in local and national markets. Our goal is to act
and feel like one team, so it’s important for you to read these and learn about what’s going on
elsewhere in the company.
Emergency information
As part of business continuity planning, each business group has procedures that provide
employees with steps to follow in the event of natural disasters or other building emergencies.
Ask your manager for a copy of your emergency procedures. Be sure that you understand clearly
what to do in an emergency situation. For more information, see Emergency Preparedness.
Information resources
A number of internal communication resources are available to you as a Wells Fargo employee.
Keep in mind that internal communications are not to be released publicly unless they are
classified as Public information. For specifics on how information is classified (Public, Internal
Use, Confidential, or Restricted), see the Information Security section.
Additional Resources
The business of Wells Fargo
Since 1852, Wells Fargo & Company has played an extraordinary role in the financial history and development of America. Visit the resources below to see why today Wells Fargo is an industry leader in providing diversified financial services to satisfy the financial needs of consumers, small businesses, farmers and ranchers, middle-market companies and large corporations, real estate developers, and local governments in more than 36 countries and territories.
•Who we are
•wellsfargo.com
•Wells Fargo Today Quarterly Fact Sheet (PDF)
•Wells Fargo Stories
•Social Responsibility
•Company Business Divisions
Information Research Services
Information Research Services provides the information you need to better understand your clients, ultimately positioning you to deliver superior financing solutions. Information Research Services is staffed by experienced research consultants in New York, Charlotte, San Francisco, and Gurgaon, India, and is available to all employees. We seek to be your one-stop shop for valuable business research with one or more of the following:
•Company research
•Industry research
•Rating agency commentaries
•Comparable deal information and statistics
•Economic data and statistics
•SEC and legal filings research
•News
How to reach us
You can request our services by visiting the Information Research Services site. Click the red Request Form button, complete the form, and click Submit. Refer questions to inforesearch@wellsfargo.com.
Additional information
Other support departments are mentioned throughout this handbook; feel free to contact them with your questions. This handbook gives companywide numbers and email addresses when available, and you can also find information on these and many other departments by looking for their listings in Sites A–Z on Teamworks.
Glossary
•A – E
•F – J
•K – O
•P – S
•T – Z
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A – E
A
A resource for employees and managers who need assistance in responding to a chronic medical condition or restriction that impairs an employee’s ability to perform one or more of the essential functions of their current job duties.
active working status
Days when an employee is actually on the job (including time on reduced work schedule) or is on regularly scheduled days off, holidays, jury duty, bereavement time off, or Paid Time Off (PTO).
administrative leave
Time away from work in certain situations where appropriate as determined by Wells Fargo (for example, during an internal investigation).
Affirmative Action Plan (AAP)
An annual written action-oriented program designed: to affirmatively reach out to internal and external minorities, women, veterans, and individuals with disabilities; to align appropriate representation of these groups based on availability of qualified individuals inside and outside the organization; and to identify and eliminate any potentially unlawful barriers to employment in the sourcing, recruitment, hiring, promotion, termination, and compensation practices at Wells Fargo. Affirmative Action plans serve to support Equal Employment Opportunity laws and Wells Fargo Diversity Programs.
alternative schedule
A schedule in which the length and number of workdays are predetermined and constant but may be less than five days per week or longer than eight hours per day (for example, a 10-hour day for four days each week).
applicant
A person who expresses interest in employment for an open position by submitting a resume or completing an application through the Wells Fargo website or is otherwise considered by Wells Fargo, and:
•Wells Fargo considers (reviews a resume or employment application, does an impromptu interview, etc.) the individual for employment for the particular position.
•The individual’s expression of interest indicates that he or she possesses the basic qualifications and eligibility requirements for the position.
•The individual does not withdraw himself or herself from further consideration.
Arbitration
A formal hearing where both the employee and Wells Fargo present their respective sides before an external, independent arbitrator or panel of arbitrators.
AU
Accounting Unit; see business group.
B
base pay
Base pay is an employee’s rate of pay for time worked (without bonuses, incentives, commissions, overtime, or shift differentials). Base pay is expressed as an annual salary for exempt employees and as an hourly rate for employees in a nonexempt position.
beneficiary
A person, trust, charitable institution, or an individual’s estate that the individual designates to receive benefits upon the individual’s death.
blog
An online, real-time posting of content on a common internet or intranet web page. Blogs are interactive; they enable visitors to leave public comments or share and collaborate on documents.
