• Apply |
• Visit |
• Give |
• A-Z Index

• About the University
• Admission
• Academics
• Student Life
• Athletics
• Alumni

Standards of Performance and Conduct

 Share  |  E-mail  |  Print  |  Text Size

PURPOSE

Adherence to these standards is a condition of continued employment. The Standards of Performance and Conduct provides guidance regarding the conduct and performance level expected, and establishes a means to redirect behavior and performance which does not meet the standards. This policy is meant to complement the Faculty Handbook, it does not override the intent or the purpose of that document.

There are two sections to this policy: Performance Issues and Behavior Issues. The first deals with situations in which the individual's performance does not meet the levels required by the university. The Behavior Issues section deals with situations where an incident or series of incidents have occurred which are not in accordance with the university's Mission, Core Values or policies.

The Employee Assistance Program (EAP) is available for supervisors and employees as a resource for addressing the range of problems which may impact job performance. (Refer to Policy HR-360, Employee Assistance Program.) In certain cases, it may be appropriate for a supervisor to suggest the employee contact EAP. An employee's utilization of EAP services neither supplants nor circumvents the application of this policy. 
.

1. PERFORMANCE ISSUES

   When an employee's performance does not meet the standards, guidelines or requirements set forth for the position, the following steps will be followed:

   1. Informal, documented discussions.
   2. Written performance plan with time frame.
   3. Status review meetings during time frame.
   4. Final warning at 15-30 days prior to end of time frame, if necessary.
   5. Termination if performance remains below standards.

   The steps of the performance improvement process are typically initiated after an informal discussion(s are held with the employee and have failed to yield positive results. (These informal discussions should be documented by supervisory notes. These notes are kept in the supervisor's files until a performance plan is determined to be necessary, at which time they should be submitted to Human Resources to become part of the employee's Personnel file).

   1. Documented Discussion
      When an employee's performance does not meet the standards set for the position, the employee and the supervisor will meet to discuss the performance deficiencies.
   2. Performance Plan 
      A written performance plan will be initiated, with specific guidelines as to what can be done to improve performance and to encourage the use of university resources, such as the EAP and in-house training. Both the supervisor and the employee will sign the performance plan, each will receive a copy, and a copy will be sent to Human Resources.
      1. Time Frame: The supervisor must use appropriate latitude in setting time frames, depending on the position, the employee, and the issues. The complexity of the necessary changes will dictate the amount of time that is necessary. The time period may be extended if conditions warrant.
         1. Exempt employees: An exempt position may typically take 90-120 days to display the range of tasks of the job. In some cases, there may be a specific project or milestone used. The minimum suggested period for an exempt employee is 90 days.
         2. Non-exempt employees: Non-exempt positions can usually be measured in a shorter time frame, such as 60-90 days. The minimum suggested for a non-exempt employee is 60 days.
         3. New employees: Employees in their first six months of employment may be subject to these guidelines, however the time frame may vary from the above, either longer or shorter. Position requirements and amount of change necessary will guide the development of the plan and the speed at which changes need to be accomplished.
      2. While the goal is constructive counseling, the employee should leave the discussion with a clear understanding that the performance shown has not been acceptable and that improvement is necessary.
      3. If the employee refuses to sign the performance plan, an opportunity to provide written comments as to the reason for the refusal should be given. At that point, the plan should again be reviewed with the employee, the supervisor, and the department director present, who will co-sign to confirm the discussion took place.
      4. The performance plan will become part of the employee's Personnel file. It will generally be considered active and relevant for one year from the date of issue, but it will remain a permanent part of the file.
   3. Status review meetings The employee and supervisor must have regular status review meetings during the period, at least once each 30 days. Supervisory notes, copied to the employee and Human Resources, will be completed for each meeting.
   4. Final warning at 15-30 days prior to end of time frame will be given if the employee has not shown sufficient improvement by the beginning of the final 15-30 day period.
   5. Termination
      If the employee has not met the stated objectives at the end of the period, termination of employment will result.

