Professional Documents
Culture Documents
PDF HR Policies Compress
PDF HR Policies Compress
T ABL E OF CONTENTS
Introduction _______________________________________
___________ ________________________________________________________ __________ 8
______________________________________
Section A - Staffing _______________________________________________
___________________ ____________________________________________________
________________________ 9
A.2. Staffing Options and Process _____________________________________
_________________________________________________________________ 9
____________________________
A.2.1 - Preamble _______________________________________
__________________________________________________________________________________ _____ 9
________________________________________________
A.2.3 - Staffing Options _________________________________________ ________________________________________ 10
_________________________________________________________________________________
A.2.4 - Staffing Process _________________________________________________________________________________ 10
hr_policies.docx Page 1
A.17. Guidelines for Initiating and Implementing Organizational Change _______________________________ 31
A.17.1 - Preamble ______________________________________
_________________________________________________________________________________ ____ 31
_______________________________________________
A.17.2 - Procedural / Policy Factors _______________________________________________________________________
______________________________________ _________________________________ 31
_________________________________________ __________________________ 31
A.17.3 - Types of Organizational Change ___________________________________________________________________
A.17.4 - University Policies and Contractual Requirements _____________________________________________________ 32
A.17.5 -Human Resources Assistance __________________________________________________________ ____________ 33
_______________ _______________________________________________________
_______________________________________________________ __________________________ 34
A.17.6 - Human Factors _________________________________________________________________________________
A.17.7 - Initiating and Implementing an Organizational Change - Summary ________________________________________ 35
B.5. Callback________________________
___________________________________________
_____________________________________
_______________________________________ 41
_____________________
B.5.1 - Definition of Callback ____________________________________________________________________________ 41
hr_policies.docx Page 2
_______________________________ 56
B.10. Workplace Safety and Insurance Act and Return to Work Program _______________________________
B.10.1 - Policy ________________________________________________________________________________________ 56
B.10.2 - Definitions ____________________________________________________________________________________ 56
_______________________________________________ _________________________________ 56
B.10.3 - Accommodation ________________________________________________________________________________
__________________________________________ ________________________________________ 58
B.10.4 - Responsibility __________________________________________________________________________________
__________________________________________ ________________________________________ 59
B.10.5 - Compensation __________________________________________________________________________________
B.12. Retirees
B.12.1 ___________________________________
_________________
- Retirement _____________________________________
______________________________________
___________________________
________ 60
Allowance ___________________________________________________________________________ 60
_________________________________________ __________________________ 60
B.12.2 - Privileges for Retired Employees ___________________________________________________________________
B.13. Compensation - Job Classification/Salary Administration - Admin / tech. Exempt (levels 2-12) ________ 62
Classification/Salary Administration
B.13.1 - Policy ________________________________________________________________________________________ 62
B.13.2 - Job Classification _______________________________________________________________________________ 62
B.13.3 - Job Descriptions
Descripti ons ________________________________________ ________________________________________ 62
________________________________________________________________________________
______________________________________ ________________________________________ 63
B.13.4 - Review Procedures ______________________________________________________________________________
B.13.5 - Review and Evaluation of Job Descriptions ________________________________________ ___________________ 64
Descript ions ___________________________________________________________
B.13.6 - Classification Appeal Procedures - Administrative/Technical Exempt Positions ______________________________ 64
B.13.7 - Salary Administration Procedures __________________________________________________________________ 66
B.14. Compensation - Job Classification/Salary Administration - Administrative Management Group _______ 68
B.14.1 - Policy ________________________________________________________________________________________ 68
_________________________________________ ________________________________________ 68
B.14.2 - Job Description _________________________________________________________________________________
B.14.3
B.14.4 -- Job
Job Evaluation _________________________________________________________________________________
Evaluation committee
Evaluation _______________________________________ _________________________________ 69
________________________________________________________________________ 69
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D.6. Carleton University Environmental Health and Safety Policy _____________________________________ 93
_____________________________________
D.6.1 - Policy _________________________________________________________________________________________ 93
D.6.2 - Occupational Health and Safety Act _______________________________________ __________________________ 95
_________________________________________________________________
D.6.3 - Joint Occupational Health and Safety Committee _______________________________________________________ 95
D.6.4 - Procedures for Reporting a Health or Safety Problem ____________________________________________________ 95
D.6.5 - Reporting an Injury ______________________________________ ________________________________________ 96
______________________________________________________________________________
D.6.6 - Radiation Safety _________________________________________
_________________________________________________________________________________
________________________________________ 96
D.6.7 - First Aid _______________________________________________________________________________________ 96
E.2. Confidentiality
Confidentiality _____________________________________
_______________________________________________________
______________________________________ 104
____________________
E.2.1 - Policy ________________________________________________________________________________________ 104
E.2.2 - Type of information to be Kept ___________________________________________ _________________________ 104
____________________________________________________________________
E.2.3 - Release of Information ___________________________________________________________________________ 104
E.3. Conflict of Interest _____________________________________
________________________________________________________________________ 105
___________________________________
E.3.1 - Preamble ________________________________________
___________________________________________________________________________________ ___ 105
______________________________________________
E.3.2 - Policy ________________________________________________________________________________________ 105
E.3.3 - Implementation __________________________________________ _______________________________________ 106
_________________________________________________________________________________
E.3.4 - Definitions ___________________________________________________________ _________________________ 107
________________ ____________________________________________________________________
hr_policies.docx Page 5
_____________________ 112
E.7. Emergency Evacuation of Buildings and Assistance to Persons with Disabilities _____________________
E.7.1 - Guidelines _______________________________________
__________________________________________________________________________________ ___ 112
______________________________________________
E.7.2 - Dunton Tower Fire Alarm _______________________________________ ___________ 113
Alar m and Evacuation Procedures __________________________________________________
E.7.3 - Requests for Assistance __________________________________________________________________________ 113
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Introduction
This manual describes the terms and conditions of employment for union-exempt employees of Carleton
University. In addition, it contains policies and procedures for the guidance of super
supervisors
visors and managers.
The policies and procedures offer support for effective, efficient and consistent personnel management
throughout the University.
For persons whose terms and conditions of employment are covered by a collective agreement their Collective
Agreement is available on Human Resources website.
website. Where a collective agreement does not address a
subject that is contained in the Personnel Policy & Procedure Manual, the policy will apply. When a subject is
covered in the collective agreement the pertaining provision shall apply to members of that union.
If assistance is required with respect to interpretation or applicability of any matter contained within this
Manual, please contact a member of Human Resources at 520-3634.
hr_policies.docx Page 8
Section
Section A - Staffing
Staffing
A.2.1 - Preamble
Preamble
University Management recognizes that Carleton’s success depends upon its ability to attract and retain the
most suitably qualified people to perform a variety of functions. To achieve this goal emphasis will be placed on
using current staff, wherever possible. Normally job openings
opening s will be posted to ensure that promotional
opportunities will be made known and
an d available to all members of the University. However, at the discretion of
the President or appropriate Vice-President, there will be occasions when it is determined that a position will be
filled without posting.
Positions in the Administrative Technical employee group which are posted will be offered to the best qualified
internal candidate, in priority order (see Section A.4.2). Positions in the Administrative Management Group
may, at the discretion of the President or appropriate Vice-President, be posted "internally" and "externally" at
the same time, with the best qualified
q ualified applicant being offered the position.
A.2.2 - Defining
Defining an Establish
Establishment
ment Position
Position
a. the position is v
vacant
acant as a result of the incumbent having left the position
position permanently;
b. the position is ttemporarily
emporarily vacant as a result of the incumbent being on an approved leave or
assignment to a different position but
b ut with the expectation that the incumbent will return to the position;
c. the position is not vacant, howev
however,
er, the incumbent is absent from work
work as a result of a long-term illness.
illness.
hr_policies.docx Page 9
A.2.3 - Staffing
Staffing Options
Options
A.2.4 - Staffing
Staffing Process
Process
1. A Staffing Guide w
with
ith detailed information on the staffing process
process and how to staff a vacant position is
being revised.
3. The posting will specify the qualifications required for the position and the duties and responsibilities as
contained in the approved position description (where available). It will also indicate the
training/probationary period, salary range, type of appointment,
appo intment, employee group, hours of work, specific
work requirements, and application deadline. The posting will appear on designated bulletin boards, on
campus, and on the web, for a minimum of five (5) working days.
6. All postings wi
willll state that "Equality of Opportunity is University Policy". Newspaper advertisements will
contain the following equity statement: "Carleton University is a participant in the Federal Contractors
Employment Equity Program and is committed to equality e quality of employment for women, aboriginal peoples,
visible minorities, and disabled persons. Interested persons from these groups are encouraged to apply."
hr_policies.docx Page 10
A.3. RECRUITMENT
A.3.1 - Application
Application Procedures
Procedures
2. Prospective applicants m
may
ay access a full position description on The Human Resources Web Site, or
request and pick up a paper copy by calling Human Resources (520-3634).
A.3.2 - External
External Search
Search
A.3.3 - Interview
Interview Expenses
Expenses
1. If a suitable candidate for a vacant position cannot be found in the National Capital
Capital Region, it may be
necessary to advertise the position outside of this geographic area. When potentially suitable candidates
are identified and requested to come to Ottawa for a personal interview, the candidate will be reimbursed
for economy air fare, bus fare, train fare, or a kilometre allowance, plus reasonable mean and
accommodation expenses. (Interview expenses are the budget responsibility
r esponsibility of the hiring department)
2. Each candidate will be asked to submit receipts in support of expenses and forward the receipts to the
hiring department who in turn will arrange for payment and forward such payment to the candidate as soon
as possible.
hr_policies.docx Page 11
A.4.1 - General
General Information
Information
1. A Staffing Guide wi
with
th detailed information on staffing and selection
selection procedures is being
being revised for the use
of hiring managers/supervisors. In the case of a position in a bargaining unit, refer to the relevant collective
agreement.
A.4.2 - Priority
Priority Candidates
Candidates
Priority 1: Members
Members of the employee
employee group where the vacancy exists.
Priority 2: Members of other employee groups.
Priority 3: Persons not in groups noted above.
A.4.3 - Documenting
Documenting a Staffing Decision
When the hiring department has selected a candidate, a written recommendation, including the reasons for the
selection, must be forwarded to Human Resources. The
Th e Form "Documenting your Staffing Decision" is
available on the HR website for this purpose.
A.4.4 - Notification
Notification of Staffing Decision
Decision
Once the recommendation has been reviewed and the appropriate parties agree that the decision does not
contravene University policy or the terms of a collective agreement, an oral offer of the position will be ma
made
de by
an HR Advisor. Once the candidate has accepted the oral offer, the Vice-President (Finance and
Administration) will forward a formal written
written offer of appointment. The HR Advisor will inform all unsuccessful
unsuccessful
candidates, in writing, of the results of the competition (within five (5) working days of the appointment). An
unsuccessful candidate may discuss the reasons why s/he was unsuccessful with the HR Advisor concerned.
The candidate may request a copy of the documentation pertaining to her/his interview.
A.4.5 - Conflict
Conflict of Interest
Interest
hr_policies.docx Page 12
Members of the same family will not be appointed where there is a direct reporting relationship or where
internal control problems may be created as a result of such an appointment. Same family is defined as
spouse, parent, in-law, sibling, child, or stepchild.
Hiring managers who have discretionary budgets are also required to follow this policy with respect to the
hiring of temporary, casual or replacement
r eplacement employees.
A.4.6 - Employee
Employee Orientation
Orientation
A.4.7 - Documentatio
Documentation
n
New employees or persons who have not been employed at the University during the last twelve (12) months
must go to Human Resources, Room 507, Robertson Hall, to complete the required documentation forms
which are necessary for payroll and benefit plan enrolment.
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A.4.8 - Relocation
Relocation Expenses
Expenses
1. Relocation expenses must be established at the time of hire and will be included in the written
written offer of
employment. New employees may be reimbursed for an amount up to the one-way economy air fare (or
equivalent)
kilometre for themselves
rate. A relocation and their dependents.
allowance may also beTravel
paid. by automobile
This allowanceisincludes
reimbursed
costsatincurred
the applicable
in moving
normal household effects, as well as reasonable expenses for storage and insurance while in the carrier’s
possession. Actual costs must be supported by receipts.
r eceipts. Relocation costs are the responsibility of the
hiring department. If persons receiving a relocation allowance do not remain in the employment of the
University for at least one (1) year, they will be required to reimburse the University one-twelfth of the
allowance for each month short of one (1) year.
hr_policies.docx Page 14
A.5.1 - Continuing
Continuing Appointmen
Appointmentt
A continuing appointment is one where no end date isis stated. Barring discharge, resi
resignation,
gnation, or lay-off, such
an employee can expect to remain
rem ain employed until retirement. Such positions will be posted in accordance with
Section A.2.4 of the Human Resources Policies manual. Continuing appointments are made only when the
hours worked represent half (or more) of the normal work week. All such appointments are made in writing by
the Vice-President (Finance & Administration) or the President.
1. A term appointment is one where a beginning and termination date is specified. Beyond that date there is
no commitment to employment on the part of the employer. Normally such appointments are for a period of
not less than four (4) months and not more than twelve (12) months. A request to extend the appointment
must be received in writing by the Assistant Vice-President (Human Resources), one (1) month prior to the
completion of the appointment. Such a request must indicate the reason for such an extension and the
time-frame involved. Such positions will be posted in accordance with Section A.2.4 of the Human
Resources Policies manual, and shall be classified for salary administration purposes. Term appointments
are made only where the hours worked represent half (or more) of the normal work week. All such
appointments are made in writing by the Vice-President (Administration) or the President.
2. The following sections of Human Resources Policies do not apply to term employ
employees:
ees: A.3*, A.5.5, A.5.6,
A.5.7, A.13, A.14, B.8.8(8), B.9.1 and B.11.1 (except as noted).
A.5.3 - Replacement
Replacement Appointment
Appointment
3. Department Heads or their designates may make such appointments subject to the availability
availability of sufficient
sufficient
funds in the departmental part-time salary budget.
4. A letter of appoint
appointment
ment is not required. However, the employee should be advised of the anticipated
anticipated
duration of her/his employment. (See also Section A.16 -- Termination of Employment.)
hr_policies.docx Page 15
7. *Replacement employ
employees
ees shall be treated as priority 1 internal candidates for job competitions after one
(1) year of continuous service. (See Section A.4.2 of Human Resources Policies.)
3. A letter of appointmen
appointmentt is not required; however, the employee
employee should be advised
advised of the anticipated
duration of her/his employment. (See also Section 16 -- Termination of Employment.)
4. To establish the e
employee’s
mployee’s eligibility for benefits, the department
department must forward
forward the following information
information to
Human Resources upon the employee completing three (3) consecutive months of employment:
hr_policies.docx Page 16
A.5.5 - Acting
Acting Assignment
Assignment
b. Modified Acting Assignment: When a position becomes vacant, except as a result of of annual
leave, the supervisor may request that the Assistant Vice-President (Human Resources),
approve a modified acting assignment for an employee who will assume a substantial part of the
duties and responsibilities of the vacant position until the incumbent returns. A modified acting
assignment would normally be approved for an employee whose position is two or more
classification levels below that of the vacant position. In this instance the employee assuming
the acting position will be assigned to an appropriate classification level between the level of the
vacant position and the employee’s current classification level.
a. Comprehensive Acting Assignment: the minimum salary for the classification of the vacant position;
b. Modified Acting Assignment: the minimum salary of the classification level to which the person is
assigned, as determined by Human Resources; or
c. An amount equal to her/his
her/his existing salary plus 5%; where
where a 5% salary increase
increase results in a salary
between range steps, the salary will be adjusted to the higher step in the salary range.
2. When an employee on a an
n acting assignment in a higher classification
classification level returns to her/his former
classification level, the employee will return to the salary s/he received prior to the assignment. Salary
increases that would have been applied to that salary during the period in which the employee was on an
acting assignment will then be applied.
