Client Services Guide
HR's Client Services Center will provide each campus department with a dedicated team of HR professionals cross-trained in all aspects of human resources and available to give you the assistance you need when you need it.
A Letter from Assistant Vice Chancellor Randy Lopez
Human Resources launched a new organizational structure in mid-February 1999, and with it a renewed commitment to work collaboratively within our department to provide the best possible Human Resources advice and support to UCSF employees and managers. Our organizational changes took advantage of our department's consolidation into one location at Laurel Heights and created a new, cross-functional unit called the Client Services Center. All of our department's resources and expertise are more readily available and accessible to employees and managers at UCSF.
Human Resources' mission remains the same: to provide quality services to attract, develop, motivate, and retain a successful workforce for our campus and the greater University community. Our approach has been, and will remain, focused on matching our department's resources to clients' needs through consultation and timely delivery of information and expertise. We believe our new organizational structure furthers and strengthens our mission and approach.
We have the same great staff providing the same valuable services to the campus, but have tried to organize ourselves to make those services more synergistic than ever before. We realize, however, that not everyone knows what we do or how we do it and a new organizational structure does not, in itself, clarify such basic issues.
Toward that end, we are providing this Guide to Services, which is a ready reference to the services we provide and how to access them, answers to frequently asked questions, and a glossary of HR terms.
We hope you find this resource of value and welcome your comments and suggestions.
Randy Lopez, Assistant Vice Chancellor
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SECTION TWO: THE EMPLOYMENT CYCLE
SECTION ONE: DEPARTMENTAL UNITS
BENEFITS & FINANCIAL PLANNING
The Benefits & Financial Planning (B&FP) unit of HR administers the employee retirement and health and welfare programs for faculty and staff paid through the San Francisco campus, and conveys UCSF benefits interests and priorities to the Office of the President.
The University of California Retirement System (UCRS) includes the University of California Retirement Plan (UCRP), the Tax-Deferred 403(b) Plan, and the Defined Contribution (DC) Plan. UCRP is a defined benefit plan. Benefits are based on years of service, salary, and age. Membership in UCRP is a condition of employment for career positions. The 403(b) and DC plans are defined contribution plans. Benefits are based on the amount of money contributed to the plan and the interest or income earned on that investment.
The University of California's Health and Welfare programs encompass medical, dental, vision, legal, disability, life, flexible spending accounts, AD&D, homeowner/renter insurance, and Tax-Savings on Insurance Premiums (TIP).
Other services provided by B&FP include: information and assistance for individual employees and managers; biweekly New Employee Benefits Orientation; monthly UC retirement and savings programs; and training and support services for department benefits representatives. B&FP interacts with the UCRS staff, insurance carriers and other central offices and advises supervisors and managers regarding their role in employee eligibility problems. Upon disability, retirement, or death, B&FP provides counsels and advises employees regarding their participation and membership in Retirement and Savings Programs (UCRP, DCP, 403(b) Plans); e.g., options, limits, procedures, materials, and other resources and estimating and applying for retirement or disability income benefits. B&FP also assists in development of investment strategies.
B&FP works closely with staff at the Office of the President to develop and monitor retirement and health and welfare programs in order to promote appropriate utilization of all plans. This ensures compliance with retirement system documents, Group Insurance Regulations, University policies, the Internal Revenue Code and other laws thereby maintaining the University's fiduciary responsibility. B&FP also monitors vendors' compliance regarding service and contractual obligation to employees and the University.
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BUSINESS & INFORMATION TECHNOLOGY SERVICES
The Business Information and Technology Services unit provides business and technology services to effect multiple means of communication to a wide variety of clients regarding human resources issues. The unit is comprised of three service areas: Publications, Technology and Business Services.
Publications Services Group
In addition to maintaining the Human Resources website, the Publications Service Group is responsible for the design/layout, development and editorial consistency of all publications issued by the Human Resource Department. These publications include: HR Update, UCSF Employee Handbook, Supervisors Guide to the Americans with Disabilities Act, Development and Training Quarterly, Layoff Transition Workbook, Title and Pay Plan, and the HR Client Services Guide.
Most of these publications can be found on the Human Resources Website at http://www.ucsfhr.ucsf.edu.
Forms such as the Employment Requisition Form (ERF), Performance Evaluation Forms, Job Description Form (JDF), Layoff Referral Form (LRF), and the Recruitment Activity Report (RAR) are published by HR and copies can be obtained by contacting the Client Services Center at 502-8656.
Technology Services Group
The Technology Services Group provides support and consultation to the campus by advocating for, developing, and maintaining new and existing HR systems. Members of this group serve on the VCA&F Information Systems Work Group, with unit managers, to plan hardware and software configurations and standards for the campus community. The Technology Services Group also provides the computer hardware, software, datababase management, statistical reporting and connectivity expertise to support the HR department. Departmental and campuswide systems supported include INFORM, Classification Services Database, Merit processing, and databases to support HR processes and activities such as the Development & Training course registration system. The group also evaluates, recommends and maintains vendor-provided HR software systems that support salary market data analysis, applicant management and temporary employment.
Business Services Group
The Business Services Group supports the infrastructure of the HR department by providing departmental budgetary and fiscal administration, support and training and acts as a resource in these matters.
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CLIENT SERVICES CENTER
HR's Client Services Center (CSC) provides each campus department with a dedicated team of HR professionals cross-trained in all aspects of human resources and available to give clients the assistance they need, when they need it. Service and information for all HR activities-recruitment, classification, extended leaves, performance coaching, HR management-all are available through the CSC teams.
The CSC teams are comprised of employees from within existing Labor & Employee Relations and Staffing & Compensation units. The teams appreciate the unique needs within each department and provide backup to one another when urgent needs arise. Expertise from across the department is called upon to address more complex, cross-functional issues.
LABOR & EMPLOYEE RELATIONS: Labor and Employee Relations (LR/ER) provides comprehensive professional services in the areas of Employee Relations and Labor Relations to a wide variety of campus clients. They are responsible for fair and consistent interpretation and administration of personnel policies and collective bargaining agreements. They also monitor compliance with local, state and federal laws such as Americans with Disabilities Act, Family and Medical Leave Act, and Fair Labor Standards Act. LR/ER is charged with ensuring that the employee's, the manager's and the institution's rights all are protected. In addition, they provide (1) case consulting services to client departments on performance management; (2) coaching and counseling motivation techniques for enhanced performance and the performance evaluation process itself; (3) informal dispute resolution; and (4) advice on how to conduct fair and objective investigations and, when necessary, administer appropriate discipline. Professionals performing these functions are members of the Client Service Center Teams providing consulting services to employees and managers alike.
The goal of our employee relations function is to foster a more collaborative work environment. Toward that end, the consultants in the Client Service Center Teams provide advice to employees covered by Personnel Policies for Staff Members on their rights, advice to managers on fair and consistent application of personnel policies and collective bargaining agreements, and training on new and emerging employment laws and general human resource topics such as performance. Employee Relations also develops and implements policies; processes wage increases such as merit and range adjustments; processes unemployment insurance claims; and conducts OLPPS policy training classes. The Client Service Center Teams work with representatives from other campus departments such as Sexual Harassment Prevention, Affirmative Action, Legal Affairs and other human resources functions to provide comprehensive advice and consulting services to our clients.
The majority of employees at the University of California are represented by unions and are governed by collective bargaining agreements. Labor Relations represents UCSF in the University-wide collective bargaining process, and in grievance, arbitration and hearing processes.
Working in partnership with the unions, LR/ER meets with union representatives to discuss changes in working conditions and health and safety issues, to resolve employee issues, and to negotiate settlements of disputes. They also provide labor relations training for supervisors and managers.
STAFFING & COMPENSATION: Staffing and Compensation (S&C) professionals in HR's Client Services Center provide comprehensive consultative services related to classification, recruitment, short-term and long-term employment, and compensation programs for the University. They develop and administer recruitment and outreach strategies as well as job evaluation and salary programs. In addition, they serve as consultants to client departments on organizational analysis and operational needs and review systemwide proposals that affect the nine-campus system. People performing these functions act as members of the Client Service Center Teams to provide the full range of services and activities to clients.
