Personnel Policies for Administrators and Staff

This Volume V is to be used for general information only. It is not intended to be comprehensive or to address all possible applications of, or exceptions to, the general policies and procedures described. This manual is not a contract of employment and shall not under any circumstances be so construed. It is the University’s expectation and intention that the policies described in this Volume V will from time to time be modified, rescinded or replaced. All questions regarding the information contained in this Volume V are to be addressed to the “AtWill” Employment: All University employees are employed at-will and may be terminated, according to State law, with or without cause at any time or you may resign for any reason at any time. Insurance benefits described here and in Volume III of the Policy Manual are subject to the actual plan documents and the University reserves the right to modify or discontinue any program, at any time, as deemed necessary by legislative changes or by University officers.

5.2 Hiring for Mission

As Chaminade is a Catholic Marianist University, it believes that education is more than information. Educating the whole person involves the whole community. At Chaminade, all Staff and faculty are encouraged to exemplify the respect, collaboration and service that are at the heart of a just and peaceful society.

There are practices and programs on campus – both religious and secular – that attempt to integrate the various aspects of the human experience: Faith and culture, the individual and community, professional preparation and service. All employees are expected to be supportive of these efforts and are invited to active participants in these practices and programs as their interest and commitments suggest.

Among the areas discussed in the course of interviews are Chaminade’s mission, its character as a Marianist university and the employee’s understanding and acceptance of this identity. Ideal employees have the necessary educational preparation, skills and experience, and the desire to be a part of the Chaminade community and its mission.

5.3 Definition of Employment Policies

The following definitions will aid in the understanding of the terms used in Volume V:

Regular Full-Time: Employees scheduled for forty or more hours of work per week on a regular basis are considered regular full-time employees.

Regular Part-Time: Employees working less than forty hours but twenty or more hours per week are considered regular part-time employees and will be eligible for fringe benefits as specified in Volumes III and V of the Policy Manual.

Part-Time: Employees working less than twenty hours per week are part-time employees and are not eligible for any fringe benefits.

Temporary Hire: Employees hired for a temporary period, whether full or part-time, regardless of the hours worked per week are considered temporary employees. These employees are not eligible for fringe benefits other than statutory benefits.

All positions, whether full-time, part-time, or temporary, carry a classification of either exempt or non-exempt. Status as an exempt or non-exempt employee affects an individual’s benefits. Those not certain of their classification should ask the area supervisor or the Office of the Director of Personnel. In general, exempt employees are employees holding bona fide executive, administrative, or professional positions. All other employees are deemed to be non-exempt.

5.3.1 Fair Labor Standards Act Provisions for Administrative and Staff Employees

In accordance with regulations established by the Federal Wage and Hour Division of the Department of Labor, employees are placed in “exempt” or “non-exempt” positions. Persons employed in non-exempt positions are to be paid not less than time and one-half of the regular hourly rates for any hours which are required or permitted to work in excess of forty hours in the workweek. The week is defined as Monday through the following Sunday.

Exempt positions fall into three categories as follows:

Executive: In general, a person is designated as Executive if, in higher education, the individual has broad responsibilities for over-seeing substantial portions of the total operation, or has institution-wide responsibilities. Positions such as, but not limited to, the President, Vice Presidents, and Dean fall into this category.

Administrative: Persons in this category are those having responsibility for the operations of departments, or who assist executives in carrying out their broad responsibilities. Positions such as Directors, Assistant Directors, and persons required to utilize skills of a non-manual nature, i.e., purchasing, employment processes, statistics, and academic administration are considered Administrative.

Professional: Persons in this category have responsibilities based on the acquisition of professional knowledge through prolonged study. Members of the faculty are usually placed in this category, along with those in such traditional professions as law, medicine, and theology requiring an advanced degree.

Non-exempt positions, in general, are all other positions in the educational community not meeting the specific criteria for designation as Executive, Administrative, and Professional such as:

a. Physical plant positions where primary duties are manual in nature.
b. Office clerical and office supervisory positions where tasks follow prescribed procedures and the parameters are well established.
c. Foodservice operating positions.
d. Technical positions where basic skills are primary and are generally acquired through training at other than higher education level such as keypunch operators, mail clerks, and research technicians.

Additional information is set forth as Appendix 5.3.1.

5.4 Employee Classification System

The current classification of positions at the University is available in the Personnel Office.

5.4.1 Administrative Faculty Status

Employees who hold administrative faculty rank but serve in non-faculty positions are subject to the terms and conditions of employment specified in Volume V and in Volume III of this Policy Manual with respect to their non-faculty appointment. Such positions may include some teaching, advising or other faculty responsibility as indicated in the letter of appointment. Such persons do not accrue any rights to continuing employment or any greater rights than those specified in this Volume V and in Volume III of this Policy Manual with respect to such nonfaculty positions. (See Subsection 4.1.6 of Volume IV)

5.4.2 Re-Employment

A former employee seeking re-employment with the University is required to show previous employment on the application. Former employees who departed from the University under satisfactory circumstances may be re-employed in the same type of work or in another type for which they are qualified.

5.5 Introductory Period

The first three months of employment provide the University with the opportunity to learn more about the new employee and to evaluate whether the position for which the employee was hired is suitable to skills, personality, and career goals. The introductory period may be extended for an additional maximum period of three months subsequent to review and consultation with the Director of Personnel. If successfully completed, the employee may be transferred to regular status. Completion of the introductory period does not guarantee an employee’s continued employment for any period of time thereafter. An employee applying for another position on campus during the introductory period must have the recommendation of the current supervisor.

5.6 Performance Reviews

Performance Evaluations are an integral component of the University’s personnel system.

Performance evaluations are used for the following purposes:
1. To evaluate individual performance against supervisor’s expectations as embodied in the employee’s job description and previous evaluations.
2. To communicate future expectations of both the supervisor and the supervised.
3. To reach agreement concerning future goals and expectations.

Performance evaluations are required for all staff members of the University. The President is evaluated by the Board of Regents. All other staff members are evaluated in accordance with this policy.

Evaluations are completed:
1. Prior to completion of the introductory period of three months.
2. At least once a year thereafter.
3. Upon transfer from one department to another.
4. Upon termination of employment.
5. At other times deemed appropriate by a supervisor due to the need to report exceptionally good or poor performance.

The performance evaluation process provides an excellent opportunity for supervisors and supervised to align personal goals and objectives. In general, the evaluation experience should prove to be mutually rewarding for the participants, even in those instances where it is necessary to point out the need to adjust personal performance of individuals. See Appendix 5.5.1A or 5.5.1B as applicable.

All staff members will be asked to review and sign their performance evaluations. They will also be provided an opportunity to attach a written comment to their evaluations. The supervisor involved in the evaluation should forward the evaluation to the Division Head for review and signature. Upon completion of the divisional review, the evaluation is sent to the Director of Personnel.

In the event that an employee refuses to sign the evaluation, or is not available to do so, the supervisor should so indicate and forward the evaluation as indicated in the above paragraph.

5.7 Promotion

Promotion is a movement to a position carrying a higher job classification. While promotions are frequently accompanied by an increase in compensation, in some cases an increase may be temporarily deferred until the employee demonstrates the capacity to fulfill the added responsibilities and duties of the new position.

