SECTION C - EMPLOYMENT
C 1
Recruitment and Selection
C 2
Job Opportunity Posting
C 3
Transfer
C 4
Promotion
C 5
Reassignment
C 6
Probation
C 7
Termination
C 8
Position Classification System
RECRUITMENT AND SELECTION
POLICY
C 1.1
The Department of Human Resources is authorized to administer the staff employment process, and accordingly, no person may be employed until an application form, furnished by Human Resources, has been fully and satisfactorily completed. No commitment of employment may be made until an open position has been registered with Human Resources, and a completed "Affirmative Action" form has been approved (see 1.8 herein). Consideration for employment may be given only to applicants referred through Human Resources.
C 1.2
Human Resources will make the appropriate referrals and recommendations of the best available qualified applicants, based upon the individuals' qualifications, experience, training, and abilities. All qualified persons will be considered for employment without regard to race, color, sex, age, religion, national origin, handicap, or status as a disabled veteran or veteran of the Vietnam Era.
PROCEDURE
C 1.3
As soon as a position opening exists or a staff member's termination has been submitted on a "Personnel Action Request," the department head will submit through the major department head to Human Resources a "Personnel Requisition" and an "Affirmative Action Requisition Form Supplement" for approval. The "Personnel Requisition" must reflect the actual duties and qualifications required for the position. The hiring criteria must also be decided upon by the department head or hiring official at this time, prior to the position posting and the referral of applicants. These criteria must be based on the job description and will be used to assess all candidates in the most equitable manner.
C 1.4
If the opening is for a new position, a "Job Analysis Questionnaire" must be submitted to Human Resources, along with the "Personnel Requisition" and the "Affirmative Action Requisition Form Supplement." New positions will be assigned job titles and pay rates by Human Resources within approximately one week after receipt of the "Job Analysis Questionnaire." Human Resources will then forward the "Personnel Requisition" to the Budget Office for approval. All new positions must also be approved by the President. Once approval of the " Personnel Requisition" is received, Human Resources will then approve the "Affirmative Action Form Supplement" and send it to the Affirmative Action Office. The Affirmative Action Office will address the issue of underutilization and special recruitment efforts and distribute completed copies of the "Affirmative Action Requisition Form Supplement" as follows: original retained in Office of Affirmative Action, one copy to originating department, and one copy to Human Resources. As soon as a copy of the "Affirmative Action Requisition Form Supplement" is received by Human Resources, the "Personnel Requisition" will be distributed as follows: original retained in Human Resources, one copy to major department head, and one copy to originating department. The new position is then ready to be posted (see C 2).
SELECTION OF APPLICANTS
C 1.5
Applications will be referred to the hiring official from the following sources:
A. Current staff members, who are encouraged to apply formally for promotional opportunities for which they may be qualified.
B. Applications currently on file in Human Resources.
C. New applicants who apply in response to the publicized job openings and meet the education and experience requirements of the open position.
The education and experience of all applicants will be evaluated in relation to the requirements of the open position. Only those qualified applicants who meet these requirements will be considered.
C 1.6
A preliminary screening interview of each applicant will be conducted by Human Resources, and the best qualified candidates will be referred to the hiring department.
C 1.7
Final employment interviews will be conducted by the hiring department to determine the suitability of the applicants and to inform the applicants of the responsibilities of the position and the conditions of employment.
C 1.8
Final selection of the referred applicants is the responsibility of the hiring department. After the hiring decision has been made but before an offer of employment is extended, an "Affirmative Action" form must be submitted for approval by the department through the major department head to the Affirmative Action Office. The Affirmative Action Office will retain the original copy of the "Affirmative Action" form and send one copy to Human Resources and one copy to the department head.
C 1.9
The offer of employment is made by the hiring department to the successful candidate. The hiring department is also responsible for informing the other candidates under consideration that the position has been filled.