S&C provides staffing and recruitment services to attract and refer qualified applicants for career and casual positions. Working with campus clients, they provide strategic advertising, long-range planning and consulting services to aid in reaching hard-to-find administrative, professional, management, technical, research, and information technology candidates.
Compensation programs at UCSF serve as the catalyst for organizational performance by defining pay, rewards and incentives that attract, retain, reward, and motivate a highly qualified and diverse work force. Pay programs at UCSF are market-based and internally consistent. Individual and team compensation is based on performance and contribution toward organizational goals and objectives. S&C provides compensation consultation and advice on internal equity, salary setting, and market pay trends. Pay practices are based on applicable policies defined in the University manual, Personnel Policies for Staff Members, and described in various collective bargaining agreements.
Classification. To ensure equitable compensation throughout UCSF, S&C performs classification reviews of both filled and vacant positions. Several tools are used as part of the job evaluation analysis. These include:
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Development and Training (D&T) provides support for increasing employee effectiveness on the job, contributes to employee development, and is instrumental in guiding the campus toward new and more effective ways of working.
D&T manages and offers a specific curriculum of courses in Human Resource Management, Business Processes, Career Development, Communication, and Individual Effectiveness. Following are some of the steps involved in accomplishing this.
Specific Need Assessment & Training
Within the context of a unified campus training approach, D&T works with individual campus units to meet unique skill, knowledge and development needs. This is a consultation process which may result in training courses or in coaching for the unit leadership.
D&T also provides Organizational Development services that assess organizational processes and group dynamics and their impact on a work unit. When a unit discovers a need for improvement in their effectiveness, services are available to:
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DISABILITY MANAGEMENT SERVICES
The Disability Management Services (DMS) unit of Human Resources administers the UCSF workers' compensation program and facilitates return-to-work initiatives for employees who have, or who may develop, health problems affecting employment. Staffed by a team of interdisciplinary professionals with human resources, risk management and rehabilitation expertise, DMS files and coordinates all work-related injury matters and facilitates reasonable accommodation and return-towork matters campuswide, for both work-related and non-work-related disablities.
Underlying their approach is the assumption that work disruption related to health problems can be anticipated, and resulting disability can be prevented or minimized through proactive interventions. They strive to balance the requirements of the many benefit systems and regulations impacting disability in order to help employees stay at work and to protect the productivity of campus departments.
Their services are department focused consultations, delivered in three broad areas: injury prevention, disability prevention, and disability management.
DMS provides information to campus leadership and department managers regarding injury and loss time trends and costs to guide the design and implementation of prevention programs. They complete job analysis forms which delineate the essential functions and physical demands of jobs across campus. In the event of injury, they also perform ergonomic workstation assessments and provide advice to help departments and employees avoid further repetitive strain or over exertion. DMS staff provides training to departments about workers' compensation, disability compensation, injury prevention, reasonable accommodation and return-to-work matters.
Managing cases from onset to resolution is a function DMS shares with physicians, department representatives, and claims adjusters. In the workers' compensation area, particularly, DMS is the source of information for employees and departments involved in claims. They offer guidance and support for employees and consultative support for supervisors and department representatives to coordinate transitional work that allows employees to remain at work while they heal. In this way, departments are able to retain productive staff. Payroll processing when workers' compensation and partial disability payments are involved is an especially complicated process which DMS has automated through a web-based calculator.
In circumstances where employees experience time loss, DMS facilitates return to work. Theywork closely with our workers' compensation administrator of Sedgwick CMS to obtain the necessary information to plan for claim resolution and return to work. Crafting timely return to work plans with employees, their physicians and department representatives is an area of continued focus. In certain circumstances, employees have, or develop, longer term disabilities which affect their ability to perform the essential functions of their jobs.
In those cases where injury or illness makes an employee's return to work impossible or impractical, medical separation from the University is considered, which involves a review by DMS. In all of these instances, DMS facilitates the evaluation and provision of reasonable accommodation. Special job search services are provided to eligible employees through the workers' compensation and priority reassignment programs in order to offer disabled employees and campus departments maximum employment opportunities.
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FACULTY & STAFF ASSISTANCE PROGRAM
The Faculty & Staff Assistance Program (FSAP) provides free and confidential professional counseling to University faculty and staff for a variety of personal and/or work-related problems including marital or family difficulties, substance abuse, depression, grief and loss, stress, anxiety, conflict resolution, and transitions.
FSAP counselors also provide consultation to faculty, department managers, supervisors, and administrators regarding workplace and employee-related concerns.
The program services are provided by a staff of licensed counselors.
Employee Emergency Loan Program
The Employee Emergency Loan Program has been established by the University in order to provide limited assistance within specific eligibility criteria for career employees who have an immediate need for funds as the result of an emergency. For more information or to apply for an Employee Emergency Loan, please contact the Faculty and Staff Assistance Program.
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SECTION TWO: THE EMPLOYMENT CYCLE
PLANNING TO HIRE FOR AN OPEN POSITION
How do I go about hiring someone? (CSC-S/C)
The hiring department typically initiates open recruitment for the vacant position. This is done by sending an Employment Requisition Form (ERF) and a job description (or just an ERF if the vacancy is a replacement position with no changes in duties) to their Staffing and Compensation Analyst. The position is posted, and shortly after, the Staffing and Compensation Analyst will refer any Preferential Rehire and Priority Reassignment referrals that match the selection criteria for the position. If the hiring supervisor determines that these candidates do not possess the skills, knowledge, and abilities to perform the essential job functions, resumes of others who have applied for the position will be screened and referred to the hiring supervisor. In addition, resumes may be matched from the system to expand the applicant pool. Typically, the Staffing and Compensation Analyst will forward only the most qualified applicants.
The hiring supervisor may form a Selection Committee comprised of other members in the department and campus to assist with the interview and selection process. Candidates selected for interviews should be contacted by phone or mail to arrange the interviews. After interviewing, reference checks on the finalists should be conducted. When the finalist of choice has been determined, the hiring supervisor can discuss hire-in salary and start date as part of the job offer to the finalist. In addition, if the finalist needs to relocate from outside the Bay Area to accept the position, the hiring department can reimburse moving expenses. Hire-in salaries and reimbursement of moving expenses are guided by appropriate University policies; exceptions to these policies need to be addressed to the Staffing and Compensation Analyst.
Do we have to recruit for vacancies? For how long before making a selection? (CSCS/C)
It is the general policy of the University to openly recruit for vacant positions from both within and outside of its workforce to obtain qualified applicants. The length of time depends on the job posting filing period (for most jobs the filing period is two weeks) and the length of time it takes the hiring department to review resumes, conduct interviews and reference checking, and to make a job offer that is accepted by the finalist of choice.
Recruitment normally is not needed if the position is a casual appointment and not in the Management and Senior Professional program and the hiring department has already identified a qualified candidate. In exceptional circumstances, recruitment for career positions can be waived after review on a case-by-case basis by your Staffing and Compensation Analyst.
What is required to get a job classified? (CSC-S/C)
The classification review process begins with the preparation of a job description that describes the duties and responsibilities assigned to the position. The job description should be completed by the incumbent and/or supervisor of the position, be sent through your departmental signature process and subsequently sent to your Staffing and Compensation Analyst for review.
Can I get consultative services on a major reorganization or restructuring in my department? (CSC-S/C)
Contact your HR Client Services team; the Labor and Employee Relations and Staffing and Compenstion specialists will assist you in planning your reorganization.
How do I post a job? (CSC-S/C)
You need to complete and get appropriate signatures on two forms to initiate posting a job: Employee Requisition Form (ERF) and a job description. If the job is a replacement position and there are no changes to the job duties, another job description does not need to be completed, just the ERF. The forms should be sent to your CSC-S/C analyst.
How do I go about advertising for a vacant position? (CSC-S/C)
The Staffing and Compensation analyst in the HR Client Services Center is available to help develop and place ads for your jobs, both in printed media and on the Internet. If the advertisement is for a Sunday edition of the SF Chronicle, we need to know by no later than Thursday. Internet ads are usually placed within 24 to 48 hours. Hiring departments must give us final approval on ad copies before ads are placed
What is the process for hiring a temp? (CSC-TEP)
If a department wishes to hire a TEP employee, they should call in a job order (JO) to any one of the TEP staff members. The JO should contain job duties, responsibilities, and necessary skills to perform the job such as word processing, software/hardware, medical transcription, special billing, UC experience, and front office experience.