Blog entries are dated and time-stamped with content listed in reverse chronological order.
breaks
Paid rest periods of no more than 15 minutes, scheduled as appropriate (or legally required) by the manager. Other state or local provisions may apply. If you have questions about breaks, contact your manager.
bulletin boards
An area (on a wall or kiosk or through a computer) for posting official or work-area-specific information.
business group
A group of Wells Fargo businesses or support functions reporting directly or indirectly to members of the company’s operating committee; may contain multiple business units.
business need to know
Describes a need to know a fact or circumstance when an employee must have such knowledge to properly perform his or her job or to make appropriate business decisions within the scope of the job. It also exists for those senior managers who must determine whether further investigation or action is necessary to resolve a matter or whether reporting or other action outside of the company is advisable or required.
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C
candidate
A generic term used to describe the entire population of job seekers, applicants, and referrals.
chain of reporting relationship
A series of management positions in order of authority.
child (for purposes of FMLA)
A son or daughter who is the biological child, adopted or foster child, stepchild, or legal ward of a person standing in loco parentis, if the child is under age 18 (or of any age if incapable of self-care due to a mental or physical disability).
COBRA
The Consolidated Omnibus Budget Reconciliation Act of 1985 (COBRA) is a federal law that created the right to COBRA continuation coverage. COBRA continuation coverage may become available to you and other members of your family when group health coverage would otherwise end. Questions about how your termination of employment will affect your benefits, including information on COBRA health coverage that you and your covered dependents may elect, should be directed to the BenefitConnect | COBRA Service Center. Telephone inquiries for COBRA continuation coverage and rights should be directed to the BenefitConnect | COBRA Service Center at 1 877-29-COBRA (1-877-292-6272), Monday through Friday, 8:00 a.m. to 6:00 p.m. Central Time (excluding holidays).
International callers should use 1-858-314-5108. COBRA information can also be accessed online at BenefitConnect | COBRA at https://cobra.ehr.com.
Compensation Planning & Decisioning (CP&D) Tool
The CP&D tool is the system of record for all performance management documentation used to create and manage performance objectives, document ongoing feedback, evaluate employee performance, and enter compensation recommendations.
compromised data
Wells Fargo considers “compromised data” to be the unauthorized access, acquisition, use, disclosure, loss, or alteration of sensitive consumer information, sensitive company information, personally identifiable information, or sensitive categories of personal data including Internal Use, Confidential, or Restricted Wells Fargo information, which is not publicly available.
Typical incidents may include lost or stolen documents, fraud, a third-party incident, an international data breach, lost or stolen equipment (such as a laptop), or unauthorized online access.
computer/computing system
A network of one or more computers or mobile computing devices that leverage software and hardware components, providing interactive business operations to its end users.
confidential information
Refers to sensitive company and consumer data that have a medium to high risk level. Access is limited to groups with a business need to know, as required to perform a particular business function or activity. Unauthorized disclosure or destruction of confidential information may have a negative impact on consumers, Wells Fargo, and its customers or employees or result in regulatory, reputational, or financial consequences.
confirmation letter
A document that acknowledges a verbal offer and acceptance by the applicant. Also see offer letter.
consumer
An individual about whom Wells Fargo has obtained information for any purpose, including marketing its services or for other purposes. A consumer is not necessarily a customer or employee of Wells Fargo at the time their information is obtained. Not all consumers enter into a relationship with Wells Fargo.
contingent resource
Individuals who are not employees of Wells Fargo. These resources are either employees of a supplier (e.g., third-party supplier, employment agency) who provide a service to Wells Fargo, or individuals providing a service through a
Wells Fargo supplier contract. Contingent resources may or may not have access to Wells Fargo systems and facilities.
continuous leave
Uninterrupted time away from work with a defined start and defined or estimated end date as permitted by Wells Fargo for reasons including but not limited to a medically certified health condition, family care, personal needs, or military duty.
contractor resource
Workers obtained through a third-party supplier to fill short- term staffing needs, including coverage for employees on leave; temporary increases in workload volumes; projects; or for specialized skills. Wells Fargo has the right to direct the resource’s work activities. Work is generally performed on Wells Fargo’s premises.
corporate hire date
An employee’s first actual workday or a rehired employee’s previous hire date when the break in service qualifies to be considered continuous service. The corporate hire date is used as the service date applicable for benefits such as PTO, the Short-Term Disability Plan, the Severance Plan, and service recognition. This date may reflect prior service from acquisitions made by Wells Fargo.
If an employee has prior Wells Fargo service and is rehired, see the Reemployment section of the Employee Handbook for the impact on the corporate hire date.
corrective action
A specific action, determined by management, to address a performance concern or policy violation by an employee.
