3.1 Recruitment Philosophy, Policy, and Procedures

Recruitment Philosophy - Hiring for Mission at Saint Francis University

Individuals who apply for employment at Saint Francis University are choosing to put themselves forward as potential members of the Saint Francis community. They are beginning to imagine what their future could hold should they work as partners for the advancement of the University’s mission in Catholic higher education.

For these reasons, the University takes seriously the responsibility to articulate its mission and values in a clear manner for applicants who have been invited to campus to interview for a position. Applicants are invited to respond thoughtfully to its mission and values, demonstrating how they understand them and how they might support them. This process is meant to assist the applicants in discerning whether employment at Saint Francis University would be a good fit for them.

It follows that the hiring process at Saint Francis University at all levels should include meaningful conversations about mission and values, both out of courtesy and concern for the applicants and in service to the University.

Hiring Procedures

Since the addition of new staff and faculty is an important institutional decision to be made at Saint Francis University, the search process must be thorough, equitable, and smoothly executed. The following procedures will apply to filling all full-time vacancies. (Please refer to 3.14 “personnel requests” for procedures for requesting replacement of vacancies or requesting new positions.)

A personnel requisition form (available on the local web or from Human Resources) must be completed by the hiring supervisor for all requests to fill vacant or new positions (in accordance with the policy on personnel requests). Once a position has been authorized to be filled, Human Resources will then initiate recruitment activities.

Search Committee

The hiring supervisor will meet with his or her chief administrative officer to discuss the composition of the search committee. Search committees are used to solicit the input of a variety of university constituents whose participation will be beneficial in the selection process. As much as possible, the composition of the committee should represent various gender, race, age, and interest groups. Although it is ultimately the responsibility of the chief administrative officer to recommend a candidate for appointment, search committees will be used in a screening/advisory capacity.

Search committee members will review the files of applicants. Because of the role that search committees play in representing the University, members must be well-versed in the mission and goals of the University, as well as aspects of the position, the coordinating relations, and the role of the department within the University. Likewise, committee members must be aware of the legal aspects of interviewing. The hiring supervisor will meet with the Associate VP for Risk Management and Organizational Development prior to interviewing candidates to ensure an appropriate understanding of interviewing procedures and to discuss guidelines on the legal aspects of interviewing as well as compliance with all employment laws that affect hiring. It is most important that interviews be conducted in a manner that is lawful as well as consistent and fair to all candidates.

Advertising

Positions will be advertised by Human Resources internally, and if appropriate, externally. Appropriate steps shall be taken to enhance inclusion of appropriately qualified, under-represented groups in the applicant pool.

Applicant Process

All candidates will complete an on-line employment application and submit materials electronically. Human Resources will acknowledge all applicants for position openings through email or written format and inform them of the next steps in the search process, to include communication either verbal or in writing to them from the search committee. All application material will be made available on the local network to the hiring supervisor for review and consideration.

Equal Opportunity / Affirmative Action

Saint Francis University is committed to equal education and employment opportunities for all, without regard to gender, age, race, color, ethnicity, religion, sexual orientation, marital status, disability, veteran status, or any protected classification unrelated to performance in the position. In an attempt to attract qualified individuals from diverse and under-represented groups, hiring supervisors and search committees are instructed to recall the following needs when filling vacancies:

The strong institutional preference to achieve a diverse pool of applicants to be

interviewed including under-represented groups.

The institutional commitment to provide role models to all students.

While consideration of internal staff for vacancies is encouraged, preferential consideration will be not given. A final candidate will be selected based solely upon his/her qualifications, experience, and suitability for a position.

Interviewing

From the applicant pool, the hiring supervisor and search committee will select candidates to be interviewed. Internal candidates are given equitable, but not preferential consideration. The hiring supervisor, in consultation with the chief administrative officer, will make arrangements for finalists to visit campus. While visiting campus, finalists will ordinarily meet with the hiring supervisor, the search committee, a representative from Human Resources and others as appropriate. Each candidate interviewed will be asked to complete an employment application (if not previously completed) and Criminal Background Check release form provided by Human Resources.

When an applicant is granted an interview she or he shall be provided with the University’s mission statement and its Goals of Franciscan Higher Education (found in this handbook) and will be invited to reflect upon them at their interview. Questions to consider:

At Saint Francis University, every member of the community has a role in advancing our mission. You have carefully reviewed the University’s statement of mission and identity. How would you support the Christian, Catholic, and Franciscan mission of Saint Francis University?

Based upon the documents which have been provided to you, do you have any reservations about serving at a Catholic institution with the mission and values of Saint Francis University?

How do the Franciscan values of Saint Francis University align with your personal values? Which of these values resonate most deeply with you? Give an example or two.

Those applying for positions on the teaching faculty or for senior administrative positions (including but not limited to deans, vice-president and president) will also be provided with documents regarding academic freedom and the Catholic Intellectual Tradition, etc. Reference and credential verification

During the interview process, candidates will be instructed by the chairperson of the hiring supervisor (if not instructed in the position announcement) to provide all appropriate transcripts. All transcripts should be sent directly to Human Resources. Before a recommendation to hire is made, the hiring supervisor will ensure that the appropriate credentials (official transcripts of work completed at undergraduate and graduate institutions or terminal degree) have been received and reviewed. The hiring supervisor will consult with the chief administrative officer about reference and previous employment verification. Under usual circumstances, the hiring supervisor or members of the search committee shall verify the references of candidates.

Recommendation for Hire

Once individuals have been interviewed for the position and references, credentials, and criminal history have been reviewed, the hiring supervisor will communicate to the chief administrative officer the person recommended for hire. This recommendation must include the candidate’s name, credentials as they relate to the position, and a brief rationale for the recommendation. The chief administrative officer, upon endorsement, will forward a recommendation for appointment to the President. Upon the President’s approval of the chief administrative officer’s recommendation, the hiring supervisor will complete a “New Hire Form”, including all employment terms and send it to the Human Resources Manager, who will prepare an appointment letter to be signed by the President. All terms and conditions of employment shall be in writing.

Notification of Unsuccessful Candidates

The hiring supervisor will notify all unsuccessful candidates who were interviewed either verbally or in writing. Human Resources will notify applicants through email or written format and inform them of the closure of the search.

Disposition of Credentials / Interview Files

All interview files, including transcripts/credentials will be electronically maintained for a period of at least one year. Any hard copies made by search committee shall be shredded and disposed by the search committee.

Approved by the Faculty Senate – April 13, 1993 Revised and reaffirmed by the President’s Council – March 2012

3.2 Employee Background Checks

Policy

Saint Francis University is committed to hiring the very best candidate for every position at the institution and to provide the safest possible environment for students, visitors, faculty and staff. To that end, thorough background checks will be conducted during the screening and selection process.

It is the policy of Saint Francis University to obtain:

1. Criminal history record information on applicants who are under final

consideration for positions following the normal screening and selection processes.

2. Consumer credit history checks on applicants who are under final consideration for positions that involve the handling or transporting of cash. All credit checks are conducted in compliance with the Federal Fair Credit Reporting Act of 1997 (FCRA).

The employment application shall clearly state, “All finalists for employment at Saint Francis University must undergo a criminal background check.”

Procedures

A background check must be completed on all candidates for employment BEFORE an offer of employment is extended.

1. Authorization for Background Check

Candidates for Full Time positions

All candidates for full time positions must be scheduled to meet with the Human Resources Manager or his/her designee during their on-campus visit. During the meeting with the Human Resources Manager, candidates will be advised that employment is contingent upon an acceptable background check.

