This website provides quick tips and information you'll likely need as a leader. Click on the tabs at the top of the page to get started. For questions or concerns regarding the content on this site, please contact: leadercenter@breadfinancial.com.
Welcome to the Leader Center!
Your People & Culture team is here to support you.
Hiring
Corrective action
Promotions
Disability, leave and accommodation
Pay
Associate performance management
Terminations
Supporting your associates
Time off
These reviews are critical to ensure associates are rewarded for their performance.
and grant them a rating on a five-point scale.
Annual performance review
Short video training to help you create cycles of growth with your team(s)
Learning Loops
eLearning course that reviews best practices and mindsets to cultivate a culture of inclusion at Bread Financial
I&B Quick Tools
Year-end Leader Training
Overview of the year-end process and responsibilities of a leader
The tools below will aid in the preparation for performance review conversations as well as talent calibrations.
5
4
3
2
1
1 - Unacceptable
Be direct, factual and compassionate. Clearly explain the unmet expectations, provide specific examples and outline the required improvement, available support, and consequences through formal performance management. Emphasize support alongisde accountability.
Performance rating
Definition
Conversation support
Performance is inconsistent or below expectations in key areas. Greater support is needed compared to peers in similar roles. Focused coaching and development are required to help performance stabilize and consistently meet role expectations.
Be specific, calm and supportive. Focus on behaviors and outcomes, including next steps if progress doesn't occur. Establish clear expectations of what needs improvement; associates should not stay in this rating more than one performance cycle.
3 – Solid Contributor
Strong, reliable and fully effective performance. Consistently meets role expectations, delivers strong results, demonstrates expected leadership behaviors and makes solid contributions. This is the core performance level for most roles. October hires will default to 3.
Anchor the discussion in the associate’s strengths and specific contributions. Normalize the rating as a positive, successful performance outcome and the core performance level for most roles. Connect strong performance to career development.
4 – High Contributor
Performance frequently and consistently exceeds role expectations in scope, complexity and/or influence. Influences beyond their immediate role. Delivers meaningful, visible and measurable outcomes with impact that is broader or deeper than peers in similar roles.
Explain specifically why the associate’s impact stands out and connect the rating to clear, measurable outcomes. Reinforce the aspects of performance that should remain consistent and identify appropriate opportunities to stretch. Clarify that this rating reflects sustained, broader or deeper impact over time, not simply greater effort or a higher volume of work.
5 - Outstanding Contributor
Performance is consistently outstanding and well beyond role expectations. Impact is rare and often well beyond the scope, influence, and measurable outcomes compared to peers in similar roles.
All associates at Bread Financial are expected to comply with the Code of Ethics and deliver a certain level of acceptable performance. If either of these expectations is not being met, you’re expected to formally address your associate to improve their behavior. Associates who commit a policy or Code of Ethics violation can be placed on a corrective action plan. The severity of the violation will determine which level to initiate a corrective action plan, including:
For help determining the appropriate level of corrective action for a specific violation, contact your People Partner. Associates who display unacceptable performance can be placed on a Performance Improvement Plan (PIP). Prior to initiating the PIP, the associate should have a clear understanding and examples of where performance or behaviors are falling below acceptable guidelines. A PIP is generally the final step taken before considering an involuntary termination. Please contact your People Partner for support in deciding whether a PIP is the right course of action for your associate. All PIPs must be approved by your People Partner before being administered to associates.
Need help entering your PIP into Workday?
Consult with a member of the Leader Center
Additional links
Performance improvement plans
Twice a year, you'll review your associates’ performance
Performance review links
Performance review ratings
Verbal notice
View the full list of Bread Financial policies
Written notice
Final notice
2 – Developing Contributor
Performance consistently does not meet minimum role requirements despite feedback and support. Formal performance intervention is required to address performance expectations and establish accountability.
Reinforce the rarity and significance of the associate’s impact. Avoid creating unrealistic expectations. Emphasize that this level of impact is not expected every year and focus the development conversation on sustainable impact, strategic influence and an enterprise mindset.
Twice a year, you’ll review your associates’ performance and grant them a rating on a five-point scale. These reviews are critical to ensure associates are rewarded for their performance. Mid-year and year-end performance reviews are completed by department managers and above in the Care Centers, and all leaders of people outside the Care Centers.
N/A
Associates hired in November or December will default to this rating. Associates on an extended leave (who worked less than eight weeks) will default to this rating. Please partner with your People Partner for those on an extended LOA.
Too new to rate
The Leader Center is here to help and guide you. For helpful tips regarding corrective action, review the Best Practice Presentations. Find steps to close a corrective action in Legacy Workday and progress/extend it in Workday Corrective Action here.