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A.5.6 - Career
Career Development
Development Assignment
Assignment
An employee whose normal hours of work areare less than thirty-five (35) hours per w
week
eek or, in the case of a
continuing appointment less than twelve (12) months per year, shall be considered to be a part-time employee.
Such persons may be appointed to continuing, term, replacement, or temporary positions.
A.8.1 - Current
Current Employees
Employees - Promotion
Promotion
Details of how salaries are established for current employees, who are promoted, can be found in Section B,
Compensation and Benefits.
A.8.2 - New
New Employees
Employees with Continuing
Continuing / Term
Term Appointments
Appointments
Employees in the Administrative/Technical Exempt group and in CUPE 2424 will normally be hired at the
minimum step of the salary range for their classification level. In extraordinary circumstances it may be
necessary to appoint a new employee at a higher step in the salary range. In such cases the starting salary
can only be agreed to and confirmed with the appointee by Human Resources. The Assistant Vice-President
(Human
range. Resources) will establish the starting salary if it is to be higher than the minimum step of the salary
hr_policies.docx Page 18
A.8.3 - Temporary
Temporary / Replacement
Replacement Employees
1. Replacement employees w
will
ill be hired at the minimum step of the salary range for their classification
classification level.
A.9.1 - University
University Employees
Employees
Where the successful applicant is a Carleton University employee, the HR Advisor will consult the two
departments concerned to arrange a mutually agreeable starting date. Normally the transition period will be
two (2) weeks. However, it may be extended to a maximum of four ((4)
4) weeks with joint agreement between the
departments.
Where a continuing employee is promoted or transferred to a new position the employee will be on a three (3)
month training period. A supervisor may request a reduced training period but not less than one month. During
the training period the supervisor is expected to take time to ensure that the employee is made aware of job
requirements and operational procedures. The employee’s performance should be closely monitored and
feedback should be given to the employee. In the event that the employee’s skills or performance do not meet
the needs of the department, the supervisor must advise the Organizational Development Section of Human
Resources at least
unsatisfactory two
during the(2)training
weeksperiod
prior toorthe endemployee
if the of the training
finds period. If the employee’s
the job unsatisfactory, theperformance is
University will
attempt to return the employee to her/his former position or to one of equal level and salary. This may result in
the new incumbent in the employee’s former position being returned to her/his former position or to one of
equal level and salary.
1. A new employee to the University in a continuing, term or replacement position will be required to satisfy a
probationary period. The probationary period will be three (3) months for positions up to and including level
4 and six (6) months (normally) for positions at levels 5 to 12 inclusive. However, some senior positions will
carry a twelve (12) month probationary period.
hr_policies.docx Page 19
2. During the probationary period the employee’s performance will be appraised by the supervisor and the
results discussed with the employee. The supervisor will meet with the employee at the mid-point of the
probationary period to review the employee’s progress. A Probationary Performance Review Report must
be completed at the mid-point (Interim Report) and at the end (Final Report) of the probationary period. If at
any time during the probationary period the employee fails to meet the required standards, s/he may be
released upon recommendation to the Vice-President (Finance and Administration).
3. At least two (2
(2)) weeks prior to the expiration of the probationary period the supervisor will inform
inform Human
Resources of the results of the final appraisal and will recommend:
Should a card be lost or stolen, the employee should contact the Campus Card Office to obtain a
replacement card. A staff member who is leaving Carleton is required to return the staff I.D. card to Human
Resources.
A.13. TRANSFERS
A.13.1 - Transfer
Transfer Policy
Policy
1. There are circumstances where an employee may be moved without competition (except(except for paragraph (2)
a) below) to a different position. Such instances may be initiated by the employee or at the request of the
University and may result in the employee remaining at the same, or moving to a lower, classification level.
Such an action is a transfer and requires approval of the Vice-President (Finance and Administration).
hr_policies.docx Page 20
a. successfully competi
competing
ng for a position a
att the same classification level as the position they occupy or
successfully competing for a position at a lower classification level;
b. Redundancy);
her/his position being declared redundant (see Section A.16.10 -- Relocation
Relocation for Reasons of
c. failing to meet the requirements of a new position during the specified training period,
period, (see Section
A.10.1 -- Training Period);
A.13.2 - Salary
Salary Implications
Implications Resulting
Resulting from Transfers
Transfers
hr_policies.docx Page 21
2. Reduced-time appointm
appointments
ents may take the form of:
4. Employees who are on reduced-time appointments have the right, with with six (6) months notice (unless
waived by mutual consent), to return to their previous hours of work. If operationally feasible the
employee’s position will be returned to its previous hours of work. If this is impossible the employee will be
placed in a position which may not be at the same classification level; however, her/his salary shall not be
reduced. With six (6) months notice (unless
( unless waived by mutual consent), the Department Head, Dean or
University Librarian may, due to operational requirements, require that the reduced-time appointment be
modified or returned to the previous hours of work.
hr_policies.docx Page 22
A.15.1- Preamble
Preamble
The Ontario Employment Standards Act requires employers to maintain an employment file for all employees.
Such files are initiated, maintained and stored in Human Resources.
A.15.2 - Access
Access to Human
Human Resources
Resources Files
Following the guidelines outlined below, an employee may examine her/his employment ffile.
ile.
1. Access to files is arranged by contacting the Staff Relations Section of Human Resources.
4. In the case of documents of censure, reprimand or criticism being added to an employee’s file, the
employee concerned shall be notified and required to read and initial such material. In the event of an
alleged distortion or error, the employee shall have the right to request the inclusion of material pertinent to
the alleged distortion or error. In the event of an error being established, the file shall be corrected and the
erroneous material removed.
5. Documents of censu
censure,
re, reprimand or criticism
criticism which are two
two or more years old shall be removed from the
employee’s File and shall not be considered in connection with any disciplinary action or promotional
opportunity.
was addressed to the employee or where a carbon copy was sent to the employee.
A.15.3 - Confidentiality
Confidentiality
No document contained in the employee’s file will be made available to any other person or organization
without the written consent of the employee except for any person or body of the University charged with
making or adjudicating career decisions; or as required by law. (See also Section E.2 of Human Resources
Policies.)
hr_policies.docx Page 23
A.16.1 - Preamble
Preamble
There are a number of circumstances which result in termination of an employee’s service with the University.
This section deals with the policies and procedures associated with these various forms of termination.
A16.2 - Notice
Notice of Termination
Termination for
for Term, Replacement
Replacement or
or Temporary Employees
Employees
1. No notice is required in any case where the employee is dismissed for cause. To determine whether a
proposed termination is for cause, consult the Staff Relations section of Human Resources.
3. In the situations de
described
scribed below, only after written notice has been given and the period of notice
notice has
expired can the employee be terminated. If an employee entitled to notice is terminated without such
notice, the employer must provide pay in lieu of notice and maintain fringe benefits including vacation pay
for the prescribed notice period.
d. 1 additional w
week
eek for each
each additional year of employment beyond 3 years.
years.
hr_policies.docx Page 24
NOTE
A.16.3 - Resignatio
Resignation
n
1. To facilitate a s
smooth
mooth transition, staff
staff who are resigning
resigning are requested to communicate
communicate this decision,
decision, in
writing, to their Department Head, indicating the effective date of the resignation. At least two (2) weeks
notice is requested. In the case of senior positions at least four (4) weeks notice is requested. Once a letter
of resignation has been received and the effective date agreed to, the date cannot be changed except by
mutual agreement.
4. To avoid delays in preparing the final payroll cheque, EI record of employment and o
other
ther documentation, it
is important that the employee provide as much notice as possible and that the Department Head promptly
advise Human Resources.
5. The Department Head is responsible for recovering keys, tools and other University
University property in the
employee’s possession. Human Resources will take responsibility for retrieving the staff I.D. card.
6. Human Resources w will
ill arrange for the final pay cheque including adjustments
adjustments for vacation
vacation leave and
accumulated overtime. A member of the Benefits
Benef its Section will counsel the employee on such matters as
employment insurance, pension, benefits, OHIP requirements, life insurance options, and so on.
A.16.4 - Exit
Exit Interview
Interview
hr_policies.docx Page 25
A.16.5 - Abandon
Abandonment
ment
It is the responsibility of each employee to notify her/his supervisor when s/he is unable to work as scheduled.
An employee who fails to report her/his absence for a period of five (5) wworking
orking days, shall be deemed to have
abandoned her/his employment. This abandonment shall be considered just cause for termination of
employment.
A.16.6 - Termination
Termination for Reasons
Reasons of Performance
Performance
A.16.7 - Performance
Performance Reviews - During
During a Probationary
Probationary Period
Period
1. Supervisors are required to complete formal performance reviews during a new employee’s probationary
period. As part of this review, unsatisfactory job performance should be documented along with
recommended steps for improving performance. These steps must be discussed with the employee with a
view to improving performance. If performance does not improve to an acceptable
a cceptable level, following a
reasonable period and following reasonable assistance from the supervisor, a clear written warning should
be issued to the employee that employment with the University may be terminated.
2. A probationary employee’s s
service
ervice may be terminated at any time during the probationary period. The
Organizational Development and Staff Relations section of Human Resources is available to assist
managers/supervisors in such instances.
A.16.8 - Performance
Performance Reviews
Reviews - Post-Probation
Post-Probationary
ary Period
1. While Carleton does no nott have a formal performance review program, it is the
the responsibility of all
all
supervisors to discuss job performance with their staff. Discussions regarding performance should be
initiated to recognize satisfactory performance and/or provide feedback for the purpose of improving
performance.
hr_policies.docx Page 26
3. If performance
reasonable iis
s unsatisfactory
assistance and does not
from the supervisor, improve written
additional following a reasonable
notice should beperiod andclearly
provided following
stating that
termination will result unless improvement occurs by a specified date.
A.16.9 - Dismissal
Dismissal for Wilful
Wilful Misconduct
Misconduct
1. Definition
Willful misconduct is defined as an act of such gravity and seriousness that it constitutes a breach of the
employee’s fundamental obligations to the employer and is, therefore, grounds for dismissal for cause.
2. Action to be Taken in the Case of Willful Misconduct
Steps for dealing with such infractions as insubordination, theft, gross negligence of duty and so on, are
outlined in Section D.2 of Human Resources Policies.
A.16.10 - Relocation
Relocation for Reasons
Reasons of Redundancy
Redundancy
3. It is the polic
policy
y of the University
University that no employee
employee with a continuing
continuing appointment, who has completed her/his
probationary period, should suffer a reduction of salary or loss of employment because a position has been
declared redundant without a concerted effort being made to find suitable alternate employment within the
University.
hr_policies.docx Page 27
a) The supervisor will meet with the incumbent along with the Department Head,Head, Dean,
Administrative Director or University Librarian to discuss the reasons for the redundancy. Where
the employee is a member of a bargaining unit, a union representative will be included in this
meeting.
b) A formal notice of redundancy, signed by the Vice-President (Finance and Administration), will
will
be given to the employee.
c) A member of the Organizational Development section section will be introduced to the employee. This
officer will assist the employee in finding
f inding alternate employment within the University.
7. Any training required to help the employee perform the duties of the new position will
will be provided by the
University.
A.16.11- Lay-Off
Lay-Off
2. After consulting w
with
ith the Dean, Administrative
Administrative Director or University Librarian, Human
Human Resources w will
ill
recommend to the Vice-President (Finance and Administration)
Adm inistration) which employee(s) will be laid off.
3. Non-unionized employees who are released under the lay-off provisions are eligible for the following:
following:
hr_policies.docx Page 28
a) 12 years service
service or more -- 6 months formal notice,
notice, or pay in lieu of;
b) More than 10 but less than 12 years
years service -- 5 months formal notice, or pay in lieu of;
c) More than 8 but less than 10 years
years service -- 4 months formal notice,
notice, or pay in lieu of;
d) More than 6 but less than 8 years
years service -- 3 months formal notice,
notice, or pay in lieu of;
e) 4
f) More than
years of 4 but less
of service than--6 1years
or less years
monthservice
formal--notice,
2 months formal
or pay notice,
notic
in lieu e, or pay in lieu of;
of.
A.16.12 - Retirement
2. Notwithstanding the above, an employee whose normal retirement date precedes the employee’s 65th
birthday may elect to postpone retirement, without the
th e consent of the University, until:
a. the first day of the September coincident with or next following the employee reaching age 65 (for
those who joined the Plan before July 1, 1957); or
b. the first day of the July coincident with or next following the employee reaching age 65 (for those
who joined the Plan on or after July 1, 1957).
hr_policies.docx Page 29
An employee’s retirement will only be postponed under exceptional circumstances. A written request from
the Dean, Librarian or Administrative Director, outlining the exceptional circumstance(s), should be
submitted to the Vice-President (Finance and Administration), through the Assistant Vice-President
(Human
retirees. Resources), immediately following
Upon the recommendation receipt of
of the President oand
f Human Resources'
the approval annual
of the Boardcommunication
communi cation regarding
of Governors, an
employee may remain in the service of the University following her/his normal retirement date. Specific
information regarding Pension Plan implications is contained in the "Retirement Plan Text" available from
the Compensation and Benefits Section of Human Resources.
4. Early Retirement
After reaching age 55 an employee may elect to retire and receive a pension prior to the employ
employee's
ee's
normal retirement date. Notification of early retirement should be made in writing to the Assistant Vice-
President (Human Resources) through the employee's Department Head. A reasonable period of
notification should be given. Specific information regarding pension plan implications is contained in the
"Retirement Plan Text" available from the Compensation and Benefits section of Human Resources.
NOTE:
Nothing in this retirement policy prohibits hiring persons over age 65 for temporary, term or replacement
assignments.
When a supervisor becomes aware of the death of an employee, the supervisor should immediately inform
Human Resources. A member of the BenefitsBe nefits Section of Human Resources will contact the employee's family
or solicitor to arrange for a suitable time to explain the benefit arrangements. (Also see Section E.5 -- Tributes).
hr_policies.docx Page 30
A.17.1 - Preamble
Preamble
Factors influencing the planning and implementation of organizational changes to a work unit can generally be
categorized under two major headings:
Procedural/Policy Factors
Human Factors
A.17.2 - Procedural
Procedural / Policy Factors
Factors
The University has a number of policies and procedures concerning organizational changes. Some are
contained in specific collective agreements, others in the University's Human Resources Policies. To assist
Deans, Directors and Department Heads in planning organizational changes within their jurisdiction the
following summary has been prepared. To permit Human Resources to be of maximum assistance in
implementing planned changes, they should be consulted early in the planning phase.
A.17.3 - Types
Types of Organiza
Organizational
tional Change
Change
Department Heads are responsible for assigning work to appropriate staff. When employees' duties and
responsibilities are altered, a revised position description(s) (where applicable) should be prepared by the
supervisor and submitted to the Organizational Development section in Human Resources. This Section
will assess the impact of the changes and will discuss its assessment with the Department Head.
hr_policies.docx Page 31
a. When
removesuch a posi
position
tion
the position is vacant,
from theestablishment,
the unit’s appropriate Vice-President will
will instruct
thereby permanently Human Resources
decreasing to
the unit’s staff
complement.
5. Summary
A.17.4 - University
University Policies
Policies and Contractua
Contractuall Requirements
Requirements
1. Approval
Organizational changes (adding or deleting a position or changing reporting relationships) must have the
written approval of the appropriate University Offices before implementation. Details of proposed changes
must be submitted, in writing, to the appropriate Vice-President through the Dean, University Librarian
and/or Department Head.
hr_policies.docx Page 32
Where the organizational change involves a change in process, technology, or equipment, the department
may be required to meet specific collective agreement requirements before implementation. The
Department Head should meet with the Assistant Director, Human Resources (Staff Relations) to review
the appropriate collective agreement before proceeding with an organizational change.
3. Contracting Out
All newly created positions must be posted in accordance with the appropri
appropriate
ate collective agreement and/or
Human Resources Policies.
