Humen Resource Career Assessment Development

POLICY
Timely and regular attendance is an expectation of performance for all employees. To ensure adequate staffing, positive employee morale, and to meet expected productivity standards throughout the organization, employees will be held accountable for adhering to their workplace schedule. In the event an employee is unable to meet this expectation, he/she must obtain approval from management in advance of any requested schedule changes. This approval includes requests to use appropriate accruals, as well as late arrivals to or early departures from work. management have discretion to evaluate extraordinary circumstances of a tardy, absence or failure to clock-in or clock-out and determine whether or not to count the incident as an occurrence.

PROCEDURE
Absent
An employee is deemed absent when is unavailable for work as assigned or scheduled and such time off was not scheduled or approved in advance as required by department notification procedure.

Tardy
An employee is deemed to be tardy when he/she: Fails to report for work at the assigned/scheduled work time. In these instances, managers may replace the tardy employee for the full shift. Leaves work prior to the end of assigned/scheduled work time without prior supervisory approval. Takes an extended meal or break period without approval Arrives to work past his/her scheduled start time may be replaced for the full shift at the discretion of his/her supervisor.

Time Clocks and Failure to Clock in/out
Employees are required to follow established guidelines for recording their actual hours worked. A missed clock in/out is a violation of this policy and includes: Failure to clock in/out on their designated time clock at the beginning and/or end of their assigned schedule of work Failure to clock in/out on their designated time clock for the lunch break; Failure to accurately and timely report time worked. Clocking in/out early (or late) of assigned shift without prior approval.

HR Notification Procedure
Employees are expected to follow HR notification procedures if they will be late for work, will not be at work, or are requesting planned time away from work. Employees must request in advance to their manager and in accordance with HR procedure to arrive early or leave early from an assigned job work. At the time of notification or call, the employee must notify their manager when an absence is due to approved leave of absence in order to ensure appropriate tracking of leave utilization and absenteeism. An employee who fails to call in and report to work as scheduled for three consecutively scheduled work days will be viewed as having abandoned their position and employment will be terminated. The manager should consult with HR if this situation occurs. Incidents of not following the HR notification procedures, including No-Call/No-Show, will be addressed in accordance with the Progressive Discipline policy.

Discipline Process
Manager should monitor their employees' attendance on a regular basis and address unsatisfactory attendance in a timely and consistent manner. If manager notice a pattern of unscheduled usage of accrued time off banks, they should discuss this concern with the employee. When an employee has been previously counseled under the Discipline Policy and/or the Performance Accountability and Commitment Policy, the totality of the circumstances will be assessed when determining further action. For situations involving suspension or termination of employment, the manager should consult with HR prior to implementing disciplinary action. Timely and regular attendance is a performance expectation of all employees. Consequently, those employees who have exhibited unsatisfactory attendance which resulted in disciplinary action during the course of the year may have the behavior documented in their annual evaluation.

Occurrences
An occurrence is documented as an absence, tardy or missed time clock in/out. While an absence refers to a single failure to be at work, an occurrence may cover consecutive absent days when an employee is out for the same reason.The total number of days an employee is unavailable for work as scheduled and the total number of occurrences are considered when applying discipline.

Probationary Period
An employee within probationary period, who has two occurrences should receive a Written Warning; if the employee has greater than two occurrences within the probationary period, employment may be terminated.

Holidays
If an employee calls out of work the day before, the day of, or the day after a holiday, the manager will review the circumstances of the absence. Based on this review, the manager has the discretion to determine whether to count the incident as a regular occurrence or go directly to issuing a Written Warning.

Departmental Policies-Approval Process
Company may develop a departmental attendance or punctuality policy that meets the unique operational needs of the department. If the CEO determines that a departmental policy is needed, the department will follow its entity's approval process to establish the policy which requires final approval from the CEO Leadership.

Policy Statement
This policy is intended to provide direction to departments and employees when a decision is made by either party to end the employment relationship.

Application
This policy applies to management and non-management and all employees.

Notice Period
One month’s notice period of termination of employment given to or by the employee based on age and years of continuous service. The notice period may be extended due to periods of re-employment during the notice period.

Pay in Lieu of Notice
Payment made to employees, based on age and years of continuous service, where it is decided that the employee will leave the workplace rather than work during the notice period.

Permanent Employee
An employee who has successfully completed the probationary period and is employed to hold office without reference to any defined term of service.

Probationary Employee
An employee who is participating in a probationary period. The position could be the employee's initial appointment or a position obtained subsequent to his/her initial appointment.

Progressive Discipline
An increase in severity of disciplinary measures to correct behaviors and to improve an employee's performance and/or conduct to meet the employer's expected standards. The measures may be verbal or written reprimands, suspension or termination. Serious offences may result in immediate suspension or termination.

Resignation
Written notification from an employee advising of the termination of the employment relationship.

Temporary employee
An employee who has completed the probationary period and is employed in a temporary capacity, not being a contractual employee. A temporary employee is employed for a specific period or for the purpose of performing certain specified work and whose employment may be terminated at the end of the period or upon completion of the work.