   6.  

2. BEHAVIOR ISSUES

   When an employee's behavior does not fall in line with the Standards of Conduct, the following steps will be followed. Depending on the seriousness of the infraction, action may be initiated at any level. Human Resources must approve any first or final written actions prior to their being given to the employee. Any issues which may result in termination of employment must be reviewed by Human Resources and have the approval of the appropriate Vice President/Provost prior to termination. In all cases, a copy of the action taken must be sent to Human Resources for the individual's file.

   1. Documented Counseling Session
   2. First Written Action
   3. Final Written Action
   4. Termination

   While the goal of the documented counseling session, and the first and final written actions is to redirect an employee's behavior, the employee should leave the meeting with the clear understanding that the behavior must change.

   If the employee refuses to sign, another supervisor/ manager may be asked to co-sign to confirm that a discussion of the incident took place. The issuing supervisor always signs the form.

   Unpaid suspension pending investigation may be utilized to fully investigate serious incidents which may result in termination. If, after the investigation, it is determined that termination will NOT result, the time spent on suspension may be changed to paid time at the discretion of the Vice President/Provost.

   Documented counselings and written actions become part of an employee's Personnel file. They are generally considered current and relevant for one year from date of issue, but they remain a permanent part of the file.

   Behavioral Issue Guidelines

   Issues will be considered major or minor. Corrective action taken will be credibly guided by the Mission and Core Values of the university. The following lists are intended only as a guide and are not intended to be all-inclusive.

   1. Major Issues: These are offenses or infractions of a serious nature which typically call for a Final Written Action or Termination on the first offense, such as the examples listed below:
      1. Falsifying employment records or other university records, including time sheets.
      2. Absence from work without notification. One to two days constitutes a major infraction. If an employee is absent three or more days, the employee is considered to have voluntarily quit without notice.
      3. Revealing confidential information about any student, employee, faculty member or departmental business.
      4. Physical or verbal abuse of a student, visitor, faculty member, volunteer, or other employee.
      5. Insubordination: the refusal to follow the reasonable request of the supervisor.
      6. Concealing or having in possession a weapon or other dangerous devices while on university premises or grounds.
      7. Being unfit for duty due to the use of illegal drugs, or alcohol.
      8. Use of alcoholic beverages on-campus.
      9. Negligence or deliberate destruction or misuse of university property or property of another employee, student, faculty member, volunteer, or visitor.
      10. Unauthorized removal or theft of university property or that of another employee, student, faculty member, visitor, or volunteer.
      11. Sleeping while on duty.
      12. Repeated violation of minor infractions, or the combination in an employee's file, of several current actions at a given time, ("Habitual offender").
      13. Failure to follow safety, OSHA, or blood-borne pathogen procedures.
      14. Engaging in unlawful or improper conduct off the university's premises or during non-working hours, which affects the employee's or faculty member's relationship with the job, fellow employees, fellow faculty members or the university's reputation or good will in the community.

      15.  

   2. Minor Issues: These issues, while serious, are of such nature that a documented counseling session or first written action is typically warranted on the first occurrence. Examples are listed below:
      1. Failure to follow university or departmental policies/procedures or instructions.
      2. Smoking in unauthorized areas.
      3. Treating a coworker, supervisor, subordinate, student, faculty member, visitor, or volunteer in a disrespectful or inappropriate manner.
      4. Excessive personal calls.
      5. Failure to regularly sign in/out on the timesheet.
      6. Use of vile, intemperate or abusive language.
      7. Failure to adhere to departmental/university dress code.
      8. Failure to utilize the departmental/university procedure to notify the supervisor of absence.
      9. Loitering or loafing on duty.
      10. Unauthorized use of university property.
      11. Violation of university parking rules.

      12.  

3. EMPLOYEE RIGHTS:

4.  

For questions about this policy, please contact Human Resources.