A.17.5 -Human
-Human Resources
Resources Assistance
Assistance
1. Organizational Reviews
The Organizational Development Section of Human Resources is available to assist a Department Head to
identify potential changes within a work unit and to offer advice on how to proceed. Upon receipt of a
request from a Dean/Director, the Assistant Vice-President (Human Resources) will arrange
arra nge for a meeting
with the Department Head to discuss her/his initial ideas regarding changes to the work unit. A review of
the work unit will then be conducted through meetings with members of the unit to examine such matters
as workload, reporting lines, technology, staff complement, departmental comparisons, workflow,
organizational structuring, and so on. A report will be submitted to the Dean and the Department Head.
Reference has already been made to the requirement to prepare position descriptions (where applicable)
for new or altered positions. In the case of a new position, a classification review will be conducted. With
W ith
respect to an altered position, the impact of the changes will be assessed and discussed with the
Department Head. The Assistant Director, Human Resources (Organizational Development) is available for
advice when needed.
hr_policies.docx Page 33
4. Formal Co
Communication
mmunication with Unions and Employees
Employees
A.17.6 - Human
Human Factors
Factors
1. To most e employees
mployees organizational change means stress.
stress. Since effective implementation
implementation will depend
largely on the employees affected, it is essential that the human factors are handled with sensitivity.
Employees will quickly develop their own perspective of the situation. Without proper communication, this
perspective may be based on bits and pieces of information collected out of context and perhaps from an
external source. The following guidelines are
a re designed to help Department Heads communicate effectively
with staff, deal with resistance to change, and facilitate a smooth transition.
2. Timing
When possible, involve staff early in the organizational change planning. Such involvement will decrease
the amount of inaccurate information staff receive and more importantly will give them a sense of
involvement and ownership. Even for staff that will be affected negatively, involvement, while it will not
alleviate all of the negative fallout, will go a long way in helping with the transition. Equally significant is the
hands on knowledge and perspective that staff can bring to the organizational change. Their input can help
reduce the number of adjustments required at the implementation stage. Since you will be unable to make
everyone happy, be prepared for some tough times during the initial planning phase. However, be assured
that even with the potential for heated debate at this stage, staff who feel that they have had an opportunity
to be heard will make a smoother transition than those who perceive the change as being imposed upon
them.
3. Meetings
Don’t use written communication to replace face-to-face discussion. Meet frequently during the planning
phase to ensure that staff have the most up-to-date information and are provided with an opportunity to ask
questions. Group meetings will reassure employees that they are all getting the same information. One-on-
one meetings will allow you to gauge the anxiety level of individual employees. Some employees may be
more comfortable asking questions in a one-on-one meeting.
hr_policies.docx Page 34
Such an employee should be assured that the University will make every attempt to place the employee in
another position at the University. All options, including re-training, will be discussed with the employee by
a member of the Organizational
O rganizational Development Section of Human Resources. Procedures to be followed in
such instances are outlined in appropriate collective agreements or Section A.16.10 of Human Resources
Policies.
Some employees will feel a loss of identity, a loss of control, a sense of not belonging and/or anxiety about
the future. Encourage employees to talk about these fears. Otherwise, feelings will be vented elsewhere
and this may not be to the benefit of either the employee or the work unit. Do not expect too much from
employees during the initial phase of the reorganization. Staff will need time to disengage from the old
situation and reengage with the new one. Remember, patience along with open and continuing
communication and feedback are the key k ey to getting through this phase.
A.17.7 - Initiating
Initiating and
and Implementing
Implementing an Organizational
Organizational Change
Change - Summary
Summary
hr_policies.docx Page 35
Section
Section B - Compensation
Compensation and Benefits
Benefits
B.1. HOURS OF SERVICE
B.1.1- Policy
1. The University hours of service are 8:30am to 4:30pm, including the lunch hour. Each Dean/Vice-
President/University Librarian is responsible for managing hours of service in his/her area. Where a unit
deems this is not possible, the unit can apply for an exception as outlined in B.1.3.
2. Extended Hours
Some service areas require extended service hours to meet student needs as well as operational
requirements. Each Dean/Vice-President/University Librarian is responsible for ensuring that the unit has
completed a detailed assessment of their needs before investing in resources for staffing extended hours.
Managers
an are responsible
examination of all other for ensuring
alternate that service
modes is delivered
of delivery, such as in thebased
web most efficient
service. manner. This includes
If it is deemed that
extended hours are necessary, the Dean/Vice-President/University Librarian must apply to the University
Hours Management Committee (UHMC) for approval. For UHMC membership and mandate, see Appendix
B.1
B.1.2 - Exceptions
Appeals from units for exceptions to the University hours o off service must be made to the University Hours
Management Committee (UHMC) with substantive justification
j ustification through their Dean/Vice-President/University
Librarian. Each Dean/Vice-President/University Librarian must ensure that the unit has completed a detailed
assessment. If s/he agrees, forward the appeal to the UHMC with their comments. . For UHMC membership
and mandate, see Appendix B.1.
Develop a proposal for change by providing detailed justification for the request including the effect on
workload of staff and outlining the impact on service delivery to staff and students and impact on
operational requirements.
The proposal must be signed by the Chair/Director and approved by the appropriate Dean/Vice-
Dean/Vice-
President/University Librarian.
The Dean/VP/University
Dean/VP/University Librarian must forward the proposal withwith her/his comments to the University
Hours Management Committee 9UHMC) for consideration.
The UHMC
UHMC will notify the Dean/VP/University Librarian and Chair/Director of the committee's decision.
hr_policies.docx Page 36
The UHMC
UHMC will notify the Department of University Communications ofof any changes in academic and
and
administrative hours of operation for communication to the campus community.
B.2. HOURS OF WORK
1. A normal workday is 7 hours from 8:30am to 4:30pm with a one hour lunch break.
2. An up-to-date schedule o
off each employee's hours
hours of work must
must be maintained in the work unit.
4. Rest Periods
Employees may request that they be permitted to begin and end their seven hour working day on a schedule
other thanand
9:30 a.m. thatleave
outlined in between
work B.1.1. Specifically,
the hours ofan3:30
employee may6:00
p.m. and begin work
p.m. Thebetween the hours
hours between of 7:30
9:30 a.m. a.m. and
and 3:30
p.m. have been designated as the "core work period." Flexible working hours that impinge on this core period
will not be approved. (see Appendix B.2 - Examples of Flexible Working schedules).
B.2.3- Eligibility
With the exception of those employee groups listed below, all continuing and term employees are eligible to
apply for flexible working hours.
B.2.4 - Exceptions
Temporary employees and members of the following bargaining units: CUPE 910, CUPE 3778 and USWA
5297.
hr_policies.docx Page 37
B.2.5 - Procedures
1. In employee, in consulta
consultation
tion and with the approval of her/his Department Head or, where applicable, in
accordance with the CUPE 2424 collective agreement (Article 15) may select her/his own schedule of
hours within the limitations outlined in Section B.2.2 of Human Resources Policies.
B.2.7 - Eligibility
B.2.8 - Procedures
a.
b. the
the proposed
proposed hours of work,
distribution of
of duties during the employee’s absence,
c. possible impacts of the revised hours upon other operating units,
d. and possible impacts ofof the revised hours upon customer
customer service,
hr_policies.docx Page 38
3. Also see Section E.11 - Guidelines for Early Closing Due to Temperature Extremes
Only the President may authorize the cancellation of academic classes. No other person is authorized to
cancel academic classes. Public Relations and Information Services will be notified of a decision to cancel
classes and they will be responsible for
f or any necessary public announcements. Each Dean's office will be
informed prior to the issuing of a public announcement.
(Issued: September 1991)
hr_policies.docx Page 39
B.4. OVERTIME
B.4.1 - General
1. Authorized work performed by all employees in excess of the hours in an employee’s normal work
week, shall be considered to be overtime and such employees shall be paid at the overtime rate. Part-
time employees shall qualify for overtime after thirty-five (35)
( 35) hours work per week.
4. All employees must accept a reasonable amount of overtime when requested to do so. Overtime will
will be
offered on an equal basis where two or more employees in a department perform the required work
during normal working hours. The Employer will provide an employee with as much advance notice of a
requirement to work overtime as possible.
8. work
Employees may, by
which would mutual agreement
otherwise be deductedwith
ded ucted their
from supervisors,
their pay. Suchbe allowed
time to worked
may be make upintime missed
excess from
of the
regular work day or regular work week and shall not be computed as overtime.
hr_policies.docx Page 40
With the exception of Easter Monday, an employee who is required to work on a statutory holiday will:
B.5. C ALLB
AL LBACK
ACK
Callback occurs when an employee has left the University following the completion of a regular work day and is
called back to work with less than sixteen (16) hours’ notice.
B.5.2 - Eligibility
hr_policies.docx Page 41
1. Life Insurance
To retain eligibility, premiums must be continued throughout the year. Coverage can be based on the
nominal or actual salary. When based on the nominal salary, premium cost-sharing is pro-rated to the
employee's weekly hours of work based on a thirty-five (35) hour week.
2. Long-Term Disability
To retain eligibility,
regulations, coverage premiums must beunder
and premiums continued throughout
this plan the year.
can be based on Because of insurance
the nominal carrierfor the
or actual salary
first twelve (12) months of the reduced-time
r educed-time appointment, but must be based on the actual salary
thereafter. When based on the nominal salary, premium cost-sharing is pro-r pro-rated
ated to the employee's weekly
hours of work based on a thirty-five (35) hour week. As this is an insurance plan, any benefits payable will
not be affected by a shorter work year. For example, long-term disability benefits for a person on claim will
continue as long as the illness lasts - regardless of prior leave arrangements. The normal one hundred and
thirty (130) working day waiting period will apply regardless of whether the employee is at work or on leave.
These premiums are not based on salary. Premiums must be paid throughout the year to continue
coverage. Provided the University incurs no unusual expense as a result of a reduced-time appointment
(for example , need to replace during absence) the University will pay the normal cost sharing premium;
otherwise, premium
(35) hour week. cost-sharing
Medical expensesis incurred
pro-ratedwill
to be
thereimbursed
employee'sunder
weekly
thehours
termsofofwork
the based
Health on a thirty-five
Care Plan.
4. Dental Plan
These premiums are not salary related. Premiums must be paid throughout the year to continue coverage.
Provided the University incurs no unusual expense as a result of the reduced-time appointment, (for
example , need to replace
r eplace during absence), the University will pay the normal cost sharing premium;
otherwise, premium cost-sharing is pro-rated to the employee's weekly hours of work based on a thirty-five
(35) hour week. Dental expenses incurred will be reimbursed under the terms of the Dental Plan.
5. Retirement Plan
Retirement Plan participation can be based on actual or nominal salary. If participation is based on actual
salary, both the employee and University contributions are based on actual salary and credited service is
pro-rated accordingly. If participation is based on nominal salary, full credited service is granted. However,
hr_policies.docx Page 42
the University contribution is based on actual salary, whereas the employee contribution is based on
nominal salary. Also, the employee is required to make up the difference in University contributions
between actual and nominal salary.
Premiums are based on actual salary payments. Therefore, deductions will be made only during the time
the employee is receiving a salary from the University. If a staff member chooses to rreceive
eceive his/her pay
over twelve months, E.I. premiums will be deducted
dedu cted each month in the normal manner.
The University is required to issue a E.I. "Record of Employment Certificate" indicating an interruption in
earnings and providing reasons for the interruption. For example, a certificate must be issued under an
eight month reduced assignment when the salary is paid over an eight month period. Questions regarding
employment insurance claims should be directed
d irected to the local E.I. Office.
8. Vacations
Vacation entitlements are pro-rated in accordance with the reduced-time appointment. For example, an
employee on a two-thirds appointment is eligible for a vacation entitlement eq
equal
ual to two-thirds of her/his
normal full-time entitlement. When an employee is on a reduced-time appointment that results in her/him
working less than twelve (12) months, the vacation entitlement must be taken during the work period.
Specifically, annual leave cannot be taken during the months the employee is on leave without pay.
9. Sick Leave
Sick leave entitlements are pro-rated in accordance with the reduced-time appointment. For example, an
employee on a two-thirds appointment is eligible for a sick leave entitlement equal to two-thirds of her/his
normal full-time entitlement. (See paragraph (2)
( 2) above for LTDI details).
10. Seniority
Seniority entitlement is also pro-rated to the appropriate percentage of the reduced-time appointment.
Examples given under vacation and sick leave apply in the same way to seniority entitlement.
hr_policies.docx Page 43
For a definition of Types of Appointments, and Part-Time Status see Sections A. 5 and A. 7 of Human
Resources Policies.
Employees in this category are on annual salary in an established position and are eligible for the same
University benefit plans (see Appendix B.11 - Benefit Plans) tuition waiver (see Section C.8) and an
identification card as full-time continuing appointees.
Employees in this category are on annual salary and are eligible for University benefit plans (see Appendix
B.11) tuition waiver and an identification card.
hr_policies.docx Page 44
B.8.1 - Policy
The University expects employees to be present at work in accordance with prescribed days and hours of
work. However, an employee may be authorized to be late or absent from work and may be compensated
either totally or partially for this period of absence in accordance with the University's leave with pay policies.
2. Eligibility
a. When
rate forahours
statutory holiday
worked falls on to
in addition anany
employee's regular
applicable day
holiday offunless
pay s/he will
suchbe employee
granted pay at the
elects to overtime
take
time off with pay in an amount equal to the overtime rates for hours worked. For part-time employees
on continuing and term appointments, time off and/or pay in lieu of time off will be pro-rated to her/his
normal work week. For example in the case of an employee who works 21 hours per week, the holiday
or pay entitlement will be calculated as follows: 7 hours x 21/35 = 4.2 hours of pay or time off in lieu of
pay. Following the above example, when the part-time employee works a seven hour day, and s/he
takes a seven (7) hour day off in lieu of pay, 4.2 hours will be with pay but the remaining 2.8 hours must
be taken as annual leave. Time off must be scheduled by mutual agreement between the department
head and the individual employee.
hr_policies.docx Page 45
c. The University is
is open Easter Monday and some employees will
will be scheduled to work
work that day.
Employees required to work Easter Monday will receive equivalent time off without loss of pay.
Time off must be scheduled by mutual agreement between the department head and the
individual employee.
4. Statutory H
Holidays
olidays - Employees in a Temporary Appointment
Employees as noted above may be entitled to statutory holidays or pay in accordance with the Employment
Standards Act. Generally, employees in this category will NOT receive compensation if they:
1. Vacation Year
The vacation year is defined as the twelve (12) month period inclusive from the date of hire.
2. Vacation Entitl
Entitlement
ement - First
First Year of
of Service
Service
a. Employees in level
levels
s two (2) to seven
seven (7) shall earn annual leave at the rate of 1.25 day
days
s per month.
b. Employees in levels eight (8) and higher, including employees in term and replacement
appointments, shall earn annual leave at the rate of 1.83 days per month.
c. Employees in temporary appointments,
appointments, regardless of level, earn annual leave at the rate of 1.25
days per month.
d. During the first y
year
ear of service, an employee will earn annual leave as noted
noted above for each month
in which s/he worked one-half or more of the working days - with the right to take days as they
accumulate in accordance with point (5.) below.
Other than the first year of service, an employee will receive one (1) full year's entitlement on the
anniversary of the employee's date of hire. See Appendix B.5 - Vacation Entitlement based on years of
service. An employee may use her/his entitlement anytime within the vacation year in accordance with (5)
below.
hr_policies.docx Page 46
(Human Resources), an employee may be permitted to accumulate earned annual leave up to a maximum
of forty (40) days for special extended vacation. See Appendix B.5.1 - Accumulated Annual Leave Policy.
The department
requirements head
of the is responsible
department for scheduling
are met. annual
In so doing, vacations
s/he will to the
consider ensure thatofoperational
wishes employees. Conflicts
between employees will be resolved based on seniority. However, an employee will not be permitted to
exercise seniority rights to change her/his selected vacation period once the vacation schedule has been
established.
Employees are required to report annual leave taken by completing a monthly leave report and submitting
it to their supervisor.
