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Palm Beach Human Resources Back to Course Index




The vision and mission of PBI are embodied in the PBI Vision and Mission statements. The highly qualified founders and management team of PBI developed this statement.



The philosophy of the Palm Beach Institute is:

  • That alcoholism and other forms of chemical dependency are treatable diseases,
  • That they affect families as well as individuals, and
  • That addiction is a primary illness with serious secondary complications involving body, mind and spirit.



Our mission is to help fill the client needs and assist in resolving life issues that hinder them from becoming more productive. We provide a gentle atmosphere conducive for healing from the intensity of substance abuse or chemical dependency for both the family and suffering person. We address individual concerns with compassion and respect while offering a comprehensive and highly personalized treatment. We use a multi-disciplinary team approach that maximizes a client’s time in treatment, teaches a recovery lifestyle and affords each individual an opportunity to experience life free from addictive chemicals and destructive behaviors.



We are committed to our relationship with our clients. We serve our clients by delivering the highest quality treatment services in a caring and sensitive manner. We serve our referents with anticipation of, and responsiveness to their needs. As a corporation we serve our own by creating an atmosphere in which each staff person can develop personally and professionally.



Assessing the Challenge of Cultural Diversity

Culture as a socially transmitted design for living – values, needs, ways of looking at the world, traditions, customs, clothes, food, and belief in God.

This introductory section includes the definition of culture, an overview of the program goals, and a brief statistical survey of the importance of diversity in health care today.


Acknowledging Cultural Differences and Commonalities

Acknowledging cultural differences is the first step toward successful cross-cultural management. This section provides practical examples of values and/or behaviors which vary dramatically along cultural lines and which can have a major impact in the workplace.

The following are all examples of cultural differences and commonalities:

  • Variation in eye contact
  • The importance of punctuality
  • Attitudes toward promotion


Stereotypes VS Working Generalities:  How Do You Tell The Difference?

Stereotypes are “inflexible beliefs” about a particular category of people.

This section explores the question of stereotyping and how stereotypical thinking interferes with the ability to manage diversity effectively. Tools are provided for diffusing stereotypical thinking in ourselves and others.

  • Beware! Stereotypes can be about GOOD or BAD qualities.
  • When we really believe stereotypes we:
    • See what we expect to see
    • Rationalize what we see to fit the stereotype
    • Expect the person to prove that he/she does not conform to the stereotype
    • Find ways to create the expected characteristic
    • See those who do not conform as “exceptions to the rule”
  • How can you diffuse stereotypical thinking?
    • Exposure to diverse groups. This leads to greater understanding.
    • Knowledge of diverse groups. This helps us understand the basis for many of the differences that we see in various groups.
    • Experience being stereotyped. Imagine how others might “stereotype” you. How accurate is the stereotype? How do you feel being stereotyped?


Language and Accent Differences:  Bridging the Communication Gap

Techniques are supplied on how to bridge accent and language barriers and how to tell if an instruction has been understood. This section also helps managers better understand how language and accent diversity impacts the multicultural health care setting.

Some non-native English speakers can come across as sounding harsh or rude because tone of voice is different than we expect, because they may lack knowledge of the nuances of our language, and because many languages do not add extra words to soften what is said.

Some immigrants may be reluctant to speak English because they fear being corrected or laughed at, they fear making a mistake, or if they are feeling anxiety, stress or fatigue because it is often difficult to mentally translate during periods of anxiety, stress or fatigue.

Some Do’s and Don’ts on being understood:


  • Organize your thoughts
  • Emphasize key words
  • Use synonyms- Ex: small & little
  • Use the listener’s own words
  • Use cognates / related / similar
  • Use positive phrasing
  • Use non-verbal language
  • Let the listener see your lips
  • Recap / check for understanding frequently


  • Shout
  • Rush the conversation
  • Use slang, expressions or abbreviations
  • Use complex phrasing or words
  • Use the passive voice
  • Talk too much

In determining if you have been understood, it is important to remember that different responses may have different meanings for different people. For example, if someone responds with laughter, they may be responding with sarcasm, disrespect, humor, or even embarrassment.

