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(Note: OLPM sections on this page may be cited following the format of, for example, "USA.V.A.13.5.1". These policies may be amended at any time, do not constitute an employment contract, and are provided here only for ease of reference and without any warranty of accuracy. See OLPM Main Menu for details.)

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13.ÌýÌýÌýEarned Time

13.5ÌýÌýÌýSick Leave Pool

13.5.1ÌýÌýÌýOpen Enrollment. The scheduled time to convert earned time days into sick pool days will be annually during the month of April. The Personnel Office will notify those employees who are eligible.

13.6ÌýÌýÌýRecord keeping. It is the immediate supervisor's responsibility to verify usage and current Earned Time balances of each employee reporting to the supervisor. Signed Time and Attendance records must be sent to the Personnel Office every month.

(Note: OLPM sections on this page may be cited following the format of, for example, "USA.V.C.1.1". These policies may be amended at any time, do not constitute an employment contract, and are provided here only for ease of reference and without any warranty of accuracy. See OLPM Main Menu for details.)

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1.ÌýÌýÌýVacant Position Procedures

1.1ÌýÌýÌýThe following procedures are being introduced, effective January 2014, to ensure a prudent, equitable and justifiable process for managing vacant positions in the System Office. In addition, establishing a review process that supports a culture of transparency, inclusiveness and customer service will be critical to identifying and hiring staff that will support and promote this culture.

1.2ÌýÌýÌýRegardless of position status and funding, a request for a replacement of a vacant position is not automatic and will be reviewed using the procedures listed below. In most cases, the Chancellor and/or the Chancellor's Executive Team will make the final determination on each vacant position.

1.3ÌýÌýÌýVacant Position Process

1.3.1ÌýÌýÌýWhen a position becomes vacant, the manager should take the following actions:

1.3.1.1ÌýÌýÌýUpdate the job description (as needed)

1.3.1.2ÌýÌýÌýUpdate or create a department organizational chart

1.3.1.3ÌýÌýÌýWrite a compelling and accurate summary of position need and include responses to each of the following questions:

• Is this position still needed?
• How does/will it support the campuses and/or Board?
• Can the duties of this position be included in an existing position?
• Is this an opportunity to reorganize the department and the associated work?
• Is there continued and appropriate funding for this position?

1.3.2ÌýÌýÌýOnce the summary, job description and department organizational chart are updated and complete, the manager should meet with their functional Principal Administrator (PA) to review.

1.3.3ÌýÌýÌýThe respective PA (Finance, Legal and HR) will then provide this information to the Chancellor's Executive Team for review, discussion and final determination of the position status.

1.4ÌýÌýÌýFilling a Vacant Position

1.4.1ÌýÌýÌýApproval to fill a vacant position must be obtained from the Chancellor or the respective PA on behalf of the Chancellor.

1.4.2ÌýÌýÌýOnce approval is obtained for a manager to proceed with filling a vacant position, the following steps should be followed when sourcing a candidate:

1.4.2.1ÌýÌýÌýMeet with HR to begin the posting and selection process;

1.4.2.2ÌýÌýÌýDepending on the level of the position, the respective PA and the manager, should identify one Chancellor's Executive Team member to serve on the interview team;

1.4.2.3ÌýÌýÌýThe manager, with input from the respective PA, should also identify staff members from other functional areas (as appropriate) to be included in the interview process; and

1.4.2.4ÌýÌýÌýAs needed, the manager can invite functional staff from the campuses to be included during the interview process.

1.5ÌýÌýÌýVacant Position Reporting

1.5.1ÌýÌýÌýEach month, or as positions become vacant, HR will send to the Chancellor and the Chancellor's Executive Team an updated vacant position report. This report will provide the relevant details on each vacant position including:

1.5.1.1ÌýÌýÌýPosition title and department

1.5.1.2ÌýÌýÌýDays position has been vacant

1.5.1.3ÌýÌýÌýStatus of position (open, under review, filled, or eliminated).

(Note: OLPM sections on this page may be cited following the format of, for example, "USA.V.D.12.1.1". These policies may be amended at any time, do not constitute an employment contract, and are provided here only for ease of reference and without any warranty of accuracy. See OLPM Main Menu for details.)

