X. Safety and Health
The purpose of these written policies and procedures is to assist each of us in achieving the satisfaction in our work that comes from knowing generally what our colleagues expect of us.
This manual is not intended nor should it be construed as creating any contractual obligations. These policies and procedures are subject to deletion or modification by Reed College at any time for any reason with or without notice.
Reed College reserves full discretionary authority to interpret and apply in its sole judgment, all college guidelines and procedures, including all those summarized in this manual, and reserves exclusive authority to determine how those guidelines and procedures apply to specific issues and circumstances.
It is our intent at Reed College to maintain a stable, competent work force that is well informed in all employment matters. We strive to provide staff members with full opportunities for growth, expression of ideas, work satisfaction, and recognition for their contributions.
The policies and procedures described in this manual supersede all other handbooks, policies or procedures previously issued by the college, as well as any express or implied representations previously made by persons employed by the college. This updated manual supersedes in total the manual originally published and distributed in 1994 and the updated manual published and distributed in 1996, 2001 and 2007.
This manual does not contain the complete terms or conditions of any of the college's current benefits plan; it is intended only to provide general explanations. In all cases, the plan document and contract will be the final determinant of the benefit provided.
These college-wide policies and procedures are necessarily general and will change as we change. Suggestions for revisions to the manual should be directed to the Human Resources Department.
A copy of this manual is to be maintained in each department of the college as a resource for staff members and as a procedural guide for supervisors and managers.
Questions about the application of a particular policy or procedure should be directed to the supervisor or to Human Resources.
- Board of Trustees
- Organization of the College
- Community Constitution
- Student Body Constitution
B. Human resources department
The Human Resources Department oversees the integrity and consistent application of the college’s human resources policies, including equal opportunity, and provides some important central services for these. As appropriate, it recommends new directions and improvements in these policies. It also provides information about the college’s human resources policies, including understanding of applicable federal, state and local laws.
It assists various college offices in human resource planning and process: classification of positions, setting compensation, recruitment and selection of new staff, orientation, performance appraisals, labor relations, and corrective action. It maintains personnel records for all members of the staff and faculty.
It provides assistance to individual members of the staff and faculty with regard to the college’s benefits programs, researches available plans and carriers, negotiates contracts, prepares appropriate informational booklets, brochures and other communications, and completes government reports regarding benefits. It provides advice and guidance to supervisors, staff and faculty regarding work-related issues and problems.
It is responsible for overseeing and coordinating the college’s grievance procedure for staff. In this regard it provides information and advice both to college offices and to individual members of the staff who may be involved in a grievance, it undertakes fact-finding or mediation where appropriate, and it maintains records in the formal phase of grievances.
It sponsors or provides training and staff development programs for members of the staff and faculty including programs that focus on performance review, performance awards and recognition of staff.
It is responsible for overseeing compensation, performance review, performance award, and staff recognition. In this regard, the Human Resources Office has the following important responsibilities that it shares in various ways with the supervisory staff of the college. It is responsible for developing and recommending system-wide recognition programs.
It is charged with maintaining the integrity of the classification/compensation plan by maintaining an accurate and updated catalog of classification descriptions, ensuring that they are objective and fair, reviewing and adjusting grade allocations as appropriate, and regularly distributing the plan to the staff. The classification/compensation plan provides an overall framework for compensation and provides a basis for performance reviews. It is charged with developing and recommending modifications of our compensation programs to ensure fairness and equity, and of our programs to recognize and reward employees for superior performance.
It is charged with developing and recommending revisions of our performance review process to see that it is both fair and flexible, and that it assesses consistency and equity on a system-wide basis. Human Resources should also ensure that performance reviews are properly filed in staff personnel files.
It is charged with assisting supervisory staff in developing individual methods or programs that recognize the importance and value of each staff member.
The office is located in Eliot Hall, Room 305 and is open normal office hours each weekday.
C. Staff committees
Charge: Plan the annual staff recognition lunch to celebrate staff and their service milestones and to present the Excellence Award.
Composition: 3 staff members; 1 ex-officio member of HR team
Term: one academic year
Charge: Evaluate and make recommendations for a comprehensive, effective benefits program for staff and faculty.
Composition: 3 staff members; 3 faculty members; 3 ex-officio: Assistant Director of Human Resources, Director of Human Resources and Vice President/Treasurer
Term: staff: three academic years; faculty: one academic year but may be re-appointed
Davis Projects for Peach and McGill Lawrence Internship Readers
Charge: Read and rank students’ grant proposals for these two programs.
Composition: 2 staff members; 2 faculty members; 1 ex-officio: Director of Career Services
Term: one academic year
Excellence Award Committee
Charge: Evaluate the Excellence Award nominations received each spring, refer from 0-2 staff to the President for final approval.
Composition: the prior year’s recipient(s), if any, plus additional member(s) of the Reed community to equal 3 members.
Term: one academic year
Gray Fund Committee
Charge: Assist in planning Gray Fund social, recreational and educational events for the community.
Composition: 2 staff members, faculty, students
Term: two academic years
Charge: Responsible for educating members of the community about the meaning and importance of responsible and honorable conduct at Reed College. It is also intended to provide advice to persons seeking resolution of disputes and most importantly to informally mediate such disputes prior to more formal action.
Composition: students, faculty, and staff; an equal number of each
Term: three academic years; staggered terms
Reed Entertainers Program Committee
Charge: Plan the annual talent show consisting of Reed College faculty, staff and volunteer entertainers.
Composition: 3-5 community members
Term: one academic year but may be re-appointed
Reed Union Committee
Charge: Assist in planning and coordinating all-community meetings (Reed Unions) when matters of specific relevance to the Reed community arise.
Composition: 2 staff members, 2 faculty, and 3 students
Term: two academic years
Charge as determined by Oregon state law:
- develop and maintain a loss prevention plan;
- evaluate the employer’s policies and procedures affecting health and safety in the workplace and make written recommendations;
- must hold monthly meetings with a written agenda and post minutes;
- must have a system to elicit suggestions and complaints;
- must have quarterly workplace inspections;
- review safety and health plans and procedures and loss prevention efforts;
- investigate accidental injuries and deaths;
- review safety and health training.
Composition: must have at least 4 members and an equal number of employee/employer representatives; 4 ex-officio: Environmental/Safety Coordinator, Assistant Director of Human Resources, and 2 Science Lab and Stockroom Managers; 1 position elected by custodial staff; must include one member of Community Safety.
Term: two academic years; staggered terms
Charge: Coordinates the college’s activities in support of sustainability. Monitors the current environmental impact of the campus and reports its findings annually to the community. The committee encourages proposals and suggestions from the community for ways to improve current sustainability practices and helps to determine which practices to investigate and adopt. Includes transportation matters.
Composition: 4 ex-officio staff members: Vice President/Treasurer, Director of Facilities Operations, Director of EHS, Canyon Manager; 3 faculty
Term: one academic year
Take Your Child to Work Day
Charge: Plan and coordinate the annual all-day event for children of staff and faculty.
Composition: 3 staff members to include the Director of Facilities Operations, EHS Coordinator, VP/Treasurer, 3 Faculty and 2 or more students
Term: one academic year
Charge: Develop, promote, and implement stand-alone and on-going programs to promote the health and well-being of Reed College community members.
Composition: 5-7 staff members; 1 ex-officio: Medical Services Manager; 2 students; 1 faculty member
Term: one academic year
1. Fiscal year:
Reed College operates on a twelve-month fiscal (budget) year, July 1 of one year through June 30 of the next year.
2. Use of facilities:
Keys are issued to staff as applicable and are not to be duplicated. All keys that are the property of Reed College must be returned when employment ends. If a key is lost, report the loss immediately to the supervisor and Facilities Services.
4. Lost and found:
Personal items found on campus are to be turned in at the switchboard office to Campus Safety, 28 West Building. The college is not responsible for lost or stolen personal property.
5. Identification cards:
All employees are encouraged to secure a photo identification card. This card is required for the employee to participate in certain benefits on campus, such as use of the Sports Center and Library.
6. Automated teller machine:
An automated teller machine is available in the lobby outside the Bookstore located in the lower level of Gray Commons.
There are several parking lots surrounding the Reed campus that provide free parking for Reed College community members. Vehicles must be registered with the Community Safety Department, and forms for registering are available online and in Human Resources and Community Safety.
8. No solicitation/no distribution rule:
In order to prevent disruption in the operation of the college, interference with work and inconvenience to other employees, solicitation by any employee for any cause, or distribution of literature of any kind by any employee, during work time, is not permitted. Neither may an employee who is not on working time solicit an employee who is on working time for any cause or distribute literature of any kind to that person.
Whether on working time or not, no employee may distribute literature of any kind in any working areas. Working areas include all academic buildings in which students, staff and faculty work and attend classes.
For purposes of these rules, working time is that time which the employee is scheduled to be on duty and for which the employee is being paid, excluding rest periods, lunch periods, and time before and after the employee’s working day.
Persons other than college employees shall not be permitted to solicit college employees or distribute literature to employees on the college premises at any time without prior approval of management.
III. Employment Policies
A. Equal employment opportunity
Equal opportunity at Reed College is the fundamental philosophy that has characterized the college since it was founded. All relationships with the college are based on personal merit.
The college will not discriminate on the basis of individual characteristics of race, color, religion, sex, age, disability, veteran status, marital status, sexual orientation or any other characteristic protected by applicable state or federal law.
The college maintains a strict policy that prohibits harassment in any form.
Reed College complies with all local, state and federal requirements for providing a discrimination and harassment-free workplace. The various types of discrimination and harassment that are prohibited at Reed College include:
|Sexual Orientation||National Origin|
|Age (18 or older)||Disability|
|Marital status||Family relationship|
|Association with anyone in a protected class||Application for Workers Compensation benefits|
|Opposition to safety/health hazards||Expunged juvenile record|
|Service in uniformed service||Genetic history|
|Aiding in a civil or criminal proceeding||Requesting or taking protected leave by law|
It is also unlawful to refuse to grant an eligible employee's request for a pregnancy leave, parental leave of absence, family medical leave or other forms of leave protected by law.
