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The Wells Fargo Employee Handbook, updated in January 2022, serves as a robust resource for employees across the United States, laying out the policies, practices, and standards of conduct expected within the company. It emphasizes the importance of professionalism, outlines the rights and responsibilities regarding anti-harassment, and delves into the specifics of performance management, compensation, and the plethora of resources available to support employees in their personal and professional development. Additionally, it addresses the necessary protocols for navigating various types of leave, ensuring workplace safety and health, and properly managing the termination of employment. A critical section on information security underscores the employee's role in safeguarding company and customer information, alongside the pivotal policies on privacy and solicitation. This handbook not only functions as a guideline for current employees but also as an introduction for new hires, illustrating Wells Fargo's commitment to creating an inclusive, respectful, and safe work environment. Employees are required to acknowledge their understanding of the handbook's content and its applicability to their roles within the company, highlighting the document's significance as a foundational tool for both the employer and the employee. As policies evolve, the online version of the handbook, accessible through Wells Fargo's intranet, Teamworks, serves as the most up-to-date resource, ensuring all personnel have access to the latest information regarding their employment and the company's expectations.

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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

Wells Fargo Employee Handbook — For employees in the U.S.

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.

Wells Fargo Employee Handbook — For employees in the U.S.

iii

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.

Wells Fargo Employee Handbook — For employees in the U.S.

•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.

1

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.

Wells Fargo Employee Handbook — For employees in the U.S.

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

Online

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.

Phone

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

Online

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.

Phone

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)

Online

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.

Phone

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

Wells Fargo Employee Handbook — For employees in the U.S.

3

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

Wells Fargo Employee Handbook — For employees in the U.S.

4

A – E

A

Accommodations Management

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.

Wells Fargo Employee Handbook — For employees in the U.S.

5

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.

Wells Fargo Employee Handbook — For employees in the U.S.

6
Download Wells Fargo Letter Head PDF Form

Form Data

Fact Details
Purpose of Document Provides a comprehensive overview of Wells Fargo's HR policies and additional corporate policies valuable for employee career development.
User Accessibility Targeted towards employees on a Wells Fargo U.S. payroll system, excluding Information Security Policy Overview applicable to all employees.
Document Requirement All employees are required to acknowledge that they have been shown how to access the handbook and understand its application to their employment.
Key Sections Included Covers topics such as Employment & Hiring, Professionalism, Anti-Harassment, and Compensation Principles among others.
Support for Life Events Includes information on using time away from work for life events such as illness, vacation, volunteering, and family loss.
Online Availability Primary version exists online on Teamworks, Wells Fargo’s intranet, updated as policies change.
Updates and Validity Online content is updated as needed with a published reference date indicating the last policy update.
Culture and Ethics Emphasizes building a strong culture together by adhering to clear and common expectations aligned with Wells Fargo's values.

Instructions on Utilizing Wells Fargo Letter Head

Filling out the Wells Fargo Letter Head form, specifically designed for employees in the U.S., is an essential step in acknowledging and understanding the policies, resources, and guidelines established by Wells Fargo. This form acts as a confirmation that the employee has been introduced to the Wells Fargo Employee Handbook and knows how to access it and apply it to their employment. Below is a step-by-step guide on how to complete this form:

  1. Locate the Acknowledgment Page: This page is typically found at the end of the Wells Fargo Employee Handbook. It may be titled "Acknowledgment of Receipt" or something similar.
  2. Read the Handbook: Before signing the acknowledgment form, ensure you thoroughly read the Wells Fargo Employee Handbook. Pay special attention to sections that directly impact your role and responsibilities.
  3. Access Teamworks: Familiarize yourself with how to access Teamworks, as the online version of the handbook is updated regularly and contains links to additional resources and policies.
  4. Review Updates: Note any sections of the handbook that mention recent updates (indicated by phrases such as "Changes as of January 2022"). This will help ensure you are aware of the most current policies.
  5. Fill Out the Form: On the acknowledgment page, enter your name, employee ID (if required), and the date in the designated fields. This acknowledges that you have been shown how to access the employee handbook and understand its application to your employment.
  6. Sign the Form: Sign your name in the provided space. This signature is your confirmation that you have read, understood, and agreed to abide by the policies, guidelines, and responsibilities outlined in the Wells Fargo Employee Handbook.
  7. Submit the Form: Follow the instructions for submitting the acknowledgment form. This may involve returning it to your HR department, manager, or uploading it to a specific internal system.
  8. Keep a Copy for Your Records: It's advisable to keep a copy of the signed acknowledgment form for your personal records. This can be a digital copy or a physical photocopy.