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12.ÌýÌýÌýComplaint and Grievance Resolution Procedures. The complaint and grievance resolution procedures represent two distinct but related processes established for the purpose of resolving work-place problems and/or misunderstandings. This policy describes the complaint procedure and the following policy (USA V.D.12.3) describes the grievance procedure. Except where noted, staff may use either procedure solely and separately, or may use the complaint procedure as the first step of the grievance procedure.

12.1ÌýÌýÌýComplaint Resolution -- General

12.1.1ÌýÌýÌýPurpose. The System Office complaint procedure is intended to resolve complaints and problems arising out of the interpretation and/or implementation of Board of Trustees, University System or System Office policy, procedure and practice. Employees are encouraged to utilize the complaint process to address performance issues.

12.1.2ÌýÌýÌýDefinition. A complaint is an issue of concern related to a work-place situation or working conditions.

12.1.3ÌýÌýÌýRelation to Grievance Process. The complaint resolution process may serve as an informal step to the System Office grievance procedure (USA.V.D.12.3). Complaints related to evaluations of work performance, and final classification determinations are not appropriate for either the complaint procedure or the grievance procedure. Termination may be addressed only through the grievance procedure.

12.1.4ÌýÌýÌýConditions

12.1.4.1ÌýÌýÌýThe complaint resolution mechanism does not provide employees any rights other than the right to have a complaint heard and be considered. It does not bind the System Office to any particular outcome or course of action.

12.1.4.2ÌýÌýÌýComplaints may be brought at any time. In order to continue complaints into the grievance procedure, established time lines (see USA V.D.12.3.1.3.1) must be followed.

12.1.4.3ÌýÌýÌýThe complainant may have an advocate (must be a System Office employee and shall not be an attorney).

12.1.4.4ÌýÌýÌýConfidentiality shall be expected for participants in the complaint resolution process. Information revealed and discussions held shall be confidential insofar as that is reasonable within legal requirements and organizational responsibilities.

12.1.4.5ÌýÌýÌýThe filing of a complaint shall not affect the rights of an employee to seek any remedy which may be available in an external forum and does not postpone any deadlines for pursuing such remedies.

12.1.5ÌýÌýÌýRemedies. Remedies pursued under the complaint procedure may include any remedy which conforms to the spirit of relevant policy.

12.1.6ÌýÌýÌýOrientation. The System Personnel Office shall serve as a resource for understanding, accessing and managing the complaint process.

12.1.7ÌýÌýÌýRecord keeping. Complaint information shall be kept in a confidential file and will be accessible only to those individuals engaged in the complaint process and appropriate administrators with an official need to know.

12.2ÌýÌýÌýComplaint Resolution Process

12.2.1ÌýÌýÌýA staff member may register a complaint by notifying the System Personnel Office of the complaint and indicating a desire to pursue a solution. If the staff member wishes this complaint to meet the deadline for filing a grievance, the notification of a complaint/grievance must be in writing and must be within the time frame (see USA V.D.12.3.1.3.1) specified for a grievance.

12.2.2ÌýÌýÌýAfter considering the nature of the complaint, the System Personnel Office will initiate a discussion/resolution. Options to pursue resolution will include, but not be limited to, discussions with the supervisor, informal investigation of facts, and/or use of a third party to help mediate between the decision-maker and the complainant.

12.2.3ÌýÌýÌýIf the options selected do not result in a satisfactory resolution of the complaint, the Personnel Office may, as appropriate, require any of the following: a report from the investigator of the facts of the case; a report from the mediator about the potential solutions; a report from the supervisor about the reasons that no settlement or resolution was reached. The Personnel Office will establish the appropriate time frame for any report or follow up on reports required.

12.2.4ÌýÌýÌýIf the complaint also qualifies as a grievance (see USA V.D.12.3.1.2 Grievance Definition), a staff member may file a written grievance within the deadlines established in USA V.D.12.3.1. The Personnel Office will make a determination of the point at which the complaint process has ended. If the complaint continues as a grievance the grievance will continue at Step One (see USA V.D.12.3.2.3).