Can I have a TEP employee by tomorrow? (CSC-TEP)
On most job requests, yes. For hard to fill positions, such as Medical Transcriptionist, positions requiring UC financial experience, and combination software proficiency, the search could be longer.
How does TEP recruit/screen candidates? (CSC-TEP)
TEP recruits candidates by advertising at Job Fairs, TEP employee referrals, special flyers, networking with community agencies, and sometimes with ads in the Chronicle. Candidates for the TEP are interviewed and their skills are evaluated on our Qwiz system. We have basic skills evaluations and a variety of word processing evaluations.
Does TEP have anyone with UC experience? (CSC-TEP)
Does TEP have anyone with UC Financial experience? (CSC-TEP)
We do have employees in our pool with UC financial experience. Most are working on assignments. When they become available, we try to prioritize the needs among departments when making an assignment.
What is the TEP recharge rate to my department? (CSC-TEP)
The TEP recharge rate is the employee's pay rate x 26.2% ($10.91 X 1.262 = $13.77). The "mark-up" covers the cost of the employee's leaves and benefits as well as the administrative cost of managing the program.
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WRITING A JOB DESCRIPTION
Who pays for recruitment ads and who decides when they are needed? (CSC-S/C)
Typically, the hiring department discusses the need to advertise for the position with its Staffing and Compensation Analyst. The Analyst can advise on appropriate content and placement of the ad (e.g., newspaper, journals, internet sites). Human Resources recharges the hiring department for the cost of the ad plus a small handling fee.
After selection, what forms do I need to effect hire? (CSC-S/C)
A Recruitment Activity Report needs to be completed and sent to your Staffing and Compensation Analyst in order to close out the job.
At what grade is this title? (CSC-S/C)
Some titles fall into a grade structure and some do not. The assigned grade for those titles that are graded can be located on the campus Title and Pay Plan accessed on the Human Resources web site.
How can I be sure that the action I want to take complies with UCSF policy or collective bargaining agreement? (CSC-LR/ER)
You may consult with your HR Client Services Labor and Employee Relations Analyst to ensure that the action you are contemplating complies with UCSF policy or collective bargaining agreement.
When will my reclassification become effective? (CSC-S/C)
Reclassifications are typically effective the first of the month after the request has been received by the Client Services Center. Exceptions to this policy are reviewed on a case-by-case basis and approved by a CSC-S/C analyst.
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How can I track an applicant's progress in the system (i.e. where is my application?)
Inquiries about the receipt of a resume and/or the status of an applicant who has applied to a particular job(s) can be answered by the Front Desk Staff (476-1645).
How quickly can I hire someone? (CSC-S/C)
Most non-supervisory jobs are posted for a two-week period, supervisory jobs for a three-week period, and management jobs for a four-week period. The earliest point that you can make a job offer is the day after the posting period has ended.
I already know I want to hire Jan Doe. What do I need to do to make it happen? (CSC-S/C)
If your vacancy is a casual position, you may use the Quick Hire Process to hire Jan. If it is a career position, you should generally openly recruit to fill the position to ensure open access to the position and the selection of the best available candidate. If you believe there are unusual circumstances that make recruitment inappropriate, contact your Staffing and Compensation Analyst to discuss the possibility of getting approval for a waiver of recruitment. Waiver requests are reviewed on a case-by-case basis by a CSC-S/C analyst.
Please define the Quick Hire Process. (CSC-S/C)
This process applies to any casual and per diem positions except those in the Management and Senior Professional (MSP) program. The Quick Hire process is one that is used when the hiring department has identified a candidate and does not need to recruit. The hiring department will be ultimately responsible for the classification, the selection and the salary setting of employees hired through this process.
The department is responsible for ensuring that casual positions do not become career by default.
How much of a salary increase can I offer upon reclassification or promotion? (CSC-S/C)
Pay policies differ by personnel program and collective bargaining agreements. However, there are basic rules of thumb for promotion or upward reclassification:
If employee is in a step-based title and goes into another step-based title (e.g., AA I to AA II), he/she would receive a one-step increase. If a one-step increase is below the minimum of the new range, then the salary is increased to the minimum of the new range. If a one step increase does not fall exactly on a step in the new range (e.g., AA II to AA III), it is general campus practice to round up to the next step on the new salary range.
If the employee is in a step-based title and goes into a grade-based title (e.g., AA III to Administrative Analyst) or from a grade-based title into another gradebased title (e.g., Administrative Analyst to Senior Administrative Analyst), campus practice is to consider internal and external equity as well as budgetary restrictions and to apply an increase which is typically between 5 and 15 percent.
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A NEW HIRE
How much vacation do I earn?
Vacation leave is accrued based on years of service with the University as provided under the University personnel policy program or the collective bargaining agreement that applies to your job title. These years of service need not be consecutive. Periods of employment with the State of California and the Department of Energy also count toward years of service. Departments are responsible for calcluating University service for vacation accrual rates. The amount of vacation leave earned is pro-rated for part-time employees and part-time employees must be on pay status at least one-half the working hours of the month in order to accrue vacation.
How much sick leave do I earn? (CSC-LR/ER)
Sick leave is earned at a rate of eight hours per month for a full-time employee. It is pro-rated for part-time employees. You must be on pay status at least one-half the working hours of the month to earn sick leave.
Who is my supervisor or to whom do I report? (CSC-LR/ER)
Your supervisor is someone who may or may not have the word "supervisor" as part of his or her title, but whose "official" job includes supervision or management as part of the job description.
Who offers orientation to new employees? (B/FP)
Presently, the New Employee Orientation Program consists of a two-hour presentation hosted by the Benefits and Financial Planning Division of the UCSF Human Resources Department. Check with your Department Benefits Representative for the current schedule or visit the Human Resources website at http://www.ucsfhr.ucsf.edu. The agenda includes an overview of Retirement Plans, Investment Options, and Health and Welfare programs available to eligible UC employees.
What benefits are available to casual employees? To career employees? (B/FP)
There are several different levels of benefits eligibility depending upon the nature of one's appointment (percent-of-time and duration). Some casual appointments may be eligible for no benefits. Other casual appointments may be eligible for CORE benefits (UC-paid CORE Major Medical and Life Plans) and Accidental Death and Dismemberment (AD&D) or Limited Career benefits (choice of career medical plans as well as UC-Paid CORE Life and Employee-Paid Career Life plans), and AD&D. Career eligibility, in addition to the aforementioned, can provide dental, vision, legal and disability insurance. Generally, all non-student employees are eligible to participate in the voluntary Retirement Savings Programs.
When can I enroll or change coverage? When must enrollment forms be completed? (B/FP)
Enrollments/changes in coverage must be completed and received by UC within the 31-day PIE (Period of Initial Eligibility) beginning with the date of the eligible appointment or change in eligibility/family status.
I am a new employee. How do I sign up for my benefits and where do I get information? (B/FP)
First, you should check with your Department Benefits Representative. Obtain a copy of Your Group Insurance Plans booklet. Attend a UCSF New Employee Orientation Program. Enrollments are completed on-line via either bencom.fone or the UCbencom website (Benefits PIN required). Enrollments must be completed within the 31-day Period of Initial Eligibility (PIE).
How do I start 403(b) contributions? (B/FP)
You should first review Tax-deferred 403(b) plan information and learn about your investment options and determine your investment strategy-visit http://www.ucop.edu/bencom. In order to participate in the 403(b) Plan, your MAC (Maximum Annual Contribution) amount must be on file in UC's Payroll system. The MAC is a data element that governs your eligibility to contribute to the plan. For ongoing employees, these annual, systematic calculations are completed each Spring using your January payroll data. New employees will need to call the Benefits & Financial Planning Office to request that a "New-Hire MAC" be manually calculated. You may begin your 403(b) contributions by visiting UCbencom at http://www.ucop.edu/bencom for the interactive, on-line 403(b) Salary Reduction Agreement. Or you may submit a form (UPAY 801) to the Payroll Office.