B. American with Disabilities Act
Reed College recognizes that certain employees may be individuals with disabilities, as defined in state and/or federal law, or may have or develop physical or mental conditions that impact their ability to perform the requirements of their position. As part of that recognition and the College’s legal responsibilities, such employees are requested to contact Human Resources promptly in situations in which they need an accommodation in order to perform the essential job functions, believe they have experienced harassment related to a disability, or otherwise require assistance from Reed related to the disability. It is Reed College's policy to comply with its obligations under the law. Our ability to be responsive to such an employee's needs is greatly enhanced by prompt notification.
The Americans with Disabilities Act (ADA), as amended by the ADA Amendments Act of 2008, is a comprehensive federal civil rights law that specifically protects individuals with physical and mental disabilities from discrimination in the workplace.
Individuals are protected under the ADA if any of the following conditions exist:
- They currently have a physical or mental condition that significantly restricts their ability to normally conduct a major life function. A physical or mental impairment may mean a physiological disorder or condition, cosmetic disfigurement or anatomical loss affecting a body system, or a mental or psychological disorder. Major life activities include caring for oneself, sleeping, eating, interacting with others, working, breathing and other activities significant to life.
- They have a history of such impairment; and/or,
- They are regarded as having such impairment.
- The ADA also prohibits discrimination on the basis of an individual's relationship to someone (parent, sibling, child, spouse/significant other, etc.) with a disability. State law provides similar protections.
Reed College does not discriminate on the basis of disability and offers equal employment opportunities for qualified individuals who may have a physical or mental disability, but are still able to perform essential job functions with reasonable accommodations. Essential functions are defined as the fundamental duties of the position being held or sought. A job function may be essential for a number of reasons including if the position exists for the performance of the function, there are only a limited number of employees available to perform it, it is so highly specialized that an expert is required to perform it.
If an individual (employee or applicant) has a disability or is otherwise protected under the law, Reed College will provide an accommodation as long as the accommodation doesn't cause an undue hardship for the institution. Individuals who are protected by the ADA or state law should discuss their needs for possible accommodation with the Human Resources Department.
The protection against discrimination on the basis of disability extends to job related benefits and terms and conditions of employment. Harassment on the basis of disability is strictly prohibited. Employees who believe that they have been denied job related benefits, discriminated against in terms and conditions of employment, or subjected to adverse treatment or harassment because of a disability should follow the college’s Grievance Policy as outlined in the Staff Policies and Procedure Manual.
C. Sexual and other forms of prohibited harassment
Please see the Reed Guidebook Discriminatory Harassment and Sexual Misconduct Policy.
D. Online training
Sexual and other forms of prohibited harassment training is mandatory for all staff, faculty and student employees of the college. The college provides the training on-line. Certificates of Completion are forwarded to Human Resources for inclusion in the employee’s personnel file. Retraining is required at regular intervals.
E. Whistleblower policy
F. Internal investigations
From time to time it may be necessary for the college to conduct an internal investigation. All college employees are required to fully cooperate with such an investigation and may not interfere in the process. Failure or refusal to cooperate in or interference with an internal investigation is grounds for discipline up to and including immediate discharge. Information discussed during the interview is confidential pending completion of the investigation.
G. Drug and alcohol policies
H. Fair Labor Standards Act
Reed College is covered by the Fair labor Standards Act (FLSA), which is the federal law addressing certain wage requirements, hours of work, and overtime. Our obligation as an institution is to comply with the terms of the FLSA, which includes some specific and significant areas impacting Reed College staff. Included in these areas are:
- Executive, administrative, and professional employees are considered exempt under the FLSA and must be paid on a salary basis. Exempt employees are compensated not for the amount of time spent on the job, but rather for the general value of the services performed. The Act requires that their predetermined pay not be subject to reduction because of variations in the quantity of work performed. Exempt employees lose their exempt status when they are paid on an hourly basis or when the exempt employee's salary is reduced for a partial day absence from work.
- The Act forbids covered private employers from granting compensatory time to their non-exempt employees in lieu of overtime compensation.
- The Act requires that overtime be figured on the basis of a single work week (Sunday through Saturday) so that hours cannot be averaged over more than a week.
- There are no maximum hours limitations (e.g., restrictions on the number of hours an employee may work in one workday, workweek, or work period) for adult non-exempt employees under the FLSA. The Act merely requires overtime pay for the time worked in excess of 40 hours per week. Thus, employers can require overtime work of employees, as long as they are duly compensated for the time worked.
- Paid vacation, holiday and sick time is not included in calculating a non-exempt employee's regular rate of pay for overtime purposes. Thus, an employee would receive straight time for 48 hours of work in a single work week if on one 8-hour day the employee was on paid sick time.
- The Act requires employers to maintain and preserve for at least three years the payroll or other records setting forth the daily hours worked and total hours worked for each work week for each non-exempt employee.
I. Oregon wage and hour laws
In addition to the FLSA, the Oregon Bureau of Labor and Industries Wage and Hour Division promulgates laws and regulations governing Oregon employers. In some cases, the laws parallel federal law and in some cases are in addition to federal provisions.
Major provisions of the state law include wage collection, wage agreements and benefits, minimum wage and overtime laws, hours limitations in certain industries, and employment of minors.
The Technical Assistance Unit is available to employers to answer questions regarding wage and hour issues. The Unit is totally separate from the compliance unit and may not report violations. The Unit also provides regular training programs for employers and in addition provides in-service training at the employer's work site for a minimal fee.
J. Workers’ compensation
Workers' compensation laws provide for the payment of benefits for an injured worker, including medical costs, out-of-pocket expenses, temporary total disability, permanent partial disability, permanent total disability, and death benefits. In some cases, the insurer may also provide vocational assistance for employees having difficulty returning to their former occupation because of the injury.
Oregon workers' compensation laws are administered by the Workers' Compensation Division of the Oregon Department of Insurance and Finance. They were originally enacted to help injured workers and to protect employers from liability lawsuits.
Employers must provide the coverage either through a private carrier or the State Accident Insurance Fund. Reed College provides the coverage through a private carrier.
All costs for workers' compensation insurance are paid by the employer. However, most employers and employees contribute a few cents a day for special programs designed to aid injured workers. These funds help pay higher benefits to workers hurt in the past when benefits were lower than they are today.
K. Federal and state leave statutes
The Federal Family and Medical Leave Act and the Oregon Family Medical Leave Law requires employers to provide unpaid leave to eligible employees.
The Reed College policies on family and medical leaves are detailed in the benefits section.
L. Smoke free workplace
As of January 1, 2009, Oregon’s new Smoke Free Workplace Law prohibits smoking in almost all public places and workplaces and within 10 feet of entrances, exits, windows, and air intake vents. As a courtesy please observe 30 feet whenever possible.
This applies to:
Public places: any enclosed area open to the public.
Places of employment: any enclosed area under the control of a public or private employer that employees frequent during the course of employment.
M. Public domain
All work-related information and materials are the property of Reed College, including but not limited to office files on paper and electronic files, electronic mail messages and files, and voicemail messages and files.
Electronic communication is not private. It is possible for monitoring to occur, and it is subject to eavesdropping. Personal, private, and/or confidential information should not be passed electronically or stored in any kind of public domain.
Computer files are not inherently secure. While the college takes steps to prevent unauthorized access, files may still be read or altered through error or mischief. The college respects individuals’ privacy. However, it reserves the right to examine files stored or transmitted on college equipment in certain cases such as potential violations of the law or college policy.
N. Data Security
The protection of confidential college data is expected of all Reed employees. Protection of computers and computer-based materials is especially important since electronic materials are prime targets for hackers and identity thieves.
Unauthorized access to confidential college data can expose affected individuals –– as well as the college –– to serious financial and legal consequences. Should data be compromised as a result of staff negligence, the impact on the college could be even greater. Detailed guidelines for electronic data security are available on the Reed web site at: http://www.reed.edu/cis/safe_computing.html
Administrative Computing Services (ACS) provides security orientation to all new administrative staff. ACS will also provide security training, documentation, and other assistance to staff upon request. Please contact your supervisor or ACS at ext. 7600 if you have questions about security procedures or training.
Computer User Services (CUS) provides security orientation for incoming faculty and academic staff. CUS also offers annual security check-ups for all faculty and academic staff.
If you believe that electronic security has been breached, that confidential materials have been compromised, or that computer equipment has been stolen, please contact the Chief Information Officer immediately at ext. 7254 (503-777-7254) or by email to: email@example.com
In the case of computer theft Community Safety should also be contacted at ext. 0 (503-771-1112 from off campus).
A. Employment at will
Employment is at the mutual consent of the employee and the college. All employees are hired for an unspecified duration. Accordingly, the employee or the college can terminate the employment relationship at will at any time, with or without cause or advance notice.
B. Types of Appointments
1. Regular full-time
Regular full-time employees work a full weekly schedule (37.5 or 40 hours), twelve months a year, 1.00 FTE on a regular basis. They are paid on a regular salary or hourly basis.
Employees in this group are eligible for all benefits afforded to staff employees as defined in the benefit section of the policy manual.
2. Regular part-time
Regular part-time employees work, by prior agreement, a reduced workweek (less than 37.5 or 40 hours per week) or a reduced work year on a regular basis. They are paid on a regular salary or hourly basis.
Employees in this group who work an annualized .50 FTE or more are eligible for some benefits, some pro-rated on the basis of FTE or hours worked (whichever is applicable to the benefit.) Employees in this group who work less than .50 FTE are not eligible for most benefits except as defined in the benefit section of the policy manual or as required by law.
On-call employees work an uncertain schedule, usually on an irregular or on-call basis for fewer than 900 hours per year. They are paid on an hourly basis.
On-call employees are not eligible for benefits except as defined in the benefit section of the policy manual or as required by law.
Student employees are hired by each office on campus through the student employment web site.
Student employees are not eligible for benefits except those as required by law.
Temporary employees are employed for a specific, usually predetermined, period of time and for no more than 6 months or 900 hours (within a year) if the 900 hours are reached first. A temporary employee may be re-appointed to one additional appointment (not to exceed more than 6 months or 900 hours within a year). Temporary employees are generally hired to replace staff members on leave, assist during peak workload periods or perform seasonal duties. If the projected time and hour commitment is greater than six months or 900 hours per year, a temporary employee may be eligible for the college benefit programs. Their appointment will still require a limited duration of time or hours worked. This action is subject to approval of the applicable vice president in consultation with the Director of Human Resources and the VP/Treasurer.