C 1.10
After the selected applicant has accepted the position and all terms of employment have been agreed upon, the department head must complete a "Personnel Action Request" and forward it to Human Resources prior to the employment starting date.
NO EMPLOYEE MAY BEGIN EMPLOYMENT WITH THE UNIVERSITY UNTIL A COPY OF THE FULLY APPROVED "PERSONNEL ACTION REQUEST" HAS BEEN RETURNED TO THE HIRING DEPARTMENT.
JOB VACANCY POSTING
POLICY
C 2.1
It is the policy of the University to provide equal opportunity to all qualified individuals for the various employment openings available at the University. Accordingly, Human Resources will publicize job openings in a manner which will permit and encourage qualified persons to apply for vacant positions.
PROCEDURE
C 2.2
The list of staff position openings is prepared each Monday from "Personnel Requisitions" fully approved and received by noon of that day. This list is distributed to all campus offices through campus mail and is posted in Human Resources. Unless the search to fill the position is to be internal only, the list is also mailed to various social service and governmental agencies which provide employment opportunities to the community. The posting text for each position is written by Human Resources from information on the job description and the "Personnel Requisition," and summarizes the duties of the position and the requisite qualifications. All open positions of regular status are posted, except those to be filled by reassignment. (see C 5).
C 2.3
Position openings are posted for a minimum three-day period to give current staff members, persons referred by the agencies, and other interested parties an opportunity to learn of the openings and to apply for those jobs for which they may possess the proper qualifications. The maximum period a position is posted is determined by the application deadline established for the position, consideration being given to the usual length of time required to attract a reasonable number of applications. Each position's application deadline is shown on the posting, and only those persons whose applications are received on or prior to the deadline will be considered for the current opening. Applications received after the deadline will be retained for consideration for future openings.
Applications are referred to the hiring department the day following the application deadline.
C 2.4
Potential candidates may contact Human Resources to discuss any position vacancy in which they are interested. This discussion allows the employee an opportunity to learn about the job duties and responsibilities and gives Human Resources an opportunity to assess the employee's qualifications and to ascertain whether these meet the requirements of the job.
C 2.5
An employee who is moving to another department must give his present department notice of the move at least one pay period in advance, unless the two departments involved agree upon some other mutually satisfactory arrangement.
C 2.6
Personnel who are selected to fill promotional, demotional, or transfer job vacancies will serve the normal three-month probationary period in the new job assignment (see C 6).
TRANSFER
POLICY
C 3.1
The University permits staff members to transfer when it is to the advantage of the staff member and the University.
C 3.2
Transfer of staff members may be made within or between departments. Consideration of transfer should be handled with care and intelligence for the benefit and welfare of the staff member as well as for the best interest of the University.
C 3.3
It should be recognized that in our working relationships there may be difficulties of supervision, working conditions, or personality problems for which transfer might be the best solution for the staff member and University. Adhering to this principle will enable the morale and general efficiency of the entire University staff to be most effectively served.
PROCEDURE
Within a Department
C 3.4
These personnel actions may be made without special arrangements by the Human Resources Department.
C 3.5
Transfer requests by staff members should be directed to the supervisor or Department Head.
C 3.6
Departments may consult the Human Resources Department, determining qualifications, skills, or abilities of employees.
C 3.7
The Supervisor or Department Head will notify Human Resources of such transfers in order to keep the classification and payroll records up-to-date.
Between Departments
C 3.8
These personnel actions must be arranged through Human Resources.
C 3.9
Requests may be initiated by the staff member, Department Head, or Human Resources.
C 3.10
When a Department Head wishes to suggest possible transfer of an employee:
(a) He will submit a letter of recommendation to the Human Resources Department, stating reasons for the suggestion, noting skills and abilities, and evaluating work performance.
(b) The staff member concerned must be informed of this suggestion before any action is taken.
C 3.11
When a staff member wishes to initiate a transfer:
(a) He must discuss his desire with the Human Resources Department . This discussion will be kept confidential.