Where should my 403(b) money be invested? (B/FP)
There's no single answer to this question because it depends on many personal factors. How much income you have to invest, how long you will be investing, your tolerance for risk, your financial goals and your current financial situation are some of the factors you will need to consider to develop an investment strategy for yourself. To get started, attend one of the noon hour presentations on the 403(b) Plan conducted by staff from the Benefits & Financial Planning Office.
What is my PIN? (B/FP)
Your Personal Identification Number is your code that permits you to access your personal benefits information over bencom.fone at 1-800-888-8267 (press 1) and to take some benefits actions over the web at http://www.ucop.edu/bencom If you don't know your PIN, call the Benefits & Financial Planning Office at 476-4741 and leave your name, Social Security Number and phone number and your PIN will be reset.
What is the phone number for my insurance plans? (B/FP)
Telephone numbers are listed at http://www.ucsfhr.ucsf.edu or on the Carrier Information sheet available from your Department Benefits Representative or on your insurance ID card.
Where can I get benefits forms? (B/FP)
Forms are available from your Department Benefits Representative; some are also available at http://www.ucop.edu/bencom.
What dental plan do I have? How much life insurance do I have? (B/FP)
Your insurance enrollments are listed on your Surepay or check stub each payday. You can also call bencom.fone at 1-800-888-8267.
How can I get a copy of my retirement statement? (B/FP)
Call bencom.fone at 1-800-888-8267 and use your Social Security Number and PIN and follow the prompts.
May I take a distribution from my retirement account? (B/FP)
Generally not, unless you have separated from UC employment. Under certain circumstances, you may take a distribution. Contact the Benefits & Financial Planning Office at 476-1400 for more information.
Does the University have a loan program? (B/FP)
There is an Emergency Loan Program through the Faculty and Staff Assistance Program at 476-8279. If you have a 403(b) account with at least $1,000, you may be able to obtain a loan by calling bencom.fone at 1-800-888-8267.
How much service credit do I have? (B/FP)
It is important to distinguish between Retirement (UCRP) Service Credit and University (Employment) Service Credit. UCRP service credit is one factor used to calculate your UCRP benefits. University Service is the basis for service awards and for vacation accrual rate. If you are a member of UCRP, you earn UCRP Service Credit in direct proportion to the percent of time you are on pay status in a pay period, up to 100% time. This service credit continues to accrue even if you're on pay status at less than 50% time. University Service Credit is earned at the rate of one month for any month you are on pay status at least 50% of the working hours of the month. If you are on pay status less than 50% time, University Service credit is not earned for that month.
What is Workers' Compensation? (DMS)
A no-fault insurance system designed to provide medical and disability benefits to employees who become injured or ill as a result of their work.
How do I file a Workers' Compensation claim? (DMS)
A claim form (DWC-1) and Employee Injury Questionnaire (EIQ) should be completed as soon as possible. Supervisors should maintain a supply of these forms in every department and provide a copy to injured employees. The forms are also available at the DMS offices by calling (415) 476-2621. Employees should report all injuries and illnesses immediately to their supervisor, no matter how trivial. A delay in reporting an injury may result in a delay in providing benefits or may even jeopardize eligibility for benefits. If an employee has to miss time from work due to the injury, an Extended Sick Leave form also needs to be completed.
What are the Workers' Compensation benefits? (DMS)
The following workers' compensation benefits are provided as required by the State:
In addition to these benefits, UCSF provides additional benefits as follows: sick leave, vacation pay, and extended sick leave benefits to supplement temporary disability payments; and, Return to Work programs to enable employees to continue to work in modified jobs and gradually transition back to their regular jobs as injuries and health problems heal.
Where do I go if I need medical care for work injuries? (DMS)
All UCSF employees should go to Employee Health Services at Mt. Zion for care.
Employees who have pre-designated a personal physician should contact their doctor to receive treatment as soon as possible.
What is UCSF's Workers' Sedgwick CMS? (DMS)
The University is self-insured for workers' compensation. Instead of having a "carrier," the University has a Third Party Administrator: Sedgwick CMS. There is no "policy number." If your doctor asks you for the name and address of your employer's workers' compensation "carrier" and for your employer's "policy-number," give your doctor the following information:
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How do I release, transfer, or promote a probationary employee? (CSC-LR/ER)
Although it is possible to promote or transfer an employee during the probationary period it is unusual. Probationary periods are intended to determine if an employee is suitable for University employment within a specific position and whether the employee believes University employment is desirable. In most cases, employees are expected to complete the probationary period before a transfer or promotion is considered. However, there are situations where an employee may transfer or be promoted based on such factors as the employee's reasons for seeking the change, the department's reason for supporting the employee's request, the employee's performance and qualifications, and the presence or absence of recruiting difficulty.
Probationary employees are released as a result of less than satisfactory performance. Management is advised to contact their Client Services Labor and Employee Relations Team member when performance first becomes an issue or the possibility of transfer and promotion is raised.
How can I be sure that the action I want to take complies with UCSF policy or contract? (CSC-LR/ER)
Managers and supervisors should first read the applicable labor agreement or personnel policy. You can check to make sure you are correct by contacting your Client Services Labor and Employee Relations Team member.
Is a non-career employee who becomes career required to serve a probationary period and is written notice required? (CSC-LR/ER)
Yes. If the non-career employee has not served a probationary period, and becomes a career employee, all labor agreements and the personnel policies require that a probationary period be completed. Written notice to the employee is required by contracts and policy in some if not all cases. The only exception is for employees who are in the Managers and Senior Professional Program, where a probationary period is not required.
Can I extend the probationary period? If so, how and when must it be done and under what circumstances? (CSC-LR/ER)
Yes, under circumstances such as where there has been a change in supervision during the probationary period, a transfer to a different job or there is the assignment of important responsibilities late in the probationary period. The probationary period may be extended for up to three months. Contracts and policy require written notice with stated reasons to be provided at least 7 calendar days before the effective date of the extension.
How long is my probationary period? (CSC-LR/ER)
A probationary period is generally six (6) months in length. Employees who are hired from a casual to career position may receive partial credit for the casual University service, if it is the same position.
How often am I evaluated during my probationary period? (CSC-LR/ER)
You should be evaluated at least once during your probationary period.
Can my probationary period be extended? (CSC-LR/ER)
Yes, if further time in the probationary status is believed to be necessary to allow the supervisor to determine if you can successfully perform your job duties, your probationary period may be extended for a specific period of time, not to exceed three months.
If I change positions, do I have to serve another probationary period? (CSCLR/ER)
No. Once you reach career status, changes in employment, without a break in employment with the University, do not require you to serve another probationary period.
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Where can I get trained as a supervisor, manager, or team leader? (D&T)
The Development and Training Unit offers a wide variety of training which will help you become a better supervisor, manager, or team leader. You can read full course descriptions and enroll on the web at http://training.ucsf.edu. The Development and Training Unit staff can also refer you to training held throughout the Bay Area. Call 476-4032 for assistance.
Who can come to my department and give a workshop or training? (D&T)
The Development and Training staff will help you arrange on-site training for your unit. The staff will help you to determine if your need would be best served by a predesigned course, or by a course designed or customized specifically to meet the needs of your unit. An internal Training Specialist, from Development and Training, might teach the course or you might be referred to an external training consultant.
How do I develop my employees? (D&T)
While it is essential that employees take responsibility for their own professional development, you can provide essential support. Here are some examples. Ask an employee what his/her short- and long-term career goals are; and ask how you might support him/her. Make for skill development planning an active part of your management of an employee's performance. Support an employee's enrollment in Development and Training courses. Encourage an employee to complete a written professional development plan, and to follow through on it. Suggest that an employee become a member of the Alumnae Resources, a premier non-profit career development organization with which Human Resources has a corporate partnership. Negotiate a work schedule flexible enough to permit an employee can take desired academic courses. Nominate an employee for the Management or Professional Skills Program. Encourage the employee to develop a mentoring relationship with a manager in another unit. Learn how you can mentor the employees in your unit. The Development and Training Unit (476-4032) can give you many suggestions of ways to support employee development.
Where are there resources which can help me better prepare or train my staff? (D&T)
The Development and Training Unit provides a variety of training resources, including a wide range of training courses. You can read full course descriptions and enroll on the web at http://training.ucsf.edu. Development and Training can also help you arrange for training on-site in your unit. And they can provide teambuilding and organizational development consultation for your unit as well.