12.3ÌýÌýÌýThe grievance and complaint procedures represent two distinct, but related processes established for the purpose of resolving workplace problems and/or misunderstanding. This policy describes the grievance procedure, and the preceding policy (USA V.D.12.1-2) describes the complaint procedure. Except where noted, staff may use either procedure solely and separately, or may use the complaint procedure as the first step of the grievance procedure.

12.3.1ÌýÌýÌýGrievance Resolution -- General

12.3.1.1ÌýÌýÌýPurpose. The System Office grievance procedure is intended to provide employees with a mechanism to resolve alleged violations of Trustees, University System or System Office policy.

12.3.1.2ÌýÌýÌýDefinition. A grievance is a written statement alleging a violation of Trustees, University System or System Office policy. The grievance procedure shall not be used to review the substantive merits of an administrative judgment, evaluation, or other discretionary act or decision, except as may be necessary when a violation of a non-discrimination policy is alleged. Any status staff member except principal administrators may file a grievance.

12.3.2.3ÌýÌýÌýRelation to Complaint Resolution Process. The complaint resolution process (USA V.D.12.1-2) may serve as an informal step to the System Office grievance procedure.

12.3.1.3.1ÌýÌýÌýConditions. The deadline for filing a grievance shall be 15 calendar days from the day on which the aggrieved staff member becomes aware of the action which is alleged to violate policy. In no event may a grievance be filed more than one year after the occurrence of the alleged policy violation. In cases where the complaint resolution process (USA V.D.12.1-2) is used as an informal step, the conciliation meeting shall take place within twenty (20) calendar days of the failure of that process (as determined by the System Personnel Office).

12.3.1.3.2ÌýÌýÌýThe grievant may have an advocate (must be a status System Office employee and shall not be an attorney).

12.3.1.3.3ÌýÌýÌýTwo or more employees similarly aggrieved by the same alleged violation of policy may file a joint grievance. All grievants to a particular grievance shall be identified in the written statement setting forth the grievance. A "class action" grievance shall not be permitted.

12.3.1.3.4ÌýÌýÌýConfidentiality shall be expected for participants in the grievance resolution process. Information revealed and discussions held shall be confidential insofar as that is reasonable within legal requirements and organizational responsibilities.

12.3.1.3.5ÌýÌýÌýThe filing of a complaint shall not affect the rights of an employee to seek any remedy which may be available in an external forum and does not postpone any deadlines for pursuing such remedies.

12.3.1.4ÌýÌýÌýRemedies. The remedies available under this grievance procedure shall be limited to those necessary to bring the grieved action into conformance with the policy which was violated.

12.3.1.5ÌýÌýÌýOrientation. The System Personnel Office shall serve as a resource for understanding, accessing and managing the grievance process.

12.3.1.6ÌýÌýÌýRecord keeping. At the conclusion of the grievance process all materials used in the process, including tape recordings, exhibits, minutes, and affidavits, shall be held in a confidential file in the System Personnel Office. This file shall be separate from the
official personnel files.

12.3.2ÌýÌýÌýProcess of Grievance Resolution

12.3.2.1ÌýÌýÌýThe grievant files a written statement of grievance with the System Personnel Office. The statement will include the specific policy or policies alleged to be violated and a brief statement of the alleged violation and the resolution desired.

12.3.2.2ÌýÌýÌýThe Personnel Office and the grievant shall consider the appropriateness of using the complaint procedure before using the grievance procedure.

12.3.2.3ÌýÌýÌýStep One

12.3.2.3.1ÌýÌýÌýThe System Personnel Office will arrange a conciliation meeting to take place within twenty (20) calendar days of receipt of a properly filed grievance. The meeting will include the grievant, the grievant's advocate, a representative of the System Personnel Office, the person whose actions are being grieved and any other administrators appropriate to resolution of the grievance.

12.3.2.3.2ÌýÌýÌý"Discovery." The grievant and the System Office each have the responsibility to provide documents which can reasonably be expected to contain evidence bearing on the case. This process of "discovery" may include an effort to investigate the facts and ask questions of the participants prior to the conciliation meeting in an effort to seek out evidence relevant to the grievance.