Bread Financial relies on you
Interested in consulting with a member of the Leader Center?
Associates are expected to perform at a minimally acceptable level to contribute to company goals and objectives. As a leader, you’re expected to hold associates who aren’t performing accountable under the Code of Conduct.
Performance
Attendance
Associates are required to have regular, predictable and punctual attendance. Points are accumulated for an unscheduled call-off, absence, late arrival or early departure. Corrective action is taken when an associate reaches a specific point tracking level and any no call/no show (NCNS). Corrective action is based on accrued points and doesn't require progression through all steps to advance to subsequent levels. Call-offs, late notice, absences, late arrivals or early departures (in any combination) that reflect a tendency or behavior that doesn't align with the expectations of regular, predictable and punctual attendance being an essential job function can be addressed through Code of Conduct corrective action.
Need help entering your corrective action into Workday?
View the full attendance policy
Check your associate’s attendance ledger
Select the template that fits your associate’s violation
Once a point is accrued, it will remain on the associate’s attendance ledger for six months from the date of the incident. When an associate is on an approved leave of absence (e.g., short-term disability, FMLA, jury duty, workers’ comp, etc.), the rolling six-month roll-off period for each incident extends for the duration of any approved leave of absence. Not reporting to work and not calling to report the absence prior to the end of the associate’s scheduled shift is an NCNS. The first instance of NCNS results in final written corrective action. A second instance of NCNS within a rolling six-month period of the first instance may result in termination of employment. Any NCNS lasting three consecutive shifts is defined as job abandonment and may result in termination of employment. In the instance of an LOA (FMLA, iFMLA, Short Term Disability, etc.) and/or ADA accommodation (Company Medical Leave, intermittent Company Medical Leave, etc.), please ensure that you are engaging the Leader Center and your People Partner for consultation prior to proceeding with processing and administering any level of corrective action (verbal, written or final). As part of the corrective action consultation process, a seek to understand with the associate should occur to confirm whether the absences/points are related to their LOA or accommodation. If an associate is at term level, you should continue to follow the typical process of completing the separation questionnaire, engaging your People Partner and copying the Leader Center. Attendance corrective actions are active for six months.
Customer Care leaders
Collections leaders
View the full Code of Conduct policy
Account Protection leaders
Behavioral violations
A low-risk violation is unacceptable behavior that may result in corrective action. A series of low-risk violations could cumulatively result in termination of employment. Low-risk violations typically progress through coaching, verbal, written and final written corrective action prior to termination.
A high-risk violation is prohibited conduct that can result in immediate final written corrective action or termination. They pose a high risk to the organization. We typically prefer to administer a final written corrective action first. Immediate terms are usually reserved for exceptionally egregious behaviors. Examples include directing profanity toward a customer, multiple instances of call avoidance, or accessing and taking action on one’s own account of a Bread Financial product.
The Code of Conduct details our expectations of ethical and professional conduct by all associates in the Care Centers and in Output Services. It provides various examples of rule violations and establishes the levels of risk associated with each violation, as well as levels of corrective action that correlate to the conduct and those violations' expected outcomes. The Code of Conduct applies on company premises, at client offices/sites and while working at home. In certain instances, it may also apply to off-premises/office conduct. Any associate who violates the Code of Conduct Guidelines may be placed on corrective action, up to and including termination. Examples listed for termination or corrective action in the Code of Conduct aren’t all-inclusive.
Code of Conduct violations remain active for 90 days, except Compliance violations, which remain active for 180 days. For high-risk violations, associates can be progressed to termination even if a former final written corrective action was closed and later demonstrate the same behavior. You reserve the right to skip a step, repeat a step, or escalate corrective action based on specific circumstances.
High-risk violations
Low-risk violations
to address unacceptable behavior and performance.
(Care Centers, Output Services, Facilities and Security)
Best Practice Presentations
Bread Financial offers both exempt and non-exempt associates the opportunity to take time away from the office for a variety of needs. It’s important that leaders are familiar with the time-off policies so they can guide associates in using their time appropriately. Leaders should refer to the Associate Handbook links below for more detailed information regarding the time-off policies.
PSL+ and PTO
More details on an associate’s final paycheck
Details on retrieving an associate’s company equipment
Paid Sick Leave Plus (PSL+) and paid time off (PTO)
PSST and FTO
Exempt associates have more flexibility in the paid time they take away from the office as is consistent with the associate's duties, customer needs and company obligations. FTO is not available for use during absences related to an associate’s illness or injury, the illness or injury of a family member or leaves of absence, all of which are covered by separate policies. Although associates are not limited in the amount of FTO they may take, associates are expected to work their normal work schedule on a regular basis and to spend as much time as necessary working within their normal business hours to meet business requirements and obligations.