(b) The staff member will be informed that the present Department Head will be notified before any final transfer arrangement will be approved.
C 3.12
The Human Resources Department may propose a transfer as a result of its knowledge of abilities, talents, or experience of a staff member which would result in better utilization of his skills.
Human Resources, with the permission of the Department Head, will discuss the transfer with the employee.
C 3.13
Notification will be made to Human Resources of all transfers.
General Provisions Applying In All Cases
C 3.14
The staff member must meet the qualifications of the position under consideration and must have served the three months probation period.
C 3.15
The staff member must be acceptable to the head of the department into which the transfer is desired.
C 3.16
There must be mutual agreement between the two departments and the Human Resources Department of the proposed transfer. Notice of one pay period is generally sufficient.
C 3.17
No Department Head should discuss the potential transfer of a staff member from his department without clearance by Human Resources . If a department wishes to investigate the possibility of securing the services of a staff member in another department, he should submit a letter to the Human Resources Department indicating his interest and providing such additional information as might be pertinent in determining whether such a transfer might be suitable action for all parties concerned. If the preliminary study indicates such a transfer warrants further consideration, the Human Resources Department will coordinate the steps necessary to initiate the transfer process.
C 3.18
Staff members may not enter into direct contact with another department regarding transfer; they must receive clearance with Human Resources before any negotiations take place.
C 3.19
Transfer of a staff member from one department to another will carry into the new department the accumulated vacation and sick leave earned in the previous department.
C 3.20
Personnel Action Request Form (PAR)
If a transfer involves a change in department, title, salary, or working hours, Sections A, B, C, and E of the PAR (Sec B 5) must be completed by the Department Head and forwarded to Human Resources.
PROMOTION
C 4.1
The University encourages promotions within the University and departments are encouraged to fill job vacancies by internal promotion of qualified staff members. All administrators, professional and managerial, clerical, technical and service and maintenance staff are encouraged to apply for promotions when they meet the qualifications of the position. The University maintains this policy to develop and provide effective incentives to staff members and to aid departments in obtaining skilled, trained and experienced staff.
C 4.2
Promotion can be defined as an advancement in rank or job grade of an employee from one position to a higher job grade or salary. Included are positions of the same grade level that offer the employee an opportunity to pursue an area of interest.
C 4.3
Promotion of staff members may be made within or between departments.
C 4.4
To be eligible for a promotion, a staff member must:
Be classified as a regular status employee, (includes grant and contract employees classified as regular).
Have satisfactorily completed the probationary period.
Meet the qualifications of the position.
Have a satisfactory performance and attendance record.
C 4.5
When the above criteria are met, the staff member will be eligible to apply for the position.
C 4.6
Staff members are encouraged to discuss promotional opportunities with their department head or Human Resources.
C 4.7
Staff members may seek a promotion by applying for vacant positions through Human Resources.
C 4.8
When an employee is promoted into another department, the current department and the department to which the staff member is being promoted must agree on a mutual transfer date.
C 4.9
The University encourages the hiring and promotion of minorities, women, handicapped and veterans for promotional opportunities.
C 4.10
When an opening exists for a classified positions ( as defined in B.3), the department head has three alternatives to filling the position...
C 4.10.1
A. Basic job search with external advertising, job posting and job line.
C 4.10.2
B. Job posting and job line within the University, accepting only University applicants for a five day period, then making a decision whether to post externally.
C 4.10.3
C. Job posting within the Department, then making a decision whether to go within the University and/or external.
C 4.10.4
Should the department head decide to use either alternative B or C, approval must be sought from the Major Department Head, the Director of Human Resources, and Affirmative Action.
Promotion From Within Procedure
C 4.11
Within the University:
Human Resources will conduct an internal posting for five days, at which time only University staff member applications will be accepted. Three qualified candidates applying for the position usually indicates a proper job search. Should there be less than three qualified applicants, the department head may want to confer with the Major Department Head, the Director of Human Resources and Affirmative Action and collectively decide whether to use the University pool or conduct an external search.