Temporary employees will be paid on an hourly basis.
Temporary employees must sign a standard agreement with Reed College which specifies the terms and conditions of the appointment, including the specific duration (beginning and ending date) of the appointment.
Temporary employee forms are available from the Human Resources Office. Supervisors must complete a Personnel Action Form attaching a copy of the signed agreement in order to appoint a temporary employee. Temporary employees will be required to complete I-9, W-4, and other appropriate paperwork upon appointment.
Temporary employees are not eligible for benefits except those defined in the benefit section of the policy manual or as required by law.
Contract employees are regularly scheduled to work less than an annualized .50 FTE. Contract employee positions typically include instructors and coaches or others who teach in a similar capacity and may be reappointed more than once.
Contract employees must sign a standard agreement with Reed College which specifies the terms and conditions of the appointment, including the specific duration (beginning and ending date) of the appointment.
Contract employee forms are available from the Human Resources Office. Supervisors must complete a Personnel Action Form and attach a copy of the signed contract in order to appoint a contract employee. Contract employees will be required to complete I-9, W-4, and other appropriate paperwork upon appointment.
Contract employees are not eligible for benefits except those defined in the benefit section of the policy manual or as required by law.
C. Exempt/non-exempt employees
Under Wage and Hour laws, some categories of employees are considered exempt from laws such as overtime requirements, time worked reporting, minimum wage, and others. These employees are considered exempt employees. For a complete description of the categories, contact Human Resources.
Non-exempt status means that the employee and employer are required to comply with applicable wage and hour laws such as overtime payment, time worked reporting, minimum wage, and others.
The exempt/non-exempt status for each position will be determined by Human Resources based upon the legal requirements and the job description.
D. Bargaining unit staff
The Building Services non-supervisory staff in Facilities Operations are members of the Service Employees International Union. As such they are bound by the terms of their collective bargaining agreement.
Provisions of this policy manual apply to unionized staff only when the same provision is not specifically addressed by language or intent in the bargaining agreement. In the event of a conflict between this manual and the bargaining agreement, the agreement will control for bargaining unit staff.
E. Independent Contractor
Periodically situations may arise that require the skills of an independent contractor when other means are impractical. Prior to hiring a contractor, please contact Human Resources to evaluate if the work requested meets the criteria to determine employee or independent contractor status.
Generally the person must have an independently established business, do work for others, be paid on other than a salary or hourly basis, be free from direction and control of the college, provide their own tools and workspace, etc. If these tests are not met, the contractor will be legally considered to be an employee.
Independent contractors are paid through accounts payable, and if the earnings in one calendar year are $600 or more they will receive a 1099-Misc tax from the college.
Internships may be offered to students from other schools who will receive school credit for working in a temporary assignment that supplements their learning experience. Internships may be paid or unpaid. Contact Human Resources for further details about the criteria for interns. Internships are normally offered for a one-year period of time and may be re-appointed for one additional year. The maximum number of hours worked per year is limited to 900.
Volunteers are welcome at Reed College and provide valuable services in support of the regular paid staff. No paperwork is required when volunteering other than any records asked for by the individual department.
A paid non-exempt employee of the college may not volunteer or otherwise perform services for the college on an unpaid basis unless the following conditions are met:
- work must be performed for a public, religious or humanitarian service;
- without expectation of pay;
- at the employee's initiative;
- on the employee's own time; and
- the duties must not be his/her regular job duties.
Employees of the college are encouraged to refer friends and family members for vacant, posted staff positions. However, the college will not employ a family member or domestic partner for a position who will supervise or be supervised by another family member or domestic partner.
I. Break in service
Employees who separate from the college and are subsequently re-employed by the college within six months of their separation date will not be considered to have a break in service, unless a specific benefit contract requires a break in service when an employee separates.
Employees who separate and are subsequently re-employed by the college after six months of their separation date will be considered new employees and will be required to serve any and all applicable waiting periods in order to receive benefits. Refer to the individual benefit plan to determine any applicable break in service.
J. Temporary employee appointment to regular appointment
Staff who are appointed to a regular position while serving in a temporary position will be considered a regular employee from the original date of hire in the case where the regular appointment is the same position as the temporary position.
For such employees, vacation and sick leave accruals and time counted in service will be effective from the original date of hire. However, insurance benefits will become effective on the first of the month following the regular appointment.
V. Hours and Payroll
A. Working Hours
1. Work week
The official business hours of most college offices are 8:30 a.m. through 5 p.m., Monday through Friday, with a one-hour daily lunch break. Based on the nature of the particular services they provide, individual departments may open from 8 a.m. to 5 p.m. or on other alternative schedules.
2. Lunch periods
Lunch periods for non-exempt employees are normally one unpaid hour and are scheduled by the department supervisor.
Wage and hour laws require that the employer provide meal periods of not less than 30 minutes to non-exempt employees who work shifts of six or more hours. For work periods of seven hours or less but at least six, the meal period is to be taken between the second and fifth hour worked. If the work period is more than seven hours, the meal period must be taken between the third and sixth hour worked.
If an employee is required to remain on duty during the meal period or performs any tasks, the employee must be paid for the meal period. Meal periods must be 30 minutes without interruption to be unpaid time.
Wage and hour laws require that the college provide a period of rest for non-exempt employees of not less than 10 minutes, without deduction from the employee's pay, for every segment of four hours worked in one work period. This time must be taken in addition to and separately from time allowed for meals.
Non-exempt employees may take a fifteen-minute paid break once during the first half of the workday or evening and once during the second half of the workday or evening. Breaks are not cumulative, nor can they be used to shorten workdays.
4. Temporary schedule adjustments
Non-exempt staff may adjust work schedules within a workweek only (not a pay period) with the supervisor's approval, for instance, working additional hours one day and working less the next, taking a one-half-hour lunch one day in the week so that the employee may take a one and one-half-hour lunch another day in the same workweek.
Reed College does not allow employees to work unauthorized overtime. Overtime must be approved in advance by the department supervisor. Overtime will be approved only when the work to be accomplished is considered urgent and can only be accomplished at other than normal work hours.
Overtime is time worked in excess of 40 hours per week, regardless of the employee's regular work schedule. For example, an employee regularly scheduled to work 37.5 hours per week who works 42 hours a week would receive 40 hours of pay at their regular hourly rate and 2 hours of overtime pay at time-and-one-half. Any time worked over 40 hours per week is paid at the rate of time-and-one-half.
Payment of overtime for a non-exempt employee is mandatory and may not be waived or taken as "compensatory time" if the employee has actually worked more than 40 hours in a workweek. If the employee has used sick leave, vacation, or other paid credits during the week in which he/she works over 40 hours, the employer is not obligated to pay the overtime rate unless the time actually worked exceeds 40 hours. Paid time off does not count toward hours worked.
Exempt employees are not eligible for overtime pay, regardless of the number of hours worked. Overtime work is inherent in their positions. An exempt employee's pay includes consideration for additional hours the job may demand to meet work deadlines or department objectives.
Bargaining unit employees should refer to their union contract.
6. Shift differential
Shift differentials will apply to those staff who work established evening/swing or night/graveyard shifts.
Bargaining unit employees should refer to their union contract.
7. Maintenance/Audio Visual on-call premium pay
This program applies only to non-exempt maintenance and audio visual staff who are required to carry a pager on a one-week or split week (audio visual) rotation and respond immediately to emergency calls, both by telephone and in person.
Each maintenance employee will receive $50 premium pay for each full week he/she is required to carry the pager. Each audio visual employee will receive premium pay as described above; however, the week will be split if applicable. This premium pay will be added to the employee’s base rate of pay in the pay period following completion of the full week’s rotation. No premium pay will be payable in advance.
Employees who are on-call in accordance with this premium pay program will receive time and one-half pay when called in to work. Regardless of the number of hours worked in the workweek, pay will remain time and a half the employee’s regular base rate of pay with only one exception. When called in to work on a regularly scheduled holiday, employees will receive double time plus their regular pay for the holiday.
Paid time will begin when the employee arrives on campus and begins work and end when the job is completed and the employee leaves campus. No travel time to and from home will be construed as work time or paid time. However, the minimum pay for this on-call premium pay will be two hours of pay when an employee is called in to work.
This program may be eliminated at any time the college believes it is no longer in its best interest to continue. The program is evaluated and the decision to continue or discontinue is generally made on an annual basis.
B. Alternative Work Schedules
1. Flexible scheduling
Subject to the supervisor's approval and the needs of the college, employees may adjust or modify their regular schedule in order to accommodate personal needs such as day care, transportation, other employment, or for health-related reasons. The agreement to flex a schedule may be withdrawn at any time and for any reason, if in the supervisor's view it is no longer in the best interest of Reed College to continue the arrangement.
2. Four ten-hour shifts
Departments whose staff works a 40-hour workweek may arrange work schedules so that employees may opt for or be required to work a 4/10 schedule. In this case, vacation and sick leave accruals remain the same as if the employee were working a 5/8 schedule.
3. Job sharing
Subject to the supervisor's approval and the needs of the college, employees may job share a position under terms and conditions as defined by the college.
Job share is defined as one budgeted full-time position that is being shared by two part-time employees.
The supervisor reserves the right to discontinue the job share arrangement at any time he/she has reason to believe that continuing the job share arrangement is no longer in the best interest of Reed College.
Each employee's status is that of a part-time employee. All conditions of employment and status will be that accorded to a regular part-time employee, including but not limited to eligibility for insurance benefits, holiday pay, vacation accrual, and sick leave accrual.
Normally, the hours are divided so that one employee receives insurance benefits and the other does not. However, there may be situations in which the hours are divided equally and both parties receive insurance benefits. This adds considerably to the cost for the college and should be considered carefully before making a final decision. In any case, the employees are expected to collectively work the regular schedule of the full-time position. In the absence of one member of the job share team, the supervisor has the right to expect that the other member will work the full hours when required to do so.
Each job share team member will learn and perform all aspects of the full-time position. All performance standards and appraisals will be based on the full duties of the position.
C. Payroll Information
1. Reporting absence to the supervisor
Employees are expected to notify their supervisor as soon as it is possible to do so if they must be absent from work. Failure to notify the supervisor and/or continued absence from work may become a factor in evaluating an employee's performance and may lead to corrective action.
