Employment Planning and Responsibilities

Policy No. II-6

Effective date: 01/01/2005
Scope: all hiring supervisors
Exclusions: other employees
Definitions:
"Fringe benefit allocation" refers to a percentage of salary that covers related employee expenses such as unemployment compensation, retirement, Social Security, Benelect, Workers' Compensation, and similar miscellaneous expenses.

Policy Statement

All supervisors share a responsibility with the university for effective employment planning, positive employee relations, and sound financial management. Therefore , it is important that each hiring supervisor understand the issues related to and affected by staffing decisions. The following is an overview of the policies and responsibilities for which a hiring supervisors will be accountable.

Affirmative Action and Equal Employment Opportunity

Every supervisor is to become familiar with the university's commitment to policies regarding Affirmative Action and Equal Employment. Questions regarding activities and actions relating to Affirmative Action and EEO should be directed to the Office of Equal Opportunity and Diversity.

Budget Management

The hiring supervisor is responsible for obtaining the Management Center Budget Office approval and/or University Budget Office approval if required and when appropriate. The hiring department will be responsible for the expense of the following as they relate to the recruiting and staffing of approved positions: advertising, agency fees for either placement or temporary employees, immunizations, salary, fringe benefit allocation, interview expenses, relocation expenses, and training.

Employment Procedures

The university is required to satisfy many complex reporting requirements to ensure continuation of state, federal, and private funding and to comply with agency regulations and legislation. To do so requires the implementation of detailed employment procedures regarding documenting job openings, logging of candidates, interviews, postings, internal transfers, leaves of absence and other circumstances. In addition to complying with external requirements, the university supports the spirit and intent of these requirements while recognizing that on occasion they become cumbersome. Hiring supervisors are responsible for supporting these procedures and assisting in streamlining them whenever possible.

Internal Transfers and Promotions

The university offers opportunities for career development through a job posting system. When a candidate is successful in obtaining a job through this system, the hiring supervisor needs to appreciate the responsibilities associated with hiring an internal candidate. Every effort should be made to confirm with the candidate and the former supervisor what the expected standards are with regard to work hours, responsibility, authority, decision-making, status of leaves, sick and vacation days balances. The hiring supervisor should also orient the employee as quickly as possible to the new job to increase the comfort level in a new environment and to plan for and foster future success.

Job Posting

Normally all staff job openings will be posted on campus for a minimum of five work days concurrent with external communications to ensure reaching the broadest and most diverse pool of talented candidates. Exceptions to posting a staff job opening will require approval from the Director of Employment. No offers of employment will be made during these five days.

Changes in Employment Status or Salary Grade

Occasionally an employee requests a change in employment status from full-time to part-time or vice versa. The employee is normally making the request to address a personal need. It is the policy of the university to accommodate employees when possible, and the supervisor may authorize this change if it does not disrupt or limit the function's total performance. This policy applies to job sharing and those employees who agree to job sharing usually have a change in employment status from full-time to part-time.

Employees may also change their salary grade by moving to another position of a higher or lower salary grade. Often a change in status or salary grade has an accompanying change in salary, benefits, and other opportunities. The Human Resources Department will participate in the approval of a change in status or salary grade and the associated adjustments. By attending to these details, the supervisor is ensuring internal equity among all employees, recognizing the employee's need, and managing the financial impact of the change in a prudent manner.

References

Obtaining employment references for staff candidates will be coordinated through the Employment Office. Letters of recommendation for faculty candidates will be handled through the Provost's Office, the Vice President for Medical Affairs, or designees.

Relocation Expense

Relocation expenses are allowed for new personnel recruited to fill a faculty, executive, or staff position. The amount allowable is based on the hiring department's budget and department head approval.

Relocated Spouse Assistance

To ease the transition for a newly relocated faculty, executive, or senior staff employee and his/her family, assistance in obtaining employment and becoming acclimated to the community is available for the spouse of relocated employees through outside services. Contacts for these services should be made through the Employment Office. Expenses related to this assistance will be charged to the hiring department.

Vendors

The university has the opportunity to take advantage of volume and quantity discounts by consolidating its "purchasing power." The Employment Office is responsible for negotiating discounted services with all Human Resources related agencies such as employment agencies, executive recruiters, investigation firms, newspaper advertising, outplacement firms, and temporary employment agencies. Supervisors requiring these types of assistance should contact the Employment Office.

Policy Administration: Hiring supervisor and Employment office

Reference: Staff Employment Procedure Procedure (II-6a), Relocating New Employees Procedure Procedure (II-6b), Temporary Employment Procedure Procedure (II-9a), Termination of Employment (II-12)