As a listener, we need to listen to the entire message, rephrase our question, paraphrase back what we think has been said, and really listen and expect to understand.


Cross Cultural Management Skills

This section discusses the steps necessary to effectively manage and motivate across cultural barriers. Included here is practical information on how to interpret behaviors correctly (for example, what does it mean when a foreign born employee is reluctant to bring problems to the superior or to admit lack of understanding), how to assess the needs of and motivate diverse employees, and insights on how compromise and mutual respect can create a more productive multicultural health care staff.


Tips On Cross Cultural Motivation

  • Know your own cultures. Think about the cultures in which you identify the most – the values, the behaviors, and the judgments of others.
  • Provide cultural safety for both your patients and your co-workers
  • Interpret behaviors correctly. The following list identifies misleading behaviors
    • Withdrawal and/or clustering
    • Hesitance to take independent initiative
    • Reluctance to complain
    • Reluctance to praise self
    • Hesitance to seek promotions
    • Speaking foreign language on the job
  • Explain your perspective
  • Communicate respect – the key to everything
    • Remembering the small things
    • Speaking the person’s “cultural Language”
    • Compromising
    • Reinforce the desired behavior



Sexual Harassment

Sexual harassment of any nature will not be tolerated at PBI. Propositions, unwelcome sexual advances, repeated requests for dates, “dirty” or offensive jokes, sexually provocative pictures or cartoons or other verbal or physical behaviors are strictly prohibited. Incidents of harassment, or perceived harassment, should be reported immediately to your supervisor. If for any reason you do not feel comfortable with your supervisor regarding these issues, please report the incident(s) directly to Human Resource Department.


  • Sexual Harassment:
    • Unwelcome sexual advances
    • Requests for sexual favors
    • Other verbal and physical behaviors
  • Sexual Harassment is against the law:
    • It violates Title VI of the Civil Rights Act of 1964 making it illegal to discriminate based on race, color, national origin, religion and sex.
    • It is enforced by the EEOC – they look at whether the incident was consensual or unwelcome the nature and severity of the sexual conduct, and the pervasiveness of the conduct.


  • There are two types of sexual harassment:
    • “Quid Pro Quo”
    • Hostile Work Environment
  • “Quid Pro Quo” means “This for That”
    • Unwelcome behavior
    • Must occur between a supervisor and employee
  • Hostile Work Environment
    • Unwelcome verbal or physical conduct of a sexual nature
    • Conduct unreasonably interferes with an employee’s work performance or creates an intimidating environment.


What is Reasonable versus Unreasonable depends on the perspective of the person voicing the complaint.


  • The employer’s responsibilities include:
    • Developing Policy and Procedures
    • Establishing Complaint Process
    • Communicating intolerance
    • Informing employees of their right to Complaint Process
    • Taking action when a complaint is filed.
  • The employee’s responsibilities include:
    • Being aware of harassing behavior
    • Telling the Harasser to stop
    • Following Policy and Procedure
    • Reporting alleged incident

Drug Free Workplace

No illegal drug use is tolerated while on or off duty. You may not sell, purchase, process, or consume illegal drugs or alcohol while on company property or conducting company business. You may not report to work under the influence of drugs or alcohol. PBI reserves the right to search desks, vehicles, etc., while on company property. We have the right to require you to take a drug test. Please refer to the actual policy document given to you upon hire.

Dress Code

It is important for all employees and contract workers to adhere to the dress code policy. All employees should practice common sense on rules of neatness and appropriateness, focusing on comfort and good taste. Provocative clothing is not allowed, nor is tank tops, shorts, or jogging suits. Jeans or denim clothing may be appropriate in Environmental Services, maintenance, or housekeeping. The Nursing Department staff may wear scrubs or other modest casual wear. Jean may not be worn by Nursing Staff.