Candidates will complete an Application for Employment (if not completed prior to visit) and an Employment Inquiry Release Form, authorizing the University to complete a background check. The Human Resources Manager will keep the signed authorizations on file, and will not start a background check UNTIL a request is made by the Hiring Supervisor.

Candidates for Part Time, Adjunct, Casual, or Temporary positions:

The hiring supervisor for all positions other than full time must inform the

candidates that employment is contingent upon an acceptable background check.

The hiring supervisor must obtain a completed application (if not completed prior), and an “Employment Inquiry Release” from each candidate.

The hiring supervisor will forward the completed “Employment Inquiry Release” to the Human Resources Manager.

2. Completion of Background Check:

The Director of Risk Management and Public Safety will engage an outside company to complete a statewide, county, and if applicable, credit background check for every location where the candidate has lived for the past seven years.

Hiring supervisors should be aware that while some reports may be completed in as little as 24–48 hours, the background check may take several weeks to complete, depending on how many jurisdictions are checked.

3. Reporting the Completed Background Check

The Human Resources Manager will contact the hiring supervisor when the

background check is complete.

The criminal history record information obtained by the University may be only used for the purpose of evaluating applicants for employment. This policy does not automatically exclude from consideration for employment individuals with criminal convictions. However, if the nature of a conviction may jeopardize the safety of students, faculty, and staff, it will preclude an individual from being hired. Use of the report is subject to federal and Pennsylvania laws concerning the use of arrest and conviction records for employment decisions.

4. Review of the Background Check Results

All criminal conviction reports will be reviewed by the Director of Risk

Management and Public Safety and/or University Counsel without any identifying information provided. If after review of the results the Director of Risk Management and Public Safety, University Counsel, the Human Resources Manager, and the hiring supervisor agree that hiring the applicant would pose a threat to students, faculty, and staff the applicant will be informed of these findings in accordance with FRCA (Fair Credit Reporting Act) requirements by the Human Resources Manager. In such cases, the applicant will be given the name, address, and telephone number of the firm that completed the criminal background report.

5. Recordkeeping

All criminal background reports will be considered confidential. As such, they

will not be made part of the applicant’s file. The Human Resources Manager will destroy all criminal background reports no later than 180 days after receipt. Documentation will be maintained by the Human Resources Manager for anyone hired who has a criminal record.

6. Background Checks on Rehired Employees

A new background check will be completed for employees who have been

separated from the University for a period of one or more years.

Questions regarding criminal background investigations should be directed to the Human Resources Manager or the Director of Risk Management and Public Safety.

Definitions: Criminal conviction record information: Information collected about a person by a criminal justice agency that includes misdemeanor and felony crimes as defined below. Felony. A crime which may be in the first, second, or third degree classification and the person may be sentenced to a term of imprisonment of up to or more than ten years. Typical felonies include murder, arson, rape, burglary, kidnapping, causing or risking catastrophe, robbery and drug convictions. Misdemeanor. A crime which may be in the first, second or third degree classification and the person may be sentenced to a term of imprisonment of up to five years. Typical misdemeanors include possession of weapons on school grounds, stalking, assault on a sports official, indecent exposure, theft, and drug convictions. Background check company: A firm contracted to conduct background checks on behalf of an employer. Will conduct checks in accordance with employer requests.

Approved by the Board of Trustees - 2005 Revised and reaffirmed by the President’s Council – November 2011

3.3 Recruitment and Relocation Expenses  

Recruitment Policy  

Human Resources will approve all sources for ad placements and make every effort to place ads in a cost effective manner.

 There will be occasions when the University will interview candidates from outside of the geographical area. Reimbursement to candidates outside the geographical area will be provided in accordance with the following provisions. Outside the geographical area is defined as at least a fifty (50) mile radius from the campus.

 1. Full-time faculty or administrative position candidates are eligible for

reimbursement. Interview expenses consist of transportation, meals, lodging, and other legitimate travel expenses.

2. Candidates are responsible to pay for all expenses and to secure receipts. Candidates will be instructed to forward receipts to the Human Resources Manager along with a completed Candidate Travel Reimbursement Form signed by the hiring supervisor. The Human Resources Manager will review, approve, and arrange for reimbursement for all eligible expenses.

3. Mileage will be reimbursed at the current approved rate. 4. Lodging should be arranged on campus if possible. If not, local lodging may be

arranged by the candidate or hiring supervisor. 5. Candidates are encouraged to travel by the most reasonable and economical

means available. When flight arrangements must be made, hiring supervisors are expected to provide a 14 day lead time for the interview in order for the candidate to secure a reasonable flight rate.

6. Any exceptions to the policy must be approved by the Vice-President for Finance in consultation with the chief administrative officer, dean, or department director.

 Relocation Policy

 

This policy provides guidelines on relocation expenditures incurred by newly hired personnel so that reimbursable costs incurred will be reasonable and appropriate.

 1. Full-time faculty or administrative position candidates are eligible for reimbursement

of relocation expenses which include mileage, transportation, and moving or rental fees.

2. Relocation assistance shall be limited to the expenses incurred in the actual movement of household contents and personal travel to an individual’s new home. It must be at least fifty (50) miles.

3. The amount of relocation assistance will be based upon the position level and relocation distance. The relocation assistance amount calculation will be maintained and reviewed annually by the Human Resources Manager.

4. The hiring supervisor will request the relocation assistance amount from the Human Resources Manager at the same time he or she requests the background check on the candidate be completed. The hiring supervisor will then discuss the relocation assistance amount with the candidate during the offer of employment.

5. After the offer of employment is accepted, an employment letter will be sent to the candidate by the Human Resources Manager which shall confirm the relocation assistance amount and a copy of the relocation policy and reimbursement form will be enclosed.

6. The returned completed reimbursement form will be signed by the hiring supervisor, chief administrative officer, and the Human Resources Manager before being forwarded to the Business Office for payment.

7. Exceptions may be considered in certain situations. In such cases, the hiring supervisor may be asked to pay such expenses from his/her own departmental funds.

 Approved by the President’s Council – 2006 Reaffirmed by the President’s Council – November 2011

 

3.4 New Hire Employment Information

In compliance with state and federal laws and regulations and Saint Francis University policy, all newly hired employees must complete employment paperwork no later than three days following their first day worked. This includes temporary and casual-status employees. As of August, 2011, required paperwork shall include:

Employment data sheet

I-9 form, including presentation of required documents

W-4 form

Policies and Personnel Handbook acknowledgment of receipt

Confidential disclosure and non-use agreement

Drug Free Workplace policy

Worker’s Compensation Notice of Rights and Duties

Worker’s Compensation Panel of Physicians

Direct deposit authorization (not required, but available)

Emergency contact Information

Employees who become separated from the University for at least six months will be required to complete a new employment data sheet, W-4 form, and emergency contact information form. Employees who are separated from the University for more than two years will be required to complete new employment information as indicated above.

3.5 Orientation  

The hiring supervisor will be responsible for the immediate orientation of new employees, including arrangements for keys (if necessary), a vehicle registration tag, and an ID card, as well as any office furniture or computer equipment needed. The hiring supervisor will also be responsible for introductions to co-workers and orientation to new duties and responsibilities.

 New full-time employees will be scheduled to meet with the Human Resources Manager prior to or within the first week of work to enroll in benefit programs. New employee orientation is scheduled twice a year (in August and February) to provide information on campus safety, benefits and pay, creating a respectful community, and Franciscan spirit on campus, among other topics.