7. Vacation Entitl
Entitlement
ement While on Leave Without Pay
The University will hold an employee's accumulated annual leave credits while the employee is on leave
without pay. However, annual leave will not accrue during this period. In the case of an incomplete month
of service, the employee is entitled to that month's vacation credit only when the employee has worked
one-half or more of the working days in the month.
When a statutory holiday is observed during an employee's annual vacation, the employee will not record it
as a day of annual leave but will observe it as a regular statutory holiday.
Where an employee on vacation satisfies the employer that s/he was incapacitated due to serious illness or
accident, s/he will be allowed to claim sick leave for this period to the extent that s/he has accumulated sick
leave. In such instances, the employee will not lose vacation time.
10. Termination
When an employee terminates her/his employment, her/his final pay cheque will be credited or debited, in
accordance with the current rate of pay, for annual leave accumulated or owed at the date of termination.
By May 31st each year all employees will be advised in writing by Human Resources of the amount of
annual vacation standing to their credit at April 30th each year. Employees may request and obtain
information regarding annual vacation credits from their supervisor on an as required basis.
hr_policies.docx Page 47
3. Eligibility Fol
Following
lowing Completion
Completion of One Year of Service
Service
4. Notification
b. Employees may be required to provide a physician's certificate for any absence due to illness in
excess of five (5) consecutive working days. Employees may be allowed up to seven (7) working
days of uncertified sick leave per year after which the employee may be required to provide a
physician's certificate or accept an examination by a medical representative designated by the
University. Failure to attend such examination may result in loss of pay.
hr_policies.docx Page 48
1. Special leave to a m
maximum
aximum of six (6) days per annum will be granted as follows:
a. Illness in the e
employee's
mployee's household and/or immediate family - up to five (5) days per occasion.
occasion.
(Immediate family is defined as: the employee's parents and children, including step parents, foster
parents, step children, ward or foster children).
b. Fire or other problem resulting in property damage
damage in the employee's residence - two (2) days per
occasion.
c. Medical, dental and legal appointments for the employee
employee or her/his immediate family requiring
absence from work - one half-day (.5) per occasion.
d. Moving of an employee’s household - one (1) day per occasion.
e. Preparing for OR w writing
riting an examination for a credit course - one half-day (.5) per
per occasion.
f. Marriage - up to four (4)(4) days
days at the employee’s discretion.
g. Birth of a child (for spouse)
spouse) - up to five (5) days per occasion.
3. Late arrival is not to be more than one hour after the normal starting time,
time, and early departure is
is not to be
more than one hour before the normal quitting time.
Paid leave will be granted to any employee who is required by any Canadian body bod y with powers of subpoena to
be a witness or juror.
jur or. The employee shall notify her/his supervisor immediately upon receiving notification that
s/he will be required to attend court and present proof of required service.
1. The University w
will
ill allow an employee up to five (5) working days off without loss of pay in order to make
the necessary arrangements and to attend the funeral of a member of his/her immediate family.
2. Immediate family is defined as: father, mother, stepfather, stepmother, foster parent, brother, siste
sister,
r,
spouse, child, stepchild, ward of the employee, foster child, grandchild of the em
employee,
ployee, father-in-law,
mother-in-law and grandparents of the employee.
hr_policies.docx Page 49
1. Eligibility
Natural mothers are entitled to seventeen weeks pregnancy leave followed by eighteen weeks parental
leave, upon request, in accordance with the provision of the Employment Standards Act of Ontario.
2. Financial Considerations
The employee who applies for and is declared eligible to receive Employment Insurance pregnancy leave
benefits is entitled to receive the following benefits from the University while on pregnancy leave:
6. Scheduling Leave
The employee must apply, in writing, to her department head at least two (2) weeks prior to the
commencement of leave and must give four (4) weeks notice of the date leave is to end.
hr_policies.docx Page 50
7. Seniority Rights
8. Benefits
a. The University w
will
ill hold the employee's accumulated annual leave
leave credits while she is on
pregnancy/parental leave. Annual leave will accrue during the employee's pregnancy/ parental
leave (35 weeks).
9. Return to Work
A Continuing Employee who returns to work from pregnancy/parental leave shall be returned to the
position held prior to the leave. A Term Employee who returns to work from pregnancy/parental leave shall
be returned to the position held prior to the leave provided the expiry date of the leave does not exceed the
specified termination date of the term appointment. A Replacement Employee who returns to work from
pregnancy/parental leave shall be returned to the position held prior to the leave provided that the
Continuing or Term Employee who was being replaced has not returned to the position. A Temporary
Employee who returns to work from pregnancy/parental leave shall be returned to the position held prior to
the leave provided that the work of the position still exists.
hr_policies.docx Page 51
1. Eligibility
In accordance with the provisions of the Employment Standards Act of Ontario, after thirteen (13) weeks of
employment, parents (other than the natural mother) are entitled to eighteen weeks parental leave upon
request. Parent as defined in this paragraph includes the natural father, adoptive parents, as well as a
person in a relationship of some permanence with the natural or adoptive mother or father of the child who
intends to treat the child as her or his own.
2. Financial Considerations
The employee who applies for and is declared to be eligible to receive Employment Insurance parental
leave benefits is entitled to receive from the University the benefits listed in a) and b) while on parental
leave.
c. Such payments will be made providing the employee is not receiving other
other earnings or payments
such that the combined weekly payment (including Employment Insurance benefits, supplementary
University payments and other employment earnings) does
doe s not exceed 95% of the employee's
normal weekly earnings.
The terms and conditions of parental leave (for other than natural mothers) are the same as those outlined
in Section B. 8.8 paragraphs (6), (7), (8), and (9).
4. Additional Leave
Upon request, an employee on parental leave due to adoption, whether or not the employee qualifies for
supplementary parental leave payments, will be granted a further thirty-four (34) weeks of unpaid leave. If
the employee wants to continue membership in benefit plans during this additional leave period, the
employee will be responsible for the full cost of the plans, i.e., both the employee and University portions.
As in the case of pregnancy/parental leave, the University will hold the em employee's
ployee's accumulated annual
leave credits. However, such leave will not accrue during the period of additional leave. Following such
leave, the employee will be reinstated to her/his former position or placed in a job of at least equal
classification level, and salary. This paragraph does not apply to replacement, term or temporary
employees.
hr_policies.docx Page 52
B.8.10 - Elections
Employees who are eligible to vote in federal, provincial and municipal elections are entitled to three
consecutive hours of leave, while the polls are open, for the purpose of voting. If an employee's hours of
employment do not allow for three consecutive hours before the closing of the polls, the employee may, at a
time convenient to the supervisor, be absent
a bsent from work without loss of pay. Employees mamay y waive all or part of
the time off.
The purpose of the plan is to fund a leave of absence which will afford employees an opportunity to have
an extended break from work for personal reasons. It is not intended to help fund a retirement or other
permanent separation from the University. Government regulations require
r equire that upon completion of the
leave of absence the employee is to return to the University for a period equal to or greater than the
duration of the leave.
2. Salary Deferral
Deferral of salary may not exceed 33-1/3% of annual nominal salary (see Appendix B.12 -Salary Deferral
Options.) The deferred amount will be held in a separate account for each participant by the Bank of Nova
Scotia. Interest will be credited to the account monthly. The accumulated interest will be paid to the
employee each year during the deferral period. The interest is taxable in the calendar year in which it is
earned and the amount must be reported by the employee on his/her personal tax return for that year. The
amount of interest earned each year will be reported by the University to the employee and to Revenue
Canada on a T4A form.
3. Duration of Leave
The leave must be at least six months and no longer than 12 months. The leave must start within six years
of the datemay
employee of the first
not, forsalary deferral.
example, take The leave
a leave in must be taken
year two at the
and then payend
theofUniversity
the deferral period.
back over The
the next
three years. During the leave, the individual may not be employed by the University in any capacity even if
that employment is casual and unrelated to his/her normal duties.
4. Eligibility
5. Application Process
An application, in writing, must be made through the employee's Department Head to their Dean, University
Librarian, Director or Vice President as appropriate. The application will be reviewed and a decision made
based
be on the operational
forwarded requirements
to the Assistant of the (Human
Vice-President applicant's work unit.for
Resources) Upon approval the application should
implementation.
hr_policies.docx Page 53
6. Benefit Cov
Coverage
erage During the Salary Deferral
Deferral Period
Period
b. Income Tax and Canada Pension Plan contributions will be based on the reduced salary.
b. Income Tax and Canada Pension Plan contributions will be deducted from the deferred salary
payments.
The deferred salary will be paid by the University in equal installments on the regular pay dates of the
employee.
On return from leave, an employee has the right to return to the same position held prior to going on leave.
Vacation and sick leave balances to the credit of an employee immediately prior to the leave will be
reinstated.
hr_policies.docx Page 54
It is expected that an individual will continue to be committed to his/her plan for self funded leave. However,
in the case of unforeseen or extenuating circumstances, an employee may withdraw from the plan up to
three months prior to taking her/his leave of absence provided that s/he notifies the Department Head or
Dean and the Assistant Vice-President (Human Resources) in writing. The accumulated salary deferral
less required tax withholdings plus any accrued interest not already paid will be returned to the employee
on withdrawal. Withdrawal from the plan does not prevent the employee from reapplying at a later date.
Should an employee die while participating in the plan, any balance in the employee's account at the time
of death shall be paid to the employee's estate.
c. This plan
plan is
is administered
administered by Human Resources.
Resources.
B.9.1 - Policy
hr_policies.docx Page 55
B.10.1 - Policy
All University employees are eligible to apply for compensation for loss of pay and medical expenses arising
from work-related injury or occupational disease.
In compliance with the requirements of the revised Workplace Safety and Insurance Act, and the Human
Rights Code, the University recognizes the benefits of a formal Return to Work Program to provide a fair and
consistent policy for rehabilitating employees with occupational or non-occupational injuries or illnesses.
B.10.2 - Definitions
Return to Work Program: A Return to Work Program is a process for returning injured or disabled employees
to the workplace as soon as possible after injury or the o onset
nset of disability. The program recognizes the
University’s responsibility and participation in the effective rehabilitation of injured
injur ed or disabled employees.
Modified Work: Modified work is any job, task, function or combination thereof that a worker who suffers from a
diminished capacity may perform safely without risk of re-injury or exacerbation of disability or risk to others.
The work must be productive and the result or the work must have value.
Program Manager: The Program Manager is the Assistant Director, Pensions and Benefits, Human Resources.
B.10.3 - Accommodation
Issues to be addressed in identifying appropriate accommodations for the employee returning to modified work
will be:
reduced hours
accessibility of facilities
job restructuring
restructuring and altering the ways
ways in which
which tasks are
are accomplished
accomplished
creating modified or part-time work schedules
providing assistance or support staff
special project work
a temporary alternate position.
hr_policies.docx Page 56
Should the employee’s pre-injury/illness department be unable to provide modified work, a search will be
conducted throughout the University for a position that would provide appropriate accommodation, based on
the employee’s skills and functional abilities.
The employee will be placed on a Priority Placement listing which will be provided to hiring departments.
With the agreement of the union on a case by case basis, hiring departments will be required to demonstrate
that every effort has been made
m ade to fill vacant term or continuing positions with qualified staff from the Prior
Priority
ity
Placement list before other candidates can be considered.
In all cases involving a bargaining unit employee and where that employee is placed in a position in another
an other
bargaining unit or non-bargaining unit, the employee will continue to be represented by the pre-injury/illness
pre-inju ry/illness
bargaining unit until that point in time when the employee returns to the pre-injury/illness job.
During the period of temporary accommodation, while the employee is participating in the Return to Work
Program, the accommodation will not result in an adjustment to wages. Wages will continue to be charged to
the pre-injury/illness department.
In cases involving a bargaining unit employee who is declared to be unable to ever return to the pre-
injury/illness position, and is permanently accommodated in another position, employment rights will emanate
from the bargaining unit of the new position.
Permanent accommodations and temporary accommodations of more than six months’ duration
du ration will be
reviewed on a case by case basis by senior management, the appropriate bargaining unit and the Program
Manager to determine if a wage adjustment is required.
When an employee is offered appropriate duties within the prescribed abilities but declines the offer, and when
all other offers of appropriate accommodation are declined, and there is no medical information to substantiate
a continued absence from the workplace, the Program Manager will notify WSIB, if applicable, and the
appropriate union. Continued refusal by the employee of suitable work may affect benefit entitlements.
hr_policies.docx Page 57
B.10.4 - Responsibility
In all cases of occupational and non-occupational injury or illness, the supervisor must:
maintain contact with the employee and determine the general fitness of the employee, the expected return
to work date and advise the employee if modified work is available
work with the Program Manager to design suitable duties and accommodation
train the injured employee on the new duties
brief co-workers
meet with
with the returning employee
employee to review any concerns the employee may have
complete the Return to Work Weekly Progress Reports and forward them to the Program Manager
hr_policies.docx Page 58
B.10.5 - Compensation
1. Full time and part time employees on continuing, term and replacement appointments and temporary
employees beginning their fourth month of employment who are working 17.5 or more hours per week for a
period of three (3) consecutive months will be eligible for additional compensation as in (2) below.
hr_policies.docx Page 59
B.11.1
1. The University has a comprehensive Benefits Program for employees which may vary depending on the
type of appointment.
3. Details regarding benefit plan coverage for union-exempt employees are available in the "Benefit Plan
Booklet" issued to all exempt staff or
o r on the Human Resources W
Website.
ebsite.
B.12. RETIREES
Employees with thirteen (13) or more years of continuous employment who retire fr from
om Carleton University in
accordance with the provisions of the Carleton University Retirement Plan will be paid a retirement allowance
equal to one (1) week’s salary for each year of continuous service to a maximum of fifteen (15) years.
Employees who retire from the University in accordance with the provisions of the Carleton University
Retirement Plan are entitled to the privileges which are available at the time of retirement. Currently, these are:
1. When an employee has at least five (5) years of service and has reached age fifty-five (55) or over at
retirement, her/his Extended Health Care coverage will continue, at no cost to the employee, provided s/he
was a member of the plan at retirement.
hr_policies.docx Page 60
If a Retired Employee becomes deceased, coverage for his or her surviving spouse and surviving
dependent children will be continued; provided the Dependents were enrolled as such prior to the date of
the Employee's death and the required premium's are paid during such continuance.
Coverage for the surviving Dependents will terminate on the earliest of the following:
The term "surviving children" shall include any child conceived before and born after the Employee's death,
and who would otherwise have been covered as a Dependent of such Employee.
hr_policies.docx Page 61
B.13. COMPENSATION - J OB CLASSIFICATION /S ALA RY A DMINISTRATION - A DMIN / TECH. EXEMPT (LEVELS 2-12)
B.13.1 - Policy
1. The Univ
University’s
ersity’s compensation policy is designed to:
a. pay salaries that will attract and retain qualified personnel who
who can perform the tasks necessary for
the successful operation of the University;
b. maintain an eequitable
quitable relationship between
between salaries paid by the University and those paid externally
externally
for comparable occupational groups;
c. maintain equitable relationships amongst internal jobs with similar
similar requirements; and
d. maintain uniform administration o off salaries across broad occupational groups.
To implement the salary administration objectives outlined above, the University uses a point-rating job
j ob
classification system. This system is used to determine the relative value of all positions in the Administrative
/Technical Exempt
in all positions Group.within
evaluated The classification system
the system. The defines
degree thoseeach
to which characteristics or "factors"
"factor" is present that are
in a given jobpresent
is
determined and a point value is assigned to each factor. The sum of these point values determines the value of
the position. Positions that fall within a designated point range are regarded as equal and are assigned the
same classification level. Appendix B.13 - Point Score Ranges outlines points associated with each
classification level.
hr_policies.docx Page 62
1. When an Employee in a an
n existing job classification
classification believes that their position is incorrectly classified,
classified, s/he
may submit a review request to her/his Supervisor. A review request must include:
3. Supervisor Action
hr_policies.docx Page 63
The formal review and evaluation of job descriptions is conducted by the Classification Analyst in the Human
Resources Department within forty working days.