Once the form is properly filled out and submitted, you have completed the necessary step of acknowledging the Wells Fargo Employee Handbook. This document is crucial for familiarizing yourself with the company's policies, your rights as an employee, and the resources available to you. If you have any questions about the policies or need further clarification, you are encouraged to reach out to your manager or the HR department.

Obtain Answers on Wells Fargo Letter Head

  1. What is the purpose of the Wells Fargo Employee Handbook?

    The Wells Fargo Employee Handbook serves as a comprehensive guide for employees throughout their journey with Wells Fargo. It encompasses essential human resources and corporate policies, promoting a professional and productive work environment. The handbook aims to inform employees about company expectations, performance management, compensation, time away, safety, security, and more, facilitating a well-informed and cohesive workplace.

  2. How can I access the Wells Fargo Employee Handbook?

    Employees can access the handbook online on Teamworks, Wells Fargo’s intranet. This online version is regularly updated to reflect any changes in policies and provides links to additional content within the handbook and on Teamworks. A printed version is available for certain employees, though it is not updated as frequently and lacks the interactive features of the online version.

  3. Is the Wells Fargo Employee Handbook considered a contract of employment?

    No, the Wells Fargo Employee Handbook is not a contract of employment. Employment with Wells Fargo is on an "at-will" basis, meaning either the employer or the employee can terminate the employment relationship at any time for any lawful reason. The handbook serves as a resource outlining employee policies but does not create any contractual obligations between Wells Fargo and its employees.

  4. What key topics are covered in the Wells Fargo Employee Handbook?

    The handbook covers a wide range of topics essential for employees, including:

    • Resources & References
    • Employment & Hiring
    • Professionalism
    • Anti-Harassment
    • Communications
    • Performance Management
    • Career & Problem Solving
    • Compensation Principles
    • Time Away
    • Safety & Health
    • Leaving Wells Fargo
    • Information Security
    • Privacy & Solicitation

  5. Are there additional policies or guidelines I should be aware of?

    Yes, specific legal entities or business groups within Wells Fargo may have additional policies, standards, guidelines, procedures, or approval requirements beyond those outlined in the general employee handbook. Employees should consult with their manager or refer to their specific business group’s documentation for any supplementary guidance.

  6. How are handbook updates communicated to employees?

    Handbook updates are communicated through the online version available on Teamworks, ensuring employees have access to the most current information. Changes to policies are made as needed, with the online content updated to reflect these adjustments. Employees are advised to check the online handbook regularly for the most up-to-date information.

  7. Are employees required to acknowledge the Wells Fargo Employee Handbook?

    Yes, all employees paid on a Wells Fargo U.S. payroll system are required to sign an acknowledgment indicating they have been shown how to access the handbook and understand its application to their employment with Wells Fargo. This acknowledgment typically occurs at the time of hire.

  8. How does the Wells Fargo Employee Handbook support Wells Fargo's culture?

    The handbook plays a crucial role in establishing and supporting the Wells Fargo culture by setting clear and common expectations for all employees. These expectations cover interactions with each other, communities, and customers, aligning with "Who we are" to foster a cohesive and positive work environment dedicated to excellence.