  

3.6 Probationary Period (Administrators and Staff)

The first ninety days of employment in a position constitute a probationary period for every full-time and part-time administrator and staff member, whether new or internally transferred. The probationary period will be defined in the individual’s new appointment letter or contract. Upon hire the employee’s supervisor will identify and explain the standards and expectations for success in the position with the employee in accordance with the performance planning and development program. At the end of the ninety-day period, the supervisor and employee will meet and it will be determined by the supervisor whether the employee has met or has not met the standards and expectations. If the employee’s performance during the probationary period met expectations he/she will be eligible to begin to utilize earned vacation, sick, or personal days. If the employee’s performance during the probationary period was unsatisfactory or did not meet expectations, employment may be terminated.

Approved by the Presidents Council – November 2011

3.7 Employment Definitions, Guidelines and Terms

A position’s status at Saint Francis University is defined by the Human Resources Manager at the time a position is established. It is described as salaried (exempt) or hourly (nonexempt), full-time or part-time, and temporary or casual. Positions are also identified by the following job groups:

Administration (chief administrative officers, deans, department directors, and supervisors)

Faculty (those whose primary role is teaching. Excludes those defined as administration or staff)

Staff (hourly or salaried non-teaching employees)

The term administrative staff refers to salaried employees whose employment is professional in nature and generally requires specialized education or training. Administrators are engaged in activities in which they exercise a high degree of independent judgment in dealing with students and/or other university personnel. Faculty and administrative positions within Saint Francis University are defined as exempt. Employees who are exempt are professional and administrative employees whose positions meet specific tests established by the Fair Labor Standards Act (FLSA) and state law and who are exempt from overtime pay requirements. Exempt employees are expected to perform functions of responsibility and supervision that may require them to work beyond the normal workweek without additional payment.

The term operational staff refers to hourly employees whose employment is generally clerical or manual in nature. For example: clerical, physical plant, or dining service employees. Operational staff positions within Saint Francis University are defined as non-exempt. Employees who are non-exempt are in positions which do not meet FLSA exemption tests and who are paid for all hours worked. Nonexempt employees are paid one-and-one half times their regular rate for hours worked in excess of 40 in one workweek. Overtime work must be approved in advance by the immediate supervisor.

Full-time employment. Faculty with full time teaching and/or research responsibilities as identified in the faculty member's employment contract with the University. Non-faculty employees who are scheduled to work a minimum of 35 hours per week and 52 weeks per year, except as otherwise scheduled by the terms of appointment such as 9 or 10 month appointments.

Part-time employment. Faculty appointed on an adjunct basis or annually on a half time teaching load basis. Hourly or salaried employees working less than 35 hours per week.

Temporary employment is limited or sporadic, with a specific begin and end date. Employment is usually for a specific project, for temporary replacement or for short-term needs during peak workloads.

Casual employment is on an “as required” basis without any commitment from either party to ongoing employment. There are no pre-determined hours of work and work arrangements are made on an hourly, daily or weekly basis as the university's needs arise. Unlike temporary employment, there is not a defined, specific end date.

Employment at Saint Francis University is entered into voluntarily. Some positions require a contractual relationship with the University, and may have a fixed term of employment. Positions without fixed terms shall be considered employment at will.

When an employee is hired, the terms of his or her employment relationship with the University are outlined in a letter of appointment issued by the Human Resources Office and signed by the President.

Approved – 2002 Revised and approved by the President’s Council – November 2011

3.8 Personnel Requests

Policy

The purpose of these guidelines is to enhance University effectiveness, fiscal accountability, and the planning and budgeting process. In general, requests for changes in personnel/staffing (new or existing) should be submitted within the specified time frame, regardless of whether funding exists. However, it is recognized that circumstances may arise where requests need to be considered for funding during the course of the academic year.

Position Vacancies

All full and part-time staff vacancies shall be reviewed by the respective Vice-President of the division for appropriateness. Discussion with the President’s Council shall take place to insure that it is necessary to fill the position and in what capacity. Once it is agreed that the position will be filled, a personnel requisition will be completed by the hiring supervisor with the Human Resources Manager and a search will be initiated.

Interim or Temporary Appointments.

Requests for interim or temporary appointments should be made through the Human Resources Manager. A source of funding which supports the request must be budgeted within the current fiscal year.

New Position Request Policy and Criteria

All requests for new permanent positions (includes one year visiting appointments), must be initially approved by a Vice-President or the Provost. The request must include a justification about how the position will strengthen the effectiveness of the new or existing program and indicate any sources of funds in support of the requests.

Modified Position Requests

All requests for changes to existing position terms (includes status changes from part-time to full- time or changes in contract length), must be initially approved by a Vice-President or the Provost. The request must include a justification about how the change in terms of appointment will strengthen the effectiveness of a new or existing program and indicate any sources of funds in support of the request.

Staff Promotion or Expanded Responsibility Requests

All requests for staff promotion or expanded responsibilities of staff shall be reviewed by the respective Vice-President of the division for appropriateness.

Requests for promotion or expanded responsibility of staff are status changes that involve increasing responsibility levels. Such requests are for expanded duties, responsibilities and authority, for example; through reclassification of a position or through a progression of a recognized family of titles (e.g., Admissions Representative, Assistant Director, Associate Director) A promotion request may also occur as a result of a vacancy in an area for which another employee within that area is qualified. In determining an employee’s candidacy for promotion or expanded responsibility, the following factors shall also be considered: performance, skills and abilities, relevant experience, professional development, and education.

Criteria for consideration of staff promotion or expanded responsibility shall include: 1. Expanded and/or higher level responsibilities that are deemed necessary to meet

departmental or institutional goals and objectives. Expanded and/or higher level responsibilities include additional supervision of an area and/or additional personnel; and/or additional responsibilities requiring authority, decision making, and accountability for a particular function or on-going project. Expanded responsibilities are not an increase in the volume of work. Tasks or work which requires a significantly higher level of skill or training may be considered expanded or higher level responsibilities. Acquiring a new skill to perform

a new function that is related to the employee’s regular job function or to acquire a new skill to perform the work more efficiently is not expanded responsibilities.

2. Evidence of ongoing training and/or professional development activities, which may include coursework or seminars, or certifications.

3. Any other criteria outlined in an approved professional development plan. 4. Evidence of at least two years of meeting and/or exceeding performance goals, and meeting

all competencies.

Procedures

New or modified position requests:

1. To request the establishment of a new position or modification of a current position, the

Supervisor/Director or Dean shall submit a written request to the respective Vice-President and/or Provost for approval by December 1. This request should be initiated utilizing a “strategic staffing form” (available from the Strategic Initiatives page on the local web) and shall include or be accompanied by the following: a) A justification indicating a funding source of the position (if any). b) An explanation of how the position will strengthen the effectiveness of the new or existing

program. c) A proposed position title and job description d) An explanation and update of any other position descriptions impacted by the recommended

new position. 2. Prior to December 31 of each year, each Vice-President will submit a copy of the strategic

staffing form request to the Human Resources Manager so that an initial budget request amount can be determined. The budget request amounts shall be determined by Human Resources in accordance with the compensation policy and current year market data.

3. By January 15, the Vice-President, the Associate VP for RM and HR, and the VP for Finance will meet to review the request. At this meeting all financial and staffing details of the request, as well as any other options for meeting the staffing needs of the area will be discussed. If the request does not survive this level of scrutiny it will be withdrawn from further consideration.

4. By January 31 the Associate VP for RM and HR will submit a summary budget request amount of all personnel requests to the Planning and Budgeting Committee.

5. The Associate VP for RM and HR will prepare a detailed summary budget request for review by President’s Council. All new position requests shall be reviewed and a final budget request will be determined by President’s Council on or about March 1.