Chaminade University, whenever possible, follows the practice of promoting qualified employees from within to vacancies that become available. Promotion decisions are based on job performance, attendance, relationships with others, qualifications, and the ability to assume added responsibility. Vacancies are published in the Personnel Information Bulletin and posted on the Personnel Department Bulletin Board located in Freitas Hall. Employees are encouraged to apply for positions as they are posted and will be considered together with all other applicants. Final selection is made on the basis of the overall best-qualified candidate.

5.8 Transfer

A transfer is a movement carrying the same or a lower job classification. Transfers in the same job classification normally involve no change in rate of compensation. Transfers to a lower job classification normally involve a lower rate of compensation.

An employee who is interested in applying for an opening in another department should first discuss their intentions with their supervisor before submitting an application for the available position. An employee’s indication of an interest in a transfer will in no way affect the employee’s current position.

Any employee who is transferred from one staff position to another with equivalent salary ranges shall maintain the assigned salary, benefits, and credited service of the former position.

The department from which the transfer is being made is entitled to at least two weeks’ notice.

5.9 Separation from Employment

5.9.1 Types of Separation

5.9.1.1 Resignation

Resignation is voluntary termination of employment initiated by the employee. If for any reason an employee decides to resign, it is requested that the employee give at least two weeks notice in writing to the department supervisor.

5.9.1.2 Retirement

Employees retiring from the University are asked to give at least 30 days notice so that appropriate arrangements can be made for their replacement.

5.9.1.3 Budget Constraints/Program Changes

The University reserves the right to eliminate positions due to budgetary constraints or program changes. A demonstrable effort will be made to give employees thirty days notice of such terminations.

5.9.1.4 Discharge from Employment; Disciplinary Action

Discharge is a separation initiated by the University. The University has the right to terminate any employee at-will, with or without cause. The University reserves the right to use the progressive discipline system at its sole discretion on a case-by-case basis, and reserves the right to address some offenses in a manner not described in the following progressive system.

Conduct, actions or performance that violate or conflict with the policies of the University may be grounds for immediate termination and may be without warning. Examples of reasons for dismissal include but are not limited to: Cause (serious misconduct, dishonesty, unethical or dangerous behavior), Poor (incompetence, failure to meet set standards, causing problems with others that cause an adverse effect on the institution) or Record (omission of specified information or falsification of employment records). Additional reasons for disciplinary action and discharge are set forth below.

The following warning procedures MAY be used by supervisors to alert employees as to unsatisfactory behavior, performance or record:

A. Oral Warning: A private explanation and discussion of the deficiency, including how this deficiency is to be rectified and an indication of time by which the deficiency must be corrected.

B. First Written Warning: This second warning will be in writing and may be accomplished either through the Performance Appraisal (with a separate cover letter explaining that the Appraisal is being used as a written warning) or a separate written warning. In either instance, there must be written reference to the date of the oral warning and must clearly identify the problem and outline a course of corrective action within a specified time frame. The employee must date and sign this warning.

C. Final Written Warning and/or Suspension without pay: This can be a notice of termination unless the deficiency is immediately rectified. Suspension without pay will be at the sole discretion of the University and be administered on a case-by-case basis. Length of suspension will be determined by the severity of the conduct, record, action or performance. This will also be signed by the employee, as evidence that the employee has seen the document.

All written warnings will be retained in the employee’s personnel file in the Office of the Director of Personnel. Warning time does not begin until the written document is in the Director of Personnel’s office.

In unusual circumstances, the President may order immediate discharge if continued employment of an individual by the University would, in the President’s judgment, be detrimental to the best interests of the University or the employee.

An employee terminated for disciplinary reasons will receive neither notice nor pay in lieu of notice, and may not be eligible for unemployment benefits.

The University retains the right to take disciplinary action up to and including termination for serious infractions, misconduct, violations of rules or safety measures, or for other serious performance issues.

A. Actions which may result in immediate dismissal include, but are not limited to:
1. Falsification of personnel records, including time records and applications for employment.
2. Incompetence or inefficiency.
3. Inexcusable neglect of duties, insubordination, or disobedience.
4. Unauthorized possession of or drinking of any alcoholic beverages or the use, sale, dispensing, or possession of narcotics, barbiturates, hallucinogens, amphetamines or marijuana on University-owned or operated property. (The use of appropriately prescribed medication is accepted.)
5. Unexcused absence for three (3) days without notification or reasonable cause.
6. Theft, unauthorized use or removal of University property.
7. Unauthorized possession of arms, knives, or explosives.
8. Stealing from fellow employees, students or others on University-owned or operated property.
9. Immoral or indecent conduct on University premises or conviction by a court of law of such conduct off the job.
10. Threatening, intimidating, coercing, or interfering with fellow employees on owned or operated property.
11. Conviction of a criminal offense, including murder, armed robbery, arson, or assault, whether or not on University-owned or operated property.
12. Any act of fighting on University-owned or operated property.
13. Refusal to perform assigned duties or follow instructions of a supervisor
14. Failure to correct conditions covered in written warnings.
15. Release of confidential information to unauthorized persons.
16. Abusive or threatening language.
17. Altering the time card of another employee.
18. Any action constituting harassment, discrimination, or retaliation.

B. Actions which may result in dismissal for more than one occurrence include, but are not limited to:
1. Wasting time or loitering.
2. Leaving University premises or work area without permission during working hours.
3. Misuse of sick leave privileges and benefits.
4. Tardiness.
5. Negligence in the performance of duty.
6. Negligence or abuse in the use of University property or equipment.
7. Failure to report an incident and/or injury to student, self, or visitor.
8. Sleeping during working hours.
9. Violation of or disregard for fire safety or common safety practices, or smoking in unauthorized areas.
10. Gambling on University premises.

5.9.2 Separation Checklist

All employees who leave the employment of the University must complete a clearance checklist. The following benefits are available to departing employees, and will be described in greater detail at the exit interview:

A. Health insurance: If employee is enrolled in the University’s health insurance program, the employee may continue to participate in the program. The employee will be responsible for the entire cost of the health insurance, and coverage will cease should the employee fail to make timely payments.

B. Long Term Care: If the employee is enrolled in the University’s long term care program, the employee may convert the policy to an individual policy without a medical examination within 31 days of the termination date.

C. Unemployment Benefits: Employees may be eligible for unemployment benefits. Contact the local unemployment office for further information.

Information for terminated employees is detailed in Appendices 5.8.2.A through 5.8.2.D.

5.9.3 Termination of Technology Access

Upon termination of employment or transfer within the University, the Personnel Office will immediately inform Information Services and the Library.

Accounts in and access to the University’s administrative systems will be immediately removed or inactivated.

Unless otherwise agreed in writing, all other network and computer accounts and access (e.g. email) will also immediately be inactivated or removed.

5.9.4 References Following Separation of Employment

Former employees of the University seeking to have personnel records or employment references from University personnel forwarded to prospective employers or schools must first submit a written request for release of the information or documents to the Office of the Director of Personnel.

Supervisors should not respond to verbal requests for references and should refer such requests to the Office of the Director of Personnel.

5.10 Employee Responsibility

All administrative and staff personnel, by virtue of their employment by the University, agree to accept the responsibilities of membership in the University community, and adhere to the Code of Ethics and Rules of Conduct set forth below.