The Classification Analyst will notify the Department Head of the decision, who will in turn notify the
employee(s) within three working days.
5. The Vice-President or President will review the material and consult with
with the parties as required. S/he will
advise the Committee and the employee
em ployee of her/his decision.
hr_policies.docx Page 64
hr_policies.docx Page 65
1. Step Increments
Progress through the salary ranges from Step 1 to Job Rate is achieved through annual step increments.
2. Employees are eligible for a step increase on the anniversary date of their appointment
appointment to their
classification level subject to paragraph (5) below. The increment will be effective the first day of the month
in which the anniversary date occurs.
5. An increment may be denied on the basis of performance upon a recommendation from the the employee's
Department Head, through the Dean/University Librarian/Director, to the Assistant Vice-President (Human
Resources). The denial review process is as follows:
b. The recommendation should outline the reason(s) for denial and must be accompanied by the
appropriate written documentation confirming that the employee has been informed of the
performance problem(s).
c. The Dean/University Librarian/Director should not discuss the denial or possibility of a denial with
the employee prior to the denial being confirmed by the Assistant Vice-President (Human
Resources).
d. The Assistant Vice-President (Human Resources) will review the casecase and notify the
Dean/University Librarian/Director of his/her decision to support or to decline the recommendation
within ten (10) days.
f. The decision of the Assistant Vice-President (Human Resources) is final and binding.
hr_policies.docx Page 66
6. When an employee is promoted/reclassified to a higher level his/her salary will be increased to the greater
of the following amounts:
a. to Step 1 of
of the higher classification;
classification; OR
b. by an amount equal to 5% of his/her existing
existing salary, or the range maximum, whichever is less;
less; OR
c. where a 5% salary increase results in a salary between range steps,
steps, the next higher step in the
salary range.
8. Transfers
a. An employee who transfers to a different position at the request of the employer will
will not experience
a reduction in salary. Future salary adjustments will be determined by the position of the employee's
salary in the salary range of the position to which the employee is transferred.
9. Reclassification
New appointments will normally be hired at Step 1 of the salary range. New appointees may be hired above
Step 1 of the salary range depending on their qualifications, previous experience and the departmental
requirements. The starting salary of all such appointments can only be agreed and confirmed with the new
appointee by the Classification Specialist following discussions between the Department Head and the
Assistant Vice-President (Human Resources)
Resources) or his/her representative.
hr_policies.docx Page 67
B.14.1 - Policy
a. to a
attract
ttract and retain competent staff;
b. to provide internal equity in the level of compensation;
c. to pay salaries
salaries which are generally comparable
comparable with those paid by other employers in the
community
d. to encourage employees to develop to their full potential and to perform their duties
duties in a fully
competent manner.
2. There are four basic tools used to meet these objectives. These are:
d. salary administration.
3. The first tw
two
o tools (job description and job evaluation) permit the measurement of differences in job content
content
and provide a clear understanding of what is expected of the person occupying the position. The latter two
(performance review and salary administration) provide the means to evaluate performance against the job
requirements, recognize different levels of job performance and monitor salaries against the market.
3. To ensure a syssystematic
tematic approach to maintaining up-to-date job descriptions,
descriptions, the duties and responsibilities
of all positions will be reviewed when any of the following situations occur:
hr_policies.docx Page 68
The Job Evaluation Committee includes the Vice- Presidents and the Assistant Vice-President (Human
Resources). All job evaluations are done by this Committee and its recommendations are made to the
President.
1. Upon receipt of a request from a supervisor to review a position's evaluation, the Assistant Vice-President
(Human Resources) will convene a meeting for
f or the Job Evaluation Committee at the earliest possible date.
As part of the review process, the Committee may meet with the employee and the supervisor.
supervisor. The
Committee will forward its recommendation to the President.
2. The Vice-President (Finance and Administration) willwill advise the employee of the President's decision. This
will be done in writing, with copy to the supervisor and the Assistant Vice-President (Human Resources).
1. Salary Ranges
Each position has its own discrete salary range which follows from the job evaluation. The range has a
minimum, which is the lowest rate the University will pay an employee in the position; a job rate, which is
the rate paid to an employee who is fully developed and performing at a satisfactory level; and a maximum,
which is the highest rate the University will normally pay an employee in the position.
3. Movement within the salary range is accomplished through increments which are awarded for satisfactory
performance in the position. The performance increment recognizes the increased value of the employee
to the University as a result of his/her additional experience and development in the position.
hr_policies.docx Page 69
4. Movement from the minimum to the job rate will normally take six (6) years
years with annual increments
increments of three
percent of the job rate.
5. Movement from the job rate to the maximum will normally take five (5) years with annual performance
increments of two percent of the job
j ob rate.
Each year Human Resources will provide supervisors with the names of their staff who are eligible to be
considered for performance increments.
10. In making performance increment decisions, the supervisor will be required to:
1. Promotion
2. Reclassification
A position may be reclassified ifif the duties of the position change significa
significantly
ntly or the organizational
arrangement changes to the extent that the job rate for that position increases or decreases.
3. Salary Adjustment
hr_policies.docx Page 70
When a person is promoted or a position is reclassified to a higher job rate the Assistant Vice-President
(Human Resources), in consultation with the supervisor, will review the individual's salary and make a
recommendation to the appropriate Vice-President or the President. The salary review will include an
examination of the individual's qualifications and experience in the context of the new or revised
requirements of the position. The salary will not be less than the minimum of the salary range for the
position.
1. University Initiated
If as a result of University requirements, a person is transferred to a position with a lower job rate or if
changes to the current position lead to a lower job rate, the person's salary will not be reduced. However, if
the employee's salary exceeds the salary range maximum for the new position, it will be frozen until the
salary range reaches that level.
2. Employee Initiated
If an employee voluntarily transfers to a position at a lower job rate for personal or career reasons, his/her
salary will not be reduced unless it exceeds the job rate of the new position. In such cases the individual's
salary will be reduced to the job rate for the position.
The starting salary of a new employee who meets the minimum qualifications and experience will be at the
minimum of the range for that position. For a person with full qualifications and experience, the starting salary
may be set between the minimum and the job rate. Starting salaries will not be above the job rate. Following
consultation with the Department Head, the Assistant Vice-President (Human Resources) will recommend a
starting salary to the President or Vice-President (Finance and Administration). Salary commitments must not
be made to anyone without prior approval of the President or Vice-President (Finance and Administration).
Persons whose salary is currently at or above the range maximum will receive the basic salary adjustments on
May 1 each year, but will not be eligible for performance increments.
2. If it is dete
determined
rmined that a salary which exceeds
exceeds the job's range must be paid, then the amount in
in excess of
the position's rate will be considered a "bonus component". However, in such circumstances the position
hr_policies.docx Page 71
evaluation and actual salary range will remain at the level which was established using the Hay Guide
Charts. If the situation which led to the necessity to pay a bonus changes, then the bonus may be altered
or eliminated.
2. Direct Deposit
Employees’ salary payments will be made by electronic deposit directly to the banking institution of the
employee’s choice. To permit the timely and accurate payment of salaries, employees must provide
Human Resources with a void cheque (for deposit to a chequing account) or a copy of a bank
passbook/statement with the bank and account information (for deposit to a non-chequing account).
In the event the salary deposit is rejected by the banking institution, the employee will be required to visit
Human Resources to obtain a salary cheque and confirm the banking information to ensure that the
electronic deposit can be processed accurately in the future.
Employees may choose to have their "net pay" divided and deposited in one (1), two (2) or three (3)
accounts and/or banking institutions. This arrangement requires the employee to instruct Human
Resources what set dollar amount is to be deposited into each account in priority order. If the employee
has insufficient net pay to meet all of the set amounts, available net salary will be deposited to the accounts
in the priority order.
hr_policies.docx Page 72
C.1.1 - PREAMBLE
C.2.1 DEFINITION
a. Job Related Development training is defined as any training or skill upgrading activity required by
the Employer. Funding for Job Related Development
Development is the responsibility of the Employ
Employer.er. This
includes both on campus and off campus training courses and seminars.
hr_policies.docx Page 73
6. If an employee's request for staff development is rejected, managers are encouraged to advise the
applicant of the reasons.
(Revised: February 1995)
C.2.2 - POLICIES
The university has a number of policies which enhance or support career development and mobility of staff.
These include:
1. Job Postings: In ac
accordance
cordance with Human Resources Policies and collective agreements,
agreements, most vac
vacant
ant
positions are posted. The use of postings ensures that employees are aware of job vacancies as they arise
b. Transfers: An employee can move laterally through internal competition in order to develop s
skills
kills or
gain experience that could enhance his/her opportunity
opportunity for future promotion. (See Section A.14.1)
c. Acting Assignments
Assignments: Employees can assume acting assignments (see Section A.5.5 for a definition
of acting assignments). Through acting assignments, employees can develop skills and gain
experience that could prove beneficial in future job competitions.
e. Equal Opportunity: The University supports equality in employment opportunities for all individuals.
hr_policies.docx Page 74
C.3. INTERNAL RESOURCES
1. The University s
sponsors
ponsors training programs offered
offered through the Learning & Development section o
off Human
Resources. This section offers training in accordance with identified needs by:
a. Developing and offering training courses and
b. Retaining cons
consultants
ultants to offer training courses in-house.
1. Eligibility
The spousal and dependent eligibility does not change where the employee may:
a. Be receiving bene
benefits
fits under the terms of
of the Long Term Disability
Disability Plan;
b. Have retired unde
underr the terms
terms of the Carleton University Retirement Plan; or
c. Have died while in service.
Individuals who are unsuccessful in a course must successfully complete the next course at their expense
to re-establish eligibility.
hr_policies.docx Page 75
Employees with continuing appointments whose spouses and/or dependents are claiming the tuition waiver
benefit must sign an Exemption Form, which is available from the Business Office at the time of registration
and online on the HR website.
4. Other Information
This waiver does not cover supplementary fees; they are the employee's responsibility.
Should an employee cease employment with the university for reasons other than retirement
r etirement or death, the
recipient will retain the tuition waiver to the end of the current term.
In accordance with current income tax regulations, the value of the tuition waiver for a spouse or
dependent is taxable to the student.
1. Preamble
The
staff Career Development
in full-time Job continuing
and part-time Exchange appointments
Program is designed
with an to provide Administrative/Technical
opportunity for individual career Exempt
development by making it possible to work temporarily in a different position within th the
e University.
2. Terms of Reference
a. Duration: Temporary Job Exchange will not normally exceed one (1) year and will not normally be
for less than six (6) months. The
T he exchange may be:
i. Full-time, with
with the employees
employees exchanging jobs completely for the duration of the exchange;
exchange;
OR
ii. Partial, with the employees participating in the two jobs on a time-sharing basis (e.g., two
days at one job, three days at the other.)
hr_policies.docx Page 76
c. Salary Considerations
Employees participating in the Program will continue to receive their normal salary. There will be no
change in salary or benefits as a result of an exchange.
Once the exchange has been agreed to, the parties (employees and supervisors) will meet with a
member of the Learning & Development Section of Human Resources to design a training program for
the duration of the exchange (i.e., what new skills will be learned, how will skills will be learned and so
on.) The training program must be approved by the Department Head before implementation.
e. Breakdown of Exchange
The Organizational Development Section will monitor the progress of the exchange and be available to
provide assistance as required. If during the course of an exchange one of the parties is unable to
complete the term, for whatever reason, the parties to the exchange will meet with the Assistant
Director, Human Resources (Organizational Development) or her/his designate to work out a
reasonable accommodation. In the event that the operational needs of either department cannot be
met, the parties to the exchange will be returned to their original work units and the exchange will be
terminated.
hr_policies.docx Page 77
ii. The supervisor must assess the request in light of its impact upon the operational needs of
the unit and make a written recommendation to her/his Dean, University Librarian or
Administrative Director.
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C.3.5.1 - Preamble
Career Planning is defined as the methodical and periodic reassessment of an employee's career goals and
the identification and acquisition of skills, abilities and experience to help the employee achieve those goals.
C.3.5.2 - Resources
Career Planning can help an employee achieve her/his short and long term career goals by identifying training,
education and experience requirements. Employees have the following resources to assist them:
3. Counselling and Student Life Services professionals may also help employees
employees make career
career choices
through various forms of testing. Appointments can be made by contacting the Learning & Development
section, Human Resources.
4. Career Development Guidebook has been prepared with the objective of condensing all of the career
development options for employees in one pamphlet. A copy is available by contacting the Learning &
Development section, Human Resources.
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C.4. EXTERNAL RESOURCES
2. Information on ex
external
ternal courses/workshops is available from the Organizational
Organizational Development Section,
Section,
Human Resources.
3. Where training is job related, the costs are the responsibility of the department. Where training is for
career development purposes, the employee may apply for funding from the career development fund.
(See Section C.4.2 below.)
1. The CUPE 2424 Career Development Fund (open to members of the bargaining unit under Article
Article 28 of the
Collective Agreement), and
2. The University C
Career
areer Development Fund (open to all continuing employees
employees not covered by the CUPE
2424 Collective Agreement, up to, but
bu t not including, the level of Administrative Director)
Requests for financial assistance must be received prior to the beginning of the course or seminar. Funds may
be provided to cover tuition,
tu ition, textbooks, travel, accommodation and meals. Funds will be disbursed directly to
the training company or organization.
Requests will be reviewed with funding granted on the basis of relevance, future availability of the course or
seminar and the applicant's background. Human Resources may also suggest alternative initiatives. Where
two or more employees are eligible and funds are limited, seniority shall be the deciding factor.
The maximum amount that can be disbursed to an employee per year is $1750.00.
hr_policies.docx Page 80
Application Procedures
3. Applications should be fo
forwarded
rwarded to the Learning & Development Section, Human Resources for review.
CUPE fund applications will be reviewed and approved according to the guidelines outlined in Appendix D
of the CUPE 2424 Collective Agreement. University Fund applications will be reviewed and approved
according to Section C.4.2 of Human Resources Policies.
Withdrawals / Cancellations
Employees who withdraw from or do not complete a course/seminar are required to notify the Learning &
Development Section immediately.
Funding Exceptions
Costs associated with attending conferences will not be covered by the career development funds. Conference
costs are the responsibility of the employee's department.
1. Preamble
Educational leave is defined as extended leave for the purpose of upgrading academic qualifications.
Educational leave may be approved for a period not normally exceeding twelve (12) consecutive months:
a) with pay;
b) without pay; or
c) either
travel, of the above with etc.
accommodation, other financial assistance from the University to cover such items as tuition,
tuition,
Where educational leave, as specified in paragraph (1) a, b, or c above is approved, the employee may be
required to sign an agreement indicating that s/he will return to the University for a specified period of time
immediately following the leave.
Educational leave with pay may be granted only when by mutual agreement the employee is required by the
University to undertake a specified course of study to meet a specific departmental need. During a leave with
pay the normal employee/employer relationship continues--salary is paid, benefits are covered, etc.
hr_policies.docx Page 81
When the proposed course of study is unrelated to the work of the department in question, leave without pay
may be granted in accordance with Section B.9 of Human Resources Policies.
4. Funding
Leave with pay or leave without pay may also include financial assistance to cover such items as tuition, travel,
supplies, etc., and may be covered in full or in part:
a) by the department;
b) by securing funds from an appropriate training fund; or
c) by c
cost-sharing
ost-sharing through a combination of the above.
An employee who is granted educational leaveleave with financial assistance from the University will be adv
advised
ised in
writing that failure to successfully complete the program or, where applicable, to return to the University as
agreed, may result in the employee being required to fully or partially reimburse the University in accordance
with the financial contribution provided.
5. Application Procedures
When requesting financial assistance from a training fund, the (Appendix C.1) form should be completed and
forwarded to the Learning & Development Section, Human Resources for consideration.
hr_policies.docx Page 82
Staff Relations concern the relationship between the employer and employees, whether members of a
bargaining unit or not, and in the case of unionized employees, their representatives. These relationships are
governed by the Employment Standards Act, Human Resources Policies and, for members of a bargaining
unit, the Ontario Labour Relations Act and the collective agreement. However, beyond this legal framework
within which the parties interact, staff relations involve the principles of sound inter-personal relationships
which can help foster a healthy and effective workplace.