12.3.2.3.3ÌýÌýÌýCollection of Documents. The System Personnel Office shall coordinate the collection of the documents. The documents shall be made available to all parties to the conciliation meeting.

12.3.2.3.4ÌýÌýÌýConciliation Meeting. The conciliation group will meet to review the grievance, and, where appropriate, fashion a mutually acceptable resolution. The meeting shall be non-adversarial, and each party will extend serious consideration to the views of the other parties.

12.3.2.3.5ÌýÌýÌýResult of Conciliation Meeting. If the parties are able to reach a consensus for the resolution of the grievance, the terms of the resolution will be recorded and implemented by the System Office. The resolution shall not be precedent setting.

12.3.2.3.6ÌýÌýÌýIf the parties are unable to reach a resolution, the grievant shall have the option of filing a written request to proceed to Step Two. This request will be made to the System Personnel Office no later than seven (7) calendar days after the end of Step One. All documents submitted for Step One will be provided by the Personnel Office for review with Step Two.

12.3.2.4ÌýÌýÌýStep Two. The grievant shall have the option to have a Step Two grievance heard directly by the Chancellor or by a hearing panel which makes a recommendation to the Chancellor.

12.3.2.4.1ÌýÌýÌýHearing Panel. A hearing panel shall consist of three (3) ×î¿ì¿ª½±Ö±²¥½ÁÖé½á¹û status employees, at least one of which must be the same occupational type as the grievant, and at least one which must be the same occupational type as the person whose actions are being grieved. If the person whose actions are being grieved is a principal administrator, the panel member need only have a supervisory responsibility.

12.3.2.4.2ÌýÌýÌýSelection of Hearing Panel. The System Personnel Office shall coordinate the selection of the panel members in agreement with all parties.

12.3.2.4.3ÌýÌýÌýHearing Procedures. After selection of the hearing panel, the panel shall determine the hearing procedures, including, but not limited to, time limitations, if any, method of hearing witnesses, and overall format.

12.3.2.4.4ÌýÌýÌýDetermination of Policy Violation. The panel will determine whether a policy violation has occurred, and if so, what shall be the appropriate remedy.

12.3.2.4.5ÌýÌýÌýHearing Recommendation. Within seven (7) calendar days the panel will make a recommendation to the Chancellor, which will include a determination of which, if any, policies have been violated, and a proposed remedy if appropriate. The decision will be by majority vote.

12.3.2.5ÌýÌýÌýDecision of the Chancellor. Subject to the provisions of USY Grievance Policy, the Chancellor shall receive a recommendation from the hearing panel and make the final decision on the employee grievance. The Chancellor shall retain the authority to accept or reject the recommendation of the panel in whole or in part. The remedy, if any is appropriate to the decision, shall conform to USA V.D.12.3.1.4. The grievant shall be notified of the decision within ten (10) calendar days of the receipt of the recommendation from the hearing panel.

(Note: OLPM sections on this page may be cited following the format of, for example, "USA.V.E.7.1". These policies may be amended at any time, do not constitute an employment contract, and are provided here only for ease of reference and without any warranty of accuracy. See OLPM Main Menu for details.)

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• 7.ÌýÌýÌýPerformance Evaluations. ×î¿ì¿ª½±Ö±²¥½ÁÖé½á¹û requires written evaluations for all non-introductory PAT/OS be completed annually. For staff of the Chancellor's Office this period will be February through May unless otherwise stipulated. In all cases performance evaluations must be complete before a merit recommendation may be made. For the Division of Planning and Budget, the normal evaluation period will be May through September.
• 7.1ÌýÌýÌýNew Hires. The Personnel Office is responsible for ensuring that evaluations are conducted according to policy USY.V.C.7.5.1 during the introductory period.

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(Note: OLPM sections on this page may be cited following the format of, for example, "USA.V.F.5.1.1". These policies may be amended at any time, do not constitute an employment contract, and are provided here only for ease of reference and without any warranty of accuracy. See OLPM Main Menu for details.)