Absences may be deemed questionable or unexcused even if the employee has accrued sick leave.
An employee who fails to report to work for three consecutive days without notifying his/her supervisor may be considered to have voluntarily resigned his/her employment with the college.
Employees are expected to notify their supervisor as soon as, and if, it is possible to do so if they are going to be tardy. Continued tardiness may become a factor in evaluating an employee's performance and may lead to corrective action.
3. Inclement weather
Due to the residential nature of our college and the mild winters in Portland, it is unlikely that the campus will close for inclement weather, however each incident of severe weather will be considered on a case-by-case basis. In general, absences due to weather will not be compensated unless the college is unable to open or is required to close early.
The decision to close the college will be made by the president or in his/her absence, one of the vice presidents. The closure will be reported to local radio and TV stations and posted on the front page of reed.edu by the director of public relations. In the absence of such notification, employees should assume that the college is open.
When the college is open during severe weather
When the college is open but weather conditions are such that an employee determines that commuting would be hazardous and feels that s/he should return to or remain at home, the employee is encouraged to do so. Under these circumstances, employees should notify their supervisor as soon as possible or within the first 30 minutes of the work day. Unworked hours will be recorded as vacation time.
When employees are unavoidably late during severe weather conditions but have made a reasonable effort to arrive at work on time, they will be paid for the entire day of work.
When the college officially closes during severe weather
Employees who are scheduled to work (and not on vacation or other leave) will receive pay for all of the hours that they were scheduled to work during a school closure.
For safety reasons, some staff will be expected to report to work even during a closure. Employees should speak with their supervisor to determine if their position is one that is expected to report for work.
4. Payroll related questions
Refer all questions to the Payroll Specialist, Business Office.
5. Pay periods and paydays for staff (non bargaining unit)
The pay week for overtime purposes is generally considered to be the calendar week (Sunday through Saturday). There may be some variation for 24-hour/7-days-per-week schedules. A payroll schedule can be found at http://www.reed.edu/gps/index.html.
Most regular full-time and part-time employees are paid on a semi-monthly basis, the 15th and the last working day of the month. GPS Web Time Entry (WTE) time reporting must be submitted and approved by the established deadlines. Bargaining unit staff are paid bi-weekly on Thursdays.
Paychecks are available at the cashier's window on the designated payday or may be directly deposited to an authorized bank, savings and loan, or credit union account. Employees may also make arrangements with the Payroll Office to have their paychecks mailed directly to their home. For all employees who are using direct deposit, paystubs are available in GPS Self Service.
6. Pay periods and paydays for bargaining unit employees and student employees
The pay week for overtime purposes is Monday through Sunday. The work period is bi-weekly. A payroll schedule can be found at: http://www.reed.edu/gps/index.html.
All employees must submit their time worked in GPS WTE for approval by the established deadline. Electronic timesheets must be approved by the established deadline.
Paychecks for bargaining unit employees are available at the cashier's window on the designated payday or may be directly deposited to an authorized bank, savings and loan, or credit union account. Paychecks for student employees are delivered to their Reed mail box. Employees may also make arrangements with the Payroll Office to have their paycheck mailed directly to their home. For all employees who are using direct deposit, paystubs are available in GPS Self Service.
7. Time reporting
Non-exempt staff are required under Oregon law to be paid for each hour worked and are required to report time worked. Non–exempt staff must complete time reporting using GPS WTE by established deadlines. Approvers must approve electronic timesheets using GPS WTE by the established deadlines.
Exempt staff are required to report exception time (vacation and sick leave) using GPS WTE.
8. Direct deposit
Employees can request that their pay be direct deposited into their financial institution. Direct deposit authorization forms are available from Payroll or Human Resources.
9. Payroll deductions
Certain deductions required by law will be made from each employee's wages. These include state and federal income tax withholding, social security taxes (FICA), and state worker's compensation.
Deductions will also be made for insurance premiums, loan payments, charitable contributions, etc., as authorized by the employee.
10. Final wages
If an employee quits with less than 48 hours notice, excluding weekends and holidays, the paycheck is due within five days, excluding weekends and holidays, or on the next regular payday, whichever comes first.
If an employee quits with notice of at least 48 hours, the final check is due on the final day worked, unless the last day falls on a weekend or holiday. In that case, the check is due on the next business day.
If an employee is discharged, the final paycheck is due no later than the end of the next business day.
When an employer and employee mutually agree to terminate the relationship, the check is due by the end of the following business day, as in the case of discharge.
An employee separating from the college and who has a personal loan or otherwise owes money to the college must make arrangements for final payment with the Business Office prior to the separation date.
VI. Classification and Compensation
A. Descriptions and Class/Comp Plan
1. Classification descriptions
The Human Resources Office retains the official copy of the classification descriptions for Reed College staff positions.
The descriptions are used in a variety of ways, and it is essential that they be updated regularly. Supervisors should forward modifications to the Human Resources Office. When completed, a copy of the updated description will be returned to both the supervisor and employee(s).
The classification descriptions are of necessity general and broadly written.
2. Position descriptions
Each employee of the college should have a position description that more specifically describes the tasks for which his/her position will be held responsible. These descriptions are for departmental use only and do not need to be forwarded to Human Resources.
In some cases, the classification description may also serve as the position description, particularly if there is only one position being described in the classification description.
3. Classification/compensation plan
Effective each July 1st, the Human Resources Office produces an updated classification/ compensation plan that lists the classifications in each grade and the salary range for each grade level.
The classification/compensation plan is sent to supervisors and is available upon request from the Human Resources Office.
4. Request for job audit
Any time an employee and/or supervisor believes that a position is improperly classified and/or graded, either party may request a job audit by notifying Human Resources of the request.
The Human Resources Office considers any or all of the following in auditing a position:
- a current position description;
- a revised classification description;
- examples of work;
- an interview with the employee to determine scope of authority, decision making, and amount of time spent on tasks;
- an interview with the supervisor to confirm and add to the employee's remarks.
When a decision is reached to change or not to change a classification or grade, the employee receives the decision in writing from Human Resources with a copy to the supervisor.
B. Salary Administration Plan
The purpose of Reed College's salary administration plan is to:
- provide a framework for the administration of a fair and equitable wage and salary system for all staff;
- further the goals and objectives of the college by recruiting and retaining qualified, competent staff;
- maintain internal consistency and equity among the staff on the basis of the particular job they perform; and
- allow staff to be rewarded on the basis of their performance.
Administration of the salary policy is the responsibility of the President and Vice Presidents. The Director of Human Resources is responsible for maintaining the college's wage and salary schedules and for their consistent application in a non-discriminatory manner.
Each supervisor/manager is responsible for determining the wages and salaries of staff in their department in accordance with the provisions and procedures of this salary administration policy and the annual guidelines. The real benefits of this salary administration plan will come only through consistency and the application of sound judgment and objectivity in dealing with individual wages and salaries within college policy and guidelines.
3. Salary ranges
The college maintains an established salary structure with salary ranges consisting of a minimum and maximum rate of pay.
Each position is assigned to the appropriate classification, grade level, and salary range by reference to an evaluation of job content.
The minimum rate reflects the amount necessary to hire a person with at least the minimum qualifications.
The maximum of a salary range provides an upper limit for what staff in that range will be paid.
4. Salary determination at time of hire
New staff will be paid at least the minimum of the appropriate salary range.
The appropriate Vice President, with the agreement of the Vice President/Treasurer in consultation with the Director of Human Resources, may authorize a starting salary beyond the minimum of the salary range for one of the following reasons:
- the applicant possesses extensive experience, education, or demonstrated ability above that normally required to fill the position; or
- marketplace recruitment factors necessitate paying the salary level to attract a qualified candidate.
Promotional increases are granted when an employee is appointed to a position that is at a higher grade level or responsibility level than the one currently occupied.
A promotional increase should coincide with the date on which the staff member assumes the new assignment.
Increases granted in a promotion will normally be the minimum of the salary range of the new position. The appropriate Vice President, with the agreement of the Vice President/Treasurer in consultation with the Director of Human Resources, may authorize a starting salary beyond the minimum of the salary range for one of the following reasons:
- the applicant possesses extensive experience, education, or demonstrated ability above that normally required to fill the position; or
- marketplace recruitment factors necessitate paying the salary level to attract a qualified candidate.
Transfer does not warrant a salary increase when the new position is in the same salary range. Generally, transfers are appointments to a position within the same grade level.
An upward reclassification involves a significant growth in the duties and responsibilities over an extended period of time, which thereby results in reevaluation of the position to a higher salary range. Staff experiencing an upward reclassification will not receive an immediate salary adjustment unless it is necessary to raise the salary to the new range minimum.
A downward reclassification occurs when job duties and responsibilities decrease, which thereby results in reevaluation of the position to a lower salary range. Staff experiencing a downward reclassification to a job with a lower wage or salary range generally will maintain their current rate of pay.
8. Salary above the maximum rate of pay
Staff whose salary is above the maximum of the salary range for their respective position are considered "frozen" and will not be eligible for any salary change except for eligibility for performance award increases until the range maximum overtakes the staff member's current pay level. In the case of a performance award when the salary is at or above the maximum, the award will be in the form of a bonus or lump sum award that does not increase base pay.
Proposed changes in staff wages salaries are to be initiated on a Personnel/Payroll Action Form. Information on this form must include the reason for the proposed adjustment.
10. Operating and control procedures
Maintenance of salary structure
The college's pay structure will be reviewed annually to determine its adequacy. Adjustments may be made to the structure and salaries paid to individuals may be adjusted at such time.
Establishment of new positions
The establishment of a new position requires prior approval of the Vice President/Treasurer in consultation with the Director of Human Resources. No commitment to hire may precede this approval.
Proposals for establishment of a new position must be accompanied by:
- documentation explaining need;
- a position description; and
- a revised department organizational chart showing proposed new position.
After approval for the establishment of the position, the Director of Human Resources will arrange for position evaluation to determine the appropriate classification and salary range in consultation with the supervisor.
The supervisor will draft the new classification description, if one is required. All final classification descriptions must be reviewed by the Director of Human Resources.
Employees and supervisors are responsible for revising and updating classification descriptions. The Director of Human Resources will assist in the final editing of the classification description.
After approvals have been received on the revised classification description, the Director of Human Resources will reevaluate the classification and grade.