C 4.12
Within a Department:
C 4.12.1
A promotion within a department may become effective only after the department head seeks approval in writing from the Major Department Head, Human Resources, and Affirmative Action.
C 4.12.2
Criteria for approval includes Affirmative Action utilization review including past hiring techniques, practices, minority recruitment effort and availability of minority workforce in the area.
C 4.12.3
The Department will conduct an internal departmental posting for three days. If more than one candidate within the department meets the qualifications for the position, all qualified candidates will be interviewed and given due consideration for the position.
C 4.12.4
Should the department, Human Resources and/or Affirmative Action find that there are no qualified applicants, the department head my elect either Alternative A or B to fill the position.
C 4.12.5
The promotion will be effective without advertising the position outside the department.
C 4.12.6
The last vacant position within the department must be posted for consideration outside the department.
REASSIGNMENT
C 5.1
DEFINITIONS
C 5.1.1
Reassignment: Movement of an employee from one position to another as a direct and necessary result of the former position being restructured or eliminated due to a reorganization or a lack of funds.
C 5.1.2
Reorganization: A general change in a department or division structure, specifically designed to improve practices, procedures, or services. A reorganization may result in some positions having their responsibilities significantly restructured while other positions may be newly created or completely eliminated.
C 5.2
Policy
In the event of a general reorganization or a lack of funds, the University will make every effort to reassign rather than terminate personnel, giving consideration to the welfare of both the employee and the University. Reassignments may be made to vacant positions only or, in the case of a reorganization, to newly created positions. Reassignments which would result in discrimination against, or have an adverse impact upon members of any race, sex, or ethnic group will not be permitted.
C 5.3
Procedure
The department head will submit a written request and justification for the reassignments, identifying the staff members involved, plus a Job Analysis Questionnaire for each employee to be reassigned, through the major department head to Human Resources for review. Upon completion of the review, Human Resources will submit its recommendation to the major department head who will forward it, along with his own recommendation, to the Office of the President.
Upon approval from the Office of the President and following discussions by the department head with the staff member(s) involved, a Personnel Action Request form will be completed by the department head and forwarded to Human Resources.
C 5.4
Temporary Reassignment
From time to time, departments may wish to temporarily reassign personnel to accommodate unanticipated or extended vacancies by other employees, to handle peak work loads in other areas, to train the personnel on other jobs within the department, etc. In such instances department heads may, at their discretion, authorize the temporary reassignments for a period not to exceed three months.
Temporary reassignments do not necessitate written request and justification, nor the submission of a Job Analysis Questionnaire or a Personnel Action Request. When the reassignment is for training purposes, the department head will submit a memorandum to the employee stating the details of the reassignment and send a copy of this memorandum to Human Resources for the employee's file.
C 5.5
Pay Upon Reassignment
Pay upon reassignment is detailed in Section E 7. In cases of temporary reassignment, the employee's salary will not be adjusted.
C 5.6
Employees who receive non-temporary reassignments are required to serve probationary periods of three months in their new positions (see C 6).
C 5.7
Service in an Acting or Interim capacity is discussed at Section T 4.
PROBATION
C 6.1
A probationary period of three months duration is required of all new, non-contract staff members. This working test period allows the Department Head and the new staff member time to determine the suitability of continuing employment. The Department Head should utilize this time period (a) to assist the new staff member in every way possible to adjust quickly and efficiently to the work situation, and (b) to observe the quality of his work performance in relation to the standards of the job. The new staff member tries the job to ascertain if this is the proper position assignment for him.
C 6.2
If it should be determined during this probationary period that it is inadvisable for the new staff member to continue in the position, the Human Resources Department may be contacted by the Department Head to ascertain the possibility of a transfer to other work which may be more suitable to the individual.