2.
1.
PTO Donation Program
Involuntary terminations
Job abandonment
Under the PSL+ policy PSL+ provides protected time off to non-exempt associates under various state and local sick and safe time and/or mandatory paid leave laws. It is also flexible enough to be used for unplanned absences related to other personal reasons of the associate’s choosing.
Please email People Center asking them to send out a benefits packet and FedEx labels for the associate to return their equipment. The leader will be required to submit the exit checklist and their personnel file to the People Center as soon as possible for it to be uploaded to the associate's personnel file. Note: Relevant documents related to the termination must be named appropriately prior to forwarding for upload.
Under the PTO policy Non-exempt associates can use PTO for any reason, provided the associate follows the notice procedures. For example, associates may use PTO for planned events, vacations or other personal reasons.
Visit Breadquarters for information regarding FAQ, donation forms, donation policy or the PTO request form. At its discretion, Bread Financial allows non-exempt (hourly) associates to voluntarily donate earned PTO hours for use by other full-time or part-time non-exempt (hourly) associates at Bread Financial on account of absences due to certain medical emergencies. Such donations may occur when the PTO donation recipient experiences a medical emergency, which is defined as:
For state-specific information, please refer to the appropriate State Supplements Handbook.
Under the FTO policy:
Bread Financial offers eligible U.S. exempt associates flexible time off (FTO) and Paid Sick and Safe Time (PSST).
Paid Sick and Safe Time (PSST) and flexible time off (FTO)
PSST provides protected time to certain eligible exempt associates under various state and local sick and safe time laws.
Under the PSST policy:
For policy information regarding PSST and FTO, please refer to the U.S. Handbook.
Bread Financial offers eligible U.S. non-exempt associates paid time off (PTO) and Paid Sick Leave Plus (PSL+) for a variety of needs.
A medical condition of the associate or a family member that will require the prolonged absence of the associate from duty and will result in a substantial loss of income to the associate because the associate will have exhausted all other paid leave options. This may include intermittent absences related to the same illness or condition.
Donations will go to a PTO donation pool. The PTO donation pool will be available to other non-exempt (hourly) associates in need who meet the guidelines of the PTO Donation Program for Non-Exempt (hourly) Associates Policy (“Policy”). Donated PTO hours that go unused shall remain in the PTO donation pool and shall not be returned to the donor.
For policy information regarding PTO/PSL+, please refer to the U.S. Handbook.
Help start a leave of absence
Associates should apply for disability and/or a leave of absence through Breadquarters or call Aflac at 844-408-1626. Associates should also review Breadquarters for information on disability and/or leave in advance of leave. Please direct the associate to the Benefits & Leave team to answer any questions (mybenefits@breadfinancial.com).
Help start a disability leave or other leave of absence
Please ensure the CDL request is signed by both you and the associate’s People Partner. The People Partner will email the request to Aflac at breadfinancialCDL@aflac.com.
For questions regarding disability and leave, please email mybenefits@breadfinancial.com.
If an associate comes to you with questions regarding their disability claim or non-Company Medical Leave (CML), please direct them to the Benefits & Leave team at mybenefits@breadfinancial.com for additional assistance. If an associate comes to you regarding a CML, please direct them to the Accommodation team at PeopleCTRAccommod@breadfinancial.com.
Check status of a current leave of absence
If an associate comes to you with questions regarding their disability claim or non-CML leave, please direct them to the Benefits & Leave team at mybenefits@breadfinancial.com for additional assistance. If an associate comes to you regarding a CML, please direct them to the Accommodation team at PeopleCTRAccommod@breadfinancial.com.
When one or more members of your team are currently on a leave of absence, you can check various items in the Aflac portal, including the status of their claim and their estimated return-to-work date. If your associate has been a no call/no show and they haven’t responded to your calls, you can check the Aflac portal to see if they’ve filed for a leave of absence and didn’t inform you. Review any email notifications you receive from Aflac for individual associate leave of absence information, updates or other data.
View individual associate leave of absence data and reporting for multiple associates
Review individual associate leave of absence data
Register for disability and leave of absence training to learn more about the process
Workday
Aflac portal
Register here
Benefits and leave inbox
Company Discretionary Leave (CDL) request
Your associate may have made it known to you that they have a personal medical/health condition, a disability, or another circumstance that would require a reasonable accommodation. This page will direct you to what you need to do to direct an associate to the proper place for a request of an accommodation for a disability under the Americans With Disabilities Act (ADAA), an accommodation for religious reasons or other state/local protections.