C. Performance Award Program
1. Performance award program
The performance award program is designed to reward and recognize employees who have achieved exceptional performance over the past academic year. This level of performance must be consistent and must occur over an extended period. The decision as to granting or not of performance awards and amount of the awards is determined and announced prior to the beginning of the academic year.
Criteria to be included in the evaluation are:
- Describe the specific achievements that are examples of the employee's having exceeded
performance expectations including the ways in which the work unit, department, and/or College has benefited.
consider projects, assignments, tasks, streamlining, improving the effectiveness of the department, increased productivity, specific cost savings expected or realized, improved morale, what was new about the achievements, what was different about the achievements, what is not being done anymore as a result of the employee's contributions)
- Describe the employee’s outstanding skills and abilities that contributed to this success.
consider communication skills, listening skills, analytical ability, decision making, organizational ability, innovation, dealing effectively with change, initiative, creativity, exceedingly high quality of work, beating deadlines without compromising quality, and related topics)
- Describe the outstanding manner and style in which this employee does his/her work that
contributed to this success.
(consider enthusiasm, cheerfulness, cooperation, collaboration, strong service orientation, interpersonal skills, dealing effectively with conflict/confrontation, desire for creating a positive image for the department and the college, and related topics)
Complete Question 4 if the employee is a supervisor or managerial employee.
- Describe the supervisory, managerial, and leadership skills that have exceeded performance
(consider selection, training, performance evaluation, corrective action, effective delegation, understanding and motivating employees, managing change, human and financial resource allocation, strategic planning, policy development, organizational design, program design, empowerment, inspiring innovation and creativity, and related topics)
All regular full-time and part-time employees are eligible for consideration after one full year of employment in an eligible class. After meeting eligibility requirements, employees are eligible each year.
3. Amount and timing of increase:
The college will make a determination each year as to the amount of the performance award, if any, for that given year. The award is added to an employee's base pay normally effective on July 1st. However, if an employee's base pay exceeds the maximum of the salary range, the performance award increase is given as a one-time bonus.
In April of each year, the college sends a memo to all supervisory staff to advise them of the deadline for submission of performance award requests. The Dean of the Faculty's Office sends a memo in March of each year to the faculty who supervise staff.
Supervisors are responsible for assessing the performance of each subordinate and making a determination as to whether the employee has achieved a level of performance that is truly exceptional. Although the performance review process is separate from the performance award process, the most recent performance review for the employee must be attached to the performance award request and be consistent with the request.
The supervisor must prepare each request in writing on the request form available in the Human Resources Office.
The supervisor has the option of informing the employee of the decision to recommend or not recommend the employee for a performance award at this time.
The written request with a copy of the employee's most recent performance review is forwarded by the supervisor to the appropriate vice president or dean for review. The vice president/dean may deny the request at this point and inform the supervisor.
When all requests have been reviewed individually, the Dean of the Faculty and the three college vice presidents may meet as a group to make a final decision. The dean/vice presidents notify each supervisor in his/her area of responsibility of the final decision regarding each request.
Employees are notified of their performance award increase first by the supervisor upon notification by the appropriate vice president, and then in the salary letter distributed by the President in June of each year.
The written request for a performance award, whether approved or denied, is forwarded to Human Resources for inclusion in the personnel file of each employee. If the supervisor has not yet informed the employee that the performance award request was made, the supervisor must notify the employee at this time and indicate that a copy of the request is being forwarded to Human Resources for inclusion in the employee's personnel file.
IX. Staff Development
A. Performance review and planning
It is the policy of Reed College to provide a regular and consistent approach to conducting performance reviews for all members of the staff. It will serve at least these purposes:
- to recognize and encourage excellence in performance and to provide one measure in creating an equitable basis for award of merit pay increases;
- to improve performance, to identify weaknesses or problems and strategies for dealing with these, and to promote professional growth; and
- to foster a positive work environment and to promote communication among staff and between supervisors and staff.
Performance reviews are based on a person's job description. While there is a common and consistent approach to performance reviews, members of the staff are evaluated with regard to those tasks and responsibilities that are contained in his/her specific job description.
Performance reviews are both reflective (appraising work completed) and forward looking (setting expectations and objectives for the future).
There will normally be a written appraisal at least once each year, and this written appraisal will be the basis of a discussion between a staff member and his/her supervisor. There should be on-going feedback over the course of the year
Supervisors initiate the formal performance review and planning process on an annual basis. This cycle can be based on the employee's anniversary date, on the fiscal year, calendar year, or any basis that works most effectively. The supervisor should indicate in advance to his/her supervisor and to the employee what the annual cycle will be.
Sample forms for conducting the formal performance review and planning process are available from the Human Resources Department.
B. Award Programs
1. Excellence awards
This award acknowledges one or two staff members who have made an outstanding contribution to the college through individual effort and achievement. Recipients will be announced at the annual staff awards luncheon in the spring. Awardees will receive a certificate and a $1,000 cash award. In addition, the recipient's name is included on a plaque which remains on display at the college.
All staff are eligible for nomination, with the exception of the President's senior staff and past years’ recipients. Award winners must be actively employed by the college as of the date the award is to be given. Any member of the Reed community may nominate a staff member for the award. The nomination form is available online at the human resources website.
The nomination form must be submitted to the nominee's immediate supervisor. The supervisor will review the nomination form and determine if it will be forwarded to the excellence award committee for consideration, via human resources. Employees who are not in good standing are ineligible to receive the award. Supervisors who nominate their direct reports are to send the nomination directly to human resources.
Each spring, the President will appoint staff and faculty to serve on the excellence award committee. Their charge is to review the nominations and recommend to the president the names and achievements of those who should receive the award. The president will make the final decision as to award recipients. The awardee's name/s will be kept confidential until the president announces them at the annual staff luncheon.
2. Length of service awards
In recognition of continuous service to the college and enhanced knowledge of college operations, staff will be formally recognized for their service at five-year intervals. Each year at the college recognition lunch, staff who have reached these service milestones during that academic year will receive from the President a small token of appreciation from the college.
C. Thank you fund
The college provides an instant thank you fund which is a small but immediately accessible pool of money for supervisors who wish to recognize and reward employees. The fund may be used for gifts, meals, or other similar awards.
The pool of money available each academic year is allocated based on size of staff as follows: President-$500; Vice President for Development and VP/Dean of Student Services-$750 each; Dean of the Faculty and VP/Treasurer-$1,000 each.
Because of tax implications, the award must not be cash or a gift card. Any cash received by an employee is considered by the IRS to be the same as wages and therefore taxable.
Process for requesting an allocation from the fund:
Supervisors request an allocation by sending a written request to the appropriate Vice President, Dean of the Faculty or to the President. The written request must include the following information: 1-the recipient's name; 2-the reason for the award; 3-the type of award being requested; and 4-the cost of the award.
If approved, supervisors may either:
- purchase the award on their own and receive reimbursement, or
- receive the cash from the Business Office and then purchase the award.
In either case, the Business Office will need the receipt for the purchase to attach to the disbursement request.
The payee name on the disbursement form is the supervisor requesting the award. If purchased in advance, attach the receipt to the disbursement form. If purchased after the fact, forward the receipt to the Business Office so that they can attach it to the disbursement request.
The disbursement form must be signed by the appropriate Vice President, Dean of the Faculty or the President who will assign the appropriate organization and account numbers. The request is then forwarded to the Business Office staff who will process the request within 48 hours.
Each Vice President, the Dean of the Faculty and the President is responsible for monitoring his/her instant thank you fund budget to ensure the disbursements do not exceed the funds available. Funds will become available as of July 1st of each year. Unexpended funds will not be carried over from year to year.
D. Education and Training
1. College coursework, non-degree seeking
Regular full-time or part-time employee
The college may pay all or part of the expense for staff to attend specific college level classes at the undergraduate or graduate levels when the following conditions are met:
- the class is taken on the employee's own time and does not interfere with his/her ability to meet the requirements of the job;
- the specific class is directly related to the employee's current position and job responsibilities;
- the knowledge acquired would enhance the employee's work skills;
- the supervisor has approved in advance the participation, attendance and reimbursement;
- funds are available in the departmental budget to pay any or all the expenses;
- reimbursement is made only after the employee provides documentation that he/she has successfully completed the course.
This program is not intended to assist employees in seeking a degree even if the degree would be relevant to the job.
This program is different from the tuition remission program for courses at Reed College. Refer to Section VII, Benefits; Tuition Programs for more information about taking classes at Reed.
2. College coursework, degree seeking
Must be a regular full-time employee in an eligible class for no less than six years prior to the beginning of the class(es) for which the employee would be seeking reimbursement.
The college may pay all or part of the expense for staff to attend specific college level classes at the undergraduate or graduate levels when the following conditions are met:
- the request is made in writing and includes information about the program/coursework;
- the class(es) is taken on the employee's own time and does not interfere with his/her ability to meet the requirements of the job;
- the specific program/major is directly related to the employee's current position and job responsibilities;
- the knowledge acquired would enhance the employee's work skills; this determination would be made at the sole discretion of Reed College;
- the supervisor and the vice presidents have approved in advance in writing the participation, attendance and reimbursement;
- funds are available in the college's benefit/tuition reimbursement budget to pay any or all the expenses;
- reimbursement is made only after the employee provides written documentation that he/she has successfully completed each course/program.
This program is different from the tuition remission program for courses at Reed College. Refer to Section VII, Benefits; Tuition Programs for more information about taking classes at Reed.
3. Professional associations and conferences
Regular full-time and part-time staff
The college generally encourages and supports participation in professional associations and will pay all or part of the expenses for attendance at conferences and for annual dues when the following conditions are met:
- the professional association is directly related to the employee's current position and job responsibilities;
- the knowledge gained and the network of associates would enhance both the individual and the college;
- the supervisor has approved in advance the participation, attendance and reimbursement; and
- funds are available in the departmental budget to pay any or all the expenses.
4. Staff professional development fund
Regular full-time and part-time staff
The college has created an endowed fund to be used for staff development opportunities. It is not the intent of this program to replace or duplicate funds already available in existing office budgets for sending staff to conferences and other workshops. It is intended to provide an opportunity for staff to participate in programs that provide an extraordinary learning experience and will be of direct benefit to both the college and the employee.