5.10.1 Code of Ethics

Proper operation of the University requires that employees provide responsible service and use the designated organizational channels when seeking decisions and policy determinations.

Employees of the University are bound to observe, in their official acts, the highest standards of ethics and morality and to faithfully discharge the duties of their position regardless of personal considerations.

Employees should not act in any way to breach the law, nor should they ask others to do so.

No employee shall engage in business or transaction or shall have a financial interest, direct or indirect, which is not compatible with fully independent judgment in the performance of the employee’s duties for the University.

Employees shall not disclose confidential information concerning the business of personnel of the University.

5.10.2 Rules of Conduct

Chaminade University, like any other organization involving a large number of people working together, must regulate conduct to ensure orderly business operations and for the benefit and protection of the rights and safety of its employees. Certain regulations and guidelines established from time to time are published to promote uniform understanding of what is considered both acceptable and unacceptable conduct.

Acceptable conduct is basically good conduct, good character and good judgment coupled with common sense. (See Paragraph 5.9.1.4.)

5.10.2.1 Disciplinary/Corrective Action

An employee who fails to adhere to acceptable conduct is subject to any of the forms of discipline up to and including termination, with or without prior notice, warnings or suspension as found in section 5.9.1.4 of this manual.

While progressive or gradual discipline may be used, discharge, with or without such gradual discipline, is always possible at the discretion of the University.

All University employees are employed at-will and may be terminated, according to state law, with or without cause at any time or you may resign for any reason at any time. Insurance benefits described here and in Volume III of the Policy Manual are subject to the actual plan documents and the University reserves the right to modify or discontinue any program, at any time, as deemed necessary by legislative changes or by University officers.

5.10.3 Outside Employment

Employees may hold outside employment as long as such employment does not interfere with the efficient performance of their job with the University. All employees will be judged by the same performance standards and will be subject to the University’s scheduling demands, regardless of any existing outside work requirements.

Employees shall provide advance notice to their supervisor of anticipated outside employment. The supervisor, in turn, will notify the Director of Personnel.

If the University determines that an employee’s outside work interferes with performance or the ability to meet the requirements of the University as they are modified from time to time, the employee may be asked to terminate the outside employment if the employee wishes to remain with the University. In addition, outside employment may not be of a type that would reasonably give rise to criticism of the University or suspicion of conflicting interests or duties.

Outside employment that constitutes a conflict of interest is prohibited. Employees may not receive any income or material gain from individuals outside the University for materials produced or services rendered while performing their University duties.

5.11 Working Conditions

5.11.1 Management Rights

Chaminade University operates so as to achieve approved goals and related objectives. The University administrators and supervisors are involved in the management of the University to accomplish its mission. The University, therefore, must reserve for its administrators and supervisors all the normal and customary rights of management. Such rights include, but are not limited to the right to supervise and control all operations; and to direct all work; and to interpret, change or cancel personnel policies, with the approval of the President, with or without notice. These rights also include authority to select the manner, method, and means of accomplishing the University’s goals and objectives. These rights are not limited or waived by any provision in this University Policy Manual or any other statements or documents. Administrators and supervisors, as well as employees assigned to the Human Resources Department, are always available to answer any questions employees may have regarding the University and its policies and practices.

University policies and procedures do not constitute a contract nor an implied contract and these policies and procedures may be changed or withdrawn according to the needs and at the discretion of the University officials. Moreover, it is understood that the employment relationship exists at the will of either party and may be terminated by either party.

No employee of Chaminade University, other than the President or the President’s designate, has the authority to make a commitment to a person for employment in an administrative or staff position. Recommendation for an appointment and/or regarding salary ranges, titles, and fringe benefits come to the President from the applicable Director or Division Head after consultation with the Assistant Vice President of Human Resources.

5.11.2 Hours of Work

The individual workday consists of eight (8) hours not including lunch. At the discretion of the office supervisor, individual start time, lunch time and ending time may be adjusted. Typical individual work days could be 8:30 AM to 5:00 PM including one (1), half hour for lunch or 7:30 AM to 4:30 PM with an hour for lunch.

The normal hours that offices are to provide services to the various departments, students, and community are 8:30 A.M. to 4:30 P.M. Monday through Friday. Offices with more than one employee will arrange lunch periods so that the office is not closed during the 8:30 to 4:30 time period. Exceptions to this policy should be specifically authorized.

Time spent performing any kind of University related work regardless of when the work is performed is paid time. Generally, all worked performed outside of an employees’ regularly scheduled hours must be approved in advance by a supervisor. In cases where the work was not requested or approved by a supervisor, the University will pay the employee for the time worked, however the employee may be subject to disciplinary action for incurring unauthorized regular or overtime hours. Employees are required to inform the supervisor if they are unable to work as scheduled. If unable to personally report an absence, the employee is responsible to see that someone else informs the supervisor as soon as possible. Poor attendance or habitual lateness to work creates problems for all concerned and may result in disciplinary action up to and including termination.

5.11.3 Policy on Pay

Chaminade University pays employees in accordance with their skill, performance, experience and the labor market. The University monitors pay ranges in the community and strives to provide competitive pay rates and benefits for its employees. All questions regarding pay should be directed first to the immediate supervisor, and then to the Assistant Vice President of Human Resources.

5.11.4 Pay Day

Paychecks are issued on a semi-monthly basis. Paydays are the fifteenth and the last working day of the month, except when the payday falls on a Saturday, Sunday or holiday. Paychecks may either be deposited directly to the employee’s selected financial institution(s) or a paper check may be issued and mailed to the employee’s home address on file in the HRIS (Human Resource Information System) system. Any changes to pay method or direct deposit account must be submitted through the HRIS system. Changes may take up to two payroll cycles. For additional information or questions please inquire at the Human Resources Office.

5.11.5 Time Cards

Regular nonexempt employees are required to record daily hours worked. These hours are recorded on time cards accessed electronically through the company’s HRIS system and employees are responsible for their accuracy. The employee and the supervisor must approve and submit the time card by end of business at the end of the time card period. Employees must record only the time they personally have worked. Time off requests (vacation, sick leave, compassionate leave, etc.) may be requested in the electronic HRIS system.

Time card schedules are provided to each department at the beginning of each calendar year and are also available at the Human Resources and in the electronic forms library located within the HRIS website.

5.11.6 Standard Work Week

The seven consecutive day period within which time and one-half must be paid after 40 hours of work to those employees who are not exempt from overtime. The University’s standard work week begins at 12:01 A.M. Monday and concludes at midnight on Sunday.

5.11.7 Overtime

Time and one-half are paid to non-exempt employees for actual hours worked over the hours that constitute a standard workweek. Overtime must be authorized by the supervisor prior to being worked. Early work arrivals and late departures do not constitute an entitlement to overtime compensation.

5.11.8 Commuting and Travel between Work Sites

In certain situations, an employee may be required to perform work-related duties at an additional work-site. Time that an employee spends traveling as part of his or her principal activity, such as travel from work site to work site during the workday, must be counted as hours worked. Typically, any off-campus work must be approved by the department manager or supervisor in advance. Any time an employee stops at home or if any other stops are being made for personal reasons, the time is not compensable.

Normal commute time from home before a regular work day and returning home at the end of a regular work day (regardless of whether the start or end location is off-campus, e.g. airport) is not work time and not compensable.