6. New or modified positions will be finalized by President’s Council and communicated following approval of the budget by the Trustees in June.

7. The respective Vice-Presidents will notify the appropriate Dean/Director or supervisor of the approval of the new position or position modification.

8. For new positions, a personnel requisition form (available from Human Resources) will be completed by the respective supervisor/director or Dean and signed by the Vice-President or Provost. The requisition will be submitted to the Human Resources Manager to initiate a search. If the approval changes the status of an employee’s position from part-time to full-time and a search is not necessary, a personnel action form (available from Human Resources) shall be completed by the supervisor/director or Dean and signed by the Vice-President or Provost and submitted to the Human Resources Manager for processing.

9. Approved new positions or position status changes will be implemented at the start of the fiscal or academic year, or the date when funding becomes available.

Promotion or expanded responsibility requests:

1. Approval from the respective Vice-President will be required before proceeding with a request for

a staff promotion or expanded responsibility. Promotion or expanded responsibility requests

should be submitted by a supervisor to the respective Vice-President. The promotion or expanded responsibility request shall be submitted in memo format and shall include: a) A statement of functional and organizational changes within the department

impacting the position; b) An explanation of how the promotion or expanded responsibilities will

strengthen the effectiveness of the new or existing position. c) All relevant data chronicling the person’s most recent performance review

and the criteria being evaluated should be included. Other data such as, but not limited to: evidence of ongoing or completion of education or training which enhance current job knowledge and skills.

d) The current position description of the incumbent; e) A proposed position title and position description outlining the new duties. f) An explanation and update of any other position descriptions impacted by the

recommended changes or new position. g) A funding source of the promotion or expanded responsibilities (if any).

2. The Vice-President will submit a copy of the request to the Associate VP for RM and HR so that an initial budget request amount can be determined. The budget request amount shall be determined by the Associate Vice-President and the Vice-President in accordance with the compensation policy (within this handbook) and current year market data.

3. The Associate VP for RM and HR shall review all aspects of the request(s) with respect to responsibilities, position benchmarking, salary, effective start date and the organizational structure created by the promotion. Utilizing the compensation policy, the Associate VP will recommend appropriate salary.

4. The Vice-President, the Associate VP for RM and HR, and the VP for Finance will meet to review the request. During this meeting, all financial and staffing details of the request will be discussed as well as any other options for meeting the needs of the request. If the request does not survive this level of scrutiny it will be withdrawn from further consideration.

5. The Associate VP for RM and HR will prepare a detailed staffing plan and budget request for review by President’s Council. President’s Council shall review all the requests to determine the appropriateness of each with respect to the short and long term staffing needs of the various areas as well as the budget implications.

6. All promotions or expanded responsibility requests of staff will be approved by President’s Council. Any unfunded promotions must wait until approval of annual salary adjustments is granted by the trustees or funding becomes available and will take effect at the start of the academic year or when the funding is available. Requests for which existing funds are available may be implemented beginning the pay period following final approval by President’s Council.

7. Once the request is granted the respective Vice-President will notify the employee individually of the approval. Along with increased responsibilities, the person will receive an increase in salary and a new job description.

Approved by the President’s Council – November 2011

3.9 Reductions in Personnel and Reemployment Guidelines  

Reductions in Non-Faculty Personnel  

Reductions in non-faculty personnel may occur because of a lack of funding for a job, lack of work, or an emergency that curtails normal operations. Reductions of faculty are outlined in the faculty handbook.

 Should it become necessary for a department or program within the University to reduce its personnel, initial discussions will take place with the department director/supervisor, the division vice president, and the Human Resources Manager regarding a plan of action.

 The following factors will be considered when reductions in personnel become necessary:

 1. The operational needs of the University, department, or program in fulfilling its mission. 2. The work history, job qualifications, skill sets, competencies, demonstrated ability,

performance and/or productivity (including attendance) of each employee. 3. The length of service of each employee.

 Unless otherwise indicated in the terms of an employee’s employment agreement, two weeks notice, or two weeks pay in lieu of notice will be given to the employee at the time of the reduction in personnel. Where possible an employee will be given an indication of whether the reduction is permanent or temporary.

 Re-employment

 

Persons whose employment with the University is terminated due to a reduction in personnel may reapply for employment when vacancies are announced.

 A former staff member with three or more years of full-time service, re-employed as a full-time employee by the University, within six months after termination, will be eligible to receive the same number of vacation days as he/she had prior to the date of departure. It will be based on years of continuous service, but without credit for the period of absence. For all other benefits, former employees will be treated the same as new employees.

 Questions about the terms of an individual’s employment should be addressed to the Human Resources Manager.

 Approved by the President’s Council March 2012

 

3.10 Employee Attendance Policy (Administrators and Staff)

Purpose

Employee work attendance has a direct effect on the ability of a department to perform work and/or provide services in support of the University’s mission. The Saint Francis University policy on employee attendance has been established to assure that:

There is a clear understanding of attendance expectations; there is consistent enforcement of attendance policies, and there is consistent application of corrective action on a University-wide basis.

Clear steps are followed so that supervisors and employees may discuss attendance problems affecting the department and its productivity and provide adequate time for employees to correct attendance deficiencies.

Policy Statement

To insure the continuity and quality of services and care that we provide to our students, to our fellow employees, to the University, and to those outside the University, each employee is expected to report for work at his/her scheduled starting time and remain at work during his/her scheduled hours. Department directors may establish departmental standards, including the scheduling and use of earned time off, and call off procedures within their operations which shall supersede those indicated within the University Employee Attendance Policy.

Definitions

Term Definition

Absence When an employee misses one or more consecutive workdays for a single reason

Excessive absence

When an employee is away from work to the extent that completion of normal work requirements is adversely affected (as determined by the department supervisor.)

Failure to remain on duty

When an employee does not obtain permission to leave the work site during the scheduled work time or takes or exceeds a break period without authorization

No-call, no- show

When an employee both fails to report to work at the start of a scheduled work shift and fails to notify the supervisor or designated person within the time frame as indicated by the department and/or supervisor.

Overtime Hours worked by a non-exempt employee in excess of 40 hours within one workweek.

Pattern of absence

When an employee’s absences occur within a common factor (day of week, day before/after vacation or holiday, etc.) at least three times within six months.

Tardiness When an employee fails to report to work at the scheduled starting time.

Unauthorized absence

An absence for which the employee’s supervisor/department has not been properly notified.

Earned Time Off

An employee’s accrued vacation, sick, or personal leave.

Standards

Operating Hours The University’s physical plant and dining service operations operate according to shift schedules that vary and are dictated by their job responsibilities. The police department

also operates according to a shift schedule and provides 24/7 coverage. Supervisors are responsible for setting work schedules that meet the needs of their operation.

The standard office hours of the University are 8:30 a.m. to 4:00 p.m. Monday through Friday. During normal business hours all offices must be open and adequately covered for efficient operation and service. Regardless of whether classes are or are not in session it is expected that offices and operations will be staffed to meet the needs of students, the campus community, and visitors. However, under certain circumstances when classes are not held (Labor Day) or are cancelled (due to inclement weather) operating and office hours may be altered, with the expectation that the needs of students, visitors, and/or the campus community will continue to be met. On dates designated by the University as holidays, offices are closed, unless dictated by the department director or supervisor.