Normally it will be given to staff who participate in a workshop, institute, or course(s) which provides knowledge and skills in an area in which the college would like to initiate new programs or make major improvements or changes in existing ones.
Staff members will be nominated for grants by their immediate supervisor. Staff who wish to apply for such a staff development opportunity should make the request to their immediate supervisor, realizing that a request does not guarantee approval. The request must be submitted in writing on the Staff Professional Development Nomination Form available online and in Human Resources.
If the immediate supervisor approves the request, it is forwarded to the Vice President, Dean of the Faculty or President as appropriate. Nominations will be considered on an academic year basis. Therefore, the nomination forms must be completed by no later than June 30th of any given year. Nominations may also be considered during the academic year if the available funds have not been completely expended at the beginning of the academic year.
The Vice Presidents and Dean of the Faculty will together review the nominations and decide which grant(s) will be funded by no later than August 15th. The nominee and immediate supervisor will be notified of the results including a brief explanation in the case of a nomination that is denied. The request and results will be included in the nominee's personnel file.
5. In-service training
The Human Resource Department develops and sponsors in-service training for faculty and staff. In addition, a number of sessions are offered for management staff designed to improve and enhance supervisory skills and communication.
6. Seminars and workshops
The college will pay all or part of the expense for staff to attend seminars and workshops on work time when the following conditions are met:
- the seminar or workshop is directly related to the employee's current position and job responsibilities;
- the knowledge acquired would enhance the employee's work skills;
- the supervisor has approved in advance the participation, attendance and reimbursement; and
- funds are available in the departmental budget to pay any or all the expenses
A promotion is defined as an appointment to a position in a grade higher than the one currently occupied.
For salary information regarding promotion, refer to Section VI, Classification/Compensation, Salary Administration Plan.
A transfer is defined as an appointment to a position within the same grade level, with no increase or adjustment in salary.
G. Applying for vacancies
Generally, the college announces a vacancy for which there will be an open recruitment through two resources:
- postings on the bulletin board outside the Human Resource Department;
- posting on the Reed web page at http://www.reed.edu/human_resources/staffsearch/index.html
In many cases, there is also recruitment outside the college.
Application for positions should be made in accordance with the instructions in the recruitment posting or ad.
X. Safety and Health
Policy under review
A. Safety and health policy statement
The health and safety of all employees of Reed College is of primary importance. To the greatest extent possible, the college will provide all mechanical and physical facilities required for personal health and safety, in keeping with the highest standards.
To be successful, such a program must embody the proper attitudes toward injury and illness prevention on the part of the whole Reed community. It also requires cooperation in all safety and health matters, not only between the supervisor and his/her staff, but also between each person and his/her fellow worker. Only through a cooperative effort can a safety record in the best interest of all be established and preserved.
The primary objective is a safety and health program that will reduce the number of disabling injuries and illnesses to a minimum. The safety and health program will include:
- conducting a program of safety and health inspections to find and eliminate unsafe working conditions or practices, to control health hazards, and to comply with local, state, and federal codes. Inspections will be conducted by the Environmental/Safety Coordinator, by the Occupational Safety Committee, and by outside agencies, as required;
- training personnel in good safety and health practices, including job specific training, as necessary;
- providing necessary personal protective equipment, together with the training in its use, to enhance the mechanical and physical safety of the workplace;
- developing and enforcing safety and health rules, requiring that all affected personnel cooperate with these rules as a condition of employment; and
- investigating promptly and thoroughly occupational accidents to determine the cause and how to prevent a reoccurrence.
We recognize that the responsibilities for safety and health are shared by all members of the community.
The college accepts the responsibility for leadership of the safety and health program, for its effectiveness and improvement, and for providing the safeguards required to ensure safe conditions.
The Environmental Health and Safety Department is responsible for the training in and implementation of the college's environmental, safety, and health policy, program development, coordination, and compliance. Department staff serve as liaison to all appropriate off-campus agencies and jurisdictions.
The supervisors of work areas have been delegated a great deal of responsibility for the safety and health program. A supervisor may be a department head, director, manager, administrator, or any other faculty or staff member who is in charge of one or more employees. As representatives of the administration, they are delegated responsibility for carrying out the following objectives. The acceptance of these duties, devotion to this task, and the safety attitude of supervisors will determine the success of the Reed College safety program.
Supervisors are expected to:
- set the proper safety example;
- assume the responsibility for employee safety;
- enforce safety rules;
- counsel and train employees in safe work practices;
- conduct frequent safety inspections;
- investigate and properly report all accidents in detail;
- see that injured employees receive prompt medical attention;
- respond to employees' concerns for safety in a positive manner; and
- contribute safety ideas to Environmental Health and Safety.
The active interest and cooperation of each employee is vital to the success of the Reed College safety and health program. Therefore, safety is the responsibility of each individual. Employees are urged to make safe performance an essential element of every task.
Every employee will assume the following responsibilities for safety and health:
- observe all safety and health rules and procedures;
- report unsafe conditions and practices to the supervisor as soon as possible;
- conduct work activities in a manner that will not endanger other people;
- set an example for new employees;
- undertake only those jobs you are authorized to do and that you understand;
- make safety suggestions;
- report all injuries to your supervisor immediately;
- wear personal protective equipment as needed;
- cooperate fully with supervisors in conducting investigations;
- participate in early return to work programs following injury.
Policy under review
B. Safety committee
The Reed College Safety Committee meets approximately once a month to review accident reports, worker's compensation claims, unsafe or unhealthy conditions which have been reported, and to conduct investigations. Any safety violations should be reported immediately to the supervisor for prompt action. Employees may also report violations directly to the Safety Committee.
Refer also to Section II, Administration, Staff Committees, Safety Committee
Policy under review
C. Stop smoking treatment
The college may support employees who wish to quit smoking and require help to do so. Normally the maximum the college will contribute toward the treatment is $150. Payment will be reimbursed to the employee after successful completion of the program. Should the employee begin smoking within six months of the reimbursement, the college will request the employee return the full payment. Application for stop smoking treatment may be made through the Human Resources Office.
Policy under review
D. Prescription safety glasses
Employees who are required to wear safety goggles on the job, and wear prescription glasses, will be provided with safety glasses at Reed's expense within certain conditions and limitations. Employees who believe that they require prescription safety glasses should request an evaluation with the Environmental Health and Safety Department.
It will be the responsibility of the employee to obtain a lens prescription from his/her own doctor. Reed College will supply polycarbonate safety glasses with side shields and safety sun glasses with side shields (if needed) on a three year basis. If the glasses should break in the course of the employee's duties, they will be replaced by the college. If the glasses are lost, the employee will be required to pay for the replacement.
If the employee receives safety glasses, he/she will be required to wear these glasses while on the job.
E. Workers’ compensation
Workers' compensation helps injured workers by paying them "benefits." Benefit payments help the injured worker while he or she is not working. The different types of benefits include: medical, out-of-pocket expenses, time-loss benefits for temporary injuries, permanent disability benefits, and death benefits.
Under the workers' compensation law, employees have certain guaranteed rights, including the right to file a claim. If the claim is accepted, the employee has the right to receive benefits and the right to request assistance in returning to work. The employee also has the right to ask questions about the claim or to appeal any decision made about the claim.
For questions or a problem with a claim, contact first the Human Resources office or speak directly with the carrier. If this does not solve the problem, contact the Workers' Compensation Division at 1-800-452-0288.
Refer also to Section III, Employment Law, Workers' Compensation.
F. Accident reporting and investigation
Most accidents are caused by a failure of people, equipment, materials, or environments to behave or react as expected. Accident investigations are an important part of the college's accident prevention program. By providing insight into the causes of an accident, it is possible to prevent a similar or more serious accident from happening.
Reports to be completed:
Even an injury that does not require medical attention must be immediately reported to the supervisor. This protects the worker should the injury worsen and result in lost time and/or the need for medical attention. It is important to report even those injuries which seem trivial at the time. Studies show that time loss injuries are often preceded by less severe incidents. Early investigation and mitigation of potential problems can lead to reduced occupational accidents, but once again, these incidents must be reported in order for the college to adequately evaluate the risk to the employee.
A "Report of Accident" form can be obtained from the Human Resources Office and by following this link. This form should be used by supervisors to report any incident (an accident involving no medical treatment or time lost) which occurs in his/her area, even if it happens to a volunteer or visitor. A copy of this form should be forwarded to the Human Resources Office within 48 hours following the accident so that a timely investigation can occur.
If an on-the-job injury results in a visit to a physician or in time lost from work, a "Report of Occupational Injury and Disease" form available in Human Resources and by following this link also known as an 801 form must be filled out. The form should be completed and returned to the Human Resources Office within 48 hours following the injury. The Human Resources Office will forward a copy of the completed form to the Environmental/Safety Coordinator so that a timely investigation can be conducted. Because of the lag time associated with these written reports, all serious accidents should also be reported by telephone to the Human Resources Office and/or the Environmental/Safety Coordinator immediately.
Failure to promptly file an 801 form may slow or reduce and in some cases preclude an injured worker's benefits:
Accident investigations are performed in order to evaluate the risk of repeat accidents to others and to remove the causes altogether, if possible. Accident investigations will be conducted by the Environmental/Safety Coordinator and/or the Safety Committee.
Workers' Compensation rules and information:
What happens if you get hurt on the job? First, as noted above, you must report your injury immediately! (If you are severely injured and need immediate medical attention, a co-worker can inform your supervisor.) Then, if necessary, seek medical attention. In Oregon, you may choose your own physician; however, the doctor you select must practice in Oregon. When you first see your physician for a workers' compensation claim, you must inform the physician that your injury happened on the job or that you believe your illness is job-related.
After receiving your completed 801 form, the insurance company will decide to accept or deny it. This decision must be made within 90 days from the day you told your employer about your injury. If your claim is accepted, you will receive a Notice of Acceptance from the insurer. If your claim is denied, you will receive a letter from the insurer telling you about your right to appeal the denial.
Any accrued sick leave that you have can be used for the first 3 days as applicable. If you do not have any accrued sick leave, Reed College will pay you for the first 3 days as applicable. Workers compensation will not be paid to you for the first three calendar days for your time off work unless you are off work for 14 days in a row or hospitalized overnight as an inpatient within the first 14 days. Thereafter, if your health care provider authorizes your absence from work, you may receive payments for lost wages.