Smoking Policy

Smoking is prohibited inside the Company facility and employees are prohibited from smoking in non-designated areas. This includes hallways, meeting rooms, cafeterias, private and non-private offices, patio area with clients and vehicles used for business. This smoking policy applies to employees during working time and visitors while on Company’s premises. Smoking is permitted outside the building in designated areas only. Smoking areas are located directly outside in the back area of building 314 inside the gated dumpster area during lunch and break periods only for employees.

  • Smoke breaks may be taken in lieu of your morning break and your afternoon break; however, total time must not exceed fifteen (15) minutes in the morning and 15 minutes in the afternoon.
  • Employees who work a twelve (12) hour shift will be allowed an additional fifteen (15) minute break.
  • Smoking with clients is strictly PROHIBITED.
  • Smoking breaks must not detract from your work or efficiency and must not cause disruption to fellow employees.
  • Only one employee at a time will be allowed to take smoke breaks, should there be more than one (1) smoker in any given department; departments are never to be left unattended.  


Payroll Process

Paychecks are disbursed every other week on Friday. Electronic time Sheets must be completed on a daily basis. If a punch is missed, it is the employee’s responsibility to alert their supervisor for corrective action. All paid time off must be requested online on PayChex. PTO request will be review by your supervisor.


PBI compensates overtime in accordance with Federal and State Law. An attempt will be made to plan overtime with consideration for employees and clients. While efforts are made to adhere to a standard 40 hour work week, there are occasions when a non-exempt employee may be called upon to work overtime. All overtime hours must be authorized by your supervisor. Only non-exempt employees are eligible for overtime pay and will be paid overtime for all hours worked in excess of 80 hours in a pay period. Compensation for overtime is 1 ½ times the regular hourly rate. Time in excess of 12 consecutive hours in any 24 hour period will be paid at twice the regular hourly rate if the employee has worked 80 hours. This policy excludes the Nursing Department.


Performance Reviews

The 90-Day Review and Annual Performance Appraisal should include observation, evaluation, discussion, assistance and recognition. The object of the evaluation is to focus on improving and assisting the employee in growth.   Goals should be established for each employee upon review. Reviews will be conducted at approximately 90 Days and upon your one year anniversary. The evaluation process is completed by your direct supervisor and should reflect factors as indicated in your job description and your position specific competency lists.


Grievance Procedures

PBI has a formal Grievance Process, which is outlined in the Employee Handbook. The purpose of the process is to give employees a way to make a formal complaint regarding the perception of unfair, inequitable treatment, policies, activities, etc. This procedure is not meant to take the place of any open door policy of informal discussions between employees and their supervisors.



Confidentiality applies to both patient and PBI information. Upon hire, each employee is required to sign a “Notification and Acceptance of Confidentiality Regulations” form. This form states that all patient information is to be held in a confidential manner. This is in regards to a patient’s health and financial matters, and applies to our time off-duty, as well as on-duty, and to each and every employee. Employees are expected to hold all information about PBI finances, business prospects, acquisition activities, medical records, and personnel in strict confidence.   External access to internal Palm Beach Institute information could jeopardize the competitive advantage of Palm Beach Institute and may constitute a violation of federal and state Securities Laws. Any discussion with outside persons concerning these matters, other than in the direct performance of your job function, is prohibited. Reports and financial analysis distributed to you are solely for internal use. Employees unsure about the confidentiality of information must check with their supervisor for clarification and will be subject to appropriate disciplinary action, up to and including termination, for knowingly or unknowingly revealing information of a confidential nature.


Absenteeism and Tardiness

PBI expects employees to be at work on time and to work their full shift. Nursing Department staff who will be absent from work must call his/her supervisor at least 8 hours prior to the beginning of their shift. Non-Nursing Department staff must call at least 30 minutes prior to the beginning of their shift. Employees must call their supervisor every day that they are absent. Unexcused absences may subject the employee to the loss of vacation time and/or disciplinary action, up to and including termination. An unexcused absence for three (3) consecutive days can be considered a voluntary termination of employment. If you are absent from work for three (3) consecutively scheduled days due to illness, you must provide a written statement from your doctor prior to your return to work. This medical clearance will be kept in your medical file.