The following principles should guide the day-to-day interactions of staff, work unit leader
leaderss and managers:
3. Problems are best handled by those who have to live with the outcome. Issues such as workplace
decisions, operational issues, application of policies or collective agreement provisions are usually best
dealt with in the work unit through discussion and problem solving, if possible. Nevertheless, there may be
times when it is appropriate or necessary to involve a third party in those instances where discussion and
problem solving fail to resolve the matter or where additional information or expertise is required.
hr_policies.docx Page 83
D.1. DISCIPLINE
D.1.1 - Policy
1. Immediate Supervisor
2. Union-Excluded Supervisor
In all cases of discipline beyond an oral reprimand (written reprimand, suspension) the action must be
taken by a union-excluded supervisor in the work unit or department. In some cases, this person may be
the immediate supervisor.
Only the President and Vice-President (Finance & Administration) may exercise the disciplinary action of
dismissal.
1. Investigation
b. The investigation mi
might
ght include an interview with the employee only or with a number ooff people. (An
employee in a bargaining unit may have the right, if s/he wishes, to have a union representative
present at an interview.) In the case of any such interview, the supervisor should make notes during
or immediately
These notes mayafter
bethe interview,
hand being
written or careful to
transcribed document
and what
should be each
dated party
and to theby
initialled interview
the said.
supervisor.
hr policies.docx Page 84
d. The supervisor should make clear to the person being interviewed that this is an investigation, not a
disciplinary interview.
e. Occasionally a supervis
supervisor
or may decide to suspend (with or without pay) an employee pending the
investigation. This should only be done on the advice of the Staff Relations Section of Human
Resources.
2. Factors to Consider
a. In the case o
off work performance - was the employee
employee fully trained to do the w
work;
ork;
b. In the case o
off inappropriate behaviour - did the employee know (or
(or was it reasonable to expect the
employee would know) that the behaviour would not be condoned;
3. Timeliness
It is very important for the disciplinary action to be timely. Incidents of poor performance and/or
inappropriate behaviour should be brought to the employee's attention as soon as possible. Delay on the
part of the supervisor might be interpreted as condoning the performance or behaviour.
4. Consistency of Approach
hr policies.docx Page 85
hr_policies.docx Page 85
1. Oral Reprimand
Unless the employee’s misconduct is very serious, after the investigation the supervisor will usually decide that
the first disciplinary action given an employee should be an oral reprimand. This reprimand should be given in
a private interview (an employee in a bargaining unit may have the right to have a union representative at an
interview) and the supervisor should note the details of the discussion. The supervisor and the employee
should agree on an action plan, preferably in writing, to ensure the poor performance is corrected or the
misconduct is not repeated. The supervisor should arrange to meet with the employee to follow-up on the
action plan.
2. Written Reprimand
one
copycopy and
to the return it to
supervisor the supervisor
within for length
a reasonable the Employee
of time, file. Should theshould
the supervisor employee
notenot
thisreturn the
on another
copy of the letter and forward
fo rward that copy to Human Resources.
b. The supervisor and the employee should agree on an action plan to ensure the poor performance
or behaviour is corrected. Again, the supervisor should arrange to meet with the employee to follow-
up on the action plan.
c. The supervisor should review any written reprimand with the Staff Relations section
section of Human
Resources before giving it to the employee.
3. Suspension
a. An employee who is suspended is told not to come to work for a period of time, and that time iis
s
normally
outcome without pay. (Occasionally,
of an investigation). an employee
An employee may be
may receive suspended
more than onewith pay pending
suspension, the of
usually
increasing length. The number of days
d ays of suspension will depend on the supervisor's assessment of
the factors listed in Section D.1.3 above.
a bove. The suspension should be timely. That is, it should follow
closely on the investigation but it need not be immediate if that will disrupt the operational
requirements of the work place.
b. Like the w
written
ritten reprimand, the letter of suspension should describe the misconduct and the
performance or behaviour which is expected of the employee. The letter should state the number of
days/weeks the employee is to be suspended with or without pay. It usually contains a warning that
further misconduct will lead to more severe disciplinary action. The supervisor should give two
copies of the letter to the employee with instructions to read and initial one copy and return it to the
supervisor for the Employee file. (Should the employee not return the copy to the supervisor within
a reasonable length of time, the supervisor should note this on another copy of the letter and
forward that copy to Human Resources.)
hr_policies.docx Page 86
c. While the supervisor is waiting for the employee to return the letter, a further copy should be sent to
Human Resources with a request to initiate the action to stop the pay for the period of the
suspension.
d. The supervisor and the employee should agree on an action plan to ensure the poor performance
performance
or behaviour is corrected. Again, the supervisor should arrange to meet with the employee to follow-
up on the action plan.
4. Dismissal
b. A supervisor wwho
ho recommends dismissal
dismissal to the Vice-President (Finance & Admini
Administration)
stration) or the
President will be expected to demonstrate
de monstrate that the dismissal is for just cause, the employee is
aware of the performance or behaviour expected of her/him and of any previous instances of
misconduct which the supervisor has considered and that the supervisor has taken the factors listed
in Section D.1.3 into account in making the recommendation.
The following instances may require disciplinary action of varying degrees (this list is not all inclusive):
*Insubordination may be a refusal to obey instructions or orders, or behaviour which is disrespectful or insolent
to the supervisor. Generally, it is a refusal to recognize the authority of the supervisor.
hr_policies.docx Page 87
D.2. A
A PPEAL PROCEDURES FOR A DMINISTRATIVE / TECHNICAL EXEMPT STAFF
D.2.1 - Policy
2. The appeal procedure provides an orderly method for processing and resolving disputes
disputes in the w
workplace.
orkplace.
It can be used by employees who feel aggrieved as a result of the interpretation, application, or
administration of the University's written policies (the appeal procedure concerning classification decisions
is set forth in Section B.13.6 of Human Resources Policies).
1. This appeal procedure is intended as a formal in-house mechanism for the resolution of disputes and is not
intended to supersede any legal rights possessed by the employee. Consequently the appeal procedure is
not available to an employee pursuing her/his complaint through any Federal or Provincial board,
commission or court.
3. The grounds on which the written appeal is based may not be changed after Step 1 (see Section D.2.5).
D.2.5).
4. The appellant has the right to withdraw the appeal at any point in the appeal procedures.
procedures.
10. When an employee reports directly to a Dean, Director or the Librarian, the appropriate Vice-President will
replace the Dean/Director at each step.
11. Employees reporting directly to a Vice-President, or the President, will automatically move to Step 3 of the
process following informal discussions to resolve the issue.
hr_policies.docx Page 88
2. If this discussi
discussion
on fails to resolve
resolve the concern the employee may wish,
wish, and should hav
have
e an opportunity, to
meet informally with the person at the level above the immediate supervisor.
3. Informal avenues must normally be exhausted prior to moving to the formal appeal procedure. Some
situations may, however, warrant the employee moving directly to the formal appeal procedure. In such
instances the employee should discuss the reasons for such action with the person at the level above the
immediate supervisor before proceeding.
1. To initiate a formal appeal the appellant must submit a written statement to her/his Dean/Director/Librarian
Dean/Director/Librarian
within five (5) working days following the failure to resolve the issue through informal discussions, and in
any event, not more than twenty (20) days after the occurrence of the event giving rise to the appeal.
If the appellant is not satisfied with the response of the Dean/Director/Librarian or if the Dean/Director/Librarian
fails to respond within the required time, the appellant may within five (5) working days of the date of receipt of
the response or the expiry of the time limit for response, present the original written statement along with the
Step 1 reply (where applicable) to the Vice-President with functional responsibility for the affairs of the division.
Within five (5) working days of receipt of the appellant's request for further examination of the issue, the Vice-
President will call a meeting of all persons present at the previous meeting to review and attempt to resolve the
dispute. The written decision of the Vice-President will be issued within ten (10) working days of the date of the
meeting. This communication must include an explanation of the reason(s) for the decision and details of
procedures to be followed in moving to Step 3 in the event the appellant wishes to pursue the appeal further.
4. The Chairperson will notify the appropriate Vice-President (or President in the case of employees reportin
reporting
g
directly to the President) that an appeal has been received by the Board. The Vice-President (or President
in the case of employees reporting directly to the President) will have three (3) working days following
receipt of notification to provide the Chairperson with the name of her/his nominee to the Board (chosen
from amongst University employees) and any further documentation s/he wants to submit.
5. The respective nominees and the Chairperson shallshall form the Appeal Review
Review Board. The Board may
establish its own rules of procedure including reasonable time limits for its operation. Arrangements for
administrative support such as secretarial services, files, and/or meeting arrangements will be made
through the President's Office.
7. The Appeal Review Board shall forward its recommendation(s) and reason
reasonss for them to
to the President. The
President shall review the Board's
Boa rd's recommendation(s) and make a final decision. Her/his decision, along
hr_policies.docx Page 90
with an explanation, will be communicated in writing as promptly as possible to the appellant. Copies of the
decision will be sent to the Chairperson of the Review Board, all parties involved in the earlier steps, and to
the Assistant Vice-President (Human Resources). The President's decision is final
f inal and binding on the
appellant and the University.
D.3. STRIKE POLICY
D.3.1 - Preamble
1. The purpose of this policy is to communicate the procedures which will apply in the event of a strike.
3. The University ex
expects
pects everyone to abide
abide by the law and to fulfill their obligations. Those w
who
ho do not report
for work will not be paid, nor will the University's portion of their benefit plans be paid. For non-striking
employees not reporting for work, vacation and other leave will not normally be approved. Leave (e.g.,
annual leave) already granted may be revoked.
By the authority provided by the Ontario Labour Relations Act a union or unions may, under certain conditions
and at a specified time, legally strike. Generally, when the parties cannot agree after the termination date of a
collective agreement the Minister of Labour will appoint a conciliation officer to help solve the dispute. Although
there are other options, the custom if the parties cannot reach agreement is for the Minister to release the
conciliation officer's report declaring that it is not advisable to appoint a conciliation board. Sixteen (16) days
after the release of such a report the union can legally strike and the University can legally lock-out members
of the bargaining unit.
hr_policies.docx Page 91
2. The President will announce to the community and the surrounding area tthat
hat the University will continue to
operate during the strike.
3. All employees who are not involved in the dispute will be advised that they are expected to c
continue
ontinue to
work and have a legal obligation to do so.
5. A union in a legal s
strike
trike position may establish a picket line. However picketing must not amount to a
nuisance at law, violate the criminal code, or involve signs that contain libellous material. It is lawful to
communicate information and/or to peacefully persuade a person to refrain from entering
e ntering picketed
premises. However it is an offence for pickets to use compulsion in any way. It is unlawful for pickets to use
force or threatening gestures to block access to premises or to otherwise engage in actions that constitute
a nuisance at law or an unlawful assembly. The right to carry on peaceful picketing does not include the
right to trespass on private property or to engage in mass picketing with the effect of preventing persons
from entering the premises. In the event of picketing, non-striking staff are advised that they should try to
enter using care. If they feel they are unable to enter because of fear of personal injury, they should
withdraw and telephone their supervisor or University Safety at 520-3612.
hr_policies.docx Page 92
D.3.6 - Roles and Responsibilities - Deans/Directors/University Librarian and Other Excluded Officers
2. The University w
will
ill remain open and will
will continue to operate as normally as possible during any strike.
strike.
4. Attendance records wi
willll be kept during a strike and those not in attendance will not normally receive pay.
Environmental Health and Safety is part of the Department of University Safety and a complete list of
procedures is available on the website at
at http://www.carleton.ca/safety/
http://www.carleton.ca/safety/ or by calling the Department of
University Safety.
D.6.1 - Policy
Carleton University is committed to provide a safe and healthy environment for its students, employees and
visitors to study and work.
It is the policy of the University to take every reasonable precaution to prevent personal injury or illness by
identifying and controlling workplace hazards; to consider health and safety in all organizational activities; to
protect the environment; and to comply with all applicable health and safety and environmental legislation
including the Occupational Health and Safety Act and Regulations and the Environmental Protection Act.
Every employee has a duty in law to inform him/herself of any environmental health and safety rule, regulation
and statute which applies to the performance of their job and to conduct him/herself in accordance with such
hr_policies.docx Page 93
rules, regulations and statutes. Further every employee who supervises other employee(s) and/or student(s)
shall ensure that such person(s) who are supervised are informed of any environmental health and safety rules
which apply to the performance of their functions and comply with such rules, regulations and statutes.
Failure to be informed, to comply and/or to supervise may result in disciplinary action by the employer up to
and including dismissal. Employees should also be aware that a per person
son who contravenes or fails to comply
with the health and safety laws of Ontario is guilty of an offence, and upon conviction may be liable to a fine,
imprisonment, or payment of damage.
Policy Application
The primary responsibility for health and safety and environmental protection lies with the line of supervision. In
academic departments the line of supervision extends from the individual researcher or faculty member to the
Department Heads, Deans, the Assistant Vice-President, the Vice-President (Academic) and the President. In
administrative departments it extends from the supervisor to the manager, Director, the Vice-President
(Finance and Administration) and the President.
Supervisors have an obligation to ensure that employees work in the manner and with the protective devices,
measures and procedures required by the Occupational Health and Safety Act and it regulations. This includes
advising employees of the existence of any potential or actual danger to their health and safety of which the
supervisor is aware and ensuring that appropriate safety procedures are followed. Supervisors are ar e responsible
for taking every reasonable precaution to maintain a safe and healthy environment for their faculty, staff and
students. Supervisors are responsible for ensuring that faculty,
fa culty, staff and students are informed of the hazards
associated with their work and are given sufficient information, training, facilities and protective equipment to
enable them to work safely.
Faculty, staff and students are responsible for working safely, for following safety procedures and for reporting
any safety hazards or unsafe or unhealthy conditions.
Employees who fail to meet their obligations concerning health and safety may, depending on the
circumstances, face discipline, up to and including dismissal.
TheOccupational
the University shall haveand
Health a Joint O ccupational
Occupational
Safety Act. Health and Safety Committee established under the terms of
The Environmental Health and Safety section of the Department of University Safety assists individuals and
departments in meeting their responsibilities by providing services as consultants and coordinators; providing
advice and administering applicable legislation and the University’s policies and procedures on health, safety
and the environment;
policies monitoring
and procedures compliance
to facilitate with the legislation
the implementation and University policies; and recommending
of this policy.
hr_policies.docx Page 94
Monitoring compliance with the legislation and University policies will be achieved by reviewing the safety
management system on a regular basis to ensure the plans, procedures and controls are being carried out.
Results of the monitoring will be used to improve the health and safety management system.
2. WHMIS (the Workplace Hazardous Materials Information System) requires information (safety data sheets
and labeling) and training be provided to those working with hazardous materials. The program is
administered by coordinators in each department. A list of coordinators is available from the Department of
University Safety.
2. The Committee makes recommendations to the Vice-President (Finance and Administration) and is
expected to help stimulate an awareness of health and safety issues and a
ann atmosphere of cooperation.
Duties of the Committee are included in the Occupational Health and Safety Act.
3. Building Health and Safety Committees are set up under the auspices of the Joint Occupational Health and
Safety Committee for each building on campus. These Committees have responsibility for inspecting the
workplace as required by the Act. A list of Building Health and Safety Committee Chairs is also printed in
the Staff Directory and a complete list of members is available on the Department of University Safety
website.
1. When a staff m
member
ember identifies a health or safety problem, s/he should first report it to her/his supervisor.
supervisor. If
the staff member is not satisfied with the response at this level, the problem should be reported to any
member of the Joint Occupational Health and Safety Committee or to the Department of University Safety.