Accommodation requests for an associate’s own medical condition
If your associate indicates that they need any modification or adjustment to a job, job schedule, the work environment, or time off (continuous or intermittent) that’s not protected by any other federal or state/local leave options (such as FMLA, state Paid Family and Medical Leave) so that they’re able to perform their essential job functions, please ask them to send an email to PeopleCTRAccommod@breadfinancial.com.
Help start an accommodation
Inform the associate
Be specific about their type of request in the email (is it a request for a schedule change, is it a request for special equipment, is it a request for specific absences to be protected if out of other protected leave, etc.). The Accommodation Administrator may ask some clarifying questions. The Accommodation Administrator will send ADA paperwork to their personal email address and ask for this to be completed and returned to the above email box (or faxed) within two weeks by both the associate and their health provider.
Religious accommodation
If your associate requests a reasonable accommodation to eliminate the conflict between their religious beliefs, observances, or practices and their job requirements, please provide them with the Religious Accommodation Request form. Instruct your associate to return the form to PeopleCTRAccommod@Breadfinancial.com.
Reasonable notice is preferred. They’ll be contacted by the Accommodation Administrator to continue the process of open communication between the associate and Bread Financial to discuss the conflicts between religion and work to better understand and take action to provide a reasonable accommodation for their needs or discuss alternatives. If approved, they’ll receive confirmation of the approval.
If the request is not related to the associate’s own medical condition but is related to that of a family member’s or other personal matter, this wouldn’t be the resource. Please contact your PSSP for other options and questions.
Company Discretionary Leave (CDL)
Doesn’t apply to the reasonable accommodation process. Please visit the Company Discretionary Leave page on Breadquarters for concerns related to non-medical, personal needs for time off.
If a personal or medical reason keeps them away from work, they may be eligible to take a leave of absence. Leaders should first complete the Leadership Mechanics - Disability and Leave of Absence training in Workday Learning . Once you've completed this training, this page will guide you in supporting your associate with disability, leave of absence, or accommodation requests.
they'll need to check out Bread Financial's leave of absence policies.
When your associate needs more than a few days away,
Prepare for return from leave of absence
Register for disability and leave of absence training to learn more about your role in the return-to-work process
You can check if the actual RTW date has been reported by reviewing the claim in the portal
Associates receive direction to report their return-to-work (RTW) date five business days in advance of the return. Please try to reach out to your associate at least one week from the estimated RTW date to verify if they’ll be returning on that date. This process is handled by Aflac, but reaching out keeps you in the loop just in case you need to take action from an employment perspective. If the associate hasn’t called Aflac about their return to work (RTW), whether they’re returning or not, please encourage them to call Aflac.
Return from leave of absence
Critical guidelines
Periodically check on the well-being of your associates. This includes if they’re planning to return to work as scheduled.
Do not forward emails related to disability and leave that contain an associate’s medical diagnosis or symptoms to anyone except the Benefits & Leave team. Do not enter PTO, PSL+, PSST or holiday time in Workday during an associate’s pending or approved leave of absence. Doing this will cause the associate to be overpaid for that period. Do not approve and enter bereavement time during an associate’s pending or approved leave of absence.
Do
Don't
Please review the disability, leave and accommodation critical guidlines
Medical condition accommodation
Bread Financial offers a variety of ways for you to find the talent you need. You can request a new full-time position by starting a hiring requisition, or you can explore our mobility programs to see if one of those alternatives will help you find the person you're looking for.
can be a rewarding part of your leadership role.
Growing your team
Budget approval — Payroll Governance
3.
You’ll be notified of the Committee and XLT decision by the following Monday.
Obtain approval from your ELT/EC leader to send to the Payroll Governance Committee. This approval needs to be submitted for review by Tuesday, end of day, each week. Payroll governance exception request
Work with your ELT/SLT leader to complete the request form.
For non-volume hiring, Bread Financial has adopted a Position Managed Staffing Model in Workday to allow for the tracking of all positions (filled, open and closed). This allows for more effective forecasting by Finance and People & Culture. This model requires an existing open position on the hiring manager’s organizational chart prior to opening a requisition. Open positions are created when a current associate leaves the organization or by the Position Management team upon budget approval.
Non-volume hiring
The Talent Acquisition team partners with Workforce Management (WFM) to understand how many associates need to be hired for which teams in the Care Center. The associates are hired into a training class with Bread Financial and then moved to the floor in the team they were hired to support. For roles Supervisor and above, the hiring manager should follow the non-volume hiring process.