Inclement Weather

Due to severe inclement weather the University may find it necessary to delay or cancel classes. Delay or cancellation of classes does not mean that the University is closed. In fact, when classes are delayed or cancelled, operations will continue. During a “two hour delay” and “classes are cancelled” all essential personnel (Physical Plant, Dining Services, University Police, and chief administrative officers) are expected to report at the start of their regular shift or as directed by their supervisor due to the nature of their responsibilities. Essential personnel unable to report at the normal time must contact a supervisor. During a “two hour delay” other operations will be permitted a two-hour delay in opening. In the event classes are cancelled, non-teaching personnel should make every effort to report to work and provide regular services. However, time missed by non- teaching personnel or essential personnel during a “two hour delay” or “class cancellation” must be either made up within the same pay period or time off charged to earned time off in accordance with departmental standards and procedures. The same applies in the event of an early dismissal due to weather conditions. If there are no classes in session and there is inclement weather employees are still expected to report to work in the same manner as above. Employees should make safe decisions about traveling in poor weather conditions.

In the event of a “state of emergency” (i.e. power outage due to weather, or as declared by the Governor), the University will provide employees and students with instructions regarding the status of operations. Essential personnel (Physical Plant, Dining Services, University Police, and chief administrative officers) will be required to report and all other employees will be advised via regular communications as to the status of operations. Every effort will be made to keep employees informed. It is the responsibility of the employee to contact a supervisor if unsure of the status of University operations. In addition to Dining Services, University Police, and Physical Plant, personnel in Student Health Services, Stokes Athletics Center, and Residence Life and other areas may be needed. Essential personnel who work during the time the campus cannot continue normal operations shall be eligible for equivalent time off or receive double time. In the short-term (1-2 days) all other University employees scheduled to work will be paid for time missed in the event the University cannot continue normal operations.

Work Hours

The University’s workweek begins Saturday at 12:01 a.m. and ends Friday at midnight for the purposes of computing overtime.

Each full-time operational (hourly) employee is assigned a regular work schedule: Clerical personnel are normally assigned a 35 hour per week schedule; Physical Plant and Police personnel typically work a 40 hour week schedule; and Dining Service employees typically work up to 40 hours per week with hours fluctuating during times when classes are not in

session. Work schedules for temporary and part-time employees shall be established on an individual basis and may vary from week to week based on such factors as workload demands, amount and type of available funding and employee skills.

Supervisors may require that a full-time operational employee adjust his or her work schedule in order to meet the special needs of the University or a particular department. Supervisors are required to provide this notification as far in advance as possible and to limit recurring requests. The employee will be given as much advance notice as possible, and in most cases no less than 24 hours. Employees must obtain approval from supervisors for l eave, overtime worked, and work schedule changes in all cases except unplanned personal and family sick leave. With the approval of the department supervisor, operational employees who work a 35 hour workweek may request time off at the rate of one hour off for each hour of additional time worked in excess of 35 hours up to and including 40 hours in a given workweek. This time off must be taken within the same pay period in which the additional hours were worked. Employees will be paid for the time in lieu of taking time off if they choose.

Work schedules for full-time administrative (salaried) employees may fluctuate from week to week based upon workload, but shall be a minimum of 35 hours per week. Administrative staff are expected to work the hours necessary for completion of job requirements.

Flexible Scheduling

The University permits flexible scheduling, which allows full-time employees (in cooperation with their supervisor) to select their own daily hours of work, within the limits of their department’s environment and job responsibilities, subject to the approval of their supervisor and division director. The practice involves expanding individual work hours to permit earlier or later arrivals within departments. Note that in certain departments this may not be feasible. Flexible scheduling does not shorten the number of hours an employee must work. It simply allows more flexibility in setting work schedules for the mutual benefit of the University and the employee. Under flexible scheduling the following guidelines are in place:

For employees working according to a 35 or 40 hour per week schedule, daily hours totaling 8.5, 8.75, 9, or 10 per day, 4 days per week, may be selected during the time 7:00 a.m. through 6:30 p.m.

Start and end times may also be staggered during this time period. A meal period must be scheduled for a minimum of one half hour.

A fixed schedule should be selected for a period of time at least three months in duration. A request for an alternative schedule (i.e., other than 8:30 a.m. through 4:00 p.m. with one-half hour lunch) must be discussed and confirmed in writing with an individual's supervisor and/or others who are directly affected by the individual's work. The department director has the final approval as to whether the department can meet the alternative schedule requests.

The individual selecting an alternative schedule must see that at least one other person is available to handle issues that arise during his or her absence.

Employees in their first six months in a new job may expect to be asked to work the standard 8:30 a.m. to 4:00 p.m. (or the standard work schedule for their department) to assure appropriate training and interaction with others in the department.

Employees working an alternative schedule are responsible for completing a total of 35 or 40 hours in a week, which is either accomplished by working the hours or taking appropriate vacation, sick or personal time. When a holiday falls within an alternative work schedule week, the holiday should be charged off according to the regular hours (8 or 7), so consequently additional hours may need to be worked so that hours worked and charged off for the week total 35 or 40.

Break and Meal Periods

The administration of breaks and meal periods is the responsibility of supervisors. Each department may allow two breaks of approximately 10 minutes for full -time employees during each full workday, one during the first half of each regular shift and one during the second half of each regular shift. Credit for unused breaks will not be accumulated. Supervisors may stagger the breaks for employees within the same office or department in order to maintain uninterrupted service. A one half hour meal period is provided to all operational employees, and should be taken within the first five hours of the work schedule. Since this is not a paid meal period, employees may use this time as they desire. Employees may not, however, surrender a scheduled meal break in order to alter the hours in a regular workday.

Overtime

It is expected that employees be willing to work additional hours and/or overtime when needed. Overtime occurs whenever an operational (hourly) employee works in excess of forty (40) hours in a workweek. For all hours actually worked in excess of forty (40) per week, compensation will be at the rate of one and one-half (1 1/2) times the regular rate of pay. All overtime by an operational employee must be authorized in advance by the employee’s supervisor. Supervisors will make every reasonable effort to distribute overtime as equitably as possible among employees qualified to do the work. Employees who work unauthorized overtime or fail to report for overtime without a justifiable reason will be subject to disciplinary action.

Release for Classes During Work Hours

All employees are expected to attend courses on their own time. To be released for class during work hours, the following conditions must be met:

1. The efficient operation of the immediate department must not be adversely

affected. 2. Time off for attending the course must be made up within the same pay period. 3. All sections of the course to be taken are scheduled only during the employee’s

regular work hours; therefore, he/she cannot take the course before or after work hours.

4. Other courses that the employee could take that are in his/her major of study are not offered during the semester, either before or after the employee’s regular work hours.

5. Release for classes during work hours must be approved by the department supervisor.

Employees are not permitted to take more than one course during the workday.

Attendance Reporting

An accurate record must be maintained of hours worked each day during the pay period for all operational (hourly) employees. Employees are expected to record arrival and departure from work at the beginning and end of each day as well as at meal times. If it is necessary to leave work for personal reasons during the day, an employee must receive permission from his/her supervisor and record the time of departure and return along with a proper explanation on the time card. Administrative employees are expected to notify their supervisor when the y are not ready and available for work, have personal

appointments outside the office, take vacation, sick leave, or are attending business-related events off campus.

Supervisors are responsible for editing, correcting, approving, and submitting all time keeping records for employees under their supervision. All attendance recordkeeping must remain on work premises and be accessible to management at all times. No one other than the employee, his/her immediate supervisor, Human Resources, or Payroll staff may enter information into or onto an employee’s personal timekeeping record. Alteration, forgery, destruction, or falsification of any timekeeping record may result in disciplinary action up to and including termination (in accordance with the Employee Conduct Policy). Employee attendance records will be reviewed continuously.