Termination with cause
The termination of the employment relationship, at the direction of the employer, related to an action(s) or omission(s) by the employee that has irreparably damaged the relationship between the employer and employee. The employer's decision to terminate employment with cause will follow the principles of progressive discipline. Serious offences may result in immediate termination. The employer is required to provide the employee with written notification of termination. The employee is entitled to receive any salary, paid leave, overtime pay and severance pay accrued up to the date of termination.

Permanent Employees
The employment of a permanent employee may be terminated with cause by the management, in consultation with the Human Resource Manager. Employees who are on temporary assignment but who hold a permanent position may be terminated from the temporary assignment and from their permanent position depending on the circumstances of the termination.

Temporary Employees
The employment of a temporary employee may be terminated with cause by the management, in consultation with the Human Resource Manager.

Termination without cause
The termination of the employment relationship, at the direction of the employer, for reasons that are not related to cause. The employer may terminate the employment relationship for reasons that are not related to cause. Termination without cause is not the same as situations involving position elimination.

Responsibilities
Employees
It is the responsibility of employees to:
provide the employer with the appropriate period of written notice of his/her resignation as specified in this policy; seek information from the Human Resource, about the benefits which may be due at termination, such as accrued severance, leave entitlements, group insurance and any applicable pension benefits. Any discrepancies in benefits owing, or paid, should be immediately reported to the appropriate HR Division. if terminated without cause, work their notice period unless the employee receives pay in lieu of notice for the entirety, or a portion, of the notice period. An employee who fails or refuses, for reasons unacceptable to the department, to work a notice period, or a portion of a notice period, will have their entitlement to notice and/or pay in lieu of notice correspondingly reduced; and if desired, submit a request, in writing, to the HR for pay in lieu in the form of a lump sum payment.

Managers
It is the responsibility of Managers to: administer progressive discipline in consultation with the Human Resource; comply with collective agreement provisions for bargaining employees; support the department in the relevant termination of employment processes; and Consult with the Human Resource regarding termination matters.

Human Resource Manager
It is the responsibility of the Human Resource Manager to: provide support to departments in assessing termination of employment with or without cause; ensure proper assessment of applicable legal and collective agreement implications; provide support to departments in preparing written documentation to employees related to termination of employment and maintaining copies of official correspondence on the employee’s personal file; provide employees with information about the applicable accrued benefits due at termination, such as leave entitlements and service (if applicable), and direct employees to the appropriate HRS Division to address specific questions concerning insurance and/or pension issues, including benefits, etc; review and revise this Policy as appropriate; and provide policy interpretations and advice to departments when required.

Termination
Unfortunately, termination of employment is an inevitable part of personnel activity within any company, and many of the reasons for termination are routine. Since employment with the company is based on mutual consent, both the employee and the company and have the right to terminate employment with or without cause, at any time with prior notice of one month. Full and final settlement of Employees will be in accordance with applicable law and company HR rules and regulations. The following are examples of infractions of rules of conduct that may result in Disciplinary action, up to and including termination of employment:

Theft or inappropriate removal or possession of company property Falsification of timekeeping records, the application form, or any other company records Working under the influence of alcohol or illegal drugs Possession, distribution, sale, transfer, or use of alcohol or illegal drugs in the workplace, while on duty, or while operating employer leased or owned vehicles or equipment. Fighting or threatening violence in the workplace. Negligence or improper conduct leading to damage of employer leased or owned property or customer property. Insubordination or other disrespectful conduct. Sexual or other unlawful harassment. Possession of dangerous or unauthorized materials, such as explosives or firearms, in the workplace. Excessive absenteeism or any absence without notice. Unauthorized disclosure of business or confidential information. Unsatisfactory performance or conduct. Gambling in the workplace or on company premises. Failure to immediately report a work-related injury. Misuse of company funds/money/equipment/property. Misconduct of rules and regulations and misbehave with member of the company.

Any employee found to be operating a company leased or owned motor vehicle while under the Influence of alcohol or illegal drugs will be immediately terminated. The company implements as a condition of employment an employee drug testing program and reserves the right to test for drugs at any time during the course of employment as allowed by applicable federal and state laws subject to any limitations imposed by law, a refusal to provide a body substance sample under the conditions described above will result in termination of employment.

In order to increase efficiency in hiring and retention and to ensure consistency and compliance in the recruitment and selection process, it is recommended the following steps be followed

Recruitments provide opportunities to departments to align staff skill sets to initiatives and goals, and for departmental and individual growth. Proper planning and evaluation of the need will lead to hiring the right person for the role and team.

Newly Created Position
When it is determined a new position is needed, it is important to: Understand and take into consideration strategic goals for the company Are there any upcoming changes that may impact this role? Evaluate the core skills required now and those which may be needed in the future. Conduct a Job Analysis if this position will be new to your department.

Replacement
When attrition occurs, replacing the role is typically the logical step to take. Before obtaining approval to advertise the position, consider the following: As with a newly created position, it may be helpful to conduct a Job Analysis in order to tailor the position to what is currently required and to ensure proper classification. HR Classification Analyst can assist in reviewing and completing. Review the role and decide if there are any changes required as certain tasks and responsibilities performed by the previous person may not or should not be performed by the new person Carefully evaluate any changes needed for the following: Level required performing these tasks; considering the appropriate classification level. Be aware that changes in the classification of positions from represented to no represented will require union notice and agreement Tasks carried out by the previous employee Tasks to be removed or added if any of the work will be transferred within department Supervisory or lead responsibility Budget responsibility (if any) Work hours Is there still a requirement for this role at all?