Volume hiring in the Care Center
Start a requisition
Manage a requisition
Mobility programs
Hiring basics
Upon approval to hire, a requisition is created to begin recruiting efforts, which will be initiated by a member of Talent Acquisition. All requisitions have a unique identifier which starts with the letter “R.” Active requisitions can be found on your Staffing tab in Workday. Prior to opening a requisition, you must have a valid and complete job profile for the role in Workday. In Position Managed organizations, you must also have a funded position in Workday (reference non-volume hiring on the Hiring basics tabs). Click through the tabs below to learn more about the various components of creating a requisition.
Once a new hire completes the pre-employment process and has been hired into the HRIS system, a relocation consultant will reach out to the new hire to discuss next steps. For questions, please contact the Relocations team at: relocations@breadfinancial.com
The main components of this program include the professional and management offerings, as well as duplicate housing and equity advance. This relocation package is eligible for job profiles E2-E4.
This package includes all of the professional components, as well as temporary living, home finding trip and incentives on new home purchase. This relocation package is eligible for job profiles M1-M6.
Main components of the program include miscellaneous expense assistance, storage in transit, tax assistance, auto shipment, shipment of goods, home sale, lease cancel and final move assistance. This relocation package is eligible for job profiles P1-P6.
Candidate receives a tax-assisted amount of money to cover moving expenses. This relocation package is eligible for job profiles S1-S5.
Executive
Management
Professional
Lump sum
Bread Financial offers four types of relocation packages:
The associate must work on site at a Bread Financial office permanently (labeled in Workday). Permanent on site is defined as an associate who works in a Bread Financial office at least 90% of their working hours.
The Repayment Agreement must be signed before initiation of any relocation benefits will begin.
The associate must be a full-time, non-exempt associate. Expenses must be incurred within 12 months of the new hire’s start date or effective transfer date for internal associates.
The new hire must have a background check cleared and be hired in Workday prior to receiving relocation assistance.
Bread Financial is considered a hybrid organization in the United States, therefore we rarely offer relocation assistance to new hires or current associates. However, if there’s a strong business case that requires an associate, typically at the executive level, to be in a certain location, an exception can be made. The U.S. eligibility criteria includes the following:
Relocation
For questions, please contact the Global Visa and Sponsorship team at: globalvisaandsponsorship@breadfinancial.com
H1-B Visa: A candidate must have at least two years left on their final H1-B extension to be eligible for consideration. TN Visa: This type of visa is for Mexican or Canadian Foreign Nationals, renewed in three-year increments if the candidate/associate can show nonimmigrant intent (i.e., ties to Canada or Mexico). To consider a TN Visa candidate, the role must be eligible for sponsorship. Permanent Resident: An associate must be employed with Bread Financial for at least 12 consecutive months before their permanent residency will be filed for. Intern and Pathways Programs: These programs are meant to serve as a starting point for someone’s career at Bread Financial. The Talent Mobility team is focused on ensuring we’re not onboarding candidates who we can’t place in a full-time, permanent role.
Additional considerations
Commonly referred to as a “green card,” which is the card the associate receives. Permanent Resident is the status of the associate in the U.S. once they receive their green card. This is the final step in the immigration process and the associate would no longer require sponsorship.
Permanent Resident
Allows a foreign national student to obtain employment in the U.S. Must be related to their field of study (typically STEM majors). F-1 is not an employment-based sponsorship, meaning Bread Financial is not responsible for the visa. F-1 visas are handled by the student’s university.
F1-Status
This is the most common type of visa at Bread Financial. This is a type of work visa in a specialty field (STEM) that requires at least a bachelor’s degree to be eligible.
A candidate must have at least two years left on their final H1-B extension to be eligible for consideration.
H1-B Visa
The Global Visa and Sponsorship (GVS) Program provides two areas of support for leaders: 1) The GVS program oversees the management of Foreign National Associates to ensure we stay compliant and abide by USCIS Law for Immigration and 2) The GVS program manages business travel visas for associates traveling internationally for work purposes. Additionally, the GVS program manages USCIS immigration policy and laws, cost implications, and hiring timelines for new hires or current associates who are visa holders. Because there’s such a large cost with visa sponsorship, approval from the Executive Leadership Team is required. All sponsorship costs come out of the hiring leader/associate’s budget.
Global Visa and Sponsorship Program
Hiring resources
2. A subsequent live lab training hosted by Talent Experience & Engagement, which puts the concepts into practice (approx. 60 minutes)
1. A self-paced eLearning course (approx. 90 minutes)
Once you have an approved requisition that’s posted in Workday, you’re eligible to become a certified interviewer. To be eligible to interview for Bread Financial, you must be certified. To get certification, you must attend Targeted Selection interviewer training. TS training consists of the following:
Key reminders: Both components of the training are required to become a certified interviewer. For questions, please reach out to your Talent Partner.