Who is eligible, and when, for time off for training or development workshops? (D&T)
The department head, in consultation with the supervisor and Human Resources Director, determines the degree to which participation in employee development programs shall be considered time worked and the degree to which payment of fees shall be provided by the department. The department head may approve an employee's attendance at position-related or career-related programs as time worked. An employee's participation in educational enrichment programs shall not be counted as time worked. See University of California Policy 260, Employee Development, for complete information. (http://www.ucop.edu/ucophome/system/).
Where can employees get information on career planning? (D&T)
Contact Development and Training. Working with other UCSF units and outside agencies, this unit provides a course on career planning and sponsors special career development workshops. It also provides a template for a career development plan and distributes the pamphlet Getting There from Here, a Guide to Career Mobility at UCSF. The Human Resources Department also has a corporate partnership with Alumnae Resources, a non-profit career development organization. Through this partnership employees may use all the services at a reduced rate (career counseling, career development workshops, resource library, etc.).
How do I, or my employees, get advanced? (D&T)
The best single source of information about advancement is Getting There from Here, A Guide to Career Mobility at UCSF. This booklet is available in hard copy from the Development and Training Unit and on the web at http://www.ucsfhr.ucsf.edu. Most people advance by moving from unit to unit within UCSF. Reclassification is also a method of advancement if your actual job responsibilities change.
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ONGOING SUPERVISION AND WORK RULES
When is a layoff appropriate and what is the procedure? (CSC-LR/ER)
Procedures for layoff can be found in the Manager's Guide to Layoff. The Guide is available through your HR Client Services Center, Labor and Employee Relations analyst.
Who is eligible for a performance award? (CSC-LR/ER)
All casual and career employees are eligible for performance awards in accordance with the applicable personnel policy or collective bargaining agreement.
Who calculates seniority points for layoff? (CSC-LR/ER)
Seniority points are calculated by the HR Client Services Center.
Do I need satisfactory medical proof of my employee's inability to work? (CSCLR/ER)
Normally in situations where an employee calls in with a cold or sickness that will keep the employee out of work for one or two days, no medical proof is needed. The exception to this is where the employee has a history of excessive absenteeism and a medical provider's proof of the employee's inability to work is required for any absence, regardless of the length.
In cases where an employee is going to be absent for more than a few days, medical proof is required. This right to direct an employee to provide this proof is provided in the labor contracts, personnel policies and under the legal provisions of the Family and Medical Leave Act.
What are the determining factors in a medical separation? (CSC-LR/ER)
The determining factors are the employee's ability (or inability) to perform essential assigned functions of the job due to a disability or medical condition or the employee's receipt of University of California Retirement Program disability benefits. The department requests a rehabilitation review through Labor and Employee Relations to Disability Management Services. A determination is made based on whether the documentation and employee status supports medical separation.
Can I force an employee to take vacation? (CSC-LR/ER)
As a general guideline, employees are not forced to take vacation. There are situations such as where an employee is approaching the maximum amount of vacation that may be accrued as provided under a labor agreement of personnel policy. An employee will be asked to schedule vacation.
When is leave without pay appropriate? (CSC-LR/ER)
Leave without pay is appropriate when no paid leave is available and the leave is requested and approved by the supervisor. It may be used for long term absences due to sickness/disability or for personal reasons.
How do I cope with a difficult employee? (CSC-LR/ER)
The approach taken is usually dictated by the specific circumstances in each case. Appropriate action can run the gamut from verbal discussions and performance evaluations which clarify performance standards and expectations to written letters of counseling to progressive discipline. Progressive discipline includes such steps as written letters of warning, suspension and demotion up to dismissal from University Employment.
Other options available to cope with difficult employees are University resources such as the Faculty Staff Assistance Program (FSAP) where counseling is available and the Problem Resolution Center where mediation is offered. Such services are voluntary, confidential and open to both management and staff.
Can my supervisor require me to work overtime and how will I be compensated? (CSC-LR/ER)
Yes. However, the order of assigning overtime may vary depending on what a collective bargaining agreement or policy says regarding how overtime is assigned. If you are non-exempt and eligible for premium overtime, you will be paid at the rate of time-and-one-half for all hours worked beyond 40 hours worked in a work week.This does not apply to those employees in classifications designated as exempt, meaning not eligible to receive overtime pay (according to the Fair Labor Standards Act). If you don't know if your position is exempt or non-exempt, ask your supervisor or look at the title and pay plan on the HR Website at http://www.ucsfhr.ucsf.edu.
How am I compensated if I work on a holiday? (CSC-LR/ER)
If you are required to work on a holiday, you will receive your regular rate of pay for the hours actually worked and holiday pay or compensatory time off for the holiday itself. Policy and the collective bargaining agreements allow for premium pay (timeand-one-half) for work on selected holidays.
Am I entitled to Family and Medical Leave (FMLA)? (CSC-LR/ER)
You may be entitled to up to 12 weeks of FMLA leave if you meet certain eligibility criteria: You must have worked for the University for at least one year (need not be continuous); you must have actually worked 1250 hours in the year preceding the date on which the FMLA would be used; the reason for the requested use of FMLA must be covered under the Act; and you must not have exhausted the 12 week leave time in the year preceding the request.
What happens to my job if I have a medical problem and have to leave work? (DMS)
Employees who qualify under the rules of the Family and Medical Leave Act are allowed up to 12 weeks of leave in a 12 month period. Employees who are not able to work due to a disabling medical problem may not be guaranteed continued employment and may be medically separated. All employees are encouraged to return to work through a transitional, return to work benefit program, even if they are not 100% recovered. Return to work, even in a modified capacity, can restore financial stability to employees and enable them to make a contribution to their departments. Please contact DMS at (415) 476-2621 for assistance in developing and designing transitional work arrangements.
How do I get an ergonomic evaluation for my work station? (DMS)
There are two possible sources for ergonomic assessments. Employees or supervisors who would like to arrange for an ergonomic workstation assessment on a proactive basis in order to prevent injury can contact Environmental Health & Safety at (415) 476-1300.
If an injury has already occurred, Disability Management Services and Professional Risk Management will often arrange for a workstation assessment as part of the workers' compensation and return to work planning process.
If you have questions, or would like to discuss your individual situation, you can call Disability Management Services at (415) 476-2621.
What does "reasonable accommodation" mean? (DMS)
UCSF is required by the Americans with Disabilities Act to provide reasonable accommodation to enable employees with disabilities to perform the essential functions of their jobs. When the University becomes aware that an applicant needs a reasonable accommodation in order to participate in the hiring process, this need will be evaluated and accommodated whenever possible in order to give the qualified applicant with a disability equal opportunity to participate in the hiring process. UCSF is also committed to helping employees with work disrupting health problems to stay at work or come back to work as soon as is medically appropriate. Accommodations are achieved by altering aspects of the job to enable an employee who qualifies to perform the job. Contact DMS for more information.
What are some examples of reasonable accommodations? (DMS)
Reasonable accommodations are "tailor made" to the individual based on his/her particular needs and the requirements of the job. Some examples are:
Ergonomic modifications for computer users or other employees who perform repetitive work. Changes in workstation set-up and/or purchase of ergonomic equipment can allow an employee to continue working.
Time Flexibility (i.e. starting earlier, leaving later, or working a reduced time schedule) can assist employees who need a gradual return to work after being ill or who are coping with a chronic illness.
Job Restructuring. Redistributing or redesigning tasks can assist a disabled worker in overcoming an otherwise work-limiting restriction.
Specialized Equipment. Using assistive technology can sometimes be helpful. Such items as voice-activated computers, optical character recognition software, optical scanners, and voice synthesizers fall into this category.
The staff of Disability Management Services can facilitate these kinds of accommodation.
Where can I get information and assistance with accommodation issues under the ADA? (DMS)
Contact the Disability Management Analyst on your team.
I received a summons for Jury Duty. Do I get time off from work? (CSC-LR/ER)
Yes, you do get time off from work, with pay, to serve on jury duty. You can be required to provide proof that you served as a juror and were not available to report to work.