2. The members of the Committee are responsible under the Act to attempt a resolution of the issue at the
supervisor/employee level. If this is not possible, the problem will be taken to the Committee. The
Committee may resolve the issue or, when required, make a recommendation to the Vice-President
hr_policies.docx Page 95
(Finance & Administration). If the Employer is not able to resolve the issue to the satisfaction of all
concerned, the matter is taken to the Ministry of Labour by th
the
e Committee.
The Atomic Energy Control Board (AECB) legislates matters pertaining to radioactive material. The AECB
issues a Consolidated License to the University to be administered by a Radiation Safety Officer
Off icer (RSO). The
RSO issues permits to individuals working with radioactive materials. Laboratories and personnel must be in
compliance with the regulations of the AECB and with the Carleton University regulations.
The Radiation Safety Officer is responsible for developing, implementing and maintaining policies, regulations
reg ulations
and procedures for the safe use and control of all sources of radiation owned or controlled by the University.
The Radiation Safety Manual (Carleton University) includes regulations and procedures for storage, use and
disposal of sources of ionizing radiation.
r adiation. Every permit holder/lab must have a copy of the manual. Copies are
available from the Radiation Safety Officer.
The Radiation Safety Officer can be reached through the Environmental Health and Safety section of the
Department of University Safety.
3. In addition to employ
employees
ees in each building, all officers in the Department of University Safety are trained in
first aid and can be contacted in an emergency at 4444.
D.8. PERSONAL H ARASSMENT
D.8.1 - Definition
1. Harassment means engaging iinn a course of vexatious comment or conduct that is known or ought
reasonably to be known to be unwelcome.
D.9. A
A IDS POLICY
3. The University w
will
ill not refuse admission or employment to anyone with AI
AIDS
DS or a positive HIV test. See
Appendix D.2 -- What is AIDS? for definitions of AIDS and HIV.
D.9.2 - Testing
D.9.3 - Confidentiality
1. Medical authorities a
are
re required by law to keep information about people with communicable diseases
confidential.
to know that Under
anothernormal circumstances
employee or student ithas
willHIV.
not be appropriate
However, or necessary
disclosure for Resources
to Human an employee or be
may student
necessary as required for insurance programs.
D.9.5 - Benefits
D.9.6 - Discrimination
Discrimination
2. The Director of H
Health
ealth Services should be notified if persons with positive HIV
HIV conduct themselves
themselves in a way
which puts others at risk. Each case will be analyzed and responded to as required by its own particular
facts. This may involve consulting with various University departments as well as off-campus medical and
legal experts including the Medical Officer of Health.
1. Each department must ensure that the policy is administered uniformly and with with compassion while
maintaining confidentiality. It is the responsibility of each
e ach department to request additional guidelines or
procedures
co-ordinatedif in
special circumstances
consultation with the such as riskHealth
University of injury or contact
Services with blood exist. This effort should be
Department.
hr_policies.docx Page 98
2. Information relating to s
students
tudents or employees with AIDS/HIV willwill be treated as confidential
confidential medical records.
However, notification to the Medical Officer of Health is required by law.
Section E - General
General
E.1. REIMBURSEMEN
EIMBURSEMENT
T OF TRAVEL AND RELATED EXPENSES
E.1.1 - Policy
1. The University s
shall
hall pay for reasonable expenses
expenses incurred for authorized
authorized travel on University
University business by
academic and administrative staff members, subject to the availability
a vailability of funds. University business shall
include teaching, research, administration, and ancillary operations. For current rates please visit
www.carleton.ca/secretariat/html/carleton_policies.html
University Travel Cards may be obtained by contacting the Accounting Section, Business Office (8607).
2. Only in exceptional c
circumstances,
ircumstances, when the University Travel
Travel Card cannot be used to obtain cas
cash,
h, will the
Business Office provide a travel advance. Advance requisitions should be forwarded to the Accounting
Section,
The Business
requisition Office
should beclearly stating
received theworking
five (5) circumstances which
days prior make
to the a travel
travel date.card advance impossible.
purpose andIndevelopment
supervisor. doing so, thefunds). Similarly,
supervisor must all Travel
certify thatExpense Reports
the expenses aremust be approved
for University by the and
purposes traveller’s
in
accordance with University policy.
4. Claims for air and rail fares must be supported by the passenger’s copy of
of the ticket. Credit card sales slips
may
for allbe usedexpenses
other to support claims
being for gas
claimed used for
except for per
rental cars.
diem Original
meals, paid claims,
mileage receiptsparking
or vouchers areand
meters, required
gratuities paid in cash. Credit card statements, cancelled cheques, and travel agency statements are not
acceptable.
If a University Travel Card is used, a copy of the credit card summary statement should be included with
the Travel Expense Report to support the cost of exchange. If foreign currency is purchased or sold at a
banking institute, a receipt should be obtained and included with the Travel Expense Report.
8. Travel advance cheques and travel reimbursements will will be withheld until all outstanding travel advances
advances of
the traveller have been accounted for by filing a Travel Expense Report which is in accordance with these
guidelines.
hr_policies.docx Page 101
1. Reimbursement of public transportation costs will not exceed rail fare or economy air fare. For public
transportation, the original ticket receipt (third copy of the ticket) must be submitted with the claim.
2. Use of private au
automobiles
tomobiles should be limited to those trips where no suitable public transportation is
available or where a private automobile is more economical considering all costs and time availability.
Note: When a private automobile is used strictly for personal convenience, reimbursement shall be limited
to the lesser of mileage claimed or the equivalent of economy airfare.
3. If a private auto
automobile
mobile is used on approved University business,
business, the owner must ensure that his/her
personal automobile insurance is adequate and includes coverage for business usage. A minimum of
$1,000,000 third party liability coverage is recommended. Any costs of arranging this business-use
coverage shall be paid by the employee.
7. It may be mo
more
re economical to rent an automobile than to use a private automobile. Refer to the Purchasing
Department in order to obtain information about automobile rentals.
8. Expenditures for travel insurance that covers medical expenses incurred in a foreign country will be
reimbursed. (Note: Most granting agencies do not consider this an allowable expense).
10. Off-campus parking expenses are allowable expenses. A receipt is required for lot parking but not for
metered parking.
5. When accommodation is provided without charge by a friend or relative, a gift of appreciation other than
cash to the host may be appropriate. The maximum value of such a gift should be based on $20.00 per day
of accommodation and a purchase receipt of the invoice for the gift is filed with the Travel Expense Report.
1. Generally no reimbursement will be made for reception and entertainment expenses related to social
social
events involving only employees of the University or involving only employees and their spouses. However,
in particular circumstances, such expenses may be reimbursed provided
pr ovided the expenditure has received the
prior approval of the appropriate Dean or Vice-President.
2. Receptions and entertainment expenses must be charged to the expense account designated for s such
uch
expenses. The nature of the event including the name of the group or the names of the people being
entertained must be listed on the Travel Expense Report sheet. Receipts are required.
3. The supervisor who approves the Travel Expense Report or Travel Advance requisition is is responsible for
ensuring that the expenses are for
f or University purposes only and are in accordance with University policy.
E.2. CONFIDENTIALITY
E.2.1 - Policy
Openness with respect to the affairs of the University is encouraged. However, individuals are entitled to
privacy and to know what personal information is kept on file.
1. No personal informati
information
on classified as confidential and which identifies the individual
individual may be released
except as follows:
a. in cases of e
emergency
mergency (emergencies will
will be defined by the President who will
will report reasons for
her/his decision to Senate and the Board of Governors);
b. under compulsion of law; or
c. with the consent (expressed or implied) of
of the individual
individual to whom
whom the information
information relates.
information
awards; in the
names of public domaofficially
domain,
graduates; in, e.g., names
settled of faculty,
facts staff, or students;
of appointment, names promotion,
employment, of winners of competitivein
membership
professional bodies, and so on; information contained in the following publications of the University: the
Calendar, Convocation Programs, University Reports, Report on Research and Studies, and the
President's Report.
4. Information which may be released to any person or body within within the University charged with makin
making g or
adjudicating career decisions concerning faculty and staff members for the legitimate purposes of their
respective offices, or with the consent of the individual concerned, to a body outside the University,
includes: age, date of birth,
b irth, sex, family/marital status, citizenship, wages and salaries, letters of reference
or assessment (or similar documents), curriculum vitae, disciplinary records, and other similar information.
E.3. CONFLICT OF INTEREST
E.3.1 - Preamble
Each employee (member of the faculty or staff) occupies a position of trust in dealing with others inside and
outside the University. Whatever the area of activity or degree of responsibility, the University expects each
employee to act in a manner which will enhance the University’s reputation for ethical performance in all its
dealings.
In situations where the Policy on Integrity in Research and Scholarship or a collective agreement differs from
this policy, the Policy or collective agreement shall apply.
E.3.2 - Policy
1. A conflict of iinterest
nterest exists or might exist in any instance where
where an individual’s actions
actions or activities
activities on behalf
of the University provide an opportunity to obtain a gain or advantage to the individual or the individual’s
family or business associates or cause an adverse effect on the University’s interests. It can also result
r esult
when a personal or o r business relationship affects or may affect the employee’s capacity to exercise due
care, skill and judgment on behalf of the University in the performance of the individual’s assigned duties.
c. partner.
Participating in the appointment, promotion, disciplinary
disciplinary or tenure process affecting
affecting a relative
relative or
hr_policies.docx Page 105
d. Participating in deci
decisions
sions regarding grades, financial aid, academic programme or thesis
thesis or
providing academic or employment references for a relative or partner.
2. A conflict of iinterest
nterest arises or might arise if gifts, gratuities, or
or favours of any
any kind are exchanged
exchanged between
an employee and any individual or company whose relationship with the University involves the employee’s
sphere of responsibilities.
a. This policy is not intended to prohibit the acceptance or giving of common courtesies
courtesies associated
with accepted business practices, including accepting or giving a meal or other gifts
g ifts of nominal
value which could not be construed as a bribe or other improper payment. However, employees
should never expect any favours and should tactfully discourage the practice.
3. A conflict of interest arises or might arise if any employee accepts outside employment or engages in
outside activities which may interfere with the efficient and independent performance of University duties,
or which may place the employee under an obligation to any individual or company whose relationship with
Hiring managers are also required to follow this policy with respect to the hiring of temporary, casual or
replacement employees.
No employee who enters into a contract for commercial advantage shall give the impression or make a
representation that the contract is with the University. The name, address or phone number of the
University shall not be referred to on any document (e.g. contract, letterhead or business card) which has
to do with an employee’s private business.
E.3.3 - Implementation
If an employee is faced with a situation involving an existing or potential conflict of interest, or is in any doubt
about the application of this policy, he/she must report the circumstances to:
who will determine if a conflict of interest exists or might exist, and in such an event, reach a written agreement
with the employee on the means by which that conflict will be removed or avoided.
E.3.4 - Definitions
The Guaranteed Housing Loan Plan is available to designated staff to enable them to purchase a house in
which to live while employed at Carleton University. Homes that will be rented or used by persons other than
the employee’s immediate family do not qualify
q ualify under the plan. The maximum loan is $20,000 with a maximum
repayment period of twenty (20) years.
E.4.2 - Eligibility
As long as the funds will be used to buy a house in which the sta
staff
ff member will live, any permanent employee
is eligible to apply for a loan under this plan.
The employee borrows the required sum of money from the Bank of Nova Scotia (campus branch) as the
primary debtor. The University will guarantee repayment of the loan to the Bank subject to the execution of a
second mortgage agreement in favour of the University.
Term o f Loan
Term Am ou nt of Lo an Interest Rate
4. The balance of principal plus accrued interest owing at any time may be repaid without notice or
or bonus.
Such arrangements for repayment must be made between the employee and the Bank.
2. To secure its guarantee of the loan, the University requires that the employee
employee execute a second mortgage
on the property concerned, prepared
prepar ed by the University’s solicitor, in favour of the University.
E.4.6 - Limitations
1. Since it is necess
necessary
ary to control the total contingent liability under this plan,
plan, the University reserves the right
to limit the number of guaranteed loans made available at any one time.
3. If and when the Bank does approve a loan, money will will not be advanced to the employee until the Bank
receives notice from the University’s solicitor to do so.
1. Loans given under this plan contain the condition that the entire balance of outstanding principal, together
with interest accrued, becomes due and payable immediately if the staff member:
3. When the loan has been repaid, the employee is responsible for arranging and paying for the discharge
discharge of
the second mortgage.
1. Eligible employees who wish to borrow money under this plan must
must complete an "Application
"Application for
Guaranteed Housing Loan" (Appendix E.4) which can be obtained from the Office of the Director of
Finance or the Bank of Nova Scotia on campus.
2. If the application is approved by the University, the University will forward the application to the Bank and
the Bank
credit will contact
standing. If the the
loanapplicant to obtain
is approved, whatever
the Bank information
will arrange is required
for the signing oftothe
establish the applicant’s
promissory note and the
payment of moneys.
E.5. TRIBUTES
E.5.1 - University
a.
b. flying
sendingtheaUniversity flagoratdonation
floral tribute half-mast
onon the fday
behalf
behal of the
of the funeral; and
University;
c. sending a letter of condolence, from the President,
President, to the next ofof kin.
E.6.1 - Policy
Carleton University is committed to providing personal safety and security of property. Some buildings on
campus are accessible after normal working hours, with the use of an access card.
Individuals interested in obtaining an access card must have approval from authorized personnel in the
respective department and the Department concerned must complete a Card Access Requisition for each
individual requesting a card.
The form must have an appropriate authorization signature (i.e. the Department Administrator or her/his
designate). This form should then be forwarded
f orwarded to the Department of University Safety, who must be in receipt
of the authorization before an access card will be issued. Copies of the Requisition Form are available from the
Department of University Safety.
1. Issuing of cards w
will
ill be restricted to persons having a valid reason to enter
enter buildings outside normal
normal
working hours.
3. Safety
These cards are the
when they areproperty of active.
no longer Carleton University
Effective and should
September be returned
1, 1998 there is to the Department
a $10.00 of U
University
niversity
non-refundable fee to
obtain an access card.
7. Lost/stolen/damaged cards s
Office (Room 203 Robertsonshould
hould be reported
Hall) and immediately
to the concerned to the Department
department in order toof University
received Safety Patrol
authorization for a
hr_policies.docx Page 111
replacement card. Replacement cards may be obtained from the Department of University Safety from 8:00
am to 4:00 pm, Monday to Friday.
8. Equipment malfunctions (Electronic Card Readers, door door locks, etc.) should be reported to the Patrol Office
as soon as possible in order to properly effect repairs. Reports should be made to the patrol Office at 520-
3612 at any time (24 hours a day). If a card does not work because of equipment malfunction, the Patrol
Office will grant access to the building,
b uilding, with proper identification.
E.7.1 - Guidelines
b. Those who instruct are primarily responsible for the safety of the students they teach in laboratories
laboratories
or classrooms. It is the responsibility of the instructor to evacuate his/her classroom as quickly as
possible and, in so far as possible, to speed the evacuation of the building using exit routes which
will avoid fire or other danger areas.
c. The instructor should delegate an appropriate number of students to assist disabled student(s) to
leave the building and, if feasible, to move to a safe area pending the arrival of fire-fighters, police,
or University Safety staff who should immediately be advised of the location of disabled person(s).
1. The Dunton Tower alarm is a two stage system. In the event of a fire or an emergency situation,
situation, the
following will occur:
3. The remainder of the building will go into "pre-alarm". The horns will sound approximately 20 times per
minute. Prepare and start to evacuate.
During an emergency evacuation of a building, those individuals with special needs may require assistance in
leaving the building. This assistance will be provided by the departments and fire wardens, the Department of
University Safety and the Fire Department. The department or fire warden will need to provide first-line help
such as assisting someone to enter a stairwell that is a temporary haven from fire. Those with special training
and equipment will provide the actual evacuation assistance.