TS provides guidelines on how to evaluate candidate data and how to integrate with other interviewers to make a quality hiring decision
TS provides role-specific interview guides based on the competencies listed in the job description
TS allows us to avoid hiring bias and asking illegal or risky questions, while maintaining consistency in our process
TS reduces turnover by ensuring interview questions are relevant to the job skills needed, and that the candidate can perform those skills adequately.
Bread Financial follows Development Dimensions International’s (DDI) Targeted Selection Model for the interviewing process. Targeted Selection (TS) provides us with a valid, objective and consistent hiring process that will enable high-quality hiring decisions. Bread Financial uses Targeted Selection for the following reasons:
Position management
The Global Talent Strategy & Planning team manages all the position data in Workday. The team is copied on your budget approval from Payroll Governance and will help you with the next steps. Please take the Position management eLearning course which will walk you through the process step by step.
A box on your org chart in Workday; can be filled or open Assigned a unique position ID. Contains job profile details including the job description and other details like earliest hire date and location All positions are created or edited by Position Management
Send requests to create new or to edit existing positions to positionmgmt@breadfinancial.com
P1011973 Engineer, II (Unfilled)
Approval process is set in Workday by the Payroll Governance Committee An open position is required prior to opening a requisition
Job profile
Position
Requisition
JC1111 - Engineer, II
View job profile - Workday
A record of information for every role at Bread Financial Assigned a unique job code Contains basic compensation information: pay grade, exemption status and IC status
Includes job description: job summary, essential job functions, minimum qualifications and skills Generally created by a hiring manager with their PSSP and reviewed by Compensation and Position Management
Send new and modified job descriptions to positionmgmt@breadfinancial.com and compensation@breadfinancial.com
JC1111R1005607 Engineer, II (Open) - Engineer, II
A record in Workday Recruiting that leads to internal and external job postings Assigned a unique requisition ID Contains a subset of the position data including job description, work location, target hire date, pay grade, etc. All requisitions are created or edited by Talent Acquisition
Send requests to begin the recruiting process to positionmgmt@breadfinancial.com
The Payroll Governance Committee and process provide oversight and controls to the use of open positions and associated payroll budget. All requests to hire U.S. associates must go through the Payroll Governance Process outlined below.
Volume and non-volume hiring
Budget approval
Objective Career placement and rotation program for recent college graduates that allows them to explore multiple areas within the same department. Participant audience Recent (within a year) college graduates, both graduate and undergraduate, currently only in U.S. Business benefit Extends established relationships with new graduates and previous interns and allows flexibility in the first year of employment based on associate skill sets and business needs. Additional support provided to the business and the associate by Talent Mobility and Talent Development. Additional considerations Funding comes from pre-determined annual program count through People & Culture. Business area must fund FTE to retain. Timeline Program runs July through July, recruitment runs November through December. Budget People & Culture covers salary through the duration of the program. Business required to fund FTE position for successful participants at the end of the program.
Objective Allows six-month training experience to recent college graduate hires prior to the start of their FTE position. Participant audience Soon-to-be college graduates who have accepted an FTE offer for BFH upon graduation. Business benefit Provides up to a six-month training period with new incoming associate. Additional considerations New business area must fund FTE. Timeline Program runs January through June, recruitment runs October through November. Budget Business covers salary through the duration of the program and is also required to fund FTE position for participants at the end of the program.
Objective Introduce potential candidates to BFH and build entry-level pipeline during 12-week summer program. Participant audience College students, rising junior and senior undergraduates or graduate students Business benefit Enables interaction with potential hires and allows for a preview of their performance. Builds relationships with top college candidates for a competitive edge for FTE hiring. Additional support provided to the business and the associate by Talent Mobility and Talent Development. Additional considerations Funding comes from pre-determined annual intern count through People & Culture. Timeline Program runs end of May through mid-August, recruitment runs October through December. Budget People & Culture covers salary through the duration of the program. Business required to fund PT if they request to maintain the associate past the dates of the program.
Pathways Program
India Internship Program
U.S. Summer Internship Program
Bread Financial external mobility programs
Objective Build internal bench strength to allow for increased internal mobility. Participant audience Associates within defined area that must expand ability to meet business demands. Associates that may show ability or desire to expand skill set. Business benefit BFH leaders can identify an area we lack talent in so that we can work to reskill existing associates to take on new work. Doesn't guarantee a compensation increase or new position. Additional considerations There may not be open positions for BFH associates, this is focused on skill development. Timeline Skilling centers will be created on an as-need basis for the business year-round. Budget Funding for the skilling centers will come from People & Culture.