5.11.9 Non-Exempt Employee Travel

Pay for non-exempt (hourly) employees traveling for work-related purposes is governed by provisions of the Fair Labor Standards Act (FLSA). Compensable travel time will be paid at the employee’s regular hourly rate and count towards overtime calculations. Non-exempt employees who are expected to travel for work must follow the below guidelines as they track and report compensable time.

Supervisors may rearrange the work schedule within the work week (Monday-Sunday) in order to avoid compensatory time/overtime as a result of travel time. When possible, the supervisor and employee should discuss rearranging the work schedule in advance of traveling.

Travel that keeps an employee away from home overnight will be considered compensable hours when the travel takes place during the employee’s regularly scheduled hours of work regardless of whether the travel occurs on a normal work day. For example, if an employee regularly works from 8:00am to 4:30pm from Monday through Friday, the travel time during these hours is work time during the regular work week as well as on Saturday and Sunday. The employee is simply substituting travel for other duties.

If the travel time for overnight travel occurs outside of regular working hours as a passenger in an automobile, plane, bus, train or other common carrier, it is not considered working time. For example, if an employee’s regularly scheduled hours of work are 8:00am-4:30pm Monday through Friday and they are scheduled on a flight that departs after 6:00pm arriving at 5:00am the following morning, the employee is not compensable for any of this travel time. Time spent at TSA or waiting for a flight is also not compensable. Local time at destination applicable for timekeeping.

If the travel time for overnight travel occurs outside of regular working hours, the time is compensable for work if the employee is required to perform work for the benefit of the University while traveling (e.g. working while on the airplane) or if the employee is the driver of an automobile. Again, any hours worked outside of regular working hours must be preapproved by a supervisor.

Questions concerning travel time should be directed to the department manager or supervisor or the Office of Human Resources. Assistance is available to review work time and travel time, identify compensable time and provide guidance in completion of the time report to ensure compliance with Department of Labor regulations.

5.11.10 Communications

Effective communication is an essential element of job satisfaction. Supervisors have a responsibility to keep employees who work under their direction informed of the job requirements by providing a current job description, frequent guidance counseling and regular periodic performance evaluations. Employees have a responsibility to communicate their ideas, questions, concerns and suggestions about their job to their supervisor.

The Human Resources Department provides information related to employee benefits, job openings, adherence to affirmative action policies and other personnel related services. This information is disseminated in a variety of ways including: formal briefing by off-campus experts, informal briefing by on-campus resources and use of the HRIS (ADP) system available to all employees. A Human Resources Department bulletin board is maintained on a current basis and serves as a focal point for this vital information including the most up-to-date state and federal labor laws.

5.11.11 Staff Teaching or Attending Day Classes

Most positions at the University require that staff follow a conventional eight-hour schedule. A few staff members teach classes as part of their assignment.

Some positions, however, by their nature or by special arrangement work different hours.

Such staff may complete a 40-hour week and teach or attend day classes providing the supervisor approves and submits to the Human Resources Department a schedule which shows that the staff member’s 40-hour work week does not include the time of the class. This can be accomplished by indicating extended or weekend hours. The schedule must be approved by the Division Head.

The guidelines in Volume III of the Policy Manual under Education Benefits (Section 3.4.4.1) apply to staff registering for day classes as well as evening classes.

Staff teaching a day class must be qualified, approved and appointed in the same manner that as non-staff personnel teaching similar courses. Payment for teaching such classes will be at the same rate as other adjunct faculty or stipend instruction.

5.12 Grievance Procedure for Administration/Staff Employees

The University recognizes the right of employees to express their grievances and to seek a solution concerning disagreements arising from working relationships, working conditions, employment practices, or differences of interpretation of policy that might arise between the institution and its employees.

Any employee, at any time, may process a grievance concerning issues of workplace wrongdoing including harassment, discrimination, retaliation, violence, or other perceived violation of Chaminade policies or Federal and State regulations. It is not required to directly confront the person who is the source of the report, question, or complaint before notifying any of those individuals listed. Nevertheless, it is required that one makes a reasonable effort to make workplace wrongdoing known, should it exist.

Chaminade University prohibits retaliation against any employee who lodges a good faith complaint of harassment, discrimination or other workplace wrongdoing or who participates in any related investigation. The University recognizes that making false accusations in bad faith can have serious consequences for those who are wrongly accused. Chaminade University prohibits deliberately making false and/or malicious allegations, as well as deliberately providing false information during an investigation. Anyone who violates this rule is subject to disciplinary action, up to and including termination.

A regular, full-time employee may process a grievance about disagreements arising from working relationships, working conditions, employment practices, or differences of interpretation of policy on completion of the initial employment period.

The procedures for processing a grievance are as follows:

Step 1. An employee brings a grievance to his/her supervisor who acknowledges the complaint, generally within five (5) working days and shall attempt to resolve the situation.

Step 2. If the grievance is not settled in the previous step, or if the employee does not wish to take up the grievance with his/her supervisor, the grievance must be submitted in writing to the Division Head responsible for the area in which the grievant is employed or to the Director of Personnel. Disposition of the grievance shall be made by the Division Head responsible for the area in which the grievant is employed or by the Director of Personnel, generally within five (5) working days after its presentation.

Step 3. If the grievance remains unsettled after disposition by the responsible Division Head or by the Director of Personnel, the Director of Personnel shall establish and chair an ad hoc committee of no less than two (2) additional administrative or staff personnel not directly involved in the grievance who will conduct a complete review of the grievance. An advisory opinion regarding the grievance will be forwarded to the parties by the Director of Personnel in writing, generally within ten (10) working days after its completion of the review.

Step 4. If the grievance is not settled as a result of Step 3, the employee may appeal to the President or designee. Within seven (7) working days of receipt of the disposition from the Director of Personnel, the employee must notify the Director of Personnel in writing that the employee wishes to appeal to the President. The President or designee shall review the facts and make a decision. This decision is final and will be recorded in the grievance file.

There is no further appeal within the University beyond the President unless the President in the first instance was the charged party in the grievance. In that case, the grievant may appeal to the Chair of the Board of Regents.

5.13 Whistleblower Policy

The Code of Ethics and Conduct (Section 5.1) requires directors, officers, and employees to observe high standards of business and personal ethics in the conduct of their duties and responsibilities. As employees and representatives of the University, all must practice honesty and integrity in fulfilling responsibilities and comply with all applicable laws and regulations.

It is the responsibility of all directors, officers, and employees to comply with the Code and to report violations or suspected violations in accordance with this Whistleblower Policy. This policy is concerned primarily with the misuse of funds and other University property.

No director, officer, or employee who in good faith reports a violation of the Code shall suffer harassment, retaliation or adverse employment consequences. An employee who retaliates against someone who has reported a violation in good faith is subject to discipline, up to and including, termination of employment. This policy is intended to encourage and enable employees and others to raise serious concerns within the University prior to seeking resolution outside the University.

The University’s Compliance Officer, the Executive Director for Compliance and Personnel Services, is responsible for investigating and resolving all reported complaints and allegations concerning violations of the University’s Policies. At her/his discretion, she/he shall advise the President and/or the Audit Committee of the Board of Regents and is required to report to the Audit Committee at least annually on compliance activity.

The Audit Committee of the Board of Regents shall address all reported concerns or complaints regarding corporate accounting practices, internal controls, or auditing. The Compliance Officer shall immediately notify the Audit Committee of any such complaint and work with the committee until the matter is resolved.