A position description is the core of a successful recruitment process. It is used to develop interview questions, interview evaluations and reference check questions. A well-written position description: Provides a first impression of the campus to the candidate Clearly articulates responsibilities and qualifications to attract the best suited candidates Provides an opportunity to clearly articulate the value proposition for the role Serves as documentation to help prevent, or defend against, discrimination complaints by providing written evidence that employment decisions were based on rational business needs Improves retention as turnover is highest with newly hired employees. Employees tend to be dissatisfied when they are performing duties they were not originally hired to perform. Optimizes search engine results by ensuring job postings rank high in candidate search results when searching on-line Determines FLSA classification and is used to map to the appropriate Payroll Title Identifies tasks, work flow and accountability, enabling the department to plan how it will operate and grow Assists in establishing performance objectives Is used for career planning and training by providing clear distinctions between levels of responsibilities and competencies required Is used as a benchmark to assist in ensuring internal and external equity

Identify Duties and Responsibilities
Prior to developing the job description the hiring manager should identify the following: General Information Position Purpose Essential Functions Minimum Requirements Preferred Qualifications

General Information
Basic position and pay information will need to be determined to assist with the development of the job description and job classification and for entering into the ATS. This information will be different for each position being recruited: Payroll Title — The Payroll title and associated title code determines the, FLSA status, Personnel Program Code and Description, and the Bargaining Unit Code and Description fields in the ATS. Pay Grade/Step Working Title — Market titles should be recognizable and common to various industries as most job seekers search for commonly referred to market titles when conducting on-line job searches Department Name Department Head Supervisor Name Title Codes and Full-Time Equivalent numbers of employees supervised Special Requirements and Conditions: Specific requirements job seekers must possess or complete in order to be hired (e.g. background check, valid driver’s license, etc.) Bona Fide Occupational Qualifications (BFOQ’s)which are in compliance with UCR’s applicable policies (e.g. physical or mental requirements) Contact Staff Employment for assistance with special requirements and conditions

Position Purpose
Describes the department’s functions, the unit’s functions, and/or the organizational unit’s functions. The statement should summarize the position’s essential functions and its role in relation to supporting, administering, or managing the activities of the department, unit, or organizational unit.

Posted Position Purpose
The posted Position Purpose will be searchable and viewable by job seekers on UCR’s job board and other posting sites. Therefore it is important to ensure it: Includes a description of the role and its relation to the department, organization and Company Includes the estimated duration (i.e. Limited 6-9 months or Contract 2.5 years) for non-Career positions Lists the number of openings when there is more than one position being recruited Describes any pre-employment assessments if applicable. Is optimized for search engines. Candidates conduct job searches by entering key words or phrases into search engines. Most candidates utilize “job aggregators” such as Google and Indeed versus searching individual company job posts. To ensure your position reaches the top of candidate search results, include key words such as “career”, “job”, skills and title of the position in the beginning of the posted position description (first 150 words).

Attracting a Talented Diverse Applicant Pool
Once you have identified the position purpose, essential functions and qualifications, you will want to go back and review the description. Is it written to attract an individual who is a top performer? Does it describe the inclusive culture of your organization?

Essential Job Functions
Essential job functions describe the duties and responsibilities of a position. A job function is considered essential when the performance of the function is the purpose for the position. Typically, an essential function occupies a significant amount of time of the employee’s time and requires specialized skills to perform. By accurately describing the essential functions of the job, job seekers will have a clear understanding of the role and your expectations for performing them. When developing essential functions for the position the following should be noted: Functions of the job which are critical for the position are arranged by importance and percentage of time spent Complexity level and authority for the role should be described to help attract the appropriate level of qualified candidates Essential tasks listed should be inter-related to the accomplishment of the essential function. e.g., The essential function of event planning is composed of several independent tasks including scheduling and securing the venue; interviewing vendors and executing contracts for service; arranging for food delivery; supervising event workers and ensuring clean up. Therefore, the various tasks required to successfully accomplish the essential function should be identified and described.

Minimum Requirements
The minimum requirements or “basic qualifications” are those qualifications or criteria which was established in advance and advertised to potential applicants: Must be relevant and relate to the duties and responsibilities of the job (e.g., should not list driving requirement if not part of responsibilities or duties of the job). “Soft skills” can be required qualifications (e.g., communication/collaboration) and will: Vary among applicants Not be absolutely ascertained in resume Be evaluated in interview Can be position/department specific (e.g. valid driver’s license) Can be assessed by reviewing the resume Must be objective, non-comparative and business related: Objective Correct: Bachelor’s degree in Business Administration Incorrect: A business degree from a “good school” Noncomparative Correct: 5 to 7 years of experience designing computer software programs Incorrect: Must be one of the top five among the applicants in years of experience Business Related Correct: 5+ years of experience in accounting Incorrect: Must have experience with volunteering for Habitat for Humanity The minimum requirements should support the accomplishment of the essential function. For example, the essential function of event planning could require: Organizational skills (to ensure all details are cared for) Communication skills (to interact with vendors and guests) Prior event planning experience

Listing too many skills as requirements significantly limits your applicant pool and selection. It is recommended no more than 3-5 “hard” job skills (e.g., Bachelor’s degree, 5 years accounting experience, experience in accessing and retrieving data from financial systems using PC based tools and other “technical job skills”) in addition to the “soft skills” be listed depending upon the level of the position.