Use of Earned Time Off

In accordance with the University’s policies regarding earned time off, earned sick leave may only be utilized for an employee’s or immediate family illness, (immediate family as defined as parent, spouse, son or daughter within the Family and Medical Leaves of Absence policy in this handbook), or medical appointments for the same. Vacation and personal leave may be utilized for personal reasons in accordance with departmental scheduling policy and approval. Although earned time off may be utilized for an absence it does not establish an absence as “excused”.

Personal Appointments

Employees should make every effort to schedule medical/dental appointments during non-working hours. However, when scheduling the appointment during working hours is unavoidable, employees may, with prior supervisory approval, keep the appointment and return to work as soon as possible and charge the time off to earned time off or time without pay.

Absences

Generally, an “absence” occurs when an employee misses one or more consecutive scheduled workdays for a single reason (i.e. flu, family illness, hospitalization). The University requires advance notification of absences, but shall not require more than 24 hours notice in order for an absence to be considered “authorized”. In cases of absence for medical reasons, the employee shall provide medical certification to justify excusing an absence of three or more consecutive days and to confirm he/she is released to return to work. This information shall be maintained with the employee’s time and attendance record.

Unauthorized Absences

An absence shall be considered “unauthorized” when the employee’s supervisor and/or department has not been properly notified. Responsibility for excusing an unauthorized absence shall rest with the immediate supervisor. Supervisory discretion should be exercised depending on the severity of the violation. The supervisor should take into consideration any mitigating circumstances and the employee’s overall attendance record when making t he decision. Unexcused absence may be recorded as leave without pay at the discretion of the supervisor. Otherwise, it must be charged to the employee’s earned time off as appropriate.

An “unauthorized” absence also occurs when a supervisor does not accept as reasonable an employee’s explanation for an absence or lateness. However, a supervisor may only designate a medical-related absence as unauthorized after gaining concurrence from the

Hum an Resources Manager. Using an employee action form, available from the Human Resources Office, the supervisor shall notify the employee that the absence was not excused because it was unauthorized and that it will be submitted as unapproved leave without pay. A copy of the employee action form shall be placed in the employee’s personnel file.

Excessive Absence

Absence is considered “excessive” when an employee is away from work to the extent that completion of normal work requirements is adversely affected as determined by the department supervisor. These absences may have been excused or unexcused and caused by medical or other reasons. An employee must be notified that absences are excessive before such incidents can be considered for disciplinary action. A supervisor may not designate medical -related or Family Medical Leave Act absences as excessive without the concurrence of the Human Resources Manager.

Patterns of Absence

A pattern of absence exists when an employee’s absences occur with a common factor (day of week, day after a vacation), etc., at least three (3) times within six (6) months. For instance, an employee who is regularly absent from work on a Monday, a Friday, or a day after a scheduled vacation or time off has been utilized, may be viewed as displaying a pattern of absence. Employees exhibiting a pattern of absence will be subject to disciplinary action.

No-Call, No-Show

An incident of no-call, no-show occurs when an employee both fails to report for work at the start of a scheduled work shift and fails to notify the supervisor or designated person within 30 minutes of the start of the work shift that he or she plans to be absent. Employees who do not report to work or call in for three (3) consecutive scheduled days will be considered to have terminated their employment. Repetitive but non-consecutive incidents of no call-no show will result in disciplinary action.

Chronic Pattern of Excessive or Unauthorized Absences

A chronic pattern of excessive or unauthorized absences exists when an employee’s absences from work, whether excused or not, have a serious negative effect on a department’s ability to provide service. These absences can be for medical or non -medical reasons. If the absences are for medical reasons, requirements under federal or state law may dictate that certain absences not result in disciplinary action. Department supervisors must consult with the Human Resources Manager regarding such determinations. In cases where there is a chronic pattern of excessive or unauthorized absence, notice will be given to the employee that his or her chronic absences are a hardship on the department or office and that additional requirements must be met in order to receive approved leave. These requirements include:

Two weeks notice for use of vacation leave or personal time. (or notice beyond

the normal request for time off protocol of the department).

Documentation to support other paid leave (bereavement leave, jury duty, etc.)

A physician’s statement verifying incapacitation, medical reasons for an absence, and the anticipated date of return when sick leave or leave without pay is requested.

After notice of a chronic pattern of absences has been given, another incident of unauthorized or excessive absence shall result in disciplinary action at the next higher step of progressive discipline (in accordance with the Employee Conduct policy). If

continuing absences result in leave without pay in two consecutive pay periods, even absences justified by a physician’s statement may not be excused. In this case the next higher step of progressive discipline may be applied.

When an employee has been placed on “chronic absence” restrictions, the supervisor should complete a regular review of the employee’s attendance record at least every six months and as part of performance planning and development. The supervisor may lift these restrictions if the employee corrects the chronic pattern of absence.

Employee Attendance/Punctuality Obligations

Calling in Absent or Late

In any situation where an employee is unable to report or may be delayed in arriving for work at the assigned time and place, the employee must contact the immediate supervisor or other designated person in accordance with the supervisor’s requirements. It is the responsibility of each supervisor to establish and communicate to his/her employees the protocol for calling in absent or late. If no specific protocol has been established, the employee must contact the immediate supervisor within 30 minutes prior to the start of the scheduled work shift. Except in the most unusual situations, the employee is expected to make the call personally, provide a projected length of absence, and explain the reason for the absence or lateness. Failure to call in absent or late in accordance with these standards may result in disciplinary action.

Tardiness

All employees are expected to report to work on time. When an employee fails to report to work at the specified starting time, he or she is considered “tardy”. A five minute grace period will apply before an employee is considered “tardy”. Tardiness will be considered “excessive” when it occurs more than three times in a given pay period for two or more consecutive pay periods. Excessive tardiness may be grounds for disciplinary action, depending upon its severity, frequency, and impact on individual or departmental work performance.

Employees who are chronically unable or unwilling to report to work on time present a hardship to other employees, students, and other customers. Employees receiving corrective action under this policy are expected to improve their attendance/punctuality. Failure to improve and/or sustain improvement shall result in the employee receiving additional counseling, up to and including separation from employment.

Failure to Remain on Duty

An incident of failure to remain on duty occurs when an employee does not obtain permission to leave the work site during scheduled work time or takes or exceeds a break period without authorization. Incidents of failure to remain on duty will be treated in the same manner as unauthorized absences.

Chief Administrative Officer and Directors’ Responsibilities

1. Determining work schedules for employees in their respective division or department, based upon workload requirements.

2. Ensuring that divisions will be sufficiently staffed to provide services to students and customers and other functions during established University business hours.

3. Establishing expectations, protocols, and guidelines for employees in their department regarding requesting and taking time off following the guidelines established by the University.

4. Determining if supervisors or employees are complying with the policy and taking corrective action when needed.

Supervisors’ Responsibilities

1. Approving individual work schedules and subsequent deviations consistent with the needs of the University or the respective department.

2. Utilizing the University’s time recording method and ensuring that the employee signs all attendance documents.

3. Accounting for the scheduled work hours of their subordinate employees. 4. Communicating and following the attendance policy. 5. Controlling overtime as required outside the employee’s work schedule.

Employees’ Responsibilities

1. Becoming familiar with the employee attendance policy. 2. Recording arrival and departure times on the approved time recording document or

device. 3. Following their departmental protocols and policies regarding requesting and

scheduling time off. 4. Obtaining prior approval from their immediate supervisor for time off for leaves,

tardiness, breaks, or any deviation from their work schedule.