Common mistakes

Filling out forms, especially those as critical as the Wells Fargo Letter Head form found within the Wells Fargo Employee Handbook, requires attention to detail and understanding of the content. Mistakes can lead to misunderstandings, delays, and inaccurate records. Here are six common mistakes individuals might make when completing this form:

  1. Not reviewing the online version of the handbook for the most current information: The primary version of the Wells Fargo Employee Handbook is online and updated regularly. Relying solely on a printed copy without checking the online version for the latest updates can lead to the use of outdated information.
  2. Omitting the acknowledgment of the employee's responsibility to understand the content: Upon hiring, Wells Fargo employees are required to acknowledge they have been shown how to access the handbook and understand its application to their employment. Skipping this acknowledgment step may result in employees being unaware of important policies.
  3. Ignoring additional resources and contacts: The handbook includes a section on Additional Resources and Contacts, providing valuable information and links to support employees. Overlooking these resources may lead to missed opportunities for assistance or guidance.
  4. Overlooking the glossary for terminology clarifications: The handbook contains a glossary listing frequently used terms and their definitions. Failing to consult this section can result in misunderstandings of the policies laid out in the document.
  5. Skipping sections that may seem irrelevant but could affect future employment: Every section of the handbook, from Employment & Hiring to Leaving Wells Fargo, plays a role in an employee's career path. Overlooking sections because they seem currently inapplicable may result in missing out on critical information for future situations.
  6. Failing to note the handbook's statement on at-will employment: The handbook makes it clear that employment at Wells Fargo is on an "at-will" basis. Not understanding or acknowledging this fundamental employment condition can lead to misconceptions about job security and termination rights.

Attention to detail and a thorough understanding of the handbook's content can mitigate these mistakes. Wells Fargo employees are encouraged to familiarize themselves with the online version of the handbook and refer to it as the authority on company policies. This proactive approach ensures that all employees are up-to-date with the latest guidelines and expectations.

Documents used along the form

When preparing or supplementing documents related to the Wells Fargo Employee Handbook, numerous forms and documents may be used alongside it to ensure comprehensive adherence to company protocols and legal requirements. Here’s an overview of such documents:

  • Employee Acknowledgment Form: This document is signed by the employee, acknowledging they have received, read, and understood the employee handbook.
  • Conflict of Interest Disclosure Form: Employees may need to disclose any potential or actual conflicts of interest in relation to their employment at Wells Fargo.
  • Data Protection and Privacy Agreement: Given the sensitive nature of banking operations, employees are often required to sign agreements that assert their commitment to safeguarding customer and company data.
  • Code of Ethics Agreement: This document aligns employees with the ethical standards expected at Wells Fargo, complementing the ethics policies outlined in the handbook.
  • Non-Disclosure Agreement (NDA): To protect proprietary and confidential information, employees may be asked to sign NDAs.
  • Employment Eligibility Verification (Form I-9): In compliance with federal laws, this form is used to verify the identity and employment authorization of individuals hired for employment in the United States.
  • Direct Deposit Authorization Form: This form allows Wells Fargo to deposit employees’ earnings directly into their bank accounts, streamlining the payment process.
  • Emergency Contact Information Form: Collects information about who to contact in case of an emergency involving an employee.
  • Performance Review Forms: Used for evaluating employee performance, setting goals, and providing feedback, aligned with the performance management section of the handbook.
  • Leave of Absence Request Form: Employees need to formally request time off for reasons covered in the handbook’s “Time Away” section, such as medical leave, maternity/paternity leave, or military service.

These documents serve critical functions in ensuring that employees are well-informed about their rights, responsibilities, and the expectations Wells Fargo has of them. They also provide legal protections for both the company and its employees by clearly outlining policies and agreements in writing. For a seamless integration into Wells Fargo’s corporate structure and adherence to its policies, these forms and documents, used in conjunction with the Employee Handbook, create a robust framework for managing employee relations and responsibilities.

Similar forms

  • Bank of America Employee Handbook: Similar to the Wells Fargo Employee Handbook, this document outlines policies, procedures, and expectations for employees working within the Bank of America corporation. Both handbooks cover topics such as employment practices, professionalism, anti-harassment policies, communication guidelines, performance management, and information security, aiming to ensure a safe, productive work environment.

  • Google Employee Code of Conduct: While focusing more on conduct and less on HR policies, Google's Code of Conduct shares similarities with the Wells Fargo Employee Handbook in promoting a respectful, inclusive, and ethical workplace. Both documents include guidelines on professionalism, anti-harassment, and privacy considerations.