Preferred Qualifications
Preferred qualifications are skills and experience preferred in addition to basic qualifications and can be used to narrow down the pool of applicants. These preferred skills, knowledge, abilities and competencies can describe a more proficient level at which the essential functions can be performed such as: Prior experience with corporate/institutional event planning (prior experience in a related area can be preferred) and knowledge of applicable UC policies and procedures (prior experience within the UC system can be preferred). UCR experience, certifications and/or advanced degree are additional

Each position requires a documented Recruitment Plan which is approved by the organizational unit. A carefully structured recruitment plan maps out the strategy for attracting and hiring the best qualified candidate and helps to ensure an applicant pool which includes women and underrepresented groups including veterans and individuals with disabilities.

In addition to the position’s placement goals the plan contains advertising channels to be used to achieve those goals. The recruitment plan is typically developed by the hiring manager in conjunction with the Departmental HR Coordinator. Placement goals identified are displayed on the position requisition in the ATS. Recruitment plan elements: Posting Period Placement Goals Additional Advertising Resources Diversity Agencies Resume Banks Contact your department HR Coordinator for a Sample Recruitment Plan

Posting Period
Minimum posting requirements are as follows: Professional Support Staff (PSS) – 10 business days from date posted beginning the next business day Management/Senior Professional (MSP) – 15 business days from date posted beginning the next business day “Open until filled” is an option for both PSS and MSP positions which allows the posting to remain open and viewable on the career site until filled. This option is recommended for all recruitments. Continuous Recruitment — To be used only for on-going recruitment such as lab assistants, custodial support, etc.

Placement Goals
Placement goals are required for each recruitment Review your Placement Goals and develop a recruitment plan which will assist in reaching those goals To ensure the most current placement goals are identified for the department and unit, you may contact the office of Faculty and Staff Affirmative Action. Placement Goals should include outreach efforts to veterans and individuals with disabilities

Additional Advertising Resources
A variety of recruiting sources (both internally and externally) should be utilized to attract candidates who reflect the diversity UCR values in its workforce. Every effort should be made to conduct a thorough search by advertising widely before filling a position.

Print Advertisement
Local media, national publications (not used as frequently, but may be suitable for certain positions) and other paper advertisements JobTarget can provide assistance with most advertising media by coordinating your ad placement. Contact your Service Center or Departmental Human Resources Coordinator for assistance. Associations and other member groups which are helpful in targeting candidates with specific niche skillsets

Social Media
LinkedIn, Twitter and Facebook are good alternative recruiting sources. Contact your Service Center or Departmental HR Coordinator to learn more about these tools and their proper use. Refer to Company of California Recruitment Through the Use of Social Networks

Job Fairs
Before the internet, job fairs were considered a popular method for meeting candidates face-to-face. They were used as a vehicle to promote organizations by promoting the organization’s image and brand. Job fairs such as those aimed at diverse candidates or specific to certain industries, are still considered one of the best methods for meeting potential candidates in a single event.

Professional Conference and Campus Recruiting
Conference and campus recruiting events are a great way to market UCR and your department and provide you with an opportunity to network with potential qualified candidates for current and future openings. Conference and campus career centers may offer to assist you in your recruitment needs by providing job posting services and interviewing facilities.

Diversity Agencies
Agencies which assist women and under-represented groups are another great source of talent Developing relationships and a pipeline of potential candidates with these agencies allows candidates to have a better understanding of your staffing needs and the Company’s mission and values Contact Human Resources for more information on diversity agencies.

Resume Banks Resume banks are another good source for identifying qualified candidates. Job seekers post their resume to these which are then searched by prospective employers.

To ensure applicants selected for interview and final consideration are evaluated by more than one individual to minimize the potential for personal bias, a selection committee is formed. The hiring manager will identify members who will have direct and indirect interaction with the applicant in the course of their job. Each hiring manager should make an effort to appoint a search committee that represents a diverse cross section of the staff. A member of the committee will be appointed as the Affirmative Action and Compliance Liaison who will monitor the affirmative action aspects of the search committee. Under-represented groups and women are to have equal opportunity to serve on search committees and special efforts should be made to encourage participation. Departments that lack diversity in their own staff should consider appointing staff outside the department to search committees or develop other alternatives to broaden the perspective of the committee.

Once the position description has been completed, the position can then be posted to the UCR career site via the ATS. Every effort should be made to ensure the accuracy of the job description and posting text. It may not be possible to change elements of a position once posted, because it may impact the applicant pool. To post the position: The requisition is created by the Service Center Human Resources Coordinator or Departmental Human Resources Coordinator and approved by the Service Center HR Organizational Coordinator or Organizational HR Coordinator Once approved, the Departmental HR Coordinator or Service Center will review the requisition and route online to the HR Classification Analyst who will assign the classification The requisition is then routed to the HR Recruitment Analyst who will post the position Applications can be reviewed and dispositioned once the minimum number of posting days has been reached Internal candidates will apply through the regular application process and will be included in the candidate pool along with external candidates (see 6.0 Special Considerations for details)

Talent Sourcing and Outreach
In order to identify the widest and talented applicant pool, sourcing and outreach activities should be engaged. Passive candidate sourcing is an activity which can be conducted during this phase in the recruitment process. This is typically done using social media and networking channels. OFCCP has specific guidance on this area of recruitment. Contact Staff Employee for information.