C 6.3
Two weeks prior to the completion of this three month probationary period, Human Resources will mail to the Department Head or Supervisor an "End of Probation Performance Appraisal." The Department Head or Supervisor will indicate his judgment of the staff member's overall work performance and return a copy of the Performance Appraisal to the Human Resources Department to become a part of the staff member's permanent personnel record.
C 6.4
It is imperative that the Department Head or Supervisor discusses the evaluation report with the new staff member, giving advice or counsel regarding work progress and providing suggestions concerning possible areas of work improvement, as well as warranted commendations for work well done.
TERMINATION
Voluntary Termination
C 7.1
A staff member who intends to resign his position should present the reasons in writing to the appropriate supervisor one pay period before the effective date of termination.
Involuntary Termination
C 7.2
If any staff member's performance of duty or personal conduct is unsatisfactory because of failure, neglect, or unwillingness to perform assigned duties, appropriate action with regard to involuntary separation from the University will be taken. Unless immediate discharge is warranted, appropriate discipline procedures will be followed before an employee is terminated (Sec G 2). Depending upon the facts of the individual case, separation from employment may be initiated for reasons of:
C 7.3
Inefficiency
A staff member who demonstrates his inability to perform his job in a satisfactory manner, is excessively absent from the job without adequate justification, or exhibits lack of interest, carelessness, or other traits resulting in failing to meet the standards of the position, may be separated from employment.
Any employee who has completed the probation will be given at least two weeks notice prior to dismissal but, in unusual cases, services may be terminated immediately. In such cases payment will be made for two weeks in lieu of notice when the discharge is for misconduct.
C 7.4
Misconduct
A staff member who conducts himself in a manner that reflects unfavorably upon the University, the department, and himself will be subject to immediate discharge, without advance notice and without further pay, for such causes as, but not limited to, the following:
Dishonesty
Drinking or Drunkenness during working hours
Drug abuse
Destructive Negligence
Falsification of records
Insubordination
Imperiling safety of fellow employees
Unauthorized absence from duty
Willful violation of rules
For minor misconduct not warranting discharge, a staff member may be subject to administrative discipline which may include short periods of lay off without pay. The period of lay off will be commensurate with the offense committed.
Misconduct penalties are subject to the prior approval of the division head and the Director of Human Resources.
Reduction of Force
C 7.5
A Department Head may lay off a staff member because of lack of work or funds, abolition of the position, or other reasons requiring general reassignment of the departmental staff.
C 7.6
The selection of staff members to be laid off will be determined by the Department Head who will give due consideration to length of service and work performance of his staff.
C 7.7
A staff member will be given at least the length of one pay period advance notice if the circumstances and advance knowledge permit. The staff member's contribution for health and life insurance must be paid prior to the leave if coverage is to be continued.
C 7.8
Short Term Lay Off
A lay off not exceeding a period of one month will be classified a short-term lay off and will be reported as a leave without pay.
C 7.9
Temporary Reduction of Force
A lay off exceeding one month in duration but not exceeding four months will be classified as temporary reduction of force and will be reported as leave without pay.
C 7.10
Permanent Reduction in Force
A lay off that is anticipated to exceed a period of four months will be considered as a permanent reduction of force. The staff member will be separated with loss or discontinuation of all benefits. However, if the staff member is reinstated or re-employed within a period of twelve months following the date of separation, he will have his accumulated sick leave and length of service credit for vacation eligibility reinstated as of the date of separation.
POSITION CLASSIFICATION SYSTEM
C 8.1
The University's classification system for staff positions has as its purpose the establishment of appropriate relationships between positions and their levels of compensation. The system is designed to provide a fair and consistent basis for the payment of wages and salaries, an assurance that employees in positions of a similar nature are compensated at similar levels, and an aid in the selection and training of new employees.
C 8.2
A classified position is defined as: (1) a non-exempt position which has been assigned formally to a pay grade consisting of a base pay rate, or, (2) an exempt position which has been assigned formally to a pay grade consisting of a starting pay rate. All non-exempt positions and all exempt positions will be classified prior to their being initially occupied.
