Employment Policies and Procedures

Position Openings: Gonzaga follows recruiting policies and procedures consistent with diversity objectives, equal employment opportunity, and the University's Affirmative Action Plan. Openings are publicized through internal and off-campus posting and advertising. Contact the Employment Specialist for specific recruiting or position opening information.
Employment Status and the Evaluation Period: New employees hired in regular status and employees initially hired as temporary who are converted to regular status in substantially the same position serve a six-month evaluation period during which time they demonstrate their performance to their supervisor. Completion of the evaluation period is not a guarantee of continued employment. During this period the University may end the employment of employees without notice and without recourse to the provisions of Appendix 7, Counseling and Corrective Action, or Appendix 12, Grievance Procedure.

Following satisfactory completion of the evaluation period, sick leave accumulation and vacation eligibility are dated from the first day of employment in a regular position. If the temporary service was 20 hours or more per week and there was not a break in service for more than four weeks, sick leave accruals apply to all temporary service and vacation eligibility is based on the adjusted service date. Regular employees who are transferred or promoted to another regular position serve a new six-month evaluation period and do not have rights to return to the previous position. In this case, the evaluation period does not affect sick leave or vacation accumulation or recourse to Appendices 7 and 12. Employees initially hired as temporary in one position and then hired into a regular, substantially different position start a new six-month evaluation period when the regular position begins.

Satisfactory completion of the evaluation period is defined as the supervisor's judgement that the employee has the ability to perform the position's duties and responsibilities as outlined in the job description and defined by the supervisor. Supervisors are encouraged to communicate performance concerns with employees during this period, and should conduct a formal written performance appraisal at the end of the evaluation period. With the Assistant Vice President for Human Resources' approval, the initial six-month evaluation period may be extended up to an additional six months at the supervisor's recommendation.
Crediting Temporary to Regular Service

Adjusted Service Date - Employees with continual service (no more than a four weeks break in service) are given credit for their temporary service for benefits eligibility. An adjusted service date is the employee's original hire date in the temporary position.

Vacation and Sick Leave Accruals - If the employee worked 20 or more hours a week as a temporary, vacation and sick leave accruals apply to all previous hours worked. Vacation eligibility is based on the adjusted service date.

Six-Month Evaluation Period - Credit for the six-month evaluation period is given for all time in the same position. The employee must satisfy an additional six-month evaluation period if transferred to a new position. Consistent with the sick leave policy, sick leave accrues but is not available during the six-month evaluation period.
Promotion and Transfer: All interested, qualified employees who meet a position's minimum qualifications are encouraged to apply and will be evaluated. Selection is based on department needs and candidates' qualifications and performance. The University fills all job vacancies with the individual it deems most qualified for the position, and reserves the right to select candidates from outside the University at any time.

When openings become available, the University encourages selection from within, consistent with the above guidelines and the Affirmative Action Plan.
Hours of Work: The University's normal work hours are thirty-seven and one half (37.5) hours per week, Monday through Friday, 8:00 a.m. to 4:30 p.m. or 8:30 a.m. to 5:00 p.m. Supervisors should provide specific working hours based on work schedules. Variations from normal hours should be approved by the area vice president and the Assistant Vice President for Human Resources and communicated to staff members.

Alternative Work Schedules - The University supports and encourages the concept of flexible work schedules and telecommuting, balancing department and position requirements with individual employee needs. Employees may request alternative work schedules through their immediate supervisor, who will evaluate the request in consultation with the area vice president and Human Resources.

Time Reporting - The University is required by law to accurately record and pay for all hours worked, including overtime hours. Non-exempt employees are responsible for recording actual days and hours worked and signing the time sheet to certify that the time record is accurate. Falsifying time records is a serious violation of University policy and will not be tolerated. Although exempt employees are not required to report daily time worked, they are required to record on their time sheet all applicable absent codes.

Overtime - The University discourages overtime work but recognizes that, from time to time, supervisors may need to authorize work hours in excess of the normal work week. Employees must be paid in accordance with applicable labor laws. Non-exempt employees working overtime must be paid for all overtime hours worked. The first forty hours per work week are paid at current straight time rate. Hours worked over forty are paid at one and one-half time the regular rate.

Because overtime can result in significant cost for the University, staff employees must have prior supervisory approval to work overtime. Working unauthorized overtime is a serious policy violation and will result in Counseling and/or Corrective Action, up to and including dismissal.

Executive, Administrative, and Professional classifications are exempt from state and federal overtime provisions. Details of overtime provisions are available from Human Resources and Payroll.

Lunch Breaks - The normal lunch hour is 12:00 to 1:00 p.m., when most University offices are closed. Employees are not paid for this time. Variances from this time should be approved by the supervisor.