Monitoring/Updating Recruitment Plan/Diversity Strategy
Continuous monitoring of recruitment activity and recruitment plan effectiveness is critical to a successful search.

It is recommended that all search committee members review all Applicants to ensure more than one person assesses their qualifications and that individual opinion or biases are avoided. It is permissible to have at least two committee members review all Applicants for certain recruitments in which there are extensive applicant pools to best narrow down the pool. Alternatively, Human Resources may perform this function. Each committee member may provide comments to each Applicant’s qualifications as they relate to the minimum requirements of the position.

The interview is the single most important step in the selection process. It is the opportunity for the employer and prospective employee to learn more about each other and validate information provided by both. By following these interviewing guidelines, you will ensure you have conducted a thorough interview process and have all necessary data to properly evaluate skills and abilities

Preparing for the Interview
Once the short list (typically 3-5 identified for interview) is approved by the Office of Faculty and Staff Affirmative Action, the interview process can begin. It is important to properly prepare for the interview as this is the opportunity to evaluate the skills and competencies and validate the information the applicant has provided in their application and resume. Choose one or two questions from each minimally required skill and competency to develop your interview questions. Review the applicant's application or resume and make note of any issues that you need to follow-up on.
The Committee Chair should determine the following: Format of the interview and order of questions Questions to be asked of all applicants and the weight assigned Who is going to ask which questions Whether a work sample should be submitted The optimum start date for the position Any other details applicants may need about the role that were not noted in the position description Prior to the conducting interviews, the Search Committee Chair will notify members to download the application packets from. The Search Committee Chair will provide the committee with interview questions and evaluation tools.

Panel Interviews
Prior to the panel interview, committee members should ensure they know which interview questions each will ask. At the start of the interview, introductions of the Chair and panel members, including names and job titles/roles, are given. Next, the Chair should outline the format of the interview so that the candidate is aware of what is going to happen. A typical format might be: Introductions of each panel member A brief description of the role they are being interviewed for Description of how the interview panel will conduct the interview (e.g. each alternates questions and all will take notes) The candidate gives an overview of their experience Each panel member provides their questions at the conclusion of the interview. The interviewee is given time at the end to ask questions The interviewee is informed of the next step (e.g. will be contacted either by phone or in writing of the outcome) Thank the candidate for coming and ensure someone shows the candidate out

Virtual Interviews
To reduce travel costs and time associated with interviewing out of area applicants, virtual interviews can provide an alternative method to in-person interview.

Guidelines for conducting virtual interviews are as follows — To ensure fairness and equity in the interview process, it is recommended out of area applicants are provided an opportunity to interview in the same manner as local applicants during each stage of the interview process. Departments may elect to cover the travel costs associated with out of area applicant interviews but are not required to do so.

Interview Questions
Questions should be relevant to the position and seek information on specific skills and abilities to perform the job such as “describe your experience working with students in an academic environment and/or post-secondary degree-granting institutions”. Interview questions not pertaining to the current requirements of the position are not to be used (e.g. an interview question on supervisory experience if position will not be supervising employees).
The use of behavioral and/or competency based interview questions is strongly encouraged as, when properly crafted, they allow the interviewer to obtain more meaningful data to determine the applicant’s ability to carry out the duties and responsibilities of the job, as well assess their ability to adhere to the Company’s core competencies.

After the Interview Upon completing the interview, committee members will complete one of the following evaluation tools and forward to the Committee Chair along with any interview notes. Candidate evaluations should be sure to include only those comments which are relevant to the requirements of the position.

Testing and other Selection Methods
Tests and other selection methods such as requesting work or writing samples and presentations are additional tools used to assess candidates. However, use must comply with guidelines. Tests and the selection tools mentioned above should not be relied upon as the only screening mechanism. Interviews and reference checks should carry considerable weight in the overall decision process. As an alternative to testing applicants carefully crafted interview questions can be used to gather information on an applicant’s experience and ability to perform certain aspects of the job without the need for testing. Additionally, applicants provide job related certifications of completion for coursework or technical/industry certifications (related to the position) help to provide a measure of skill aptitude to further evaluate qualifications. The EEOC has set the following Employer guidelines when developing and administering tests: Employers should administer tests and other selection procedures without regard to race, color, national origin, sex, religion, age (40 or older), or disability. If a selection procedure screens out a protected group, the employer should determine whether there is an equally effective alternative selection procedure that has less adverse impact and, if so, adopt the alternative procedure. For example, if the selection procedure is a test, the employer should determine whether another test would predict job performance but not disproportionately exclude the protected group. To ensure that a test or selection procedure remains predictive of success in a job, employers should keep abreast of changes in job requirements and should update the test specifications or selection procedures accordingly. Employers should ensure that tests and selection procedures are not adopted casually by managers who know little about these processes. A test or selection procedure can be an effective management tool, but no test or selection procedure should be implemented without an understanding of its effectiveness and limitations for the organization, its appropriateness for a specific job, and whether it can be appropriately administered and scored. Employers should ensure that tests and selection procedures are properly validated for the positions and purposes for which they are used. The test or selection procedure must be job related and its results appropriate for the employer's purpose.