5.13.1 Reporting Violations

Chaminade University has an open-door policy and suggests that employees share their questions, concerns, suggestions, or complaints with someone who can address them properly. In most cases, an employee’s supervisor is in the best position to address and area of concern. However, if an employee is not comfortable speaking with their supervisor, they are encouraged to speak with the Director of Personnel Services, the University’s Compliance Officer (Executive Director for Compliance and Personnel Services), or any member of the President’s Leadership Council. Supervisors and managers are required to report suspected violations of the Code of Conduct to the University’s Compliance Officer, who has specific responsibility to investigate all reported violations. For suspected fraud, contact the University’s Compliance Officer directly.

Anyone reporting violation or suspected violation of the University’s Policies must be acting in good faith and have reasonable grounds or believe the information disclosed indicates a violation of Code. Any allegation that prove not to be substantiated and which prove to have been made maliciously or knowingly to be false will be viewed as a serious disciplinary offense.

Violations or suspected violations may be submitted by the complainant or may be submitted anonymously. Reports of violations or suspected violations will be kept confidential to the extent possible, consistent with the need to conduct an adequate investigation.

The Compliance Officer will acknowledge receipt to the reported violation or suspected violation to the complainant within five business days unless the complaint was submitted anonymously. All reports will be promptly investigated and appropriate corrective action will be taken in warranted by the investigation.

5.14 Paid Leaves

5.14.1 Vacation

The University provides all regular full-time employees working 40 or more hours per week, time away from work with pay. Maximum benefit to both the University and the employee results when the employee uses all leave earned on a current basis. Regular full-time nonexempt employees earn paid vacation at their rates of accrual as follows:

Years of Employment	Vacation Earned	Vacation Accrued
Less than 5 years	.83 per month	10 days per year
5 years – less than 15 years	1.25 per month	15 days per year
15 years and after	1.50 per month	18 days per year

Administrative employees who fall in Category III and IV who are exempt full-time employees earn paid vacation at their rates of accrual as follows:

Years of Employment	Vacation Earned	Vacation Accrued
Less than 5 years	1 per month	12 days per year
5 years – less than 15 years	1.25 per month	15 days per year
15 years and after	1.50 per month	18 days per year

Administrative employees who fall in Category II who are exempt full-time employees earn paid vacation at their rates of accrual as follows:

Years of Employment	Vacation Earned	Vacation Accrued
Less than 5 years	1.25 per month	15 days per year
5 years – less than 15 years	1.50 per month	18 days per year
15 and after	1.75 per month	21 days per year

Executive employees who fall in Category I earn paid vacation at their rates of accrual as follows:

Years of Employment	Vacation Earned	Vacation Accrued
0 and after	1.75 per month	21 days per year

 If full-time employment begins during the first half of the month (1st – 15th), the employee receives vacation credit for that month. If employment begins during the second half of the month (16th – 31st), the employee receives vacation credit beginning with the following month.
 Part-time and temporary employees do not earn vacation.
 Vacation time is earned during time worked.
 Vacation days may be accumulated at the rate of twice the annual accrual. All days in excess of twice their annual earning will be lost at the end of the month it is earned.
 Vacation days are not accrued during leave without pay periods, including temporary disability; workers compensation, total disability and family leave of absences.

Scheduling – Each department is responsible for scheduling vacations so as not to interfere with the operation of the University and so that employees may take their earned vacation time each year. Vacation must, therefore, be scheduled to meet the work requirements of the department. However, every effort will be made to accommodate an employee’s request as to dates. Units that experience “slack” or “down” periods may require that vacations be taken during these times. When practical, employees should be informed of such requirements in advance.

Pay in Lieu of Vacation – Vacation must be taken in order to receive compensation for earned vacation time except in instances of retirement, start of military leaves of absence, termination for any cause and/or resignation.

Introductory Period – Vacation days may not be granted during the introductory period (the first three months of employment).

Holiday – Holidays falling during a scheduled period of vacation are not charged against accrued vacation. See Volume III, Paragraph 3.4.1.1.

5.14.2 Sick Leave

Eligibility for Sick Leave – regular full-time employees are eligible to earn and use sick leave.
Sick Leave Earned –
1. Eligible employees earn one (1) day of sick leave for each calendar month of full-time hours worked.
2. Sick leave is earned at the end of each calendar month of service.
3. Unused sick leave is earned from year to year, with a maximum bank of sixty (60) days.
4. No sick leave is earned for periods of leave without pay, and for any month an employee receives pay for less than half the total work hours in the month.
5. Sick leave is only for period of actual illness during which an employee would otherwise be at work. It is not considered an accrued benefit. As such, unused sick leave is not paid on termination of employment at the University.

Use of Paid Sick Leave
1. Acceptable uses of sick leave include:
a. An employee’s inability to work because of illness or injury.
b. Necessary medical or dental appointments during the employee’s regular work hours.

2. Evidence of disability: Acceptable evidence of disability is required for using sick leave. The Supervisor who approves the use of sick leave by an employee is responsible for determining if conditions for such use are met. Acceptable evidence includes, but is not limited to, personal contact with employee, a doctor’s statement, and information furnished in the employee’s claim for disability benefits. If the employee is absent due to disability for three or more days, a doctor’s certificate is required.

3. Institutional holidays and sick leave: When an employee is disabled with time off that was charged to paid sick leave on a day when a regular institutional holiday occurs, the charge for the day is changed to a paid holiday.

4. Disabilities during vacation: When an employee is hospitalized or confined to bed by medical direction while on vacation, the period of disability should be charged to earned sick leave, and, if appropriate, a claim should be filed for disability plan benefits.

Appendix 5.3.1 Federal Fair Labor Standards Act Guidelines for Positions

The Federal Fair Labor Standards Act outlines the following tests for the determination of exempt executive, administrative, and professional positions:

EXECUTIVE

The following six tests must be met:
1. Primary duty is the management of (1) the enterprise in which the individual is employed, or (2) a customarily recognized department or subdivision thereof.
2. Customarily and regularly directs the work of two or more other employees.
3. Has authority to hire or fire other employees or to make recommendations as to hiring, firing and the advancement, promotion, change of status of employees.
4. Customarily and regularly exercises discretionary powers.
5. Receives payment on a salary basis at a rate of not less than $455.00 per week.
6. Does not devote more than 20% of the hours worked in the workweek to activities which are not directly and closely related to the performance of exempt work.

ADMINISTRATIVE

Tests 1, 2, 4 and 5 below must be met along with one of the tests in paragraph 3 below.

1. Primary duty is the performance of office or non-manual work directly related to management policies or general operations of the individual’s employer or the customers of the individual’s employers.
2. Customarily and regularly exercises discretion and independent judgment.
3. Regularly and directly assists a proprietor, or an employee employed in a bona fide executive or administrative capacity, or performs, under general supervision, work along specialized or technical lines requiring special training, experience, or knowledge, or executes, under only general supervision, special assignments and tasks.
4. Does not devote more than 20% of hours worked in the workweek to activities which are not directly and closely related to the performance of the work described in tests 1-3 above.
5. Receives payment of a salary or fee basis at a rate of not less than $455.00 per week.