Individuals with a special need should complete the Request for Assistance form, available from the
Department of University Safety. The completed form should be returned to University Safety and will be kept
on file in the Patrol Office. The information will be kept confidential except for those persons who will be
providing the assistance.
hr_policies.docx Page 113
Any student, staff or faculty member with special needs for assistance during a building evacuation has the
responsibility to make this known to the University. The University cannot make an independent evaluation of
such need. Assistance is usually needed by b y anyone with hearing, visual or mobility impairment.
All information provided will be kept confidential
confidential and only the persons and agencies provproviding
iding the required
assistance will have access. Please fill in the
th e Evacuation Assistance form available on the
the Environmental
Health & Safety Website.
Website.
E.8. FIRE PREVENTION
E.8.1 - Policy
The Municipal Fire Code requires that employers conduct fire drills for all buildings. Drills will be conducted
twice a year for all campus buildings and will require the evacuation of all building occupants during such drills.
The Fire Prevention Officer carries out all duties relating to fire safety and fire prevention on the University
campus in liaison with the City of Ottawa Fire Department and the Department of University Safety personnel.
This includes conducting monthly inspections of buildings and equipment, testing and replacing fire equipment,
investigating fire alarms, conducting regular fire drills, and keeping records of all of the above.
The Municipal Fire Code requires that employers conduct fire drills for all buildings. Drills will be conducted
twice a year for all campus buildings and will require the evacuation of all building occupants during such drills.
Fire drills areAuthorities
the Building scheduled(for
andasupervised by the
list of Building Fire Prevention
Authorities the Officer.
see the Schedules
University Policies are
Policies circulated
website). in advance
Academic and to
administrative staff and students are expected to cooperate with University Safety and participate in these
drills.
Fire Wardens
Volunteer fire wardens participate in fire drills and fire emergencies in specified buildings on campus. The
volunteers receive training from the Fire Prevention Officer and assist in clearing the building and alerting the
Fire Prevention Officer or Campus Police Officers of occupants in need of assistance.
hr_policies.docx Page 114
E.9. UNIVERSITY WORK
University work is work performed by staff which is required to meet the needs of the department. Assignment
and priority ranking of work will be set by the department and may vary from one department to another.
Questions regarding the type or distribution of work should initially be referred to the Supervisor/Department
Head and then, if necessary, to the Dean or Director for clarification.
E.10.1 - Procedures
Except in very obvious situations, such as fire, the decision to evacuate will be made jointly by the Director,
University Safety (or designate) and the Building Authority.
The Fire Prevention Officer will be informed and the fire alarm will be used to evacuate the building.
The Director of University Safety and the Building Authority will decide when the occupants may return to the
building. In some situations the decision will be made on the advice of others such as, the fire department,
police services, gas company, etc.
The Director of University Safety and the Building Authority will issue a report to the occupants following the
incident. The report will provide information on what caused the evacuation and the steps taken to ensure the
safety of the occupants and prevent a recurrence.
If you feel your health is in danger from contaminants, fumes, odours, or dusts in your building, leave
immediately. If you are in a position of responsibility for staff and/or students, instruct them to leave also. After
hr_policies.docx Page 115
leaving, go to the nearest telephone and report the problem and your location immediately to University Safety
at 4444 and the Office of the Building Authority. If necessary the Department of University Safety will evacuate
the building and post notices on the doors. The Office of the Building Authority will advise department heads
and assign alternative work areas or send people home.
E.11.1 - Preamble
2. Early closing shall be subject to operational requirements and considered on a case by case basis
depending on specific working and environmental conditions.
1. After consultation with Physical Plant, the Department Head may permit an early closing of specific
specific work
areas. The Department Head will so advise the Office of the Building Authority. For a List of Building
Authorities see the
the University Policies
Policies website.
2. When possible, consideration may be given to relocating staff as an alternative to early closing.
E.12.1
The following buildings on campus have only one elevator. Occasionally, due to breakdown or maintenance
and repairs, these elevators are not available.
It is the University’s intention to provide advance notice of elevator shutdowns, whenever possible, to
employees who require an elevator to access their workplace. Employees with a mobility impairment who
require an elevator to reach their workplace should register with the Equity Coordinator, who will arrange to
have Buildings and Grounds attempt to alert the employee in the event of an elevator being out of order.
The purpose of this policy is to assist continuing employees of Carleton University to purchase laptops,
microcomputers, workstations and related accessories for their own use in support of the University’s general
strategic goal of enhanced access to information technology.
E.13.2 - Policy
3. All purchases shall be made through Purchasing Services at the prevailing prices.
prices.
5. No employee shall be entitled to more than one loan at a time. The maximum loan shall
shall be no more than
$5,000.
a term forming part of the contract of employment and may be withdrawn at any time.
10. All equipment purchased under this Policy is subject to the usual warranties offered by the manufacturer.
Under this Policy the University is not offering any additional guarantees or warranties and is not liable for
providing any additional support or maintenance, except as may be offered through an extended
maintenance contract with Computing and Communications Services. Employees wishing to enter into
such a maintenance contract should first ensure that support is available for the equipment they wish to
purchase.
Review appeals from Deans/Vice-Presidents/University Librarian for exemption to the University Policy on
Hours of Service and render a decision.
Communicate all decisions
decisions to the campus community through the Department of University
University
Communications.
Conduct a review annually in January of those units which
which have been granted exception (including
extended hours) to the University Policy on Hours of Service.
Evaluate the policy on a five-year cycle.
Membership (3)
The Vice-President (Finance & Administration) Chair
The Vice-President (Academic)
Assistant Vice-President (Human Resources)
1. Work Peri
Peri od - Four Day
Day Week
Week
Four work days, each comprising 8 hours and 45 minutes, with the fifth day off.
2. Work Peri
Peri od - Nine Days
Days Over
Over Two
Two Consecut ive Weeks
Weeks
Nine work days, each comprising 7 hours and 47 minutes, with the tenth day off.
Fourteen work days, each comprising 7 hours and 30 minutes, with the ffifteenth
ifteenth day off.
These are the only compressed work schedules which will be approved under this policy.
hr_policies.docx Page 120
For the Christmas period each year there will be Premium Days and Designated Days off with pay. Employees
scheduled to work on those days identified as Premium Days will be paid in accordance with Section B. 4.7.
Employees scheduled to work on those days identified as Designated Days will be granted days off with pay at
some other time. Such time off is to be scheduled by mutual agreement between the department head and the
individual employee.
When Christmas and New Year's fall on the following days the Pr
Premium
emium Days and Designated Days will be:
Each employee shall receive the following annual leave with the right to take days as they are accumulated.
Annual vacation shall be earned monthly at the rate of 1/12 of the employ
employee's
ee's annual vacation entitlement;
such vacation entitlement will be calculated, according to number of years service from date of hire, as follows:
Number of Ye
Years
ars fro m Da
Date
te of Hire Vacatio
Vacatio n Accr ual / Year
Year Vacatio
Vacatio n Accr ual / mont h
1-4 years service 15 working days 1.25 days / month
5-9 years service 20 working days 1.66 days / month
10-14 years service 22 working days 1.83 days / month
15 years service 25 working days 2.08 days / month
On an employee's 25th anniversary date, s/he will be granted, on a one-time basis only, an additional ten
(10) working days of paid leave.
Employees in levels 8-12 inclusive shall receive twenty-two working days vacation up to 14 years of service
and shall receive twenty-five working days vacation after 14 years of service
On an employee's 25th anniversary date, s/he will be granted, on a one-time basis only, an additional (10)
working days of paid leave.
Appendix
Appendix B.5.1.1 - Background
Background
All employees, except members of the academic staff, are required by law to report absences from work. This
statutory requirement includes reporting the use of annual leave.
Managers within departments are responsible to ensure that employees schedule annual leave and report all
time off taken.
It is University policy, as well as a requirement of most collective agreements, that employees take annual
leave each year. Although the University has the right to schedule an employee’s annual leave, the practice in
most cases is to permit employees to take their annual leave when it is convenient to them. The current po policy
licy
recognizes that circumstances may prevent employees from using all of their leave entitlement and so it
provides for limited accumulation of annual leave. It reads as follows:
"An employee may not accumulate annual annua l leave in excess of thirty (30) days. In special circumstances and
upon written application to the employee’s manager, with a copy to the Assistant Vice-President (Human
Resources), an employee may be permitted to accumulate earned annual leave up to a maximum of forty (40)
days for special extended vacation."
This policy on accumulated annual leave has not been applied consistently across the campus. Human
Resources has been reporting leave balances to departments and senior management on a regular basis over
the past four years. In addition to this reporting, it is now necessary to manage leave balances over the stated
limits, in order to comply with policy and recommendations made by external auditors.
Appendix
Appendix B.5.1.2 - Policy
Unit managers must ensure that any employees in their unit with accumulated annual leave in excess of 30
days at September 30, 2009, are scheduled to take:
1.
2. their full annual leave entitlement during
during the current leave year
plus that amount required to ensure their accumulated total is reduced to 30 days at September 30,
2010, or reduced by at least 10 additional days, whichever is less.
If at September 30, 2010 an employee has a balance of accumulated annual leave in excess of 30 days, the
manager must ensure the employee is scheduled to take:
1. their full earned annual leave entitlement during the next leave year
2. plus that amount rerequired
quired to ensure their accumulated
accumulated total is reduced to 30 days
days at September 3
30,
0,
2011, or at least 10 additional days, whichever is less.
Failure to ensure the above target is met will result in the employee being paid for the shortfall with the amount
being paid at the employee’s current rate of pay and charged against the unit’s operating budget.
Appendix
Appendix B.5.1.3 - Implementation
Implementation
Human Resources has prepared the September 2009 departmental annual leave reports, showing a list of all
employees with more than 30 days accrued annual leave and have distributed to each department head, their
Dean/Director and Vice President.
Human Resources will send further reports showing the March 31, 2010 and June 30, 2010 accumulated leave
for persons who have accrued more that 30 days. These reports will
will be in addition to the regular quarterly
reports referred to above.
It will be the responsibility of department heads to ensure that persons with more than 30 days accrued annual
leave take their full entitlement
e ntitlement for the year plus additional days to comply with the policy.
It is understood that this process is not accomplished overnight, and that there are excessive balances within
some departments. However, applying the policy consistently to all employees w with
ith a balance greater than 30
days will ensure that leave is being managed.
The following information demonstrates some examples of implementing the policy and managing leave
balances:
Example #1
September 30, 2009 accumulated annual leave balance 45 days
Annual leave entitlement 22 days
During the period October 1, 2009 until September 30, 2010, Employee must use 22 days of earned annual
leave, plus at least 10 additional days to help reduce the accumulated balance:
September 30, 2009 balance 45 days
Earned entitlement 22 days
Minimum leave to be taken (22 + 10) 32 days
Balance September 30, 2010 should be maximum of 35 days
If employee leave balance is more than 65 days, the excess days will be paid out to the employee in
November 2010, at current salary rate and charged to the department’s budget.
hr_policies.docx Page 125
APPENDIX B.9.2 –
RESERVIST LEAVE
Policy Name: Reservist Leave
Originating/Responsibl e D
Department: Finance and Administration
epartment:
Ap pr ov al Au th or it y: Senior Management Committee
Da te of Original Policy: August 2009
Date
Last Updated: August 2009
Mandatory
Manda Revisio n Date: August 2014
tory Revisio
Contact: Vice President (Finance and Administration), Assistant Vice-President (Human
Resources)
Policy:
Employee reservists who have worked for the university for at least six (6) consecutive months are entitled to an unpaid
leave of indefinite length, if the employee reservist will not be performing the dutie
dutiess of his or her position due to a
domestic or international deployment.
deployment. The duration of the leave will depend on thethe operation to which the reserv
reservist
ist is
deployed, and, in the case of international operations, may include participation in both pre- and post-deployment
activities.
Purpose:
Military reservists serving on domestic operations such as search and rescue operations or national disasters like flood
relief or ice storms or international deployment
deplo yment have job protection upon returning from a tour of duty under the
Employment Standards Act (“ESA”), 2000.
Scope:
Procedure:
The employee reservist is required to provide reasonable notice in writing to his or her manager and to the Assistant Vice-
President (Human Resources) before the beginning and ending of the leave and is required to provide proof of military
service.
Assistant Vice-President
Vice-President (Human Resources)
hr_policies.docx Page 127
* These plans are compulsory. The Retirement Plan, although optional to age
ag e thirty (30), becomes compulsory
on July 1 following age 30.
NOTES:
1. Term employees appointed for less than 12 months are not eligible for long term disability
disability insurance. For
clarification, contact the Pension and Benefit Section, Human Resources
2. Temporary employees are el
eligible
igible for benefits following three (3) months of continuous employment
employment of
more than 24 hours per week.
3. After two years, temporary employees may be eligible to join the Carleton University
University Retirement Plan.
Plan.
Pe
Period
riod De
Deferral
ferral Salary
Salary De
Deferred
ferred per Ye
Year
ar Annual Sa
Salary
lary Pa
Payable
yable duri ng Salary Payable
in Years Deferral
Deferral Pe
Period
riod During L ea
eave
ve Period
Period
33 1/3% 66 2/3% 33 113%
1
($10,000) ($20,000) ($10,000)
33 113% 66 2/3% 66 2/3%
2
($10,000) ($20,000) ($20,000)
25% 75% 50%
2
($7,500) ($22,500) ($15,000)
25% 75% 75%
3
($7,500) ($22,500) ($22,500)
20% 80% 60%
3
($6,000) ($24,000) ($18,000)
20% 80% 80%
4
($6,000) ($24,000) ($24,000)
4 25% 75% 100%
($7,500) ($22,500) ($30,000)
20% 80% 100%
5
($6,000) ($24,000) ($30,000)
15% 85% 75%
5
($4,500) ($25,500) ($22,500)
10% 90% 60%
6
($3,000) ($27,000) ($18,000)
15% 85% 90%
6
($4,500) ($25,500) ($27,000)
A PPENDIX B.13. A
A DMINISTRATIVE/TECHNICAL EXEMPT STAFF - POINT SCORE R ANGES
Classifi
Classifi cation Leve
Levell Point Scores
2 0-158
3 159-217
4 218 -276
5 277 -335
6 336 -394
7 395 -453
8 454 -512
9 513 -571
10 572 -630
11 631 -689
12 690 +
(Date Issued: September 1991)
hr_policies.docx Page 130
AIDS stands for Acquired Immune Deficiency Syndrome. It is caused by a virus called the Human
Immunodeficiency Virus or HIV. This virus attacks the body's natural defences against illness. Once infected
the person has the virus for life. Some people will remain healthy for years; others will go on to develop AIDS.
In this final stage of the HIV infection, the body's defences are completely destroyed. A person with AIDS is at
risk for serious infections and disabilities.
HIV seropositivity means that a person has tested positive for the antibody to the AIDS virus. This antibody
confirmatory test is highly reliable, and, according to the current level of knowledge, indicates that a person:
Transmission
through unsafe or risky intimate sexual behaviours that permit an exchange of infected blood, semen or
vaginal secretions;
through blood, needles or blood contaminated objects and substances;
from mother to infant.
There is very low risk of getting HIV from a blood transfusion. Canadian blood supplies have been tested for
the virus since November 1985.
HIV is not spread through the air. This means that coughing, sneezing or sharing telephones will not lead to
HIV infection.
Standard
Standard First Aid Procedures when Exposed to Blood
Preliminary first aid should be administered, but as soon as possible thereafter; all blood and body fluids
should be carefully washed off with hot soapy water. If readily available, g
gloves
loves should be worn.
hr_policies.docx Page 131
Cleaning
To clean surfaces soiled by blood, the surface should be washed with a disinfecting solution (Javex in a
dilution of 1 in 10 is satisfactory). Plastic gloves should be worn and disposable materials such as paper towels
should be used. Mops should be rinsed in disinfectant.
Blood stained clothing, cloths and other cleansing material should be rinsed out in cold water using gloves and
then laundered normally.
Blood stained disposable articles, including gloves, should be placed in a plastic bag, closed with a twist tie
and then placed in the regular garbage.
If these procedures are followed it would be almost impossible to acquire any infectious disease from blood or
other body fluids.