Welcoming the Interviewee
Interviewing can be a very stressful experience for some and the more at ease an interviewee is, the better you are able to identify true attributes. The following should be considered: Panel interviews, can be an intimidating environment for an interviewee, so remember to break the ice if possible When organizing interviews, it is best to assign a person who ensures the interviewees have the proper directions, parking details and who is easily accessible on the date of the interview Allow enough time for the interview so the interviewee does not feel rushed. Let the interviewee do most of the talking. Remember the 80/20 rule. The interviewee should be doing 80% of the talking. While it’s important to articulate the needs of your department and the role, this time is to gather as much data to evaluate their experience and ensure a proper fit. Be sure to review the interviewee’s resume in advance to assess skills and background. Take notes and ask for clarification on responses if needed. Be sure to avoid any inappropriate or illegal interview questions. Provide Company literature (if available) and benefit information to the applicant at the conclusion of the interview

Final Applicant
Once the interviews have been completed, the committee will meet to discuss the interviewees. Committee members will need to assess the extent to which each one met their selection criteria. The search committee evaluation tool will be helpful in justifying decisions and making them as objective as possible. Your documentation should demonstrate your selection decision. Documentation is required in order to comply with OFCCP requirements. As one of the most critical steps in the process, it is important to keep the following in mind: The best candidate for the position was chosen based on qualifications The candidate will help to carry out the Company and Department’s missions

Reference Checks
The purpose of a reference check is to obtain information about a candidate’s behavior and work performance from prior employers that could be critical to your decision, regardless of their skills, knowledge, and abilities. As past performance is the best predictor of future success, it is recommended references be obtained from current and previous supervisors who can speak to the candidate’s on the job performance. A hiring mistake is costly in time, energy, and money. Failure to check references can have serious legal consequences. If an employee engages in harmful behavior, which would have been revealed in a reference check, the Company can be held legally responsible for “negligent hiring”.

When to Conduct References
Reference checks should be conducted on the finalist(s) prior to making an offer. For UC employees, in addition to conducting references, a review of the master personnel file should be completed. All applicants are to be informed (during or after the interview) should they be a finalist, an offer would be contingent upon a reference from their current supervisor (the Company contacts current supervisor to request reference). The candidate should be informed that a single reference would not be the sole reason for a disqualification and all aspects of their candidacy, including their interview, will be taken into consideration.

Finalize Recruitment
Upon completion of the recruitment process the offer to the selected finalist is made. Prior to initiating the offer, it is recommended that one more check of the selection process be completed as follows: Review the duties and responsibilities of the position and ensure they were accurately described and reflected in the job description and interview process Review selection criteria used to ensure they were based on the qualifications listed for the position Confirm interview questions clearly matched the selection criteria Confirm all applicants were treated uniformly in the recruitment, screening, interviewing and final selection process Should there be any issues with the above, contact your Organizational Human Resources Coordinator.

Initiating the Offer
Once a final check of the selection process has been completed and the final applicant has been determined, the Committee Chair or designee will notify the Departmental HR Coordinator of the finalist’s name, salary and start date and enter the selection information into the ATS The Departmental HR Coordinator reviews the requisition in the ATS and ensures all applicants on the requisition have been assigned a decision code The Departmental HR Coordinator forwards this information to the Organizational HR Coordinator for review and approval Once approved, the Departmental HR Coordinator notifies the Committee Chair or designee of offer approval The Committee Chair or designee makes the offer to the finalist

Negotiating the Offer
Whenever possible, it’s recommended your best offer be made the first time as this displays proper market and internal equity practices and demonstrates good faith to the applicant. When offering the finalist the position, be sure to discuss the total compensation package (in addition to salary) such as paid time off and retirement benefits. Be excited and enthusiastic about the offer and let them know you are excited about them joining your team. UCR benefits and retirement programs are great selling points. In many cases, they are a key factor when deciding on accept or decline the offer. Finalists with additional benefit related questions should be referred to the Benefits webpage or Central Human Resources Benefits office. Lastly, if possible, discuss the great learning and development opportunities which may be available to them in achieving their professional goals. Most individuals value this just as much, in some cases more, than the base salary being offered.

Countering the Offer
Despite your best offer, there may be instances where the applicant declines Discuss the reasons for the offer being declined with the applicant – and look beneath the surface. Applicants decline offers for various reasons and not always due to the salary being offered. If an offer is declined due to salary, the department may make a counter offer provided the amount is within the appropriate guidelines for the role and department Counter offers must be reviewed and approved by the Organizational HR Coordinator

Finalizing the Offer
It is important that each recruitment be properly closed, including the notification of those interviewed and not selected, as well as all documentation associated with the recruitment.

Rules of conduct for employees are intended to promote the orderly and efficient operation of company, as well as protect the rights of all employees. Violations, therefore, shall be regarded as cause for disciplinary action.

These rules are published for the employees' information and protection. Ignorance of work rules is not an acceptable excuse for violation. It is each employee's responsibility to know the rules and abide by them. These rules are not all-inclusive, and other departmental or Company regulations may exist. Employees are expected to know and abide by these rules as well.