C 8.3
The Department of Human Resources is responsible for the maintenance of the classification system and shall conduct such reviews as are necessary to insure its continued adequacy and practicability. Reviews may be conducted by Human Resources on its own initiative, as directed by the Office of the President, or upon request from a major department head. No adjustment to the classification system or to the pay of any employee holding a position included in this system may be made without prior written authorization by the Director of Human Resources and the President.
C 8.4
Final approval of all changes to the classification system shall be the responsibility of the Director of Human Resources with the President's approval.
C 8.5
Human Resources shall be authorized to establish priorities for all classification reviews. These priorities shall be based upon such factors as the following: period since last review; extent of review; changes in external labor market conditions; unusual trends in employee turnover; budgetary constraints; and equity within the University.
C 8.6
Human Resources shall also be authorized to consider the potential impacts of a change in classification of one position on any or all other classified positions and, based upon such consideration, either to expand review procedures to encompass other pertinent positions or to recommend such pay changes as would nullify any inequitable impacts caused by the one position's change in classification.
C 8.7
Assignment of a position to a pay grade is the responsibility of Human Resources, and is based upon such factors as requisite education, experience and skills, amount of supervision required; responsibilities; working conditions; required job effort; and external market conditions. Internal equity is also a major consideration. Neither the level of performance, the volume of work, nor the length of service of an individual occupying a position is a determinant of the position's pay grade assignment, as the classification system relates to positions and not to employees.
C 8.8
A reclassification of a position is defined as a movement of the position to a pay grade either higher or lower than that to which the position is currently assigned. If warranted, reclassification may also entail a change in the title of the position.
C 8.9
Reclassification Reviews
C 8.9.1
It is the responsibility of the department heads to request a review of their employees' positions and to prepare the forms and other documentation necessary for the reviews. This documentation must be sent to the appropriate Vice President and from there to Human Resources. Human Resources will not review a position without the approval to review from the appropriate Vice President.
C 8.9.2
Based on the nature of the requested classification reviews, Human Resources may initiate reviews of related individual positions in the same or other related areas.
C 8.9.3
All requests for review must be accompanied by completed "Job Analysis Questionnaire" forms to support the requests.
C 8.9.4
Reviews requested by department heads through their major department heads will be scheduled as soon as possible considering other previously scheduled reviews, workload commitments by Human Resources and the requesting department's staff, and factors listed in paragraph C 8.5.
C 8.9.5
After completing its review of a position(s), Human Resources will submit its report and determinations to the major department head(s) to whom the reviewed positions are assigned.
C 8.9.6
All recommended reclassifications will be accompanied by a list of the individuals occupying the positions and by an analysis of the financial impacts of the reclassification pay adjustments for the remainder of the current year and for an entire year.
C 8.9.7
Funding for position reclassification pay adjustments, in accordance with paragraphs C 8.9.1 and 8.9.2 herein, shall be provided by Human Resources. Funding for adjustments resulting from reviews requested by department heads through their major department heads, in accordance with paragraph C 8.9.3 herein, shall be provided by the major department heads.
C 8.9.8
The effective date for reclassification of individual positions shall be determined by Human Resources . For reclassifications of series positions, the effective date will be the date of the next annual pay increase following final approval of the reclassifications.
C 8.9.9
Appeals of classification or reclassification determinations are to be submitted to the Director of Human Resources who is authorized to direct a totally new review, require additional review procedures, change the initial determination based upon the appeal information, or stay the initial determination. This appeal is to be made through the proper supervisory personnel of a particular area to the Director of Human Resources . An employee whose position is being considered for reclassification may appeal directly to the Director of Human Resources if the supervisory personnel of the employee's area will not initiate the appeal. The appeal decision of the Director of Human Resources will be final.
C 8.9.10
Policies relative to pay upon reclassification are detailed in subsection E 9.
C 8.10
Any exceptions to this policy may be made only by the President of the University.