PROFESSIONAL

One of the alternate requirements under test 1 must be met along with all of the requirements in tests 2 through 5.

1. Employee must have as the employee’s primary duty either work requiring knowledge of an advanced type in a field of science or learning, or original and creative work in an artistic field.
2. Work requires the consistent exercise of discretion and judgment.
3. Work must be predominately intellectual and varied in character as opposed to routine, manual, mental, mechanical or physical work, and of such a character that the output produced or the result accomplished cannot be standardized in relation to a given period of time.
4. Time spent in activities not “an essential part of and necessarily incident” to professional duties may not exceed 20% of employee’s own weekly hours worked.
5. Receives payment on a salary or fee basis at a rate of not less than $455.00 per week.

Appendix 5.5.1.A University Performance Appraisal – Supervisor

PERFORMANCE REPORT

Executive, Administrative and Managerial (I, II and III)

NAME:

JOB TITLE:

DEPARTMENT:

APPRAISAL PERIOD:

APPRAISAL DATE:
Prepared by:

Choose the number that applies and indicate the basis for your rating of the performance quality. Please note: The rate value of “3” means the employee is “meeting” the expectation of the position and the job description.

PART I.………………………………………………PERFORMANCE QUALITIES

1. COMMUNICATION: The degree to which one communicates matters of importance, upward and downward, transmits directions and information orally and in writing, and conducts and participates in meetings.

5	4	3	2	1
Demonstrates outstanding communication abilities in oral and written form. Communicates all matters of importance in a clear and timely manner to manager, peers, and/or subordinates. Gives and receives information using all modes of communication and always checks for comprehension.	Demonstrates very good communication skills. Presents thoughts in both oral and written form that are well prepared, precise, and thorough. Communicates appropriate information in a timely manner to the right people. Anticipates needs for communication.	Shares knowledge and information clearly and appropriately. Conducts purposeful meetings and participates effectively. Seeks additional information/explanation for clarification.	Usually shares knowledge and information appropriately. Needs improvement in written and oral communication skills. Is reluctant to ask for additional information when necessary.	Communicates in a manner which is unclear or verbose, inattentive to detail, tone, or implications of written/oral communication. Does not share information in a timely way or to appropriate individuals.

COMMENTS:

2. PRODUCTIVITY: The quality/quantity of work produced

5	4	3	2	1
Expertise is widely acknowledged and sought after. Often instructs and consults to others in area of expertise.	Exceeds required level of knowledge in many instances. Very rarely needs technical help. Demonstrates skill that is often above what is expected in job. Expertise is acknowledged and useful to others	Demonstrates fully competent understanding of the job and the knowledge and skill needed to execute responsibilities. Seldom needs help.	Has fair knowledge of job duties and procedures. Regularly requires assistance and instruction. (Possibly new to job and in learning stage.)	Lacks knowledge of job. Requires close supervision. Fails to demonstrate, or lacks, appropriate skills.

COMMENTS:

3. KNOWLEDGE/SKILL: The comprehension of the job and knowledge of relevant theory, facts, and processes. Demonstrates technical expertise and skill on the job.

5	4	3	2	1
Expertise is widely acknowledged and sought after. Often instructs and consults to others in area of expertise.	Exceeds required level of knowledge in many instances. Very rarely needs technical help. Demonstrates skill that is often above what is expected in job. Expertise is acknowledged and use	Demonstrates fully competent understanding of the job and the knowledge and skill needed to execute responsibilities. Seldom needs help.	Has fair knowledge of job duties and procedures. Regularly requires assistance and instruction. (Possibly new to job and in learning stage.)	Lacks knowledge of job. Requires close supervision. Fails to demonstrate, or lacks, appropriate skills.

COMMENTS:

4. SELF-MANAGEMENT: Works with minimal supervision, manages own time effectively, maintains control on all current projects, responsibilities, and ensures proper follow-up.

5	4	3	2	1
Exceptional self-management. Demonstrates creativity in managing time and control over multiple projects and responsibilities.	Successfully works independently with minimal supervision. Usually excels in managing own time and maintaining project control and priorities.	Works effectively with minimal supervision. Plans and schedules time efficiently in order to complete work on time. Ensures proper control and follow-up.	Usually works with minimal supervision. Needs some direction in maintaining proper control and follow-up.	Lacks self-management skills. Needs too much supervision. Does not complete work on time. Fails to follow-up.

COMMENTS:

5. SERVICE-ORIENTED: The ability to provide exemplary service and to develop and maintain new and existing relationships with internal and/or external publics.

5	4	3	2	1
Demonstrates superior skills in providing service and expressing concern. Ensures optimal performance in building service relationships with colleagues and/or students.	Excels in several service aspects by providing quality service and expressing concern. Demonstrates superior effort in enhancing service relationships.	Provides service which consistently meets expectations. Demonstrates adequate skill in maintaining service relations.	Will provide service but shows little concern for developing and maintaining service relationships.	Avoids providing service and shows little concern for colleagues or students.

COMMENTS:

6. MISSION SUPPORT: Knowledge of the core beliefs and characteristics (formation in faith; integral quality education; family spirit; service, justice, and peace; adaptation and change) that give identity to the University and practices them in the course of daily activities.

5	4	3	2	1
Demonstrates outstanding knowledge of the mission and core belief statements of the University and consistently practices the characteristics.	Knowledgeable about and actively supports the mission and core beliefs by practicing the characteristics.	General knowledge of the mission and core beliefs and routinely practices the more visible elements of them.	Indifferent to the mission and core beliefs providing no support or practice of the characteristics.	Demonstrates a disregard for the mission and core beliefs of the University and the practice of the characteristics.

COMMENTS:

7. ADAPTABILITY/FLEXIBILITY: The ability and willingness to accommodate changes in procedures and assignments. The acceptance\ of and cooperation with colleagues.

5	4	3	2	1
Enthusiastic about changes and office improvements. Demonstrates outstanding support and assistance to others with transition.	Actively accommodates changes and improvements supporting others through transition.	Supportive of changes and willing to assist others with transition.	Resists changes and provides little assistance to others with transition.	Will not cooperate with changes and improvements and provides no support or assistance to others with transition.

COMMENTS:

8. PROBLEM SOLVING/DECISION MAKING: The ability to analyze problems, evaluates alternatives, anticipate consequences, and eliminate obstacles to successful completion of objectives or responsibilities.

5	4	3	2	1
Exceptional ability to anticipate and solve problems. Can evaluate a situation with insight and analytical skill. Decisions reflect thorough appreciation or risks. Is sought out by others for counsel and advice.	Excels in many aspects of problem-solving and decision making. Almost always anticipates potential problems and resolves them. Often assists others in problem solving. Makes decisions on own initiative within limits of authority.	Successfully identifies cause of problems and effectively resolves them. Makes routine decisions which are logically thought out and consistent with University strategy and policy.	Needs assistance in analyzing situations and/or making effective decisions. May overanalyze a problem or unnecessarily delay its resolution.	Lacks ability to assess and solve problems. Makes decisions that are inconsistent, untimely, or short sighted.

COMMENTS:

9. LEADERSHIP: The ability to (a) guide others in the accomplishment of objectives/ responsibilities; (b) to engender teamwork;(c) to evaluate employees and facilitate their development; and (d) to resolve conflict.