Rest Breaks - Full-time non-exempt employees receive a fifteen minute rest period the first half of their work shift and another fifteen-minute rest period the second half, and are limited to fifteen minutes of absence from the job. Part-time non-exempt employees receive a fifteen minute rest period for each four hours of continuous work time. Rest periods may not be used to cover late arrival or early departure, nor are they cumulative if not taken.

Medical Appointment Time Off - The University encourages employees to schedule medical appointments outside of regular work hours. However, supervisors may grant reasonable time off for appointments that cannot be scheduled outside the regular work shift without loss of pay or sick leave use. This time off is intended only for incidental, non-recurring appointments. It is not intended for recurring, regularly-scheduled appointments such as regular physical therapy, courses of treatment involving multiple appointments, or extensive testing over a period of time, etc. Medical time off is at the supervisor's discretion. Employees should clarify with their supervisor whether their particular appointments will be considered medical time off.

Pay for medical appointment time off is not in addition to a regular work shift if hours are worked up to, or beyond, the regular shift. Medical time off is for employees' appointments only and not for employees' dependents. See sick leave policy for family medical appointments.
Training: When possible, the University provides professional development opportunities to assist employees in their job performance, and where applicable, to aid in advancement. Supervisors are responsible for on-the-job training.
Communications: Through bulletin boards, employee newsletters, e-mail, meetings and a variety of other publications, the University provides employees with detailed information on matters affecting their jobs, and encourages effective two-way communication between employees and supervisors.
Use of E-Mail and Other Electronic Resources: Gonzaga's e-mail and Internet system is intended for University business and academic purposes only. All e-mail and Internet documents are considered University records and are subject to review by authorized University representatives, disclosure to law enforcement or government officials, or third parties through subpoena or other processes. Employees are required to insure that University-related information contained in e-mail/Internet messages is accurate, appropriate, and lawful. Transmitting or receiving material in violation of any government regulation or University policy is prohibited, including, but not limited to, copyrighted material, threatening or obscene material, offensive or obscene jokes and stories, or materials protected as trade secrets. Personal use of these resources is permitted consistent with Appendix 17 Network and Computer Resources Acceptable Use Policy.
Work Performance:

Annual Performance Appraisal - The University is committed to effectively communicating with its employees and encourages supervisors to define job responsibilities and performance standards. Performance appraisals are a source of positive reinforcement, allow supervisors and employees to jointly set goals, and identify deficiencies and training needs. Supervisors are expected to meet with their employees at least annually to formally review their performance using the University's Performance Management program.

Below Standard Performance - When an employee's performance fails to meet supervisory expectations and falls below skill and responsibility requirements or professional conduct standards, the supervisor and employee should work together to improve performance, if possible. Counseling, Corrective Action, and/or discipline may be appropriate. These processes are described more completely in Section VII and Appendix 7 Counseling and Corrective Action.
Personnel Records: Employee personnel records are maintained by Human Resources. Because current information is important, employees should inform Human Resources of name, address, phone number and emergency contact changes. Personnel files are confidential; however, employees may review their personnel file in the Human Resources office during business hours. Supervisors also may review the files of those employees for whom they are directly responsible.
Privacy of Health Information: Government regulations define standards to protect the privacy of health information. In the course of the employment relationship, an employee's health information may be used by the University when necessary for the administration of workers' compensation benefits or health insurance plan benefits. Employees may be asked to sign an authorization form to permit a Medical Provider or health plan to disclose health information to the University. Any such disclosure will only be used for the specific purpose of the disclosure and the University will take all reasonable precautions to protect the privacy of this information.
End of Employment: The University may end the employment of all classifications of employees at any time with or without cause. With the exception of employees in their evaluation period and those dismissed for serious misconduct, the University normally gives prior written notice of intent to end employment.

Notice by University - Generally, staff employees will be given two weeks notice; Professional, Administrative, and Executive employees four weeks notice. Employees are allowed reasonable time off with pay during the notice period for confirmed job interviews.

The University not required to give notice to employees in their initial evaluation period or those dismissed for serious misconduct

Notice by Employees - To insure smooth transition and continuous operations, employees are requested to give the University written notice of their intent to leave the University, including last day worked and reason. Staff employees should give two weeks notice, while Professional, Administrative, and Executive employees should give four weeks notice. The written notice should be given to the supervisor, who will send a copy to Human Resources.

Employees giving more than the required amount of notice in writing are not required to leave employment sooner unless dismissed for cause. However, if an employee is asked not to work through the entire extended notice period, the University will pay the employee through the original last day of employment designated by the employee in writing. If dismissed for cause, the employee is paid only through the dismissal date.