Approved by the President’s Council – April 2011

3.11 Personal Appearance and Standards of Dress

Professionalism is reflected by the appearance and manner of faculty, staff, and student employees. Consequently the following guidelines have been established for maintaining and enhancing the University’s image. Because the University is diverse in its operations different standards are deemed acceptable to different operations. Questions about acceptable dress should be first directed to an employee’s supervisor, then to the Human Resources Manager.

Uniforms are provided to staff in operations such as Police, Physical Plant and Dining Services . Expectations about uniform wear are outlined in departmental manuals. Supervisors in those departments will reinforce uniform expectations with staff.

Standard business attire includes dress slacks, skirts, dresses, suits, short and long sleeved shirts and blouses, ties, sweaters, blazers, sport coats, hosiery, socks, dress shoes.

Business casual attire includes all clothing listed as acceptable for business standard as well as casual pants, casual skirts or skorts, blazers, polo or golf style shirt s, turtlenecks, loafers, sandals, socks or hosiery.

It is important that the University maintain a professional image, so the following business casual dress guidelines apply:

1. Employees should consult the daily office schedule to determine if business casual

is appropriate for the day. 2. It is recognized that standard vs. business casual dress may vary from department

to department, depending upon the department’s function and an individual’s position.

3. Departments that require uniforms may make occasional exceptions. An employee should consult with his/her supervisor with questions concerning their department.

On school spirit days and Fridays all employees may dress business casual and are encouraged to wear Saint Francis attire. Jeans and tennis shoes/sneakers, and athletic jerseys, while not considered business casual, may be worn on those days.

The following articles and types of clothing are not acceptable for wear in the workplace:

1. Shorts, sweatpants, spandex/lycra garments, running or warm-up suits

(except Athletic personnel), workout clothes. 2. Casual t-shirts with inappropriate messages or advertising, tank tops, halter tops, off

the shoulder garments. 3. Underwear as outerwear, excessively tight, provocative or revealing attire. 4. Wrinkled, stained, ripped, or distressed clothing.

5. Plastic or beach style flip flops.

A good rule of thumb: If in doubt as to whether it is appropriate -change.

Approved by the President’s Council – 1999 Revised and approved by the President’s Council – March 2011

3.12 Performance Planning and Development (Administrators and Staff)

The Saint Francis University staff performance planning and development program provides for collaboration between employees and their supervisors. It is designed to help administrators and staff members establish expectations and behavior based competencies, set goals, evaluate performance, and plan for future development. The program ties each employee’s performance to the core values of the University, and it holds supervisors accountable for several leadership competencies.

Supervisors and employees meet at the time of hire and prior to the start of the school year to review job responsibilities, review and assess the prior year’s performance, establish and/or reestablish expectations and competencies, and plan goals for the upcoming year. The program includes a mid-year review that is conducted in January or February. At that time, adjustments to goals are made if necessary.

Approved - 2007

3.13 Training and Development (Administrators and Staff)

Training

Saint Francis University encourages employees to continue their education in areas related to their careers. Supervisors may recommend employees for a particular course or training. Such required training or workshops will be paid from departmental budget funds. This does not include undergraduate, graduate, or doctoral studies programs not offered at Saint Francis.

Professional Development (Approved by the faculty senate in 1998)

Conventions and Trips. The University encourages its administrative staff to become active members of their respective professional societies. Whenever possible, the University will provide reimbursement of approved expenses for those who represent the University at professional meetings.

Dues and Memberships. The University is responsible for payment of dues for institutional membership. Individual memberships in professional organizations are generally paid by the employee.

Approved by the President’s Council – 2011

3.14 Position/Department Transfers

Employees who have completed at least six months of service may apply for other job openings on campus as they become available.

It is expected that those who seek to transfer will have given serious consideration to the move before the application is submitted. The application/interview process for current university employees will be kept confidential. Ordinarily, employees may transfer no more than once every six months. A transferring employee is responsible for notifying his or her current supervisor after a job offer has been accepted. It is expected that the transferring employee, his current supervisor, and the department to which he is transferring will work together to ensure a smooth transition.

Approved by the President’s Council – 2011

3.15 Procedures for Employees with Disabilities to Request Workplace Accommodations

Background

Reasonable accommodations are alterations/changes in the workplace that enable persons with disabilities to perform the essential functions of their jobs and to enjoy equal benefits and privileges of employment.

Procedures for processing workplace accommodations will allow the University to process requests in a prompt, fair and efficient manner. The procedures also provide guidance to individuals with disabilities on steps to request accommodations and what to expect.

Definitions

The Americans with Disabilities Act Amendments Act (ADAAA). The law that clarifies the mandate for the elimination of discrimination against individuals with disabilities. The law is designed to strengthen the protections under the Americans with Disabilities Act and broaden the coverage of individuals under the Act. The law became effective on January 1, 2009. Reasonable accommodation. Modifications or adjustments necessary to enable a qualified individual with a disability to perform the essential functions of her/his job or enjoy equal benefits and privileges of employment. Undue hardship. Significant difficulty or expense incurred by the employer in providing the requested accommodation. Essential functions. Those duties that bear more than a marginal relationship to the job at issue. The job description should contain the essential functions of the job including physical, behavioral, and minimal qualification requirements. If the position exists to perform a function, then that function is essential. A function may also be essential if:

it requires specialized skills;

it requires a significant amount of time;

there are significant consequences if the function is not performed; or

there are a limited number of employees to perform the function.

Procedures

Time limits. Absent extenuating circumstances, requests for reasonable accommodations should be processed within fifteen (15) work days of receipt by the supervisor or Human Resources Manager. If there is a delay in processing the request, the individual with the disability should be notified in writing and informed of the date on which the supervisor/Human Resources Manager expects the process to be completed.

Employee

Step 1: Initiating a Request. The employee is responsible for requesting a workplace accommodation for a disability. The request should be made to either the employee’s supervisor or to the Human Resources Manager. The request can be made either orally or in writing and should include the following:

1. The condition and its duration; 2. The limitations caused by the condition and how those limitations impact the employee’s

performance of specific requirements of the position; 3. The accommodation the employee and/or the employee’s doctor/medical professional believe will

enable the employee to perform the essential functions of the position. The employee should provide his/her physician with the definition of a disability as defined by the American’s with

Disabilities Act Amendment Act of 2008 and a job description identifying the essential functions of the job. This information may be obtained from the employee’s supervisor or the Human Resources Manager.

Step 2: Engage in an interactive dialogue. The employee should engage in an interactive dialogue with the supervisor and/or Human Resources Manager about the specific impact of the condition on job performance and to determine a reasonable accommodation. The dialogue may not be necessary where the existence of the disability and the need for the accommodation is obvious, and the supervisor and employee agree upon the most effective reasonable accommodation.

Supervisor/HR Manager

Step 1: Responding to a request for an accommodation

Responding to an obvious disability: If both the disability and the need for the accommodation

are obvious and the requested reasonable accommodation does not present an undue hardship, in order to eliminate unnecessary review and delay in providing the reasonable accommodation, the supervisor may provide the reasonable accommodation after discussing the request with the employee. The supervisor should document in writing the request and the reasonable accommodation provided. The documentation should be forwarded to the Human Resources Manager.

Responding when the disability is not obvious: When the disability or the need for an accommodation is not obvious, the supervisor should consult with the Human Resources Manager. The Human Resources Manager will determine if it is necessary to request (additional) medical documentation. All medical documentation should be kept confidential, separate from general personnel files, and shared only with those who are involved in the decision making process. The medical documentation should include the following:

1. The condition and its duration; 2. The limitations caused by the condition and how it impacts the performance of the

essential functions of the individual’s position; and 3. The accommodation the employee and/or the employee’s doctor/medical professional

believe will enable the employee to perform the essential functions of the position.