The objective of Company in implementing and enforcing this policy is to define workplace sexual harassment, prohibit it in all forms, carry out appropriate disciplinary measures in the case of violations, and provide procedures for lodging complaints about conduct that violates this policy and investigating sexual harassment claims.

Human Resources shall be consulted regarding the consistency of rule interpretation and appropriateness of the penalty being applied for violation of any of the rules and regulations of conduct.

Performance management is the process of reviewing an employee’s performance during the preceding year or cycle and deciding where he or she stands as far as their peers in the same band are concerned.

The process of reviewing results, arriving at a rating and then deciding upon the bonus or salary hike is what performance management is all about. Before we look at the topic sentence, it is important to understand what goes into the decision making process and who is involved in the same.

Typically, the process of performance management starts a month or two before the appraisal cycle ends. The appraisal cycle can be half-yearly or yearly depending upon the policies of the organization. Further, the appraisal cycle can be based on the calendar year or the financial year i.e. it can run from April to March of the following year or January to December of the same year. In the same vein, it can be half-yearly as well.

There are different rounds to the appraisal process.
In the first round, the people who participate in an employee’s appraisal are the employee and his or her manager. In this round, the manager gives a frank assessment of the employee’s performance after giving a chance to the employee to self-assess.

The second round consists of the manager and the manager’s manager. This round is mostly about deciding the band in which the employee falls post the rating and in comparison with his or her peers. This process of rationalizing the employee’s performance with others is called “normalization”. In some organizations, this takes place in the third round where the HR manager is involved as well. In any case, the ratings cannot be decided without the HR manager’s assent to the same. Once these rounds are over, the bonus level or the salary hike are decided.

What we have described in the above paragraphs is the way the system “ought” to work. However, as any HR professional or Industry magazines would tell you, the performance management process as it exists in many organizations leaves a lot to be desired. In fact, surveys and studies have found that the majority of employee’s who quit organizations do so because of differences over their ratings. In other words, attrition is in many cases a direct consequence of the way in which the performance management process is managed.

The question as to why this happens can be best understood if we understand the dynamics inherent in the process. For instance, despite exhortations from HR professionals and experts about letting personal biases and prejudices affect the process, in many cases, if the manager and the employee do not see eye to eye on many issues, the appraisal and the ratings are the place where this difference of opinion comes out into the open. Further, the organizations are themselves to blame in some cases as the process of “normalization” means a “winner takes all” approach which leaves the moderate performers bracketed with the poor performers. The point here is not to belittle the competitive environment that is the reason for this. On the other contrary, what is needed is a more holistic approach towards performance management that takes into account the varying needs of employee’s and a broader appreciation of differing working styles and motivations.

Irrespective certain type of system used, in general, payroll process works through the following sequential steps: Set Up of New Employees – New employees, hire process, payroll- specific information. Information should be set aside in the payroll department. Timecard / Attendance Information – An employer must have information about hours worked for employees. This may involve having employees scan a badge through a computerized time clock, punch a card in a stamp clock, or manually fill out a time sheet. Verifying Timecard Information – Whatever the type of data collection system used in the last step, the payroll staff must summarize this information and verify that employees have recorded the correct time. This of course, involves supervisors review the information, after it has been summarized and even though more advanced computerized timekeeping systems perform automatically. Summarizing Wages Due – This should be a straightforward process of multiplying the number of hours worked by an employee’s at standard wage rate. However, it can be complicated by overtime wages, shift differentials, bonuses, or the presence of a wage change partway through the reporting period. Employee Changes – Employees may ask to have changes made to their pay checks, typically in the form of alterations to the number of tax exemptions allowed, pension deductions, or medical deductions. Much of this information must be recorded for payroll processing purposes, since it may alter the amount of taxes or other types of deductions. Calculating Applicable Taxes – The payroll staff must either use tax tables to or manually calculate tax withholdings or have a computerized system or a supplier determine this information. Taxes will vary not only by wage levels and tax allowances taken but also by the amount of wages that have already been earned for the year-to- date. Calculating Applicable Deductions – There are both voluntary and no voluntary deductions. Voluntary deductions include payments into pension and medical plans, while involuntary ones include garnishments and union dues. These can be made in regular amounts for each pay check, once a month, in arrears, or prospectively. The payroll staff must also track goal amounts for some deductions, such as loans or garnishments, in order to know when to stop making deductions when required totals have been reached. Accounting for Payments – There will inevitably be cases where the payroll staff has issued manual pay checks to employees between payrolls. This may be caused by an incorrect prior pay check, an advance, or perhaps a termination. Whatever the case, the amount of each manual check should be included in the regular payroll, at least so that it can be included in the formal payroll register for reporting purposes, and sometimes to ensure that the proper amount of employer-specific taxes are also withheld to accompany the amounts deducted for the employee. Creating a Payroll Register – Summarize the wage and deduction information for each employee on a payroll register, which can then be used to compile a journal entry for inclusion in the general ledger, prepare tax reports, and for general research purposes. This document is always prepared automatically by payroll suppliers or by in-house computerized systems. Verifying Salary and Wage and Tax Amounts – Conduct a final cross-check of all wage calculations and deductions. This can involve a comparison to the same amounts for prior periods, or a general check for both missing information and numbers that are clearly out of line with expectations. Printing Pay checks – Print pay checks, either manually on individual checks or, much more commonly, through a computer printer, with the printouts using a standard format that itemizes all wage calculations and deductions on the remittance advice. If direct deposits are made, a remittance advice should still be printed and issued. Keying Payroll Information in General Ledger – Use the information in the payroll register to compile a journal entry that transfers the payroll expense, all deductions, and the reduction in cash to the general ledger. Sending payment Direct Deposit Notifications – If a company arranges with a local bank to issue payments directly to employee accounts, then a notification of the accounts to which payments are to be sent and the amounts to be paid must be assembled, stored on tape or other media, and sent to the bank. Depositing of Taxes – The employer must deposit all related payroll tax deductions and employer-matched taxes at a local bank that is authorized to handle these transactions. The IRS imposes a rigid deposit schedule and format for making deposits that must be followed in order to avoid penalties. Issuing Pay checks – Pay checks should, at least occasionally, be handed out directly to employees, with proof of identification required; this is a useful control point in larger companies where the payroll staff may not know each employee by name, and where there is, therefore, some risk of pay checks being created for people who no longer work for the company. Keeping / Issuing Government Payroll Reports – The government requires several payroll-related reports at regular intervals, which require.