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5.ÌýÌýÌýPay by Hour Policies (Pertains to N/E Pay Policies)

5.1ÌýÌýÌýHours Worked

5.1.1ÌýÌýÌýMeal Periods. Per policy USY V.F.5.1.5 and in compliance with state law, no non-exempt staff member may be required to work more than five (5) consecutive hours without an unpaid half hour meal break. Contact the Personnel Office if questions arise about conformance with the law.

5.2ÌýÌýÌýOvertime. All overtime must be approved by the supervisor and endorsed by the Principal Administrator or designee prior to being worked by the staff member.

5.2.1ÌýÌýÌýCompensatory Time. Prior to the performance of the work, the Principal Administrator or designee must be made aware of the staff member's and immediate supervisor's mutual agreement of compensatory time in lieu of a cash payment.

5.2.1.2ÌýÌýÌýRecords. Per policy USY F.5.2.4.4 the supervisor is responsible for maintaining records pertaining to overtime and supporting the use of compensatory time.

6.ÌýÌýÌýProcedures for Curtailed Operations--System Office - Concord, NH

6.1ÌýÌý For those employees who work at the System Office, an announcement of delayed opening, curtailed operations or early dismissal will come from the Chancellor's Office. In the absence of an announcement of curtailed operations, the System Office will remain open for normal business hours.

6.2ÌýÌýÌýOther Considerations

6.2.1ÌýÌýÌýIn the event of inclement weather, each employee should use his/her judgment and inform his/her supervisor if the employee feels it is unsafe to travel to work.

6.2.2ÌýÌýÌýDuring curtailed operations employees who are able to perform some or all of their work at locations other than their place of work will be expected to do so.

6.2.3ÌýÌýÌýDuring curtailed operations employees may be specifically requested to work by a supervisor or his/her designee. In such cases, non-exempt staff members will receive an equal number of hours of compensatory time.

6.2.4ÌýÌýÌýA staff member who has, for whatever reason, already planned to be absent from work on a day of a delayed opening, curtailed operations, or early dismissal, must still deduct one day from his/her leave time.

6.2.5ÌýÌýÌýIf an employee has any questions regarding delayed openings, curtailed operations, or early dismissals, he/she should contact his/her supervisor.

7.ÌýÌýÌýCompensation of Principal Administrators:

7.1ÌýÌýÌýThis policy is promulgated pursuant to ×î¿ì¿ª½±Ö±²¥½ÁÖé½á¹û Board and System policies (BOT V.F.2.4 and USY V.F.11) and is intended to comply with all provisions of those policies, including decision-making and reporting requirements.

7.2ÌýÌýÌýBase compensation for Principal Administrator (PA) positions at the University System Office will be annually reviewed and evaluated using data from appropriate comparator organizations.

7.2.1ÌýÌýÌýIn general, the University System Office will seek to maintain base compensation for PA positions at or slightly below the midpoint of the market, although there may be circumstances in which the University System Office will wish to lead or lag a market.

7.3ÌýÌýÌýSome portion of PA total compensation (as opposed to base compensation) should be "at risk," i.e. merit-based and bonus pay that is provided (or not) based on job performance.

7.3.1ÌýÌýÌýThe size of the "at risk" portion of total compensation will be set with reference to total compensation paid by market comparators. As a pay-for-performance culture matures at the University System Office, the "at risk" portion will rise.

7.3.2ÌýÌýÌýTo the extent possible, goals driving merit and bonus pay will be quantifiable and, in all cases, clearly measureable.

7.3.3ÌýÌýÌýAny merit pay increases for PAs will be based on accomplishing goals identified and agreed upon at the beginning of the review period.

7.3.4ÌýÌýÌýBonus pay will be available for accomplishments above and beyond agreed goals. Usually these accomplishments will be related to the Chancellor's and/or the University System Office's goals.

7.3.4.1ÌýÌýÌýBonus pay will have both individual and team components.

7.3.4.2ÌýÌýÌýThe merit pay and bonus pay structures will have a zero, minimum, mid-point and maximum payment potential scheme.

7.4ÌýÌýÌýIn general, a PA's total compensation will not exceed the 80th percentile among comparators.