Where is my personnel file and do I have a right to see it? (CSC-LR/ER)
Your department maintains your personnel file and, yes, you do have right to see your file and even have a copy made.
Who can see my personnel file? (CSC-LR/ER)
Except for yourself, your file is considered "confidential." Only those employees (usually management) who need to see your file, in order to perform their job, may do so. When you transfer to another department your file is sent to that department.
If I am covered by a collective bargaining agreement (CBA), am I a union member? (CSC-LR/ER)
No. It is a choice made by employees covered by a CBA as to whether or not they wish to become union members. However, whether or not you are a union member, if you are in a bargaining unit, you are represented by the elected union and the CBA applies to you.
How do I find out if I am represented or not represented? (CSC-LR/ER)
Refer to the campus Title and Pay Plan. The Title and Pay Plan can be found on the UCSF Human Resources website at http://www.ucsfhr.ucsf.edu. It contains a list of all the classifications and the Public Employment Relations Board (PERB) Unit Code, which will indicate the bargaining unit into which your classification has been placed. That PERB Unit Code designation will tell you if you are represented or nonrepresented.
How long can I keep an employee in a casual appointment? (CSC-S/C)
If the appointment is less than 50%, you can keep the employee indefinitely. If the appointment is more than 50%, the employee may remain in casual status as long as the employee's appointment is for less than one year. Departments need to be attentive to prevent the employee from defaulting to career status.
Can my casual appointment be terminated prior to the "official" end date established when I was hired? (CSC-LR/ER)
Yes, casual employees may have their appointments terminated prior to the established end date if management determines it is necessary.
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How do I conduct a performance evaluation? (CSC-LR/ER) (D&T)
In summary, the supervisor/manager conducting the evaluation should schedule an initial meeting with the employee at the beginning of the performance evaluation period to review key responsibilities and develop standards and expectations. During the period to be evaluated, the supervisor should hold frequent informal meetings in order to give and receive direct feedback, discuss and assess performance.
In preparing for the formal performance evaluation, the supervisor should collect and review the information upon which the evaluation will be based. This may include direct observation, samples of specific work results, and commendations and feedback from others who work closely with the employee.
The supervisor should schedule a pre-meeting with the employee to review how the evaluation will be conducted and suggest that the employee prepare a selfevaluation to serve as a basis for discussion.
After sufficient time has been provided for the employee self evaluation (from a couple of day to a week, plus or minus), conduct the evaluation, discussing the employee's success in meeting the standards and expectations and a plan for the future. A Performance Evaluation Workshop is offered through Development and Training and those who will conduct performance evaluations are urged to enroll.
Development and Training regularly offers classes on how to conduct a performance evaluation. You may also consult with your HR Client Service, Labor and Employee Relations analyst for further advice in this area.
What do I do if my employee's performance is poor, or not meeting standards?
You may conduct a performance review at any time. You may also call your HR Client Services, Labor and Employee Relations analyst for advice on how to manage your employees performance issue.
What do I do when any type of complaint is filed?
Contact your HR Client Services, Labor and Employee Relations analyst.
How often am I supposed to be evaluated? (CSC-LR/ER)
You should be evaluated at least once a year.
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RESPONDING TO PERFORMANCE
Can my boss just fire me? (CSC-LR/ER)
Any termination from employment requires prior notice to the employee of the intended action. Most terminations are preceded by progressive discipline (warning letter, suspension, etc.) except in cases of serious misconduct such as theft or acts of violence.
Can I file a grievance if I disagree with the discipline my supervisor has taken? (CSC-LR/ER)
Yes, you can file a grievance. If you are covered by a collective bargaining agreement, you should contact your union representative for information on how to file a grievance and the time limits. If your title is covered by Personnel Policies for Staff Members contact Human Resources for information regarding the Complaint Resolution Procedure.
How much time do I have to file a grievance or complaint? (CSC-LR/ER)
You have thirty (30) days from the date you received notice of the action or from the time you first became aware of an issue you wish to challenge, whichever comes first.
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CHANGES IN EMPLOYEE STATUS
When is a layoff appropriate and what is the procedure? (CSC-LR/ER)
Layoff is appropriate when there is a lack of work or lack of funds (including reorganization) that makes it no longer possible to continue the work performed in a position(s). Procedures for layoff can be found in the Manager's Guide to Layoff. The Guide is available through your HR Client Services, Labor and Employee Relations analyst.
Whom do I call to ensure recall and preferential rehire of laid-off employees?
The hiring department should maintain a current list of employees in their department who have recall rights. A current list of preferential rehire employees is maintained by Human Resources. Your Staffing and Compensation Analyst is available to provide appropriate information.
I am going on a non-work related disability leave. How do I apply for benefits? (B/FP)
Call the Benefits & Financial Planning Office at 476-1400 and request a disability claim packet by leaving your name, Social Security number , and anticipated Date of Disability (the first day you will not/were not able to be at work). A packet will be sent to your home.
How can I assess a disabled employee's ability to work? (DMS)
The assessment of an employee's ability to work is performed in coordination with Disability Management Services. Such an assessment is based on a review of an employee's job description against any medical limitations and restrictions prescribed by an employee's medical provider. An assessment should not be done without consulting with Client Services Team Disability Management Analyst and Labor and Employee Relations Analyst.
Upon separation, when will I receive my final paycheck? (CSC-LR/ER)
Upon separation from the University, final paychecks are usually processed at the next regular pay date and received shortly thereafter.
Are both vacation and sick leave paid out? (CSC-LR/ER)
When an employee terminates employment with the University, any unused vacation that remains in the employees vacation bank is paid to the employee. Sick leave is not paid out upon termination.
After I quit, when do my benefits end? (B/FP)
Disability insurance ends on the last day worked. Other insurances end on the last day through which premiums have been paid.
How do I sign up for COBRA? (B/FP)
Contact your Department Benefits Representative for COBRA Election material. It includes instructions and rate information and a COBRA Election form which must be signed by your Department Benefits Representative.
Once I have separated, how do I get my money out of my UC retirement accounts? (B/FP)
Use the forms and follow the instructions in the University of California Retirement System (UCRS) Distribution Kit available from your Department Benefits Representative and on the web at http://www.ucop.edu/bencom.
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SECTION THREE: GLOSSARY OF TERMS
GLOSSARY OF TERMS
ADA. The Americans with Disabilities Act (ADA), which was signed into law in July 1990, requires practically all businesses to make their facilities accessible to disabled employees and customers and requires businesses with 15 or more employees to accommodate disabled job candidates in hiring, firing, benefits and other terms, conditions and privileges of employment.
Arbitration. A method of settling a labor-management dispute by having an impartial third party hold a formal hearing, take testimony, and render a decision. The decision is usually binding upon the parties.
BELI (Benefits Eligibility Level Indicator). A processing code that indicates which benefits an employee is eligible for.
Benchmark Job. A position that is used to compare pay data across a defined group of market competitors. A benchmark job should be recognized as relatively indicative of the market pay for a variety of jobs within an institution and should be one that exists and is identifiable in competitive institutions.
Capital Accumulation Provision (CAP). A supplement to pension benefits provided by UCRP to employees who were active members of UCRP on 4/1/92, 7/1/92, 7/1/93, 11/1/93 and 7/1/94.
Career Employee and Casual Employee. For the purpose of applying Personnel Policies for Staff Members and Collective Bargaining Agreements, an employee appointed to a career position shall be considered a career employee in that position; an employee appointed to a casual position shall be considered a casual employee in that position.
Classification Specifications and Guidelines. Written documentation that describes the typical duties, responsibilities and examples of work associated with a job family. Classification specifications generally include information on the factors that differentiate placement of a job at various levels within a job family, as well as the requisite skills, knowledge and experience associated with the work described.
Classification. Classification of a position is the result of a job analysis conducted by a Staffing and Compensation Analyst which determines the appropriate job family and level within that family based on an analysis of described duties and responsibilities.
COBRA (Consolidated Omnibus Budget Reconciliation Act of 1985). Federal law that permits employees and their dependents, who would otherwise lose eligibility for employer sponsored group health coverage, to continue that coverage for a specified period of time.