Objective Provides BFH associates opportunities to enhance skills by completing short-term assignments on different teams. Participant audience Operations and Non-Operations, below SLT level, available in U.S. Business benefit BFH teams can post work they need support to complete for up to six months for a maximum of 10 hours/week. This doesn't require additional budget from requesting department. Additional considerations Experience matching is dependent on skills that associates have in their Workday skill profiles. Timeline Development experiences are created on an as-need basis for the business year-round and don't include a recruitment process. Budget As the associate completing a development experience isn't moving over to the new team in a full-time capacity, there's no budget impact on the requesting business.
Objective Allow BFH associates the chance to explore a new area of the business and allow leaders additional bandwidth for three to six months. Participant audience Operations and Non-Operations, below SLT level, available in U.S. and India. Business benefit Provides up to a six-month trial period with internal potential associate and doesn't require an FTE headcount be available at the end of the assignment. Additional considerations New business area must fund FTE to retain, and associate's previous business area will require backfill IF associate moves into permanent role. Timeline Stretch assignments are created on an as-need basis for the business year-round. Typical recruitment timeline is 20-30 days prior to transition date. Budget Business requesting the position is required to fund the salary for the duration of the stretch assignment. Stretch assignments are lateral compensation moves for associates.
Objective Allow BFH associates the chance to explore a new area of the business and allow leaders additional bandwidth for six months. Participant audience Operations and non-exempt Non-Operations, below SLT level, available in U.S. and India. Business benefit Provides a six-month trial period with potential associates and allows successful participants to move into a permanent role without the need to open a requisition. Associate and business also receive additional support provided by Talent Mobility and Talent Development. Additional considerations New business area must fund FTE to retain, and associate’s previous business area will require backfill. Timeline Program runs February through July, recruitment runs November through December. Budget People & Culture covers salary through the duration of the program. Business required to fund FTE position for successful participants at the end of the program.
Bread Financial internal mobility programs
Skilling centers
Development experience
Stretch assignment
Apprentice Program
The Payroll team is here to help you and your team with everything from state withholding changes to off-cycle check requests.
Contact a member of the Payroll team
Payroll team
Request an off-cycle paycheck
Off-cycle payment request
Anatomy of earnings statement
Help your associate read their pay stub
Need help with a different transaction in Workday?
Visit Discover Workday for all job aids and processes for leaders.
Promotions can be an exciting time for associates. They also mean there are a few things you need to complete to make them official. Please review the Promotion Recommendation Overview & Template guide for details regarding the promotion process. For any questions, please reach out to your People Partner.
Care Center leaders If your associate will be moving to a new team for any reason, click here for help changing their direct manager.
Moving associates in WD
When associates earn a higher-level position, click here for help processing the promotions in Workday.
Promotions WD job aid
Non-Care Center leaders
Non-Care Center leaders If your associate will be moving to a new team for any reason, click here for help changing their direct manager.
Caring for the total health and well-being of ourselves and our associates is essential. LivingWell provides resources to help you prioritize your well-being and help your associates do the same.
Spring Health manager resources
Looking for ways to learn, practice and strengthen your skills in supporting others? Take advantage of these free training opportunities:
Self-paced content Access resources to learn more about psychological safety, the connection to DEIB and how all associates can contribute to creating safe spaces. Visit: beboundless.breadfinancial.net/psychological-safety-self-paced-content Foundations of Psychological Safety Foundations of Psychological Safety is a development program which provides leaders of people and People Partners opportunities to go more in-depth on a topic related to DEIB. Participants in the program will focus on the connection between psychological safety and DEIB and learn how pairing the two is a critical step to achieving inclusion in the workplace. For information and timing on the next available cohort, reach out to brittany.mcpheters@breadfinancial.com.
Training opportunities for leaders
Spring Health provides support for you to use when managing your team. If you have an associate who may be struggling with a mental health concern, you can reach out to Spring Health for confidential support and guidance. Consultations with a master's-level clinician are available for leaders when a previously reliable associate begins to exhibit absenteeism, tardiness, a failure to meet project deadlines or other performance problems. These behavior changes may indicate a need for personal support outside of the workplace, and Spring Health is here to help. You should also work with your People Partner to ensure that standard performance improvement and documentation policies are followed. Manager consultations are unlimited and don't count toward your personal employer-sponsored therapy sessions. You can also access a wealth of resources within your own Spring Health platform to support yourself and your team. Log in to your Spring Health account, self-identify as a people leader (look for the pop-up box) and select the "Workplace" tab. From there, you can view helpful articles and short videos designed to help you lead with confidence.