  • Target Team Member Handbook: Target's handbook for employees covers many of the same areas as the Wells Fargo Employee Handbook, including employment practices, team member conduct, health and safety policies, and procedures for leaving the company. Both are comprehensive guides designed to clarify expectations and policies for employees.

  • Amazon Employee Handbook: Amazon's employee guidelines provide detailed information on employment policies, health and safety, performance expectations, and compensation. Similar to the Wells Fargo Employee Handbook, Amazon's document serves as a resource for employees to understand their rights, responsibilities, and benefits.

  • Starbucks Partner Guide: Starbucks' guide for its employees, or "partners" as they are called, shares similarities with the Wells Fargo Employee Handbook in discussing topics like company culture, employment policies, dress code, and benefits. Both documents aim to foster a positive work environment and outline the mechanisms for grievance and feedback.

  • Citi Employee Handbook: Citi's handbook outlines the bank's policies, procedures, and expectations for its employees, touching on topics such as ethics, confidentiality, workplace conduct, and compensation. Like the Wells Fargo Employee Handbook, it is a guide for employees to navigate their employment and understand their role within the organization.

  • McDonald's Employee Handbook: This document provides comprehensive information on employee policies, workplace expectations, health and safety guidelines, and disciplinary procedures. Similar to the Wells Fargo Employee Handbook, it aims to ensure employees are aware of company policies and their obligations.

  • UPS Employee Handbook: UPS's handbook for its employees provides information on employment policies, health and safety rules, uniform guidelines, and benefits. Like the Wells Fargo Employee Handbook, it serves to inform employees about workplace expectations and available resources.

  • IBM Employee Handbook: IBM's handbook covers a range of topics including ethical conduct, data protection, conflict of interest policies, and health and safety guidelines. Both IBM's and Wells Fargo's handbooks aim to create an informed workforce that adheres to company policies and maintains a high standard of professionalism.

  • Walmart Associate Handbook: Walmart's handbook for associates details company policies, employment practices, attendance expectations, and disciplinary procedures. Like the Wells Fargo Employee Handbook, Walmart's guide seeks to clarify the company's expectations for its workforce and provides a reference for employee rights and responsibilities.

Dos and Don'ts

When filling out the Wells Fargo Letter Head form, it is important to adhere to specific dos and don'ts to ensure accuracy and compliance with the Wells Fargo Employee Handbook guidelines. Here are 5 things you should do and 5 things you shouldn't do:

Do:
  1. Review the most current version online: Always check Teamworks, Wells Fargo’s intranet, for the most current version of the Employee Handbook since the printed version may not include the latest policy updates.
  2. Understand your "at-will" employment status: It's important to recognize that employment at Wells Fargo is on an "at-will" basis, which means that either the employer or the employee can end the employment relationship at any time, for any reason, with or without notice.
  3. Use Wells Fargo's resources: Make use of the resources and references provided in the handbook, including HR, communication resources, and the provided glossary to understand terms and policies better.
  4. Follow the professionalism guidelines: Adhere to Wells Fargo’s expectations for maintaining a professional and productive work environment, including standards on appearance, conduct, and workplace relationships.
  5. Be aware of information security responsibilities: Understand your role in protecting Wells Fargo's information, communication systems, and other assets as outlined in the Information Security Policy Overview.
Don't:
  1. Ignore updates between printings: Policy change announcements may be distributed between printings of the printed version of the Employee Handbook. Ensure you stay informed about any interim updates.
  2. Forget to check for additional policies: Remember that specific legal entities or your business group may have additional policies, standards, guidelines, procedures, or approval requirements not covered in the general handbook.
  3. Overlook the glossary: Avoid confusion about terms used in the handbook by referring to the Glossary section, which lists frequently used terms and their definitions.
  4. Disregard the performance management section: Do not skip over the Performance Management section, as it outlines expectations for your performance and provides information on career development and problem-solving resources.
  5. Misunderstand your role in privacy and information security: Ensure that you do not underestimate the significant role you play in protecting customer information and privacy, as detailed in the Privacy & Solicitation section.

