Title: Employment Planning and Responsibilities
Effective Date: 06/03/2019
Responsible Official: Vice President of Human Resources and Vice President of Campus Services Administration
Responsible University Office: HR Employment Office and Procurement Office
Revision History: 01/01/1995; 01/01/2005; 01/01/2005
Related Legislation and University policies: Staff Employment Procedure; Relocating New Employees Procedure; Temporary Employment Procedure, Termination of Employment Policy
Review Period: 5 years
Date of Last Review:
Relates to: all hiring supervisors
Exclusions: all other employees
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 Supervisor will be accountable.
Equal Employment Opportunity and Affirmative Action
Every supervisor is to become familiar with the university's commitment to policies regarding Affirmative Action and Equal Employment Opportunity Policy and Non-Discrimination Policy. Questions regarding activities and actions relating to EEO and Affirmative Action should be directed to the Office for Inclusion, Diversity and Equal Opportunity (OIDEO).
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 is responsible for the recruiting and staffing expenses for approved positions: advertising, agency fees for direct placement or temporary employees, immunizations, salary, fringe benefit allocation, interview expenses, relocation expenses, and training.
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. This requires the implementation of detailed employment procedures regarding documenting job openings, tracking of candidates, interviews, postings, internal transfers, leaves of absence, and other circumstances. 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, and 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.
All staff job openings will be posted on the university job board for a minimum of five (5) work days. Normally, that posting is concurrent with external communications to ensure reaching the broadest and most diverse pool of talented candidates. No offers of employment will be made during these five (5) work 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 university will 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 also applies to job sharing, as 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 transferring 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 must participate and approve 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.
The Employment Office will coordinate obtaining employment references for staff candidates only. Faculty candidates should contact the Provost's Office, the Vice President for Medical Affairs, or designees for letters of recommendation.
Relocation expenses are allowed for new personnel recruited to fill certain executive, senior staff, or staff position. The amount allowable is based on the hiring department's budget and Department Head approval.
Relocated Spouse/Certified Domestic Partner Assistance
To ease the transition for a newly relocated executive or senior staff employee and their family, assistance in obtaining employment and becoming acclimated to the community may be available for the spouse or certified domestic partner of relocated employees through outside services. Contacts for these services should be made through the Hiring Authority. Expenses related to this assistance will be charged to the hiring department.
All supervisors who seek to restructure the department or a distinct unit within a department that will result in staff layoffs or moving an employee from full-time to part-time must submit a final Reorganization Request Guide to Employee Relations. The Reorganization Request Guide must be approved by Employee Relations, the Office of General Counsel, and the Office for Inclusion, Diversity and Equal Opportunity (OIDEO). The Reorganization Policy and Reorganization Procedure contains further details of the reorganization process.
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, background screening agencies, advertising, and temporary employment agencies. Supervisors requiring these types of assistance should contact the Employment Office.