Employees who are physician approved off for longer than 12 weeks in accordance with the Family and Medical Leave Act, will be placed on Unpaid Medical Leave for up to a maximum of six months, including time spent for FMLA/OFLA, until released to work by the physician. If the employee is not able to return to work after a total of six months, employment will be terminated, but can be reinstated at a later time in compliance with Oregon Workers Compensation law.
The college will continue to provide health, dental, life, and disability insurance for you while on unpaid Worker's Compensation leave under the same terms and conditions it would have been provided if you had not gone on leave. However, there will be no retirement contributions, accrual or accumulation of vacation and sick leave during the unpaid leave, and holidays observed by the college will not be paid during the unpaid leave.
You are responsible for payment of the employee portion of health and dental benefits and must submit payment to the Human Resources Office on a monthly basis. Failure to do so may result in the termination of benefits.
The supervisor is to complete time slips for injured employees indicating days missed from work with a "W" for worker's compensation until the employee returns to work. Time slips are to be sent to the payroll office with a copy to Human Resources.
Please follow this link to download or view a guide titled What Happens if I'm Hurt on the Job; a guide to Oregon's workers' compensation benefits, rights and reponsibilities. This guide is also available in the Human Resources Office.
There are several types of benefits which you may receive from a workers' compensation claim.
Instructions for completing "Accident Report":
Forms are available in the Human Resources Office and by following this link. The supervisor, instructor, or department administrator is required to complete sections 1-3 of the Accident Report. The name and title of the individual completing the form are required on the lines provided at the bottom. (Sections below correspond to the sections on the form.)
Section I: Complete the information about the injured person.
Section II: Findings, report what you think caused the accident.
Section III: Recommendations, immediate and long-term corrections.
Instructions for completing "801 Form":
Forms are available in the Human Resources Office and by following this link. The 801 form must be completed and sent to the Human Resources Office within 48 hours of the date the employer first knew of the injury. If the employee is not available, the supervisor should complete the form for the employee and note "not available for signature" on the worker signature line. Do not delay submitting the 801 by waiting for a signature.
Send all copies to the Human Resources Office.
G. Early return to work program
A major part of the cost of an occupational accident is related to the time lost from productive work by the injured employee. An early return to work program has been established in order to reduce the financial and psychological impact of a severe injury on both the employee and the college. This program will be administered by the Director of Human Resources.
The program is designed to return an injured employee to work to a restricted work assignment compatible with the worker's physical capability. The program procedures are as follows:
Fill out appropriate forms
An injured employee and the employee's supervisor shall follow procedures for filling out all related forms ("Supervisor's Accident Report" form and Form 801- "Report of Occupational Injury and Disease"), as described in the procedure titled "Accident Reporting and Investigation", within 48 hours following the accident. In the event that an employee is hospitalized as an in-patient as the result of an occupational injury or accident, the supervisor should inform Reed College's Worker's Compensation insurance carrier by telephone as soon as possible, in addition to completing the appropriate claim forms.
Make early contact with the injured
When an employee has an on-the-job injury that involves time lost from work, the employee's supervisor shall notify the Human Resources Office which shall contact the employee within three working days of the accident. The purpose of this contact is to assess the injured worker's needs, attitude, and the extent of injury, and to acquire the name and address of the attending physician.
Determine the injured worker's capability.
If it appears the injured worker will be off work for more than five days, the Human Resources Office shall contact the attending physician to get a determination of the employee's physical restrictions and projected recuperation time. At this time, the physician should be supplied with a job analysis describing the specific task requirements of the modified work assignment that will be offered to the worker. Each supervisor should maintain a file of such assignments to be readily available when needed.
Arrange a restricted work assignment.
If the physician's report suggests that the injured worker may have an extended period of recuperation and may be able safely and comfortably to perform some tasks, the physician may release the worker to perform the duties described on the job analysis. If the physician does not release the worker to perform these tasks, the supervisor should proceed to arrange a restricted work assignment which meets the criteria described by the physician.
If the worker's current job cannot be modified to accommodate the employee's restrictions, the Human Resources Office shall attempt to arrange appropriate duties in another work area within the college. The Office will notify all managers and supervisors of the employee's abilities through email and ask supervisors to contact Human Resources if they have work available that might be suitable.
Ask the injured worker to return to work for a limited period.
The employee will be offered the temporary, modified work. The Human Resources Office may offer the modified position to the employee over the telephone, but shall also follow up with a job offer by certified mail. The employee may start working before receiving the written offer. The restricted work assignment should be for the period of physical recuperation, with the understanding that the employee will return to a full-time work assignment when the attending physician believes it is feasible.
The offer shall include location of job, date and time to report to work, name and phone number of supervisor, number of days or weeks that work will be available (usually no more than 90 days), and wage rate. The employee will be paid at his/her regular rate of pay.
When a written offer of modified work is extended to the worker, temporary disability benefits cease, according to state law. If the employee refuses the modified work, he/she may also lose his/her right to be reinstated into the formerly held job, following recovery.
Review and complete "Return to Work Agreement" with employee.
When the employee reports to work, the supervisor will review and complete the "Return to Work Agreement" with the employee. This agreement outlines the doctor's medical limits. A copy of this document is available in Human Resources, and when completed, must be sent to the Human Resources Office.
The Human Resources Office will forward copies of all completed forms and letters to the Workers' Compensation insurance carrier.
Policy under review
H. Procedure for returning to work
The following procedures must be followed by employees who wish to return to work following an on-the-job injury which has resulted in the employee's being off work for more than one calendar day.
These procedures are followed both under the early return to work program and a regular return to work.
- All requests to return to work must be made in writing, dated, and signed by you.
- All requests to return to work must be accompanied by a dated, written release signed by your attending physician. This release must clearly specify whether you are released for your former job or are restricted in any way
- Requests to return to work must be made no later than the seventh calendar day following the date of the written release signed by your attending physician or following the date you were notified by the college or its insurance carrier of the release, whichever is earlier. Except where recognized extenuating circumstances exist, failure to make a timely request terminates your right to reinstatement or reemployment. Failure to seek a written release upon your becoming able to return to work may constitute abandonment of your right to reinstatement or reemployment.
- Requests to return to work may be brought in personally or mailed to the college. If mailed, the request should be directed to Human Resources. Requests brought in personally will be deemed made the date on which the written request is given to the college. Mailed requests will be deemed made on the date of receipt. All requests will be date-stamped upon receipt
- All requests to return to work must be directed to Human Resources.
- If your former job does not exist or a suitable alternative is not available at the time of your request, you must contact Human Resources in person or by telephone once a week to renew your request. If a period of 10 days elapses without such a contact, you will be considered to have abandoned your right to be returned to work.
All job offers will be made by telephone. It is your obligation to keep the college advised of any changes in your telephone number. Unless you advise the college otherwise in your request to return to work, the most recent telephone number in your personnel file will be used.
If you are offered a suitable position in response to your request to return to work and you refuse to accept it, you will be considered to have voluntarily terminated your employment and abandoned your right to reinstatement or reemployment.
1. At Reed
The college produces a weekly electronic newsletter for all members of the community. Click for more information.
2. Reed magazine
The Reed Magazine is published quarterly and is mailed to staff members at their home address. The magazine includes articles of interest about the academic program, community activities and events, and faculty and alumni.
3. Academic calendar
The Registrar's Office produces the annual academic calendar.
4. Email and memos
Periodically emails and memos are distributed to all staff.
1. President's staff meetings
On alternate months during the academic year, the President holds an open meeting with staff to discuss current events or topics of general interest. Meeting times are announced in "At Reed."
2. Semester invitational meetings with the President
Each semester the names of eight staff members are selected at random and those employees are invited to meet with the President for the purpose of discussing issues and asking questions. This provides an opportunity for staff to meet with the President on a more personal level and in a smaller setting than the regular staff meetings.
3. Supervisor's meetings
Through the academic year the supervisory and management staff of the college meets for a Supervisor's meeting in which information is shared with the group and time is allowed for general questions and discussion.
The agenda is prepared and distributed in advance of the meeting by Human Resources. Attendance is by invitation only.
4. Open forums
Open forums are occasions for the staff and faculty to come together to learn about an issue, engage in open discussion, ask questions, and express opinions. These sessions are generally information gathering opportunities prior to a final decision being made or action taken on a given issue.
5. Informational meetings
Informational meetings are occasions for the staff and faculty to come together to learn about an event that has occurred or will occur. These sessions are designed to give information to members of the community.
XII. Employment records
A. Reference checks
If a potential employer contacts Human Resources with a request for information, they must include a signed release from the employee. The Human Resources Office will normally release written factual, documented information regarding an employee's history with the college when the request for information comes from an employer or individual who has the right to know and the request is accompanied by a signed release.
The Human Resources Office will not give out information over the telephone to potential employers or credit references, other than whether or not the person is or was employed and for what period of time.
B. Records Maintenance Policy
It is Reed College's policy to maintain complete and accurate personnel records. These records are to be retained for the period of their immediate use, unless longer retention is required for historical reference, contractual requirements or legal requirements. Records that are no longer required, or have satisfied their required period of retention, are to be destroyed in an appropriate manner.
This policy describes those personnel documents that should be maintained for employees, the manner in which those records should be maintained and sets forth a schedule for retention of documents.
The destruction of records is only to be carried out under the supervision of the Human Resources Office in the case of staff files and the Dean of the Faculty's Office in the case of faculty files. If litigation is threatened or pending, no pertinent documents will be destroyed.
1. Files maintained by the college
Properly maintained personnel records are made up of a series of files containing information on each employee. The following files and documents will be maintained:
The following types of information will normally be maintained in the personnel file:
|Application/resume/inquiries||Annual salary letters|
|Non-medical leaves of absence||Performance evaluations|
|Offer letter/employment contract||Training and education|
|Acknowledgement of receipt for policies and handbooks||Discipline records|
|Personnel/payroll action forms||Emergency contact|
|Employee status (part-time/full-time/tenured)||Certifications or licenses|
|Job history such as position, promotion, demotion, layoff, seniority||Offer letters/acceptances|
|Records of employee choices, such as declining promotions or training||Attendance records|
In addition benefits information will be included in the personnel files and will contain information on employee benefits including information on enrollment and beneficiaries.