Additional Information. The Human Resources Manager will consult with the ADA Coordinator if additional information is needed to document the disabling condition, to clarify limitations, or if subsequent steps are required to process the accommodation request. If additional medical information is needed from the employee’s physician, the supervisor or Human Resources Manager will provide the employee with a medical information request form. The medical information document should be returned to and maintained by Human Resources.

Step 2: Agreeing on a reasonable accommodation. The supervisor and/or Human Resources Manager should begin an interactive dialogue with the employee when (1) the specific limitation, problem or barrier is unclear; (2) an effective reasonable accommodation is not obvious; or (3) the parties are choosing between different reasonable accommodations. The dialogue may not be necessary where the existence of the disability and the need for the accommodation are obvious, and the supervisor and employee agree upon the most effective reasonable accommodation. Neither a supervisor nor the department director should make a determination that a specific accommodation is unreasonable or creates an undue hardship without consulting with the Human Resources Manager and/or the ADA Coordinator.

Unsure whether the condition qualifies as a disability. If the Human Resources Manager is

unsure whether a condition qualifies as a disability under the ADAAA or whether an accommodation is reasonable he/she should consult with the ADA Coordinator.

Condition does not qualify as a disability: If the ADA Coordinator determines that the employee’s condition does not qualify as a disability, that determination should be communicated to the employee in writing. A determination that the condition does not qualify as a disability covered by the ADAAA does not preclude the supervisor, at her/his discretion, from granting the employee’s request as a means of assisting the employee. If the supervisor decides to grant an employee’s accommodation request when the condition is not covered by the ADAAA, the supervisor should advise the employee that:

1. The condition is not a disability covered by the Act nor does the supervisor regard the employee as disabled under the Act, and

2. The accommodation is being provided at management’s discretion and is not an entitlement; and

3. The accommodation may be withdrawn or modified at any time at the discretion of the department.

The supervisor should document this conversation in writing and provide a copy to the employee.

Forms

Medical Information Request form completed by a medical professional. Disability Accommodation Worksheet used by the supervisor/HR Manager to document the process.

Additional Assistance

Technical Assistance. The employee, supervisor and Human Resources Manager may seek the advice or assistance of the ADA Coordinator regarding technical assistance or any issues that are not resolved during the process.

EEO Complaints. Complaints based on allegations of denial of reasonable accommodation, disability discrimination, and/or retaliation may be filed with the Institutional Compliance Officer/ADA Coordinator.

Approved November 2011

3.16 Formal Complaint Procedure

Saint Francis University recognizes that an employee may occasionally feel that he/she has a complaint in relation to his/her work based upon the non-application, misapplication or inconsistent application of official University policies or procedures. If so, it is in the best interest of both the employee and the University that all such problems be resolved as soon as possible. The procedure that follows provides an opportunity for staff to have their complaints and proposed settlement reviewed by appropriate administrative personnel in a timely manner. Note: Any complaints that relate to discrimination and/or harassment shall be addressed following the steps outlined in the Non-discrimination Policy and No-Harassment policy complaint procedures outlined in this handbook.

Step I: If possible, a satisfactory solution should be arrived at through informal discussion between the employee and the person against whom he or she has the complaint. If such discussions do not result in a satisfactory solution within fifteen days, the employee may proceed to Step II.

Step II: The employee will present his/her supervisor, department director or chair (and dean if applicable) with a signed and dated written summary of the complaint. This summary must

include (1) a description of the complaint, (2) the official University policy or procedure that has been allegedly violated; (3) the facts upon which the complaint is based; and (4) the employee’s proposed settlement. The department director or chair (and dean if applicable) will pursue, with the complainant’s consent, whatever avenues he/she deems necessary to effect a satisfactory resolution of the complaint within (2) working days.

If the complaint involves the employee’s supervisor, department director, chair, or dean, he/she will proceed to Step III. If the complaint involves the employee’s Vice-President or the Provost the employee will present his or her complaint to the President, or his designee. The President’s decision will be final.

Each complaint will be carefully reviewed. A written response will be sent to the employee within seven (7) days.

Step III: If the complaint was not resolved to the complainant’s satisfaction in Step II, the employee may appeal the decision of his/her department director or dean to his or her Vice-President or the Provost. This appeal must be filed within fifteen (15) days from the time the response was given or due. The Vice-President or Provost will investigate the matter and endeavor to arrive at an equitable solution in compliance with official policies and procedures of the University. A decision will be communicated to the employee within fifteen (15) days. The decision will be final.

All files regarding such formal complaints will be maintained in the Office of the President respective Vice-President, the Provost, or President (if the complaint involved a Vice-President or the Provost). These files will remain confidential and access limited to only those directly involved in resolving the complaint.

Approved by the Faculty Senate – February 20, 1990 Revised and approved by the President’s Council – November 2011

3.17 Personnel Records

Official personnel files for each faculty and staff member are maintained under the control of the Human Resources Manager (except academic related documents, e.g., evaluations, peer reviews, student evaluations, promotion/tenure issues, and sabbatical applications/reports which are maintained under the control of the Provost) and are protected by the Privacy Act.

The official personnel file for staff may contain the following, if applicable:

Pre-employment application information; Letter of appointment; Initial contract; Job description; Annual performance planning and development review (staff). Including any

performance improvement plans or agreed upon professional development goals. Official letters of commendation, warning or reprimand; (All letters of warning or

reprimand will be explicitly indicated as such). Letters of rebuttal; Miscellaneous entries - entered with the concurrence of the Vice-President in charge. Personnel Action forms indicating any changes in personnel status

Access to personnel files is ordinarily limited to the Human Resources Manager and the officers of the University. Each employee may inspect items in his/her official personnel file upon written request to the Human Resources Manager. All personnel information is strictly confidential. Written authorization is required before any personal information can be released to anyone other than the employee.

Changes in Personal Data

All employees must complete a change of employment or records form if changes occur in any personal data such as marital status, address, telephone number, or number of dependents. Change of address forms with Blue Cross/Blue Shield and TIAA/CREF must also be completed. The forms are available from Human Resources.

Reference Requests

Human Resources provides reference information in the form of an employee’s or former employee’s employment dates and positions held. Salary information is not provided without a signed written request.

Approved by the President’s Council – 1997 Revised and approved by the President’s Council – November 2011

3.18 Resignation and Retirement Procedures

The following steps shall be followed for all resignations/retirements/terminations of employment: A checklist for supervisors is available from Human Resources.

Step 1: Notice and Letter of Resignation

Faculty and administrative staff are requested to give at least sixty (60) days notice of the intention to terminate employment, unless otherwise specified in their employment contract.

Operational staff are requested to give at least two (2) weeks’ notice of their intention to terminate employment.

Individuals planning to retire are requested to give at least six months advance notice of the expected date of retirement. Retirement planning assistance is available from Human Resources.

A formal letter of resignation shall be presented to the employee’s supervisor, stating the effective date (last day of work) and reason for leaving.

The employee’s supervisor will notify Human Resources by completing a personnel action form and sending it to Human Resources with a copy of the letter of resignation.

Step 2: Exit Interview

Upon receiving notification, the Human Resources Manager shall contact the employee to arrange to meet for an exit interview before the last day of work. Arrangements for payment of outstanding loans, fines, receipt of final paycheck, continuation of benefits, etc., will be made. The employee will receive final payment of all wages earned on the last date of his/her employment or on the following pay day. Benefits will end the last day of the month in which employment ceases. Prior to leaving the campus, departing employees must return all keys to the Physical Plant Department and any other University property.

Approved – 1999 Revised and approved by the President’s Council – November 2011