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Completing the Wells Fargo Letter Head form requires careful attention to detail and an understanding of how the information you provide will be utilized within the organization. The process is straightforward but involves several steps to ensure the accuracy and completeness of the information you submit. The primary purpose of this action is to efficiently record and communicate pertinent details relevant to Wells Fargo's human resources and policy frameworks. Below is a step-by-step guide to assist you in filling out the form properly.
Upon completion, if further clarification or assistance is required, reach out to your manager or the Human Resources department. They can provide guidance or direct you to additional resources that may not be covered within this form. Staying informed and proactive about the policies that affect your employment is critical to navigating your career successfully at Wells Fargo.
What is the primary purpose of the Wells Fargo Employee Handbook?
The primary purpose of the Wells Fargo Employee Handbook is to provide employees with essential information regarding Human Resources (HR) and corporate policies that are significant during their tenure at Wells Fargo. It serves as a key resource outlining employee responsibilities and expectations, workplace conduct, benefits, compensation, and more, to support a professional and productive work environment. It's designed to help employees understand their role within the company and how various policies affect their employment.
Is the Wells Fargo Employee Handbook considered a contract of employment?
No, the Wells Fargo Employee Handbook is not a contract of employment. The handbook provides guidelines and information about the company's expectations from its employees, but it does not create a contract or guarantee of employment. Employment at Wells Fargo is on an "at-will" basis, which means either the employer or the employee can end the employment relationship at any time, with or without cause, and with or without notice, subject to applicable laws.
How often is the Wells Fargo Employee Handbook updated, and where can the most current information be found?
The Wells Fargo Employee Handbook is updated periodically as policies change. The most current information can always be found online on Teamworks, Wells Fargo’s intranet. This digital version of the handbook is updated regularly and includes links to additional resources and content within the handbook itself. Employees are encouraged to refer to the online handbook for the most up-to-date information regarding policies and procedures.
Are Wells Fargo employees required to acknowledge the Employee Handbook? If so, when?
Yes, all employees paid on a Wells Fargo U.S. payroll system are required to sign an acknowledgment that they have been shown how to access the Wells Fargo Employee Handbook and understand its application to their employment with the company. This acknowledgment typically occurs at the time of hire. It is an essential step to ensure that employees are aware of and understand the policies and expectations that relate to their employment.
Does the handbook contain information on how to handle work-related concerns or problems?
Yes, the Wells Fargo Employee Handbook includes a section titled "Career & Problem Solving" which provides employees with information on developing the skills and knowledge needed to succeed within the company. Additionally, it outlines the avenues available for addressing work-related concerns or problems, including the appropriate steps to take for resolving issues and whom to contact for assistance. This section aims to support employees in navigating challenges and fostering a positive and productive work environment.
When individuals attempt to fill out the Wells Fargo Letterhead form, several common mistakes can occur. These errors can hinder the processing of their information and delay their employment or other related procedures. Understanding these mistakes is crucial for a smooth and efficient completion of the form.
A common mistake is overlooking the requirement to use the online version of the Wells Fargo Employee Handbook for the most current information. The printed version, while convenient, does not contain the most up-to-date policies or links to additional resources, which can mislead employees regarding their responsibilities and the resources available to them.
Another frequent error is failing to provide acknowledgment of having been shown how to access the handbook and understanding its application to their employment with a Wells Fargo company. This acknowledgment is typically required at the time of hire and is crucial for ensuring that all employees are aware of and understand the policies that affect them.
People often miss important sections of the handbook by not utilizing the Table of Contents effectively. Key sections such as Employment & Hiring, Professionalism, and Safety & Health, offer essential information that could significantly influence an employee's conduct and understanding of company policies.
Ignoring updates to the handbook is also a common oversight. The online Wells Fargo Employee Handbook on Teamworks is updated as policies change, and employees should regularly check for updates to ensure they are following the most current policies. Relying on outdated information could lead to unintentional policy violations.
Lastly, not taking advantage of the resources and references provided in the handbook is a mistake that many make. The Resources & References section provides additional HR, communication, and other resources that could be helpful during employment. Neglecting these resources means missing out on valuable support that could enhance one’s employment experience at Wells Fargo.
When dealing with the Wells Fargo Employee Handbook and other related documents, it's beneficial to understand each form's purpose and function. Together, they provide a comprehensive framework for employees, covering a variety of scenarios and policies essential for maintaining a productive and respectful workplace. Besides the Employee Handbook, there are several key forms and documents that Wells Fargo employees often use.