Employees may include appropriate materials in their personnel file upon request by contacting Human Resources.
Grievances filed by an employee will be maintained in a separate file but will be considered a part of the official personnel record of the employee.
All medical information will be excluded from the employee's personnel file and maintained in a confidential medical file. Medical information is maintained in a confidential manner to meet requirements and restrictions imposed by federal law for personal characteristics, genetic information, etc.
INS I-9 form file
I-9 forms for all employees will be maintained in a single file in the Human Resource Department.
A payroll file will be maintained in the Payroll Office. The payroll file will include the following payroll information: employee name; Social Security number; home address; date of birth; gender;occupation; time and date that work week begins; regular hourly pay rate; hours worked each, week; total daily/weekly straight-time earnings; weekly overtime earnings; total wages paid each pay period; date of payment and pay period covered; additions or deductions in each pay period.
A separate confidential medical file will be maintained for employees and may include the following information:
|Results of drug and alcohol tests||Results of hearing tests|
|Other records of diagnoses||Doctor's notes and excuses|
|Documentation of medical leaves of absence||Physical examination reports|
|Post hire, fitness-for-duty examinations||Medical certifications for FMLA and OFLA|
Any medical information about an employee, whether or not specifically listed above, will be maintained only in this separate medical file. Worker's compensation claims and accident investigation reports will be maintained in a separate file in Human Resources.
The Americans with Disabilities Act requires employers to maintain confidential medical records which are separate from other personnel records. Supervisors generally may not be provided with medical information about employees. Supervisors are entitled to know any necessary restrictions on an employee's duties and information necessary to make reasonable accommodations. Safety and first-aid personnel may be advised of medical information if they have a need to know this information in order to perform their safety or first-aid functions.
Safety training records
Safety training records are maintained by the departments responsible for the training, such as environmental/safety, community safety, and the sports center in the case of driver's safety training.
Occasionally Reed College deals with issues that are in dispute such as complaints arising under its policy against harassment and complaints arguably arising under various statutes. If an investigation is conducted, the materials relating to the complaint, the investigation and results will be maintained in a separate file.
Reed College's policy is to discourage the practice of supervisors keeping informal personnel files on employees. Reed College recognizes, however, that it may be necessary for a supervisor to keep
records concerning employee performance which, because of an ongoing need for access and updating, cannot be solely maintained with the remainder of the employee's personnel file. Such files should be kept in a locked, confidential file and should be destroyed when the employee terminates if there appears no likelihood for legal action. If the likelihood exists, the supervisor should maintain the records until the matter is resolved recognizing that they may become subject to subpoena. No medical records may be maintained by supervisors.
2. Changes in information:
Employees are responsible for keeping supervisors and Human Resources informed of changes of name, address, telephone number, and whom to contact in an emergency.
In addition, employees should check their benefits records periodically, to ensure that the proper coverage is in force, family status and dependent information is current, and the beneficiary information is correct.
3. Access to files
All personnel records maintained by Reed College are confidential. Access is limited to those persons with an administrative or human resources function which requires access to those records. Generally a supervisor, or a supervisor who is considering hiring a current employee, will have access only to an employee's personnel file and not to other files.
4. Employee's right of access to personnel records
In compliance with Oregon law, an employee may inspect his/her personnel file. Reed College will make the personnel files governed by this law available for inspection at the college when it is appropriate, i.e. for current employees. Upon request, Reed College will mail a copy of the personnel file to the employee or former employee. Reed College will not charge more than the reasonable costs for copying the information.
In all cases where an employee or former employee reviews or is sent a copy of his or her personnel file, a record will be maintained reflecting the date on which the file was reviewed or copied, and the contents of the file on that date.
5. Maintenance of other personnel records
State and federal laws also require that Reed College maintain personnel records which do not necessarily pertain to a single employee. Examples of these records include collective bargaining agreements and health and safety records.
6. Storage of personnel records
All confidential records normally are to be stored in locked offices and/or locked cabinets when not in use.
7. Record retention
The college’s Record Retention Policy can be found at this link: http://www.reed.edu/treasurer/financial_policies.html
XIII. Grievance process
Policy under review
The college wishes to provide each employee with a process for achieving resolution of work-related misunderstandings. To ensure this occurs, the college has established a grievance procedure which all except union employees may follow to identify and resolve differences with the college over wages, hours, or working conditions.
Union employee grievance procedures are provided by the contract between the union and the college.
This same process applies to achieve resolution of charges of discrimination on the basis of race, color, religion, sex, age, handicap, national or ethnic origin, veteran status, marital status, sexual orientation, gender identity or any other characteristic protected by applicable state or federal law. Charges of sexual harassment should be resolved in accordance with the procedures outlined in Section III, Employment Law. Charges of other types of harassment should be resolved according to the steps of this process.
Employees shall not be discriminated against or disciplined because they have in good faith availed themselves of this procedure.
Employees are allowed to have a co-worker of their choice present, if they request it, during the grievance process up to and including the grievance board hearing.
The employee shall discuss the complaint, harassment, or act of discrimination with either the immediate supervisor, or alternately, with the Director of Human Resources, within ten (10) working days of the occurrence giving rise to the complaint. Every effort should be made to resolve the complaint at this step. However, if resolution is not achieved after the Step 1 discussion and the employee wishes to pursue the matter further, then…
Within seven (7) working days of the discussion of Step 1, the employee will discuss the grievance with the Director of Human Resources, who will attempt to resolve the grievance. If resolution is not achieved after the Step 2 discussion, and if the employee wishes to pursue the matter further, then…
The employee shall, within seven (7) working days of the discussion at Step 2, present a written grievance explaining the basis for the grievance to the Director of Human Resources.
Upon receipt of a written grievance, the Director of Human Resources shall promptly arrange for a Hearing Board consisting of up to three of the college's four vice presidents (excluding any vice president involved or responsible for the area where the grieving employee works). The Director of Human Resources shall provide the board members with a copy of the employee's written grievance and a statement regarding the Director's efforts to resolve the grievance at Step 2. The board shall make inquiry into the alleged grievance, conducting such interviews and making such inquiries as it considers necessary to obtain a full understanding of the facts surrounding it. The board should make a written recommendation of specific action for the resolution of the grievance.
The board may choose to record its interviews. Transcripts will not be provided to any of the participants or the employee presenting the grievance. The Director of Human Resources will serve as recorder for the
Hearing Board. None of the participants in the process may be represented by an attorney.
If the employee wishes to pursue the matter further, the employee shall, within seven (7) working days of the issuance of the Hearing Board's recommended resolution, file a written statement with the President of the college stating why the employee believes the recommended action to be unsatisfactory. The President shall review the record and make a decision in the matter, which decision shall be final and binding on all parties.
Failure to present a grievance or to pursue it to the next step of the above procedure within the specified time periods shall be deemed a waiver by the employee of any further appeal of the matter, and it shall then be considered resolved and closed.
XIV. Separation from Employment
A. Separation From Employment
Reed College recognizes and values the contributions of each staff member of our institution. However, we also recognize that the employment relationship may and will end for any number of reasons, or sometimes for no specific reason at all. This policy outlines the various types of ways that the employment relationship may end, and provides the various processes or steps that may occur in those situations.
B. Exit interviews
Exit interviews are encouraged upon termination of employment with the college. The employee or supervisor may arrange an appointment with Human Resources for an interview. At this time, employees may make any comments regarding their department or supervisor. The employee's identity will be protected, unless the employee specifically requests that the information be forwarded to management without the protection or unless required by law. Comments based on first-hand experience can be extremely helpful to improve management of the college.
If an employee resigns, the college requests advance notice in writing to the supervisor specifying the last day at work. This date will be considered the effective day of resignation.Employees are requested, as a courtesy to the college, to give two weeks' advance notice of the effective date of a resignation. Employees are asked to notify Human Resources to schedule an exit interview before leaving.
When an employee prepares to retire, it is best to give three months' written notice of retirement to the supervisor and to Human Resources to facilitate any necessary transition of benefits and annuities.
The employee is responsible for contacting Social Security three months prior to retirement regarding the initiation of social security benefits, and TIAA-CREF regarding the initiation of the retirement annuity.
Retiring staff will be given honorable mention at the staff recognition lunch held each spring.
E. Involuntary separation
When an employee is involuntarily separated from the college in its sole discretion as an at-will employer may provide immediate termination with or without cause, with or without notice or additional pay. The college will normally provide corrective steps absent the situation involving serious or gross misconduct. Bargaining unit employees covered by the labor agreement are subject to its terms.
F. Reduction in staff
Reed College is committed to designing and planning for a stable work environment and workforce. However, it may become necessary at certain times to eliminate positions due to reorganization, lack of available work or funds, or any other circumstances. Reed College reserves the right to make such determinations at its sole discretion under the terms described in the Staff Policies and Procedures Manual and to alter or modify these guidelines at any time.
Elimination of positions
When a position is eliminated, the incumbent occupying the position will be terminated.
Consolidation of positions
When existing positions are combined or consolidated, the resulting new position will be offered to the incumbent who has the best overall qualifications to be retained as determined by Reed College. Qualifications will include skills, knowledge, experience, education, aptitude, and personal attributes which are job related.
In the rare event the incumbents are equally qualified as determined by Reed College, length of time in their current positions will be considered in making the final determination. The remaining incumbent(s) will be placed on permanent layoff.
Creation of new positions
When a new position is created at the same time that positions are eliminated, Reed College will first consider those individuals whose positions are being eliminated before beginning an open recruitment for the newly created position.
Return to work
Although there are no bumping or recall provisions, employees on permanent layoff are encouraged to apply for positions as new hires when such positions are opened for recruitment.
Benefits such as vacation, health insurance, etc. will be handled as specified in the appropriate policy for that benefit.
Arrangements must be made with the Business Office for continued payment of any personal loans that were being paid by payroll deduction.
Severance pay for a reduction in force
In the college's sole discretion, employees whose employment has been terminated due to a reduction in force may be paid severance pay normally in accordance with the following formula:
- for each year of the employee's most recent period of continuous regular full-time or regular part-time employment with Reed College, the employee will receive one week of severance pay based upon the employee’s regular rate of pay;
- this severance pay calculation will be pro-rated for a partial year of regular service, pro-rated to the nearest month; and
- under no circumstances will the severance pay award exceed six (6) months of pay.