Misconceptions

When navigating the complexities of the Wells Fargo Employee Handbook, various misconceptions may arise, given the breadth of policies and procedures outlined. Correctly understanding these aspects is crucial for employees to fully comprehend their rights, responsibilities, and the resources available to them. Here are nine commonly misunderstood aspects of the Wells Fargo Letter Head form and the facts that help clarify these misconceptions.

  • Misconception: The Employee Handbook is a legally binding contract between Wells Fargo and its employees.

    Fact: While the Handbook provides a comprehensive overview of policies, it explicitly states that it is not a contract of employment. Employment with Wells Fargo is at-will, meaning either the employee or the company can terminate the employment relationship at any time for any legal reason.

  • Misconception: Policies in the Employee Handbook are static and do not change.

    Fact: The Handbook is a living document. Policies may change over time, and the online version on Teamworks is updated to reflect these changes. Employees are responsible for staying informed about the most current policies.

  • Misconception: The printed version of the Employee Handbook contains the most up-to-date information.

    Fact: The primary and most current version of the Employee Handbook is the online version available on Teamworks. The printed version may not include the most recent policy updates or additional resources found online.

  • Misconception: All policies in the Handbook apply universally across all Wells Fargo locations.

    Fact: While the Handbook outlines general policies, specific legal entities or business groups within Wells Fargo may have additional policies, standards, or requirements. Employees should consult their manager or HR for specifics.

  • Misconception: Employees only need to acknowledge the Employee Handbook at the start of their employment.

    Fact: Employees are required to acknowledge the Handbook at the time of hire, but their responsibility does not end there. They must also remain engaged and informed about policy changes as outlined in the updated online version.

  • Misconception: The Employee Handbook only covers employment policies and procedures.

    Fact: Besides employment policies, the Handbook addresses various other aspects such as performance management, compensation principles, safety and health, and information security, among others. It is a comprehensive resource for understanding workplace expectations and resources.

  • Misconception: Once an employee leaves Wells Fargo, the policies in the Employee Handbook no longer apply.

    Fact: Certain provisions, such as confidentiality obligations and the prohibition against disclosing proprietary information, continue to apply even after the termination of employment.

  • Misconception: The Wells Fargo Employee Handbook is only relevant for new employees.

    Fact: While the Handbook is a critical resource for new employees, it also serves as an ongoing reference for all employees, regardless of tenure, to understand their rights and responsibilities and to navigate various workplace scenarios.

  • Misconception: There is no need to consult the online version of the Employee Handbook if an employee has the printed version.

    Fact: Given the potential for policy changes and updates, the online version of the Handbook on Teamworks is always the most authoritative and current resource for Wells Fargo policies and should be consulted regularly.

Key takeaways

When engaging with the Wells Fargo Letter Head form and understanding its implications for employee conduct, responsibilities, and the organizational structure, several key takeaways are essential for effective navigation and compliance:

  • It is imperative for employees to acknowledge the receipt and understanding of the Wells Fargo Employee Handbook, which outlines essential policies and procedures. This acknowledgment is typically facilitated at the time of hiring.
  • The online version of the Wells Fargo Employee Handbook on the Teamworks intranet is the most updated resource, reflecting the latest policy changes. Employees are encouraged to refer to this version for the most current information.
  • The handbook encompasses a broad range of topics, including Professionalism, Anti-Harassment, Communications, Performance Management, and Compensation Principles, among others, detailing the expectations Wells Fargo holds for its workforce.
  • Specific policies related to Information Security and Privacy & Solicitation underline the employee's role in safeguarding company and customer data, highlighting the critical nature of these responsibilities.
  • While the handbook provides a comprehensive overview of policies affecting employment, it explicitly states that employment at Wells Fargo is on an "at-will" basis, thereby not constituting a contract of employment.

Adhering to the guidelines and expectations set forth in the Wells Fargo Employee Handbook is a shared responsibility among all employees. By familiarizing themselves with the contents and staying informed about updates, employees contribute to maintaining a professional, ethical, and compliant work environment.

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