Key topics you can discuss with Spring Health include: • Do’s and don’ts for discussing mental health • How to recommend Spring Health to an associate • Responding to an associate in crisis • Support materials for promoting Spring Health To initiate a Spring Health manager consultation: • Call (855) 629-0554 (press 4, then press 2), available Monday-Friday, 8 a.m.-8 p.m. ET • Email managersupport@springhealth.com • Visit the "Workplace" tab within your personal Spring Health account For full details on Spring Health, visit Breadquarters > Benefits & Pay > Well-Being > Mental Health (Spring Health).
Reach out to livingwell@breadfinancial.com for additional guidance and support.
Psychological safety
Mental health toolkit for U.S. leaders
You have a responsibility as a leader to complete several tasks to minimize risk to the organization and ensure a smooth offboarding for the associate. The specific steps you’re required to take vary depending on whether the termination is voluntary or involuntary.
Job abandonment is considered a voluntary termination; however, it follows a process similar to an involuntary termination. In the instance of a job abandonment, the leader will partner with their manager and People Partner to review the days of no call/no show and the attempts to contact the associate. Once a job abandonment has been determined, a job abandonment corrective action is submitted for approval in Workday by the leader or the Care Performance Management Analyst. After all approvals have been completed, Workday will automatically generate a job abandonment letter that the leader will then download as a PDF and send to People Center to mail to the terminated associate. In the event there’s an associate who hasn’t job abandoned, but continues to call off, or is intermittent between call-offs and no call/no shows with no response to our attempts to contact them, a specialized return-to-work letter should be sent to the associate. Please work with your People Partner as the letter must be written specifically for the situation and requires additional details. If the associate continues to remain unresponsive upon receiving the letter, or doesn’t follow up with you or anyone noted in the letter, a termination letter will be sent to the associate to notify them of their employment status. All letters must be submitted to People Center as part of the associate's personnel file for upload upon termination of employment. For either job abandonment scenario, the leader needs to send a notification to People Center requesting a benefits packet and FedEx labels be sent out. The leader will be required to submit the exit checklist and the associate's personnel file to the People Center as soon as possible for it to be uploaded to the associate’s personnel record. Relevant documents related to the termination must be named appropriately prior to forwarding for upload.
Voluntary terminations
The voluntary termination process is typically via resignation but coded as the true reason for leaving the business (e.g., personal reasons, career change, dissatisfied with work, etc.). Associates should be directed by the leader to complete the resignation step in Workday prior to their last day of work and provide a resignation letter via email to their leader or upload their resignation letter to Workday while completing the resignation function in Workday, if applicable. A leader may also print any resignation notice provided (for example, a text, email, etc.) to a PDF and load it to Workday when processing the termination. How to process a resignation from both an associate and leader perspective can be found on the Discover Workday page on Breadquarters.
For all other voluntary terminations, the supervisor will process according to the instructions on the Discover Workday page being sure to use the appropriate termination code and ensure all pieces of the exit checklist have been completed. If you need assistance in determining the correct termination code, please contact your People Partner. Once the termination has been processed, People Center will receive a notice to send out a benefits packet, exit survey, employment verification information, and FedEx labels for the associate to return their equipment. The leader will be required to submit the exit checklist and the associate's personnel file to People Center as soon as possible for it to be uploaded to the associate’s personnel record.
Volume process The involuntary termination process begins with the separation questionnaire, which the leader will complete and submit the form to the People Partner for consideration. This form includes all detail surrounding the situation and justification for the termination. Once the questionnaire is reviewed and consent is given to initiate the termination, the leader or Business Support Supervisor creates the corrective action, using templates if required. The termination corrective action is sent to the manager and then People Partner for approval in Workday.
Non-volume process The first step in pursuing an involuntary termination is to discuss this decision with your People Partner. Involuntary terminations typically occur as a result of a Code of Ethics violation or unsuccessful completion of Performance Improvement Plan.
Volume process If approved, the leader will receive a Workday notice that approvals have been completed signaling the leader is to move forward with the termination discussion with the associate. Once the discussion has taken place and the associate has been advised their employment has been terminated, the leader will complete the last termination step in Workday and review the exit checklist to ensure all steps have been completed.
Non-volume process Once you have agreement between your People Partner and your leader to proceed to termination, please ensure all applicable documents are finalized. You will then partner with your People Partner to plan the termination conversation with your associate. Once the discussion has taken place and the associate has been advised their employment has been terminated, you or your People Partner will complete the last step in Workday.