5	4	3	2	1
Demonstrates exceptional ability to inspire confidence, motivate, and get results. Highly respected by associates. Is an excellent role model.	Leads very capably and consistently gets very good results. Is able to elicit commitment of others and resolve conflict.	Promotes teamwork. A good motivator and developer. Establishes personal, peer, and/or staff accountabilities which are clear and specific to achieve results. Reorders priorities and/or reallocates resources to meet unexpected demands. Manages and resolves conflicts among staff members.	Has difficulty clarifying goals, delegating responsibilities, and achieving results. Has some difficulty resolving conflicts.	Gets limited cooperation of staff. Lacks full control. Does not delegate sufficiently or to proper individuals.

COMMENTS:

PART II……………………………………………………………OVERALL RATING

Considering all factors, state and rate
which best describes the overall
performance during the past period
and briefly describe the basis of your
rating.

5. Considerably Outstanding
4. Consistently Exceeds Expectations
3. Consistently Meets Expectation
2. Somewhat Less than Satisfactory
1. Unacceptable

List and number the mutually agreed upon objectives: (1) at the end of the appraisal period, describe the results achieved as specifically as possible. (2) List the objectives for the next year.

Objectives for the Past Year –

Results Achieved and Comments –

_______________________________________________________________________________________

Objectives for the Next Year –

Results Achieved and Comments –

_______________________________________________________________________________________

PART III…………………………………………………………………COMMENTS

 Supervisor’s Comments

 Employee’s Comments

PART IV………………………………………………………………….SIGNATURES

_______________________________________________________________________
Employee (Acknowledging receipt of this appraisal) Date

_______________________________________________________________________
Manager Date

_______________________________________________________________________
Division Head Date

_______________________________________________________________________
Director of Personnel Date

Appendix 5.5.1.B University Performance Appraisal – Non-Supervisor

PERFORMANCE REPORT
Managerial IV, Para-Professional/Technical (I, II and III), and
Secretarial/Clerical (I, II, and III)

NAME:
JOB TITLE:
DEPARTMENT:
APPRAISAL PERIOD:
APPRAISAL DATE: Prepared by:

Choose the number that applies and indicate the basis of this performance quality.

Please note: The rate value of “3” means the employee is “meeting” the expectation of the position and the job description.

PART I………………………………………………PERFORMANCE QUALITIES
1. COMMUNICATION: How one communicates with others

5	4	3	2	1
Exceeds, by far, the required quality/quantity of work. Always completes job assignments in a timely manner. Consistently clears job site upon completion. Demonstrates outstanding initiative to do things before told.	Exceeds the required quality/quantity of work. Completes job assignments in a timely manner. Clears job site upon completion. Frequently shows initiative to do things before told.	Meets the required quality/quantity of work. Usually completes job assignments and clears job site upon completion. Often shows initiative to do things before told.	Needs to improve the quality/quantity of work. Completes job assignment but not in a timely manner. Seldom clears job site upon completion. Rarely shows Initiative to do things	Unsatisfactory quality/quantity of work. Does not complete job assignments and does not clear site upon completion. Shows no initiative to do things.

COMMENTS:

3. SKILL/KNOWLEDGE: Understanding of the job functions and responsibilities.

5	4	3	2	1
Demonstrates outstanding skills and knowledge to do the job completely and with no waste of supplies. Takes exceptional care of equipment and tools.	Exceeds required level of skills and knowledge to do the job with no waste of supplies. Consistently shows care for equipment and tools.	Demonstrates skills and knowledge to do the job with minimal waste of supplies. Shows care for equipment and tools.	Shows minimal skills and knowledge to do the job with minimal waste of supplies. Shows little care for equipment and tools.	Lacks skills and knowledge to do the job. Shows no care for equipment and tools.

COMMENTS:

4. SELF-MANAGEMENT: Works with minimal supervision, manages own time effectively, maintains control over responsibilities.

5	4	3	2	1
Exceptional self-management with control over prioritizing and completing multiple responsibilities.	Successfully works independently in managing own time and maintaining responsibilities.	Works independently completing work on time.	Usually works with minimal supervision needing some direction to complete work on time.	Needs constant supervision and does not complete work on time.

COMMENTS:

5. SERVICE/COOPERATION ORIENTED: The ability to provide exemplary service and cooperation to develop and maintain new and existing relationships with internal and/or external publics.

5	4	3	2	1
Exceptional self-management with control over prioritizing and completing multiple responsibilities.	Successfully works independently in managing own time and maintaining responsibilities.	Works independently completing work on time.	Usually works with minimal supervision needing some direction to complete work on time.	Needs constant supervision and does not complete work on time.

COMMENTS:

6. MISSION SUPPORT: Awareness of the core beliefs and characteristics (formation in faith; integral quality education; family spirit; service, justice, and peace; adaptation and change) and practices them in the course of daily activities.

5	4	3	2	1
Demonstrates outstanding knowledge of the mission and core belief statements of the University and consistently practices the characteristics.	Knowledgeable about and actively supports the mission and core beliefs by practicing the characteristics.	General knowledge of the mission and core beliefs and routinely practices the more visible elements of them.	Indifferent to the mission and core beliefs providing no support or practice of the characteristics.	Demonstrates a disregard for the mission and core beliefs of the University and the practice of the characteristics.

COMMENTS:

7. ADAPTABILITY/FLEXIBILITY: The ability and willingness to accommodate changes in procedures and assignments. The acceptance of and cooperation with co-workers.

5	4	3	2	1
Enthusiastic about changes and improvements in the office and demonstrates outstanding support and assistance to others with	Actively accommodates changes and improvements supporting others through transition.	Supportive of changes and willing to assist others with transition.	Resists changes and provides little assistance to others with transition.	Will not cooperate with changes and improvements, and provides no support or assistance to others with transition.

COMMENTS:

8. PROBLEM SOLVING/DECISION MAKING: The ability to analyze problems, evaluates alternatives, anticipate consequences, and eliminate obstacles to successful completion of objectives or responsibilities.

5	4	3	2	1
Exceptional ability to anticipate and solve problems. Can evaluate a situation with insight and analytical skill. Decisions reflect thorough appreciation or risks. Is sought out by others for counsel and advice.	Excels in many aspects of problem-solving and decision making. Almost always anticipates potential problems and resolves them. Often assists others in problem solving. Makes decisions on own initiative within limits of authority.	Successfully identifies cause of problems and effectively resolves them. Makes routine decisions which are logically thought out and consistent with University strategy and policy.	Needs assistance in analyzing situations and/or making effective decisions. May overanalyze a problem or unnecessarily delay its resolution.	Lacks ability to assess and solve problems. Makes decisions that are inconsistent, untimely, or short sighted.

COMMENTS:

9. ATTENDANCE/ PUNCTUALITY: The ability to be physically present and ready to begin work at the start of your scheduled shift.

5	4	3	2	1
Exceptionally reliable attendance and is consistently on time ready to begin work at the start of each shift.	Excellent attendance, always on time and usually ready to begin work at the start of each shift.	Meets attendance requirements and is usually at work on time and usually ready to begin at the start of each shift	Meets attendance requirements but is consistently late for work and not ready to begin shift.	Unsatisfactory attendance, is consistently late for work, and is not ready to begin the shift.

COMMENTS:

PART II……………………………………………………………OVERALL RATING

Considering all factors, state and rate which
best describes the overall performance during
the past period and briefly describe the basis
of your rating.