These documents, when used alongside the Wells Fargo Employee Handbook, provide a solid foundation for understanding your role, responsibilities, and benefits as an employee. They are designed to ensure clarity and fairness in all aspects of employment, from day-to-day operations to long-term career planning. Knowing how to use these forms effectively contributes to a transparent, ethical, and productive working environment.
The Wells Fargo Employee Handbook shares similarities with a Corporate Policies and Procedures Manual found in many organizations. Both documents serve as comprehensive guides outlining the rules, regulations, and operational guidelines that employees are expected to follow. They cover various topics including employment practices, performance management, compensation, and workplace conduct. Like the Wells Fargo handbook, a Corporate Policies and Procedures Manual often features sections on health and safety protocols, privacy considerations, and information security, aiming to create a productive and compliant work environment.
Another document that resembles the Wells Fargo Employee Handbook is an Employee Benefits Guide. This guide details the various benefits available to employees, such as health insurance, retirement plans, and paid time off, much like the "Time Away" section of the Wells Fargo Handbook offers information on PTO and other forms of leave. Both guides play a crucial role in informing employees about the resources and support available to them, contributing to their overall well-being and job satisfaction.
The handbook also shares similarities with a Code of Conduct or Ethics Policy that many companies adopt. Such documents outline expected behaviors and provide guidance on professional and ethical standards within the organization. Elements of the Wells Fargo handbook, including the Anti-Harassment policy and the sections on workplace conduct and compliance with legal and professional standards, reflect the essence of a Code of Conduct by establishing clear expectations for employee behavior to ensure a respectful and integrity-driven workplace.
An Onboarding Manual for new hires is another document similar to parts of the Wells Fargo Employee Handbook. Onboarding manuals often include sections that introduce the company's culture, values, and mission, information about organizational structure, and resources for new employees' integration into the company. The Welcome section and Resources & References of the Wells Fargo document aim to familiarize new employees with the company and provide them with essential information and tools for a successful start, mirroring the objectives of an Onboarding Manual.
Lastly, the Wells Fargo Employee Handbook is akin to a Health and Safety Manual observed in various organizations, especially in the sections discussing workplace accommodations, violence-free workplace policies, and general safety and health responsibilities. Both documents are designed to ensure the well-being and safety of all employees by providing guidelines on maintaining a healthy work environment, addressing potential workplace hazards, and outlining procedures for emergencies.
When dealing with the Wells Fargo Letter Head form, or specifically handling any documentation related to Wells Fargo's policies, it is crucial to approach the task with a sense of responsibility and attention to detail. Below are lists of do's and don'ts that can help navigate the process effectively.
Do's:
Don'ts:
Handling the Wells Fargo Employee Handbook with care and attention not only helps you stay informed about your rights and responsibilities but also contributes to the larger goal of maintaining a positive and ethical workplace.
When it comes to navigating workplace policies, especially at large organizations like Wells Fargo, it's common for employees to have misconceptions about what's included in the Wells Fargo Letter Head form, or more broadly, the Employee Handbook. Here are four common misunderstandings and the truths behind them:
It's Just About Company Letterheads: Some might think that the content described in the Wells Fargo Letter Head form focuses solely on how company letterheads should be used. In reality, the form is part of the Wells Fargo Employee Handbook, covering a wide array of policies and procedures that guide employees on everything from professionalism to compensation and benefits.
It Doesn't Change: There's a misconception that once the Wells Fargo Employee Handbook is issued, it remains static until a new edition is printed. However, the handbook is a dynamic document that's updated online as policies change. The print version might not include the most recent changes or links to additional resources.
It's Only Relevant to HR: While HR is indeed a critical reference point for the policies outlined in the handbook, the information it contains is applicable and accessible to all employees. It covers a broad spectrum of topics that affect daily work life and responsibilities across the organization, not just HR-related matters.
Online and Printed Versions are the Same: One might assume that the printed version of the Wells Fargo Employee Handbook is identical to the online version. However, the online version is updated more frequently to reflect current policies and includes links to other relevant content within the handbook as well as other resources on Wells Fargo’s intranet. This means the most current and comprehensive information is always online.
Understanding these key points can help employees better navigate their employment with Wells Fargo, ensuring they have the most current and relevant information at their fingertips.
Filling out and using the Wells Fargo Letter Head form, as part of the Wells Fargo Employee Handbook, requires attention to detail and awareness of the company's policies and procedures. Here are five key takeaways to guide employees through this process:
In summary, carefully reviewing the Wells Fargo Employee Handbook, particularly the online version on Teamworks, provides employees with the necessary guidelines and resources for properly using the Wells Fargo Letter Head form. Understanding and applying the policies on professionalism, information security, and employment can help in navigating the company's expectations effectively.
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