Collective Bargaining Agreement (CBA). A bi-lateral agreement or contract that comes out of negotiations between an employer and a union. It sets out the conditions of employment (wages, hours, fringe benefits, etc.) and ways to settle disputes arising during the term of the contract. Collective bargaining agreements usually run for a definite period; e.g., one, two, or three years.
Collective Bargaining. A method of mutually determining terms and conditions of employment through negotiation between representatives of the employer and the union. The results of the bargaining are set forth in a collective bargaining agreement. Collective bargaining which determines terms and conditions of employment for all employees in a bargaining unit is to be distinguished from individual employment contracts, which applies to negotiations between a single employee and the employer.
Competency. Ability to apply a variety of skills to attain a desired result.
Confidential Employee. An employee who is required to develop or present management positions on collective bargaining, or whose duties normally require access to confidential information that contributes significantly to the development of management positions on collective bargaining. Confidential employees are not in the bargaining unit and do not have the right to bargain collectively.
Consultant. An individual who works with a client to help the client resolve specified organizational or job problems.
Contract Trainer. Non-employees of UCSF who contract with us to provide a specific training course to UCSF.
Course. A specific training offered by D&T, also referred to as Class or Workshop. Example: COM-001 Skill Clinic for Trainers.
Curriculum. Closely related courses which when completed, provides a range of knowledge within a specific though wider area of knowledge.
Decertification. A determination by a labor board (PERB) that the bargaining agent, through a secret ballot election by employees in the bargaining unit, has failed to maintain its majority support and thus has lost its rights as sole and exclusive representative.
Defined Benefit Plan. A retirement plan which provides benefits based on a set formula (e.g., UCRP).
Defined Contribution Plan. In general, a retirement plan which provides benefits based on amounts contributed plus/minus investment returns (e.g., the Tax-Deferred 403(b) Plan). A DC plan is governed by section 401 (a) of the Internal Revenue Code. All employees are required to con-tribute to this plan on a pre-tax basis. Voluntary contributions may be made on an after-tax basis.
EDB. Employee Database. Records of each UCSF employee's appointment and distributions are kept in the EDB. It is accessed via the Online Payroll/Personnel System (OLPPS).
Education and Training. The process of providing and learning information and knowledge, and developing skill through practice to perform well and for professional growth.
Employee Development. An activity between employees and supervisors for increasing employees' potential for career advancement.
Employee Organization/Union. Any organization of University employees that exists either partly or solely for the purpose of dealing with the University over grievances, work disputes, wages, hours and other terms and conditions of employment. An employee organization can authorize individuals to act on its behalf. The academic senate, or a similar academic body, is not considered an employee organization under HEERA.
Employment Opportunities Bulletin (EOB). EOBs are produced every week to reflect that week's new and reposted vacancies. The weekly EOB can be viewed in the HR lobby as well as at other campus locations. It is also mailed to campus departments and to other California colleges and universities as well as to several public and community organizations. A complete list of all vacant positions can be found on our HR Website.
Employment Requisition Form (ERF). Document completed by the hiring department and submitted to Staffing and Compensation to initiate recruitment for a vacant position. If it is a new vacancy or a replacement with significant changes in duties, the hiring department should also complete and submit a job description so the position can be classified.
EPD. Employee paid disability benefits through Liberty Mutual Insurance
Ergonomics. Analysis of work processes and work stations to insure that safe movements and interactions with equipment are utilized.
ESL. Extended Sick Leave. A benefit to supplement temporary disability payments to injured workers.
Essential Functions: The primary tasks performed in a job.
Exclusive Representative. An employee organization that has the right to solely represent the bargaining unit for purposes of collective bargaining.
Exempt Employee. An exempt employee is exempt from Federal and state wage and hour laws. An exempt employee normally is an executive, administrative or professional employee. Other types of exempt employees are those considered to be learned or artistic professionals or outside salespeople.
Filing Deadline. Required periods of job postings under personnel policy. Local policy requires UCSF post staff positions for at least one week and up to four weeks depending upon the level of the position. This is the period of time allowed to apply and be considered for a position.
Fixed-Time Appointment. A fixed-time appointment is one for which an employee is appointed to be on pay status for a specific percent of full time each month and is paid on the basis of that percent of full time.
FLSA. The Fair Labor Standards Act (FLSA), initially enacted in 1938, sets the minimum wage for the United States, and regulates overtime and child labor. All workers employed in interstate commerce are covered by the FLSA. The definition of interstate commerce is broad, and most employees are covered.
FMLA. The federal Family Medical Leave Act (FMLA) was designed to allow bonding between parents and their newborn children, as well as to allow employees to have time to care for family members and themselves.
FOCUS. FOCUS is a programming language. It is used to create, maintain, and report from a copy of the EDB, (see INFORM). Programs written in FOCUS are called FOCEXECs. In Human Resources, FOCUS is also used to run some 'sub-systems'; e.g., Merit Processing, CSD, and COMP. The BITS programmer can help you with any FOCUS problems you have.
Grievance Procedure. The steps established in a collective bargaining contract for the handling of complaints made on behalf of employees. A grievance procedure provides a means by which a union or an individual employee can submit a complaint. The primary intent is to settle the dispute as soon as possible. These procedural steps vary from contract to contract and the grievant may be represented by various union officials at different steps of the procedure.
Hearing. The presentation of a case in arbitration. The fundamental requirements for a valid hearing are that the arbitrator be present, that the persons whose rights are affected be given notice of the proceedings, that the parties be heard and allowed to present all relevant material and evidence, and to cross-examine witnesses appearing against them.
HEERA. Higher Education Employer-Employee Relations Act, also known as Assembly Bill 1091, or the Berman Act. A law passed by the California legislature, effective on July 1, 1979. This law recognized and established the right of UCSF employees to form and join employee organizations (unions) if they so chose. In addition, the law provides the legal framework in which collective bargaining will be conducted if a union is elected by the employees.
Independent Consultant Agreement (ICA). A legal contract between UCSF and an outside vendor which documents an agreement between both parties concerning service results and terms of payment and work.
INFORM. INFORM is a database copy of the EDB. It is written in FOCUS and kept on VM/CMS. The BITS programmer can help you get information from INFORM.
Instructional Objective. Objectives are defined future results toward which one work to reach goals. When applied to training, objectives define what trainees should accomplish in the training to reach the training goal.
Instructional System Design. The training design process used by an instructional designer for designing training to help participants achieve instructional objectives.
Job Analysis. An analysis of the components and tasks associated with a job. Certain forms of job analysis focus on the essential functions, physical demands, and psycho-social aspects of jobs.
Job Description. A written description that outlines the assigned duties and responsibilities of a position should be completed and revised, as needed, as changes occur. The job description should include a summary of the context, scope and complexity of the duties performed. This document is used as the basis for job classification and related compensation and serves as the official documentation of job responsibilities for the purpose of developing performance standards and managing performance.
LTD. Long Term Disability benefits through Liberty Mutual.
Leave Without Pay. An approved leave without pay occurs when such leave is granted and recorded in accordance with Personnel Policies for Staff Employees or collective bargaining agreement.
Leaves With Pay. University policy and collective bargaining contracts provide for paid absences for a variety of appropriate circumstances. The most common examples are vacation and sick leave, but specific provisions for paid leave also exist for other situations such as military leave, education and development leave, and some absences related to work incurred injury or illness.
MAC (Maximum Annual Contribution). The maximum amount a participant may contribute to the 403b Plan in accordance with the Internal Revenue Code.
Maintenance of Membership. A union security provision in a collective bargaining agreement which provides that no employee has to join the union as a condition of employment, but that all employees who voluntarily join must maintain their membership for the duration of the contract as a condition of continued employment. Most maintenance of membership clauses provide for an escape period either annually or at the expiration of the agreement, when employees may withdraw from the union without penalty.
Management Rights. Certain rights that management maintains as intrinsic to the ability to manage and therefore are not shared in collective bargaining. These rights are often expressly reserved to management in the management clause of the bargaining agreement or in the enabling framework. They include the right to hire, promote, suspend, or discharge employees; to direct the work of employees; and to establish policy.
Market Salary Survey. A method of collecting data on pay and pay practices from a defined group of market competitors. At UCSF, data from market salary surveys is used to generalize the relative competitiveness of our pay vs. the pay of competitive institutions.