Procedures
It is important that employees are treated fairly and receive prompt responses to problems and concerns. For this reason, the Company provides a grievance procedure to promote prompt and responsible resolution of issues raised by staff and administrators. This procedure may be used freely without fear of retaliation, and the Office of Human Resources is available to assist throughout the procedure. The process outlined below should be used if an individual disagrees with a supervisor’s action including any disciplinary action. If the problem involves Discriminatory Harassment, Sexual Harassment and/or Discrimination, reference to those policies should be made to initiate a complaint. When unsure which policy applies, contact should be made with a Human Resources HR Consultant or the Office of Institutional Equity for assistance.

Step One:
Discuss Complaint with Immediate Supervisor.
The Company encourages informal resolution of complaints. Employees should first discuss the complaint with their immediate supervisor within three (3) business days of the situation whenever possible. If the complaint is not resolved as a result of this discussion, or such a discussion is not appropriate under the circumstances, proceed to Step Two. If the action in dispute involves suspension or termination of employment, Steps One and Two should be bypassed. Note: If the immediate supervisor is an officer of the Company, Steps Two, Three and Four should be bypassed and the complaint submitted directly to the Associate Vice President for Human Resources who will send a copy to the Executive Vice President of the Company and schedule a meeting for employee, the Associate Vice President for Human Resources and the Executive Vice President or his designee.

Step Two:
Prepare and Submit Complaint Procedure Form to a HR Consultant for Review by Second-Level Supervisor.
If the employee feels the complaint was not resolved in discussions with his/her immediate supervisor, they may prepare and submit a formal written complaint for review by the person to whom the employee’s immediate supervisor reports (“second-level supervisor”). To do so, the employee should prepare a Complaint Procedure Form and submit it to a Human Resources HR Consultant within seven (7) business days of the Step One discussion with the immediate supervisor (or within seven (7) days of the event being grieved if Step One is bypassed). The Consultant will then review the complaint, send a copy to the second-level supervisor and the immediate supervisor (if appropriate), and schedule a meeting for the employee, the second-level supervisor, and the Consultant to discuss the complaint. The meeting will ordinarily be held within five (5) business days of the Consultant’s receipt of the Complaint Procedure Form. The second-level supervisor will issue a written decision, generally within five (5) business days of the meeting. If the complaint is not resolved to the employee’s satisfaction, they may proceed to Step Three. Note: If an employee’s second-level supervisor is a Vice President, the Employee Grievance procedure is complete at the conclusion of Step Two. If the employee’s second-level supervisor is a director of associate dean, the employee should proceed to Step Four (Vice President-level review) at the conclusion of Step Two.

Step Three:
Submit Complaint Procedure Form to Human Resource Director of HR Consultants for Review by Third-Level Manager.
If the employee is not satisfied with the Step Two decision, they may proceed with the complaint within five (5) business days of receipt of the Step Two decision by submitting it to the Human Resources Director of HR Consultant for review by the director in charge of their department or associate dean of the department if in an academic unit. A meeting between the employee, the Director of HR Consultant and the director or associate dean will generally be held within five (5) business days. The director or associate dean will issue a written decision, generally within five (5) business days of the meeting.

Step Four:
Submit Complaint Procedure Form for Final Appeal to the Appropriate-Level Vice President or Provost.
If the employee is not satisfied with the Step Three decision, they may submit the complaint to the appropriate level Vice President with administrative responsibility for their department or, for academic units, the Office of the Provost, within seven (7) business days of receipt of the Step Three decision. The Vice President or Office of the Provost will provide the Company’s final written response, generally within fourteen (14) business days. The employee’s department management will be notified as well.

General Information The time limits above are subject to modification on a case-by-case basis due to operational requirements, travel away from campus, in-depth investigations, etc. The Executive Vice President shall have final authority to resolve any disputes regarding the implementation of this Complaint Procedure, including determination of the appropriate decision makers.