Last Day of Employment - An employee's last day of employment is the date recorded on the payroll. Unused vacation time does not extend the last day of employment date or prolong University-paid benefits coverage.
Exit Interview: Whenever possible, the Employment Specialist conducts an exit interview with employees who are leaving regular employment with the University. Human Resources collects the employee's identification card and Personnel Policies and Procedures Manual. Supervisors collect keys and other security or department materials.
Rehire: Employees rehired by the University within six months of their employment end date are credited with their previous length of service and accumulated benefit levels.
Non-University Employment: The University may prohibit non-University employment if it results in conflict of interest, adversely affects job performance, or brings discredit to the University. Non-University employment that adversely affects job performance is discouraged; serious and continuous interference with University interests caused by non-University employment may result in dismissal.
Employment of Relatives:

Employment of Spouse - University policy prohibits discrimination in employment and personnel actions solely on the basis of marital status. No employee, prospective employee, or applicant will be denied employment or benefits of employment solely on the basis of marital status. However, Gonzaga University retains the right to 1) refuse to place one spouse under the direct supervision of the other spouse where the potential exists for creating an adverse effect on supervision, safety, security, or morale; 2) refuse to place both spouses in the same department, division, or facility where the potential exists to create an adverse effect on supervision, safety, security, morale, or involves a potential conflict of interest or creates the reality or appearance of improper influence or favor.

When marriage of employees creates a situation as described above, a change in employee placement is required consistent with this policy and the University's transfer policy.

Employment of Other Relatives - Relatives other than spouses of University employees may be hired or transferred except where either would 1) have authority or practical power to supervise, appoint, remove, or discipline the other; 2) audit the other's work; 3) participate significantly in hiring or internal promotion; 4) be placed in circumstances where the relationship would lead to actual or potential conflict of interest; 5) create the reality or appearance of improper influence or favor.
Moving Expenses: The University may authorize full or partial payment or reimbursement for family and/or household for employees in selected positions. The appropriate vice president determines approval of these expenses at the time of hire; approval is at the University's sole discretion.
Reductions-in-Force/Layoffs:If reductions in the work force become necessary, the University will consider skills, work quality, and length of service when determining employees who could be laid off. Reductions-in-force may be a result of budget considerations, reorganization, or consolidated job functions. Appendix 20 Reductions-in-Force for Employees (Executive, Administrative, Professional, Staff)
References for Former Employees: Human Resources is the source of all information about former employees. Supervisors or employees who receive written or verbal reference requests from potential employers should refer requests to the Employment and Training Manager.
Disability Accommodation: It is the University's intention to treat employees who become disabled during their employment in a fundamentally fair and non-discriminatory manner. Consistent with University policy and applicable state and federal laws, such as the Rehabilitation Act of 1973, the Washington State Law Against Discrimination (RCW 49.60), and the Americans with Disabilities Act (ADA), the University has developed processes for considering reasonable accommodations for employees whose ability to perform their jobs is affected by physical and/or mental illness, conditions, or injuries. The University's Equal Opportunity Officer works with disabled employees, their supervisors, and medical personnel when appropriate to evaluate each situation. Medical verification may be required.
Background Checks: Background checks are conducted for all non-faculty employees generally once the position has been offered/accepted and once new hire paperwork has been completed. As part of the University hiring process, employees must successfully pass a background check. The level of background check conducted depends on the position. The standard items on all background checks include: criminal history, former employment, address, name, and social security number verifications. Additional information, based on the position include: education degree verification and personal credit history. Education degree verification is checked for all positions with a minimum qualification of a bachelor's degree or higher. Personal credit history is checked for positions that handle University finances as a key component of the job. Gonzaga University has the right to conduct additional background checks at anytime during one's employment without notifying the employee. All background checks are conducted by an outside provider and the employee has a right to request a copy of his/her background check results from the company. Background check results are considered property of the University.
Physical Examinations: An occupational physical is required before the start date of employment for any job that requires significant physical demands, or for current employees who go to jobs with significant physical demands. They are scheduled once the individual has accepted the position, and start of employment is contingent on passing the exam. If exam results indicate that all physical demands cannot be met, the University will consider reasonable accommodations. Physicals are conducted by an outside provider in coordination with Human Resources.
Employee Driving Record: Gonzaga University requires employees who will operate a vehicle on behalf of the University to provide a copy of their driving record. Employment will be contingent upon proof of a good driving record. This documentation will be requested at the time an employee accepts the position. Employees are responsible for providing this documentation to their supervisor on the first day of employment. The University may request an employee obtain an updated driving record at any time during one's employment. Employees against whom a disqualifying action (suspension or revocation of license or certificate) has been taken by the Department of Motor Vehicles; shall not be employed in a position in which driving on behalf of the University is a minimum requirement, nor will employees who develop a poor driving record be allowed to continue in such a position. Employees with a poor driving record are subject to corrective action and/or termination. Employees are responsible for maintaining a valid driver's license and/or special certificates required for the performance of job duties. Employees are also responsible for promptly notifying their supervisor of expiration, conviction, or other Department of Motor Vehicles actions against their driver's license or certificate.