Medical Separation. process by which an employee who is unable to work due to a disability is separated from the University.
Multiple Appointments. An employee may be appointed concurrently to career or casual positions in the same or different departments.
Non-Exempt Employee. An employee who is not exempt from Federal and state wage and hour laws and therefore eligible for premium overtime pay. An exempt employee normally is an executive, administrative or professional employee. Other types of exempt employees are those considered to be learned or artistic professionals or outside salespeople. All others are non-exempt employees.
Online Payroll/Personnel System (OLPPS) where individual employee records are maintained and updated.
On-line Resume Builder. Found on our HR Website, it allows job seekers to create a resume on-line, print it, and electronically transmit it to us.
Organizational Development (OD). A campus-wide or departmental specific planned activity to develop and reinforce organizational strategies, structures, and processes for improving the organization's effectiveness.
Past Practice. A course of action knowingly and consistently followed by a union and an employer over a period of time. Where such a pattern exists, the employees involved come to regard it as normal.
Pay Status. Pay status includes any period of time for which an employee receives pay for time worked, including compensatory time off, or for time on paid leave. Paid leave time includes sick leave, extended sick leave, vacations, administrative leave with pay, holidays, or military leave with pay. The one month's pay for extended military leave and lumpsum payments for terminal vacation do not represent time on pay status.
PDF. Portable Document File. A type of computer file used to store and display documents. Requires Adobe Acrobat Reader installed on computer.
PERB. The State of California Public Employment Relations Board, an administrative agency which administers HEERA.
Picketing. Publicizing, usually by members of a union which is achieved by carrying signs, stating the existence of a labor dispute andstating the union's version of its merits.
PIE (Period of Initial Eligibility). A period of time during which an employee and/or eligible family members may enroll in a health or welfare plan without proof of insurability.
PIN. Personal Identification Number which permits electronic access to benefits information.
Point Factor System. A tool of analysis for determining the appropriate compensation leveling of a job within an organization. At UCSF point factor systems are used by the Staffing and Compensation Analysts to analyze clerical, administrative, professional and management positions. Typical job factors that are assessed using a point factor system include: complexity, decision making, applied knowledge and skills, scope and the institutional consequence and impact associated with a position.
Pools. Groups of resumes in the Resumix data base can be created using selection criteria and matched up by the computer based on that criteria. Departments can request that their S&C Analyst refer such resumes for their vacancies.
PPSM. Personnel Policies for Staff Members.
Probationary Employee. A probationary employee is an employee in a career position who has not completed the probationary period. Probationary periods are usually six months and provide an initial period for evaluation of an employee's suitability for employment.
Promotion. The change of an employee from one position to another position which is in a class having a higher salary range maximum is termed a promotion.
Qualified Individual with a Disability (QID). A term for individuals covered under the Americans with Disabilities Act.
Qualified Injured Workers (QIW). A workers' compensation term for injured employees who have been determined to be unable to return to their usual and customary occupations. A QIW is eligible for vocational rehabilitation. At UCSF every attempt is made to find modified or alternative work for employees deemed to be QIW who are unable to return to their jobs.
Quick Hire Process. Clients can quickly fill casual non-management positions when they have already identified a qualified candidate, without posting the position.
Reasonable Accommodation. Modifications to the job or the job environment to enable employees with disabilities to perform the essential functions of their jobs.
Reclassification, Downward. Change of title of an employee's current position to a title of a different class having a lower salary range maximum is termed a downward reclassification.
Reclassification, Lateral. Change of title of an employee's current position to a title of a different class having the same salary range maximum is termed a lateral reclassification.
Reclassification, Upward. Change of title of an employee's current position to a title of a different class having a higher salary range maximum is termed an upward reclassification.
Reclassification. Clients should request a review for reclassification of a position when there has been a substantive change in the duties and responsibilities assigned to a position.
Regular Status Employee. A regular status employee is an employee who has successfully completed a probationary period and any extension thereof.
Resumix. Vendor-supplied systems hardware and software that allows HR to optically scan and track resumes, to set selection criteria and review/refer resumes using that criteria, to develop applicant pools, and to maintain data of all jobs.
Return-to-Work Program. Arrangements made to enable an employee to transition back to work following a work disrupting health problem, in coordination with their doctor, workers' compensation and/or STD/LTD benefits.
Salary Equity Increase. A permanent salary equity increase can be requested of HR-CSC to correct salary inequities uncovered in a review process. Periodic examination of the relationship of the salaries of employees performing like work is important to maintaining salary equity. Factors to consider with relationship to salary equity include; length and breadth of experience, specialized knowledge and skills and market salary pressures.
Salary Range. The range between a defined minimum pay and defined maximum pay for a job. An incumbent's pay in a particular position should remain within the salary range for that position.
Section. Within the context of D&T offerings, one offering/occurrence of Course. Example: COM-001-A (A = Section).
Seniority. The length of service of an employee in his/her total employment with that employer, or in some particular seniority unit. Comparative seniority often determines the rights of the employee in relation to other employees for example layoff. The seniority rights of an employee are defined in the collective bargaining contract or personnel policy.
Skill.The range of activities/abilities an employee must be able to apply to perform a task well.
Summary Plan Description (SPD). A written description of a benefit plan that defines eligibility, coverage, benefits, employee rights, and appeal procedures.
Priority Reassignment. A program which enables eligible employees to be referred and considered for open positions prior to the general pool of applicants.
STD. Short Term Disability.
Stipend. A stipend provides a temporary increase in pay to compensate an employee for the temporary assumption of duties and responsibilities that are typically allocated at a higher level within the same job family or occupational area.
Supervisory Employee. Any individual (regardless of the job description or title) having authority, in the interest of the employer, to hire, transfer, suspend, lay off, recall, promote, discharge, assign, reward or discipline other employees. A supervisory employee is also one who has responsibility for directing employees, answering their grievances, or recommending disciplinary action, if the authority is not merely clerical but requires independent judgment.
Tax-Deferred 403(b) Plan. A defined contribution plan governed by Section 403b of the tax code to which employees may contribute on a taxdeferred basis.
Tax-Deferred 403(b) Plan Loan Program. A program that allows eligible 403(b) Plan participants to borrow some Plan accumulations before retirement without incurring taxes or penalties.
Temporary Reclassification. Changing business needs sometimes result in the need for temporary, but substantive changes in the duties assigned to a position. When this occurs, a description of the temporary changes should be submitted to the Client Services Center for review and consideration for temporary reclassification. Compensation for such reclassifications is usually accomplished by providing a stipend.
Title & Pay Plan. The document that lists all of the staff (non-academic) classification titles and their associated salary ranges available for use at UCSF. The Title & Pay Plan is located at the UCSF Human Resources web site at /.
Transfer. The change of an employee from one position to another position which is in a class having the same salary range maximum is termed a transfer.
Transitional Work. Temporary job tasks assigned to an injured or ill employee to enable them to work safely while healing.
University of California Retirement Plan (UCRP). A defined benefit plan.
University of California Retirement System (UCRS). This consists of UCRP, the 403(b) Plan and the DC Plan.
Unfair Labor Practice. An act or omission on the part of either union or management which violates the provisions set forth by labor relations statutes. Examples of union unfair labor practices are: (1) causing an employer to discriminate against an employee on the basis of that employee's membership in a union; (2) refusing to bargain collectively with an employer; (3) interfering in an employer's exercise of rights under the statute. Examples on the part of management are: (1) controlling or interfering with the union; (2) discriminating against employees based upon their union support or activity; (3) retaliating against employees for complaining to a labor board (PERB); (4) refusing to bargain collectively with the exclusive union. Unfair labor practices are adjudicated by the appropriate state or federal labor board.
Union Representative. A full-time paid union official who represents members, handles grievances, helps enforce agreements, and performs other tasks in the day-to-day operation of a union.
UPD. University Paid Disability benefits.
Variable-Time Appointment. A variable-time appointment applies to nonexempt employees who are not appointed to be on pay status for a specific percentage of full time each month. The pay and benefits are based on the number of hours of work reported each month.
VM/CMS. This is an operating system on the mainframe computer. Most people use it to access INFORM. The sign-on screen says VM/ESA in large letters. The BITS technicians can help you with connectivity problems.