5. Considerably Outstanding
4. Consistently Exceeds
Expectations
3. Consistently Meets Expectation
2. Somewhat Less than
Satisfactory
1. Unacceptable

List and number the mutually agreed upon objectives: (1) at the end of the appraisal period, describe the results achieved as specifically as possible. (2) List the objectives for the next year.

Objectives for the Past Year	Results Achieved and Comments
Objectives for the Next Year	Results Achieved and Comments

PART III…………………………………………………………………COMMENTS

 Supervisor’s Comments

 Employee’s Comments

PART IV………………………………………………………………….SIGNATURES

_______________________________________________________________________
Employee (Acknowledging receipt of this appraisal) Date

_______________________________________________________________________
Manager Date

_______________________________________________________________________
Division Head Date

_______________________________________________________________________
Director of Personnel Date

Appendix 5.5.1.C Maintenance Staff Evaluation Form

Maintenance Staff Evaluation Form

Name __________________________ Date ____________________

	Sometimes	Yes
1. Reports to work on time	______	______
2. Follows directions completely	______	______
3. Skill knowledge adequate to do job completely	______	______
4. Performs job assignments completely	______	______
5. Performs job assignments in a timely manner	______	______
6. Cooperates with coworkers and staff	______	______
7. Presents him/herself in an appropriate manner	______	______
8. Communicates well with others	______	______
9. Practices safety on the job	______	______
10. Shows initiative to do things before told	______	______
11. Absenteeism is not a problem	______	______
12. Minimal supervision needed	______	______
13. Clears job site upon completion	______	______
14. Takes care of equipment and tools	______	______
15. Does not waste supplies to complete job	______	______
16. Suggests better ways of doing tasks	______	______
17. Reports unsafe conditions or things needing repair	______	______

Employee Comments: _________________________________________________

________________________________________________________________________

Supervisor Comments: ________________________________________________

________________________________________________________________________

Employee Signature______________________________ Date___________________

Supervisor Signature _____________________________ Date___________________

Director Signature _______________________________ Date ___________________
Note: When sometimes is marked use the appropriate #: 1 (often), 2 (once in a while), 3 (almost never)

Appendix 5.8.2.A Information for Separated Employees

Upon termination, you may have questions regarding your last paycheck, continued benefits, return of keys, etc. In order to assist you with these matters, we wish to provide you the following information:

1. Final paycheck can be mailed or picked up at the Business Office after the submission letter and/or completion of the Resignation Form for Staff.
2. If your address will change after your termination please be sure to leave your forwarding address with the Office of the Director of Personnel. This will insure that your year end W-2 will be sent to the proper address.
3. All benefit information and required forms are included in this packet for your review. Any questions regarding your benefit status can be addressed at your exit interview.
4. All keys are to be returned to the Security Department.
5. Please be sure all University equipment, uniforms, library books, are returned and any outstanding indebtedness is paid in full prior to your departure.
6. The Director of Personnel will contact you in order to set up your exit interview. We hope this information will be of assistance to you. If you need further information, please contact the Director of Personnel.

Your cooperation in these matters will be greatly appreciated.

Appendix 5.2.8.B Separation Questionnaire

In order to maintain a positive working environment, we request your cooperation in providing suggestions and comments to assist us in accomplishing this goal. You can be a valuable source of information regarding working conditions. We hope you will be candid with you answers so we may gain from your experience with the University. Please be assured that all your answers will remain confidential and will in no way affect your reemployment possibilities should you desire to seek employment with the University again.

Was your decision to leave the University influenced by any of the following:

____ continued education dissatisfied with:
____ moving from area ____ type of work
____ health reasons ____ working conditions
____ retirement ____ supervision received
____ family circumstances ____ fringe benefits
____ secured a better job ____ salary
____ other (please explain) ____ other (please explain)

Comments:

What is your opinion of the following:

	Excellent	Good	Fair	Poor
Retirement	______	______	______	______
Salary	______	______	______	______
Fringe Benefits	______	______	______	______
Performance Appraisal System	______	______	______	______
Physical Working Conditions	______	______	______	______
Opportunity for Advancement	______	______	______	______
Communication to/from Management	______	______	______	______
Supervision Provided	______	______	______	______

How do you rate your department:

	Excellent	Good	Fair	Poor
Cooperation with other Departments	______	______	______	______
Cooperation in your Department	______	______	______	______
Training	______	______	______	______
Supervision Provided	______	______	______	______
Orientation:
to job	______	______	______	______
to University	______	______	______	______
Overall Workload	______	______	______	______
Communication	______	______	______	______
within your Department	______	______	______	______
within other Departments	______	______	______	______

Comments:______________________________________________________________________

__________________________________________________________________________________

	Excellent	Good	Fair	Poor
Gives fair and equal treatment	______	______	______	______
Gives positive feedback/recognition	______	______	______	______
Resolves complaints and grievances	______	______	______	______
Welcomes suggestions	______	______	______	______
Develops cooperation	______	______	______	______
Gives clear instructions	______	______	______	______
Knows accomplishments of staff	______	______	______	______
Follows consistent application of policies	______	______	______	______

Specifically, why are you leaving Chaminade University? ________________________

__________________________________________________________________________________

Do you feel you were treated fairly while with the University?___________________

__________________________________________________________________________________

What aspects of your job were most satisfying? ________________________________

__________________________________________________________________________________

What did you like most about your job and / or Chaminade University?

__________________________________________________________________________________

What did you like least about your job and / or the University?

__________________________________________________________________________________

Do you have any suggestions for improvement?

__________________________________________________________________________________

Please comment on your working relationship with your supervisor.

__________________________________________________________________________________

How frequently did you have discussions with your supervisor(s) about your career goals?

__________________________________________________________________________________

Please comment on employee benefit plans. Did they meet your needs sufficiently? Are there other benefits you feel you should have been offered?

__________________________________________________________________________________

Are there any accidents, injuries, or incidents that you need to report?

__________________________________________________________________________________

Comments: _____________________________________________________________________

__________________________________________________________________________________

What constructive comments would you have for management in regards to making this a better place to work?

__________________________________________________________________________________

Would you recommend the University to a friend as a good place to work?
Why or why not?

__________________________________________________________________________________

Appendix 5.8.2.C Resignation Form for Staff

RESIGNATION FORM FOR STAFF

Date: _____________________________

Name: (last, first, middle)

__________________________________________________________________________________

Department: ________________________________________________

Last Day of Employment: ____________________________________

Type of Separation and Reason (Please check appropriate boxes below)
( ) Employment Elsewhere ( ) Leaving the Area
( ) Family ( ) Personal Reasons
( ) Resignation ( ) Other (see comments)
( ) Retired

Comments: ________________________________________________________________________

____________________________________________________________________________________

Forwarding Address: ______________________________________________________________

__________________________________________________________________________________

_____________________________________________________ ________________________
Employee’s Signature Date

_____________________________________________________ _________________________
Supervisor’s Signature Date

[ ] Keys [ ] Parking Decal [ ] Credit Cards [ ] Cell Phone [ ] Other ________________

GRA: ( ) vested _____________ ( ) non-vested ____________________

COBRA: ( ) Kaiser ( ) HMSA ( ) Dental [ ] LTC Processed Date __________________